City Council Strategic Plan Retreat Meeting Friday, May 30, 2025: 3:00 p.m. - 8:00 p.m and Saturday, May 31, 2025: 7:30 a.m. = 2:30 p.m. The Belton City Council met in special session at Stagecoach Inn, 416 S. Main Street, Salado, Texas. Members present included Mayor David K. Leigh, Mayor Pro Tem John R. Holmes, Sr., Councilmembers Craig Pearson, Wayne Carpenter, Daniel Bucher, Stephanie O'Banion and Dave Covington. Staff present on May 30, 2025, included Sam Listi, Matt Bates, Mike Rodgers, Amy Casey, Chris Brown and Michelle Fogle. Staff present on May 31, 2025, included Sam Listi, Matt Bates, Mike Rodgers, Amy Casey, Chris Brown, Bob van Til, James Grant, Scott Hodde, Cynthia Hernandez, Megan Odiorne, Larry Berg and Jon Fontenot. There were no flags in the room, SO the pledges were not recited. The Invocation was given by Councilmember Craig Pearson on Friday and by Chief of Police Larry Berg on Saturday. 1. Call to order. Mayor Leigh called the meeting to order at 3:02 p.m. on Friday. Mayor Leigh called the meeting to order at 8:15 a.m. on Saturday. 2. Public Comments. (Audio 1:09) There were none either on Friday or on Saturday. 3. Conduct a Strategic Planning Workshop. (Audio 1:26) Friday: Strategic Government Resources Consultant Hilary Shine led the Strategic Planning Workshop (see Exhibit 1). Director of Finance Mike Rodgers provided an update on the City's finances (see Exhibit 2). City Manager Sam Listi provided a review of the current Strategic Plan (see Exhibit 3). Saturday: Strategic Government Resources Consultant Hilary Shine continued the Strategic Planning Workshop (see Exhibit 1). Break 9:20-9:40 am The Strategic Planning Workshop continued. 4. Adjourn. Belton City Council Meeting May 30-31, 2025 - Page 2 There being no further business, the meeting was adjourned on Saturday, May 31, 2025, at 12:04 p.m. JohbR. Holmes, $r. ; Mayor Pro Tem ATTEST: 11 Kalaag Amy M. Casey, City Clerk Partnering with Local EXHIBIT 1 Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Belton City Council Retreat 2025 SGR Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Agenda May 30, 2025 Welcome and Plan of Work Good Governance, Vision, Mission and Values Finance Overview Report on Focus Areas and Near-Term Objectives Dinner Individual Perspectives Look Ahead SGR Good Governance Good Governance Helps: Eliminate ambiguity and uncertainty Set the standards and expectations Focus on common issues and not personal agendas Speed the process and reduce time spent inefficiently Enhance the quality of decisions made Good Governance Leaders Are: External communicators Internal communicators Fiduciary overseers Policy developers Information system overseers Priority setters Strategic visionaries Good Governance Requires: Focusing on the future Understanding our roles Respecting each other Adopting and upholding policies and processes Thoughtful deliberation Teamwork Trust Good Governance Should: Consider all stakeholders Set the organization's priorities and goals Ensure the financial health of the organization Set expectations for efficient and effective management systems Ensure quality services Deliver quality projects and services Hold the organization accountable for its promises Roles and Responsibilities Council Staff Set Vision Carry out Mission Decide as a Council Fulfill the direction of the Council Establish priorities and goals Support priorities and goals Set policies Uphold policies Ensure financial responsibility Manage finances responsibly Hold the organization accountable Manage operations Engage the community Engage the community Connect the community to services Provide services to the community 00 Strategic Visioning Loop Citizen Governance is a System Staff Input to Adjusts The Council's vision is key Council to the governance system. Establishing and adopting that vision creates Council Staff transparency, clarity and Evaluates Input continuity. I Staff Council Executes Envisions Council Staff