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BOND ADVISORY COMMITTEE MEETING #5

Wednesday, June 25 · 5:00 p.m.

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01

WELCOME

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ARTHUR LOUIS CHAIR

DAVID MOORE

JOHNNY BEATTY

PAMELA WISE

ANDY CHICA

JOSEPH MAJDALANI

KATIE CELLI

RHONDA RUBEN

DOHN LABICHE

JENNIFER JOB

MIKE DELUNA

SAM PARIGI

TAYLOR NEILD

JOHN WILSON

SAIF QURAISHI

SEAN VILLERY-SAMUEL

ALEXIA MORGAN

BOND ADVISORY COMMITTEE

Councilman Turner

Councilman Samuel

Councilman Durio

City Manager

City Manager

Councilman Hillard

Mayor West

City Manager

Councilman Hillard

Mayor West

Councilman Feldschau

Councilman Samuel

Councilman Crenshaw

Councilman Feldschau

Councilman Crenshaw

Councilman Turner

Councilman Durio

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JEFF BARTON AICP

KARA BUFFINGTON

JOEY OCHOA

GAP STRATEGIES TEAM

Project manager

Deputy project manager

Senior urban planner

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ANDRES GONZALES

SAVANNAH KEE

CALEB ROBERTS AICP

RON WHITEHEAD

CLINT GARZA

FARZINE HAKIMI

TODD PHELAN

Community outreach

Mapping / GIS

Planning support

Management expertise

Economic development

Placemaking

Audio / video

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AGENDA + GOALS

02

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WELCOME

DOWNTOWN

AGENDA + GOALS

PRIORITIZATION

WHERE WE ARE

REFINE DECISIONS

01

04

02

05

03

06

MEETING AGENDA

Introductions and housekeeping

Downtown + economic development priorities

Setting the table and our goals tonight

Prioritize tonight’s projects into tiers

Updated and context for tonight

Tweak priorities; check against costs

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OPEN HOUSE

NEXT STEPS

ADJOURN

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MEETING AGENDA, CONT.

Plans for upcoming open house (July 12)

What happens before our next meeting�(July 22)

Thank you for being here tonight

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OUR GOALS FOR TONIGHT

01

02

03

Prioritize downtown projects

Firm up priorities from last two meetings,and weigh revised priorities against each other – and against tax impact

Review plans for the upcoming open house

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PROJECT TIMELINE

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03

WHERE WE ARE

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WHAT’S CHANGED

Homework results + staff, council, and committee feedback since last meeting:

  • City staff has done a lot of work analyzing projects and costs
  • Additional focus on drainage
  • Tentative decision on facilities and police station
  • Small fill-in projects to consider
  • More clarity, fewer GO bond projects to fit downtown puzzle (2-3 projects for review)

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A MAJORITY SAID…

CITY STAFF SAYS…

HOMEWORK RESULTS: POLICE STATION

The city should do a facilities study now, and a police station later

City administration feels good about that direction – gaining more information and more reliable budget numbers before proposing police station specifics

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YOUR FEEDBACK …

CITY STAFF SAYS …

HOMEWORK RESULTS: GOLF COURSE

Results were mixed on the golf course

Golf course is at a critical point

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WHAT GOES INTO THE PROCESS

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TRANSLATING THIS INTO OUR WORK SO FAR

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LAST MEETING: INFRASTRUCTURE

WHERE WE LANDED

Parks / Rec / Trails $34 - $72 million +

Facilities / Public Safety $15 - $91 million +

Infrastructure $14 - $66 million*

Downtown $0 - $64 million

Possible Standalone Projects $25 million?

Total Before Meeting $209-$440 million

Current Working Total $49 - $254 million +

*Associated water/wastewater and drainage has been added

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POSSIBLE BOND BEGINNING TO TAKE SHAPE

  • Perhaps 4-6 propositions

  • Addresses priorities of community survey and city plans

  • Within the rough “price range identified by committee members

  • Still room for refinement and community input

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ROADS, SIDEWALKS – AND POSSIBLY DRAINAGE (TBD)

DECISIONS TO BE MADE

POTENTIAL PROPOSITION: INFRASTRUCTURE

Up to $75 - $85 million, if include all roads + a new drainage project

  • How to prioritize Dowlen Road projects
  • Whether to add funds to address drainage

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ANIMAL CARE AND FIRE STATION

DECISIONS TO BE MADE

POTENTIAL PROPOSITION: FACILITIES

About $15.5 million, with city-wide facilities study now and police station later (need to add $75 million+/- if include police station on this bond)

