Jan 05, 2026 City Council Work Session

[1.Call to Order]

[00:00:13]

>>> GOOD EVENING, TODAY IS MONDAY, JANUARY 5, 2026. THE CITY COUNCIL HAS A QUORUM PRESENT IN THE WORK SESSION ROOM. FIRST ORDER OF BUSINESS IS CITIZEN INPUT. COUNCIL WILL TAKE FROM AUDIENCE ANY COMMENT. NO ACTION CAN BE TAKEN. DO WE HAVE ANY REQUESTS FROM THE PUBLIC TO SPEAK? I HAVE ONE SPEAKER CARD.

THAT IS THE ONLY ONE I HAVE. MARK TASHIC, DID YOU WANT TO

SPEAK NOW? >> WHATEVER YOU PREFER IF YOU DON'T MIND, LET'S WAIT UNTIL THE ITEM, THE 5C AGENDA ITEM ONLY BECAUSE WE HAVE A LOT OF PRESENTATIONS AND THERE WILL BE A TON OF INFORMATION THROWN AT YOU AND I WANT YOUR COMMENTS TO BE RELEVANT AND FRESH. THANK YOU. WITH THAT, IS THERE ANYONE ELSE FROM THE PUBLIC THAT WISHES TO SPEAK THIS EVENING? SEEING

[5.A. Strategic Planning Consultant Candidate Firm Presentations (RFP 2025-166-B). ]

PRESENTATIONS FOR RFP2025. >> I WANT TO START THIS OFF WITH A PROCESS. WE HAVE THREE CANDIDATE FIRMS, TWO TONIGHT, AND EACH ONE 15 MINUTES TO PRESENT. FIRST IS REMOTE, OTHER TWO ARE HERE IN THE BUILDING. IN FRONT OF YOU IS A SCORE SHEET, I WOULD LIKE YOU TO SCORE THOSE WITH 1 BEING YOUR FIRST THOIS, SECOND BE THE THIRD AND WE WILL DO A GOLF SCORE AT THE END. WE HAVE JANUARY HERE WITH THE 13. IF YOU HAVE ANY QUESTIONS ABOUT THE PROCESS OR HOW TO MOVE FORWARD, HAPPY TO ANSWER YOUR QUESTIONS AS WELL. WITH THAT, WE HAVE A REMOTE CONSULTANT, THE FIRST ONE. THE MOHANDA GROUP? AND THEN THE SECOND TWO WE WILL

BRING THOSE UP . >> HELLO, GOOD EVENING.

>> AT THIS POINT, TAKE IT AWAY WITH YOUR PRESENTATION.

>> GREAT. CAN I POST MY PRESENTATION THERE? LET ME SEE

IF I CAN SHARE IT. >> SURE.

>> I WILL TRY TO GRAB IT. >> THERE WE GO.

>> CAN EVERYONE SEE THAT? >> YES.

>> CAN YOU START THE SLIDE DECK AND PUT IT IN PRESENTER MODE?

>> GREAT. >> THANK YOU, I HAVE 15 MINUTES TO PRESENT AND TAKE QUESTIONS. THANK YOU SO MUCH FOR THE OPPORTUNITY TO PRESENT TO YOU VIRTUALLY. I PROVIDED MORE SLIDES THAN THE TIME WE HAVE BECAUSE I THOUGHT SOMEONE MIGHT WANT TO GO BACK AND REVIEW THE MATERIAL OF THE PROPOSAL WE SUBMITTED. I WILL NOT READ EVERY SLIDE. I WILL MAKE THIS A BIT OF A SPRINT AND MAKE SURE WE HAVE TIME TO ANSWER QUESTIONS. I WILL MOVE ON FROM HERE. I'M SURE YOU RECOGNIZE ALL OF THE PICTURES.

THE ECONOMY, THERE IS NOT A GUARANTEE. IT'S AN EXCITING OPPORTUNITY YOU HAVE IN THE COMMUNITY, CHANGE IS HAPPENING.

YOU SEE A LOT OF THINGS OCCURRING. THERE ARE DIVIDENDS OF GROWTH, UNINTENDED CONSEQUENCES OF GROWTH. THERE IS OLD TOWN, NEW TOWN. THERE ARE SPLITS WITHIN COMMUNITIES ABOUT PEOPLE WHO HAVE LIVED THERE ALONG TIME AND PEOPLE NEW TO THE COMMUNITY IN THE LAST FEW YEARS. NOT UNCOMMON IN MY GROWTH COMMUNITIES, NOTHING IS STATIC IN THE ROWLETT COMMUNITY. WE SEE STRATEGIC PLANNING AS HOW TO CONTINUE YOUR RECIPE FOR CONTINUED SUCCESS. STRATEGIC PLANNING IS THE FUTURE OF THE COMMUNITY. I WANT TO SHARE, I KNOW YOU ARE FAMILIAR WITH MANY OF THE CITIES. THESE ARE RECENT IF NOT CURRENT CLIENTS. THEY ARE IN THE METROPLEX AS WELL AS HOUSTON AREA, SAN ANTONIO, AREA, SOME CITIES SMALLER AND LARGER. WE ARE CURRENTLY WORKING WITH THE CITY EOF FAIR OAKS RANCH DOWN IN SAN ANTONIO. I WILL BE IN ALLEN, TEXAS LATER THIS MONTH WORKING WITH THEIR CITY COUNCIL.

PEARLAND IS IN HOUSTON. WE ARE FINISHING UP AT THE TOWNS AT HIGHLAND PARKS. THESE ARE SMALLER, LARGER, IT IS ALL ABOUT SCALE. TRYING TO TRANSLATE THE HEAD WINDS OF CHANGE. THE REASON I WANTED TO SHARE THIS IS WE ARE VERY COMFORTABLE. WE HAVE BEEN IN TEXAS FOR OVER 40 YEARS. WE UNDERSTAND THE TERRAIN BECAUSE WE HAVE MANY CLIENTS PROVIDING A RANGE OF SERVICES. WE WOULD BE DELIGHTED TO BE YOUR PARTNER GOING FORWARD. THE WAY WE

[00:05:01]

SOMETIMES GOVERNMENT LOOKS THROUGH A MICROSCOPE. I TRY TO LOOK THROUGH A TELESCOPE AND MY FAVORITE DEVICE, A KALEIDOSCOPE.

SO THE SAME SITUATION THROUGH DIFFERENT LENSES AND ARRIVE AT A DIFFERENT PERSPECTIVE. IT IS ABOUT PRIORITY SETTING.

EVERYTHING IS A PRIORITY, IT IS HARD TO SUSTAIN THAT. I WOULD OFFER YOU A BUDGET IS AN ALLOCATION OF RESOURCES.

PLANNING IS ABOUT IDENTIFYING THE KEY PRIORITIES IN THE NEARTERM, SHORT-TERM, LONGTERM. WE TRY TO MAKE SURE IT IS NOT BUDGET 2.0. I THINK THAT DEMIPGSS THE VALUE OF STRATEGIC PLANNING. I OFFERED TO CITY COUNCIL AND CITY STAFF TO SOME EXTENT THAT IF THERE ARE ITEMS INCLUDED IN THE STRATEGIC PLAN, IF THEY DON'T MAKE IT INTO THE PLAN, THEY MAY NOT BE DONE.

THERE ARE OFTEN NOT SUBSTITUTES FOR CORE SERVICES BUT SUPPLEMENTS. CONTINUING ON THE PROCESS, INSTEAD OF R.O.I., I INTRODUCE MY CLIENTS TO R.O.E., RETURN ON EXPERIENCE. I THINK GOVERNMENT AS A SERVICE BASED PROVIDER, EVEN IF WE HAVE TO TELL PEOPLE NO, HOW ARE YOU GOING TO TRY TO STRENGTHEN THAT RETURN ON EXPERIENCE. IT IS TO CAPITALIZE ON THE STRENGTHS. YOU HAVE MANY STRENGTHS, TRYING TO CAPITALIZE THOSE. IT IS NOT JUST SITTING AND TALKING ABOUT THINGS. NOTHING CHANGES JUST BY TALKING ABOUT IT. MY ROLE IS TO HELP YOU GO FROM WHAT, SO WHAT TO WHAT DO YOU WANT TO DO? THAT'S THE HARDEST PART WHICH IS THREADING THE NEEDLE. THE OUTCOME IS COMMITMENT AMONG STAFF, ELECTED OFFICIALS AND AMONG THE COMMUNITY. NOW DOING MY RESEARCH WITH THE PROPOSAL AND FOR TONIGHT, CAME ACROSS WHAT I CALL FOUR MAJOR MENTIONS THAT THE PLAN HAS TO FACTOR IN.

THE GROWTH AS I MENTIONED, COMMERCIAL GROWTH, INDUSTRIAL GROWTH, ECONOMIC GROWTH, RESIDENTIAL GROWTH, WHAT'S THE IMPACT OF THAT ON CITY SERVICES, OPERATIONS, PROGRAMS, HOW CAN THE STRATEGIC PLANNING MANAGE THE GROWTH AND INCLUDE THAT AS A DIMENSION. THE BOND PASS, CONGRATULATIONS, THOSE SET UP MAJOR CAPITALIZATION. HOW WILL THOSE BE INCORPORATED INTO THE PLAN TO MAKE SURE THEY ARE DONE ON TIME AND WITHIN BUDGET. THEN YOU HAVE THE LAND USE COMP PLAN, THAT ALWAYS IS FOR MOST COMMUNITIES, THOSE ARE REALLY FORWARD LOOKING DOCUMENTS. THE CHALLENGE IS THAT THE NEARTERM, MAKING SURE THERE ARE LONGTERM PLANS THAT REALIZE THE SHORT-TERM. THAT'S ALSO IS A SOURCE THAT SHOULD BE APPROPRIATED INTO THE PLAN. AND THEN STRATEGIC PRIORITIES. NO ONE ON CITY COUNCIL RIGHT NOW WAS IN OFFICE WHEN THE PLAN WAS ADOPTED. I KNOW YOU ARE STILL RENSING THE PRIORITIES. I WOULD IMAGINE THAT THE HARDEST PART IS TO STRUB THOSE, NOT JUST THOSE LONGSTANDING BUT AT LEAST EVALUATE THOSE IN CONTINUED APPLICATION. NOW THE PROCESS. WE HAVE A FIVE STEP PROCESS WHICH IS WHAT I CALL THE FIVE ES TO ENGAGE, ENLIST, EXAMINE EXPLORE AND INVESTIGATE. THESE ARE IN THE PROPOSAL. FINALIZE THE SCOPE OF THE SCHEDULE, ROLES, POSSIBILITIES. STEERING COMMITTEE COMPRISED OF OFFICIALS, SOMETIMES COMMUNITY MEMBERS. WE WORKED WITH A LOT OF STEERING COMMITTEES. THEY ARE MY POINT OF CONTACT. YOU HAVE TO PUSH YOUR SLEEVES UP ON SOME OF THE WORK TO DO STRATEGIC PLANNING. IT IS NOT A DRIVE-BY AND SIT DOWN AND DO IT IN A MATTER OF FEW HOURS. YOU HAVE TO POUR OVER NOT IN A DOGMATIC BUT PRAGMATIC WAY. SO T THAT IS CRITICAL. WHILE WE ARE TALKING ABOUT THIS, SOMETHING I DIDN'T INCLUDE IN HERE, WHAT I HAVE SEEN IN THE PRACTICE SINCE 2002, WORKING WITH CITIES AROUND THE COUNTRY, WHAT I HAVE FOUND ABOUT STRATEGIC PLANNING, THERE ARE THREE DIFFERENT VERSIONS. REFRESH, RESET, AND REIMAGINE.

REFRESH IS A DRIVE THROUGH, POLISH. THAT'S WHAT I'M DOING

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THEY ARE ON THE FRONT LINES, OBSERVING WHAT IS GOING ON IN THE FIELD AND TRYING TO FIND OUT FROM THEIR VANTAGE POINT, WHAT IS WORKING. GATHER THAT INPUT, SUMMARIZING THAT. THIS IS REALLY WHAT THE BULK OF THE PROCESS IS, THREE AND FOUR STEPS, EXAMINE AND EXPLORE. THIS IS THE STEERING COMMITTEE DOING THIS.

REVIEWING THAT STRATEGIC PLAN. WHAT'S GOING TO CONTINUE TO BE RELEVANT. DO THEY WANT TO DISCARD IT WHOLE HEARTEDLY AND SAY WE WANT TO PUT IT ASIDE AND START FRESH? THERE ARE NO HARD AND FAST RULES ABOUT THAT. THEN GOING CLOCKWISE, THEY DO A SITUATIONAL ANALYSIS RESULTS WHICH IS GATHERING THE INPUT, REVIEWING THE INPUT THAT GATHERED FROM THE SOURCES. AND THEN A CLASSIC SWOC, STRENGTHS, WEAKNESSES, OPPORTUNITIES, CHALLENGES. A LOT OF SHARPENING THE PENCIL OF WHAT IS GOING ON.

AND THEN CRAFT THE VALUES, VISION, AND MISSION. VALUES, WHAT HOLDS THE COMMUNITY TOGETHER, VISION, WHAT'S THE DESTINATION YOU ARE TRYING TO MOVE TOWARDS, THE MISSION, HOW DO YOU INTEND TO GET THERE? AND FROM THAT CASCADES DOWN, ONE OF THE GOALS IS TO MOVE CLOSER TO REALITY AND WHAT ARE THE OBJECTIVES TO HELP YOU ACHIEVE THE GOALS? REALLY GET INTO GRUNT WORK WITH THE STEERING COMMITTEE DOWN AT THE GRANULAR LEVEL DOING THAT WORK AND IDENTIFYING PERFORMANCE MEASURES IF YOU HAVE THE APPETITE. I ADVICE CLIENTS, DEPENDING ON THEIR LEVEL OF EXPERTISE, PERFORMANCE MEASURE IS AN ITERATIVE PROCESS. IT IS NOT TRYING TO ATTACH TO EVERYTHING SINGLE THING. IT MAY BE SOMETHING THAT IS A GRADUAL PROCESS THAT YOU GET COMFORTABLE WITH IDENTIFYING THEM AND THEN REVIEWING THEM. THEN THE SCHEDULE EVENT LIMITATION. THIS IS WITH COUNCIL ON CONSIDERATION. THE FIRST QUESTION IS WHEN WILL WE DO ALL THAT? I THINK IT IS IMPORTANT AT THE INCEPTION HERE TO SHARE WITH THEM AN IDEA OF WHAT WILL HAPPEN. AFTER THE PROCESS AND EACH MEETING, I WOULD PROVIDE SUMMARY BACK TO THE CITY COUNCIL, TO THE KNEES AND THE CITY AT LARGE. WE ARE KEEPING PEOPLE APPRISED OF WHAT IS GOING ON. SOME COMMUNITIES, WORKING WITH YOU RIGHT NOW, THEY ARE ASKING FOR FEEDBACK FROM THE EMPLOYEES AND PUBLIC ON THE DRAFT VALUES, VISION. THAT IS ENTIRELY UP TO YOU BUT THERE ARE DIFFERENT WAYS TO KEEP PEOPLE ENGAGED THROUGHOUT THE PROCESS SO IT IS NOT AS THOUGH WE GO OFF FOR A FEW MONTHS AND THEN EVERYTHING IS READY TO BE LAMINATED AND PEOPLE GO, NOBODY TOLD US. WE THINK THAT PROCESS IS AS IMPORTANT AS THE PRODUCT. HERE'S JUST A SAMPLE OF PEAK PERFORMANCE INDICATORS OF A CLIENT IN CALIFORNIA THAT I HAVE WORKED WITH. DETAILS, LOTS OF CITIES MAKE EARNEST ATTEMPTS AT TRYING TO IDENTIFY MEANINGFUL PERFORMANCE INDICATORS AS I THINK WE KNOW THIS BUSINESS IS OUTPUT AND YOU HAVE TO START SOMEWHERE. I'M NOT SAYING YOU CUT AND PASTE, IT DEPENDS ON YOUR APPETITE. I WILL SHARE WITH YOU AN IDEA HOW TO KEEP PEOPLEAL

[00:15:03]

DIFFERENT WAYS TO MOVE THIS. NO SHORTAGE OF DEVICES. JUST QUICKLY, I HAVE FACILITATED TECHNIQUES, HIGHLY INTERACTIVE, TRY TO BLEND THE CONTENT, CREATE AN ATMOSPHERE THAT IS RELAXED AND TRY TO CREATE FULL PARTICIPATION FOR PEOPLE ON THE STEERING COMMITTEE AND JUST TO FIND OUT ABOUT THE FIRM, WE HAVE BEEN IN BUSINESS SINCE 2002. WE WILL CELEBRATE THE ANNIVERSARY THIS YEAR FOR 24 YEARS. WE ARE A BOUTIQUE FIRM, PROVIDE CONSULTING SERVICES, EXCLUSIVELY TO PUBLIC SECTOR ORGANIZATIONS, PRIMARILY CITIES AND COUNTIES. I SPENT YEARS IN CITY MANAGEMENT AND MY CONSULTANTS HAVE WORKED IN CITY GOVERNMENT UNTIL THEY TRANSITIONED TO CONSULTING. WE HAVE EXPERTISE FOR IMPLEMENTING THE DESIGN FOR CITIES NATIONWIDE. THIS IS THE RANGE OF SERVICES. THESE ARE SOME CLIENT SUCCESSES. YOU CAN SEE THE CITY OF MCKINNEY, WE WORKED WITH THEM SEVERAL YEARS. L.A. AREA, NORTH CAROLINA, CITY OF ABOUT YOUR SIZE, JUST NORTH OF CHARLOTTE, WE WORKED WITH THEM LAST YEAR. TOP RIGHT IS LAKE FOREST ILLINOIS. WE HAVE BARTLESVILLE, OKLAHOMA, UNIQUE COMMUNITY HOUR NORTH OF TULSA. THE TOP LEFT RIGHT IS COLORADO TURNING INTO A TOURIST COMMUNITY, SOUTHERN PARK, COLORADO. WE HAVE GOVERNMENT EXPERIENCE, BACKGROUND IN GOVERNMENT, CONSULT EXCLUSIVELY WITH GOVERNMENTS. WE SEE CLIENTS AS PARTNERS. WE BRING EXPERTISE IN THE PROCESS AND OUTCOME. WE HAVE A RESULTS BASED APPROACH TO HELP YOU TRANSITION FROM WHAT SO WHAT, NOW WHAT DO YOU WANT TO DO? THEN WE ALSO BRING A MINDSET OF PRACTICAL EVALUATION. WE PRECINCT SPRINKLE IN HOW THE OTHER JURISDICTIONS ARE EXPANDING THE HORIZONS OF KEY POLICY MAKERS AS THEY EXPLORE THE FUTURE OF THE COMMUNITY. SO HOPE I DIDN'T MOVE TOO FAST. LET ME STOP HERE.

>> GOOD. >> TAKE A BREATH AND TAKE A SIP

OF WATER. >> PATRICK, THANK YOU FOR THE PRESENTATION. MEMBERS OF THE COUNCIL, ANY QUESTIONS?

>> I HAVE A QUICK QUESTION. THANK YOU FOR THE PRESENTATION.

YOU CAN SEE ME ON SCREEN, YOU SEE MY HAND, THERE IT IS. OKAY.

A QUICK QUESTION, GREAT PRESENTATION. I GUESS MY QUESTION WOULD BE YOU MENTIONED A FEW WORDS, CLARITY AND?

>> COHERENCE AND COMMITMENT. >> THANK YOU. AND YOU TALKED ABOUT CONTINUED APPLICATION. I GUESS MY MAIN QUESTION TO YOU IS HOW DO YOU DESIGN A STRATEGIC PLAN THAT WITHSTANDS ELECTION CYCLE, COUNCIL TURNOVER, STAFF CHANGES, ALL THAT STUFF?

