[1.A Employee Recognition - Years of Service - September 2026]
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MEETING OF CITY GEORGETOWN CITY COUNCIL. WE'RE GOING TO GET ROLLING ON OUR WORKSHOP AND START WITH OUR EMPLOYEE RECOGNITIONS. GO AHEAD SIR. OKAY. ALL RIGHT. LET'S SEE HERE.
GOOD AFTERNOON, MAYOR AND COUNCIL. TODAY I HAVE THE HONOR OF RECOGNIZING THE EXTRAORDINARY DEDICATION OF OUR EMPLOYEES FOR THEIR YEARS OF SERVICE WITH THE CITY. THESE INDIVIDUALS ARE THE ONES THAT KEEP OUR CITY SERVICES RUNNING SMOOTHLY AND ENSURING OUR COMMUNITY RECEIVES EXCELLENT CUSTOMER SERVICE. THANK YOU FOR YOUR PASSION, YOUR HARD WORK, AND YOUR UNWAVERING COMMITMENT. AT THIS TIME, WE WILL ASK YOU TO COME FORWARD, CONGRATULATE THE RECIPIENTS, GRAB YOUR AWARD AND SHAKE HANDS WITH THE COUNCIL AND CITY MANAGER. STAY FOR A PHOTO AFTERWARDS. YES, PLEASE. SO THIS MONTH WE HAVE FIVE EMPLOYEES CELEBRATING FIVE YEARS OF SERVICE. I'LL CALL EACH ONE OF YOU UP IF YOU'LL JUST STAY FOR THE PHOTO AFTERWARDS. ANNABELLE MACIAS WITH FINANCE. BRIAN MOGHADDASI WITH PARKS AND RECREATION.
CHARLES DALE. POLICE. I'M SORRY. THERE YOU GO. THAT'S OKAY. STAY FOR THE PHOTO OP. ALL RIGHT, WE HAVE MANUEL MATHIS WITH FIRE.
AND ROUNDING OFF WITH RYAN CROSS FINANCE.
CONGRATS TO OUR FIVE YEAR RECIPIENTS. NOW WE'LL MOVE ON TO OUR TEN YEARS. WE HAVE NINE EMPLOYEES CELEBRATING TEN YEARS OF SERVICE. SO I'LL HAVE ANDREW CARAFA FIRE.
ETHAN WESTBROOK FIRE. YOU'VE GOT BIG SHOES TO FILL. IT LOOKS LIKE.
GEORGE CARRASCO. FIRE! HE'S NOT HERE. HUNTER ANDERSON ENGINEERING.
MIKE. WEST. FIRE. RICHARD BECERRA. WATER UTILITY. RON BUCKLEY. WATER UTILITY. AND TED.
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THANK YOU ALL FOR YOUR TEN YEARS OF SERVICE. MIGHT HAVE TO SQUEEZE IN TIGHT FOR THIS ONE IN THE MIDDLE HERE.AND THEN WE HAVE ONE EMPLOYEE WITH 20 YEARS OF SERVICE. JAMES. HE IS NOT ABLE TO BE HERE. IS CHRIS HERE TO SPEAK ON HIS BEHALF? NO, I DO NOT SEE HIM. SO. THAT THAT WILL CONCLUDE YEARS OF SERVICE. WAIT. OH. WE MISSING SOMEONE? OH, NO. WE'RE GOOD. WE'RE GOOD. WE'RE GOOD, WE'RE GOOD, WE'RE GOOD, WE'RE GOOD. THANK YOU. THANK YOU. I SAW SOME.
ALL RIGHT. THANK YOU. ALL RIGHT. WE'RE GOING TO GET ROLLING ON A
[1.B Transportation, Parks, and Facilities Capital Project Planning]
WORKSHOP. AND NICK IS GOING TO LEAD US OFF ON OUR CAPITAL PROJECT PLANNING. ALL RIGHT.GOOD AFTERNOON, MAYOR AND COUNCIL NICK WOOLERY, ASSISTANT CITY MANAGER. TODAY IS A FOLLOW UP PRESENTATION AND DISCUSSION. I'M GOING TO PROVIDE AN OVERVIEW AND SEEK FEEDBACK ON GENERAL CAPITAL PROJECTS, WHICH INCLUDES TRANSPORTATION, PARKS AND FACILITIES CURRENTLY SLATED FOR FISCAL YEAR 27 AND 28, AND THEN DISCUSS NEXT STEPS IN PLANNING FOR A FUTURE BOND ELECTION. THREE PIECES OF FEEDBACK WE'D LIKE TO GET FROM COUNCIL THIS AFTERNOON. FIRST IS DOES COUNCIL SUPPORT STAFF'S RECOMMENDATIONS FOR THE TIMING OF COMPLETING ALL REMAINING VOTER APPROVED PROJECTS? SECOND IS DOES COUNCIL SUPPORT THE APPROACH OF DELAYING A FUTURE BOND ELECTION BY AT LEAST ONE YEAR AND HAVING STAFF COME BACK NEXT SUMMER FOR A FOLLOW UP DISCUSSION ONCE WE RECEIVE THE NEXT ROUND OF PROPERTY VALUATIONS? AND THIRD, DOES COUNCIL SUPPORT STAFF IDENTIFYING OPPORTUNITIES TO MOVE FORWARD ON PLANNING WORK TO HAVE KEY PROJECTS MOVE TO THE POINT OF BEING SHOVEL READY ONCE FUTURE FUNDING DOES BECOME AVAILABLE? SO THE AGENDA FOR TODAY. I'LL START BY GIVING AN OVERVIEW OF PREVIOUS DISCUSSIONS WE'VE HAD WITH COUNCIL. PROVIDE AN UPDATE ON THE DEBT MODEL BASED ON RECENT CHANGES TO PROPERTY VALUATIONS. PROVIDE THE. DISCUSS THE IMPACT TO CURRENT PROJECTS BASED ON THOSE VALUATION CHANGES. DISCUSS OPTIONS FOR ADJUSTING THE TIMING OF CURRENT PROJECTS AND THEN DISCUSS THE IMPACT TO PREVIOUSLY PLANNED. THE PREVIOUSLY PLANNED MAY 2027 BOND ELECTION AND OPTIONS FOR ALTERNATIVE TIMING. SO A LITTLE BACKGROUND ON THE PREVIOUS DISCUSSIONS THAT WE'VE HAD WITH COUNCIL ON THIS TOPIC. SO LAST TIME WE TALKED, BASICALLY WHAT WE PROVIDED TO COUNCIL WAS THAT THERE ARE $68 MILLION OF VOTER AUTHORIZED DEBT THAT IS YET TO BE ISSUED. THE MAJORITY OF THAT GOES WOULD GO TOWARDS THE 2023 FACILITIES PROJECTS. AND AT THE TIME, THE PLAN WAS TO ISSUE THE REMAINDER OF THAT DEBT DURING FY 27 AND FY 28. THE OTHER KEY PART OF OUR DISCUSSION PREVIOUSLY WAS LOOKING AT WHAT FUTURE PROJECTS, FUTURE PROJECT NEEDS WE HAVE IN THE CITY. WITHIN THOSE THREE AREAS, WE LOOKED AT FACILITY PROJECTS THAT TOTALED ROUGHLY 70 MILLION TRANSPORTATION PROJECTS THAT I THINK CONSERVATIVELY ADDED UP TO ABOUT $300 MILLION. AND THEN PARKS AND TRAILS, PROJECTS THAT WERE ABOUT $100 MILLION. SO WHAT WE DISCUSSED AT THE TIME WAS THAT FUNDING FOR THESE PROJECTS WOULD NOT BE AVAILABLE UNTIL FY 29. BECAUSE OF THAT, THE PLAN WAS TO WORK TOWARDS A MAY 2027 BOND ELECTION. AND THEN IN THE DISCUSSION PREVIOUSLY WAS WITH COUNCIL, WAS THAT THE ONLY POTENTIAL REQUEST FOR A TAX RATE INCREASE WOULD BE TO FUND THE SAN GABRIEL PARK PHASE FOUR PROJECT.