Affirms Plans Vision, Mission & Values 10 Vision: The Why Our collective aspiration Our motivation and inspiration Where we want to go Our guiding light The long-term goals by which today's decisions are based The organization's core message 11 Current Vision Statement Belton is the Community of Choice in Central Texas, providing an Exceptional Quality of Life. 12 Mission: The What Describes service(s) of the organization Defines responsibilities, capabilities Sets expectations Creates understanding Informs policy and resource decisions The organization's "elevator speech" 13 Current Mission Statement Enhance Belton's quality of life through visionary leadership that preserves its character while planning for its future. 14 Values: The How How we do our work How we make decisions How we care for people Our organizational culture Our non-negotiables 15 Current Outcome (Value) Statements Belton's government is fair, transparent, and fiscally responsible. Belton is safe and family friendly. Belton has an outstanding quality of life for its citizens. Belton has a vibrant, diverse, and flourishing business community. Belton is a fully connected community with active and engaged citizens. Belton has dynamic recreational opportunities and natural beauty. Belton delivers excellent customer service by valuing those who deliver services to its citizens. 16 Finance Overview Mike Rodgers, Finance Director 17 Current Plan Review Sam Listi, City Manager 18 Dinner Break Individual Perspectives 20 SWOT Assessment Current Strengths, Weaknesses, Opportunities and Threats 21 Council Identified Strengths Central location Mental health facilities Topography, beauty Highways Partnerships Parks and programs Community identity Staff Downtown efforts Civic pride Finances Public safety Responsible citizens Customer service Water rights Small town feel County seat Schools, higher ed Government Faith-based community relationships 22 Staff Identified Strengths Leadership Transparency Safe Experienced staff Partnerships Quality of life Willing to adapt Integrated planning Great parks, events Clear mission Location, connectivity Beauty, curb appeal Servant leadership Small town feel Water, power, gas Financial responsibility Sense of community availability Low tax rate History Customer service focus Faith-based community 23 Council Identified Weaknesses Limited staffing Slow infrastructure Highway response Area competition updates Communications, Reliance on property Road infrastructure engagement tax Inconsistent sidewalks No ER/hospital Government buildings Water catchment Slow planning process Adult recreation Modernization Indoor recreation Risk averse Lack of private schools 24 Staff Identified Weaknesses I-35 unknowns State politics Location between K &T Main St. traffic Exemption losses Housing diversity N/S corridors Utility service gaps Civic apathy, awareness Revenue VS. service Water, sewer needs Emergency facilities & demand CCNS backups Staffing limitations Flood vulnerability Outside service users Pay competitiveness Aged infrastructure UMHB divide Training needs Lack of industry Retail/hotel lacking 25 Council Identified Opportunities Imagine Belton Economic development on Small business assistance highways Recreation center South side land Parks I-35, I-14 development Education diversity TxDOT projects Water rights County relationships, properties Water conservation Facility upgrades Community branding ER/hospital Positioning for growth 26 Staff Identified Opportunities Imagine Belton County Seat Preserving Belton feel Historic preservation CTCOG Water treatment Growth EXPO CenTex Water Alliance Working w/ property BISD/UMHB Parking owners, developers Corp, business growth* Expanding facilities & Public engagement Diversifying tax base services for growth Storytelling Healthy finances Miller Heights Partnerships Funding changes Team development TxDOT Investments 1-35 crossroads Better boards process 27 Council Identified