City Council - Regular Meeting

OK, we'll call this meeting to order. This is the City of Buckeye Council Workshop for July 7, 2026. Can we begin with the roll call, please? Council Member Yonker? Here. Council Member Barry is absent.

Council Member Hyershed? Is absent. Council Member Beard?

Here.

Council Member Bustis. Here. Vice Mayor Goodman. Present. Mayor Orsborn.

Present. Thank you. Item 2A, presentation and discussion to provide comprehensive update on the status of the council's annual strategic plan. And you're not Krista Lancaster. It says you're Krista Lancaster. But she's not here, so you can be Krista today.

When Keith was going to be presenting. Yeah. I'll pitch in for Kristen. How's that sound?

Okay. She has laryngitis also then?

I think that was Keith's excuse. Was that? In Ohio, possibly. Oh, got it. So thank you, Mayor, members of the council. I'm Jared Askelson, Deputy City Manager here. Going to give you an update on where we're at with our update to the strategic plan for the 26 through 29 period. Let's talk a little bit about history. So our current strategic plan with the current focus areas was adopted back in 2022. Annually, we go through and we have a council retreat and we reevaluate and we update as necessary. This year, back in December, we started reaching out to stakeholders, including council members of staff, the youth council as well, to start getting ideas for the council retreat. And we held that council retreat in February, February 24th to be exact. The mayor and council were present along with the city manager's office and department directors were there. what we did is we we kind of went through all of our current focus areas got the feedback from all of those stakeholder meetings that were held and went to revamp our strategic plan so the the main thing we looked at there was the was the focus area so we came into that with our current focus areas that include innovative and high performing organization infrastructure economic growth safe and sustainable quality of life, and fiscal responsibility. We went through this process and we updated those focus areas. Four of those five got tweaked a little bit and changed. The final one, fiscal responsibility, was replaced with housing, and in fact I'll go through those right now. So economic growth became building a diverse economy. The high performing organization was turned into optimizing city services through continuous improvement. We'll also have some more information when we talk about the guiding principles in that area as well. Infrastructure turned into investing in infrastructure. The quality of life became cultivating a vibrant community and replacing the fiscal responsibility as a focus area was ensuring high quality diverse housing. I mentioned the guiding principles because some of the items, like the fiscal responsibility, is an item that underpins all of our focus areas. So we don't have a specific focus area for fiscal responsibility. Rather, everything we do, we should have that type of responsibility. So some of the guiding principles, these are actually the six guiding principles that we're bringing forward. Transparent governance. is focusing on integrity, accountability and transparency through ethical decision making. Accessibility and inclusion so that all residents have access to our services. Operational excellence, pursuing effective and efficient data informed solutions. stewardship of resources. So fiscal responsibility turned into stewardship of resources. So more inclusive of beyond just fiscal resources, but also people assets of the city and making sure that we have We're responsibly managing all of the resources and thoughtfully planning out because we have so much growth going on in the city. Innovation and adaptability, part of that used to be encapsulated in the focus area for high performing organization, but really we're looking at across all focus areas, we need to have innovation and adaptability. Again, because of the rapid growth that we have, we have to always be innovative in how we're delivering our services and be adaptable to change. And finally, community partnerships. We always need to be looking for community partnerships to engage our residents, our businesses, other stakeholders that we have within the community. So let's talk a little bit about the plan structure. So at the top of the structure are those five focus areas. We have the guiding principles that serve as a foundation that underpin everything that we do. The thing that's changing a little bit from previously is we're actually going to have key performance indicators that define success for each of the different focus areas. Currently we have key performance indicators that we report out. However, they're not in the context of our strategic plan. Now we're going to change that so our key performance indicators that we are going to be reporting out specifically define the success for these focus areas. Feeding into those KPIs will be the various strategic initiatives in each of those areas. Each of those initiatives will have multiple objectives that will be completed in order for that initiative to be completed. The initiatives will have a positive impact on those KPIs, which will then define the success for the focus area. Maybe I'll pause right there so maybe we can talk a little bit about any questions you may have about the structure, that change in structure that we're having there.

Is my time up?

That's it. Thank you.

I think my time's up. On the KPIs, are we going to have some public-facing dashboard?

Absolutely, that's part of what we're looking to do, is to develop these KPIs and initially to have that for council review, but we will be running that into a public facing KPI structure. We want to build it out as the entire strategic plan, not just a bunch of random KPIs that we're putting out there. So we need to be able to communicate the entire strategic plan along with those KPIs. But yes, we want to have that public space.

In my experience, those dashboards need to be pretty simple, just like green light, yellow light, red light. And what's driving those lights is objective data, not subjective data. So is that part of the plan as well?

Actually, I was having a conversation just last week with staff about this. One of the reasons why we're taking time to update this is really looking at our data. and identifying these KPIs, not just you'll see words on the page about what our KPIs are gonna be, but actually digging into that data and saying, what is it we're gonna report? So the example I'll use is business licenses, because today we report business licenses on a monthly basis. And if you look at it month over month, you're gonna see it going up and down with seasonality somewhat. However, what is that actually telling the public? Is it a bad thing that we have 32 business licenses this month versus 37 last month? So, we're looking at that data and saying, no, we need to define how we're going to report that data on an annual, you know, a 12-month running cycle. And then, just like you said, green light it, yellow light it, red light it to say, yes, this is a good thing, or no, this is something we need to watch, or this is going in the wrong direction. So, absolutely, we need to be doing that.

So as a part of that conversation, one, I think you touched on it, providing context, like what does this mean? But also having a standard at which these things are applied to. So it's gotta be relevant to something, and that something has to be objective and not subjective.

So to begin with, one of the things, really what we're gonna be doing to begin with, unless there is a very specific benchmark out there that we can compare them to, we're gonna be looking at comparing it to ourselves here over here. Until we can set up what a benchmark is, but we definitely want it to be, and as we go through some of the, because we'll talk about each one of the focus areas and the metrics that we have, the KPIs that we're looking at. Some of those obviously are gonna need a little bit more work. You'll see those when they come up on the screen. It'll be very clear, like, yep, those are ones that we can very easily count and put that information out there. Other ones are a little bit general right now and they need to get focused in a little bit more.

And that's okay. I mean, experience is gonna drive that, right? So we're gonna live with these for a period of time and then that'll kind of, define what's important. And those are the things we need to report on. The important thing is that the staff have that conversation and really take a hard look at what you want these KPIs to be because that's how we're gonna be judged and that's how the public is gonna look at us and say, we're doing these things we set out as goals. And it's okay if we've missed one. but the data that we collect is gonna pull us back in on track. So just recommend, have those hard conversations, look at our experience, really say these are the things we wanna measure, these are the things that are important to us, and then try it out. Don't be afraid to fail. But I think the important thing is that we're moving forward and this is gonna be public facing. that we get to see it, the public gets to see it?

One of our focus areas talks about continuous improvement, and the whole strategic plan is gonna be about continuous improvement on this process as well. I think as we go through, we'll go through the very specific example of the diverse economy all the way down to the objectives, but what you're gonna find is Some of it's gonna be we'll be reporting on KPIs and at some point we'll realize that KPI isn't defining success because the numbers are doing better than we expected but we're not really reaching the goal that we want to. So maybe those will get rolled out and something new comes in. The other thing is as we finish objectives, and we finish strategic initiatives, those are going to define maybe other areas that we need to be tracking. So this will be a living document as we go. As we finish objectives, that might uncover some other things that we need to track going forward.

Good. You know, just from my seat on the dais, I want you guys to take risks with this. You know, really push it because this is what's going to drive the organization. You know, our budget is our strategic plan with dollar signs. So if that's not aligning, we need to know why and how these things you're measuring ultimately relate to the money and resources that we're expending. Thank you.

And thank you for that point about tying in with the budget because the timing of when we want this updated this update to occur we want it to occur right before we start our budget process so that's why one of the reasons why we're looking at doing this in the fall part of it is so we can get some of these hard conversations about the kpis behind us and part of it is going to be that it's going to line up well for our budget conversations as we go forward any other questions from council before we keep going okay Let's step into the strategic focus area of building a diverse economy. So within that focus area, when we met back in February, we developed that this focus area will be focusing on attracting, retaining, and supporting businesses, empowering entrepreneurs, strengthening the workforce, and then forming partnerships to create opportunities for residents. So underneath that focus area, right now we have a number of KPIs that we are identifying and many of these are KPIs that we have today. So they're readily available for us and some of these we know as we just discussed. Some of these might not define success as we move forward but these are ones that we have readily available And as you mentioned, Vice Mayor, we're going to step out with these and we're going to see how they work for us. So total number of employers, total number of jobs, commercial square feet, number of business licenses. I talked a little bit more specifically about that one. Sales tax collections, transaction privilege tax, that's the TPT. And also specific areas within there, we do track the lodging tax, but We do track other categories within sales tax that we can report as well, but at this point we're looking at total sales tax, the lodging tax specific to the airport, because in a minute when we go through the strategic initiatives we talk specifically about the airport. Right now we're looking at airport operations, the number of aircraft that are based out of the airport, the fuel sales out at the airport, and then finally grant funding that we are receiving for the airport. So underneath that, we'll look at those strategic initiatives, so establishing the viability of targeted industries that we have out there. We have objectives for each one of these. I'll go into the detail of one of these with the individual objectives, but we'll have objectives underneath each one of these. Supporting the workforce training programs, developing and implementing small business and entrepreneurship programming. leveraging the airport assets to accelerate economic development in the region, and strengthening the city's economic development brand and online presence. So underneath the leveraging airport assets, we specifically have five objectives. Four of these objectives we'll be talking about in the presentation that's going to follow me. So we're looking at adopting and implementing an airport long range concept. We're looking at a strategic implementation plan out at the airport that's going to identify needed infrastructure there. We'll be looking to implement an airport specific area plan that will help guide the land use around the airport. And then finally, we'll be looking to launch a targeted marketing plan for the airport. All four of those are going to be talked about in the next presentation that we have. You see that we have a completion date. These are calendar year dates, so by the end of 2026, we'll have those first two, the long-range concept plan and the implementation plan completed. following that next year will have this the area the airport area specific plan airport specific area plan completed along with the marketing plan once you see these objectives completed for instance once you see the airport specific implementation plan completed you're going to see objectives that come out of that will be specific infrastructure that needs to be targeted for completion so That objective will be completed and new objectives will come on based on what comes out of these plans. So we can look forward to this being a living document in that way as we finish these plans. Then we'll have new objectives that come from that. And finally, the last one we have is conducting the airfare economic impact study. So this has a timeline completion of 2029. We actually have one that's being completed now. This will be another study that will be done two years from now. Any questions on kind of that format, how it kind of cascades down?