SO AT THE TIME, THIS IS WHAT WE WERE LOOKING AT IN TERMS OF DEBT MODELING. AND YOU CAN JUST KIND OF SEE THE ASSUMPTIONS THAT WERE LAID OUT. WE LOOKED AT KIND OF VARIOUS SCENARIOS OVER FIVE, SEVEN, TEN YEARS IN TERMS OF WHAT CAPACITY WOULD BE AVAILABLE AND THEN WHAT CAPACITY WOULD BE AVAILABLE IF THERE WAS A $0.01 RATE INCREASE. AND THEN WE ALSO, WITHIN THAT
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DISCUSSION, PULLED OUT ALL THE CO FUNDING. SO WE ISSUE CEOS TYPICALLY EVERY YEAR FOR VEHICLE REPLACEMENTS AND THEN PARK CAPITAL EQUIPMENT REPLACEMENT. SO ONCE ALL THAT WAS PULLED OUT, WE KIND OF LOOKED AT WHAT THE WHAT THAT BOTTOM LINE NUMBER WOULD BE. SO WHAT'S HAPPENED SINCE THAT TIME? WELL, THE 2026 CERTIFIED VALUES CAME IN BELOW W MAY ESTIMATES AND WELL BELOW THE PROJECTED VALUES IN THAT DEBT MODEL THAT WE JUST LOOKED AT, THE MODEL PROJECTED 8% ASSESSED VALUATION GROWTH. AND THE CERTIFIED VALUES CAME IN AT -1.8%. JUST TO TO PUT THAT IN A LITTLE BIT OF CONTEXT. SO AT THE TIME, IF WE WOULD HAVE SEEN THE 8% ASSESSED VALUE GROWTH, OUR TOTAL VALUATION WOULD HAVE BEEN ROUGHLY $16.3 BILLION WITH A -1.8%. THAT BROUGHT THAT DOWN TO $14.8 BILLION. SO YOU CAN SEE THERE WAS A SIGNIFICANT DROP IN THE ASSESSED VALUATION. AND THAT'S A CRITICAL COMPONENT TO WHAT WHAT CAPACITY WE HAVE ON THE DEBT SIDE. SO BASED ON ECONOMIC FORECASTS, STAFF HAS REVISED THE MODEL TO REDUCE PROJECTED VALUATION INCREASES IN THE FUTURE. WE'VE LOOKED AT A VARIETY OF SCENARIOS. BUT THE THE SCENARIO THAT WE'RE SHOWING RIGHT HERE PROJECTS 0% GROWTH IN FY 28, 2% IN 29, AND THEN 3% IN THE FUTURE YEARS. AND I WOULD SAY AT THIS POINT, THAT'S THERE'S STILL A LOT OF UNKNOWN ON WHAT WHAT THOSE NUMBERS COULD LOOK LIKE. ON ONE HAND, THERE'S, THERE'S STILL A LOT OF UNCERTAINTY WITH HOW MUCH RESIDENTIAL VALUES WILL CONTINUE TO DROP. WE DO ABSOLUTELY EXPECT THAT CURRENT RESIDENTIAL VALUATIONS WILL DROP AND HAVE BEEN DROPPING THIS YEAR. ON THE FLIP SIDE, WE ALSO CONTINUE TO SEE SIGNIFICANT COMMERCIAL GROWTH, AND WE HAVE LARGE COMMERCIAL PROJECTS THAT ARE COMING ONLINE OVER THE NEXT 12 TO 24 MONTHS.SO THAT BRINGS A LOT OF A LOT OF KIND OF MIXED UNCERTAINTY INTO THE PICTURE IN TERMS OF WHAT WHAT WE'LL HAVE IN TERMS OF DEBT CAPACITY MOVING FORWARD. SO WITH, WITH THOSE CHANGES TO THE MODEL THAT REDUCES DEBT CAPACITY BY $8.4 MILLION IN FY 27, 37.9 MILLION IN FY 28 AND 53.2 MILLION IN FY 29, WHICH IS JUST UNDER $100 MILLION OVER THAT THREE YEAR PERIOD. SO WHAT I WANT TO DO NEXT IS TALK ABOUT THE IMPACT ON CURRENT PROJECTS. SO I TALKED ABOUT THAT REMAINING THOSE REMAINING VOTER AUTHORIZED PROJECTS. AND THAT'S REALLY THE THE FOCUS I WANT TO TALK ABOUT FIRST. SO YOU CAN SEE THE IMPACT HERE. SO IN FY 27, WE WOULD NOW HAVE A CAPACITY OF 33.8 MILLION. AND YOU CAN SEE WHAT THAT REDUCTION IS. IN FY 28 WE'D HAVE A CAPACITY OF 13.9 MILLION. ON THE RIGHT IS WHAT WE HAD PLANNED PREVIOUSLY IN TERMS OF CAPITAL PROJECTS OVER THOSE TWO YEARS. SO YOU CAN SEE WHERE THERE'S A THERE'S A BIG DELTA THAT WE'VE GOT TO GOT TO FILL OVER OVER THOSE TWO YEARS TO FILL THAT DELTA. IT'LL REALLY REQUIRE US TO SPREAD THOSE TWO YEARS OF PROJECTS OUT OVER THE NEXT FOUR YEARS. AND IT REALLY DOESN'T LEAVE ANY, ANY ADDITIONAL CAPACITY BEYOND JUST DOING PRETTY MUCH THOSE CURRENT PROJECTS. SO WHAT WE WOULD NEED TO DO IS MOVE BLUEHOLE PARK RIGHT NOW, IT WAS SLATED FOR FY 27. WE WOULD NEED TO MOVE THAT BACK TO FY 28. THE REC CENTER WOULD NEED TO MOVE FROM FY 28 AND BE FUNDED OVER TWO YEARS, BASICALLY FISCAL YEAR 29 AND FISCAL YEAR 30. WE CAN'T START THE CONSTRUCTION UNTIL WE HAVE ALL THE FUNDING. AND SO WE WOULD BE ABLE TO START CONSTRUCTION ON THAT PROJECT IN OCTOBER OF 2029. AND THEN THE FINAL YEAR OF ROAD BOND SIDEWALKS WOULD MOVE FROM FY 27 TO FY 29. ALL FUTURE PROJECTS, BASICALLY THAT LIST OF FUTURE ROADS, PARKS, FACILITIES WOULD BE WOULD ALL BE MOVED TO BEYOND FY 30. WITH THE EXCEPTION OF THE DESIGN OF FIRE STATION NINE, WHICH CURRENTLY IS SHOWN ON THIS SCREEN AS BEING IN FY 30.