Threats Unmanaged growth Traffic Rapid development Loss of safety I-35 expansion Infrastructure failure CCNs Area competition Water Taxes ETJ Healthcare access Legislature Rising costs Staff turnover 28 Staff Identified Threats I-35 impacts Legislative actions Leadership turnover Temple's growth Federal restrictions Recruitment/retention Water supply, diversity Federal grant losses challenges MUDs, CCNS Economy changes Not planning for future facility, service needs ETJ releases High interest rates Erosion of public trust Funding losses Losing uniqueness Budget constraints Losing QOL 29 Strategic Focus Areas 30 Strategic Focus Areas Economic/Business Development Downtown I-35 Project Public Safety Infrastructure Capital Facility mprovements Quality of Life Recreation Amenities Traffic Water Fiscal Responsibility Communication, Engagement 31 Strategic Focus Areas / Goal Categories Economic/Business Development Downtown I-35 Project Public Safety Infrastructure Capital Facility Improvements Quality of Life Recreation Amenities Traffic Water Fiscal Responsibility Communication, Engagement Governance Connectivity Parks/Natural Beauty Service Delivery 32 Proposed Vision Statement 33 Proposed Mission Statement 34 Proposed Outcome (Value) Statements 35 Adjournment Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders Agenda May 31, 2025 Day 1 Review Follow-Up Discussions Goal Areas Goal-Setting & Strategy Development Lunch with Staff Strategy consensus-Bullding Next Steps SGR Good Governance Should: Cast vision for the future Set the organization's priorities and goals Consider all stakeholders Create community engagement Ensure the financial health of the organization Enable delivery of and access to quality projects and services Hold the organization accountable for its promises Build trust 38 Roles and Responsibilities Council Staff Set Vision Carry out Mission Decide as a Council Fulfill the direction of the Council Establish priorities Support priorities Set policies Uphold policies Ensure financial responsibility Manage finances responsibly Hold the organization accountable Manage operations Engage the community Engage the community Connect the community to services Provide services to the community 39 Strategic Visioning Loop Citizen Governance is a System Staff Input to Adjusts The Council's vision is key Council to the governance system. Establishing and adopting that vision creates Council Staff transparency, clarity and Evaluates Input continuity. I Staff Council Executes Envisions Council Staff Affirms Plans 40 Strategic Focus Areas / Goal Categories 41 Council Identified Short-Term Goals Continue focus on Downtown Maintain/improve service levels Determine future of City Hall, facilities Take care of staff Parking garage Proactive, strategic communication Conference Center Small and large business development Hotel Good infill development Solution for Main Street Miller Heights True Recreation Center South side grocery store Traffic improvements Emergency Room Infrastructure improvement/extension 42 Strategic Visioning Loop Citizen Governance is a System Staff Input to Adjusts The Council's vision is key Council to the governance system. Establishing and adopting that vision creates Council Staff transparency, clarity and Evaluates Input continuity. I Staff Council Executes Envisions Council Staff Affirms Plans 43 The Vision Level Identifying Specific Expectations Setting clear goals establishes expectations for Issue Goal staff and allows them to Loss of sales tax revenue due to Assist businesses in relocating build strategic and financial I-35 expansion. within Belton to minimize sales plans to achieve them. tax loss. Economic Development 1 Year 3 Years Initiate communication with Execute incentives with businesses, identify potential participating businesses. relocation sites. 