>> YEAH, GREAT QUESTION. WE ARE ACUSTOMED TO WORKING IN THAT ENVIRONMENT. TWO PART RESPONSE. ONE IS THE MORE REGULAR UPDATES YOU PROVIDE TO THE EXISTING COUNCIL ON THE IMPACT IT IS HAVING, THIS IS WHAT WE HAVE DONE, THIS IS THE IMPACT, I THINK ALMOST TRYING TO INSTITUTIONIZE IT INTO THE DNA OF THE CITY COUNCIL, NOT THAT IT IS A STRAIGHT JACKET BUT A RESOURCE DOCUMENT AS A DECISION MAKING GUIDE. I HAVE A LOT OF CLIENTS WHERE THERE HAS BEEN TURNOVER ON COUNCIL. I HAVE NEVER MET AN ELECTED OFFICIAL IN MY CAREER THAT WAS EXCITED ABOUT IMPLEMENTING STRATEGIC PLANNING GOALS. I'M TRYING TO BE HONEST ABOUT THAT. DO IT, PUT IT ON THE SHELF, COME BACK TO IT BUT MAKE IT A LIVING, BREATHING DOCUMENT, DRIVING POLICY DECISION, PROVIDING UPDATES TO THE COUNCIL. WHEN THERE IS TURNOVER IN THE COUNCIL, GIVE IT A CHANCE TO GIVE IT A SCRUB. SOMETIMES THAT'S WHEN IT IS A DRIVE THROUGH, NOT AN ENTIRE REFRESH.

>> THANK YOU. >> I HOPE THAT ANSWERED YOUR

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QUESTION. >> IT DID, THANK YOU.

>> YEAH, THANK YOU FOR THE PRESENTATION, THANK YOU FOR BEING HERE, PATRICK, APPRECIATE IT. A COUPLE OF THINGS, YOU LISTED A NUMBER OF TEXAS CITIES, MOST OF WHICH I'M FAMILIAR WITH. YOU TALKED ABOUT THE REFRESH, REIMAGINE, OF ALL OF THE CITIES, YOU PUT US IN THE RESET, REIMAGINE, MAYBE A LITTLE MORE WORK NEEDS TO BE DONE. OF THOSE CITIES THAT YOU LISTED, WHICH OF THOSE CITIES HAVE GONE THROUGH MAYBE THAT MORE INTENSIVE PROCESS OF THAT GROUP? HAVE THEY ALL BEEN THROUGH THAT?

>> NOT ALL OF THEM. I WOULD SAY THE CITY OF MCKINNEY WENT THROUGH THAT IN 2017, 2018. THEY HAD TURNOVER ON CITY MANAGEMENT EXECUTIVE TEAM AND COUNCIL. AS YOU KNOW, EXPERIENCING TREMENDOUS GROWTH. THEY WERE TRYING TO REIMAGINE THEIR COMMUNITY AND GET A LOT MORE INVOLVED. RIGHT NOW WITH FAIR OAKS RANCH WHICH IS RIGHT OUTSIDE OF SAN ANTONIO, THEY HAD A TURNOVER. SO I THINK THEY ARE GOING TO DO A RESET AND REIMAGINE. THE OTHERS, PEARLAND HAS A LITTLE BIT OF THAT BUT I WOULD SAY THOSE ARE THE TWO. HIGHLAND PARK DOESN'T HAVE A STRATEGIC PLAN. SO STARTING FROM SCRATCH BUT THEY ARE A UNIQUE

COMMUNITY. >> YEAH.

>> IT'S A LITTLE BIT OF AN ANOMALY COMPARED TO 2.2 SQUARE MILES. IT IS DIFFERENT. BUT IT HAS BEEN AN INTERESTING PROCESS.

I WILL BE UP THERE IN A FEW WEEKS. HIGHLY ACTIVELY ENGAGED, A LOT OF OLD TIME HIGHLAND PARK. FOR THOSE, THEY DON'T WANT TO ROCK THE BOAT. BUT IT MAY NOT LOOK LIKE THE PAST. THEY ARE SEEING AN INFLUX OF NEW RESIDENTS COMING FROM OUTSIDE OF THE STATE. EVERYONE HAS THEIR DIFFERENT RIPPLEAL AND I TRY TO CUSTOMIZE IT BASED ON WHERE THEY ARE. IT IS NOT COOKIE CUTTER BUT AS WE GET INTO FAIR OAKS RANCH, THAT IS ON THE TABLE. NOT JUST EVERYTHING THAT IS IN PLACE WILL STAY ON PLACE. THAT'S WHAT I TOOK THE LAST TIME THE PLAN WAS ADOPTED, EVERYTHING IS ON THE TABLE TO BE REVIEWED AND SCRUBBED, AND SOMETIMES NOT

START OVER BUT START FRESH. >> MCKINNEY IS PROBABLY A GOOD COMP, I LIKE THAT, KNOWING YOU WENT THROUGH THAT PROCESS. THE OTHER IS WE HAD THE STRATEGIC PLANNING PROCESS WITH THE FIVE STEPS, WHAT IS AN ESTIMATED OR TARGET TIME FROM ENGAGEMENT TO

EXECUTION? >> I WOULD SAY ONCE WE GET STARTED FROM THE STEP ONE TO EXECUTION, USUALLY ABOUT 90

DAYS. >> REALLY? OKAY.

>> IT DOESN'T HAVE TO BE A LONG WINDED PROCESS. I'M A BELIEVER

IN KEEPING PEOPLE ENGAGED. >> RIGHT.

>> I THINK ONCE WE GET STARTED, KEEPING PEOPLE ENGAGED, THE STEERING COMMITTEE GOING THROUGH THE MISSION, GETTING THE INFORMATION OUT, GETTING OBJECTIVES, KEEPING MAYOR AND COUNCIL APPRISED. I THINK THERE IS A LEVEL OF ENERGY THAT HAS TO BE THE UNDERCURRENT FOR THIS. SO WHEN IT IS ADOPTED, PEOPLE DON'T FEEL IT IS DONE. IEQUATE IT TO A FITNESS PLAN. HAVING A PLAN IS ONE THING, EXECUTING IT IS ANOTHER. THAT'S WHERE WE HAVE TO EXECUTE. WE HAVE ALL DONE THAT. WE WANT MOMENTUM SO ONCE THE PLAN IS ADOPTED, WHAT'S THE FIRST STEP? I'M NOT A BIG BELIEVER IN LOW HANGING FRUIT. BECAUSE I THINK PEOPLE TACKLE LOW HANGING FRUIT AND PUT THEIR FOOT OFF THE GAS. SO TACKLE SOMETHING THAT IS TO - MEANINGFUL. , NOT JUST DO THE EASY STUFF. I THINK FOR THE PUBLIC, THEY THINK YOU SHOULD HAVE BEEN DOING THAT ALREADY. YOU HAVE TO THREAD THAT POLITICAL NEEDLE TOO ABOUT WHAT IS COMING OUT OF THE STRATEGIC

PLAN. >> I APPRECIATE THAT. AND THAT LEADS TO MY LAST KWEEGZ AND THIS IS NOT UNIQUE TO Y'ALL, ALL THREE OF THE CANDIDATE COMPANIES, THERE SEEM TO BE AS FAR AS GETTING THE PUBLIC SECTOR INVOLVED, THAT MAYBE IT IS SORT OF, I GOT FROM EVERYONE SORT OF THE SENSE OF, YEAH, IF YOU WANT TO DO IT, WE WILL DO IT THAT WAY BUT IT DIDN'T SEEM THAT WAS REALLY NECESSARILY THE PREFERRED WAY. THIS WASN'T UNIQUE TO YOU.

MAYBE THE THINKING ON THAT? >> I INCLUDED IN THE PROPOSAL OPTIONAL SERVICES BASED ON THE RFP ON HOW TO ENGAGE THE PUBLIC WITH COMMUNITY CONVERSATIONS WHERE WE DID TARGETED COMMUNITY OUT REACH AS WELL AS INVITE SPECIFIC KEY STAKEHOLDERS THAT HAVE A VESTED INTEREST IN THE FUTURE TO GATHER THEIR INPUT.

ONCE THE MISSION AND VALUE WAS TO USE SOCIAL MEDIA CHANNELS TO

PUSH THAT OUT FOR FEEDBACK. >> OKAY.

>> I THINK THERE ARE DIFFERENT WAYS TO USE STRATEGIC PLANNING, HOW YOU CAN LEVEL CITIZEN ENGAGEMENT FOR A DIFFERENT FORUM TO GATHER FEEDBACK. CANDIDLY, I THINK IN SOME RESPECTS, THE

[00:25:02]

>> GREAT, THANK YOU. >> COUNCIL, ANY OTHER QUESTIONS? MR. BARR, THANK YOU FOR YOUR TIME AND YOUR PRESENTATION. WE

APPRECIATE IT. >> ABSOLUTELY, I APPRECIATE IT, THANK YOU FOR THE OPPORTUNITY TONIGHT AND I ENCOURAGE YOU TO LOOK AT MY REFERENCES AND I WILL LOOK FORWARD TO THE NEXT SELECTION OF THE PROCESS AND I'M DELIGHTED TO BE YOUR PARTNER I WOULD BE EXCITED TO ACCELERATE YOUR JOURNEY TO GET

BETTER ALL THE TIME. >> EXCELLENT, THANK YOU. HAVE A

GOODNIGHT. >> GOOD EVENING, MR. MAYOR, COUNCIL, STAFF. IT IS GOOD TO BE WITH YOU AND SHARE. I'M MIKE MALLORY, LEADERSHIP DEVELOPMENT BRANCH. WE ARE A LOCAL COMPANY.

WE ARE EXACTLY REMOTE AFTER THE PANDEMIC. WE CLOSED OUR OFFICE AND WE WORKED FROM HOME. I LIVE IN GRAPEVINE AND I GUESS THE CENTRAL OFFICE IN MY BOOK IS GRAIN. I HAVE DONE A LOT OF THINGS, WORKED WITH COUNCIL IN THE PAST. IT IS REALLY AN HONOR TO GET TO SHARE WITH YOU. YOU ARE PROBABLY FAMILIAR WITH SGR SO I WON'T SAY TOO MUCH ABOUT THAT. FOUNDED BY -- WHO IS STILL OUR OWNER. OF COURSE RON IS A FORMER CITY MANAGER IN THE AREA AND ASSISTANT CITY MANAGER IN PLANO. OUR COMPANY JUST WORKS WITH LOCAL GOVERNMENTS, PRIMARILY CITIES AND SOME COUNTIES. WE DO A LOT WITH STRATEGIC PLANNING, STRATEGIC VISIONING ACROSS THE COUNTRY, CERTAINLY HERE IN THE METROPLEX.

USUALLY DO ABOUT 40 TO 50 COUNCIL RETREATS A YEAR. SO WE ARE -- IT'S KIND OF OUR FOCUS. IN FACT, I WANT TO JUST MOVE TO THIS SLIDE. IT IS REALLY THE HEART OF WHAT WE TALKED ABOUT.

PATRICK I THOUGHT DID A GREAT JOB OF TALKING ABOUT THE CONCEPT OF TRUSTEEJIC PLANNING AND VISIONING. WE MAKE A DISTINCTION BETWEEN PLANNING AND VISION. WE USE THE TERMS INTERCHANGEABLY A LOT BUT THERE IS A DIFFERENCE BETWEEN VISION AND PLANNING.

STRATEGIC VISION IS ABOUT DIRECTION AND PRIORITIES. AND THAT IS PRIMARILY THE RESPONSIBILITY OF THE COUNCIL TO ESTABLISH. A STRATEGIC PLAN IS MORE ABOUT THE HOW, NOT THE WHY.

AND IT HAS MORE TO DO WITH BUDGETS AND TIMELINES AND RESOURCES. AND THE KEY IS, THOSE TWO THINGS HAVE TO BE IN ALIGNMENT. YOU DON'T HAVE A STRATEGIC VISION FIRST, IT IS POINTLESS TO HAVE A STRATEGIC PLAN BECAUSE WHAT ARE WE PLANNING FOR? BUT ON THE OTHER HAND, IT IS FEW TILT IF YOU HAVE A STRATEGIC VISION AND YOU NEVER GET A PLAN THAT EXCUTES IT. SO A LONG TIME AGO, WE CREATED THIS CYCLE OF STRATEGIC VISION AND IT'S BY NO MEANS A PERFECT ILLUSTRATION. BUT IT HITS AT THE HEART OF IT. YOU CAN START AT ANY POINT YOU WANT TO BUT WE WILL START AT THE 12:00 AREA. IT STARTS WITH COMMUNITY INPUT. IT IS SORT OF A MISNOMER BECAUSE IT SOUNDS LIKE YOU GET COMMUNITY INPUT AT THE BEGINNING AND YOU DON'T WORRY ABOUT IT ANYMORE WHEN THE CASE IS ALL AROUND THE CYCLE YOU NEED GETTING AND YOU ARE GETTING INPUT FROM THE COMMUNITY INPUT. ALTHOUGH I KNOW WE ARE NOT FOCUSING ON THAT, I DID HEAR THE QUESTION FROM YOU COUNCILMAN. WE HAVE A UNIQUE OF DOING COMMUNITY INPUT. SO MUCH OF THE TIME WE THINK OF A TOWN HALL. IT HAS A NEGATIVE

[00:30:05]

COMMUNITY INPUT IS A VERY IMPORTANT THING. AS IS STAFF INPUT. WE LOTS OF TIMES WILL USE A PLATFORM OF LIKE AN ENVIRONMENTAL SCAN WHERE WE ARE ASKING THE STAFF TO TELL US WHAT THEY SEE IN THEIR AREAS. WE PUT THAT TOGETHER, IT'S A PART OF THE PRESENTATION FOR YOU THAT YOU ARE TAKING INTO ACCOUNT AS YOU BEGIN THE PROCESS OF THE THIRD STEP WHICH IS COUNCIL AND VISIONS. YOU ARE GETTING TOGETHER AND YOU ARE TAKING INPUT FROM THE COMMUNITY, WHAT YOU HEARD FROM STAFF AND YOU ARE COLLECTIVELY DEVELOPING A COHESIVE VISION FOR THE FUTURE.

I GREW UP IN THE TEXAS PANHANDLE AND MY DAD WAS NOT A FARMER BUT MY GRANDFATHER HAD MANY CHILDREN AND SOME OF THEM WERE FARMERS BY THE TIME I CAME 60S, I FOUND MYSELF ON THE BACK OF A TRACTOR EARLY IN LIFE. SOME OF YOU MAY HAVE HAD SIMILAR EXPERIENCES. IN THAT DAY, WHEN THEY TAUGHT YOU TO PLOW, IT WAS DIFFERENT THAN THE WAY WE TEACH KIDS TO DRIVE. WE TEACH KIDS STAY IN YOUR LANE.

BUT IF YOU PLOW LIKE THAT, YOU END UP BEING ALL OVER THE PLACE AND IT IS NOT THAT THE ROWS DON'T LOOK GOOD BUT YOU CAN'T USE THEM TO PLANT. SO YOU NEED STRAIGHT ROWS. SO THE WAY THEY TEACH YOU TO DO IT, ON THE EDGE OF THE FIELD, YOU ARE LOOKING ON THE OTHER SIDE OF THE FIELD AND GET YOUR EYE ON SOME FIXED POINT THAT YOU JUST PLOW TO. YOU DON'T WORRY ABOUT THE TERRAIN AND YOU THINK YOU ARE GOING STRAIGHT. YOU PLOW TO THAT. IT IS AMAZING WHEN YOU DO THAT, YOU TURN AROUND AND YOUR ROWS WILL BE AS STRAIGHT AS THEY CAN BE. THAT'S A METAPHOR FOR WHAT COUNCIL HAS TO DO IN STRATEGIC VISION. IF YOU WORRY TOO MUCH ABOUT THE IMMEDIATE AND NOT ABOUT THE FUTURE, YOU WILL ALL GET MOVED ALL AROUND SO MUCH AND THE PROBLEM WITH THAT IS IT IS ALMOST IMPOSSIBLE FOR STAFF TO FOLLOW. AND THAT'S WHY I HAVE SEEN IT OVER AND OVER. STAFF CAN'T FOLLOW IT IF THEY ARE NOT CLEAR ON WHAT ARE THE FEW STRATEGIC PRIORITIES THAT THIS BODY OF ELECTED OFFICIALS REALLY BELIEVES IN COLLECTIVELY.

SOMETIMES I WORK WITH A CITY AND THE FIRST FEW CONVERSATIONS, WHAT I'LL EHEAR IS EACH COUNCILMEMBER HAS THEIR OWN PRIORITIES. THE STAFF SOMETIMES WILL SAY WE GOT TO ACHIEVE ALL OF IT. WELL, IT IS MUCH BETTER IF WE WORK TOGETHER AND SAY COLLECTIVELY, WHAT DO WE WANT TO ACCOMPLISH? YOU CREATE THAT.

ALONG SIDE OF THAT ARE SOME OBJECTIVES OR WE SOMETIMES USE THE TERM MILESTONES THAT GIVE A LITTLE MORE CLARITY SO THAT STAFF KNOWS WE ARE MOVING IN THE RIGHT DIRECTION AT THE PAGE THAT THE COUNCIL WANTS US TO GO, TOWARDS THESE STRATEGIC PRIORITIES. THE NEXT PART IS THE STAFF PLANS. WE WORK WITH THEM TO SAY, OKAY, HOW DO WE -- THIS IS WHERE THE COUNCIL WANTS TO GO, HOW DO WE CREATE A PLAN THAT IS IN ALIGNMENT WITH THAT? AND THAT IS IN ALIGNMENT WITH OUR CONSTRAINTS IN TERMS OF BUDGET AND SO FORTH. THERE IS A LOT OF GIVE AND TAKE BETWEEN THE PERIOD WHERE THE STAFF PLANS AND THE COUNCIL AFFIRMS. BECAUSE

[00:35:10]

I WANT TO TALK A LITTLE BIT ABOUT SOME OF THE ELEMENTS WE INCLUDE IN THE PROCESS, CERTAINLY IN THE -- ONCE IT IS REALLY WATCHED. WE WANT TO HELP YOU THINK ABOUT REPUTATIONAL DRIVERS. WHAT DO YOU WANT TO ACCOMPLISH? WHAT DO YOU WANT TO BE KNOWN FOR? WHAT DO YOU WANT THE CITY OF ROWLETT TO BE KNOWN FOR? WHAT DO YOU WANT THE ORGANIZATION TO BE KNOWN FOR? AND THEN PRESSING NEEDS. WHAT ARE THE REALLY PRESSING NEEDS OF THIS COMMUNITY, ITS CONSTITUENTS AND STAKE HOLDERS THAT YOUR STRATEGIC PLAN MUST ADDRESS. WE HAVE TO HAVE A LONG AND SLOW CONVERSATION ABOUT THAT. I'M ASTRUNG BELIEVER IN THE S.W.A.T.

ANALYSIS WHERE YOU ARE LOOKING AT WHAT ARE YOUR STRENGTHS AND WEAKNESSES AND THEN THE OPPORTUNITIES AND THE THREATS.

THEN I LIKE TO COME BACK AND SAY, OKAY, WHAT ARE THE STRENGTHS THAT WE HAVE THAT WE CAN LEVERAGE TO MAXIMIZE THOSE OPPORTUNITIES AND WHAT ARE THE STRENGTHS WE HAVE THAT CAN HELP US AVOID THESE THREATS. AND THEN SOMETIMES WE DO SOMETHING THAT IS KIND OF FUNNY BUT WE LEAD YOU THROUGH A DISCUSSION ON WHAT IS THE WORST THING YOU COULD DO. AND A LOT OF TIME WE GET REALLY GOOD INSIGHT AND THINK, WE DON'T WANT TO DO THAT. THAT SHEDS LIKE ON WHAT YOU WANT TO BECOME. WE SPEND TIME WITH YOU, HELPING YOU DEFINE WHAT IS SUCCESS? WHAT DOES SUCCESS LOOK LIKE FOR YOU? WHAT DOES THAT MEAN? AND OUT OF THAT COME YOUR PRIORITIES. OBJECTIVES FOR EACH STRATEGIC PRIORITY AND WE USE THE WORD MILESTONE SOMETIME BUT WE WILL USE YOUR LINGO, WHATEVER YOU PREFER. AND THEN WE WILL REVIEW THE STRATEGIC OBJECTIVES, IDENTIFY INITIATIVES CONNECTED TO THEM ALREADY. YOUR STAFF WILL BE WORKING ON SOME THINGS THAT YOU IDENTIFY AS THE BIG PRIORITY. WE SAY TO STAFF WE ARE ALREADY DOING THIS. AND THAT'S A GOOD THING. IT WOULD BE A BAD THING IF EVERYTHING THE COUNCIL CAME UP WITH REQUIRES A HEART LEFT TURN. THIS IS SAYING WE ARE ALREADY CONNECTED AND WHAT MORE DO WE NEED TO CONNECT TO THE STRATEGIC OBJECTIVES. WE WANT TO ASSIGN OWNERSHIP, DONE THROUGH THE STAFF, WORKING WITH THE CITY MANAGER, DEPARTMENT HEADS TO SAY WHO OWNS EACHNISHATIVE AS IT RELATES TO A STRATEGIC OBJECTIVE. THEN YOU WANT TO DEVELOP FROM THERE KPIS. THEN STAFF IS GOING TO WORK THAT OUT A LITTLE MORE GRANULAR. AND THEN

[00:40:04]

I DON'T THINK THAT IS NECESSARY. THERE IS GREAT FREE PROGRAMS YOU CAN PUT TOGETHER THAT ALLOW YOU AS A COUNCIL TO SEE WHAT HAS BEEN LAUNCHED, WHAT HASN'T BEEN LAUNCHED. WHAT IS ON SCHEDULE, WHAT'S BEHIND. I'M FOR KEEPING THINGS INEXPENSIVE AND SIMPLE BUT WE WILL WORK WITH YOU ON WHATEVER YOU WANT TO DO. THAT'S IT. LET ME SEE IF YOU HAVE QUESTIONS FOR

ME. >> COUNCIL, QUESTIONS?