I WANT TO STOP THERE. AND BEFORE I TALK ABOUT FUTURE PROJECTS, ARE THERE ANY ANY QUESTIONS ON THIS SLIDE? ANY QUESTIONS? GOOD. OKAY. SO THEN THE IMPACT ON FUTURE BOND ELECTION. SO INSTEAD OF PREVIOUSLY SHOWING PROJECTED CAPACITY STARTING IN 20 2029, THE MODEL NOW DOESN'T SHOW AVAILABLE CAPACITY UNTIL 2031. AS WE DISCUSSED ON THE LAST SLIDE, FY 29 AND FY 30, ALL THAT REMAINING CAPACITY IS IS NOW NEEDED TO PAY FOR THE
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RECREATION CENTER PROJECT. ADDITIONALLY, THE UNCERTAINTY OF VALUE CHANGES OVER THE COMING 1 TO 2 YEARS MAKES IT VERY DIFFICULT TO MODEL LONG TERM DEBT CAPACITY. BECAUSE OF THIS UNCERTAINTY. PRIORITIZING PROJECTS AND COMMUNICATING EXPECTATIONS ON PROJECT DELIVERY TO VOTERS IS IS GOING TO BE VERY DIFFICULT. AND JUST A QUICK REMINDER OF THE FACILITY PROJECTS THAT WE HAD DISCUSSED PREVIOUSLY, THERE WERE FOUR POTENTIAL PUBLIC SAFETY PROJECTS AND THEN FOUR FACILITY RENOVATION PROJECTS THAT WE LOOKED AT. THERE WAS THE $300 MILLION IN TRANSPORTATION PROJECTS THAT WE HAD DISCUSSED, AND THEN THE SLATE OF POTENTIAL PARKS AND TRAILS, TRAILS, PROJECTS, WHICH WAS A MIXTURE OF SOME ENHANCEMENTS TO EXISTING PARKS, NEW TRAILS, AND THEN MAJOR RENOVATIONS TO TO A PARK. SO OPTIONS FOR FUTURE BOND ELECTION. PREVIOUSLY, LIKE I MENTIONED, WE DISCUSSED HOLDING A MAY 20TH, 2027 BOND ELECTION. AT THIS POINT, STAFF WOULD RECOMMEND THAT WE MOVE THAT BACK FOR THREE KEY REASONS. ONE IS THAT CURRENT DEBT MODELING DOESN'T SHOW ANY CAPACITY UNTIL FY 31, AND EVEN IF ASSESSED, VALUATION BEGINS TO GROW RAPIDLY, WHICH I THINK IS IS FAIRLY UNLIKELY AT THIS POINT, THERE'S STILL LIKELY WOULDN'T BE CAPACITY UNTIL AT LEAST FY 30. SO WE WOULDN'T WANT A SIGNIFICANT GAP BETWEEN WHEN WE GO TO THE VOTERS AND THEN WHEN WE CAN ACTUALLY START PROJECTS. AND THEN WITH MAJOR ROAD PROJECTS UNDERWAY OR NEARING CONSTRUCTION, IT MAY MAKE SENSE TO GET THOSE PROJECTS FURTHER ALONG TO COMPLETION BEFORE WE ASK VOTERS TO AUTHORIZE ADDITIONAL PROJECTS. AND THEN FINALLY, THE CITY WILL BE COMPLETING A STRATEGIC PLAN AND COMPREHENSIVE PLAN DURING 2027 AND 2028. AND THAT'S GOING TO PROVIDE SOME INSIGHTS FROM RESIDENTS. THAT WOULD BE THAT WOULD BE REALLY HELPFUL AS WE'RE DETERMINING PROJECT PRIORITIZATION. AND SO BASED ON THESE REASONS, STAFF WOULD RECOMMEND MOVING BACK A FUTURE BOND ELECTION UNTIL AT LEAST MAY OF 2028. IF COUNCIL CONCURRED WITH THAT, STAFF WOULD COME BACK TO COUNCIL IN SUMMER OF 2027 NEXT SUMMER AFTER WE GET THE NEW ASSESSED VALUATIONS AND THEN DETERMINE DETERMINE TIMING OF A FUTURE ELECTION AT THAT POINT. AND THEN PLANNING FOR KEY FUTURE PROJECTS. SO EVEN IF ALL OF WHAT WE JUST TALKED ABOUT HOLDS TRUE, IF COUNCIL DOES WANT TO MOVE BACK THE NEXT BOND ELECTION, IT'S STILL CRITICAL TO BE READY WHEN FUNDING BECOMES AVAILABLE. SO, YOU KNOW, I, I DO THINK AND I WOULD RECOMMEND THAT WE FOCUS AS MUCH AS WE CAN ON GETTING KEY PROJECTS SHOVEL READY. THAT DOESN'T MEAN THAT FULL LIST OF PROJECTS THAT WE LOOKED AT, BUT THERE ARE SOME KEY PROJECTS THAT I THINK WOULD BE IMPORTANT. THIS IS HELPFUL NOT JUST BECAUSE IT'LL HELP US PREPARE TO ADAPT TO CHANGING CONDITIONS, BUT ALSO PREPARES US FOR POTENTIAL OUTSIDE FUNDING PARTNERSHIPS THAT CAN EXPEDITE PROJECTS. SO WHAT THAT WOULD LOOK LIKE, LOOK LIKE IN TERMS OF DOING SOME, SOME PLANNING WORK AND KEY PROJECTS, THAT INCLUDES PROPERTY, RIGHT OF WAY ACQUISITION, PRELIMINARY AND FULL DESIGN AND UTILITY RELOCATIONS FOR FOR PROJECTS, DEPENDING ON THE PROJECT. LIKE WE JUST LOOKED AT, THERE'S NO FUNDING ON THE GENERAL DEBT SIDE TO MAKE THAT HAPPEN. SO IF WE WANTED TO DO THAT, WE COULD LOOK AT A COMBINATION OF OF CASH FUNDING, G TECH, TIFF OR T FEES, GRANT FUNDING OR, OR OTHER PARTNERSHIPS THAT THAT MAY BE OUT THERE. HEY, NICK. YES. DID YOU SAY THIS? WHAT DO WE HAVE RIGHT NOW IN TE FEES BALLPARK. WE'D HAVE TO LOOK. AND IT'S ALL DIVIDED BY AREA, SEPARATED BY AREA. SO. BUT I MEAN, DO WE HAVE ENOUGH IN TE FEES THAT WE COULD POTENTIALLY GET THROUGH DESIGN ON, YOU KNOW, ONE OR MORE PROJECTS IN EACH OF THOSE AREAS? POTENTIALLY PROBABLY NOT. THERE'S DEFINITELY A BIG DIFFERENCE BY BY AREA. BUT YEAH, WE CAN PULL THAT ALL TOGETHER AND GET COUNCIL THAT. BUT IN SOME CASES IT COULD HELP EXPEDITE SOME PROJECTS. YES. AND THEN IN TERMS OF, YOU KNOW, WHAT KEY PROJECTS COULD INCLUDE, THIS IS DEFINITELY NOT AN EXHAUSTIVE LIST, BUT JUST SOME EXAMPLES TO THINK THROUGH. YOU KNOW, FIRE STATION NINE IS A GOOD EXAMPLE. STATE HIGHWAY 29 EAST. THAT EXPANSION, I THINK, HAS BEEN IT[00:20:01]