Yes. Sorry. This is kind of a passion area for me. Just, again, an overall comment. Be very deliberate with the verbs you use in your objectives. because that's gonna lead to whether or not they're measurable. Picking something like leverage, that's a relative term, right? You're leveraging as opposed to what? But in your discussions as you're fleshing these out, it's gonna lead to your discussion of KPIs. Those verbs need to make your objectives measurable. Just a little piece of advice.

I think based, so I'm looking at, even if we look at the very first objective here, it says adopt and implement adopting it. It's pretty easy to measure. Implementing it, implementing it is something that would follow through new objectives that we're going to be implementing. So implementing it, it's gonna be a little bit harder, definitely gonna be harder to gauge than adopting it would be.

Right, but that, just having a discussion around the word implementation, what does that mean? As long as you come to an agreement of what implement means and you stay with that definition as you develop your KPIs, you're gonna be golden. But it's that level of conversation that you need to have. And that's that learning process as you're going through all of this. A lot of activities or a lot of organizations that do strategic planning pick very lofty kinds of strategies. terms to throw into their objectives but they sound great but they're not measurable and we want to get to the point where these things are measurable and the reason being we can make decisions off of that and with that I'll be quiet. Thank you.

So we'll move on to the other strategic focus areas. So optimizing city services through continuous improvement. We're looking to strengthen the quality, reliability, and responsiveness of our city services, providing transparent data-informed decisions, identifying gaps in both the data that we have and the quality, reliability, and responsiveness of our services, streamlining our processes, enhancing communication, which includes feedback loops to help identify gaps as we move forward, and then empowering staff to help make these changes and optimize our services. I think when you look at this list of KPIs, this one is a little bit more nebulous at this point. So we're talking about tracking the number of duplicate entry processes that we're gonna eliminate through this. That's kind of a general, that's a more general type of KPI. but within that we'll have more specific things. So we'll be looking at various processes to make that more specific. I think the number of insights from analytics is a little bit hard, a little bit nebulous as well. I think that's one that we need to be working on a little bit more. I can say that we're re-updating or updating our, strategic plan for continuous improvement with our staff is doing that now and we're rolling out we're rerolling out our software program that we have and a process that we have to establish or reestablish our continuous improvement program As we're doing that, we'll be able to start getting better KPIs because we'll be able to track that information in a centralized place. Some of it is we're doing continuous improvement by just do it so that somebody makes an improvement, but maybe we're not tracking that. So we're looking to capture all of that through the improvements we're going to make to our continuous improvement program. Investing in infrastructure, this includes our roadways, water, utilities, and more. Somebody was very excited when they said the end more part, so I guess I'm supposed to go end more. So there's systems that we need to expand in order to continue growing, and then we also need to be proactive in our investment in asset management. One of the things that we're talking about is we need to develop measurable outcomes or measurable infrastructure items, whether that's the number of lane miles we have or an index for our street condition, those types of things. And we need to be focusing on our long-term success, which means being able to keep up with growth, but also maintaining the current assets that we have. Some of the KPIs we're looking at is for project management, the percentage of our projects that we're completing as scheduled, the number of signalized intersections, which is essentially a count of our assets. We have many different assets that we can count to show that we're expanding our assets out there. IT infrastructure is another one as far as the amount of cabling that we have or fiber that we have installed. looking at inspecting our infrastructure. This falls back to what we were talking about with asset replacement. We need to make sure that we're inspecting our asphalt, inspecting our concrete signs, medians, all of our infrastructure. So having a measure that says that we have a program in place and that we're actually doing the inspections as designed. is a measure that we'll have. And then looking at life cycle costs, especially with asset replacement items, taking a hard look at life cycle costs and making sure that we're doing what's most efficient and effective with our resources. cultivating a vibrant community. So we're looking at enhancing the quality of life through safe neighborhoods, accessible programs, meaningful community spaces, and strong civic connection. We want to be able to support the growing community with various infrastructure to continue offering a vibrant community, preserving the small town character, and then thoughtful planning, strategic investment and partnerships to help with the infrastructure and our service delivery. Some of the things we'll be looking at, monitoring through our KPIs, programs or services that are delivered through partnerships, community participation in public safety education and our outreach programs, accreditation, compliance and professional standards. So that will help show that we are our safe community as measured through those accreditations a number of improvements to amenities most specifically for community services so are we adding are we adding amenities and facilities are we adding programs and services and are we adding events also tracking attendance at those what kind of what kind of engagement are we getting through those programs And finally, the acres of parkland and square footage of community facilities per thousand. This is a KPI that was identified in the Parks and Recreation Master Plan and one that we'll be using for the vibrant community focus area. Finally, we have ensuring a high-quality, diverse housing for the city. This is the new focus area. Looking at the appropriate mix of housing types, integrating housing with jobs, services, amenities, and infrastructure, and ensuring economic competitiveness through city growth. KPIs we're looking at is housing unit count by type, the housing unit average size by type, area and action plan tasks completed, clients served cases successfully resolved through our social service outreach programs and the percentage of cost burdened households that we have out there. So again, as a new focus area, we'll be working to develop these KPIs more as we move forward. But these are some of the examples that we have to start with. So our next steps kind of discuss this, that we'll be looking to come back in the fall after we've had those hard conversations about our KPIs and set up that process for reporting and bring that back to council prior to beginning our budget process so we can incorporate that into the budget. With that, are there any questions? Any questions from council?

I'm not seeing any, I do have a question. This is fantastic in the ability to create these goals or the strategies and then with the key performance indicators being able to measure those and make sure that we've accomplished that at the end of the fiscal year while we're rolling into the next. is great and we can see that stuff and it's concrete, we can see lane miles, we can see acres of parks and programs and things like that, which is all fantastic, but how do we loop in the, and I don't know the answer to this, Is the public feeling that, the benefit of the lane miles that are put in? So we can build lane miles and they could be in a place where there isn't any traffic right now. I know we're not going to do that, but this is just an example. And spend the money and hit the KPIs. but not have any real benefit felt by the public who's using those. Or we can build park areas and maybe a park that nobody's going to, maybe it's a future type park that is not gonna benefit the greater population. Or you could take examples all the way throughout that. How do we measure whether or not the public is experiencing a benefit from the projects that are being put in or the additional strategic things that we have going on?

So one of the things, actually one of the strategic initiatives underneath the vibrant community, we're going to be looking for feedback loops with the public. We have a resident survey that's done every two years, but we're looking for other feedback loops as well. And we want to make sure that they're effective feedback loops. I think when we're talking about parks, for instance, we have a master plan that did a lot of outreach with the public. So we have some recent information there that helps guide us. We know that our fire department, for instance, is going to be going out to the public with their strategic plan and getting involvement there as well. So we're going to be, we have some feedback loops currently and we're also going to be looking for more effective feedback loops going forward. Right now we depend heavily on the employee, not the employee survey, the resident survey, however that happens every two years. We are trying to time the surveys in a way that we can see what's happening today and then what's happening at the end of this cycle so we can see that we are making an improvement. But we're definitely looking to get feedback and also input from the public, whether that's through surveys or through other methods to make sure that we're going in the right direction.

Yeah, and the surveys, every two years, you almost want to hit it right when that project ends, whatever that project is, so that the public is feeling the most benefit from whether it's the lane miles or parks or whatever the case may be. But I think that's gonna be a really important component of all this. We can measure this stuff all day long and then high five one another when we've hit our KPIs. But if the public is not feeling the benefit from all of this, and that's a really, really key step in the measurement that we have going on. And some of that may be just the continued outreach and making sure that we are really going over and above getting the information out to the public about here are the projects either that are on the way or just completed and continue. I think we do a really good job at that pushing, you know, roadway opening celebrations and things like that out. But it's that, I think like you had said, that feedback loop that you almost want to find a a select group of maybe community leaders that can come in and from each neighborhood across the entire city of Buckeye area, quiz them on something and then six months later quiz them on that exact same thing and see if that feedback has changed at all. I don't know what that is. I know you guys will figure that out, but just a very key component of everything that we're talking about here. Okay, anything else from council? I'm not seeing anything else, all right. Great job filling in for Krista. Tell her we hope her laryngitis gets better in Ohio. Thanks, Jared. Item 2B, presentation and discussion regarding the airport development and ongoing planning projects. The approximate time, one-and-a-half hours. It says Scott Gray, but you're definitely not Scott Gray.

