Advisory Committee Meeting #1
Agenda
• Meeting Overview
• Comprehensive Planning Overview
• Public Engagement Overview
• Trends Affecting McKinney
• Interactive Segment
• Next Steps
• Adjourn
Objectives for this Session
• Share with you the information and process for
updating McKinney’s Comprehensive Plan.
• Discuss the Advisory Committee’s role and
responsibilities during this process.
• Benefit from your creative ideas about the best ways
for McKinney to achieve its vision for the future
through the year 2040.
Comprehensive Planning Overview
What is a Comprehensive Plan?
• A comprehensive plan is a document that states a
community’s desired vision for the future.
• It consists of a single plan or coordinated set of plans
organized by subject and geographic area.
• It includes but is not limited to provisions for future
land use, transportation and public facilities.
• While a comprehensive plan states the community’s
vision for the future, it does not constitute zoning
regulations or establish zoning district boundaries.
How is a Comprehensive Plan Used?
• A comprehensive plan is used to coordinate and
guide the establishment of development regulations.
• It is used to provide a basis for future zoning
decisions.
• It also helps to guide public investments in
transportation and other infrastructure
improvements to aide in guiding future development.
Why Prepare a Comprehensive Plan?
• Texas Local Government Code requires zoning
regulations to be adopted in accordance with a
comprehensive plan.
• McKinney’s City Charter requires a comprehensive
plan.
• The current plan was originally adopted in 2004 –
since that time the City has grown in population from
approximately 86,000 to 155,000.
What components are included in the plan?
• Land Use Strategy
• Development Strategy
• Economic / Fiscal Strategy
• Aviation Strategy
• Town Center Coordination
• Infrastructure / Public Services Strategy
• Mobility Strategy
• Park Master Plan (Coordination)
• Public Health and Safety Strategy
• Education Strategy
What is the Process?
• Project Initiation
• Initiation Meeting
• Tour
• Communication / Public Involvement Plan
• State of the City
•
•
•
•
•
•
•
•
Data Review
Market / Demographic Analysis
Existing Conditions Mapping
Strategic Direction
City Staff Worksession
Individual Interviews
Community Summit
Joint Worksession #1
What is the Process?
• Community-Wide Vision
• Advisory Committee Meetings (6)
• Community Charrette (Alternative Scenarios)
• Joint Worksession #2
• Vision Framework
•
•
•
•
Draft Comprehensive Plan Components
Community Open Houses
Joint Worksession #3
Preferred Comprehensive Plan Components
• Implementation
• Implementation Strategies
• Joint Worksession #4
• Comprehensive Plan Documentation
• Adoption
What is the Role of the Advisory Committee?
• Provide direction, guidance and feedback during the
comprehensive plan development process.
• Communicate with other individuals in the
community to encourage participation in the
comprehensive plan process.
• Review and comment on materials developed during
the planning process to assist in aligning them with
the community’s desired vision.
Public Engagement Overview
Public Engagement
• On-Going Involvement
• Webpage & Email
• Online Questionnaires & Polling (SurveyMonkey)
• Interactive Online Dialogues (mySidewalk, Facebook,
LinkedIn, Twitter, Blogs)
• Video (YouTube)
• Event Involvement
• Stakeholder Interviews
• Community Events
• Community Summits, Charrette & Open House Sessions
• Representational Involvement
• Advisory Committee
• Planning & Zoning Commission
• City Council
Upcoming Event Involvement
• Stakeholder Interviews
• Underway this week
• Community Summits: September 16 & 17
• Begin the dialogue with anyone who cares about
McKinney’s future
• Oktoberfest – September 25 - 27
• Engage people who might not normally be involved in
long-range thinking about McKinney
• Interactive activity at City’s booth
• Community Charrette: October 24
• Intensive workshop to create & debate alternative
futures
Community Summits
• Who
• Anyone in the community (resident, property owner, business
owner, stakeholder, interested person)
• When & Where
• Wednesday, September 16 at McKinney High School
• Thursday, September 17 at Boyd High School
• Both sessions begin at 5 and adjourn at 8
• Segment 1: Eat, Walk and Talk (5 to 6)
• Registration and Refreshments
• Interactive Stations for Input on Specific Topics
• Kids Corner (also during Segment 2)
• Segment 2: Summit Meeting (6 to 8)
• Introductory Presentation
• Break-Out Sessions
• Summit Dialogue
• Advisory Committee members encouraged to
participate
Trends Affecting McKinney
Real Estate Industry Trends
The Urban Land Institute (ULI), is a nonprofit
research and education organization whose mission
is "to provide leadership in the responsible use of
land and in creating and sustaining thriving
communities worldwide". Its members work in
government, academia, along with real estate and
urban development industries. Presented below are
select references from the 2015 Emerging Trends
report related to movements -- financial, political,
and other -- anticipated to impact market decisions
nationally and locally. Also included are highlights of
expected activity in the DFW Metroplex.