  • Confirm facilities study (if committee affirms)
  • Move police headquarters to Tier 3 for now (if committee affirms)

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DOWNTOWN SPORTS COMPLEX AND RIVERFRONT PARK EXTENSION + POSSIBLE SMALL SECURITY PROJECT

DECISIONS TO BE MADE

POTENTIAL PROPOSITION: DOWNTOWN

About $63 million for the two large projects + security cameras downtown

  • Committee still needs to weigh in on these projects
  • Staff and the city council have dramatically reduced the scope downtown through development negotiations that are complementary but not dependent on the GO bond projects

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RANGE OF IMPROVEMENTS ACROSS THE CITY

DECISIONS TO BE MADE

POTENTIAL PROPOSITION: PARKS / REC

There are $34 million worth of projects now in Tier 1, with a big drop in ratings to Tier 2. There are about $38 million in Tier 2.

  • Whether to move splash pads or other small, “big bang for the buck” projects to Tier 1
  • What to do with golf course
  • Do we move Tier 2 projects down or take them to open house?

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ANY MAJOR PROJECT COULD BE A SEPARATE PROPOSITION

DECISIONS TO BE MADE

OTHER “STAND ALONE” PROPOSITIONS

There are pros and cons, but this would allow an individual project to be considered by voters without affecting other projects of a similar nature. For example, the golf course could be broken out from Parks and Recreation to be its own proposition.

  • Whether any projects should be “stand alone” propositions – or presented at the open house for separate consideration.

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A POSSIBLE BOND PACKAGE EXAMPLE

INFRASTRUCTURE

$66 - $76 million

FACILITIES

$15.5 million

PARKS / REC

$35 million

DOWNTOWN

$63 million

STAND ALONE *

$24.5 million

A

B

C

D

E

* Could be golf course or other

Note: In this scenario, the total of all props is roughly $214 million – or, very approximately $12 - $14 per month on the average home in Beaumont. This is an illustration of where we are, or might be, in discussions. It’s a conversation starter.

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PRICE CHECK

  • Example bond package, based on rough current status = roughly $214 mm – if all downtown Tier 2 projects are moved to Tier 1
  • City’s financial advisor projects that to cost the average homeowner in Beaumont between $10 and $15 a month, or between 9 and 13.5 cents on the tax rate
  • $15 a month (13-14 cents on tax rate) buys about $228.6mm in projects (maybe more, once phasing is factored)
  • 87% of committee members supported about $10 a month ($157.7mm in projects)
  • 60% of committee members supported $15 or more (with 7% undecided and 7% favoring $5)

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DOWNTOWN

04

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Christina Lokey CDME, CTE, TDM Economic Development Manager

Economic Overview

of Beaumont, Texas

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DOWNTOWN DEVELOPMENT

RIVERFRONT PARK EXTENSION

2 PROJECTS

RIVERFRONT LANDING

SPORTS COMPLEX

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1975 Plan

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1987 Plan

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2008 Plan

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2022 Plan – “Vision 2035”

2022 Plan

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Riverfront Park

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RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING

  • The Neches River is Beaumont’s greatest natural asset. Riverfront Landing is

how we bring it to life.

  • Built for visitors, made for residents, this is a destination designed to elevate the entire downtown experience.

Project Overview

  • 8.25-acre expansion of Riverfront Park
  • Anchored by a signature water fountain and interactive splash pad
  • Children’s activity center promotes family-focused recreation
  • Modern amphitheater for live music, events, and entertainment
  • Vendor pavilion with at least 4 storefronts/kiosks for local businesses
  • Decorative lighting, public restrooms, and shaded public seating

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RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING

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RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING

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Beaumont’s Strategic Plan

Reflecting the Will of the Council, Shaping the Future of Our City

  • Beaumont’s Strategic Plan outlines a clear destination: a vibrant downtown and riverfront, anchored by a hotel and convention center, supported by recreation and entertainment, and positioned as a premier sports tourism destination.

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RIVERFRONT PARK EXTENSION: RIVERFRONT LANDING

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Walkway to Riverfront Park

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THE VISITOR ECONOMY

  • Total Direct Visitor Spending:

$391.9 million

Up 8.8% year-over-year

  • Tax Revenue Generated:

$33.5 million

Up 9.7% year-over-year

31.4% local tax receipts

68.6% state tax receipts

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Downtown Must Be a Destination. Not a Detour

To Maximize Return,

We Must Maximize Experience

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BEAUMONT SPORTS COMPLEX

A Catalyst for Tourism, Revenue & Revitalization

A state-of-the-art indoor sports and event

facility designed to anchor downtown tourism

and generate year-round economic activity.