44 Council Vision Leads to Staff Action Strategic Planning Council creates the Strategic Funding is set aside Vision. Staff creates the Staff works with in FY29 Budget to stakeholders to understand begin executing Strategic Plan. It is staff's needs, options and desires. agreements. responsibility to translate 2026 2028 Council's Vision and Goals into actionable and measurable steps toward a sustainable - solution. 2025 2027 Economic Development: Staff creates and Council Assist 1-35 impacted approves incentive businesses in relocating options for impacted within Belton. businesses. 45 SMART Goals Specific Measurable Achievable Relevant Time-bound 46 Goal-Setting & Strategy Development 47 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 48 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 49 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 50 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 51 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 52 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 53 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 54 Goal Area: Goal 1: Goal 2: Goal 3: Goal 4: Goal 5: 55 Lunch Break Strategy Consensus-Building 57 Strategy Notes 58 Next Steps Direct staff to build out the plan with action steps Officially approve the plan Promote the plan to the community Reference the plan in all appropriate processes Regularly report on and review the plan 59 Partnering with Local Governments to Recruit, Assess and Develop Innovative, Collaborative, Authentic Leaders THANK YOU WWW.GOVERNMENTRESOURCE.COM SGR EXHIBIT 2 Strate gic Planning Workshop City Finance Overview MAY 30, 2025 X LI - - PUNDED 8 6 1 Property Tax Base 1B9 CADED % of Taxable Value % of Taxable Value 32% 21% 56% 12% 79% Single Family Residence Multi Family Residence Commercial, Industrial, Other Outside TIRZ Boundary Inside TIRZ Boundary 2 Property Tax Revenue CINDED 1B9 $15,000,000 $13,000,000 -$1.3M $11,000,000 $2.5M $9,000,000 - $7,000,000 $10M $5,000,000 $3,000,000 ilil p9 ap p9 po App Ap2 Ap2 Ag A93 gio O&M TIRZ Debt 3 Sales Tax Base 1B9 CINDED FY2 2023 FY 2024 FY 2025 1Q CONSTRUCTION RETAIL ENTERTAINMENT GAS & AUTO RESTAURANTS UTILITIES 4 Sales Tax Revenue 1B9 CINDED $12,000,000 $10,000,000 $3.4M $8,000,000 $6,000,000 $4,000,000 $6.8M $2,000,000 $0 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 City Sales Tax BEDC Sales Tax 5 Sales Tax Growth Has Peaked CINDED 1B9 14% 12% 10% 8% 6% 4% 2% 0% 9 PP 4 d s A JPH d s 6 General Fund Expenditure Growth AB CINDED $30,000,000 $25,000,000 $20,000,000 25% $15,000,000 $10,000,000 58% $5,000,000 $0 2019 2020 2021 2022 2023 2024 2025 2026 Personnel Supplies Maintenance Services Other Costs Capital Transfers 7 Capital Improvements Program Project Type/ Estimated Project Expenditures by Fiscal Year Ending Project Summary 2026 2027 2028 2029 2030 Total Public Safety Projects Miller Heights Public Safety Facility $ 150,000 $ 4,150,000 $ $ $ $ 4,300,000 Total Public Safety Projects 150,000 4,150,000 4,300,000 Parks and Recreation Projects Heritage Park Amenities 2,000,000 $ 2,000,000 Southeast Community Park 750,000 750,000 Total Parks and Recreation Projects 2,000,000 750,000 2,750,000 Streets and Sidewalks Projects E Central Avenue Bridge Replacement 6,200,000 6,200,000 Connell Street Construction Phase 1 5,000,000 5,000,000 Connell Street Construction Phase 2 4,298,000 4,298,000 E: 24th Avenue Widening at Main Street 1,300,000 1,300,000 Toll Bridge Road Reconstruction 4,000,000 2,500,000 6,500,000 Wheat Road Extension 1,000,000 6,500,000 7,500,000 Mesquite Road Design 1,161,000 1,161,000 Davis, Hughes, J, and I Reconstruction 1,500,000 1,500,000 Sparta Road Shared Use Path 175,000 845,000 1,020,000 E. 6th Avenue Underground Dry Utilities 10,000,000 10,000,000 Total Streets and Sidewalks Projects 7,200,000 10,336,000 11,145,000 1,500,000 14,298,000 44,479,000 Total Expenditures For All Projects $ 7,350,000 $ 16,486,000 $ 11,145,000 $ 1,500,000 $ 15,048,000 $ 51,529,000 Estimated Funding Amount by Fiscal Year Sources of Funding 2026 2027 2028 2029 2030 Total Bond Issuances $ $ $ 6,500,000 $ $ $ 6,500,000 Grants 5,000,000 7,750,000 676,000 10,000,000 23,426,000 Operating Fund Revenues 150,000 325,000 169,000 750,000 1,394,000 BEDC Funding TIRZ Funding 1,200,000 4,411,000 3,800,000 1,500,000 4,298,000 15,209,000 Other Funding 1,000,000 4,000,000 5,000,000 Total Funding For AIl Projects $ 7,350,000 $ 16,486,000 $ 11,145,000 $ 1,500,000 $1 15,048,000 $ 51,529,000 8 Projects on the Radar CINDED 1B9 Public Fire Safety Station Center Municipal 135/114 Complex Expansion TIRZ Fund Contribution Projection CANDED 1B9 $12,000,000 $65M over next ten years $10,000,000 $8,000,000 $6,000,000 $4,000,000 $2,000,000 $- b b bo 30 bs b b County Contribution City Contribution 10 BEDC Sales Tax Projection CINDED B Dedicated one-half cent sales tax $5,000,000 Type A projects O Manufacturing $4,500,000 o Warehousing o Wholesale trade $4,000,000 o Infrastructure for new or expanded business $3,500,000 Additional city project participation $3,000,000 BEDC Sales Tax Water & Sewer Fund Challenges CINDED 1B9 Winter New average debt Tiered CCN rates ? 12 Capital Improvements Program Project Typel Estimated Project Expenditures by Fiscal Year Ending Project Summary 2026 2027 2028 2029 2030 Total Water Projects Old Golf Course Road Water Line $ $ $ 1,473,750 $ $ $ 1,473,750 Mary Jane Water Line Replacement 437,500 437,500 N Blair/Flat/Walker Looped Water Service 375,000 375,000 Water Metering Infrastructure Replacement 425,000 425,000 850,000 Wheat Road Water Line 12,000,000 12,000,000 Total Water Projects 425,000 800,000 1,473,750 12,437,500 15,136,250 Wastewater Projects 6th Ave Water and Sewer Line Replacement 1,500,000 1,500,000 College Street Sewer Replacement 812,500 812,500 Mitchell Branch Sewer Upsize/interceptor 4,125,000 4,125,000 Utility Extensions South IH-35 Corridor 500,000 500,000 Utility Extensions North of IH-14 500,000 500,000 Total Wastewater Projects 1,500,000 4,125,000 1,812,500 7,437,500 Drainage Projects E4 4th Ave/N Blair Drainage 2,200,000 2,200,000 Avenue I Detention Pond 550,000 550,000 Total Drainage Projects 550,000 2,200,000 2,750,006 Total Expenditures For All Projects $ 2,475,000 $ 800,000 $ 7,798,750 $ $ 14,250,000 $ 25,323,750 Estimated Funding Amount by Fiscal Year Sources of Funding 2026 2027 2028 2029 2030 Total Bond Issuances $ $ $ 5,598,750 $ $ 12,812,500 $ 18,411,250 Grants Operating Fund Revenues 375,000 437,500 812,500 BEDC Funding 1,000,000 1,000,000 TIRZ Funding 1,500,000 2,200,000 3,700,000 Other Funding 975,000 425,000 1,400,000 Total Funding For All Projects $ 2,475,000 $ 800,000 $ 7,798,750 $ $14,250,000 $ 25,323,750 13 Legislative Pressures CADED 1B9 Tax Rates Increasing exemptions and lowering appraisal caps Non-voterapproved debt applying to 0&M rate Debt Issues Limitation / elimination of Certificates of Obligation November elections with lower thresholds to protest issuance Expenditure Growth Restrictions CPI plus population growth DOGE 14 EXHIBIT 3 STRATEGIC PLANNING WORKSHOP FY 2026-2030 CITY MANAGER OVERVIEW CINDED MAY 30 & 31, 2025 STRATEGIC PLANNING WORKSHOP LINKAGES TO CURRENT PLAN CADED 48 6 FY 2025-2029 MAJOR AREAS OF FOCUS TARGETED NEAR-TERM OBJECTIVES Development of Existing Infrastructure Expanded Services to River Farm, River Place (Barge), IH-14 Utilities Coordination Among Existing Plans Water/Wastewater Master Plan, Updated FLUM, Thoroughfare and Drought Contingency Plans Focus on Downtown and Vicinity Development Reconciled Plans and Launched Imagine Belton = City/BEDC Initiative BEDC Partnership Opportunities Added Councimember to BEDC Board, CIP Projects - (Ave D/Pearl/Rockwoo), Land Purchases Expanded Council Subcommittee Input Governance, Facilities, Economic Development, Quality of Life Water & Wastewater Infrastructure, Water Supply Utility Rate Study, Water Service Upgrades, Debt for Utility Needs, IH-14 Utilities, CT Water Alliance STRATEGIC PLANNING WORKSHOP LINKAGES TO CURRENT PLAN CADED 48 6 FY 2025-2029 MAJOR AREAS OF FOCUS