Real Estate Industry Trends
1. The 18-Hour City Comes of Age
Downtown which have combined the key ingredients
of housing, retail, dining, and walk-to-work offices -“18-hour markets” are those that quiet down for a
few hours each day.
2. The Changing Age Game
Millennials -- a bigger cohort than the Baby-Boom
generation -- will continue to cause change at an
accelerated rate over the next ten years. “Renters-bychoice" -- Millennials feel the pressure as $1 trillion in
student debt needs to be paid off.
Real Estate Industry Trends
3. Real Estate’s Love / Hate Relationship with Technology Intensifies
• In an age of digital maturity, technology is considered essential for new business
tools and environments, new business paths, and a source of user demand.
• Investors use the presence of tech firms and science, technology, engineering,
and math (STEM) workers in a metro area as a screen for acquisition strategies.
• Financial firms no longer drive office demand, rather technology and media
industries.
• Retailers look to the internet both as a source of competition and as a way to
drive consumers into stores.
• Inventory control reduces store sizes, while demand for same-day fulfillment
drive demand for warehousing space and placing logistics firms at the
intersection of wholesale and retail trade.
• The rise of the sharing economy is finding success with the Millennial generation,
which is very comfortable sharing rather than owning meaning more
collaborative and shared-office space and fewer hotel rooms.
Real Estate Industry Trends
4. A New 900-Pound Gorilla Swings into View
Unlike the long-term hold preference among current
benefit managers -- liquidity will be important,
favoring REITs as a vehicle over direct \ investments.
5. Infrastructure: Time for the United States to Get
Serious?
Reliance upon roads, bridges, transit, water systems,
an electric grid, and a communications\network put in
place 50, 75, even 100 or more years ago, combined
with a nation that is not investing in its physical
facilities, continues to challenge our ability to
compete and limits the delivery of improvements
technology could provide.
Real Estate Industry Trends
6. Housing Steps Off the Roller Coaster
Residential real estate looks to be returning to the
classic principles of supply and demand, with greater
sensitivity to any deviation from equilibrium with
growth in the number of U.S. households driving
demand - particularly among rental housing product
types.
7. Keeping an Eye on the Bubble— Emerging
Concerns
Concern that recently disciplined capital markets may
be on the verge of becoming too aggressive is giving
pause, wondering whether real estate developers will
forget the hard-learned lessons of the recent past.
Real Estate Industry Trends
Dallas / Fort Worth
• Despite being ranked lower than Houston, economic diversity
could make growth in the Metroplex more sustainable.
• The market continues to be attractive to real estate investors
because of its strong job growth, which benefits from the low
cost of living and doing business.
• Among 75 of the nation's largest real estate markets, in
Dallas / Fort Worth -• Single family housing is the highest-ranked property sector
• Overbuilding in the multifamily sector has it ranked number
17
• Industrial real estate is number four among the top five
markets -- and
• Office sector is ranked number five, hotels ranked number
11, and retail number 34
• Institutional investors continue to be active in Dallas / Fort
Worth, and attractive to both local and institutional
commercial and residential developers.
Demographic Characteristics
• Over the last 5 years, the City
of McKinney has grown at a
rate more than twice that of
the DFW Metroplex overall.
• The City’s average household
size is higher than the DFW
Metroplex overall. Not
surprisingly, the City has a
lower share of one- and twoperson, and non-family
households, and a
significantly lower share of
renter-occupied households.