You upgraded. No, I'm just kidding. You got the pretty to start. You're standing right behind me. You know that, right? I do know he's back there. The good news is you'll be hearing from Scott Gray. You'll be hearing from three different departments today. So mayor, members of the council, thank you. Susie Boyles, your economic development director. I have the privilege of teeing up the workshop today where we're going to be going through and talking about airport development and planning. And so I want to kind of walk you through what you're going to hear for the next hour and a half. It is a long conversation, but it is going to be thorough. And so we are excited to present the information. We're going to go through what you plan to hear tonight, what we are going to be presenting, and some of the objectives that we want to make sure we're getting from council at the end of this. We're going to do some team introductions. Again, I am kicking this off, but it is three different departments, three different consultants, two of which are here tonight that will be presenting on the airport in different facets. We will be going through each of the different airport planning efforts. So you will be hearing about an update on our marketing and lead generation from the city's consultant, the strategic implementation plan, which is really the utility plan from staff, the long-range concept plan from our consultant, and then the specific area plan from staff. And then we'll be going through some key milestones throughout. So want to talk about what does that look like. The objective of today is we're going to present findings from first and foremost the market analysis. So the business attraction efforts that the city has undertaken in those efforts and our consultant is actually going to present those. We're going to then transition that into the utility analysis. What are the existing and the proposed utilities. We are going to then transition into a long range development evaluation criteria and preliminary findings. So that long range planning for the airport what that means to the city and where we're at in that particular process. we're going to go through and present the recommended specific area plan boundary again everything that we're doing needs to be protected by the specific area plan so we're going to give you an update on where we are with that and then throughout the presentation you are going to hear the coordinated approach to the public engagement uh... strategies so each consultant has engaged uh... key stakeholders throughout each of their presentations you will be hearing that throughout and really the objective today is we are sharing key milestones so i want to emphasize to start that the airport is an ongoing development and that what we're sharing today is not the end of the story each of these plans are hitting a milestone we want to be able to share with council what those milestones are and then really seek concurrence in finding that the next steps and the next time we come back before council, we're continuing to evolve those conversations and answer council's questions. So today is not the last time you will hear about these plans. This is just the first of a few updates And so what you're going to be hearing today is just a milestone. There is more information to come. You will hear within each presentation what we've accomplished so far and what those intended next steps are. We want to make sure that the next steps that the staff and our consultants are executing are in line with what council wants to see as we move forward. So this is just a preliminary milestone. There is more to come from here. So again, quick team introductions. I am not Scott Gray, but you are going to hear from Scott Gray, our aviation director. He will be coming up and presenting. I have a portion of the presentation. You will hear from Adam Copeland, the deputy director of planning within development services, as well as Mandy Woods, the principal planner, also within development services. The consultants that the city has hired to assist us with these various plans for the airport include Ron with Golden Shovel, who is here tonight. You will actually hear from him. Matt with Kauffman Associates, who is also here tonight. You will hear from him. And Miriam with Logan Simpson is not here tonight, but you have had a dedicated workshop in the past. on the specific area plan where you did get to hear from Logan Simpson. So you will be hearing a milestone and staff will be presenting that on behalf of that particular consultant tonight. So I want to emphasize before I jump into each presentation, kind of coming up and giving their portion, that this is absolutely a coordinated approach. And so as I mentioned, there are three different departments that are supporting the various different plans that are associated with the development of the airport. So it is coordinated between Aviation Department, Development Services Department, and the Economic Development Department. we obviously as i mentioned have three different consultants on board that are supporting the various aspects of the airport and we have a very coordinated approach even with our consultants so we're not just coordinating internally across departments our consultants are coordinating everything from we've had group calls with our consultants to make sure everybody understands each other scopes of work We have a shared drop box where data and analytics and basically milestone findings and reports from each of the consultants are shared. The scopes of works are shared across consultants to make sure that everybody understands what the other consultant is delivering. and that there is cohesive and coordinated approaches to everything that we're doing so hopefully tonight as you hear each of the uh... milestone in the updates on where we're at with each of these studies you will see that and feel that that these are being coordinated uh... in the best interest of the airport in the city and the last pieces on that coordination effort is stakeholder engagement we know that there are key stakeholders across the city that are going to be engaged in the airport development and we wanted to make sure to coordinate those efforts across each of the plans and that we're not overwhelming our stakeholders with outreach but that we're coordinating that and so you'll see that uh... we actually have a master spreadsheet that all the consultants and the three departments are sharing that coordinate when we're reaching out to stakeholders and how we're engaging those. We've had multiple conversations with stakeholders where we're presenting two of the plans at one time, because if we have a key stakeholder there and we have their attention, we want to have their feedback on multiple aspects of the airport all at once. And so we are making those coordinated efforts. You will see that hopefully throughout the presentation today. And so with that, I want to go ahead and kick this off and start with having our consultant Ron come up with Golden Shovel. He will introduce himself. He has been hired by the city to do our marketing and lead generation services. And so he's going to introduce the reason why we hired him, his purpose, and then walk you through some of his initial findings. So I'll turn it over to Ron. Thank you.