HAS BEEN A PRIORITY FOR THE COMMUNITY. WE HAVEN'T HAD THE FUNDING YET TO DO THAT PROJECT.WE DO HAVE GRANT FUNDING TO DO THAT DESIGN IN FY 29. AND SO ANYTHING ELSE WE CAN DO TO TO GET THAT PROJECT SHOVEL READY, I THINK WOULD BE WOULD BE IMPORTANT. AND THEN THE SOUTHWEST BYPASS EXPANSION FROM BASICALLY FROM STATE HIGHWAY 29 DOWN TO LEANDER ROAD, EXPANDING FROM 2 TO 4 LANES. THERE'S DEFINITELY SOME WORK WE COULD, WE COULD DO TO GET THAT PROJECT SHOVEL READY. AND THEN POTENTIALLY PROJECTS LIKE WEST WEST SIDE PARK, YOU KNOW, THERE'S SOME FUTURE PLANNING WORK THAT COULD COULD BE DONE. AGAIN, THOSE ARE JUST SOME EXAMPLES OF PROJECTS. THERE ARE DEFINITELY OTHERS OUT THERE, BUT I THINK THOSE ARE SOME KEY ONES THAT WE COULD START TO GET AHEAD AND BE READY AS FUNDING BECOMES AVAILABLE. WE DO HAVE SOME KEY PROJECTS THAT ARE PROGRESSING ALREADY DUE TO GRANT FUNDING. SO IF IF WE DON'T DO ANYTHING ELSE RIGHT NOW, FM 971, WE HAVE RECEIVED GRANT FUNDING FOR FULL CONSTRUCTION FOR THAT PROJECT. THAT IS THAT WILL COME OUT IN 2029 FROM CAMPO. SO THAT PROJECT WILL MOVE FORWARD WITHOUT ANY ADDITIONAL CITY FUNDING. STATE HIGHWAY 29 EAST THAT I MENTIONED PREVIOUSLY, WE HAVE DESIGN FULL DESIGN FUNDING FROM CAMPO IN 2029 AND THEN AUSTIN, THE AUSTIN AVENUE AND HISTORIC SQUARE PROJECT. WE HAVE FUNDING FROM CAMPO FOR FULL DESIGN ON THAT PROJECT AS WELL. SO THOSE ARE SOME PROJECTS THAT WE CAN START TO GET EITHER EITHER DO THE CONSTRUCTION OR START TO GET TO CLOSER TO SHOVEL READY. WITH THAT. WOULD LOVE TO GET COUNCIL'S FEEDBACK ON THE THE THREE ITEMS LISTED ON THE SCREEN. HAPPY TO ANSWER ANY QUESTIONS THAT YOU MIGHT HAVE. THANK YOU NICK. LET'S START.
START WITH YOU, BEN. NICK. I'M EASY. YES. ON ALL OF THESE SO NO ADDITIONAL FEEDBACK. THANK YOU. YEAH. NICK I'M THE SAME. I BASED OFF WHAT YOU SAID, I AGREE WITH ALL THE POINTS.
THANK YOU. SO YES, I AGREE WITH WITH EVERYTHING I THINK WE NEED TO, AS YOU HAVE DONE, FOCUS ON FIRST RESPONDERS AND TRANSPORTATION AND MOVE THE RECREATION AND TRAIL STUFF TO THE OUT YEARS. AND I THINK YOU'VE DONE A GOOD JOB OF THAT. THANK YOU. YEAH, NICK, I SUPPORT ALL OF THESE. I, YOU KNOW, MYSELF WAS THINKING ABOUT JUST, I THINK THE FATIGUE THAT PEOPLE ARE HAVING AROUND ROAD CONSTRUCTION IN THE COMMUNITY. AND, AND SO I THINK THIS IS A SMART MOVE, ESPECIALLY, YOU KNOW, TO NOT MOVE FORWARD WITH A BOND THAT THEN WE CAN'T EVEN START THOSE PROJECTS BECAUSE I THINK PEOPLE MAKE THE ASSUMPTION THAT, YOU KNOW, WHEN WE, YOU KNOW, WHEN THEY VOTE FOR SOMETHING, THEN YOU KNOW, THAT WE'RE GOING TO GET STARTED SOON. AND SO I THINK THIS, THIS IS A SMART APPROACH. I DO THE SEVERAL KEY PROJECTS THAT ARE ALREADY PROGRESSING DUE TO GRANT FUNDING. I ASSUME IT'S SAFE TO SAY THAT WE WILL CONTINUE TO PURSUE ANY OPTIONS FOR GRANT FUNDING MOVING FORWARD, BOTH ON DESIGN AND THEN ON, YOU KNOW, HOPEFULLY GOING BACK TO CAMPO AND OTHERS FOR, YOU KNOW, NOW THAT YOU HELPED US FUND DESIGN, COULD YOU HELP US FUND THE PROJECT? I'M ASSUMING THAT THAT WOULD BE FAIR, THAT WE'RE ALWAYS SEARCHING FOR OTHER SOURCES OF FUNDING. ABSOLUTELY. OKAY.
THANKS. YEAH, I'M I'M A YES ON ALL OF THEM AS WELL. I WOULD HATE TO SEE AND DON'T WANT TO SEE BLUE HOLE PARK MOVE BEYOND FY 28. BUT BEYOND THAT, I'M I AGREE WITH ALL EVERYTHING THAT YOU'RE PROPOSING. ALL RIGHT. THANK YOU SIR. APPRECIATE IT. NICK. THANK YOU. ALL RIGHT.
[1.C Georgetown 2050 Strategic Plan and Comprehensive Plan]
JESSICA'S UP.ALL RIGHT. GOOD AFTERNOON, MAYOR AND COUNCIL. JESSICA CLARK, CHIEF STRATEGY OFFICER, I AM WITH YOU THIS AFTERNOON. I'M EXCITED TO PRESENT THE GEORGETOWN 2050 INITIATIVE TO YOU AND GET YOUR FEEDBACK ON THE SCOPE OF WORK. SO WHAT IS GEORGETOWN 2050? WELL, IT IS ENVISIONED AS A CITYWIDE VISIONING EXERCISE WHERE THE CITY WOULD ENGAGE A CONSULTANT TO PREPARE TWO SEPARATE DOCUMENTS, A STRATEGIC PLAN AND A COMPREHENSIVE PLAN.