• The City’s age profile skews
slightly younger than the
DFW Metroplex overall, with
a higher degree of school-age
children, a lower share of
persons age 65 and over, and
a lower median age.
City of McKinney
Dallas/Fort
Worth
Metroplex
2010 Population
131,117
6,426,214
2010 Households
44,353
2,298,498
2015 Population
155,142
6,954,330
2015 Households
52,700
2,443,100
Annual Household Growth Rate (2010 to 2015)
3.5%
1.6%
Average Household Size
2.99
2.80
Percent Non-Family Households
21%
31%
Percent One- and Two-Person Households
42%
56%
Percent Renters
30%
41%
Percent Age 65+
7%
9%
Percent Age 0-17
32%
30%
Median Age
33.0
33.8
Percent With Bachelors Degree
49%
29%
$81,118
$53,600
Percent With Income Below $25,000
9%
21%
Percent With Income Over $100,000
46%
23%
Percent Hispanic
20%
27%
Percent Black/African-American
11%
14%
Percent Asian American
5%
5%
2013 Indicator (unless otherwise noted)
Median Household Income
Source: U.S. Cens us ; Ameri ca n Communi ty Survey; Ci ty of McKi nney a nd Ri cker │Cunni ngha m.
Demographic Characteristics
• The City has significantly
more college-educated
residents than the
Metroplex overall.
• Household incomes in the
City are also more
substantially higher than
those for the Metroplex.
• The City’s ethnic profile
shows a lower degree of
both Hispanic and AfricanAmerican residents, and a
similar degree of AsianAmerican residents, as
compared to the DFW
Metroplex.
City of McKinney
Dallas/Fort
Worth
Metroplex
2010 Population
131,117
6,426,214
2010 Households
44,353
2,298,498
2015 Population
155,142
6,954,330
2015 Households
52,700
2,443,100
Annual Household Growth Rate (2010 to 2015)
3.5%
1.6%
Average Household Size
2.99
2.80
Percent Non-Family Households
21%
31%
Percent One- and Two-Person Households
42%
56%
Percent Renters
30%
41%
Percent Age 65+
7%
9%
Percent Age 0-17
32%
30%
Median Age
33.0
33.8
Percent With Bachelors Degree
49%
29%
$81,118
$53,600
Percent With Income Below $25,000
9%
21%
Percent With Income Over $100,000
46%
23%
Percent Hispanic
20%
27%
Percent Black/African-American
11%
14%
Percent Asian American
5%
5%
2013 Indicator (unless otherwise noted)
Median Household Income
Source: U.S. Cens us ; Ameri ca n Communi ty Survey; Ci ty of McKi nney a nd Ri cker │Cunni ngha m.
Age Cohort Migration
• Tracks how individuals within three major age cohorts – Baby Boomers,
X Generation and Y Generation -- have migrated throughout the City
and surrounding area over the past 20 years
Baby Boomers:
1980: 16 - 34 years
1990: 26 – 44 years
2000: 36 – 54 years
2010: 46 – 64 years
X Generation:
1980: < 15 years
1990: 6 – 25 years
2000: 16 – 34 years
2010: 26 – 45 years
Y Generation: *
1980: n.a.
1990: < 5 years
2000: < 15 years
2010: 10 – 25 years
* Individuals classified as Y Generation are also
referred to as Millennials and Echo Boomers.
• Representation of movement, rather than an exact representation of
regional mobility
• Illustrates concentrations of population within that cohort, thereby
suggesting the magnitude of the market’s depth
Age Cohort Migration: Baby Boomers 1990
• Movement of Baby Boomers
beginning toward more
suburban areas and away
from “inner ring” areas
(family building)
Age Cohort Migration: Baby Boomers 2010
• Continued movement of
Baby Boomers toward more
suburban areas but some
movement back to more
urban areas
Age Cohort Migration: X Generation 1990
• “School age” X Generation
moves with parents
Age Cohort Migration: X Generation 2010
• X Generation now reaching
“family building” years and
moving toward more
suburban areas
Age Cohort Migration: Y Generation 1990
• Like X Generation, new Y
Generation moves with
parents (new families)
Age Cohort Migration: Y Generation 2010
• Oldest of Y Generation
beginning to reach postcollege years and making
decisions about next move
• Early signs are that Y
Generation is moving away
from suburban areas and
back into urban areas
• The shifts away from the
suburbs by the Baby
Boomers and Y Generation
populations could be
partially due to a relative lack
of housing products which
address their current needs
and desires.