Built to host a wide variety of sports and events, including:

Basketball & Volleyball

Pickleball & Esports

Gymnastics, Cheerleading, Baton Twirling Wrestling, Boxing, Martial Arts

Dance Competitions, Table Tennis, Futsal

Special Olympics, Youth Leagues, and more

Flexible, multi-court layout designed for both competition and community recreation.

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5)'

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'.'.'.'.'.'.'.'.'.'.'. SITE PLAN_ENLARGED

...........

CONCEPT

COMPLE

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A

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GOAL 1 GREAT PLACE TO LIVE

Objectives

Expand the local economy with quality job and career opportunities

  • Be recognized as one of the safest city in Texas

Expand recreational and leisure options for all

Develop Beaumont as a sports tourist destination

  • Have a unified Beaumont community
  • Have strong community events that bring our community together: residents meeting residents

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B

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MEET J.D. Wood

Regional Vice President of Strategic Development The Sports Facilities Companies

15+ years of experience in sports tourism, event development, and facility operations

Earned both bachelor’s and master’s degrees from Texas A&M

University

Previously served in leadership roles at:

City of College Station

Dallas Convention & Visitors Bureau National Senior Games

Texas A&M University

Dallas Sports Commission – where he helped secure the 2026 World Cup for Dallas

Led the opening of Publix Sports Park (formerly Panama City

Beach Sports Complex) as General Manager

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MEET DAN MORTON

Dan has been with SFC since 2012 as a market research and document specialist, and today serves as strategic advisor – leading SFC’s team of market specialists and business analysts through the development of market studies, financial forecasts, economic impact analyses, feasibility studies, and existing facility optimization plans.

Notable Projects

Legends Sports Complex, The Woodlands, TX City Beach Volleyball, Fremont, CA

Aviator Sports & Events Center, Brooklyn, NY BucksMont Indoor Sports Center, Hatfield, PA Greater Lansing Sports Authority, Lansing, MI The HUB Recreation Center, Marion, IL

Hill Country Indoor Sports Complex, Bee Cave, TX

Myrtle Beach Sports Center, Myrtle Beach, SC

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R SPORTS FACILITIES

1:1COMPANIES

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OUR MISSION:

TOIMPROVE THE HEALTH AND ECONOMIC VITALITY OFTHE COMMUNITIES WESERVE

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SERVICES OVERVIEW

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FACILITY PROGRAM & OPINION OF COST

Here’s what we’ll cover:

  • 6-Court Option
  • 8-Court Option

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Facility Program

6-Court Option

Summary – 95, 000 SF

  • 50, 000 SF
  • 6/1 2 Court s

  • Event F loor

  • 10, 000 SF FEC

  • Suppor t Spaces
  • F &B

  • F le x/Tea m Room s

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Facility Program

8-Court Option

Summary – 116,000 SF

  • 67,000 SF
    • 8/16 Courts
    • Event Floor
  • 10,000 SF FEC
  • Support Spaces
    • F&B
    • Flex/Team Rooms

Without FEC = 103,000 SF

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GOAL 2 FINANCIALLY SOUND CITY PROVIDING EXCELLENT SERVICES TO THE COMMUNITY

Objectives

  • Have excellent customer service throughout the City guided by our Core Values
  • Maintain sufficient cash reserves and appropriate budgeting practice
  • Have a City organization culture as defined in our Core Values that has defined performance standards, and everyone is held accountable for their behaviors’ decisions and actions
  • Have a high-performing City Team producing results that add value to the lives of our residents
  • Have competitive compensation and benefits for recruiting and retaining highly skilled City workforce
  • Have an effective proactive communication program and activities for informing our residents and our business with accurate, timely and complete information

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Opinion of Cost

Indoor Facility

Summary

  • 6 Courts w/ FEC = $26.2 – 32.0 Million
  • 8 Courts w/o FEC = $27.1 – 33.1 Million
  • 8 Courts w/ FEC = $31.9 – 38.9 Million

Notes

  • Does not include soft cost or working capital

reserve for operations

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FINANCIAL PERFORMANCE BENCHMARKS

Here’s what we’ll cover:

  • Industry Benchmarks
  • Performance Range

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Industry Benchmarks

Revenue, Expenses, Economic Impact

Annual Cost Recovery

Indoor Sports Tourism Facilities

70%

80%

90%

100%

110%

120%

130%

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Performance Range

Revenue & Expenses

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Performance Range

Economic Impact

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Why Economic Development

Matters in This Bond

  • Revenue Drives Reinvestment

Sales tax, property tax, job creation, and tourism fund public services and infrastructure.