TARGETED NEAR-TERM OBJECTIVES Accessibility/Mobility HOP Micro Transit, Main Street Study, Loop 121 Expansion, IH-35/IH-14 input to TxDOT Quality of Life/Place Family Fishing & Fun, Family Campout, Ice Skating, OCOD, Standpipe Park, PD/FD/PW/P&R Outreach Municipal Staffing Needs Added 18 Staff Positions, Completed New Personnel Policy Manual, Evaluation of Needs Ongoing, Compensation Study Underway Community Needs Conducted Community Study and Citizen Survey, Funded Annual Street Maintenance Plan, Achieved Disaster Relief, Effective Use of ARPA Funds Facility Needs Acquired Miller Heights, Exploring Partnerships with Bell County, Purchased BISD portables for Parks & Public Works Housing Affordability/Homelessness Explore Belton's Participation in Temple's Arbor of Hope COMMUNITY GROWIHCHALENGES IH-35/IH-14 Widening Responding to highway expansion project with potential for significant a - ttt community impacts e 8 Infrastructure Decisions Addressing major infrastructure projects and funding requirements 0 - Building & Facility Needs a - Anticipating projected facility needs for our growing community Public Service Needs Managing community needs and funding them equitably 883 Growth Character Guiding Belton's development while maintaining community character COMMUNITY GROWITHCHALLENGES IH-35/1H-14 WIDENING PROJECT Initial Comments Council and staff generated comments at May 15th Elected Officials Meeting Follow-up Meeting May 21st meeting highlighted concerns about community connectivity, local access, and overall impact 030 TxDOT Response Officials were receptive to Belton's input. Response expected before property owner contact begins COMMUNTY GROWIHGHALENGES BELTON LAKE 2305 MAJORINFRASTRUCTURE DEGSIONS 2271 Intake Sixth Ave. Reconstruction (2027) BRA Pipeline Project (2029) RumpSlation Da TxDOT Major Maintenance Project: Connects Lake Belton to Lake uRg Total Cost $2.8M Stillhouse Hollow with 48" pipe- - line for drought conditions BNSP City sidewalk share: $510,000 City Street ROW sought by BRA, P (KTMPO) 9 easement for pipeline placement - Transmission Pipeline Questions: o Relocate lines underground Co-location of 18" City water line G power Acquire ROW at 6th Ave for under review by BRA 190 Roundabout. a Wheat Road Extension, Red Rock to dc Sparta ah 1670 c Out oW Dam - COMMUNITY GROWITHCHALLENGES: BUILDING & FACUTY NEEDS Public Safety Center Acquired Miller Heights Facility. Renovation needed. Initial phases anticipated. Consolidated Municipal Complex ED Discussions with County, BISD, CTCOG, and TADBC. No existing consensus yet Fire Station Direction Prior Council direction: Relocate Central Fire Station to Address Growth Exploring shared space on County property on Avenue O and alternate location on Loop 121 Next Steps City Council Workshop proposed within 90 days for updated Council direction on meeting future Fire Station needs Made with GAMMA COMMUNITY GROWTH CHALLENGES: PUBLIC SERVICE NEEDS & FUNDING Personnel Service Needs Added 18 of 43 positions in 2024. PD, FD, PW, Parks, Planning and Finance 9 / D0 No additions proposed for FY 2026. Departments touch citizens daily. Funding Municipal Facilities Property and sales taxes challenged to NDED AB5 keep up with meeting the goal of Belton All require constant monitoring, being a o 3 maintenance, upgrades, and plans "Community of Choice in Central Texas" . for future. Made with GAMMA COMMUNITY GROWITHCHALLENGES FUTURE GROWIH&DEVELOPMENT CHARACTER New, Integrated Planning Tools New FLUM, Utility Master Plan, Thoroughfare Plan, Imagine Belton Standards Municipal Infrastructure Investment NNN Water Plant, TBWWTP, CIP Projects Development Tools B8o Un 0 Zoning, Subdivision, Building Codes MUDs, Development Agreements, Incentives Texas State Legislative Mandates 6 CCN Service Areas, ETJ Limitations, Debt/Budget Constraints Made with GAMMA CITY COUNCIL STRATEGIC PLANNING WORKSHOP FY 2026-2030 BELTON'S FUTURE IS IN OUR HANDS... HOW WILL WE STEER THE SHIP?