Lifestyle Segmentation (Psychographics)
• Psychographics is a term used to
describe the characteristics of people
and neighborhoods which, instead of
being purely demographic, speak
more to attitudes, interests, opinions
and lifestyles. Tapestry (ESRI) is a
leading system for characterizing
neighborhoods into one of 67
distinct market segments.
• Commercial retail developers are
interested in understanding a
community’s psychographic profile,
as this is an indication of its
resident’s propensity to spend across
select retail categories. Residential
developers are also interested in
understanding this profile as it tends
to suggest preferences for certain
housing product types
• The City of McKinney is dominated
by upper class psychographic
segments, indicating high incomes,
high disposable retail spending and a
desire for suburban living.
Tapestry Segment
Boomburbs
Up and Coming Families
Soccer Moms
Professional Pride
Middleburg
Bright Young Professionals
Barrios Urbanos
Retirement Communities
Fresh Ambitions
Young and Restless
Total Above Segments
Total Trade Area
2015
Households
17,437
12,621
5,236
3,610
2,153
2,087
1,533
991
957
875
47,500
52,230
% of Total
Households
33.4%
24.2%
10.0%
6.9%
4.1%
4.0%
2.9%
1.9%
1.8%
1.7%
90.9%
100.0%
U.S.
Index=100*
2,272
1,098
356
435
147
182
282
156
282
99
---
* Indicates concentration of this segment relative to U.S. average. A segment
index of 200 would mean that this group contains 2 times the concentration
of households compared to the average U.S. neighborhood.
Source: ESRI and Ricker│Cunningham.
Lifestyle Segmentation (Psychographics)
• Tapestry data can be organized into
LifeMode Groups and Urbanization
Groups.
• LifeMode Groups are a reflection of
general lifestyle characteristics and
lifestage.
• Urbanization Groups indicate the
type of living environment that
different people are drawn to, based
on geographic and physical features
such as population density, size of
city, location in or outside a
metropolitan area, and whether it is
part of the economic and social
center of a metropolitan area.
• As shown, over 70% of McKinney
households fall into the Affluent
Estates and Ethnic Enclaves LifeMode
groups. Over 77% of households fall
into the Suburban Periphery
Urbanization Group.
LifeMode Group
Affluent Estates
Ethnic Enclaves
Family Landscapes
Middle Ground
Midtown Singles
Total Above Groups
Total Trade Area
2015
Households
21,758
14,874
7,389
2,572
1,588
48,181
52,230
% of Total
Households
41.7%
28.5%
14.1%
4.9%
3.0%
92.2%
100.0%
U.S.
Index=100*
411
329
166
42
42
---
Urbanization Group
Suburban Periphery
Urban Periphery
Semirural
Metro Cities
Principal Urban Center
Total Above Groups
Total Trade Area
2015
Households
40,583
5,053
2,878
2,749
957
52,220
52,230
% of Total
Households
77.7%
9.7%
5.5%
5.3%
1.8%
100.0%
100.0%
U.S.
Index=100*
240
54
57
27
35
---
* Indicates concentration of this segment relative to U.S. average. A segment
index of 200 would mean that this group contains 2 times the concentration
of households compared to the average U.S. neighborhood.
Source: ESRI and Ricker│Cunningham.
Fiscal Balance
Purpose
• Evaluate Future Land Use Scenarios from City’s Fiscal Perspective
• Raise Awareness as to Fiscal Implications of Land Use Decisions
• Represents Community’s “Return on Investment”
Components
• Land Use Mix (product types, values)
• Fiscal Revenues (property and sales tax, other revenues)
• Service Costs
Fiscal Balance
Considerations
• Residential development generally results in more costs than revenues
• Nonresidential development generally results in more revenues than costs
• Challenge is to “balance” land use types with fiscal implications
• Market absorption of land uses is critical to achieving and maintaining
fiscal balance
Strategic Assessment
Share your initial ideas about McKinney 2040
• Use the stations to record your current thoughts and
ideas about the McKinney you hope will exist in 2040.