  • Strategic Projects = Sustainable Growth

Some projects must generate a return to support long-term investment in streets, safety, and quality of life.

  • Quality of Life Is Economic Development

Parks, public spaces, and downtown enhancements help retain talent, support workforce, and attract new residents.

  • We must be strategic. Bond dollars are limited, and the smartest cities use them to build long-term capacity.
  • Let’s build a city we’re proud of, and one that can afford to grow.

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DOWLEN ROAD EXTENSION

  • Unlocks 1,600+ acres of

underutilized land for

commercial and residential growth

  • Taxable value projected to increase from $5M to

$373M

  • Generates $2.45M/year in new property tax revenue
  • $49M+ in cumulative

revenue over 20 years

More Than a Road: A Revenue Engine

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PHELAN AND DOWLEN

  • Current Market Value: $132,074,230
  • Located at one of Beaumont’s most

vibrant commercial corridors

  • Surrounded by retail, medical, residential, and service-driven development
  • Anchored by high-performing businesses and active consumer traffic
  • Demonstrates the real-world impact of strategic infrastructure investment
  • This isn’t a hypothetical, it’s proof that

infrastructure fuels taxable growth.

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Investing in Safety While Planning for Growth

Three Strategic Actions:

  • Expand Real-Time Crime Center
    • Enhance citywide response through data and surveillance
  • Box in high-crime areas
    • Use Flock cameras + targeted enforcement to create a deterrent zone
  • Install downtown security cameras
    • Low cost, high impact
  • Deters crime
  • Supports tourism
  • Protects businesses & public spaces

Strategic investment isn’t just about what we build. It’s about protecting what we’ve built.

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TOURISM IS ECONOMIC DEVLEOPMENT

  • Tourism is economic development, and in today’s economy, development that doesn’t generate revenue isn’t development at all.

More visitors = more revenue.

More revenue = more reinvestment in infrastructure, public safety, and the services residents rely on.

These are big decisions you're faced with—decisions that will shape the future of Beaumont for years to come. And as you prioritize, I encourage you to ask:

Will this dollar work for the city?

Will it drive growth, and strengthen our workforce?

Will it generate long-term revenue or just create short-term expense? Will it expand our population and tax base?

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GOAL 3 VIBRANT DOWNTOWN/RIVERFRONT

Objectives

  • Have more entertainment and restaurant businesses in

Downtown and Riverfront

Develop Riverfront Trail with recreational amenities

Have a Downtown hotel and conference center

Have more people living in Downtown

Have a more attractive and inviting Downtown/Riverfront

Expand businesses in Downtown

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VISITOR DATA

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VISITOR DATA

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VISITOR DATA

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VISITOR DATA

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GOAL 4 LIVABLE NEIGHBORHOODS: OLD & NEW

Objectives

  • Have effective planning and development standards to

achieve an attractive, beautiful community

  • Increase homeownership opportunities in our

community

  • Increase Beaumont’s population
  • Create a sense of neighborhood pride and spirit, and a sense of place
  • Have an improved mobility experience for all residents (safe, convenient, and interesting)

Expand community/private sector partnerships

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GOAL 5 UPGRADED CITY FACILITIES AND INFRASTRUCTURE THROUGH INVESTMENTS

Objectives

  • Have a well-designed, well-maintained street
  • Have a well-designed, well-maintained water system
  • Have a well-designed, well-maintained wastewater system
  • Have a functional, well-designed stormwater management and

flood protection system

  • Have safe, secure and well-maintained City facilities and buildings

Renovate and upgrade parks, playgrounds, and trails

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Community Investment Plan

The FY 2026–2030 Community Investment Plan includes 7 major projects to transform downtown into a connected, walkable, and thriving destination:

  • City Hall Courtyard & Plaza Renovations
  • Civic Center Renovation
  • Riverfront Park Extension
  • Riverfront Walkway from City Hall Plaza (New)
  • Riverfront Pedestrian Bridge (New)
  • Downtown Sports Complex
  • Underground Power Line Relocation (New)

Sports Com plex

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Downtown Planning History & Riverfront Vision

  • 1971 & 1973 Bond Issues: Funded City Hall, Civic Center, and key civic assets, but failed to deliver a hotel, a missing piece of the original vision.
  • 1985 Central Business District Plan
  • 1987 Major Water Development Plan
  • 2008 Waterway Plan
  • 2023 Riverwalk Concept (Vision 2035): Created by the Downtown Planning & Development Advisory Committee, emphasizing the need for riverfront activation and connectivity.
  • Present Day: Riverfront Park is the first phase to develop Riverfront District we have already seen the success from developing the Lake District, and at some point we hope to connect the two whether it be a street corridor or riverwalk master plan.