AND WE'D LIKE TO DO IT USING A COMBINED APPROACH. SO OUR GOAL IS TO EXPRESS A SINGLE VISION THAT CAPTURES OUR AMBITIONS THROUGH 2050. BEFORE I DIG INTO THIS, I WANTED TO KIND OF LEVEL SET FOR ANYONE IN THE AUDIENCE WHO MAY NOT BE AS FAMILIAR WITH MUNICIPAL PLANNING IN TERMS OF SOME OF THE TERMS THAT I'M USING. SO AT THE MOST BASIC LEVEL, THE COMPREHENSIVE PLAN, ALSO KNOWN AS A CITY PLAN, A GENERAL PLAN THAT'S KIND OF INTERCHANGEABLE, IS REALLY THE
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GUIDE THAT CITIES USE TO DIRECT FUTURE PHYSICAL GROWTH. SO IT'S DEVELOPMENT FOCUSED, REDEVELOPMENT FOCUSED. SO WE CANNOT ADOPT OR AMEND OUR ZONING REGULATIONS WITHOUT A COMPREHENSIVE PLAN. THEN THE STRATEGIC PLAN IS REALLY A MORE QUALITATIVE DOCUMENT. SO IT IS A PRACTICAL ROADMAP THAT DEFINES OUR LONG TERM VISION AND KEY PRIORITIES AS WELL AS GOALS ALSO OVER A MULTI YEAR PERIOD. BUT I WOULD THINK OF THE COMPREHENSIVE PLAN AS MORE OF A TECHNICAL INDEX. AND THE STRATEGIC PLAN IS MORE OF A VISION NARRATIVE, A QUALITATIVE ROADMAP. BUT TOGETHER, BOTH OF THESE DOCUMENTS ARE INTENDED TO BRIDGE THE GAP BETWEEN WHAT OUR HIGH LEVEL ASPIRATIONS ARE AS A COMMUNITY AND OUR DAY TO DAY OPERATIONS AND SERVICES DELIVERY. SO WHY ARE WE EMBARKING ON THE GEORGETOWN 2050 PROCESS NOW? WELL, AS COUNCIL MAY RECALL, BACK IN DECEMBER 2025, THIS IS ONE OF YOUR HIGHEST PRIORITIES COMING OUT OF YOUR ANNUAL RETREAT. I THINK THIS COUNCIL RIGHTLY RECOGNIZES THAT THERE ARE NATIONAL, REGIONAL, STATE AND LOCAL TRENDS THAT CONTINUE TO TRANSFORM GEORGETOWN, AND IT'S JUST SMART POLICY TO TRY TO THINK AHEAD AND STAY AT SEVERAL STEPS AHEAD ON THOSE FOR US TO CONSTANTLY ADAPT OUR STRATEGIES, ESPECIALLY FROM A FISCAL STEWARDSHIP PERSPECTIVE. SO OUR HOPE IS AT THE END OF GEORGETOWN 2050, WE'LL HAVE INCREASED ALIGNMENT AND CLARITY AS A COMMUNITY AROUND A LONG TERM VISION. AND THE TIMING IS RIPE REALLY, BECAUSE WE'RE DUE TO UPDATE OUR COMPREHENSIVE PLAN ANYWAY, PER OUR CHARTER. AND IT'S A GREAT OPPORTUNITY TO REALLY CAPITALIZE ON THE EXISTING MASTER PLANS AND ONGOING LONG RANGE PLANNING EFFORTS THAT ARE ALREADY UNDERWAY. SO THE CORE QUESTIONS THAT WE'LL BE GRAPPLING WITH, NOT JUST CITY LEADERSHIP AND STAFF, BUT ALSO ALL OF OUR COMMUNITY STAKEHOLDERS, ARE THE TYPES OF BIG PICTURE QUESTIONS THAT THIS COUNCIL GRAPPLES WITH ON A DAILY BASIS, RIGHT. SO WHAT KIND OF COMMUNITY DOES GEORGETOWN WANT TO BE IN 20 YEARS? WHAT LEGACY WILL WE LEAVE BEHIND? AND THEN THE PERPETUAL QUESTION, WHAT WILL KEEP GEORGETOWN QUINTESSENTIALLY GEORGETOWN FOR YEARS TO COME? HOW DO WE CONTINUE TO PRESERVE OUR CHARACTER AND OUR PERSONALITY AS A COMMUNITY? AND THEN FINALLY, A QUESTION THAT HAS BECOME EVEN MORE TOPICAL WITH THE STATE LEGISLATIVE SESSION. HOW CAN WE SERVE OUR POPULATION WITHIN CITY LIMITS, BUT ALSO OUR ADJACENT POPULATIONS WHO ARE HIGHLY SUPPORTIVE OF GEORGETOWN AND HIGHLY ENGAGED WITH OUR AMENITIES? SO BIG, EXCITING QUESTIONS THAT WE CAN ANSWER AS A COLLECTIVE. STRATEGIC PLANNING, I WOULD SAY, IS REALLY THE CITY OF GEORGETOWN STRENGTH. IT'S SOMETHING THAT THIS COUNCIL HAS INVESTED A LOT IN, SOMETHING THAT WE TAKE PRIDE IN GOING BACK TO. OUR COMPREHENSIVE PLAN WAS ORIGINALLY ADOPTED IN 2008, AND THE LAST MAJOR UPDATE WAS ADOPTED IN MARCH 2020 THAT INCLUDED A PUBLIC ENGAGEMENT PLAN AND HOUSING PLAN COMPONENT. AND THEN SUBSEQUENTLY, WE ALSO UPDATED OUR NEIGHBORHOOD PLAN, SAN JOSE TRG, WITH WHICH COUNCIL ARE VERY FAMILIAR, AS WELL AS OUR WILLIAMS DRIVE GATEWAY PLAN AND OUR LAND USE MAP, PERIODIC AMENDMENTS. THEN ALSO, THIS COUNCIL HAS AN ANNUAL PLANNING CYCLE WHERE BACK IN 2021 AND 2022, YOU ALL STARTED WITH A MASTER LIST OF ABOUT 100 PLANS AND PRIORITY ACTIONS. WE'VE BEEN ACHIEVING A LOT OF THOSE OVER THE PAST FIVE YEARS, AND EACH YEAR IN DECEMBER, YOU'VE LAYERED IN NEW PRIORITY GOALS FOR OUR DEPARTMENTS TO WORK ON THAT HAVE THEN BECOME BUDGET PRIORITIES. AND THAT'S SOMETHING THAT I PRESENT TO YOU EVERY JANUARY UNDER EACH OF YOUR SIX STRATEGIC AREAS. AND JUST TO EMPHASIZE AGAIN, THAT REALLY GEORGETOWN IS WELL SITUATED TO GO INTO THE GEORGETOWN 2050 PROCESS. SO, YOU KNOW, WE TO KIND OF PAT OURSELVES ON THE BACK AGAIN, AS YOU KNOW, IN 2024, WE WON THE AWARD FOR COMMUNITY OF THE YEAR BECAUSE WE WERE SO FOCUSED ON LONG RANGE PLANNING. SO WE COMPLETED NINE MASTER PLANS IN A SINGLE YEAR, WHICH IS EXTRAORDINARY AND EXCEPTIONAL FOR A MEDIUM SIZED CITY, NOT TO MENTION ALL OF THE OTHER TECHNICAL STUDIES AND