• Here are the questions for each station:
1. What words or phrases describe the McKinney you
hope to experience in 2040?
2. What is McKinney’s best kept secret?
3. What is the one thing about today’s McKinney that is
most important to continue or retain for 2040?
4. What current trend, if continued through 2040, will
make McKinney much less desirable than it is today?
5. On the aerials, indicate key locations for McKinney
• Take about 15 minutes to note your ideas; then we’ll
discuss them.
1. What words or phrases describe the
McKinney you hope to experience in
2040?
2. What is McKinney’s best kept secret?
3. What is the one thing about today’s
McKinney that is most important to
continue or retain for 2040?
4. What current trend, if continued
through 2040, will make McKinney much
less desirable than it is today?
5. On the aerials, use dots to indicate:
A. Places that are important to retain or preserve
B. Places that really need reinvention
C. Places that are not yet developed and
represent major opportunities to shape the
future McKinney
Session 5
Strategic Issues and Priorities
Why Keypad Polling
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Provides feedback from all individuals participating in the session
Everyone responds to the same set of questions
Questions can reflect the discussion at the session
It’s anonymous
Shows results immediately
Allows more detailed analysis after the session
Which Shakespearean character was the
famous lover of Juliet?
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Strategic Issues
• How important is this issue or approach to the best
possible future for the McKinney community?
Keeping existing neighborhoods vital
67%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
27%
7%
0%
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Keeping up with growth in population and jobs
79%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
14%
7%
0%
0%
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Growing the tax base
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
27%
7%
0%
0%
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67%
Maintaining City infrastructure (streets, parks, buildings, etc.) over time
60%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
40%
0%
0%
0%
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4.
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6.
Providing public transportation choices, to destinations in McKinney
40%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
33%
20%
7%
0%
ry
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Using energy, water & other resources efficiently
53%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
40%
7%
0%
0%
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6.
Determining what happens on remaining vacant lands
80%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
13%
7%
0%
0%
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Managing traffic congestion
53%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
33%
13%
0%
0%
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Improving quality of life
50%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
29%
14%
7%
0%
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Having a balance of jobs and housing
60%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
20%
13%
7%
0%
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Having a strong Downtown
33%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
27% 27%
13%
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3.
4.
5.
6.
Being economically sustainable (desirable or resilient) over the long term
53%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
40%
7%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Providing public transportation choices, to regional destinations
27%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
27%
20%
13%
13%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Having a strong and diverse employment base
67%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
20%
13%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Creating walkable places with a mix of uses
47%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
40%
13%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Retaining natural assets
53%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
40%
7%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Having quality schools (Kindergarten to college)
93%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
7%
0%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Being environmentally sustainable (desirable or resilient) over the long
40%
term
33%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
20%
7%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Attracting major new companies
57%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
36%
7%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Helping McKinney small businesses to stay here as they grow
67%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
20%
13%
0%
0%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Creating connected biking & walking routes
40%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
33%
13%
7%
7%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Having lifelong learning opportunities
40%
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
20% 20%
13%
7%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
Having high quality city services & facilities
Very important
Somewhat important
Neutral
Not very important
Very unimportant
I’m not sure
20%
7%
7%
7%
ry
im
m
po
ew
rta
ha
nt
ti
m
po
rt
an
t
N
N
ot
eu
ve
tra
ry
l
im
Ve
po
ry
rt
an
un
t
im
po
rt
an
I’m
t
no
ts
ur
e
0%
So
Ve
1.
2.
3.
4.
5.
6.
60%
Next Steps
Next Steps
• The consultant will review and document your
feedback from tonight’s meeting.
• Key individual interviews will be completed this
week.
• Community feedback will be initiated at the
community summit, Oktoberfest and online.
• The results of the State of the City analysis will be
presented and discussed in a joint session of the
Advisory Committee, Planning and Zoning
Commission and City Council on October 14.
Adjourn