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PRIORITIZATION

05

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06

REFINE DECISIONS

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CURRENT TIER 2 PROJECTS

WE START WITH DOWNTOWN PRIORITIES

Riverfront Park Extension $12.5 million

Downtown Sports Complex $49.5 million

Other (“big bang for smaller bucks”) $?

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ECONOMIC / COMMUNITY DEVELOPMENT PROJECTS

COMMUNITY SURVEY ON DOWNTOWN

  • 23.9% chose this as a priority
  • Ranked behind infrastructure and city services
  • Ranked above parks, facilities, and no new taxes

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PAST WORK

PRIORITIES VS. PRICE TAG

THEN WE’LL REVIEW AND REFINE

  • Infrastructure
  • Facilities
  • Parks and Recreation
  • Costs and tax implications

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MENTIMETER VOTING

01

02

03

Grab your smartphone

Head to www.menti.com

Enter the code:

2559 1208

www.menti.com|

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REMINDER

For now, no specific dollar target. Just your priorities!

In this bond

TIER 3

TIER 2

TIER 1

Maybe

Not in�this bond

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PROJECT MATRIX

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PROJECT MATRIX

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  1. Sports Complex (or maybe group all 3 in one?)
  2. Riverfront park extension
  3. Secuirty cameras
  4. Police station and facility study
  5. Golf course
  6. Drainage
  7. Splash pad
  8. Comfort at this tax level for open house?
  9. Ready to move on?
  10. Maybe questions about how many Tier 2s to show at open house

What do we need questions about

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PLACEHOLDER

ROADS - REQUESTS FOR MORE INFO

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PLACEHOLDER

DRAINAGE - DISCUSSION NEEDED

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PLACEHOLDER

“BIG BANG FOR SMALL BUCKS” PROJECTS

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PROJECT MATRIX

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OPEN HOUSE

08

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OPEN HOUSE BASICS

Citizens can attend an in-person event on Saturday, July 12 from 10:00 a.m. to noon

LEARN + SHARE

ONLINE

IN-PERSON

People can also participate in the same open house online from�July 4 - 13

Residents can learn about our process, what’s happened so far, and share their thoughts

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OPEN HOUSE BASICS

NO FORMAL PRESENTATION

Meeting to have a come-and-go format

COME AND GO

No set program or presentation

FORCED FLOW

Participants will be guided in a set direction to view exhibits

SELF-PACED STATIONS

Information can be absorbed at visitor’s

own pace

INTERACTIVE

Interactive polling and�ways to express opinions

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WHAT WE’LL BE SHARING

  • Current trends and state of the city
  • What bonds are and how they can be used
  • Our work so far
  • What possible projects�look like
  • Potential tax implications

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HEARING BACK FROM RESIDENTS

If the committee is headed in the right general direction

WHAT WE WANT TO LEARN

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HEARING BACK FROM RESIDENTS

If the committee is headed in the right general direction

WHAT WE WANT TO LEARN

A look at some�projects that we’re�not certain about

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HEARING BACK FROM RESIDENTS

If the committee is headed in the right general direction

WHAT WE WANT TO LEARN

A look at some�projects that we’re�not certain about

What citizens might�be prepared to pay�per month to get�these projects

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NEXT STEPS

07

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NEXT MEETING: JULY 22

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MARK YOUR CALENDARS…

  • The online open house begins on Friday, July 4 and runs through Sunday, July 13�
  • An in-person open house will be held at the Lakeside Center (here) on Saturday, July 12 from 10:00 a.m. to noon�
  • Our next meeting (Meeting #6) will be held on Tuesday, July 22 at 5:00 p.m. Here’s what we’ll discuss:�
    • Results of the open house
    • Updates from city council
    • Final revisions to the list of projects and structure of propositions
    • Adopt recommendations to city council

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ON YOUR CALENDAR

HOMEWORK

ACTION ITEMS AND ASSIGNMENTS

  • Online open house on July 12, Meeting #6 on July 22

Spread the word about the open house (virtual and in-person)

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THANK YOU

JEFF BARTON AICP

KARA BUFFINGTON

jeff@gapstrategies.com�512.964.0918

kara@gapstrategies.com�512.663.1719

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THE PROJECT MATRIX