>> SURE. THANK YOU FOR THE PRESENTATION AND THANK YOU FOR BEING HERE. I'M LOOKING THROUGH SOME OF THE CITIES YOU HAVE WORKED WITH AND NOTICED WITH A LOT OF THE TEXAS CITIES, WE HAVE RETREATS, FOLLOW-UP, ANNUAL, ONGOING PROCESS . IS THAT YOUR MOTE S OPRAUND I? THAT YOU SEE IT AS ONE AND DONE, A CONTINUING PROCESS OR HOW DO YOU ADDRESS THAT?

>> IT IS A MODUS OPERAND I. IN OUR LANGUAGE, IF YOU GIVE US THE MAGIC WAND, LET US DO THIS BECAUSE YOU BUILD ON SUCCESS. IT BECOMES EASIER. THINGS THAT WEREN'T POSSIBLE IN ONE YEAR BECOME MORE POSSIBLE OVER TIME. WE CERTAINLY HAVE ENJOYED A LOT OF LONGSTANDING ENGAGEMENT WITH CITIES. THAT'S THE WAY WE PREFER IT. SO WE GO KEEP THE WORK GOING.

>> CAN YOU DESCRIBE THE RETREATS? ARE THEY FACE TO FACE TYPE OF RETREATS? NOT A REMOTE SORT OF OPERATION? WHAT DOES

THIS LOOK LIKE? >> WE WANT TO BE IN A U SHAPED SORT OF SETTING JUST LIKE THIS WHERE YOU CAN SEE EACH OTHER AND WE CAN BE TOGETHER. WE USE A LOT OF -- LET'S PUT THE THREE OF YOU IN A DISCUSSION GROUP AND THE THREE OF YOU AND SO FORTH.

SO EVERYONE GETS A TALK A LOT, NOT NECESSARILY IN THE OPEN TIME. NOT EVERYONE LIKES TO DO THAT. IT IS VERY FOCUSED ON KEEPING PEOPLE ENGAGED, WRESTLING WITH TOUGH QUESTIONS, REPORTING OUT, GETTING EVERYONE TALKING ABOUT IT AND REFORMING THE GROUP SO THAT YOU HAVE A CHANCE TO TALK AND ENGAGE WITH EVERYONE ON THE COUNCIL OVERTIME.

>> JUST SO I'M CLEAR, IS THE RETREAT A ONE TIME THING OR DO YOU HAVE RETREATS THROUGHOUT THE PROCESS?

>> IT WILL DEPEND ON HOW QUICKLY YOU WORK BUT IT IS LIKELY THERE

WOULD BE MORE THAN ONE RETREAT. >> OKAY. THE FIRST RETREAT IS IN

HAWAII, RIGHT? >> AND THE NEXT ONE IS IN MAINE DURING THE FALL. FROM KICKOFF TO EXECUTION, WHAT KIND OF

TIMELINE? >> I THINK THAT REALLY DEPENDS ON YOU AS A COUNCIL. WE WILL MOVE AT YOUR PACE. OUR GOAL IS NEVER TO HAVE YOU WAITING ON US. SO PATRICK SAID 90 DAYS AND I WOULD ANXIOUS TO SEE WHAT HE WOULD SAY AND I THINK THAT'S ABOUT RIGHT. WE WOULD BE ABLE TO DO THE SAME THING.

>> I HAVE SORT OF A QUESTION, I THINK. I DON'T WANT TO SOUND DUMB SO THIS MAY NOT HAVE AN ANSWER. THIS MAY BE AN ESOTERIC QUESTION -- I DON'T KNOW IF THAT IS THE TERM. BUT YOU TALKED ABOUT WHAT DOES SUCCESS LOOK LIKE. THAT'S ALWAYS IMPORTANT T. ONCE WE HAVE A STRATEGIC PLAN AND LET'S SAY WE ACCOMPLISH JUST A PERCENTAGE OF IT, WHATEVER PERCENT, PICK THE NUMBER. HOW DO YOU DETERMINE THE FAILURE OF THAT? IS IT THE FAILURE OF THE PLAN, THE FAILURE OF THE COUNCIL? HOW DO YOU DETERMINE THAT ONCE YOU LOOK BACK?

>> I THINK WE PROBABLY HAVE TO SAY IT COULD BE FAILURE LIKE WE DIDN'T GET IT ASSIGNED PROPERLY OR THAT WE HAD OTHER PRIORITIES THAT DIDN'T GET ROTATED OFF AND SOMEBODY COULDN'T. I THINK SOMETIMES THAT IS THE CASE. BUT MORE OFTEN, IT IS BECAUSE THE TIMELINE NEEDS TO BE -- LONGER THAN WE WISH AND WE DON'T HAVE

[00:45:02]

I DON'T KNOW IF THAT ANSWERS IT OR NOT I THINK YOUR ANSWER WAS

BETTER THAN MY QUESTION. >> I DON'T HAVE A QUESTION BUT WHAT IS ONE OF YOUR TYPICAL ROAD BLOCKS THAT YOU SEE CITIES ENCOUNTER WHILE THEY ARE IMPLEMENTING AND TRYING TO

EXECUTE THEIR STRATEGIC PLANS? >> A LOT OF TIMES, THE STRUGGLE CAN BE OTHER VOICES. THAT DON'T WAN T TO SPEND THE MONEY, DON'T LIKE IT, THERE IS POLITICAL WILL TO SAY WE ARE DOING THIS.

THAT'S A BIG ONE. SOMETIMES IT IS OTHER GOVERNMENT ENTITIES THAT HAVE DIFFERENT PRIORITIES. THEY DON'T FUND STUFF AND THEY DON'T COOPERATE AND IT SLOWS IT DOWN. THAT'S A BIG ONE.

DOWNTURNS IN THE ECONOMY CAN SLOW THINGS FOR SURE. MORE THAN ANYTHING, THE CITIES THAT DON'T REALLY MOVE THROUGH WITH STUFF, THEY HAVE UNREAL EXPECTATIONS OF HOW QUICKLY THINGS CAN GO.

>> SOUNDS ABOUT RIGHT. >> COUNCIL, OTHER QUESTIONS? ALL

RIGHT. >> THANK YOU VERY MUCH.

>> WE APPRECIATE YOU GUYS. >> OUR LAST PRESENTATION?

>> GOOD TO GET STARTED? >> MAYOR, COUNCIL MEMBERS, THANK YOU FOR HAVING US, BAKER TILLIE, MY NAME IS WOODY BALER, I'M A CONSULTING MANAGER WITH THE TEAM. I HAVE A NUMBER OF SLIDES FOR YOU TODAY, A PRESENTATION THAT WE PUT TOGETHER, ALSO HAPPY TO ANSWER ANY QUESTIONS YOU HAVE AS WE GO OR AT THE END. IN YOUR BINDERS, THERE IS THE RPF, PROPOSAL, OUR PRESENTATION, ALSO A POLICY SNAP SHOT, A POLICY MAP, DEMOGRAPHICS INFORMATION THAT WE WERE ABLE TO PUT TOGETHER FROM ROWLETT. AND THEN JUST A FEW OTHER PIECES THAT WE FELT WOULD BE HELPFUL FOR OUR DISCUSSION TODAY. JUST STARTING OFF ON A BIT ABOUT THE TEAM.

LIKE I MENTIONED, I'M THE CONSULTANT MANAGER WITH THE PRACTICE. OUR PRACTICE IS A LOCAL GOVERNMENT SPECIFIC

[00:50:01]

WE WANTED TO MAKE SURE WAS A PART OF THE TEAM FOR THIS ENGAGEMENT. ULTIMATELY, THOUGH, THE TERM ITSELF, WE HAVE DESIGNED THIS TEAM TO HELP ROWLETT. WE ARE VERY FAMILIAR WITH ROWLETT FROM OUR EXPERIENCE WITH ROCKWELL COUNTY, SOME OTHER NEIGHBORING CITIES. BUT WE ALSO HAVE THE LARGER FIRM, THE LARGER PRACTICE WHICH HAS DOZENS OF FORMER CITY MANAGERS, FORMER EXECUTIVES WITHIN THE LOCAL GOVERNMENT SPACE THAT WE LEAN ON REGULARLY FOR THIS TYPE OF ENGAGEMENT. A LITTLE BIT ABOUT THE WORK WE HAVE DONE IN THE AREA, TEXAS AT LARGE, WE HAVE A NUMBER OF OFFICES, A NUMBER OF PERSONNEL. WE FREQUENTLY LEAN ON THEM, CROSS SERVICE LINES, CROSS BORDER INTERACTIONS. THEY MAY HAVE CLIENTS THEY WORKED ON FOR DECADES IN A CERTAIN SERVICE AREA AND WE JUST STARTED ENGAGEMENT AND THEY CAN CATCH US UP TO SPEED QUICKLY. IN ADDITION TO SOME OF THE PROJECTS I WAS PERSONALLY INVOLVED WITH, WHETHER IT IS PRIVATE MANAGEMENT OR DEVELOPING THE PLAN, THE STRATEGY ITSELF, I MENTIONED ROCKWELL COUNTY, WEST LAKE, TEXAS. WE HAVE DONE WORK WITH THE CITY OF FORT WORTH, GREEN VALLEY. WE ARE CURRENTLY WORKING WITH THE CITY OF DE SOTO, TEXAS, JUST SOUTH ALSO IN THE DALLAS METRO REGION. ANOTHER THING I NOTED BEFORE I CAME HERE IS THAT THE 2018 STRATEGIC PLAN THAT YOU COMPLETED WAS DONE BY THE AZIMUTH GROUP. DAVID OF THE GROUP WAS ACTUALLY MY DIRECTOR, TAUGHT ME HOW TO STRATEGIC PLAN IN A LOT OF THE SENSE. SO A LITTLE BIT OF COMING HOME FOR THIS ENGAGEMENT SEEING HIS NAME POP UP ON THE PREVIOUS STRATEGIC PLAN WAS NICE. I GAVE HIM A TEXT MESSAGE BEFORE I CAME HERE. I THINK A LITTLE BIT ABOUT WHAT THAT MEANS. WE ARE FAMILIAR WITH ROWLETT. ANY TIME WE DO A STRATEGIC PLAN, WE WANT TO HAVE AN IDEA OF THE OPERATION, THE REGION BEFORE WE COME INTO CONVERSATIONS WITH Y'ALL. THE VISION STATEMENT WITH ROWLETT, A WELL PLANNED LAKE SIDE COMMUNITY OF QUALITY NEIGHBORHOODS, DISTINCTIVE AMENITIES, DIVERSE EMPLOYMENT AND CULTURAL CHARM, THE PLACE TO LIVE, WORK, AND PLAY. IN AN ENGAGEMENT LIKE THIS ONE OF THE FIRST THINGS WE WOULD SAY IS HOW WELL ARE YOU ACHIEVING THIS CURRENT VISION? HOW IS THIS MISSION STATEMENT ALLOWING YOU TO GET CLOSER TO THAT VISION OR IS THIS A PLACE WHERE LIVING, WORKING, AND PLAYING IS SOMETHING YOU SEE THE NEEDLE MOVING ON OVER TIME AND HOW CAN WE GET CLOETER TO THAT? I LIKE SEEING THAT. A LOT OF CITIES AND TOWNS YOUR SIZE EVEN LARGER DO NOT HAVE A WELL DEFINED STRATEGIC PLANNING VISION. IT IS GREAT TO SEE YOU ALREADY HAVE TIME IN THERE. WE NOTED 2010 YOU HAD A STRATEGIC PLAN, 2018 YOU HAD A PLAN. YOU HAD THE REVITALIZED PLAN IN 2022. IN 2024, YOU HAD THE DOWNTOWN PLAN. THERE IS A LOT OF PLANNING THAT GOES ON, REALLY A LOT OF PRIDE IN KNOWING THIS IS A WELL PLANNED CITY. WE FREQUENTLY LIKE TO REFER TO STRATEGICICALLY PLANNED CITY AND NONSTRATEGICALLY PLANNED CITIES.

THIS GIVES US A SENSE OF WHAT ARE THE DRIVING FORCES IN THE ORGANIZATION? IS THERE A PLAN THAT WE CAN USE AS A FOUNDATIONAL DOCUMENT? WE WOULD DEFINITELY PUT ROWLETT IN THAT CATEGORY IN THAT YOU HAVE A LEGACY OF PLANNING. WE WANT TO KEEP THE TREND GOING FORWARD. ROWLETT IS ALSO GROWING RAPIDLY, THE CITY, THE REGION. I'M SURE YOU KNOW BETTER THAN ANYONE.

WHAT WE WANT TO DO IS MAKE SURE WE HAVE A SOLID UNDERSTANDING BUT THAT OUR PROCESS IS ENABLING YOUR INSIGHT, YOUR EXPERIENCE, YOUR LIVED KNOWLEDGE TO REALLY SHINE THROUGH AS WELL AS OUR PROCESS LEADING THE WAY AND MAKING THE MOST OF THAT. I'M GOING TO DUMP THAT INTO OUR APPROACH ITSELF. THIS IS THE DEFORM METHOUTDOORSMANOLOGY OR THE FOUR KEY PHASES OF OUR APPROACH. VERY SIMPLY, WE LIKE TO KEEP IT EXTREMELY SIMPLE FOR ANYONE FROM THE PUBLIC IS BEING ENGAGED, ANYONE FROM THIS ROOM

[00:55:01]

IF YOU HAVE A SENSE OF IT BEFORE, YOU WILL KNOW WHERE WE ARE AT ANY GIVEN TIME. ESTABLISH A SUCCESSFUL FOUNDATION, THAT'S MAKING SURE WE KNOW WHAT SUCCESS LOOKS LIKE. WE CAN'T MOVE INTO A DATA GATHERING POSTURE IF WE DON'T KNOW WHAT YOU ARE HOPING TO GET OUT OF THE PLAN. THAT IS KEY. THEN MOVING INTO DISCOVERY AND GATHERING THE DATA. THAT IS IMPORTANT BECAUSE WE HAVE A SENSE THAT THERE IS A LOT PUBLICLY AVAILABLE, PRIVATE, WITHIN THE ORGANIZATION OR WITHIN ALL OF YOUR CONVERSATIONS AS WELL. WE GET A CLOSER SENSE OF WHAT ARE THE INDIVIDUAL DATA POINTS, DRIVERS, METRICS, PLANS, CONVERSATIONS EVEN GOVERNING BODIES THAT WE WANT TO SIT IN A ROOM WITH AND HAVE A CONVERSATION TO KNOW BETTER. THEN WE MOVE INTO GETTING TO KNOW THE PLAN. WE HAD A GOOD DISCUSSION ON SUCCESS. WE GATHERED THE DATA, HAD OUR CONVERSATIONS. THEN WE MOVE INTO DEVELOPING THE ACTUAL PLAN ITSELF. THAT MEANS WORK SHOPS, THAT MEANS CONVERSATIONS WITH THE DEPARTMENT DIRECTORS IF THERE IS A GOAL OR ITEM SPECIFIC TO THEIR PURVIEW. THAT ALSO MEANS MAKING SURE WE ARE GOING BACK AND FORTH ON WHAT WE HAVE HEARD, IF THIS IS A GOAL THAT YOU WANT TO ADOPT AS A COUNCIL OR NOT. AND WHAT IS THE BACKGROUND BEHIND SOME OF THAT INFORMATION. AND THEN LASTLY, DEPLOY. THIS WE FIND THE MOST IMPORTANT PHASE. NO PLAN IS REALLY AS GOOD AS THE ABILITY TO BE IMPLEMENTED. WE SPENT A LOT OF TIME IN THE IMPLEMENTATION PHASE. I WILL TALK A LITTLE IN A MOMENT HOW WE LIKE TO DO THAT. A MORE DETAILED LOOK, I KNOW THERE ARE A LOT OF WORDS ON THE SCREEN BUT YOU HAVE A PACKET IN FRONT OF YOU. THIS IS EVERYTHING YOU CAN EXPECT IN EACH OF THESE PHASES. WE HAVE KEY DELIVERABLES, YOU CAN EXPECT A DATA REQUEST EARLY ON. WE LIKE TO MEET KWEEKLY FOR AN ENGAGEMENT FOR THIS. A KEY CORE STRATEGY TEAM WOULD BE PERFECT, SOMETIMES REFERRED TO AS A STEERING COMMITTEE, THE CORE GROUP. WE WANT TO HAVE CONVERSATIONS ON THE WEEKLY SO WE CAN GIVE YOU UPDATES AND FEEDBACK THAT IS NETSARY. IF I MOVE INTO THE TOOLS THAT EACH OF THESE FACES LEAN ON, WE LIKE TO MAKE SURE WE HAVE A REALLY STRONG DEPTH OF RESOURCES, TECHNOLOGY, TOOLS, ASSETS THAT YOU ALL CAN LEAN ON IN DEVELOPING YOUR PLAN. ONE OF THEM IS A DEMOGRAPHIC OUTPUT YOU SEE IN YOUR BINDER TODAY, VERY HELPFUL IN WHEN YOU HAVE CONVERSATIONS THAT ARE LEANING ON THE COPPICES, THAT WE HAVE DATA FOR. WE DON'T NEED TO SPEAK FROM OUR RECOLLECTION. WE CAN LOOK AT WHAT THE BEST DATA AND DASHBOARDS CAN PULL FOR US. WE LIKE TO DO THAT FOR EVERY ENGAGEMENT LIKE THIS. WE LIKE TO USE POLL EVERYWHERE. THIS IS A WORK SHOP SETTING. THIS IS AN ANONYMOUS POLLING SOFTWARE WE HAVE USED FREQUENTLY. IT IS HELPFUL FOR YOU AS COUNCIL TO ANONYMOUSLY VOTE AND SEE WHAT GOALS, OBJECTIVES, INITIATIVE FLOAT TO THE TOP AND DO IT SO THAT IT IS THE BEST FACILITATED, EASIEST OUTPUT THAT IS PRETTY RELIABLE AND NOT JUST WHAT CONVERSATIONS STICK OUT THE MOST AND WHAT VOICE IS THE LOUDEST IN THE ROOM. A LITTLE MORE TECHNOLOGY, PRETTY COMMON WORK SHOP SETTING. LASTLY HERE, INVIZIO, ON THE DEPLOY SIDE, THIS IS A KEY ITEM WE SPENT THE LAST YEAR ON WITH OUR PARTNERSHIP WITH INVIZIO. WE SEE THIS AS THE PUBLIC SECTOR ORGANIZATIONS. THEY PARTNER WITH US SO THAT YOUR STRATEGIC PLAN MOVES RIGHT FROM DEVELOPMENT INTO EXECUTION. SO OFTENTIMES, THAT'S A PRETTY AWKWARD PHASE OF WE HAVE A PLAN CREATED, NOW HOW DO WE GET THE DASHBOARDS WE ARE LOOKING FOR AND HOW DO WE EXECUTE. IF WE CAN CLEAR THAT UP AND MOVE INTO EXECUTION, YOU GET TIME BACK, A LOT OF CLARITY EARLY ON IN THE PROCESS. JUST A LOT OF BENEFITS CLARIFYING THE EXECUTION PIECE. ENVIZIO, A REALLY GREAT PARTNER AND WE SEE GREAT SUCCESS WITH THAT PARTNERSHIP. A FEW MORE SLIDES FOR YOU ALL TODAY. THIS IS ABOUT CONSENSUS BUILDING. WE HEARD COUNCIL IS INTERESTED IN HOW DO WE COME TO WORK SHOPS. THAT'S FIRST. HAVING EVERYONE IN THE

[01:00:02]

PRIORITIZING WHAT GOALS AND INITIATIVES WE ARE RECOMMENDING, SCORING, I MENTIONED SOME OF THE TOOLS. THE LAST THING I WILL MENTION IS THE BOTTOM ITEM, RECOGNIZING RISKS TO YOUR PLAN.