Thank you, Mayor and Council. So first of all, I want to thank you for engaging with Golden Shovel. I'm really enjoying soaking up the community and feeling the growth that's coming. The team has been amazing, Ms. Boyles and her team. And one of the things that's been very exciting about this that I don't often experience is the collaborative nature among us consultants and how we're putting this. Oftentimes that can be competitive where you're trying to one-up each other, but I haven't felt that at all. This is all coming together. And so with that, Mayor and council members, according to the most recent FAA industry data, we're going to see a 20 year growth period of approximately 2.4% annual growth across the board. Corporate generated aviation as well as GA will be a substantial part of that growth. Turbine, light turbine, mid-sized jets will make up a big part of that. And we're going to see reliever airports and municipals growing three times faster than the broader aviation across the board. When I first began with the team, and I asked Ms. Boyles, how do we avoid failure? Because that's very important. Let's lay this out. How do we not miss our mark? And without missing a beat, Ms. Boyles said, don't sell us short. don't sell a short and so with that plan we put together the aspirations whether they could be international where they could be a substantial runway with looking at a high of what is the present possible and so with that i'm reminded of an african proverb before i begin mine which is when the sun comes up in africa the gazelle starts running to avoid being eaten when the sun comes up in africa the lion starts running to eat the gazelle Either way, you're running. Folks, Buckeye needs to be running. And what you have in front of you is, I believe, a plan that does that. So creating an asset analysis and a marketing analysis for the airport, we identified the aviation sectors and subsectors. BXK should not be targeting short and long term. We should be looking at the highest best use as well as the return on investment to enhance business attraction and development opportunities. One of the nice coordinated efforts in this is we're not just building an airport plan, we're tying into an economic development plan that fits all across Buckeye. The methodology for that, we employed a research-based methodology with surveys and to derive recommendations for the strategic growth of the Beckeye Airport. We relied on 20 years of industry knowledge and experience in research. A lot of that you'll see in my gray hair. Conducted online surveys with stakeholders as well as constituent surveys. We wanted to marry the two and find out what we call the awareness gap. The awareness gap is what is the gap between how people perceive the value of the airport versus what the awareness is. The good news is you have a very short awareness gap and both of those groups came together and saw a high value to the airport as well as they had high awareness that the airport exists and there's potential. We reviewed all your airport planning documents. We reviewed all available economic development strategy documents and reviewed peer-reviewed articles, economic data, industry data, and industry forecasts. It was a fantastic experience. Over 116 sources were put into it, 100 and some pages, just a lot of good information as we started to put this together for you all. So the airport vision, starting here. And this is a vision that still has some clarity coming to it. If you imagine an eye chart, we're reading the top of the lines. But as we go down, it's going to get narrower and narrower and more clear. So there may be more things that we bring in on this. But BXK will position Buckeye as an aviation center of the West Valley, connecting businesses, talent, and investment through strategic infrastructure, aviation development, and economic growth. Together, the mayor, city council, and stakeholders, by the way, you get to do this. This is an awesome opportunity. The mayor, city council, and stakeholders will create an airport that powers the city's future and creates a space where opportunity lands. This focused commitment will lead to a uniquely positioned regional airport built on strong foundation in general and corporate aviation. The direct highway connectivity, rail service, and surrounding development capacity will attract long-term investors and companies to BXK. Who will shape the next generation of development? I think this is a fantastic start and I don't think we just word salad this together. Everything in there ties back to pieces in the plan and I think can be pointed to in the research and the documents. why does this matter so the west valley hub is a critical access when we looked at the first uh... survey the airport should be viewed as a a critical economic development platform not just uh... an asset not just some concrete out there should be capable of supporting corporate investment advanced manufacturing aerospace growth workforce development defense related industries and future transportation technologies uh... one of the things that has to be accounted for his what's coming in the aerospace industry which is called the low altitude economy we're gonna be looking at drones we're gonna be looking at advanced air mobility and how that's gonna move uh... carriers packages people around so we did our first uh... study in one of the things that stood out to us the airport makes buck i'm more economically competitive across the board you can see that you have an overwhelming fifty six percent support that And then you have a very strong propensity towards, hey, this is coming. We should invest in this. This is what the airport will bring for us. Buckeyes growth opportunity. The majority of the stakeholders and elected officials that we talked to support the potential of the airport. This was very encouraging to see. It's not often that I see both the public persuasion and the political persuasion coming together seeing the opportunity. Site readiness, geographic advantage, available developable land, and West Valley economic expansion all sit at the core of what the public and the stakeholders believe is possible. the strategic gap. So the current state is you have utility constraints. We have water, sewer, power, and broadband are not yet site ready. We have a runway of 5500 that limits some of the aircraft size and business type. Competitive challenges, other southwest markets are advancing, and the missed opportunities of corporate and MRO operators are currently evaluating sites. But in their evaluations, they're looking down the road. So what is our future ready state? site ready infrastructure putting a plan out talking about how the utilities are put in place to support that extended runway the seventy three hundred seems to be the sweet spot of are alive it supports mid-size and large cabin corporate jets it brings in regional competitors BXK competes directly with high-value aviation users, and it becomes that reliever. Captures opportunities of boardrooms right now where people are looking where they're going to go next, and it puts Buckeye as a preferred West Valley aviation location. Recommended airport development strategy, we phase this out. Beginning with the infrastructure readiness, invest in water, sewer power, broadband, and road access to make BXK site ready for private investment. This step increases your competitiveness and the airport significantly. Looking at a 7,300 foot runway, advanced forward operational use of an extended runway, unlocking corporate aviation, MRO, and defense support. Plan for this runway as a primary economic development runway target. This appears to be the most defensible position that we believe we can recommend. Long-term opportunity as we start to look further. Preserve the option for an 8,000 foot runway to preserve cargo, airspace manufacturing, and advanced MRO as the market evolves. Pursue the 8,000 plus feet when the plan is tied to a committed anchor, user, or a state and federal funding package. The incremental value between 7,000 feet is real, but it needs to be more specialized. Recommended target industries. Buckeye Municipal Airport should begin with a strategy that is the most competitive for general and corporate aviation hub. That is where we see the most growth over the next 20 years when you talk to airplane manufacturers, whether it's Pilatus, whether it's Cirrus, whether it's the King Airs, they are trying to get executives out of first class into the aircraft because they know that those individuals will take those aircrafts into municipals and reliever airports like Buckeye has the potential for. The Phoenix airspace is crowded and will become expensive. You're already starting to see airports that are looking at raising their fees because they're trying to fight off that density. Buckeye, Arizona can provide the West Valley relief. So in phase one, establish the aviation foundation. Again, what is the possible present? Attract decision makers and investors, prepares and validates runway expansion, attracts tenants and revenue. Phase two, target industry attraction. Corporations using light jets, King Air, and turboprops. You don't just want packages coming off your plane, you want decision makers. You want people walking down those steps that understand that this is an investment, fertile ground that they can participate in. Maintenance, repair, and overhaul, light cargo, modern FBO, manufacturing and testing, advanced air mobility, and control tower. Phase three, this is where the accelerated growth kicks in. Large cargo and logistics start to see this as a possibility. Perhaps they've already started investing and now they're bringing that to fruition. Passenger and regional commercial, military, aviation, defense, and mission support, ongoing growth and development. So, the economic development impact. At a 5,500 foot runway, up to 6,300 if you look at the 800 that's possibly being added on there or being put now, that just simply enhances safety operations. That gives you a buffer. But that doesn't move you up in class. It doesn't move you up to that light jet or that midsize jet. It just adds the piston and light twin turboprops. It basically keeps you out of an NTSB report, but it doesn't put you onto Wall Street. 7,300 feet is recommended. This is where we start to see corporate aviation hub, regional airline service, your ERJs, your CRJs, larger MROs, defense support, and aviation manufacturing. There could just be possible logistical support with defense contractors. The aircraft served as mid-sized large cabin jets. the eight thousand protecting that uh... as a long-term that's when we start to see schedule passenger service cargo major m r o recruitment aerospace manufacturing heavy corporate limited cargo and passengers and the thing to look at that as you start to get to the aviation or the eight thousand excuse me what you're really going to see is a lot of changes in aviation. We don't know for sure what all advanced mobility is going to bring us. We know that airports are being asked to put inverter ports and charging stations and prepare for that, but we don't know how companies are going to move people yet. We know that they're going to find more efficient ways. We just don't know exactly what that'll be. So planning long-term and planning for the density that you have here in the heat is one thing, but trying to out-plan corporate boardrooms is going to be another challenge. So it's creating that possibility. 10,000 as the aspirational, full cargo operations, large aircraft, MRO, aerospace testing, military aviation support, international chartering capability. As Ms. Boyle said, I would never say to you and sell you short and say you shouldn't be aspiring to that. What I would say is make sure you have the anchor institution and you have the industries ready to go, and that will make that much more feasible. Business attraction, corporate aviation, aerospace suppliers, and defense manufacturers. Job creation is a big part of this. Part of the residuals of putting this together is what brings in the employers, what brings in the workforce to make all this possible. Tax-based growth, a big tax-based growth. A big part of this is fuel sales, hangar demand, and new commercial investment, and trying to bring that revenue back to the community. And a regional edge. Strengthen Buckeyes position versus competing with other Southwest markets. Makes you stronger, makes you more attractable versus trying to take something away when it's already going to be moving away because of the density. Strategic recommendations and call to action airport expansion is essential about guys future competitiveness it's very very clear in all the research that we've done stakeholders in community members are aligned with the valuable nature of the airport again you have a very high propensity from your public saying please do this we see that value a phase development approach prioritizing infrastructure investment should begin now that the present possible Focus runway efforts on a 7,300-foot runway to ignite interest and attract companies' investors. Generate a lead attraction strategy that brings in partners who can leverage the existing expansion while prepared for the 7,300-foot runway. And BXK should remain a long-term economic development priority. I think that pretty much goes without being said because it will be an anchor institution. Once it continues to roll, it will have the attraction that you desire. BXK awareness must continue to be promoted by state and federal elected officials. I don't know what your current government relations team is. I'm assuming they're talking about this. But they need to keep that. They need to keep that up at the federal level, at the state level. They're already talking about advanced mobility with different types of bills and funding that's out there. So you need to be front and center for that as those conversations happen. Buckeye Municipal Airport will become a major West Valley aviation and business asset. That's very clear in the research. And the thing that I would offer is corporate America, in order for their investments to happen, they must reduce uncertainty. Communities that invest in strategic information before demand arrives are the communities that capture that future growth and they reduce that uncertainty for corporations. So your next steps, develop a marketing strategy. Create a marketing assets targeted to industry and business attraction, including but not limited to updating the website, brochures, targeting messages, et cetera. We need to get the word out. We need to go with an airdrop and an air cover. Lead generation. Usage of marketing strategy outreach campaign and lead generation services to engage directly with qualified users. That's phase two. A lot of that is already in process. Starting to talk with identified aviation industries after we've identified who those targets are. The bottom line is we need your phone to ring, we need to close what's on the table, and we need to bring people to Buckeye. So if you haven't had coffee today, I hope that I gave it to you because, um, I know I can get excited and go pretty quick, but, um, I want to make sure I had time for questions. Okay. Questions from council. Yeah.

Uh, councilman Houston.

It's somewhat obvious, but it looks like Goodyear is already steps ahead of us. uh... home is their future airport what do they look like in comparison to what we're looking at have they already reached their max but what do we stand against good year just staying steps ahead of us what is our comparison you know have been maxed out to what will be able to step further ahead and be able to show and have more to offer than they do because they've got a pretty good size operation going over there right now

So in our plan, the full plan, we looked at all of your area airports and Goodyear was part of that. I can't tell you if they're at capacity, I can tell you they're trying to meet their current needs and they're gonna continue to do that. However, I think the advantage that you have is Wherever they come into Goodyear and they come in around the Phoenix area, they're already in that confined regulation. They're going to have to meet what's around Phoenix and the Sky Harbor. You have the unfettered area. You have the ability where you can allow, I saw in your previous slide about the entrepreneurship, you can allow people to dream a little bit and build a little bit around those dreams. I think that's the advantage you have is the undeveloped side. We should look at what your surrounding airports are doing, but I think it's better to say, okay, they're doing this, rather than actually going after their services, let's go after what's next. Does that make sense? The air traffic will move. I mean, people will fly into the airports that they see are less congested and that have better services for them.

It does to a degree, but the extent that we're going to have to work to try to expand that airport with agreements and runways and directions and everything else is a pretty expansive issue and problems. And I hear you saying to do this, but do you have any solutions that you can tell us how we can do it?

So part of what you're going to hear in the rest of the plan is how you're going to build out the utilities, the infrastructure, and all that. What our side will be is marketing that very heavily, trying to get conversations started, and getting, like I said, getting people to come to Buckeye or getting your phone to ring so they can start to look at how that next phase of development will benefit them.

I mean, I'm all in favor of doing whatever we can to make that airport what it should be. But I also see all types of issues out there and I don't hear solutions. I hear proposals and I hear people saying how great it can be. I saw that 17 years ago when I went out there when I was first elected and I haven't seen it move much. And I have yet to see anybody say to us, this is what you need to do and this is the step you need to take. And I hope someone can come up with those solutions and not just telling us how great it can be, but show us the way it can be. Sure.

And if I missed something in that, Councilmember, as we put our phase approach together, get your utilities together, get your foundation, build the present possible 7,300 foot runway, build that out as your phase two. We'll start targeting. We'll start finding people to come here, start talking to that. Those are the solutions that we see in front of us. And to your point, until there's ink on the contract, it's all just a pie-in-the-sky hope.

But it ain't going with the contract.

Well, hopefully we can get you some developers here and we can get some people talking about how they're going to invest in the airport or the surrounding area.

That's all I have Mr. Mayor, thank you. Okay.

Did I answer your question by the way?

No. Okay. So a couple questions. Yes, sir. One on the 7300 foot versus 8000 feet. We're talking about going from 5,500. I think there's plans in place going on the existing runway, 1735, taking it from 5,500 to 7,300. there there's also a plan in place to uh... shoo fly human road up around what i think would be the ultimate condition uh... uh... that the length of that runway so out to that i think we can only fit eight thousand to the to the north there look at my consultant both my consultant and my economic development i think they're going to talk about that right okay i don't want to steal their thunder No, I've heard that thunder. So my question is, if we have entities that are saying, if you have 8,000 feet, we would be very interested in coming to your airport. Does it make sense to build that additional 700 feet, even if it's speculative at this point?

