Budget Planning Discussion – 2025–2026 Priorities and Wishlist Items

[Paul Roberts]

Dear Colleagues,

As we begin developing the FY 2025–2026 budget, I’d like to open the door to strategic ideas and early input across a range of areas — including operational efficiency, quality of life, and long-term vision execution.

Here are several items I believe merit serious discussion. Some are modest, others ambitious, but all are grounded in practical feedback from citizens, staff, and prior planning documents — including the draft Comprehensive Plan and Parks Master Plan. These thoughts are intended as a starting point to prompt collaboration and refinement.

Personnel & Staffing​

• Evaluate whether any staff positions can be consolidated or eliminated.
• Consider whether Cost of Living Adjustments (COLA) are warranted.
• Explore adding an Assistant City Manager position to improve executive capacity.
• Identify any budget needs related to recruiting or retaining staff, especially in high-turnover departments.
• Revisit the need for succession planning in key roles.

Technology & Innovation​

• Consider budgeting for ChatGPT licenses or AI productivity tools for staff (research, summarization, agenda support, etc.).
• Assess the cost of customizable enterprise licenses vs. free/public tools and pilot opportunities.

Parks, Recreation & Facilities​

• Establish a formal Parks & Recreation Department with full-time staffing, not just a coordinator role.
• Hire a parks planner or project manager to implement the goals outlined in the Parks Master Plan.
• Acquire additional parkland — any type — through land banking, repurposing existing city-owned parcels, or partnerships.
• Update the city’s GIS inventory of all existing public green space; several parcels appear to be missing from public maps.
• Resurface the pickleball courts at the Country Club. Cracking is worsening, and a delay will only increase cost.
• Consider funding for more pocket parks, consistent with the Parks Master Plan’s equity and access goals.
• Improve public facilities, including: Council Chamber upgrades (staff desks, chairs, fresh paint).

Economic Development & Tourism​

• Now that the Type B Economic Development Corporation has been created, ensure it has sufficient initial funding to begin executing strategic projects.
• Propose hiring a Tourism Manager to coordinate promotion of Lago Vista as a destination.
• Consider a tourism marketing initiative with components such as:
• • A new, tourism-focused website
• • City branding and messaging
• • Google ad campaign targeting past website visitors
• • Expanded social media marketing (beyond Facebook)
• • Streaming TV ads
• • Print media (e.g., Texas Highways, Tour Texas)
• • Consultant support as needed to execute and track ROI

Legal, Council, and Citizen Engagement​

• Review how the legal budget is holding up year over year, and whether increased costs are anticipated.
• Expand the travel budget so that P&Z and other citizen volunteers can attend TML or relevant planning conferences.
• Provide budgetary support or facilitation for the Parks and Recreation Advisory Committee, which is currently stalled despite strong volunteer interest and vision.

Closing Thought​

One citizen recently said to me:
“The Parks and Recreation Advisory Committee has a vision, but nothing gets done. Katie does great work, but she’s just one person.”

That about sums it up. We’ve spent time building plans — now’s the time to fund action. I look forward to refining this list with your feedback.

— Paul

 

[Adam Benefield]

Great list Counselor Roberts.

 

[Shane Saum]

Dear Colleagues,

As we begin developing the FY 2025–2026 budget, I’d like to open the door to strategic ideas and early input across a range of areas — including operational efficiency, quality of life, and long-term vision execution.

Here are several items I believe merit serious discussion. Some are modest, others ambitious, but all are grounded in practical feedback from citizens, staff, and prior planning documents — including the draft Comprehensive Plan and Parks Master Plan. These thoughts are intended as a starting point to prompt collaboration and refinement.

Personnel & Staffing​

• Evaluate whether any staff positions can be consolidated or eliminated.
• Consider whether Cost of Living Adjustments (COLA) are warranted.
• Explore adding an Assistant City Manager position to improve executive capacity.
• Identify any budget needs related to recruiting or retaining staff, especially in high-turnover departments.
• Revisit the need for succession planning in key roles.

Technology & Innovation​

• Consider budgeting for ChatGPT licenses or AI productivity tools for staff (research, summarization, agenda support, etc.).
• Assess the cost of customizable enterprise licenses vs. free/public tools and pilot opportunities.