RESIDENT SURVEYS, ETC. THAT WE'LL BE ABLE TO HAND THE GEORGETOWN 2050 CONSULTANT ON DAY ONE. SO WE SHOULD FEEL VERY CONFIDENT GOING INTO THE GEORGETOWN 2050 PROCESS. WE HAVE A VERY STRONG FOUNDATION TO BUILD ON. SO WHAT DO WE MEAN BY A COMBINED APPROACH? WELL, OF COURSE, IN DEVELOPING THE SCOPE OF WORK FOR GEORGETOWN 2050, WE ALWAYS LOOK TO SEE WHAT OTHER HIGH PERFORMING CITIES ARE DOING. SO WE WE SURVEYED OTHER CITIES TO SEE HOW THEIR STRATEGIC PLANNING DOCUMENTS FIT TOGETHER. IF YOU LOOK AT KIND OF YOUR AVERAGE AMERICAN CITY, MOST CITIES HAVE A COMPREHENSIVE PLAN. USUALLY, YOU KNOW, IT'S COVERING MULTIPLE DECADES, AND IT'S INTENDED AS THE OVERARCHING DOCUMENT FOR A[00:30:02]
SHORTER TERM STRATEGIC PLAN. AND THEN OF COURSE, THERE'S MASTER PLANS, FINANCIAL PLANS, WHICH NICK JUST REVIEWED. AND THEN KIND OF THE ANNUAL CHURN OF COUNCIL PRIORITIES, DEPARTMENTAL WORK PLANS, AND THE ANNUAL BUDGET. NOW, I WOULD SAY IN OUR SURVEY, WE NOTICED THAT THERE'S VARYING LEVELS OF INTEGRATION AND ALIGNMENT DEPENDING ON WHAT CITY YOU LOOK AT. YOU KNOW, IF YOU GO TO THEIR WEBSITE, IT MAY NOT BE CLEAR TO AN OUTSIDER WHAT THE COMMON THREAD IS OR HOW ALL OF THESE DOCUMENTS FIT TOGETHER. SO COGNIZANT OF THAT, GOING TO GEORGETOWN 2050, WE'D LIKE TO FLIP THE SCRIPT JUST SLIGHTLY IN OUR APPROACH TO BE VERY DELIBERATE IN OUR ALIGNMENT ACROSS ALL OF OUR STRATEGIC PLANNING. SO WE'RE GOING INTO THIS VIEWING THE STRATEGIC PLAN REALLY AS THE ARTICULATION OF OUR COMMUNITY VISION AT ITS BROADEST SCOPE. AND THEN WE'D LIKE THE STRATEGIC PLAN ON A 20 YEAR TIME FRAME TO BE THE ORGANIZATION, THE ORGANIZING STRUCTURE FOR OUR COMPREHENSIVE PLAN. AND THEN, OF COURSE, ALL OUR OTHER DOCUMENTS FLOW FROM THAT. WE BELIEVE THAT THE ADVANTAGES OF THIS SOMEWHAT ATYPICAL APPROACH ARE THAT, AGAIN, THE STRATEGIC PLAN CAN ARTICULATE KIND OF THE NON, YOU KNOW, ISSUES THAT WOULD NOT COME BEFORE A PLANNING AND ZONING COMMISSION. RIGHT. KIND OF THE MORE, YOU KNOW, HUMAN SERVICES, SERVICE DELIVERY ASPECTS OF OUR COMMUNITY VISION ARE BETTER ARTICULATED IN THE STRATEGIC PLAN. AND THEN THAT CAN SET THE STAGE FOR THE TECHNICAL EXPRESSION IN OUR COMPREHENSIVE PLAN. SO A BROADER SCOPE, GREATER ALIGNMENT. AND THEN JUST IT JUST MAKES PRACTICAL SENSE FROM A PUBLIC ENGAGEMENT PERSPECTIVE.YOU KNOW, WE DIDN'T WANT TO HAVE TWO VERY INTENSIVE PUBLIC ENGAGEMENT PROCESSES BACK TO BACK. WE THINK IT MAKES A LOT OF SENSE TO DO IT IN, IN ONE BIG PUSH. AND JUST TO KIND OF VISUALIZE THIS IN ANOTHER WAY, YOU KNOW, WE DID OUR COUNCIL GOALS AND OUR COMPREHENSIVE PLAN AT DIFFERENT TIMES. OUR MASTER PLANS, UTILITY PLANS, YOU KNOW, MULTIYEAR BUDGETING.
AS NICK JUST PRESENTED TECHNICAL STUDIES, THEY ALL SPEAK TO ONE ANOTHER AND THEY'RE SOMEWHAT INTEGRATED AND ALIGNED. BUT WE THINK THIS TIME AROUND THE GEORGETOWN 2050, WE CAN BE EVEN MORE INTENTIONAL IN TERMS OF TWO SEPARATE DOCUMENTS, BUT A SHARED FRAMEWORK THAT IS THEN REFERENCED AND DOVETAILING WITH ALL OF OUR HIGHER LEVEL DOCUMENTS. MOVING FORWARD, WE HAVE THE LATITUDE TO DO THIS. SO THE STATE OF TEXAS ALLOWS A LOT OF LOCAL DISCRETION IN TERMS OF HOW WE DESIGN OUR COMPREHENSIVE PLAN, AS WELL AS THE PROCEDURES FOR ADOPTIONS AND AMENDMENTS, SO WE CAN BE CREATIVE AND INNOVATIVE IN TERMS OF HOW WE STRUCTURE BOTH DOCUMENTS. OUR CHARTER DOES OUTLINE 13 DIFFERENT ELEMENTS THAT I'LL TOUCH ON IN JUST A SECOND, AS WELL AS THE REVISION FREQUENCY. BUT AS WE'VE BEEN FLESHING OUT THE SCOPE OF WORK, WE'VE BEEN LOOKING A LOT AT FORT COLLINS, OLATHE AND COLORADO SPRINGS, JUST AS A FEW EXAMPLES OF CITIES THAT ARE BEING REALLY MODERN AND INNOVATIVE IN TERMS OF HOW THEY PRESENT BOTH THEIR STRATEGIC PLAN AND THEIR COMPREHENSIVE PLAN IN A WAY THAT'S REALLY COMPREHENSIBLE TO THE PUBLIC. SO I ENCOURAGE YOU TO TO CHECK THOSE OUT AFTER THIS, THIS PRESENTATION IN TERMS OF NEXT STEPS. SO WE'RE DRAFTING OUR SCOPE OF SERVICES AS AS WE SPEAK. LOOKING FORWARD TO INCORPORATING YOUR, YOUR FEEDBACK. IT'LL START WITH JUST AS I JUST COVERED THE BACKGROUND AND HISTORY OF STRATEGIC PLANNING IN GEORGETOWN AND HOW MUCH WE'VE ALREADY INVESTED IN THAT, WE ALWAYS COVER CITY RESPONSIBILITIES VERSUS CONTRACTOR RESPONSIBILITIES. AND THEN AT A HIGH LEVEL, WE'LL BE ASKING THE CONSULTANT TO COVER CERTAIN PHASES OF WORK. RIGHT? SO WE'LL WE'LL TALK, YOU KNOW, BRIEFLY ABOUT PROJECT LAUNCH AND TIMELINE. WE'LL TALK. WE'LL SAY THAT IN THEIR PROPOSAL, THEY HAVE TO HAVE A STRUCTURE FOR CITY COUNCIL ENGAGEMENT AND BRIEFINGS.