That's a good question. What I would say when I look at the data and I look at the charts in front of us, 7,308,000 gets you the same class of aircraft. Let me add a little bit to that so that it's very specific. Adversary air flies fighters and they need 8,000 feet for a runway length.

We've met with some adversary air guys who are local to the area or based in other areas who fly base at this time at Luke Air Force Base. And that conversation has been, we would love to come your way, but we need 8,000 feet. I don't know that that's 100%. They may be tucked in and good for a very long term at the location that they're at. But But if we don't build out to that extent, we don't have the opportunity to attract that adversary air that requires 8,000 feet. So in the, I can understand wanting to scale that back, eventually we're gonna get to I think that 8,000 or 8,500 or whatever that is for that runway. But it seems like it makes a great deal of sense to build an additional 700-foot worth of runway to potentially attract that use out at our airport that would have – they would be renting space or building buildings or – leasing buildings that we have or that a developer has built and then buying fuel and yada, yada, yada. Everything goes into it and providing jobs at our airport. Does it make sense knowing that to go ahead and build that additional 700 foot to get us out to the 8,000?

When I look at the present possible and the best recommendation I can put in front of you, 7,300 attracts the next level of corporate aviation and the next type of plane. I'm saying that's the spot that starts you on this path. Now, if you were to tell me, and I haven't met these individuals, but if you were to tell me they will ink a deal If you have an 8,000 foot, I think that changes the conversation. But I think you're in the position of, hey, we would like to be there. My kids wanted to go to a concert. But I said, did you raise the money for the tickets? No, I haven't done that yet. We would like to do that. We'd love to get them here. And if you had certainty, I think that trumps my recommendation of a 7,000, 7,300-foot protecting an 8,000. But if you've got somebody that actually says, build it, yes, and we're there, we're setting up shop, we're putting posts in, again, that trumps the recommendation because that's information that I don't have. Those are conversations I haven't been in.

If we don't build it, I can guarantee they're gonna say we will not be coming because you don't have the runway that we need. And then that kicks us off. If we did want to ink a deal with somebody at that point, then it kicks us off into this second construction project for an additional 700 foot on the end of a runway. that could just be extended, maybe there's some economies of scale or whatever that's like right now to add that additional runway length in there.

But more to come on that. So, Mayor, this is a very good conversation, and I think it's a very important one that you're considering. And let me take this approach with you. Again, I'm not here to sell you short. I'm not here to say don't do something. But like I've told my kids, I never want to give you the excuse of saying, Dad, why didn't you tell me this? The information I want to make sure that you hear is, sure, $8,000 may make a lot of sense, and you could build that. But if you only have one tenant waiting for $8,000, what have you missed in the meantime that you could have been putting there and raising tax revenue and all that? Um, you know, because getting there, getting you tenants in there, getting your hangers filled up, getting corporate midsize King airs and all in, you know, there, there's a time cost, right? Um, so again, I, I don't want to sell you short. Um, I would be a fool not to tell the mayor not to do something, but I also would be a fool not to say to you, don't overlook the present possible and filling your space up with Pilates King airs and all that folks that could bring a lot of money in on your way to getting there. So it's a balance and it's a tough decision. I'm not on your side of this table, but I need to offer you both those possibilities. Yeah. Polaris and all that can land on 8,000 feet. Yes. I know I've made my decision. It's up to everybody else to climb on board.

So the... the anchor institution and the industry to support it. My take is that we are looking to you through our economic development department to go out and find those anchor institutions that would potentially help to build or would at least create a case for FAA or DOD or whoever else is trying to relieve some of the congestion they have at their airport into investing in infrastructure at the Buckeye Municipal Airport. We're not at this time over the next four years just going out and targeting people that will fit on $5,500 or $7,300, correct?

Correct. Okay. Yeah, I think the story that you have is bigger than that, and I think that we have a job of bringing people to you and putting deals on the table that can close, but at the same time, Yes, we should be talking to whoever, whether they have large or wide bodies and that. Because they're also putting out tenure plans.

Correct.

And we want to be able to match those up. I would not be doing my job if I didn't bring every possible conversation I could find to you. Right. That's what we're expecting. Yes. Other than putting a Buckeye tattoo on my arm, I am a Buckeye person all the way through.

There's a tattoo place right down the way. And after this, we can go. I think the aircraft that'll fit on 5,500 foot, the aircraft that'll fit on 7,300 or eight. It's really, those are gonna come and you're gonna be marketing this great to those different entities but the, we're whale hunting and what we wanna do is land the big, big splash opportunities that exist out there whether it's a refueling wing or it's a cargo or it's passenger traffic or whatever that looks like, that pays for everything else that we're talking about. and makes everything else easy from a financial aspect. So my intent isn't to get five years down the road and say, well, we landed maybe a couple people that are parking their private jet or some of their private aircraft in a hangar. We are out to get big, big aviation coming our way.

I'll say this. I work with a lot of airports. I work with a lot of communities. A lot of times when I'm talking to city councils and mayor, the biggest conversation I'm having is, why aren't we fixing the potholes versus the airport? It's refreshing to have a council and mayor that wants us going after the bigger targets. That is my number one goal. And I've heard the term whale hunting many, many times. I'm happy to go whale hunting. Let's get out of the harbor first. Let's get the utilities in place so that when we're out there in the high seas, we've got big harpoons to shoot. Yep.

that utility comes with some of those whales coming in and and so i want to be super clear we're not going to stop marketing to the whales right because we don't have the utilities in place that we can't wait for that and and that's not the the intent of this it's not the intent of why we're engaging you we we are we are looking for partners to come in and help with that Utility construction that might happen through adjacent properties that are that are bringing the utilities closer to the airport. There's there's some Ways to make that stuff the utilities specifically happen Before we are I Guess as we land some of these big folks and some of these interim steps that we could take for for utilities, but But we're not going to forego any whale hunting because we don't have utilities in place today.

I'm hearing you and I'll say it to you this way. It's not my job to get corporations to say no. It's my job to get them to say yes. Let's get them here. I won't sell you short to them. If they land in Buckeye and they look at everything you have and they make a different decision than what I put in front of them, then that's out of our hands. But let's get them to try to say yes first. Okay. I think that's what you're asking. That's it. Yeah. Grow, grow, grow. Yes. Okay. Do I have to get the tattoo? Yes. I'm really opposed to those.

You mentioned it. I didn't tell you to get a tattoo.

Okay.

I don't think we have anything else. Okay. Thank you very much. Thank you. And thank you for the opportunity.

Good afternoon, Mr. Mayor and Council. I am not Susie Boyle. I am Scott Gray. So I'm here with you this afternoon. I'm going to quickly go through some of the airport strategic implementation plan for you today, focusing primarily on the utilities.

Okay. That's good. All right. I've got one. I've got one. Thank you.