I CAN'T SAY I HAVEN'T SEEN A PLAN WHERE THERE WASN'T A DISAGREEMENT OR ARGUMENT THAT POPS UP DURING THE PLAN OR THE WORK SHOP. THE BEST PLANS DEVELOPED HAD THE MOST HARD HITTING AND ALMOST CONTROVERSIAL CONFLICT, ADVERS, CONFLICT ORIENTED CONVERSATIONS. WE SAW SOME OF THE BEST PLANS SAY WE WEREN'T SURE WHERE THIS WOULD LAND. WE HAD THE HARD CONVERSATIONS. AT THE END, WE ARE HAPPY WE HAD THE HARD CONVERSATIONS. IF YOU MOVE THROUGH THE PROCESS WITH JUST SOME OF THE CONVERSATION THAT IS A LITTLE MORE PUBLIC FRIENDLY IF YOU WILL OR MAYBE THERE IS MORE POLITICAL ELEMENTS TO IT, WE DON'T SEE THAT AS BEING A STRATEGY THAT THE PUBLIC WILL ADOPT AND ABSORB EASILY. WHEN IT COMES TO HOW WILL THE ORGANIZATION MOVE FORWARD IN A WAY T THAT IS HIGH QUALITY OPERATIONALLY AND FROM A POLICY STANDPOINT, THERE WILL BE SOME HARD CONVERSATIONS. WE HAVE HAD THOSE HARD CONVERSATIONS WITH THE PLANS WE WORKED ON. LASTLY, JUST SOME IMPLEMENTATION, MONITORING, REPORTING. AT THE END OF THE PLAN, WE WILL HAND YOU AN ACTION PLAN WHICH IS ESSENTIALLY AN ADDENDUM TO THE STRATEGY WHICH IS ALL OF THE ACTION WE RECOMMEND YOU TAKE IN THE NEXT 30, 60, 90 DAYS AFTER THE STRATEGIC PLAN. WE DON'T NEED TO LEAN ON THE INTERNAL STAFF TO DEVELOP THAT. WE WILL LIKELY HAVE CONSULTED THEM TO GAIN THAT. HAVING DONE VARIOUS STRATEGIC PLANS, WE HAVE A GOOD SENSE OF WHAT ARE THE IMMEDIATE TASKS THAT YOU NEED TO MAKE SURE TO TACKLE TO ENSURE THE SUCCESS OF THIS PLAN? KPIS AS WELL. WE WILL LEAN ON THE DASHBOARD, KPI BEST PRACTICES INVENTORY TO MAKE SURE THAT WHAT YOU ARE DESCRIBING AS YOUR KEY GOALS, WE HAVE VARIOUS KPIS YOU CAN CHOOSE FROM AND SELECT FROM NOT JUST WHAT WE CAME UP WITH INPERSON. A LOT OF THIS HAS BEEN DONE BEFORE. A LOT CITIES HAVE SIMILAR ISSUES AND CHALLENGES. WE WANT TO PULL FROM THOSE AND DECIDE THE TRACK PERFORMANCE AND PUT AS MANY OF THOSE IN FRONT OF YOU AS POSSIBLE. AND THEN REGULAR REPORTING. WE WILL RECOMMEND A CADENCE FOR HOW OFTEN YOU SHOULD BE UPDATING YOUR PLAN AND WHO IS OWNING VARIOUS PIECES OF YOUR PLAN AND HOW FREQUENTLY THEY SHOULD BE MEETING AND SPEAKING TO HOW DO WE MAKE SURE THE PLAN IS SUCCESSFUL AND NOT SITTING ON THE SHELF WHICH IS A COMMON CONCEPT IN LARGE SCALE PLANS BECAUSE THEY TAKE A LOT OF WORK AND DILIGENCE TO MAKE SURE THEY ARE TOP OF MIND. WE SEE YOUR STRATEGIC PLAN AS YOUR FOUNDATIONAL DOCUMENT. THIS SHOULD BE ALL OTHER PLANS POINTING BACK TO THE STRATEGY THAT COUNCIL AGREED ON, THAT STAFF WORKED ON AND THAT YOUR EXTERNAL ADVISORS HELPED PUT TOGETHER WITH INSIGHT FROM DOZENS OF OTHER CITIES AND MUNICIPALITIES. I MENTIONED OUR PARTNERSHIP WITH ENVISIO, FANTASTIC PARTNERS. EASY TO WORK WITH, ONE OF THE BEST SOFTWARE PACKAGES FOR SPECIFICALLY GOVERNMENT ORGANIZATIONS THAT ARE LOOKING TO SHOW PUBLIC AND INTERNAL FACING DASHBOARDS TO ENSURE SUCCESS. OKAY. LASTLY HERE I WANT TO MENTION, WHEN YOU THINK ABOUT BAKER TILLIE AS YOUR STRATEGIC ADVISOR, ON THIS ENGAGEMENT AND ANYTHING ELSE THAT STEPS FROM THIS, RESPONSIVE AND COLLABORATIVE, WE WANT TO BE WALKING WITH YOU THROUGHOUT THE

[01:05:04]

>> FIRST QUESTION FOR LACK OF A BETTER TERM, TECHNOLOGY, INVISIO POLICY, POLL EVERYWHERE IS THAT AN ONGOING COST TO THE CITY BEYOND THE SCOPE OF BAKER TILLIE?

>> YEAH, ENVISIO PLATFORM IS AN ONGOING COST, SOFTWARE SUBSCRIPTION PACKAGE. THESE ITEMS ARE ALREADY INCLUDED IN OUR SERVICE, OUR HOURLY FEE. POLL EVERYWHERE, SAME THING.

MICROSOFT FORMS, SURVEY MONKEY, ALL OF THOSE ARE SLIGHTLY TO A DIFFERENT STACK, THAT IS ALL INTERNAL FOR US, WE USE THEM FOR

OUR STRATEGIC PLANNING . >> OKAY. THE SECOND QUESTION I HAD, YOU MENTIONED SOMETHING THAT CAN'T BE UNDERSTATED AND THAT IS POLITICAL CONVERSATIONS. IT SEEMS LIKE NOW POLITICS INDISCERNIBLE ] AND YOU CAN TURN ANYTHING INTO POLITICAL CONVERSATIONS. THERE ARE SEVEN OF US ON COUNCIL. HAVE YOU HAD EXPERIENCE OR HOW DO YOU I GUESS UNCOVER UNSPOKEN OBJECTIONS WHERE THERE IS A NOD IN THE ROOM THAT MAY NOT BE FULL BUY IN? HOW DO YOU SURFACE THAT AND DEAL WTH THAT?

>> RIGHT. THERE'S TWO THINGS THAT COME TO FIND. FIRST IS ONE ON ONE CONVERSATIONS. AFTER WE GET ONE ON ONE DISCUSSIONS WITH ÚEVERY MEMBER, WE WILL GET A SENSE OF THE UNDERCURRENTS THAT WE NEED TO STATE AT THE START OF THE WORK SHOP. HERE ARE THE ELEPHANTS IN THE ROOM, HERE ARE THE ISSUES MOST CONTROVERSIAL, LET'S TACKLE THESE FIRST. HERE'S HOW WE HAVE TREATED THESE IN THE PAST. WE LIKE TO GET IN FRONT OF IT AS MUCH AS POSSIBLE. WE ALSO HAVE A FEW FACILITATION TECHNIQUES WE WILL USE DURING THE CONVERSATIONS. PARKING LOT WHICH IS SAYING THIS IS GETTING VERY OUT OF SPOKE, WE ERABBIT HOLING DOWN TO A VERY POLITICAL OR NOT VALUABLE FOR TODAY'S DISCUSSION, LET'S BOOKMARK THIS, COME BACK TO THIS. THAT'S ALWAYS BEEN A GREAT WAY TO MAKE SURE WE HAVE THE TIME TO THINK ON WHAT WAS THE ACTUAL EMPHASIS BEHIND WHY WE PUSHED THAT OFF FOR ANOTHER CONVERSATION BECAUSE THERE ARE OTHER ITEMS TO ADDRESS FIRST. WE LIKE TO MAKE SURE WE GIVE EACH TOPIC'S ITS DUE AND ORGANICALLY AS THE PROCESS UNFOLDS, WE SEE WE RESOLVED THIS BY 1, 6, 5, 22 ITEMS ACROSS THE OBJECTIVE AND WE CAN MOVE ONTO THE NEXT. THAT IS VALUABLE TO SEE. WE HAVE SEEN A LOT OF THOSE TYPES OF CONVERSATIONS. AGAIN, NOT AFRAID OF THEM. IF ANYTHING, THEY ENHANCE YOUR PLAN AND GIVE YOU CONFIDENCE.

>> THANK YOU. >> I KNOW YOU HAD QUESTIONS.

>> YEAH, ONE OF THE THINGS, AND I LOOKED AT YOUR CREDIT TAKE ONLINE AND EVERYTHING YOU HAD. YOU SORT OF TALKED ABOUT THIS, WE TALK ABOUT DEPLOYMENT AND THE TIMELINE ON 90 TO 150 DAYS BUT YOU SPOKE A FEW TIMES AT LEAST I HEARD AND MAYBE I MISHEARD BUT

[01:10:08]

THAT A FAIR STATEMENT? >> IT IS FAIR. WHAT I WILL HIGHLIGHT IS ESSENTIALLY ONCE WE HAVE A DRAFT DOCUMENT, WE COULD HAVE A FEW NEW ITERATIONS BEFORE WE SAY HERE'S THE FINAL DOCUMENT THAT WE SEND TO COMMUNITY INPUT. THAT'S MOST

LIKELY. >> I GUESS WHAT I'M GETTING AT IS YOU SORT OF HIT ON IT, YOU HAVE SEEN WE HAVE A NUMBER OF FOUNDATIONAL DOCUMENTS THAT I THINK ARE TO ONE EXTENT OR ANOTHER LIVING DOCUMENTS. MY THING IS EXECUTION. YOU TALK ABOUT EMPLOYMENT, EXECUTION, MEASURE, MONITOR, REPORT, ADJUST. SO WE GET TO THE END OF THIS PROCESS. WE HAVE HAD OUR MEETINGS, WE HAVE DONE ALL OF THE WORK, WE GET TO THE FINAL DOCUMENT. WHAT DOES DEPLOYMENT REALLY LOOK LIKE? YOU HAVE TALKED A LITTLE BIT BUT MAYBE IF YOU COULD CLEAR THAT UP? WHAT I DON'T WANT TO GET INTO A SITUATION OF IS JUST ANOTHER DOCUMENT BUT WE MISSED THE FINAL STEP. IT IS IMPORTANT THAT WHOEVER WE PARTNER WITH HAS A PLAN TO PUSH THE FINAL STEP FORWARD. WHAT DOES THAT LOOK LIKE FOR YOU?

>> IT IS A GREAT QUESTION. DEPLOY WE THINK IS THE MOST IMPORTANT OF THE PHASES. WHAT IT LOOKS LIKE IS YOU HAVE A FINAL DOCUMENT. NOW WE HAND TO YOU A SERIES OF ACTION STEPS TO START THE BALL ON SOME OF THESE ITEMS. YOU HAVE A FEW INITIATIVES THAT REQUIRE VARIOUS STAKE HOLDERS IN THE SAME ROOM. WE WANT TO MAKE SURE WE ARE RECOMMENDING, LET'S GET THE CONVERSATIONS STARTED, START TO EXECUTE THE PLAN. THAT'S THE ACTION PLAN, KEY NEXT STEPS WE WILL HAND TO YOU AS PART OF THE DEPLOY PHASE.

THAT'S THE FIRST THING THAT COMES TO MIND. SECOND THING IS AS YOU MOVE ACROSS THE NEXT 60, 90 DAYS INTO THE FIRST YEAR OF THE PLAN, WE ARE ACCLIMATED WITH HOW FREQUENTLY WE NEED TO UPDATE THE PLAN. HERE IS THE LIFT REQUIRED. IT IS NOT CLEAR AT THE START OF A STRATEGIC PLAN, THE LEVEL OF EFFORT YOU NEED.

THAT'S ONE THING WE WILL EMPHASIZE IN THE DEPLOY PHASE.

YOU HAVE A LOT IN YOUR PLAN, RELATIVELY DON'T HAVE TOO MUCH THAT ISN'T EASY TO DEPLOY OR MOVE INTO. THAT'S WHAT WE WILL HAND TO YOU TO SAY WHAT IS THE LIFT YOU AGREED ON? IS THIS A THREE YEAR GOAL YOU NEED TO ACHIEVE OR IS THIS SOMETHING THAT YOU CAN ACHIEVE REASONABLY, 75% TO 80% IN THE FIRST YEAR, 1.5 YEAR? THAT'S WHAT WE WANT TO HAND TO YOU TO SAY, THIS IS PART OF THE TOTALITY OF YOUR PLAN. YOU CAN SEE THE PLAN ON THE PAPER, THE WORK THAT WENT INTO THEM. YOU CAN'T SEE THE WORK BEHIND THE STAGE TO ACHIEVE THEM. EVEN IF YOU HAVE A DASHBOARD LIKE ENVISIO, THAT NEEDS A LEVEL OF PERSONNEL, ANY PLATFORM, IF WE DESIGN IT FOR YOU, WE NEED TO MAKE SURE WE HAVE KEY DATA SOURCE, SOMEONE TO SYNTHESIZE THE DATA IN A WAY THAT ALIGNS WITH THE PROCESS AND PRIORITY. WE HAVE ALMOST THIS PHANTOM WORK LOAD THAT WE WANT TO HIGHLIGHT AS MUCH AS POSSIBLE

IN THIS PHASE. >> THANK YOU.

>> THANK YOU. IF I REMEMBER RIGHT, WE HAVE ENVISIO, CORRECT?

>> WE DO NOT. >> WHY DID WE GET RID OF IT?

>> WHEN WE GOT HERE, STAFF WAS USING ENVISIO TO DO MORE THAN REPORT JUST THIS STUFF. WE WERE TRYING TO USE IT TO MANAGE TIME AND OTHER THINGS. WE PUT AN END TO IT UNTIL WE FIGURED OUT WHAT WE WOULD DO. CHRISTOPH IS IN THE PROCESS OF LOOKING THROUGH ENVISIO AND THE PRODUCTS TO SEE WHICH ONE WE WANT TO GO WITH

NEXT. >> CAN YOU TALK ABOUT BEST PRACTICES AND WHERE DO YOU PULL THOSE FROM?

>> WE HAVE INTERNAL SOURCES THAT WE HAVE TAKEN FROM CLIENTS.

FIRST THING I WILL THINK OF IS A SERIES OF INTERNAL INVENTORIES OF SIMILAR PROFILE CITIES, POPULATION, GROWTH TRAJECTORY, DEMGRAPHICS. WE WILL COME UP WITH A SMALL LIST OF 5 TO 10 RELATIVE PEERS. WE WILL START TO LOOK AT WHAT ARE THEIR STRATEGIC

[01:15:04]

FIRST LINE OF DEFENSE FOR BEST PRACTICES, WHAT DO WE ALREADY HAVE FROM DOZENS OF CLIENTS THAT WE WORK WITH SPECIFICALLY AND THEN DOUBLE THE ICMA, AMERICAN PUBLIC POWER, WHERE DOES THE CITY FALL ON THESE. A LOT OF GOALS WILL LEAN ON OR REFER TO SOME OF THOSE KPIS. WE TAKE BEST PRACTICES PRETTY SERIOUSLY. WE TRY TO MAKE SURE WE HAVE A VARIETY OF SOURCES TO CHOOSE FROM. HOPEFULLY THAT ANSWERS YOUR QUESTION.

>> IF WE DECIDED THAT WE WOULD LIKE TO LOOK AT ENVISIO. WHAT IS THAT PACKAGE? IS IT ON TOP OF THAT OR IS IT THE PUBLIC ONE

THAT THEY SELL? >> I'M SORRY, I DON'T --

>> IS THIS A PACKAGE THAT YOU DEVELOP FOR ENVISIO?

>> THIS IS AN EXISTING SOFTWARE PRODUCT THEY OFFER.

>> IT IS ONE THEY SELL TO EVERYONE, THEY JUST HAVE TO

ACTIVATE IT. >> CORRECT. THEY WILL TAKE YOUR PLAN. THEY WILL LET YOU KNOW TO THE EXTENT WHAT ARE THE ELEMENTS YOU NEED, INITANCES THAT YOU CALL IT FOR THE PLAN. THEN WHAT WE WILL DO IS WE WILL STAY ON TO MAKE SURE THE IMPLEMENTATION IS SMOOTH. AND ACTUALLY UP LOAD YOUR PLAN TO ENVISIO SO YOUR TEAM DOESN'T HAVE TO WORRY ABOUT THAT. BUT THE PACKAGE IS MOSTLY THE EXISTING PUBLIC OFFERING AND TO THE EXTENT THERE ARE FEATURES YOU LOOK FOR, I HAVE WORKED WITH THEM ON A VARIETY OF PROJECTS AND THEY ARE WILLING TO DO THAT.

>> THANK YOU, THAT'S IT. >> COUNCIL, ANY OTHER QUESTIONS?

>> ALL RIGHT. THANK YOU FOR THE PRESENTATION.

>> THANK YOU, HAVE A GOOD EVENING.

>> THE PROCESS IS WE HAVE A SCORE CARD. SO WE HAVE TWO OPTIONS. WE CAN SORT OF TAKE FIVE MINUTES AND PUT THAT IN THE SPREAD SHEET OR WE CAN MOVE ON THE NEXT ONE AND WE CAN HAVE IT IN THE BACKGROUND AND WE WILL GIVE YOU HAVE ANSWER LATER ON IN THE EVENING. THAT'S YOUR CHOICE.

>> SO LET'S TAKE MAYBE 5 MINUTES TO FILL THAT OUT ON OUR OWN AND TAKE A BRIEF RECESS WHILE WE

. >> THANKS EVERYONE. WE ARE BACK TO OUR WORK SESSION AT 7:27 P.M.. CHRISTOPH HAS TALLIED OUR

SCORES. >> YES. SO WE HAVE A TIE WHICH MAKES THINGS EASY. SGR AND MURANDO, BOTH TIED WITH 12 POINTS. FOUR COUNCILMEMBERS, REAVES, GIBBS, BRITAIN AND BOWERS RANK THE MORANDO GROUP AS NUMBER ONE. THREE IDENTIFIED SGR AS NUMBER ONE. MAYOR, BOWERS, SCHUPP. I THINK THE DIFFERENCE BETWEEN THOSE BEING THE SAME IS THAT BOTH MAYOR AND COUNCILMEMBER BOWERS IDENTIFIED THAT AS THE THIRD CHOICE.

THAT'S WHY THE OTHER ONE IS IDENTIFIED SGR AS SECOND CHOICE.

SO IT ENDS UP BEING WASHING OUT AND GETTING THEM TO THE SAME PLACE. SO WE HAVE TWO STRONG NOES AGAINST THAT ONE FOR THE THIRD PLACE. WE DO HAVE FOUR NUMBER ONES FOR AND THREE FOR SGR. THIS IS A NUMBER OF WAYS TO RESOLVE THIS. YOU CAN GO WITH THE NUMBER ONES OR YOU CAN REVOTE OR YOU CAN HAVE A CONVERSATION AND DECIDE WHAT YOU WANT TO DO.