THERE'S A, YOU KNOW, CERTAIN DOCUMENTS WE WANT TO MAKE SURE THAT THEY REFERENCE DURING THE DISCOVERY PHASE. THEY HAVE TO COME BACK WITH A PUBLIC ENGAGEMENT PLAN. WE ASKED THEM TO DEVELOP THE PLANS SEQUENTIALLY SO THAT THE STRATEGIC PLAN, GENERAL SKELETON IS COMPLETE. BEFORE WE GET TOO DEEP INTO THE COMPREHENSIVE PLAN, AS THE ORGANIZING STRUCTURE WILL OUTLINE CERTAIN KEY POLICIES FOR THE CONSULTANT TO ADDRESS, AS WELL AS AN ADOPTION PROCESS, AND THEN ASSISTANCE ON ALIGNING OUR GOALS AND IMPLEMENTATION STEPS ACROSS BOTH PLANS. BUT REALLY, WE'RE GOING TO KEEP THE RFQ SCOPE OF SERVICES PRETTY, PRETTY HIGH LEVEL. BECAUSE OF OUR UNIQUE APPROACH, WE REALLY WANT TO HAVE A BACK AND FORTH WITH THE HIGHEST RANKED CONSULTANTS ABOUT HOW, IN THEIR EXPERIENCE, THEY WOULD APPROACH THIS DUAL UPDATE OR THIS COMBINED PROCESS IN TERMS OF THE KEY POLICY ISSUES THAT WE WILL CALL OUT. SO OUT OF THE 13 CHARTER ELEMENTS, WE DO WANT TO DO A MAJOR TECHNICAL UPDATE TO OUR FUTURE LAND USE COMPONENT. WE ALSO WANT TO DO A MAJOR TECHNICAL UPDATE TO HOUSING. SO
[00:35:03]
THOSE WILL BE DEEP DIVES FOR ALL OF THE OTHER 11 ELEMENTS. AGAIN, BECAUSE WE HAVE DONE SO MUCH LONG RANGE PLANNING TO THIS POINT, WE ACTUALLY HAVE A STUDY OR PLAN FOR EVERY SINGLE ONE OF THESE POLICY AREAS. SO SOME OF THESE WILL JUST BE REFERENCING WORK THAT WE'VE ALREADY DONE, OR KIND OF EARMARKING AN AREA FOR FURTHER WORK WITHIN THE COMPREHENSIVE PLAN. OTHER KEY ISSUES THAT WE'RE GOING TO EMPHASIZE TO THE CONSULTANTS WHO ARE WHO ARE SUBMITTING FOR OUR RFQ ARE THAT THEY HAVE TO HELP US NAVIGATE THE COMPLEXITY INTRODUCED BY OUR ETJ UNCERTAINTY AND UNPREDICTABILITY. RIGHT. SO THAT GOES BACK TO THE QUESTION OF OUR CITY LIMITS, FOLKS LIVING IN CITY LIMITS VERSUS OUTSIDE OF CITY LIMITS, AND HOW WE CAN SERVE BOTH POPULATIONS IN A FISCALLY RESILIENT WAY. AND THEN OUR ROLE AS A REGIONAL ANCHOR AND COUNTY SEAT WILL ALSO BE A KEY ISSUE, ESPECIALLY WITH TML MOVING HERE. ET CETERA.WHAT DOES IT MEAN TO BE THE SEAT OF WILLIAMSON COUNTY 20 YEARS FROM NOW WILL BE A KEY ISSUE IN TERMS OF REVIEWING THE RFQ PROPOSALS. SO THIS IS OUR STAFF STEERING COMMITTEE THAT WILL BE ENGAGING IN THAT BACK AND FORTH WITH THE HIGHEST RANKED CONSULTANTS TO REALLY FLESH OUT A ROBUST WORK PLAN. IT'S THE CITY MANAGER'S OFFICE, PLUS FINANCE, DEVELOPMENT SERVICES, PLANNING AND COMMUNICATIONS AS THE MOST RELEVANT SERVICE AREAS. IN TERMS OF TIMELINE, WE'RE HOPING TO FINISH THE ENTIRE PROCESS WITHIN 18 MONTHS. IT'D BE GREAT IF IT WAS CLOSER TO 12 MONTHS, BUT WE'RE LEAVING SOME FLEXIBILITY THERE. WE'RE HOPING THAT ALL CONSULTANT SERVICES ARE WRAPPED UP BY JULY 2028, AND AGAIN, AT LEAST AN INITIAL DRAFT OF THE STRATEGIC PLAN WOULD BE COMPLETED FIRST SO THAT IT IS THE DRIVER FOR THE COMPREHENSIVE PLAN. BUT REALLY, OUR QUESTIONS FOR YOU THIS AFTERNOON. COUNCIL MEMBERS ARE DO YOU HAVE ANY COMMENTS OR QUESTIONS ON THE STRATEGIC PLAN AND COMPREHENSIVE PLAN COMBINED APPROACH, AND OR DO YOU HAVE ANY QUESTIONS OR COMMENTS ON THE RFP SCOPE OF SERVICES AS OUTLINED? THANK YOU. JESSICA. I'LL START ON THIS SIDE THIS TIME, JAKE. NO, I DON'T THINK SO. I MEAN, WE WE'VE TALKED ABOUT THIS APPROACH FOR SOME TIME NOW, I THINK ALMOST A YEAR.
AND SO I THINK I THINK THIS IS THE RIGHT APPROACH. I THINK IT'S EFFICIENT. I THINK WE WON'T BE OVERWHELMING PEOPLE WITH PUBLIC ENGAGEMENT BY DOING BOTH PLANS AT THE SAME TIME.