I don't remember inviting my family to the meeting, but it sounds like my house. Sorry about that. First, let's talk about the purpose of this study. We engaged Kimley Horn, who is our on-call airport engineering firm, to assist us in focusing on required utilities to support the airport master plan, as well as the airport long-range concept, which we'll be talking about momentarily. and then also looking at funding strategies and long-term financial planning. One of the things that I'm presenting to you this evening is really focused on the utility piece, and it touches upon what you just heard from Ron in the Golden Shovel report when it talked about strategic gap, and that was the utility. So I'm going to touch upon some of the short-term utility information that we know today and then give you some of the next steps as we move forward. The infrastructure assessment was done by Kimley Horne. There's a number of historic documents, I won't read them all to you, that were available to him, including our master plan and some of the other utility agreements that are out there, plus the utility as-builts that we had, for them to get a good handle on what do we have as the starting point. There was a lot of coordination between our internal departments, the airport, water, IT, as well as our external partners, APS and Southwest Gas. And one of the things that we asked him to do first was identify the challenges of our existing utility infrastructure. And first we have is the water. And you see in the graphic there, we have two water wells on airport. One on the west side, which is site number one, which actually provides our domestic supply to our tenants on the airfield. And then site number two, which is closer to Palo Verde there on the east side. That provides domestic supply to Hopeville, as well as the fire supply for the airport. We do have limited fire flow capacities for these two wells, and we do have limited supply. In some cases, it's covered by agreements that are out there. from a wastewater standpoint we currently operate on a a old septic system it is nearing or at capacity for some of the facilities that we have uh... and if we were to expand them it does create a land use reduction uh... just because of the the nature of a septic system From an electrical standpoint, again, this is looking on the master planning side. We do have service capacity to serve the short-term hangar development that's already underway and maybe a few that are going to be coming here shortly. From that capacity, we do not have any fiber at the moment at the airport, and I'll get into a solution for that. And there is no gas service at the airport today. so what are some of the opportunities again in the short term will get to the long-term uh... in the next phase but in the short term is a couple of uh... optimizations that we could do to assist us in meeting some of the demand specially as we start seeing m r r m r o size hangers because fire suppression then comes into play is uh... to optimize the existing well site by enhance increasing the volume and the treatment capability uh... bigger pump, etc., in a treatment facility, and also installing an on-airport fire tank to give us that fire protection capacity for the larger hangars that are forthcoming. From a wastewater standpoint, One of the solutions and again, it's it's it's caveated by depending upon the users that are coming forward Some of the hangers that we have being developed now have a single restroom. They're not used very often It doesn't need a robust wastewater system, but if we do get a larger entity 50 plus employees, our existing septic system may not handle that. So they have recommended a package treatment plant that would buy us time to where we can connect. I think as the mayor had talked about in the previous conversation about our adjacent land, owners and their development is connecting to systems that may be developed around us. I think what we're suggesting here is we can continue to try to use our existing septic system, maybe enhance it a little bit to give us some time to connect to other systems, and once we get to a certain point, we're going to have to have an interim solution, and that may actually be that package treatment plant, and it would be on airport. uh... on the electrical side as we mentioned we we certainly have uh... capacity to handle some of our smaller hangers all of our development goes through a p s review to enhance uh... electrical service obviously depends on the tenants needs if it's if it's just storage it's the electrical needs are are certainly let much less than it would be for manufacturing or an m ro type facility so we'll continue that coordination with a p s to expand service on airport telecommunication good news here is in in coordination with information technology they've had communication to a owner of a fiber line that goes up and down Palo Verde that they have opened that up for an option to connect to to provide fiber service that wasn't available to us and in the past so we are certainly exploring that with IT and their communication with that entity providing a DMARC facility on the airport so it can then be distributed on airport to users as they need telecommunication needs. And lastly, gas. We have not heard from any particular potential tenant or existing tenant that needs gas, but we certainly want to continue to explore that as a larger manufacturer that might need gas facilities about handling that for them. So what are the next steps in this particular plan? The phase one plan as we get over the next couple of months is continue to coordinate with our water department on those short-term solutions. Again, being economically savvy with the choices we make on what improvements to do. We don't want to do an improvement just to do an improvement. We want to make sure that we do stepping stone and use our fiscal responsibility correctly. If we can use the septic system, for example, for a little bit longer with a minor improvement to that, then we'll continue to do that. We'll coordinate that with our water and wastewater folks. Continue to coordinate with the connection for that fiber owner through our IT department. Our consultant will be preparing GIS layers for all of the utilities. Some of these are very historical facilities that are out there on the airport. There's not a lot of as-built. We're tracking all of that information down so we can all use that internally to the city and understand where all those utilities are. They will be preparing utility costs and timeframes associated with the growth that was projected in the airport master plan. So it's not suggested we go out and build the long-term solution today. It's some of these things are triggered over time with the types of users that are coming, the types of airplanes, the facilities that we need. They will be coordinating that with our master planning effort and the timing and cost associated with all of the utilities needed to fulfill that 20-year master plan. And then lastly, we will be using some of our existing airport CIP utility funding for design and construction of some of those short-term utility infrastructures as we determine what those are most important to get done in order to serve some of the market that's already coming to the airport. Phase 2, which will be completed at the end of the year, as you saw in the earlier presentation, will also provide the utility needs analysis for the long-range plan, which we'll be talking about here momentarily. So that will come once the long-range plan is adopted. They will continue their effort on what is necessary to support that full build-out, which is beyond the 20-year time frame. they will also be evaluating uh... funding opportunities what different funding solutions we have been in some cases f a does not participate with grant funds first certain utility infrastructure so what other funding opportunities might be available to the city uh... bitter uh... generally not used at the airport They're also going to be evaluating the airport self-sufficiency. So FAA has a grant assurance that says we should be as self-sufficient as possible. We should try to collect enough revenue and pay for our existence of the airport staff, utilities, et cetera, and ultimately capital improvements. They'll be examining that over the long haul of what that means. I can tell you most general aviation airports are not self-sufficient, and they've been around for many decades. That is unfortunate, but that's the nature of the business. Some of these other things that are being proposed will get into the long-range plan. will help us get there much quicker. And then lastly, the ultimate goal is to get recommendations both short and long term on how we can plan our future CIP to meet some of these utility needs. So I went through that pretty rapidly because we have some other important stuff to cover, but I do want to give an opportunity to Mayor and Council if there's any questions on some of the short-term utility needs, I'd be happy to answer those.

Yeah, I do have a question on the water. We had gone through a process and spent quite a bit of money to tie in So that we had fire flows at the airport. And I thought it was for a pretty significant size building. And that we were set for that for a while. Has something changed with that?

Mayor, members of the council, what triggers the fire flow? So like if, for example, if we talk about the Vermilion hangar project that has been before you and they're gonna be starting construction here shortly, 60 by 60 hangars, there really is not a fire flow specific for that hangar. They don't have to have sprinklers, they don't have to have foam. all of the other things but when you start talking about one hundred by one hundred size hangers for maintenance facilities manufacturing et cetera there's a significant fire flow requirement for those What is determined is while we believe we can handle several of those developments, at some point in time the fire flow won't be sufficient to meet the demands of those proposed users. So at some point in time we will need to institute additional capacity because there's not enough capacity at the tanks that it's currently at home for.

Right. But it's not an additive for fire flow. I'm looking at Chief in the back who's trying to avoid eye contact with me right now. But if I remember correctly, there was the talk of a museum. It was 60,000 feet, 80,000 feet, something like that. And we had the flows to support a building like that, which in my mind, is not just that single 80,000 foot building, but it's several because they're not all gonna burn at the same time. So I think we're set for many 80,000-ish square foot buildings, sort of depending on use. If you stuff the thing with papers, if it's a Boise Cascade building, all flammable materials stacked high, then obviously you need more flows for that. But for what we're talking about, I had understood when we paid for all of the improvements fire hydrants, everything else that were put out on site that we had adequate fire flows for really the foreseeable future for development. Not a commercial building, not things like that, but for everything that we are talking about right now.

Yes, and Mayor, I think we do have some of that data that says there is a capacity that we will be able to accommodate. The fire protection that we're talking about is going to be needed to meet the long-term 20 year plan with build out that was in the master plan. So certainly we can handle one, two, maybe three hangers as we go. The 12 hanger development is not an issue at all, but if we start talking about MROs or manufacturing, that type of thing, That is a different fire protection model than maybe we've already looked at, and we would analyze that as we move forward to make sure that we have the appropriate capacity and not shortchange the ones that are already there.

Okay. And then septic. I know the existing septic that we have is wholly inadequate. It doesn't last through an airfare weekend. I wouldn't expect that if we had one of these MROs or somebody that's coming in that has really more just domestic water use that I'm expecting we are not tying that into the existing septic. There's no reason to even uh... contemplating like that it would really be a brand new septic system that is probably uh... specific to that building or maybe of a a complex of buildings ultimately gets cut off and you tie into the ultimate sewer fix uh... i don't think it's a package plan at the airport location perhaps at some of the development that happens really close and we can uh... lift station sewage out the uh... airport area but these things that you're talking about are not hindrances to be able to do development in the very near term or even some of the maybe midterm that's a little bit larger type aviation development at the airport. Is that correct?

Yes, we believe in the next, say, five years with some of the entities that we're having conversations with, we have some capacity to facilitate that. Again, wastewaters, depending upon the particular user, what they have, how many employees, et cetera. And some of that is driven by Maricopa county's requirements on what we can do. Um, but we're also talking about beyond that, what pieces do we need to do to connect to an existing system? We'd love to connect to an existing system. If there was one available to us, whether it's there now, whether it's an adjacent property under this building, those are things that we will be analyzing as we continue to go. and we understand more about the adjacent development and when that would take place so we could connect to it. We may just need some interim solutions. Maybe it's some sort of an enhanced septic system that buys us time, again, without a major infrastructure investment if we don't need to. Okay.

Okay. And the last thing real quick is fiber. Did I hear you say we have fiber in Palo Verde?

Our understanding is there is a fiber line that is along Palo Verde that was not available to tap into before. Our IT folks have had conversations with them that has changed on the owner of that fiber that is going to allow that to take place. So we've been working with IT and Kimley Horn to expedite that possibility because obviously right now we do not have adequate telecommunication, especially if they need internet and et cetera. So that would be a wonderful solution. One of the things is we have to create a DMARC facility, which is basically a building that it could feed into that then connects to all the buildings. And we're looking at where that would be on airport along with our other utility.

And then a cell tower also.

because uh... well we we would love to have better cell service but we don't like towers at the airport uh... we certainly could work with the uh... providers i know that there's been conversations with some uh... providers in the area we we do work with them when we hear that they're proposing towers to make sure it's not an obstruction or hazard uh... a lot of times we can work through that i know we work through one that was uh... in the vicinity but yeah we certainly would would enjoy to have.

Yeah, the fiber leads to a tower and whether that's right at the airport or it's just a little ways away to where we can tie in, I think that's the intent is getting cellular service out to the airport. Okay, Vice Mayor.

Yeah, just to clarify, all the utility questions that the mayor just answered, those are gonna be addressed in the first bullet of the long-term plan?

So we can expect- Well, they're gonna be addressed for the master plan, for the 20-year build-out, and we will be addressing them for the long-term as well.

So we anticipate seeing all of that plus the costs in December? Yes, sir. Okay, thank you.

Mr. Mayor?

Yes.

We spent our spending $60 million for a square acre of property that's supposed to supply us with water. What are the thoughts about trying to bring that water east from that one acre of property? Because I don't know what the specifications are they're having in a sprinkler system. I wouldn't think you'd have to purify that water as far as for drinking or anything of that type. I don't know the distance out there out there to one acre of water is that we spent $60 million on. But has there been any thought about trying to bring any of that water to the east, which eventually we're going to try and do anyway?

I'm looking for.

Mayor, Council Member Huston. Terry. The Harkwahela water that we purchased, we're looking at exactly how we would best use that. We haven't looked at it specifically for the airport. And a lot of what Scott just showed us, the water quantities we have out there, we have water on site for what we can see in the foreseeable future. So we have not looked at any plans to bring the Harkwahela water to the airport site. Where we will be bringing it to is what we're looking at right now.

I know you said it's a 20-year plan, and that's why I thought there might be some thought given about at least bringing it that far, if there were any possibilities as far as solving our problems as far as water is concerned. Okay. Thank you. Thank you, Mr. Mayor.