>> SO LET'S HAVE A QUICK CONVERSATION JUST TO KIND OF GO AROUND THE ROOM AND LEVEL SET WITH WHERE WE ARE. I RANK SGR NUMBER ONE SIMPLY BECAUSE I LIKE THE CONCEPT OF A RECURRING PROGRAM. I THOUGHT THE PRICE WAS CONDUCIVE TO THAT. IT WAS MUCH MORE COMPETITIVE. I THINK THAT CONDITIONS US TO HAVE REGULAR ENGAGEMENTS BECAUSE I BELIEVE WHAT HAS SLIPPED AWAY FROM US, I DON'T WANT TO DELVE TOO MUCH INTO THE COMMENTS BUT OUR FOCUS ON STRATEGY AS A COUNCIL. WE FOCUS ON CACKTICAL ITEMS THAT COME UP, WHAT WAS IN THE LATEST EMAIL, THE LATEST CITIZENS INPUT. AND WE HAVE LOST THE ABILITY, OR AT LEAST I HAVE TO FOCU ON THE LONGTERM VISION OF THE CITY. I THINK HAVING THE RECURRING APPOINTMENTS, RECURRING ENGAGEMENTS WITH SGR

[01:20:02]

>> I'M HAPPY TO I THINK MORANDO WAS NUMBER ONE. A LOT OF IT WAS BASED ON THE PRESENTATION. I THOUGHT HE WAS VERY GENUINE, NOT THAT THE OTHERS WEREN'T BUT JUST A REAL GENUINE, I THINK HE HAS HAD A LOT OF EXPERIENCE. SGR IS NUMBER TWO AND I CAN GO WITH EITHER ONE.

>> I'LL GO. I PICKED SGR NUMBER ONE FOR A COUPLE OF REASONS. I GAVE IT TO YOU. A COUPLE OF THINGS, ONE, THEY DIDN'T REALLY POST IT HERE BUT EVERYONE GETS THE FINAL TABULATION AND HOPEFULLY EVERYONE GOT THE NUMBERS BECAUSE THEY WERE SIGNIFICANTLY DIFFERENT. SO THE 30,000 FOR SGR, I LIKE THAT. I THOUGHT THE EXACT SAME THING. EVERYONE SORT OF TALKED ABOUT THIS WAS GOING TO BE MORE OF AN ONGOING, TO REALLY LEVERAGE IT THE BEST WAY WOULD BE MORE OF AN ONGOING PROCESS AND I THOUGHT THAT HAVING A LITTLE BETTER COST POSITION ON IT WAS A GOOD THING.

I LIKE THEIR PRESENTATION. I LIKE THE FACT THAT WE HAVE HISTORY WITH THEM. I THINK THAT'S A BONUS. I WAS, AS I WAS LOOKING FOR THEM TO TALK ABOUT EXAMPLES, PARTICULARLY REGIONAL EXAMPLES AND THINGS THEY HAVE DONE, THE FACT THAT THEY HAVE BEEN INVOLVED WITH FRISCO FOR SO LONG KIND OF CARRIED A LOT OF WEIGHT WITH ME. WHETHER YOU LOVE THE WAY FRISCO HAS DEVELOPED OR NOT, THERE IS NO DOUBT IT WAS PRETTY INTENTIONAL. I THINK THAT WAS SORT OF WHAT WE HAVE BEEN MISSING IS THAT INTENTIONALITY.

I THINK I SORT OF EXTRAPOLATED THAT FROM WHAT THEY HAVE DONE WITH FRISCO. HE TALKED ABOUT THE XIES BATTERY PLANT, THAT HAS BEEN IN PLAY 30 YEARS. THEY ARE IN IT FOR THE LONG RUN. I LIKE THAT. AND MARANDO -- I DON'T IF I PRONOUNED THAT BUT THERE IS SOMETHING TO ME THAT IS LOCAL AND HAS FACE TO FACE IN PERSON MEETINGS. I BELIEVE AS I WAS READING THROUGH THE LARGER DOCUMENTS THAT WERE PRESENTED THAT THEY WERE PRIMARILY TALKING ABOUT DOING VIDEO CONFERENCING TYPE OF CALLS WHICH I DON'T KNOW, FOR SOMETHING LIKE THIS, I THINK I KIND OF PREFER TO HAVE THAT FACE TO FACE INTERACTION WITH PEOPLE . SO SRG WAS NUMBER ONE AND MORANDO IS NUMBER TWO AND BAKER TILLIE WHO I THINK WOULD DO A FINE JOB BUT THEY ARE 2X ABOVE THE COST OF SRG AND IF WE START FACTORING WHAT IS IT GOING TO BE DOWN THE ROAD FOR IF WE DO IT THAT WAY, I THINK THAT WOULD GET MORE EXPENSIVE. I WAS A LITTLE UNCLEAR ON EXACTLY HOW MUCH MORE IT WOULD COST. I KNOW ENVISIO IS WHAT THEY ARE USING BUT THAT IS SOMETHING WE WOULD

TAKE ON AS ADDITIONAL COST. >> THAT WAS NOT INCLUDED IN THE QUOTE. THEY ARE USING THAT AS AN EXAMPLE OF DASHBOARD TYPE PROGRAMS. THEY SEEM TO WORK WELL AND PARTNER WITH ENVISIO.

>> BUT THAT WOULD BE ADDITIONAL COST.

>> YES BUT WE ARE LOOKING AT THAT ANYWAY, GOING BACK TO

ENVISIO OR ANOTHER PRODUCT. >> SO THOSE ARE MY REASONS.

>> I'LL GO NEXT IF THAT'S OKAY. I CHOSE MORANDO AS NUMBER ONE AND KIND OF THE OPPOSITE REASON. I THINK ONGOING COUNCIL WORK SHOPS AND RETREATS IS TAXING ON TIME FOR COUNCILS. WE SPEND A LOT OF TIME IN MEETINGS AND STUFF AND THAT'S JUST

[01:25:01]

THE SAME THING. >> MY COMMENTS ARE SIMILAR TO COUNCILMEMBER REAVES. MORANO GROUP WAS NUMBER ONE FOR ME.

MCKINNEY IS IN A VERY SIMILAR STATE TO WHERE WE ARE. WE HAVE HANDS ON EXPERIENCE OF WHAT DOES THIS TYPE OF CITY LOOK LIKE, HOW CAN THEY MOVE FORWARD. SGR WERE MY THIRD BECAUSE OF THE OVER TAXING SCHEDULE BUT ALSO THE CONSISTENCY BECAUSE YOU LOOK AT SOMETHING YOU HAVE ALREADY DONE, YOU MAY NOT GIVE IT THAT MUCH REVIEW. BAKER TILLIE, THE PRICE WAS A LOT.

>> I WANT TO JUST TOUCH ON SOMETHING YOU SAID BECAUSE I THOUGHT OF IT AFTER I FINISHED MY COMMENTS AND THAT WAS THE MCKINNEY THING. HE BROUGHT THAT UP AS BEING THEIR CAP STONE AND IT'S GREAT, NO DOUBT. BUT SGR IS THE ONE IN THE PAST FEW YEARS HAS DONE THE ANNUAL STRATEGIC VISION WORK SHOP IN 2024 AND THE VISION RETREAT IN 2025 AND FOR THEIR EDC DID THE VISION SESSION IN 2024. I THINK IT IS INTERESTING THEY ADOPTED A PLAN WITH THIS FIRM BUT WENT TO SGR TO UPDATE OR VISION CAST IT.

>> SO I WENT WITH SGR FIRST. AND I HAVE TO ECHO JEFF'S, THE MAYOR'S COMMENT ABOUT THE FACT THAT WE DO GET BOGGED DOWN A LOT IN TACTICAL AND I DON'T THINK WE HAVE HAD A STRATEGIC VISION AS A COUNCIL. AND I GUESS I TAKE A LITTLE BIT OF EXCEPTION IN LIKE, OUR JOB IS MEETINGS. THAT IS WHAT THE JOB IS. SO THAT TO ME IS HOW WE KEEP OUR COMMUNITY INFORMED AND HOW THEY HELP LEAD AND BUILD THE COMMUNITY. I THINK THAT CONSISTENT FOCUS ON THE STRATEGIC PLAN , HAVING THE RETREAT AND TALKING ABOUT THIS STUFF IS REALLY IMPORTANT. I THINK ONE OF THE THINGS I HAD TALKED ABOUT BEFORE IS WE NEED TO KEEP OUR EYE ON THE BALL AND WE NEED TO BE LOOKING IN THE FUTURE. I MEAN WHEN HE TALKED ABOUT REPUTATIONAL DRIVERS, THAT FLIPPED MY BRAIN BECAUSE THAT IS WHAT WE ARE. OUR REPUTATION IS EVERYTHING. BAKER TILLIE WAS MY

SECOND AND MARANDO WAS MY THIRD. >> SO MINE, WHEN I WAS PREPARING THE LAST FEW DAYS, I WOULD HAVE SAID COMPLETELY DIFFERENT JUST BY READING ALL OF THEIR STUFF AND HOW THEY READ, BY READING EACH PERSON'S BIOES AND EVERYTHING ELSE. AND HIS PRESENTATION FOR -- WAS IT PATRICK? HE DID A GOOD JOB IN DESCRIBING THINGS AND TELLING US HOW THE VISION AND CHANGING TO WORDING WHICH EVERYONE DOES THAT, THEY PLAY WITH WORDING, WE WILL RENEW EVERYTHING AND MAKE IT BETTER. BUT THE WHOLE STRATEGIC PLAN IS NOT JUST A MEETING FOR US, IT IS HOW BUSY WE WANT TO TASK THE STAFF TOO AND HOW DEEP ARE WE GOING TO GO.

BUT I ALSO LIKE PLOWING FIELDS TOO AND LOOKING DOWN ROADS AND MAKING SURE THEY ARE STRAIGHT. SO IT REALLY WAS A TOSS UP BETWEEN SGR AND HIM. I WENT WITH HIM BECAUSE I THOUGHT IT WAS A PRETTY GOOD PRESENTATION. IF YOU ARE GOING TO GO WITH THE PRICE,

[01:30:03]

>> CAN I ADD ONE MORE THING? THE TIMELINE THAT PATRICK MENTIONED, 90 DAYS, WE HAVE ELECTIONS IN MAY. IT IS JUST A CONVERSATION.

>> THERE IS DEPLOYMENT SCHEDULE FOR SGR AND MARANDO HAD THEM STARTING IN JUNE, JULY, WRAPPING UP IN DECEMBER THAT WAS LAST

YEAR. >> IT SAYS '25.

>> I DIDN'T GET THE YEAR. >> THEY WERE ANTICIPATING US

STARTING LAST YEAR. >> OOPS.

>> I'M A TOSS UP BETWEEN SGR AND MOHANDO. FOR ME, THE BIGGEST THING WAS THE PERSONAL FACE TO FACE BEING HERE. I THINK FOR ME, THAT WAS THE DECIDER BUT EITHER ONE OF THEM WOULD BE GOOD.

>> SO LET'S GO AROUND THE ROOM AND REVOTE BETWEEN THOSE TWO FIRMS. AND FIGURE OUT WHERE WE LAND. WHO WANTS TO GO FIRST?

>> SGR. >> LET'S JUMP BACK THERE.

>> MOHAND ROW. >> MOHANDO EITHER OR, I HATE TO BE WISHY WASHY. YOU ALREADY SAID MOHAND ROW WAS 4/3, I WILL SAY

MORANDO. >> SGR.

>> MOHAND ROW. >> MARANDO IT IS WITH FOUR VOTES. WE ARE GOING TO HAVE TO LEARN HOW TO SAY THE NAME.

>> YEAH. >> JUST A COUPLE OF COMMENTS ON THIS ITEM ITSELF. I DON'T WANT TO OPEN UP THE MEETING WITH THIS BECAUSE WE HAD THE PRESENTERS HERE AS WELL BUT I THINK OUR STRATEGIC PLAN IS SO IMPORTANT FOR OUR COMMUNITY FOR SOME OF THE REASONS I HAVE ALREADY SAID AND FOR OTHERS. WE ORIGINALLY CREATED A STRATEGIC PLAN IN 2005. IT WAS COMPLETELY UPDATED AND REFRESHED IN 2018. I WAS ON THE STEERING COMMITTEE. I WAS PART OF THE PROCESS. IT WAS EYE OPENING AND INTERESTING. EVEN SOMETHING AS SIMPLE AS GOING THROUGH THE SWAT ANALYSIS AND LOOKING AT AREAS WHERE WE WILL STRUGGLE AND ARE STRUGGLING TODAY, THINGS FORECAST ABOUT GROWTH TO THE EAST AND ROYSE CITY AND WE ARE EXPERIENCING THAT NOW THESE SEVEN AND A HALF YEARS LATER, THE TRAFFIC. IT'S HAVING THE COMMUNITY THAT SITS DOWN INTENTIONALLY LOOKS AND FORECASTS OUT THE VISION IS SO CRITICAL. SO I THINK THAT'S THE IMPORTANCE IN IT. I THINK THE REASON FOR IT BEING THE RIGHT TIME RIGHT NOW IS BECAUSE OF OUR EXPERIENCE. THE CHANGES THAT WE ARE LIKELY TO EXPERIENCE IN THE NEXT 12 MONTHS EVEN. I WROTE DOWN A FEW THINGS, ONE OF WHICH IS DART. WE HAVE A NUMBER OF SURROUNDING CITIES THAT ARE CONSIDERING A PULL OUT ELECTION FOR DART. WHAT DOES THAT MAKE TRANSPORTATION LOOK LIKE IN OUR REGION IN THE NEXT 12 MONTHS? THE DEVELOPMENT AROUND TOWN, WE HAD CONVERSATIONS ABOUT DEVELOPMENT AND SOME OF THE STRUGGLES WE HAVE HAD IN THE AREA, RIGHT? WE HAVE HAD A WHOLE PANDEMIC SINCE THE LAST STRATEGIC PLAN. THERE SHOULD BE UPDATES IN THE WAY THAT OPERATIONALLY OUR CITY FUNCTIONS AND WORKS AND ENGAGES WITH RESIDENTS. THE WORK FROM HOME ENVIRONMENT HAS CHANGED A LOT OF THINGS FROM A COMMERCIAL STANDPOINT. WE HAVE RESIDENTS WHO PREVIOUSLY WERE OFF TO DALLAS OR PLANO TO WORK ARE NOW IN THEIR HOMES. CRITICALLY, HOW DO WE ENGAGE THOSE INDIVIDUALS? AND MOST IMPORTANTLY, SUGGESTING AN UPDATE TO PLAN DOES NOT MEAN THE OLD PLAN IS BROKEN. THERE IS A LOT OF GREAT STUFF. AND THERE ARE A LOT OF THINGS THAT WILL BE GLEANED FROM THAT. THAT'S WHAT MANY OF THE PRESENTERS SAID IS HOW THEY WILL LOOK AT THE OLD PLAN, MAKE UPDATES WHERE IT IS NECESSARY, REFINE THINGS, BUT THAT DOESN'T MEAN IT IS BROKEN OR WRONG. IT MEANS WE HAVE AN OPPORTUNITY THERE. I LOVE THE CLOSING PARAGRAPH ON PAGE 2 OF THE PLAN. IT SAYS THE PRIMARY GOAL OF THE 2018 STRATEGIC PLAN IS TO RECALIBRATE THE CITY'S LONG RANGE PLANNING AND DEVELOPMENT A FRAMEWORK TO ASSIST THE CITY COUNCIL WITH POLICY DECISIONS REGARDING CORE SERVICES, FACILITIES, AND INFRASTRUCTURE BASED ON EXTENSIVE ENGAGEMENT WITH THE COMMUNITY, CITY STAFF, CITY COUNCIL THIS IS TO GUIDE POLICY, FOCUSING ENERGY AND RESOURCES, STRENGTHENING OPERATIONS, ESTABLISHING AGREEMENT AROUND THE INTENDED OUTCOMES, MEASURING RESULTS AND ASSESSING THE RESULT AND RESPONSE TO THE CHANGING ENVIRONMENT. YOU COULD COPY AND PASTE THAT FOR THE PLAN WE WILL

[01:35:04]

>> I THINK WE HAVE TO. I THINK THAT'S A GIVEN. IF YOU GOING TO BE A GROWING CITY, YOU HAVE TO THINK OF THE FUTURE, SO YEAH.

>> ANYONE ELSE? >> I ABSOLUTELY AGREE. WE MUST TALK AND WE MUST RESPOND. THIS IS THE PROCESS THAT WE DO TO DO THAT. I THINK IT IS INCREDIBLY IMPORTANT.

>> I THINK IT'S VERY IMPORTANT AS WELL. BUT THERE ARE THINGS THAT I WOULD THROW THE CAUTION ON THAT STUFF IN HOW WE APPROACH IT AND HOW WE GO AFTER IT . WE TALKED ABOUT THE ROAD BLOCKS EARLIER. THERE ARE GOING TO BE MANY ROAD BLOCKS, MONEY, COMMITMENT, TIME, STAFF LEAVING, STAFF COMING ON BOARD. YOU NAME IT, ALL KINDS OF THINGS WILL GET IN THE WAY. WE WILL HAVE TO STAY ON TOP OF ALL THAT. IT MAY EVEN REQUIRE HIRING ANOTHER PERSON TO WOULD BE A PROJECT MANAGER WE JUST DON'T KNOW. IT IS IMPORTANT, I AGREE. BUT FROM ALL OF MY YEARS, I HAVE SEEN MANY OF THEM COME. I SEE ONE OF THEM COME AND THIS IS A NEW AND IMPROVED VERSION AND HERE'S THE NEXT NEW AND IMPROVED VERSION.

AND HERE'S THE LATEST AND GREATEST, WE'RE GOING TO DO THIS. AND ALL OF THE DEPARTMENTS HAVE TO DO THEIR BUDGETS AND THEIR STUFF AND THEY FOCUS ON THE VISION, IT'S ALL KIND OF A RELEVANT THING. WE NEED TO MAKE SURE WE DO THIS RIGHT AND STAY ON TOP OF IT BUT NOT TO THE POINT TO WHERE IT IS MAKING STAFF NOT BE ABLE TO DO THEIR JOB IF THEY ARE SO FOCUSED ON HAVING TO DO THIS. DOES THAT MAKE SENSE?

>> ABSOLUTELY. >> LET ME ADD SOMETHING . WHAT I DON'T WANT TO DO, I THINK THE TENDENCY IS TO DO A PLAN AND IT'S A CHECK LIST. OKAY, WE DID THAT. YOU MENTIONED OUR BUDGET CYCLE IS NOT A STRATEGIC PLAN BUT I CAN WE OUGHT TO INCORPORATE LIKE WE DO FOR THE BUDGET, AN ANNUAL BASIS.

>> ABSOLUTELY. I THINK THAT'S EXACTLY WHAT -- I'M NOT TRYING TO PIVOT THIS BACK TO DECIDING WHAT FIRM BUT I THINK THAT IS WHAT SGR WAS SUGGESTING, THIS IS A REGULAR ENGAGEMENT WHERE THEY COME OUT. YOU DO NEED A FACILITATOR. EVERY BUSINESS IS GOING TO DO THIS. WE DO IT WHERE I WORK, QUARTERLY. WE HAVE A QUARTERLY LEADERSHIP MEETING WHERE SEVEN OF US GET IN A ROOM TOGETHER AND WE DISCUSS THE FUTURE OF A BUSINESS. WE DISCUSS WHAT WE ACCOMPLISHED OVER THE NEXT 90 DAYS. ONCE A YEAR, WE

[01:40:02]

>> OTHER FEEDBACK? IF NOT WE WILL MOVE ON. OKAY. CHRISTOPH, DO YOU

HAVE WHAT YOU NEED TO CONTINUE? >> YEAH.

>> THANK YOU, THANK YOU. ANY OTHER QUESTIONS FROM STAFF?

[5.B. Receive Short Term Rental Subcommittee Report and Recommendations.]

>> OKAY . THANKS EVERYONE. NEXT WE WILL MOVE ON TO ITEM 5B, RECEIVE SHORT-TERM RENTAL SUBCOMMITTEE REPORT AND RECOMMENDATIONS. WHO IS PRESENTING THIS?