AND I, YOU KNOW, SUPPORT THIS EFFORT. THANKS, JESSICA. QUESTION AROUND THE CITIES WHO HAVE DONE THIS WAS AND HAVE YOU ALL HAVE SPOKEN TO, I'M ASSUMING IS THIS THERE WAS THIS THEIR FIRST TIME TO DO THIS APPROACH, OR HAVE SEVERAL OF THESE CITIES DONE THIS SEVERAL TIMES? WELL, I GUESS FOR SOME OF THEM IT WAS, YES, FOR FORT COLLINS AND OLATHE, IT WAS KIND OF A NEW A NEW APPROACH FOR THEM. OKAY. AND I THINK WE'RE ACTUALLY TAKING IT A STEP FURTHER IN SOME CASES. OKAY. I WONDERED IF THEY HAD BEEN ABLE TO RELATE TO YOU WHAT THEY FELT LIKE WORKED BETTER TO THIS APPROACH THAN WHAT THEY HAD DONE IN THE PAST, AND WHY THEY CHOSE TO MOVE THIS DIRECTION. YEAH, I THINK THEY SAID IT WAS AN IMPROVEMENT ON DOING THE STRATEGIC PLAN AND COMPREHENSIVE PLAN AT DIFFERENT TIMES, RIGHT. IT IT JUST MAKES GOOD SENSE TO DO THEM BOTH TOGETHER THROUGH STREAMLINING IT ALL TOGETHER. YOU KNOW, TO JAKE'S POINT, YOU KNOW, STATING THAT, YOU KNOW, IT'S NOT, YOU KNOW, PUBLIC, THE PUBLIC DOESN'T BECOME FATIGUED. BY WHICH PLAN ARE WE LOOKING AT? AND WHAT ARE THEY TALKING ABOUT? ALL THOSE THINGS. DAVID. I WOULD JUST SAY THAT IT'S MORE TYPICAL IN CITIES TO TO DO THEM AT SEPARATE TIMES, WHICH THEN LEADS TO DIFFERENT DOCUMENTS. AND SOMETIMES THEY OVERLAP AND SOMETIMES THEY CONFLICT. SO THIS IS A, THIS IS A RELATIVELY UNIQUE APPROACH, BUT I THINK IT MAKES A LOT OF SENSE GIVEN THE ISSUES THAT WE'VE OUTLINED AND I KNOW WILL BE MAJOR ISSUES THAT WE LOOK AT WHEN WE THINK ABOUT GEORGETOWN IN 2050. AND THE REALITY IS LIKELY IS GOING TO HAPPEN, IS THE MAJORITY OF PEOPLE THAT IDENTIFY AS GEORGETOWN, AS A COMMUNITY WILL NOT BE CITY RESIDENTS. THEY'LL BE NONRESIDENTS, AND A LESSER MAJORITY WILL ACTUALLY BE, YOU KNOW, IN THE CITY LIMITS AND UNPREDICTABILITY. TJ REALLY, IT REALLY LENDS ITSELF MORE THAN JUST A LAND USE PLANNING DISCUSSION, WHICH IS A LOT OF TIMES HOW THE COMPREHENSIVE PLAN IS, IS MORE SIGNIFICANTLY FOCUSED, NOT NOT ONLY FOCUSED, BUT SIGNIFICANTLY FOCUSED.
WE'VE GOT TO REALLY THINK ABOUT SERVICE DELIVERY AND OTHER ELEMENTS THAT THAT TIE INTO LAND USE. DOES THAT MAKE SENSE? SO I THINK THAT'S OUR THINKING AROUND WHY WE WANT TO TRY TO TACKLE BOTH. BOTH THE STRATEGIC PLAN AND THE COMP PLAN TOGETHER, MATCH THEM UP, BECAUSE WE THINK THERE'S GOING TO BE A LOT OF OVERLAP IN SOME OF THESE DISCUSSIONS THAT YOU ALL ARE FACING TODAY. I MEAN, WE FACE THAT WHEN YOU LOOK AT DECISIONS AROUND LIBRARY EXPANSION OR NEW BRANCH OF LIBRARY OR PARKS AND RECREATION AND COST RECOVERY AND THOSE KINDS OF THINGS. SO I THE GOAL IS TO GET A BROADER, BROADER PUBLIC INPUT FOR YOU ALL CASTING THAT VISION FOR 2050, BUT ALSO GIVING SOME GUIDEPOSTS FOR US AS WE DO FACILITY PLANNING AND OTHER THINGS. IT REALLY THIS HOPEFULLY THIS PLAN WILL BE A GUIDEPOST FOR US TO MAKE SURE
[00:40:03]
WE'RE DELIVERING ON THE FRAMEWORK THAT YOU ALL ESTABLISH. OKAY. THANKS. YEAH.NO, I THINK THAT IT'S I WAS ACTUALLY SURPRISED TO SEE THAT THERE AREN'T MORE CITIES. I MEAN, I'M SURE YOU'VE ONLY DONE IT, BUT I WAS LIKE, BECAUSE THIS DOES SEEM LIKE, YOU KNOW, THE MORE INNOVATIVE, MORE STREAMLINED APPROACH MOVING FORWARD. SO I'M ABSOLUTELY SUPPORTIVE. I DO LIKE THE IDEA OF THE KEY ISSUES AROUND THE ETJ. AND, YOU KNOW, HOW DO WE, YOU KNOW, SERVICE CITIZENS THERE, BUT ALSO, YOU KNOW, KEEP OUR MINDS EYE ON OUR CITY LIMITS. AND THE, THE CITIZENS WHO LIVE IN THE CITY LIMITS. AND THEN ALSO, YOU KNOW, WITH US BEING THE COUNTY SEAT AND A LOT OF THINGS THAT MAY BE HAPPENING DOWNTOWN WITH THE COUNTY MOVING OUT OF DOWNTOWN AND SOME OF THOSE THINGS AS WELL. SO YEAH, I WHOLEHEARTEDLY SUPPORT THE PLAN AND DON'T HAVE ANY COMMENTS OR QUESTIONS ABOUT THE RFQ SCOPE. THANKS. THANKS.
YES, I SUPPORT EVERYTHING THAT YOU HAVE HERE. I THINK COMBINING THEM IS GOOD. I THINK THE TIMING IS RIGHT AND YOU'VE DONE A LOT OF WORK AND WE'VE GOT A LOT OF WORK AHEAD OF US.
THANK YOU, I DO. MY ONLY EXPERIENCE WITH THIS WAS ON THE 2030 PLANNING. SO I THINK YOU'RE GOING ABOUT THE RIGHT WAY WITH COMBINING THESE. AND AS DAVID MENTIONED, YOU KNOW, WITH THE ETJ ISSUES AND ALL THE GROWTH HAPPENING AROUND US, I THINK IT MAKES SENSE TO DO IT NOW. AND WE'LL PROBABLY HAVE TO DO IT MULTIPLE TIMES GOING FORWARD. IF I'VE LEARNED ANYTHING THIS YEAR, IT'S THE IMPORTANCE OF PUBLIC ENGAGEMENT AROUND SOME OF THESE KEY ISSUES THAT ARE GOING TO IMPACT THE CITY FOREVER. SO I LOVE THE, YOU KNOW, THE FOCUS ON LONG RANGE PLANNING AND ESPECIALLY FOCUS ON FUTURE LAND USE AND HOUSING AS WE SHOW HERE. SO I APPRECIATE YOUR EFFORTS HERE AND I SUPPORT IT ALL. YEAH. SAME HERE. JESSICA, THANK YOU SO MUCH FOR PUTTING ALL THIS TOGETHER AND LOOK FORWARD TO SEEING THE RESPONSES TO THE RFQ.
[Executive Session]
OKAY. THANK YOU, THANK YOU. ALL RIGHT. WE ARE DONE EARLY WITH OUR WORKSHOPS. SO WE'RE GOING TO ROLL INTO EXECUTIVE SESSION TO DISCUSS SECTIONS 551.* This transcript was compiled from uncorrected Closed Captioning.