Okay. Thank you. I think we're on to the next.

And Mayor, members of the council, the next piece in our presentation this evening is airport long-range concept, and I will be asking Matt Quick from Kauffman Associates to come up and provide you the details that we know to date.

Matt?

Good afternoon, Mr. Mayor, members of the council. My name is Matt Quick, and I've been told that I need to live up to my last name here. I think we've got some things to get through and not a whole lot of time, so I will do my best to keep things moving along, but I really appreciate the opportunity to come before you all this evening to talk about this airport long range concept plan. Just a little bit about Kauffman Associates. We're an aviation and airport planning and consulting company. We've had the privilege of working with the city of Buckeye over the past several years. Previously, it's been a minute since we've actually done some work at the airport, but we were brought on board last year to provide some on-call airport planning and environmental services, and this is one of the first projects that we've really been able to get to in quite some time, so we look forward to coming alongside the city to help prepare this airport long-range concept plan. I just want to spend a moment talking about the purpose of this study. We've heard a lot tonight about the master plan, other various planning studies. This airport long range concept plan goes beyond the master plan. The master plan is typically a 20 year planning document. We're looking 20 plus years into the future as to how that relates to the growth and development of the airport and being intentional about positioning the airport to be able to accommodate some of that activity based upon some previous forecasts and things like that that I'm going to get into. We're going to look at previous concepts that have already been identified in the master plan and some previous long range planning as it relates to the existing airfield. uh... airspace analysis that's been done obviously being uh... paying attention to what's happening on an adjacent to the airport from a property perspective and then just overall capital improvements uh... the intention is to come up with a couple different development options that have already been looked at in previous planning efforts and then hone in on the recommended preferred long-range concept uh... that's going to serve the airport well into the future so that's the purpose of the study uh... again there's a lot of technical evaluation and analysis that's got to be done we're in the process of doing that right now but we do have a lot more to go uh... so i want to be be very clear with that as i go through the slides this evening but we're going to be evaluating some of the previous plans of the master plan the airspace analysis there's been another long-range airport development plan separate from our long-range concept plan that we're working on So we're evaluating everything, all the data and information that's been prepared to date in those particular studies. We are going to validate what's been done. We're going to take it a step further and look at the preparation of some noise contours and part 77 airspace analysis. Part 77's a technical term from a Federal Aviation Administration perspective, looking at the approach and departure paths of the runway environment. So we're going to be looking at that and then coming up with that kind of the two development options and doing a very detailed matrix evaluation based upon those. And then the output or the outcome of all of that will be that recommended airport long range concept plan that we will come back before you all at least a couple times during the course of this study. I did want to talk just briefly about the three previous plans that we're really focusing on to help us as we move forward with this long range concept plan. I mentioned the master plan. The focus of that master plan is a 20 year planning envelope. You guys sat in these very chairs earlier this year and talked about that master plan. really needing to conform to more immediate FAA design standards. They looked at forecasting, wind analysis. They did a step-by-step alternatives evaluation. So that has been done, but we want to take into consideration what's been done as a part of that study. There's been a long range airport development plan that was kind of a subset of that master plan. This started looking beyond the 20 year planning horizon of the master plan which is really more of what our focus is as it specifically relates to the future runway alignment at the airport. Not necessarily bound to prescribed FAA elements for forecasting and things such as that. Really what came out of that long range development plan is if there was a high growth forecast scenario that was prepared. And if the airport were to try to meet that high growth rate forecast, what would need to be done is the existing runway alignment capable of accommodating that. There were some other runway alignments that came out of that. Runway 321, there at the bottom. Runway 1028, those are two alignments that do not exist right now. The runway 1735 alignment does exist. So we took into consideration that and really used that as a linchpin as we move forward with our long-range concept plan. And then there was an airspace analysis that was done as well, and that obviously took a look at those three runway alignments that I just mentioned that came out of the long-range airport development plan and interacted with how those interface with the approach and departures at Luke Air Force Base, at Goodyear Airport, looking at other mountainous terrain in the area, things such as that. So these were the three plans that we really start focusing in on as it relates to our analysis for the long-range concept plan. The master plan, again, some bullet points that came out of that. You guys are probably familiar with this, having just come out of the approval or the adoption process. At the end of the day, after the alternatives evaluation, the recommended concept coming out of the master plan is a runway 1735 alignment, which is existing today, extending it up to 7,300 feet. You heard about that length earlier with what Ron had talked about. And it looked at how to accommodate and best maximize the space on the property to be able to accommodate that 7,300 feet of runway length. And obviously, that plan was adopted earlier this year. the uh... long-range airport development plan this again was a subset of the master plan this went beyond the twenty year planning horizon this is what we're really starting to focus in on in use some of the assumptions that came out of this planning effort for our uh... long-range concept plan which brings me here this evening so again based upon uh... the existing runway alignment as well as what could be done different alignments to best meet uh... and accommodate future demand that high growth forecast scenario that i talked about forecasted upwards of two hundred and fifty five thousand plus in your craft operations that's a significant number right now the airport i think says it's it's an approximate hundred forty thousand so we're talking about a significant increase well into the future uh... but it also looked at different types of activity not just your general aviation activity but some of your larger corporate business jets even the potential for air cargo, commercial service, military activity. So again, that kind of sets that baseline that we're using to help continue to evaluate the long range concept plan based upon that. We looked at runway length, or this study looked at runway length. 10,500 feet is the recommended length to accommodate those larger scale air cargo commercial service, military functions. So keep that in mind as I continue to talk forward here. And then based upon that 255,000 plus operation, that becomes a capacity issue for the airport. The best way for the airport to accommodate capacity is to have dual runways. In this case, parallel runways. So that's what we're evaluating as a part of this long range concept plan is a parallel runway alignment. the airspace analysis this is extremely important to uh... or our company coffin associates was not involved with this particular study but there's a lot of facts that came out of that study and quite frankly based upon uh... recent conversations there's more that needs to be cleaned out of the study and i know the city is working with the airspace consultant to get some additional information as relates to different runway alignments and things like that. What did come out of that study, again, based upon the interaction with Luke Air Force Base, looking at Goodyear Airport, looking at mountainous terrain, some of the specialty airspace rules that govern the military. The runway alignments that came out of that study Based upon what had been done as a part of the long-range airport development plan, runway 1735 was considered to be the best alignment. But again, procedures are already built around that particular runway because it exists today, so there's a lot of known commodities as it relates to that. Runway 1028 was the next best alignment. uh... based upon the airspace analysis the airspace analysis did consider the runway three two one which was one of the development options that came out of the master plan in the long range airport develop plan considered that to be uh... not to not be feasible moving forward so that's kinda how we have started to formulate the preliminary analysis that's based upon what we're looking at for this long range concept plan which is right here We've got a runway 1735 parallel alignment, and we have a runway 1028 oriented parallel alignment. Again, this is preliminary. We understand that the airspace consultant is going to take a look to see if there are other potential alignments that could be accommodated besides just that runway 1028 potential. But these are the two alternatives that we're starting to vet as a part of this long range concept plan. Two 10,500 foot runways, again, based upon the fleet mix that was identified as part of the previous long range planning. The parallel runways come into play because of the sheer number of forecast operations, 255,000 plus operations. you can see on the left hand side of the runway seventeen thirty five that your existing alignment option uh... the inboard runway would be very similar to where the existing runway is today and then the outboard parallel what uh... would accommodate that is uh... as well so that's one of the things were evaluating and then the runway ten to eight alignment as you can see that moves or that shifts uh... the the parallel system further to the south uh... and again we understand that there's some other potential development options are parallel options coming out of that based upon additional airspace analysis but what we are doing is taking at least these two options right now and we're betting those through of matrix evaluation and i call this a preliminary matrix probably the better term is an investigative matrix because there's a lot left to investigate as relates to this the criteria that were looking at over on the left hand side obviously safety first and foremost we want to make sure we're meeting federal aviation administrations airfield safety and design standards but then land use capital improvement costs runway capacity land acquisition there's a few to be determined uh... the part seventy seven airspace analysis like i've mentioned earlier and the noise those are certainly things are gonna factor in And again, this is very preliminary. One of the things that we're looking at, again, based upon the data that's been provided to us, as well as some preliminary stakeholder engagement that we've had, just given the existing CMPs that we know exist to the east and west of the airport system, land use is going to be something that we're gonna continue to evaluate based upon what we know there. uh... capital prove a cost or another one uh... both of these development options are going to be very significant when it comes to capital costs typically when you have an existing runway alignment you do have some infrastructure in place that can help support and go a little bit further than what you would with an actual very new brand new concept parallel runway alignment in ten to eight so we understand that we need to look at that in more detail as well and then just land acquisition the uh... the alternatives that came out of the master plan and the long-range airport development plan uh... the land acquisition is going to be uh... great in both alternatives but the runway ten to eight alignment does uh... have the need for additional and acquisition compared to the runway seventeen thirty five alignment but again we will bet these as we continue to investigate this matrix uh... this is a very preliminary color coding system will get and much more detail on things to shift around as we go about things so uh... just wanted to show you guys some progress that we're making right now but we have a lot more work to do as relates to this matrix and again the intent is to pull that matrix together based upon the final development options. These are the two preliminary options, but we understand we have more work to do with the airspace analysis and hearing from that particular consultant. So there could be other alignments that come out of that, but that's one of the things that we're looking at. We also, I mentioned the 10,500 feet. We're evaluating that because that's what came out of the long range airport development plan alternatives. We heard Ron talk earlier about the 8,000 feet, and so that's why we have that up here right now as well, just something to consider more short-term versus the long-term vision that we're providing as a part of this long-term concept plan. i'd mention stakeholder engagement we've done some of that already uh... we posted for preliminary uh... stakeholder meetings uh... the results of those you can see there on the left hand side again just based upon the preliminary runway seventeen thirty five and runway ten to eight alignments There were some concerns that were brought up on the Runway 1028 alignment just because of some of the existing CMPs, but we're going to have other stakeholder engagement that would be more specific to the Runway 1735 alignment. So we understand as we continue to move forward, we're going to hear pros and cons from various stakeholders on each one of these alignments as well as other potential alignments that could come about as a result of the coordination or the continued coordination efforts with the airspace consultant as well. A lot more work to do on the stakeholder side. The city staff, we're working with them. They're setting up these stakeholder engagement meetings, and they expect to have at least another 15 or 20 stakeholder meetings during the course of this particular assignment. And we're trying to get as many of those in this month so we can continue to move forward. I had mentioned that we will certainly be coming back to you all once we have a more definitive matrix system set up in the stakeholder engagement. Completed we will make more presentations to the City Council as relates to the progress that we're doing with that and that's all Taking place as we continue to move forward this month through trying to finish this study up The plan is to have it finished up by the October timeframe And just as far as next steps go, I think I've kind of outlined this, but again, building that matrix system based upon the preliminary alignments that we're looking at right now, the part 77 airspace and noise compatibility, technical analysis and refining those development options in that matrix, that's all going to be ongoing this month. We're going to continue the stakeholder engagement this month as well with additional stakeholder meetings. We also have a public workshop scheduled as a part of this airport long range concept plan. That will be an in person. The stakeholder meetings are more virtual in nature, one on one, but we will have a public workshop that would be in person to allow the general public to come and take a look at what we're doing as well. And then, like I said, as we continue to move forward, the intent is to come back to you all in the early September timeframe with the preliminary findings of the matrix system and really starting to hone in on that recommended concept, and then continue to move forward through September into the month of October to wrap up this long-range concept planning study. We've got a good start on things. We understand that we still have quite a bit of work to do, and we look forward to doing that, and this is as quick as I could get through this thing, so hopefully some of it made sense, but happy to help answer any questions that you guys have. So thank you for your time.