>> CHRISTOPH. >> I WANT TO BE CLEAR. I'M THE FACILITATOR HERE. THIS IS YOUR PROCESS. SO I HAVE A PRESENTATION HERE TO RUN THROUGH THE RECOMMENDATIONS YOU HAVE MADE BUT PLEASE, JUMP IN . HERE'S THE SIX RECOMMENDATIONS YOU GUYS SHARED WITH ME. I WILL GO THROUGH EACH ONE. SO BASICALLY TO CREATE 1,000 FOOT SEPARATION BETWEEN SHORT-TERM RENTAL OPERATORS, GRANDFATHER THOSE THAT ARE IN NOW, CONSIDER EXEMPTING SAPPHIRE BAY WHERE WE HAVE A HIGHER DENSITY OF SHORT-TERM RENTALS AND THAT MAY BE ACCEPTABLE TO THAT AREA.

THERE WAS A CONCERN ABOUT THE FACT THAT WE RENEW SHORT-TERM RENTALS ON THE SAME DAY EVERY YEAR. SO IF YOU HAVE PEOPLE COME IN FOR AN APPLICATION FOR THE SAME DAY, HOW DO YOU DECIDE WHICH ONE GETS IT AND WHICH ONE DOESN'T, BUT I THINK WE CAN SOLVE THAT FROM. THAT WAS THE FIRST ONE, 1,000 FOOT SEPARATION. DO YOU WANT TO TALK ABOUT THAT OR COME BACK?

>> YES. >> COMMENTS?

>> ON 1,000 FEET? >> WHEN WE WERE TALKING ABOUT THAT, THE DISCUSSION WAS TO MAKE SURE WE WEREN'T HAVING ONE RIGHT NEXT DOOR, ONE ON THIS SIDE, ONE ON THAT SIDE BECAUSE THAT IS PROBABLY A BIG ISSUE. SO THE THOUGHT WAS IF WE CAN SPREAD THEM OUT THROUGHOUT THE NEIGHBORHOOD, WE CAN HAVE MORE

OR LESS. >> AND THE EXEMPTION OF SAPPHIRE BAY, IS THERE A CONDITION OF WHAT THAT WOULD BE PER BUILDING?

>> AND WHERE PEOPLE WOULD WANT TO GO. THEY WOULD WANT TO GO TO THE LAKE SIDE WHERE IT IS ACTUALLY LAKE SIDE. IT IS PROBABLY ONE OF THE PLACES WHERE WE PROBABLY WOULDN'T

INDISCERNIBLE ] . >> IT MAKES SENSE FOR THE ENVIRONMENT. FOR OTHER WE'LL SAY CONDO TYPE HOMES BEING BUILT, WE ONLY ALLOW TWO PER BUILDING SO IT IS NOT A TON OF SDRS AMONGST PEOPLE LIVING THERE. SO YOU CAN PROTECT THOSE

FOLKS AS WELL. >> CHRIS? GO AHEAD.

>> SO I GUESS THAT CONFUSES ME A LITTLE BIT. WHAT AUTHORITY DO WE HAVE TO TELL PEOPLE WHAT TO DO WITH THEIR PRIVATE PROPERTY T?

>> WITH RESPECT TO WHAT, THE REST OF THE COMMUNITY?

>> YEAH. >> IT'S ALL NEW GROUND THAT WE ARE CONDENSING ON. THAT WOULD BE MY CONCERN.

>> THAT'S THE BALANCE WE ARE TRYING TO PLAY. WE ARE ALL STRONG ADVOCATES OF PROPERTY RIGHTS. THE CHALLENGE IS WHEN DO YOUR RIGHTS INFRINGE ON MY RIGHTS. A LOT OF THESE ARE INVESTOR OWNED OR TIKTOK INFLUENCER WITH TEN AIRBNBS. AND THEY HAVE NO TIES TO THE NEIGHBORHOOD AND THEN YOU HAVE ALL OF THESE PEOPLE COMING IN, THE COMPLAINTS WE HEAR ALL THE TIME. IT IS A TRICKY BALANCING ACT. IT IS SOMETHING THAT IT IS UNCOMFORTABLE TO SAY YOU CAN'T DO THIS WITH YOUR PROPERTY. BUT I'M COMFORTABLE PROTECTING THE NEIGHBOR SAYING LET'S PUT SOME GUARD RAILS ON THIS AS BEST WE CAN FOR LEGAL RULES THAT DON'T IMPACT PEOPLE WHO LIVE HERE 20 YEARS AND WANT TO ENJOY THE

[01:45:02]

>> BELIEVE ME, I CERTAINLY HAVE COMPASSION AND I CERTAINLY WANT NEIGHBORS EVERYWHERE. BUT I HONESTLY WAS SURPRISED AT THIS ONE. I DIDN'T THINK WE HAD THAT AUTHORITY, SO.

>> THIS IS ONE I HAD WHEN WE FIRST HAD THE CONVERSATION TO FIND OUT IF WE COULD STAND ON THIS. AND SHE BELIEVES WE CAN.

>> AS LONG AS THE COUNCIL MAKES FINDINGS THAT SUPPORT IT AND THE FINDINGS ARE, YOU KNOW THAT THERE IS A REASON FOR THIS. AND THAT THIS IS THE MOST NARROWLY TAILORED WAY TO ADDRESS THE PROBLEM IS BY MAKING SURE THEY ARE SPREAD OUT. THAT'S THE KEY, THAT THE COUNCIL HAS TO MAKE THE FINDINGS BASED ON FACTS BECAUSE IF THE COUNCILMEMBER SAYS OTHERWISE, YOU CAN'T JUST GO OUT AND SAY, YOU CAN'T DO THAT WITH YOUR PROPERTY. IT HAS TO BE A BALANCE. WE HAVE TO SHOW THEM, HERE'S WHAT THE COUNCIL FOUND ON THIS SIDE OF THE SCALE. THAT'S WHY THIS IS GOING TO BE

A CONSTITUTIONAL RESTRICTION. >> AND THERE VERY WELL MAY BE TWO SIDE BY SIDE ALREADY THAT WE CAN'T DO ANYTHING ABOUT. THEY

ARE GRANDFATHERED. >> MY QUESTION IS WHEN THEY WERE NEW, SO THE COMMENT AT THE BOTTOM, IF THERE ARE TWO WITHIN 1,000 FEET OF EACH OTHER AND THEY RENEW, THEY ARE STILL

ALLOWED TO CONTINUE, CORRECT? >> THEY ARE GRANDFATHERED. THE QUESTION IS IF YOU HAVE TWO NEW APPLICANTS ON THE SAME DAY, HOW WOULD YOU DISTINGUISH BETWEEN THE TWO?

>> WE CAN ADD LANGUAGE INTO THE ORDINANCE THAT SAYS ALTHOUGH THEY ALL RENEW ON THE DAY, APPLICATIONS ARE PROCESSED IN THE ORDER RECEIVED. THAT WAY IF WE RECEIVE ONE ON THE SAME DAY AT 12:01 AND THE NEXT ONE IS AT 12:02.

>> I UNDERSTAND. >> FIRST IN, FIRST OUT.

>> BUT THAT IS NOT CURRENT TALLY IN THE ORDINANCE.

>> I THINK IF THERE IS A CONCERN ABOUT THIS ONE, IT MIGHT BE ABOUT THE DISTANCE AND MAYBE THE DISTANCE NEEDS TO BE UP FOR RECOMMENDATION. THE RECOMMENDATION IS 1,000 FEET,

BASED ON WHAT? >> THE 1,000 FEET.

>> YEAH. >> I BELIEVE THE RESEARCH THAT WE WERE ALL DOING AND SEEING WHAT OTHER CITIES ARE DOING. I THINK WE COULD LOOK AT -- I LOOKED AT AUSTIN AND I'M TRYING

TO REMEMBER ALL OF THE CITIES. >> DALLAS TOO.

>> THEY GOT THEMSELVES A LITTLE ONE RIGHT NOW.

>> JUST A COUPLE OF AUTHORITIES WE SEEN 1,000 FEET SEEMED FAIR.

THEY CAN COME IN BUT TRYING TO SPREAD THEM OUT.

>> WE WANTED 100 MILES BUT I DON'T THINK THAT WILL WORK.

>> THERE ARE QUITE A FEW ORDINANCES OUT THERE. NONE HAVE BEEN JUDICIALY CHALLENGED. SO THE FACT T THAT THEY ARE OUT THERE DOESN'T MEAN -- IT JUST MEANS WE NEED TO BE -- YOU KNOW BUT THERE ARE. I CAN'T REMEMBER IF IT IS LOUISVILLE, THAT HAS A DISTANCE RESTRICTION. IT IS BASED ON BLOCKS RATHER THAN

FEET. >> WE KIND OF STRUGGLED ON THE BUILDING, MULTIFAMILY. HOW DID WE END UP COMING UP WITH THAT?

DID WE GET GUIDANCE ON THAT? >> I JUST LISTEN, SIR. THAT WAS A CONVERSATION, NEW CONDOS, HOUSES. WE CAN'TCONTROL IF THEY ARE FOR LEASE OR OWNERSHIP, MULTIFAMILY, SINGLE BUILDING, TOWNHOUSE, CONDOS, APARTMENT FOR OWN OR FOR LEASE. WE CAN'T CONTROL IF THEY ARE OWNER OR LEASE. BUT IF THEY ARE OWNER OCCUPIED TOWNHOUSE, WE WANTED TO MAKE SURE WE LIMITED THAT SO IF IT IS 160 UNIT DEAL THAT THAT WE WANTED TO GIVE SOME LEEWAY BECAUSE OF THE 1,000 FEET. OBVIOUSLY, THERE WOULD BE MULTIPLE UNITS WITHIN 1,000 FEET. SO WE COULDN'T

[01:50:03]

>> 1,000 FEET SEPARATION. >> I THINK EXEMPTING SAPPHIRE BAY MAKES SENSE. AND ARE TALKING SOUTH OF 30.

>> NOT NORTH. >> IT WAS ACTUALLY WEATHER FORD.

THERE WAS NO MORE THAN A QUARTER OF THE TOTAL RESIDENTIAL UNITS ON A BLOCK. LEWISVILLE SAYS WHEN THE COMBINED NUMBER OF ACTIVE SHORT-TERM RENTAL PERMITS AND APPLICATIONS REACHES 150, THEY WILL STOP ACCEPTING APPLICATIONS. AND AGAIN, THAT IS TOTALLY JUDICIALY UNTESTED . THAT'S JUST WHAT'S OUT THERE.

>> WHAT WAS LEWISVILLE'S AGAIN? >> 150 TOTAL THEY WILL STOP

ACCEPTING APPLICATIONS. >> THAT'S INTERESTING. I THINK THERE WAS A 2022 CASE IN THE FEDERAL FIFTH CIRCUIT WHERE THE FEDERAL FIFTH CIRCUIT WHICH IS A LITTLE MORE LAX WHEN IT COMES TO PROPERTY OWNERS RIGHTS THAN THE STATE COURTS. I THINK THEY MAY ADDICT A COMMENT THAT WASN'T REALLY ADDRESSING THE SUBJECT MATTER OF THE CASE BUT THEY SAID SOMETHING ABOUT AS AN ALTERNATIVE, THEY COULD HAVE CAPPED THE NUMBER OF LICENSES AVAILABLE IF THAT CAME BEFORE THE CIRCUIT, WHO KNOWS HOW THEY WOULD RULE. BUT I THINK THAT EMBOLDENED A LOT OF CITIES TO

MAKE THOSE KINDS OF THINGS. >> HOW MANY UNITS DO WE HAVE?

>> HARD DATA, I THINK IN THE AREA OF 70. AGAIN THAT WAS 6

MONTHS AGO. >> THAT'S WHAT WE KNOW OF.

>> EXACTLY. WE ARE LOOKING TO IDENTIFY MORE.

>> DO WE WANT TO TALK ABOUT THAT BEFORE WE MOVE ON?

>> THAT IS ANOTHER PART OF THE PRESENTATION, THE LIMIT.

>> MY ONLY QUESTION IS IF WE WERE TO LOOK AT SOMETHING LIKE THAT, WHAT IS THE POPULATION OF LEWISVILLE, WHAT IS THE MIX OF MULTIFAMILY VERSUS, DO SOMETHING THAT IS CONGRUENT WHAT THEY HAVE. THAT WOULD TAKE MORE RESEARCH THAN WHAT WE CAN PUT

TOGETHER TONIGHT, I'M SURE. >> OKAY.

>> FRONT DOOR PLAQUE WAS A RECOMMENDATION, LISTING THESE ITEMS. I WANTED TO ALSO SHARE THAT WE HAVE A REGULATION REGARDING INFORMATION FOR THE FRONT DOOR, JUST INSIDE. IT IS INFORMATION MORE FOR THE RENTER THAN FOR THE PUBLIC. I THINK THEY THE INTENT OF THE COMMITTEE WAS INFORMATION AVAILABLE FOR THE NEIGHBOR IF SOMEBODY WANTED TO WALK UP TO THE FRONT DOOR AND

FIND OUT WHAT WAS GOING ON. >> AND FOR THE POLICE IF THEY SHOW UP, THEY CAN SEE IT RIGHT THERE WITHOUT HAVING TO INVOLVE A DISPATCHER OR SOMEBODY IN RECORDS TO PULL THE INFORMATION UP WITH THEM TO BE ABLE TO PICK UP A PHONE CALL RIGHT THERE.

>> WE ALREADY DO REQUIRE THEM TO BE ABLE TO HAVE THAT RESPONSE

TIME. >> THE ORDINANCE REQUIRES 24 HOUR LOCAL CONTACT, MAXIMUM OCCUPANCY, ET CETERA. SOME OF THE INFORMATION WOULD BE ON THE FRONT DOORS AS OPPOSED TO BEING

POSTED INSIDE THE RESIDENCE. >> AND LET THEM CALL THE OWNER AND SELF SOLVE SO WE DON'T T HAVE TO USE THE CITY RESOURCES.

AND IF THEY DON'T RESPOND, THERE IS A CITATION.

>> OH, I THINK THAT'S GOOD. >> THAT'S A GOOD ONE.

>> THIS IS JUST I THINK A CONVERSATION YOU HAD MORE THAN

[01:55:01]

WHETHER YOU WANTED. >> TRANSITION TO THE LONG LEASE.

>> IF THE OWNER LOST HAD PERMIT. >> AND THEN THERE IS THE OPTION TO BRING IT UP TO A ONE YEAR, TWO YEAR BASIS.

>> IT IS GREATER THAN 30 DAYS IS CONSIDERED LONGTERM RENTAL.

>> CORRECT. ANYTHING OVER A MONTH WHICH IF YOU RECALL INDIAN TRAIL THAT'S WHAT THAT CONVERTED TO IS A LONGTERM RENTAL. OUR LONGTERM RENTAL ORDINANCE AND RESTRICTION ARE MUCH MORE LENIENT THAN THE SHORT-TERM RENTAL. IT IS

EXTREMELY STRICT. >> THAT'S THE CHALLENGE BECAUSE YOU HAVE LEGITIMATE LONGTERM RENTERS AND WE DON'T WANT TO DISRUPT THAT FOR THE OWNER OR THE TENANT. SO THAT IS A TRICKY

BALANCING ACT TO GET IT RIGHT. >> 30 DAYS SEEMS LIKE A LITTLE BIT OF A SHORT PERIOD. LEGALLY, IS THAT WHAT WE ARE STUCK AT? WE

CAN'T DO 60 OR 90 DAYS. >> IT CORERATES WITH THE HOTEL

OCCUPANCY TAX. >> DOUBLE BOOKINGS. SOME OF URCONCERNS IS THAT SOME PEOPLE MAY BE ONE HOUSE, TWO BOOKINGS AT THE SAME TIME. SO I SHARED THE ORDINANCE WE HAVE WHICH DOESN'T DIRECTLY ADDRESS DOUBLE BOOKINGS. IT ADDRESSES NUMBER OF TOTAL OCCUPANCY. BASICALLY SAYING, YOU CAN ONLY HAVE ONE RENTAL IN A DOMICILE WHICH WOULD

>> ONE OF THE REASONS WE DISCUSSED IT, THIS HAPPENED IN ROWLETT AND IT HAPPENED TO PASS% WHERE TWO PEOPLE SHOW UP AND THEY BOTH SAY, HEY, WE WILL TAKE THIS SIDE, YOU TAKE THAT SIDE.

YOU HAVE TWO PEOPLE, POLICE SHOW UP AND THEY DON'T KNOW WHO TO HOLD ACCOUNTABLE, IS THAT CORRECT? IS THAT WHAT THEY ARE

TALKING ABOUT? >> THAT'S NOT -- NO. WE MAY DISCUSSED THAT BUT IT IT IS PARTIES AND A THIRD PARTY. YOU HAVE ALL OF THESE DIFFERENT PEOPLE THERE.

>> UNDERSTAND. >> MY PROBLEM LEGALLY WITH THIS ONE IS WELL, THE ORDINANCES ALLOWS BED AND BREAKFAST. YOU CAN RENT A ROOM IN A BED AND BREAKFAST AND ANOTHER PERSON CAN RENT A ROOM IN THE BED AND BREAKFAST AND THEY DISTINGUISH IT BECAUSE IT IS OWNER OCCUPIED. AND THE OWNER OCCUPANCY HAS BEEN STRICKEN DOWN BY THE COURTS. THIS SOUNDS LIKE WE ARE TRYING TO DO AN OWNER OCUEPANCY WITHOUT DOING IT. WE ARE LETTING ANOTHER OCCUPY BED AND BREAKFAST RENT OUT ROOMS BUT WE ARE NOT LETTING AN STR RENT OUT ROOMS. THEY CAN ONLY RENT OUT THEIR WHOLE HOUSE.

>> OKAY SO THIS SECTION 10-465 IS WHAT ALREADY EXISTS IN THE CODE. I'M GOOD WITH THAT AS IS UNLESS YOU ARE RECOMMENDING A

CHANGE. >> STICK WITH THAT.

>> YEAH. >> YOU'RE GOOD.

>> AS I MENTIONED EARLIER, WE ARE UP GRADING OUR SHORT-TERM RENTAL SOFTWARE, TAKING APPLICATIONS COMING IN MAY. THAT APPLICATION HAS ADDITIONAL CAPACITY TO ALSO SEARCH FOR AND IDENTIFY LONGTERM RENTALS. THERE IS THE INITIAL COST OF THAT. THE COMMITTEE HAVING HEARD THIS INFORMATION WANTED TO SUGGEST THAT STAFF ANALYZE THE COST AND SEE IF THERE WAS A RECOVERY OPTION THROUGH THE LONGTERM RENTAL PERMIT FEES.

>> I'M IN SUPPORT OF THAT. ANY OBJECTION IN CHECKING THAT OUT?

>> DON'T WE HAVE A MANAGEMENT GROUP?

>> WE HAVE AN STR MANAGEMENT APPLICATION CURRENTLY. IT DOESN'T HAVE SOME CAPABILITIES THAT OTHER SYSTEMS HAVE. ONE OF THE KEY PIECES WAS THE NEW PIECE FOR PUTTING IN WHICH GIVES US A WEBSITE, THAT A CITIZEN CAN GO TO AND THEY CAN ASK A QUESTION ABOUT THE PROPERTY AND GIVE FEEDBACK WHEN IT IS AN STR OR

[02:00:05]

>> WHAT IS THE ADMINISTRATIVE BURDEN ON LONGTERM RENTAL MANAGEMENT THROUGH AN APPLICATION LIKE THIS? IS THERE

ONE? >> I HAVEN'T RESEARCHED THIS, REALLY FOCUSED ON THAT. I HAVEN'T DONE MUCH ANALYST ABOUT HOW HELPFUL IT COULD BE AND COST. I WILL DO SOME RESEARCH IF

THAT IS THE COUNCIL'S INTEREST. >> OKAY.

>> I THINK THERE IS INTEREST. I WOULD BE MORE APT TO PURSUE IT

IF IT ADDS EFFICIENCY. >> WE NEED OO LOOK AT IT ADMINISTRATIVELY. YOU DON'T NEED TO TELL US TO DO THAT. IF THAT IS AN OPTION, WE MANAGE A LONGTERM RENTAL PROGRAM SO WE NEED TO LOOK AT TECHNOLOGY TOOLS AVAILABLE AND WE DON'T NEED YOU

TO TELL US. >> SIX, VENDOR REGISTRATION. SO CURRENTLY, REGISTRATION REQUIREMENT KICKS IN WHEN AN SEX OFFENDER AT GREATER THAN 14 DAYS. I THINK THE PROPOSAL WAS

TO SHORTEN THAT UP. >> IF YOU COULD.