Questions from council. Is the intent to talk about the area specific? We have a presentation on that too. Okay, let's go ahead to that.

Thank you.

Thank you.

All right. Good evening, Mayor, members of the council. I'm Mandy Woods, and I'm a principal planner here with Development Services, and I'm also the city project manager for the airport-specific area plan, which we are calling the ASAP. Um, the rest of this presentation has been generally focused on the airport, of course. Um, so we are going to pivot now and kind of focus on protecting that longterm, um, future of the airport by ensuring that the area around the airport grows in a way that's compatible. And, um, that'll be through land use planning exercises and establishing design guidelines. as part of this ASAP effort. And we are working with Logan Simpson as our primary consultant, as well as their sub-consultants, Elliot D. Pollack and Kimley Horn. Just a brief overview of just some of the milestones to date. We were last in front of council back in April for a kickoff workshop. We have since had a kickoff workshop with Planning and Zoning Commission. We've kicked off with our Technical Advisory Committee. We've finalized our existing conditions analysis, and then we've started the initial stakeholder outreach for this project in tandem with the long-range concept as of last week. and we have other meetings planned with stakeholders throughout the summer. This is just a reminder of what our study area is for the ASAP. This is a approximately five mile radius that the center point would be approximately the center of the existing runway. It's about 86 square miles and this is not the plan area for the ASAP, this is the study area that we use to inform our existing conditions analysis. And then we're gonna carry over that study area bubble onto the next couple of slides here. This is our future land use map that is within our existing general plan. What you can see in purple there is our activity center for the airport and that's also known as our plan boundary for the ASAP. So this is basically just our existing land use map. And we've recognized that we really need a larger airport activity center boundary, ASAP boundary, to adequately protect the airport and ensure that there are compatible uses surrounding the airport. And so this is what we are proposing right now for the new activity center boundary. And I just wanted to run through kind of some rationale as to why this boundary was chosen. It does factor in all of the potential impacts of the different runway scenarios that you heard about tonight, plus others. And that would include, you know, if there was a potential crosswind scenario, basically any chosen scenario that comes out of the long range concept, this has factored that in and could work for it. We consider the area that is south of the I-10 and then it's kind of bookended by the CMPs that are over to the west and then over to SR-85. That's really kind of the airport character area, which is what we're intending to help further define as part of this ASAP effort. You'll notice that on the exhibit here, there are hatched areas, and those are our existing CMPs labeled there. So the CMPs could be included. Including them in this activity center boundary doesn't immediately change anything about those CMPs. It doesn't change their entitlement. But what it does do is for future amendments that may come forward for those specific CMPs, This allows us to have some guidance to consider what is best and most appropriate to consider for the airport compatibility. And then we just used baseline as kind of a neat southern boundary there. It abuts next to some existing employment land use that's already generally compatible with the vision here. And then we're including land north of I-10 there just to consider north-south runway overflight impacts. so i just want to note that this expanded activity center boundary doesn't need immediately change any existing uses in the area it doesn't change the zoning immediately either but what it does do is it would serve as a guide for any future zoning requests that would come forward so for example there's quite a bit of county residential that's shown in this this larger purple area what this would do is until redevelopment occurs, at that point we would be able to look to this plan for guidance to determine how to proceed. This is just a similar exhibit, but this is really just highlighting the larger activity center boundary in comparison to the existing activity center boundary. So it's approximately five square miles existing and then it's expanding all the way out to about 34. And then this slide here is we're showing annexations that are within the ASAP study area. So purple area, again, proposed activity center. We're showing darker purple to be areas that are already within the city. And then any kind of lighter purple areas, those are areas that are not yet annexed into the city. And the reason that I'm showing the slide is we want to highlight that those lighter areas, those currently county properties, are really going to be kind of the focus of a lot of our land planning efforts for the ASAP. These are areas that will need to have this ASAP document in place to really guide what should happen before these areas annex into the city. Okay. And then just for next steps, we're really focused on the community engagement aspect right now on this plan. So we've started our stakeholder engagement. We'll be continuing that throughout the summer and fall with stakeholder meetings, also community open houses. We're planning two open houses as well as kind of a mobile immersion lab, which is something that Logan Simpson will do closer to adoption hearings. then we are looking at returning to council in early fall for our next workshop and then ultimate plan adoption is intended to occur first quarter of next year and I can answer any questions now or we can go back to long-range concept or we can wrap up whatever is your pleasure okay yeah that's funny questions I'm not seeing any

Susie you jumped up like you're gonna wrap this thing up. Did you have anything else to add?

I was just gonna come up and be the opener and the closer for today So I wanted to kind of just show this council has seen this before These are all the various plans in the various planning stages and again tonight a lot of the updates you heard were just one of the milestones you can see based on this chart and that each of the plans extends past today. And so there's more work to be done. A couple of things that we heard, so some themes we heard today is our marketing efforts. You heard about some target aviation sectors that were identified for BXK and how we can go for those. What we hear is that we're going to go and market for today, but we're going to also go after those future whales, right? So that's what we heard. We heard a little bit about our utility plan. We presented on the short-term utilities, evaluating long-term utilities, but what we heard from council was we're not going to wait until we build. We do know there's capacity in utilities to build what we can today on the existing runway and then come back to you with more CIP recommendations on additional utilities as we continue to span. So we heard that. We're not going to wait. We're going to do what we can with the utilities that we have. You heard from Kaufman on our long-range plan. You heard that we have more work to do. So what you heard today was here's what we have in our preliminary findings, but we heard that we're going to go back and we're going to look at the airspace study and we're going to do further analysis. We're going to go back and we're going to further develop a matrix system that looks at all the impacts of the different runways. And we're going to come back to council with those so that you have an informed recommendation, you have an informed decision. So there's more work to be done. in our long-range plan. And then you heard from Mandy at the end on the specific area plan. This is what we're proposing for the new activity center. As the other plans come together, specifically the long-range plan, that plan will continue to evolve because its whole purpose is it's the most important plan that we have is that it's going to protect the airport. So you heard all of those updates, you heard those milestones, but you also heard that there's next steps in this engagement process. So I know we're running short on the workshop time, but wanted to be able to to come back up, share the recap, and then Mayor and Council entertain any additional questions or feedback that you have as we look to bring the next steps back to Council, making sure that we are bringing you the data based on what we've heard and what you've heard that our consultants are gonna go study next.

Okay, I don't hear any other question.

Yeah, is there going to be a summary document that brings all of these plans together.

Yes. So mayor vice mayor part of what we can do at the end of this is create a comprehensive document that says here's all the moving components. We recognize that there are multiple consultants that are involved at the airport and that there are multiple facets and aspects of the airport that are being analyzed. We absolutely at the end of this process can put together an executive summary or some sort of guiding document for council on exactly what those plans mean, what those next steps are. A lot of that will still be formulated. Obviously we have a little bit of work to do, but absolutely that's great feedback. We can take that back and at the end of this make sure that there are comprehensive summaries and executive summaries for what is the execution of BXK.

Yeah, I think it needs to be a little bit more than an executive summary. It's got to have a little meat to it. I can see how one plan is going to impact another plan, which is going to hit a third one. Those are the things that I would be looking for, is how that we're consistent and these things are congruent and not at odds.

Absolutely. We can do that.

All right. Thank you.

Yep.

Okay. Thank you very much.

Thank you very much, Mayor and Council.

All right. That is the end of 2B. Item number three is adjournment. With nothing else on the agenda, we are adjourned.