>> AND THEN BASICALLY WOULD REQUIRE A CHANGE IN LOCAL ORDINANCE AND ALSO THE RECOMMENDATION TO PLACE THE BURDEN ON THE PROPERTY OWNER. ENFORCEMENT IS A CHALLENGE HERE.

>> DO WE KNOW IF SHORT-TERM RENTAL PLATFORMS DO ANY SORT OF

BACKGROUND CHECK OR ANYTHING? >> YOU CAN REQUIRE THE OWNER TO DO A BACKGROUND CHECK. WE DON'T.

>> WHAT'S THE ENFORCEMENT MECHANISM ON THAT?

>> AS FAR AS SHORTENING UP THE 14 DAYS PER YEAR OR FOUR CONSECUTIVE OR NONCONSECUTIVE DAYS PER MONTH, I DIDN'T HAVE AN OPPORTUNITY TO LOOK AT THE STATE LAW, I DON'T THINK IT IS IN STATE LAW. STATE LAW DOES SAY PERMANENT OR TEMPORARY RESIDENTS BUT I DOUBT THEY GET IT ANYWHERE DEFINES TEMPORARY RESIDENCE. I DID TAKE A LOOK AT OTHER STAFF ORDINANCES AND OVER OTHER ORDINANCE I LOOKED AT, AND I LOOKED AT MAYBE 20 ALL HAD 14 DAYS A YEAR AND THEN FOUR DAYS A MONTH, CONSECUTIVE MONTHS.

>> I'M ALL FOR MAKING THIS AS STRICT AS IS PRACTICAL BUT AT SOME POINT, I DON'T KNOW HOW YOU REQUIRE PEOPLE TO DO BACKGROUND CHECKS AND ENFORCE THAT. I DON'T KNOW HOW YOU DETERMINE SOMEONE STEPPING INTO AN STR IS AN SEX OFFENDER AND

THE CONDWIT TO MAKE THAT HAPPEN. >>

>> YOU KNOW, QUITE -- AFEW OF MY CLIENT CITIES HAVE ADDED A PROVISION SO THAT THE LANDLORD IS RESPONSIBLE ONCE THEY ARE MADE AWARE. SO THE POLICE DEPARTMENT SENDS THOSE LETTERS TO THE LANDLORD AND SAYS, BY THE WAY, YOU HAVE RENTED YOUR PROPERTY TO A REGISTERED SIX OFFENDER. HE HAS BEEN THERE LONGER THAN 14 DAYS, ET CETERA. AND RIGHT NOW, WE CAN'T DO THAT BECAUSE IT IS NOT AGAINST OUR CODE OF ORDINANCES FOR THE LANDLORD TO RENT IT TO THEM. SO THAT MIGHT BE SOMETHING YOU MIGHT WANT TO CONSIDER ADDING BECAUSE IT GIVES A LITTLE MORE

TEETH TO THE POLICE DEPARTMENT. >> THE THOUGHT BEHIND THIS WAS THAT EVERYONE'S NIGHTMARE IS THE PERSON WHO IS THERE FOR TWO OR THREE DAYS, WHO IS THERE? ARE THEY AN SEX OFFENDER, ARE THEY WATCHING MY KIDS, WHAT T ARE THEY DOING? I THOUGHT IF WE COULD TYPE THAT UP AND PUT THE BURDEN ON THEM, THEY CAN PURCHASE THINGS OR CHECK THE DATA BASES AND SEE IF THE PERSON IS AN SEX OFFENDER. IF THE POLICE GET OUT THERE AND THE OWNER DIDN'T DO THIS DUE DILIGENCE AS WE REQUIRED WITHIN

[02:05:05]

>> ALL OF THOSE REQUIRE INTENT. THE LANDLORD HAS TO HAVE KNOWLEDGE. THEY DON'T NECESSARILY REQUIRE THEM TO GO ON AND RUN ABACKGROUND CHECK. IF IT COMES TO OUR ATTENTION AND THEN WE SEND THE LANDLORD THAT KNOWLEDGE, THEN HE HAS THE KNOWLEDGE, THEN WE CAN MEET THAT REQUIREMENT, THEN HE CAN BE HELD ACCOUNTABLE IF HE CONTINUES TO RENT TO THAT PERSON.

>> HE'S GOING TO BE GONE IN TWO OR THREE DAYS.

>> COUNCIL RESPOND? >> DO YOU HAVE A RECOMMENDATION ON THIS ONE OR IS THIS MORE OF A CONVERSATION?

>> IT IS KIND OF WHAT WE HAD FOR RECOMMENDATION BUT BASED ON LEGAL COUNCIL AND ALL OF THAT, OBVIOUSLY, I AGREE IT'S GOING TO BE HARD TO ENFORCE WITHIN TWO OR THREE DAYS.

>> THE POLICE SHOW UP, THEY KNOW THEY DID IT, THAT'S IT.

>> WHAT'S REQUIRED IN A LONGTERM RENTAL CURRENTLY? THEY HAVE TO REGISTER OR ANYTHING WITHIN 14 DAYS THEY HAVE TO NOTIFY? SO THAT'S ALREADY A REQUIREMENT.

>> THERE AGAIN, THAT WOULD APPLY FOR A LONGTERM RENTAL TOO IF WE ADDED TO THE ORDINANCE, NOT NECESSARILY THE SHORT-TERM BUT FOR THE LONGTERM TO MAKE IT A VIOLATION FOR THE LANDLORD AS WELL. THAT GIVERS US THE EXTRA MECHANISM, THAT EXTRA ENFORCEMENT MECHANISM. FOR ROWLETT, ALL WE CAN DO IS SEND A LETTER TO THE TENANT BUT IN SOME OF THE CITIES BECAUSE THEY HAVE THE EXTRA PROVISION AND ORDINANCES, WE SEND A LETTER TO THE TENANT AND WE ALSO SEND A LETTER TO THE LANDLORD SAYING BY THE WAY, YOU ARE RENDING TO THIS GUY OR GIRL AND YOU ARE IN

VIOLATION OF THE ORDINANCE. >> I WOULD LIKE TO CONSIDER ADDING THAT COMPONENT BECAUSE OF WHAT WE ARE DOING.

>> IT GETS THE TENANT OUT WITHOUT A WHOLE LOT OF LEGAL

PROCEEDINGS. >> ANYONE WANT TO MOVE FORWARD? HEAD NOD? YEAH, OKAY. CHRISTOPH, THANK YOU.

>> THAT'S ALL OF THE RECOMMENDATIONS.

>> SO ON THOSE WE ARE LOOKING AT 1,000 FOOT SEPARATION, A PLAQUE, AND ADDING A LANDLORD REQUIREMENT FOR MAKING SURE A TENANT IS REGISTERED IF THEY ARE AN SEX OFFENDER WITHIN 14 DAYS.

>> THE BIG THING IS SOFTWARE PACKAGE. WE LOOKED AT SEVERAL THINGS THAT DIDN'T MAKE ADMINISTRATIVE SENSE LIKE DOING A MEDIUM TERM RENTAL, WHERE THEY ADVERTISE, IF IT IS SHORTTIME, WHERE THEY ADVERTISE, LIKE DEPARTMENTS.COM OR VRBO OR AIRBNB. THE SOFTWARE THEY ARE LOOKING AT WILL HELP WITH THE STR PORTION. WE DIDN'T NECESSARILY NEED TO PUT THAT INTO ANY TYPE OF ORDINANCE BECAUSE THE TECHNOLOGY WILL BRING THOSE HOPEFULLY TO THE SURFACE AND WE WILL BE ABLE TO MONITOR AND MAKE SURE THOSE ARE REGISTERED AND WE WILL BE ABLE TO TRACK THOSE SO ON AND SO FORTH. THAT'S REALLY THE

TECHNOLOGY ON THAT. >> THANK YOU FOR WORKING ON THAT, APPRECIATE IT. COUNCIL ANY OTHER QUESTIONS? ALL RIGHT.

[5.C. Presentation on Residential Lighting Standards and a Comparative Analysis and Code Review]

BELIEVE SO. >> ITEM 5C, PRESENTATION ON RESIDENTIAL LIGHTING STANDARDS AND COMPARATIVE ANALYSIS AND CODE REVIEW. I FEEL LIKE I DIDN'T GET THAT WORD RIGHT. WE HAVE ONE PUBLIC COMMENT FROM MARK TASHIC. STATE YOUR NAME AND

YOU HAVE 3 MINUTES. >> ONE THING REALLY QUICK -- SORRY, COUNCIL, MAYOR, I WANTED TO SAY SOMETHING ABOUT SHORT-TERM RENTAL, LONGTERM. IT DIDN'T

[02:10:01]

LAKE FRONT HOMES SHOULD BE NO MORE THAN 0.10 FOOT CANDLES OR LESS. NO LIGHT TRESPASS THAT CAUSES SHADOWS ON THE PROPERTY.

GLARE AND LIGHT TRESPASS SHOULD NOT BE A SUBJECTIVE OPTION. IT SHOULDN'T BE SUBJECTIVE TO YOU ASK THREE PEOPLE ON THE SAME THING, YOU SHOULDN'T GET THREE ANSWERS. THERE SHOULD BE A WAY TO CLARIFY THAT. USING GUIDELINES TO CONSIDER FOOT CANDLES AND VALUES. QUICK, PLANO, I BELIEVE THAT WAS SENT TO YOU SHOW SINGLE FAMILY AND TWO FAMILY RESIDENTIAL DISTRICTS USING FOOT PANEL AND ILLUMEINATION VALUES, BOTH VERY STRINGENT. HEATH ON THE OTHER HAND USES EXCERPTS FROM THE ORDINANCE FOR SINGLE FAMILY HOME DISTRICTS, 0.1 FOOT CANDLES, MULTIFAMILY 0.5,ING A CULTURAL, NONRESIDENTIAL, RIGHT? IN UPDATING THE DOCUMENT, VARIOUS CONCERN NEEDS TO GO INTO THE COMMERCIAL ASPECT AND THE RESIDENTIAL ASPECT. CURRENTLY IN MY NEIGHBORHOOD, WE HAVE COMMERCIAL LIGHTING AFFECTING ABOUT SEVEN HOMES WITH FIVE HUGE FLOOD LIGHTS. SO THE BEST WAY TO POLICE THIS, I'M NOT SURE BUT REALLY NEEDS TO BE LOOKED INTO,

THANK YOU. >> THANK YOU, SIR.

>> ALL RIGHT. DERRICK, TAKE IT AWAY.

>> THANK YOU, MEMBERS OF COUNCIL. TONIGHT'S PRESENTATION STEMS FROM A COUPLE OF COMPLAINTS THAT HAVE BEEN RECEIVED BY STAFF AND SOME OF THE OFFICIALS. PROBABLY THREE MONTHS INTO MY TENURE HERE, I PREPARED A MEMO THAT DID KIND OF A GENERAL COMPARISON OF SOME AREAS. THIS GOES INTO A BIT OF A MORE IN DEPTH REVIEW. AS IT RELATES TO TONIGHT'S PRESENTATION, WE WILL START BY DEFINING THE RESIDENTIAL LIGHTING STANDARDS AS YOU CAN IMAGINE, THERE ARE TWO SETS OF STANDARDS. ONE IN ROWLETT DEVELOPMENT CODE AND ANOTHER IN FORM BASED CODE. WE WILL THEN LOOK AT CATEGORIES ON GENERAL RESIDENTIAL LIGHTING STANDARDS AND THEN WE WILL HAVE THE INDIVIDUAL MUNICIPALITIES THAT WE ARE REVIEWING THEIR LIGHTING STANDARDS TO, A COMPARATIVE ANALYSIS AND FINALLY ENDING ON COUNCIL'S DIRECTION TO STAFF. SO BY WAY OF REVIEW, ON THE LEFT SIDE, YOU HAVE THE RDC. ON THE RIGHT SIDE YOU HAVE THE FORM BASED CODE. THERE IS MORE INFORMATION PERTAINING TO THE ROWLETT DEVELOPMENT CODE. IT OUTLINED THE PURPOSE AS ANY ORDINANCE, THERE IS ALWAYS A PURPOSE OR INTENT. IT KIND OF SUMMARIZES, REQUIRES OUTSIDE LIGHTING ADEQUATE FOR SAFETY AND CONVENIENCE IN SCALE WITH THE ACTIVITY TO BE ILLUMINATED AND SURROUNDINGS. PARTICULARLY, IT DESCRIBES FIVE SPECIFIC GOALS RELATED TO THIS SECTION AND THE RDC, PROVIDE SAFETY AND PERSONAL SECURITY AS WELL AS CONVENIENCE IN UTILITIES AND AREAS OF PUBLIC USE. CONTROL GLARE, YOU HEARD THAT BEFORE AND EXCESSIVE BRIGHTNESS TO IMPROVE VISUAL PERFORMANCE. CONTROL TRESPASS LIGHT ONTO NEIGHBORING LIGHT. SPECIFIC TO TRESPASS LIGHT, LIGHTING THAT GOES BEYOND THE PROPERTY LINE ONTO ANOTHER PERSON'S PROPERTY. RESULT IN COST AND ENERGY SAVING TO ESTABLISHMENTS BY CAREFULLY DIRECTING LIGHT AT THE SURFACE AREA TO BE ILLUMINATED AND THEN CONTROL LIGHT POLLUTION TO

[02:15:02]

HOWEVER, THERE IS IN MY OPINION, A LACK OF SPECIFICITY AS WE EGO THROUGH EACH OF THESE, YOU WILL SEE OUR ORDINANCE PROVIDES A GENERAL DESCRIPTION BUT DOESN'T GIVE SPECIFIC ATTRIBUTES IN TERMS OF HOW WE ADDRESS LIGHTING IN GENERAL. LET'S START WITH GARLAND. THEIR STANDARDS CODIFIED IN THE DEVELOPMENT

[02:20:01]

AND THEN AGAIN, THE RESULT OF GLARE IS PROHIBITED FROM OPERATING SO THAT THE INTENSITY OR DIRECT ILLUMINATION PROJECTING ACROSS THE PROPERTY LINES IS A NUISANCE AND DISTRACTS FROM THE USE OF ENJOYMENT IN ADJACENT PROPERTY.

SO THEY PERCEIVE THIS TYPE TO BE A NUISANCE. THEY HAVE IT CODIFIED IN THEIR GDC AND THEY THEN PROVIDE SOME PROVISIONAL GUIDANCE IN TERMS OF HOW TO ADDRESS THE INSTALLATION ON THESE LIGHTING STANDARDS. MOVING ON TO OUR NEIGHBOR TO THE NORTHWEST. SAXSY CORD OF ORDINANCE PROVIDES MINIMAL CRITERIA FOR MAINTENANCE AND LIGHTING. THERE ARE APPROXIMATELY SIX GUIDING PRINCIPLES, PRESERVE AND ENHANCE THE NIGHTTIME USE OF PROPERTY. WHILE YOU CAN HAVE LIGHTING FIXTURES, YOU SHALL NOT HAVE THEM SUCH OR IN A MANNER THAT DISTRACTS FROM YOUR ADJACENT PROPERTY OWNERS. PROTECT DRIVERS AND PEDESTRIANS ON NEARBY TRAVEL WAYS. THIS IS THE PUBLIC RIGHT OF WAY. SHIELDING NEIGHBORHOOD PROPERTIES FROM NUISANCE GLARE AND TRESPASS RESULTING IN UNSHIELDED LIGHTING SOURCES. SO YOU HAVE A BRIGHT LIGHT AND IT IMPACTS THE QUALITY OF LIFE ADVANTAGES WITH MORE OR LESS LIGHT POLLUTION. PROMOTE EFFICIENT LIGHT WITH REGARD TO ENERGY CONSERVATION. OUR CITY AND SACKSY ARE ONE OF THE FEW THAT CONSIDER IN ADDITION TO THIS THE DESIGN IS DONE WITH ENERGY CONSERVATION IN MIND AND CURTAIL THE DEGRADATION OF NIGHTTIME ENVIRONMENT. SPECIFIC TO SINGLE FAMILY RESIDENTIAL, THE MAXIMUM ILLUMEINATION, 0.25.

HOURS IS MORE THAN FOOT. FULLY SHIELDED EXCEPT FOR FIXTURES. IT GOES ON TO TALK ABOUT SPECIFIC LIGHTING AND IT INCLUDES SOME OF THE PROHIBITED LIGHTING SUCH AS FLOOD LIGHTS. AND SOME OTHER ACTIVITIES THAT DO NOT PRODUCE GLARE AND ILLUMINATION. MOVING ONTO OUR COMMUNITY CITIES TO THE WEST, RICHARDSON, FOCUSES ON LIMITING LIGHT POLLUTION FOR ORDINANCES THAT LIMIT UPWARD DIRECTED LIGHTING REQUIRING SHIELDING, BRIGHTNESS, NO MORE THAN 0.1 FOOT AT THE PROPERTY LINE AND RESTRICTS CERTAIN TYPES OF LIGHTS, NO BLINKING LIGHTS WHILE MANAGING STREET LIGHTS FOR

SAFETY AND INTERSECTIONS. >> ONE OF THE KEY STANDARDS FOR RICHARDSON IS LOOKING AT LIMITING THE FOOT PANEL TO NO MORE THAN 0.1 CANDLE AT THE PROPERTY LINE. THEY HAVE SPECIFIC REQUIREMENTS AS IT RELATES TO TURN OFF TIMES. THIS IS SOMETHING I DIDN'T SEE IN MANY OTHER COMMUNITIES BUT RESIDENTIAL OUTDOOR LIGHTING SHOULD GENERALLY OFF BY 11:00 P.M. SHIELDING ESSENTIAL AND PREVENTING GLARE AND LIGHT TRESPASS ONTO PUBLIC RIGHT OF WAYS OR PUBLIC NEIGHBORS AND MONITOR SENSORS WHICH ARE RECOMMENDED FOR 30 OR LESS WITH TOTAL OUTPUT OF 600. AND THEY HAVE A PROHIBITION. MOVING ON TO

[02:25:06]

THEY WANT CONSISTENCY IN HOW YOU INSTALL THESE ON YOUR PROPERTY.

THEY ALSO HAVE PROHIBITED LIGHTING AND THEY MAY TALK ABOUT HEIGHT LIMITS WHICH WOULD BE 15 FEET. AND I THINK FINALLY, PLANO, AS WAS MENTIONED PREVIOUSLY, THEY HAVE KEY STANDARDS FOR RESIDENTIAL PROPERTY LIGHTING. FOR PLANO, THEY REQUIRE PHOTOMETRIC STUDY. IF IT SHOWS THAT LIGHTING LEVELS AT THE PROPERTY MAY BE A LITTLE CONTROVERSY AL IAL THIS IS SPECIFIC TO NEW INSTALLATION. LOWER INTENSITY, MAYBE LESS THAN 1 TO 2 FOOT CANDLES AVERAGE FOR WALKWAYS TO REDUCE GLARE AND LIGHT POLLUTION. DIRECT ILLUMEINATION ACROSS PROPERTY LINES IS PROHIBITED. WITH LEZ THAN 1 TO 2 FEET, THE EXPECTATION IS THAT YOU WILL NOT BE ILLUMINATING YOUR NEIGHBOR'S PROPERTY. FIXTURES MUST BE FULLY RECEDED AND SHIELDED FROM ADJACENT PROPERTY IN A HORIZONTAL LANE. THEY HAVE A SPECIFIC OUTDOOR LIGHTING ORDINANCE, OUT OF CHAPTER 6. IT GOVERNS OUT DOOR LIGHTING FOR RESIDENTIAL AND COMMERCIAL. AS WE LOOK AT A COMPARATIVE ANALYSIS AS WE HAVE GONE THROUGH THE VARIOUS CITIES AND IN COMPARISON TO WHAT WE HAVE IN ROWLETT, STAFF JUST POINTED OUT SOME OF THE DIFFERENCES AS IT RELATES TO THIS AREA. FOOT CANDLES, WE HAVE ONE OF THE MORE GENEROUS FOOTKENEDALS FOR ADJACENT PROPERTY. SO UP TO ONE FOOT FOR OFF SIDE ILLUMINATION, MEANING YOU CAN LIGHT UP THE ADJACENT PROPERTY BY UP TO 1 FOOT CANDLE. AND THEN LIGHTING DESIGN STANDARDS, MESQUITE REQUIRES CONSISTENT STYLE AND DESIGN. WE DON'T HAVE THAT IN OUR ORDINANCE. AND THEN GARLAND MAY ASSIST IN ACHIEVING THE DESIRED RESULTS. THEY HAVE A SIMILAR DESIGN STANDARD IN TERMS OF TRYING TO ACHIEVE HARMONY BETWEEN MAKING SURE THAT THE FIXTURES THEMSELVES ARE SHIELDED SO THEY ARE NOT BEING PERCEIVED AS A NUISANCE. THE PHOTOMETRIC STUDY COULD BE REQUIRED IN PLANO. IF IT IS DISCOVERED THAT LIGHTING IS COMMIZED ON THE ADJACENT PROPERTY. AND THEN FINALLY, FROM OUR REVIEW, THE RDC OFFERS MORE GUIDING PRINCIPLES THAN SPECIFIC STANDARDS FOR ENFORCEMENT. THIS CONCLUDES OUR PRESENTATION. IF YOU HAVE ANY QUESTIONS FOR STAFF, HAPPY TO ENTERTAIN QUESTIONS OR COMMENTS.

>> THANK YOU, DEREK. LET'S START OFF WITH QUESTIONS BEFORE WE GET TO COMMENTS. ANYONE HAVE QUESTIONS?

>> WE DON'T HAVE A REQUIREMENT FOR OUR CODE FOR SAYING THEY ARE

OFF AT A CERTAIN TIME? >> NO, SIR, NOT THAT I FOUND,

NO. >> WE DO HAVE EXEMPTIONS FOR SECURITY LIGHTING THAT COMES ON AND OFF?

>> WAS IT SACKSY? I DON'T KNOW HOW THEY PREVENT SOMEONE FROM HAVING MOTION LIGHTS FOR SECURITY.

>> FOR SECURITY OF CARS AND ALL THAT.

>> A MOTION LIGHT MUST GO OFF. >> AND GENERALLY.

>> CORRECT. >> JUST A RECOMMENDATION .

>> I'M NOT A LIGHT PERSON BUT WHAT'S THE DIFFERENCE -- ONE FOOT VERSUS 0.1, HOW MUCH BRIGHTNESS IS THAT?

[02:30:07]

>> . >> I NEED A FRAME OF REFERENCE.

>> I DON'T KNOW IF THIS SLIDE DOES A GOOD JOB OF SHOWING. THAT OE FOOT CANDLE REPRESENTS A CANDLE AND THEN ONE FOOT. SO BEYOND THAT ONE FOOT, YOU SHOULD NOT HAVE ANY ILLUMINATION THAT IS ON THAT ADJACENT PROPERTY. SO YOU CAN LIGHT UP YOUR ADJACENT NEIGHBOR UP TO ONE FOOT BUT BEYOND THAT ONE FOOT YOU SHOULD

NOT. >> SO LITERALLY 12 INCHES ONTO

THEIR PROPERTY. >> AND 0.1.

>> SO IT IS NOT THE BRIGHTNESS OF THE LIGHT, IT'S THE DISTANCE

OF THE LIGHT. >> CORRECT, THAT IT IS

TRAVELLING TOWARDS THE PROPERTY. >> IT IS THE AMOUNT OF GLARE THAT SPILLS OVER BEYOND YOUR PROPERTY LINE.

>> OKAY. I'M THINKING IF IT IS A BIG CANDLE OR A BIRTH DAY

CANDLE. OKAY. I GOT YOU. >> A BETTER ILLUSTRATION IS THE FIRST ILLUSTRATION IS NOT SHIELDED. THAT WILL GLARE OUT

WHERE EVERYONE CAN SEE IT. >> RIGHT.

>> BUT WITH B AND C, IT IS PARTIALLY SHIELDED AND C IS WHAT

WE HAVE IN OUR REQUIREMENT, 90. >> IT IS MORE DIRECTIONAL.

>> EXACTLY >> DIRECTLY DOWN. THAT'S WHAT WE TYPICALLY REQUIRE ON OUR HOUSES.

>> OUT OF ALL OF THE ONES WE LOOKED AT, WERE THERE ONLY TWO THAT HAD A THRESHOLD LESS THAN ONE FOOT?

>> YES. >> ONE WAS 0.1 AND ONE WAS 0.25.

>> YES. AND THEN PLANO SAID LESS THAN 1.

>> TALKING ABOUT THE LOWER LIMITS.

>> ONE THING THAT I THINK IS CRITICAL OF THIS CONVERSATION IS THE DIFFERENCE IN THE TYPES OF LIGHTING THAT USED TO EXIST VERSUS THE TYPE OF LIGHTING THAT EXISTS TODAY. INCONDESCENT LIGHT IS NOT DIRECTED LIGHT. IT IS A BURNING FILAMENT THAT ILLUMINATES EVERYTHING AROUND IT. THAT'S WHERE SHIELDING IS IMPORTANT. L.E.D.S ARE VERY DIRECTIONAL IN WHERE THEY GO. AS WE TRANSITION AND HAVE MORE L.E.D. LIGHTING AT THEIR HOMES, IT NEEDS TO BE DIRECTED ACCORDINGLY. L.E.D. SHINING AT YOU IS INTENSE WHEREAS AN INCANDESCENT BULB IS NOT AS INTENSE. SO THE DIRECTIONALITY IS A KEY COMPONENT OF THIS.

LET'S TALK ABOUT THE PHOTOMETRIC STUDY REAL QUICK.

YOU MENTIONED IT IS FOR NEW INSTALLATIONS. DO YOU MEAN NEW

DEVELOPMENTS? >> NEW DEVELOPMENTS.

>> NOT JUST SOMEONE REPLACING THEIR BACK PORCH LIGHT.

>> CORRECT. >> I WOULD CONSIDER THAT A NEW INSTALLATION. I JUST WANTED TO REALLY ECLARIFY THAT.

>> THIS IS A PLANO STANDARD. THIS COULD BE FOR SOMEONE WHO WANTED TO CHANGE OUT THEIR EXISTING LIGHTS AT A HOUSE, NOT JUST FOR NEW CONSTRUCTION. IF SOMEONE DECIDES THEY WANT TO CHANGE THE LIGHTS ON THEIR EVE, THEY MAY REQUIRE, IF THE ILLUMINATION IS SUCH AND PART OF WHAT STAFF WILL HAVE TO DO WHEN THE PROCESS GOES THRU IS TO MAKE SURE IF THERE IS A DETERMINATION THAT THE ILLUMINATIONS WILL NOT GO BEYOND THE REQUIREMENTS.

>> IS THAT CALLED BY THE NEIGHBOR? IS THAT HOW THAT GETS

-- >> NO, PART OF THIS WILL GO THROUGH AS WE GO THROUGH A BUILDING PERMIT PROCESS. SO WHEN INDIVIDUALS ARE MAYBE REMODELING A HOME OR -- THERE HAS BEEN AS IN EVERY EVOLUTION OF EVERY DISCIPLINE, PEOPLE HAVE GOTTEN

VERY FANCY WITH UPLIGHTING. >> SURE.

>> WE HAVE SEEN HOW THAT CAN IMPACT THE VALUE OR THE PERCEPTION OF THE VALUE OF THE PROPERTY OF A HOME.

>> RIGHT. >> AS A RESULT OF THAT, ON THE PLANNING SIDE, AND JUST IN THE GENERAL DISCIPLINE SIDE, WE HAVE HAD TO LOOK AT, OKAY, YOU'RE CHANGING THE LIGHTS TO THIS.

WHAT IS THIS GOING TO MEAN? ARE YOU GOING TO LIGHT IT UP LIKE LAS VEGAS OR IS IT GOING TO BE CONTAINED WITHIN YOUR PROPERTY?

>> DOES THAT REQUIRE A PERMIT AND A FEE TO PUT IN TO CHANGE

LIGHTS IN THEIR OWN HOUSE? >> YEAH.

>> THAT SEEMS A LITTLE OVER BURDENSOME. I CAN UNDERSTAND ON

NEW DEVELOPMENTS MAYBE. >> NOT IF YOU ARE CHANGING

LIGHTS. >> KEEP IN MIND, WHEN WE SAY CHANGE THE LIGHT. WE ARE NOT TALKING ABOUT SWITCHING OUT A

LIGHT BULB. >> I UNDERSTAND.

>> I THINK IT IS OVERREACH. >> I THINK IT IS A LITTLE TOO

[02:35:04]

>> THAT IS THE FIRST TO DO. THE SECOND TO DO IS TO UNDERSTAND WHAT THOSE METRICS ARE FOR EACH OF THOSE RESPECTIVE CATEGORIES.

I THINK PLANO HAS IT SPELLED OUT WELL FROM WHAT MR. TASH PROVIDED US AND THE EMAIL HE SENT TODAY. THERE IS DELINEATION BETWEEN THE FOOT CANDLES, BOTH HORZAUNDAL AND VERTICAL AS WELL AS THE LUMINANCE LIMITS WHICH IS A DIFFERENT MEASUREMENT OF LIGHT.

IT IS BROKEN DOWN FROM SINGLE FAMILY TO TWO FAMILY, DUPLEXES OR TOWN HOMES, MULTIFAMILY, NONRESIDENTIAL DISTRICT AND LIGHT INDUSTRIAL DISTRICT. IT IS BROKEN DOWN IN THOSE CATEGORIES WITH DIFFERENT ALLOWANCES FOR EACH. AND I THINK SOMETHING LIKE THAT PROBABLY MAKES THE MOST SENSE TO BE REALLY SPECIFIC ABOUT WHAT WE ARE TALKING ABOUT. HOW DOES EVERYONE FEEL ABOUT THAT? MAYBE NOT SPECIFIC NUMBERS BUT HAVING SPECIFIC STANDARDS?

>> YEAH. >> BY SPECIFIC, YOU MEAN WELL

DEFINED. >> YES, EXCELLENT CLARIFICATION.

IN THE INSTANCE OF ELEVATION CHANGES WITH AS MANY LAKE FRONT HOMES WE HAVE. THERE IS A HOME THAT MIGHT SIT UP HERE AND WE HAVE A CHANGE OF ELEVATION AS YOU GET CLOSE TO THE LAKE. IF SOMEONE IS STANDING AT THEIR HOME, THE GLARE MIGHT NOT BE AS BAD BUT IF THEY GET DOWN AT A LOWER ELEVATION, EVEN THOUGH THE LIGHT FROM THE HOME IS DIRECTED DOWNWARD, IT MIGHT STILL BE BLINDING. HOW DO WE JUDGE THAT? OR ACCOUNT FOR THAT OR DO WE?

>> I DON'T THINK WE DO. TO GET AWAY FROM THAT PROVISION, EVEN IF WE HAVE INDIVIDUALS OR HOUSES THAT HAVE THE INSTALLATION OF LIGHTS UNDER THE EVE WHICH IS WHAT OUR ORDINANCE REQUIRES, IT IS NOT LIKE THE NEIGHBORS WON'T SEE THOSE LIGHTS BUT I THINK THE QUESTION BECOMES, WHEN DOES IT BECOME A NUISANCE. FROM OUR RESEARCH IS WHEN IT IS NOT SHIELDED.

>> CAN YOU GO BACK TO GARLAND? >> YEAH.

>> I THINK GARLAND HAS EXAMPLES. I'M NOT SUGGESTING WE INCORPORATE THOSE EXAMPLES BUT IN EACH OF THE EXAMPLES ON THE SCREEN, IT IS DIRECTING LIGHT DOWNWARD, BELOW 90 DEGREE PLANE, MORE SHARPLY THAN THAT ALTHOUGH THE LIGHT RAYS MIGHT BE SHOWING OUT FURTHER BUT IN PRACTICE THAT'S PROBABLY NOT HOW IT WILL WORK. TO ME, I THINK THAT IS EXACTLY WHAT YOU ARE TALKING

ABOUT IN DIRECTING THE LIGHT. >> CORRECT.

>> EVEN AS IT IS BEING DIRECTED, IT WILL STILL BE VISIBLE TO THE

NEIGHBORS. >> SO 70 DEGREE CUTOFF. I ASSUME THAT'S FROM VERTICAL, 70 DEGREES OUT.

>> CORRECT. >> I THINK THAT'S A FAIR ESTIMATE. I THINK IT WOULD BE SOMEWHAT MEASURABLE FROM THAT STANDPOINT BECAUSE THEN YOU COULD LITERALLY SEE WHERE THE LIGHT IS GOING WITH THE PROTRACTER.

>> COUNCIL, THOUGHTS, IDEAS? >> I LIKE THE STUFF HE POINTED OUT AND WHAT YOU BROUGHT UP, SHIELDING, TO GIVE CITIZENS XACHL EXAMPLES OF WHAT IT LOOKS LIKE SO IF THEY ARE RESEARCHING, THEY CAN SEE IF THEY ARE IN COMPLIANCE AND NOT BUYING AN OLD CENSOR LIGHTING AND LIGHTING UP THE NEIGHBORHOOD WITH A STREET

LIGHT. >> THE 70 DEGREE CUTOFF WHICH IS DIFFERENT FROM EVERYONE ELSE, IF I'M THINKING THIS IS 90 DEGREES , THAT IS GIVING YOU MORE VISIBILITY UNDER THE FIXTURE.

>> I SEE. I WOULD THINK 90 DEGREE TEAMS TO BE A MORE

[02:40:07]

ON THAT. >> SO 90 DEGREE CUTOFF.

>> A WORD OF CAUTION. YOU CAN DO 90 DEGREES, BUT TO THE MAYOR'S POINT, YOU MAY AT SOME POINT INHIBIT SOMEONE'S ABILITY TO PROPERLY LIGHT THEIR PROPERTY WITHOUT INFRINGING ON AND CROSSING THE THRESHOLD OF THE PROPERTY LINE. YOU MAY INHIBIT THAT BY 90 DEGREES. THE REAL ENFORCEMENT IS LIGHT POLLUTION THAT YOU CANNOT TRANSFER THE LIGHT ACROSS THE PROPERTY. I'M NOT SAYING DON'T LOOK AT IT TO THE DEGREE BUT THE REAL PROTECTION COMES IN NOT CROSSING THE PROPERTY LINE.

>> YEAH. >> WHAT DOES THE CHANGE OF ORDINANCE DO FOR THE EXISTING LIGHTING? I WILL USE AN EXAMPLE, THE BULLET DEVELOPMENT WHICH HAS STADIUM STYLOLITING?

>> THAT IS A COMMERCIAL DEVELOPMENT?

>> YEAH. IN OUR ORDINANCE, WE DO HAVE PROVISION FOR COMMERCIAL LIGHTING. IF I RECALL, COMMERCIAL LIGHTING DOES REQUIRE

PHOTOMETRIC STUDY. >> WHICH WOULD HAVE HAPPENED AS

PART OF THE DEVELOPMENT PROCESS? >> YES.

>> SO HE IS IN THEORY COMPLIANCE.

>> PART OF IT IS BECAUSE HE HAS L.E.D. LIGHTS.

>> I THINK AN UPDATE TO THE RESIDENTIAL STANDARDS IS WARRANTED AND INCORPORATE MUCH OF WHAT WE TALKED ABOUT TONIGHT AS POSSIBLE. IS THAT SUFFICIENTLY VAGUE?

>> WE UNDERSTAND. >> SO IS THERE CONSENSUS ON THE ONE FOOT CANDLE DISTANCE? IS THAT THE NUMBER WE ARE AT OR

0.5? >> I WOULD ADJUST.

>> I WOULD SUGGEST LIMITING THAT.

>> 0.5 WOULD BE YOUR RECOMMENDATION?

>> YES. >> WHAT ABOUT 0.25 WHICH IS WHAT

PLANO DOES? >> THIS IS A MATTER THAT I WILL PREEMPT A LITTLE. WHAT DO YOU WANT YOUR COMMUNITY TO FEEL LIKE? THAT'S ULTIMATELY WHAT HAPPENS HERE. I THINK WE CAN ADVISE WHAT IT LOOKS LIKE BUT YOU HAVE TO DECIDE THE CHARACTER OF THE COMMUNITY. THAT WILL HAPPEN IT WILL DETERMINE THE

CHARACTER OF THE COMMUNITY. >> I LIKE 0.25 BETTER.

>> I THINK ONE FOOT IS TOO MUCH. SO WHATEVER BACKS DOWN FROM THAT, IF IT'S 0.5 OR 0.25, I'M GOOD.

>> WE ARE TALKING ABOUT LIGHTING THAT STAYS ON ALL NIGHT OR?

>> HAVING A SECURITY LIGHT COME ON IF SOMEONE IS BACK THERE

MESSING WITH YOUR CAR. >> I OFFER THIS TOO. HERE'S THE OTHER SIDE OF THIS FOR YOUR CONSIDERATION. WE RECEIVED MANY COMPLAINTS ABOUT THE NEED FOR ADDITIONAL LIGHTING, AND MAYBE RIGHT OF WAY LIGHTING OR OTHERWISE. WHEN YOU ARE CONSIDERING THE CHARACTER OF THE COMMUNITY FROM A LIGHTING

PERSPECTIVE, . >> I PERSONALLY LIKE

INDISCERNIBLE ] . >> I'M FOR IT.

>> I LOVE IT. >> SO LET'S GO AROUND THE ROOM.

A QUARTER OR A HALF? >> TO ME, THAT REALLY DOESN'T MATTER TO ME. HONESTLY, I THINK THE WHOLE STANDARD THING, JUST CONCEPTUALLY I DON'T SEE IT. SO 0.25, 0.51, IT DOESN'T MATTER TO ME PERSONALLY. I DON'T REALLY GET IT. I THINK THE BOTTOM LINE IS IF WLT CAN WE PUT IN A MECHANISM FOR ENFORCEMENT IF THE NEIGHBOR IS ABUSING AND IMPACTING AN ADJACENT PROPERTY OWNER? I REALIZE WE HAVE THE GUIDELINES TO ENFORCE AND THAT'S PART OF IT. I WILL GO WITH THE COUNCIL ON THAT AND THE STAFF 'S ADVISEMENT. I THINK IT IS ULTIMATELY JUST TRYING TO

[02:45:02]

IT. >> I THINK THE REAL HAMMER HERE IS THE SHIELDER AND THE TYPE OF FIXTURE IS MORE IMPORTANT THAN SOME OF THESE OBJECTIVE MEASUREMENTS. SO THAT'S WHAT I WOULD LIKE TO SEE THE REAL FOCUS PUT ON IS SHIELDING THE DIRECTIONALITY AND THAT TYPE OF THING, THE FIXTURES BUT I'M

FINE WITH 0.5. >> I AGREE WITH EXCEPT THE 0.5.

>> I SAID 0.5. >> I KNOW. I'M 0.25 I'M 0.25.

>> I THINK THAT WAS ENOUGH 0.25 TO SAY 0.25. I'M NOT IN FAVOR OF ANY SORT OF CUT OFF TIME FOR ALL OF THE REASONS WE EARE THINKING ABOUT WHICH IS POLICE LIKE TO DETER CRIME. I WISH EVERY LIGHT HAD A MOTION LIGHT OR CAR DOOR PULLERS.

>> LOOKING FOR SOMEONE, TURN YOUR LIGHTS ON.

>> DOES THAT GET US WHERE WE NEED TO BE WITH FEEDBACK? OKAY.

WOULD STAFF PREFER THERE WE A COUNCIL SUBCOMMITTEE TO RUN THIS BY THE PROCESS OR ARE WE GOING TO BRING THIS BACK TO AN AGENDA?

JUST THROWING IT OUT THERE. >> THE POINT WAS TO GET THE FEEDBACK FROM YOU WHICH I THINK WE HAVE NOW. WANTED TO MAKE

SURE. >> WE MEAN BRING IT BACK AND IF THERE ARE ADDITIONAL COMMENTS, WE WILL PROVIDE.

[6. Discuss Consent Agenda Items for January 6, 2025, City Council Meeting]

>> WITH THAT, WE HAVE WRAPPED UP ITEM 5C. WE WILL MOVE TO ITEM 6, DISCUSS ITEMS FOR THE JANUARY 6, 2025 CITY COUNCIL MEETINGS. DOES ANYONE WISH TO ASK ANY QUESTIONS OR PULL ANY OF THOSE ITEMS FOR

INDIVIDUAL CONSIDERATION? >> I DIDN'T SEE.

>> WITH THAT,

* This transcript was compiled from uncorrected Closed Captioning.