Parks, Recreation & Facilities​

• Establish a formal Parks & Recreation Department with full-time staffing, not just a coordinator role.
• Hire a parks planner or project manager to implement the goals outlined in the Parks Master Plan.
• Acquire additional parkland — any type — through land banking, repurposing existing city-owned parcels, or partnerships.
• Update the city’s GIS inventory of all existing public green space; several parcels appear to be missing from public maps.
• Resurface the pickleball courts at the Country Club. Cracking is worsening, and a delay will only increase cost.
• Consider funding for more pocket parks, consistent with the Parks Master Plan’s equity and access goals.
• Improve public facilities, including: Council Chamber upgrades (staff desks, chairs, fresh paint).

Economic Development & Tourism​

• Now that the Type B Economic Development Corporation has been created, ensure it has sufficient initial funding to begin executing strategic projects.
• Propose hiring a Tourism Manager to coordinate promotion of Lago Vista as a destination.
• Consider a tourism marketing initiative with components such as:
• • A new, tourism-focused website
• • City branding and messaging
• • Google ad campaign targeting past website visitors
• • Expanded social media marketing (beyond Facebook)
• • Streaming TV ads
• • Print media (e.g., Texas Highways, Tour Texas)
• • Consultant support as needed to execute and track ROI

Legal, Council, and Citizen Engagement​

• Review how the legal budget is holding up year over year, and whether increased costs are anticipated.
• Expand the travel budget so that P&Z and other citizen volunteers can attend TML or relevant planning conferences.
• Provide budgetary support or facilitation for the Parks and Recreation Advisory Committee, which is currently stalled despite strong volunteer interest and vision.

Closing Thought​

One citizen recently said to me:
“The Parks and Recreation Advisory Committee has a vision, but nothing gets done. Katie does great work, but she’s just one person.”

That about sums it up. We’ve spent time building plans — now’s the time to fund action. I look forward to refining this list with your feedback.

— Paul

Thank you Councilman Roberts. I will add to the top of your list expanded drinking water and wastewater plant expansions. I think we are in a financial position where our infrastructure needs will diminish our ability to fund new initiatives.

That said, on your technology items, embracing AI and open-source tools we could save the City money potentially and make our systems better automated to help streamline services for citizens. I wonder out loud if ChatGPT could be used to speed up permit reviews. I also think we should explore state DIR contracts we could sub off of for software or ILAs with other cities to get bulk pricing on permitting software etc.

I also hope to see Council take existing budgets and earmark that certain department funds be used strictly for some things citizens are asking for like vet care in animal control.

 

[Paul Prince]

Great list Mr. Roberts.

As liaison to the Parks and Recreation Advisory Committee I know they will appreciate you calling out a number of specifics in that area. I agree with Mr. Saum that we have a huge investment looming in front of us on infrastructure, so funding parks will be a challenge. But I strongly support doing some appropriate investment and building momentum on parks, trails, and open space. We've heard loud and clear during the Comprehensive Plan process that this is a priority to many of our citizens. I support an increase in spending (over the very meager current budget) to both improve and maintain our parks and trails. Once we finally get past the improved access to Sunset Park from 1431, we may need to defer any big park facility expansions and shift our spending focus more to small expansions and taking better care of what we have. At a macro level this could be a decrease in the cities spending on parks, while increasing the spending on taking care of what we have and even doing some new things on trails and "pocket" (i.e. small local) parks.

Using, and investing in, good tools to allow staff to do more is certainly a good strategy.

Revisiting our spending on things that are intended to drive revenue (economic development, Tourism, marketing, and chasing grants) and optimizing to get the most for our spending is a great idea.

Paul

 

[Adam Benefield]

1. Wish-List

• Ballistic Helmets - The police department needs 23 ballistic helmets at a cost of $500.00 per helmet or approximately $11,500.00.
• Ballistic Shields - The police department needs an additional 8 ballistic shields, we currently have 4 at a cost of $3,500.00 per shield or approximately $28,000.00
• The police department needs two additional vehicles this year but we are approx. $20k short being able to find the money for the second vehicle based on the budget. If we cannot find this money, I would find it highly appropriate to re-allocate the funds for a second vehicle and purchase these helmets and shields immediately.
• Third or Fourth Resource Officer. Our threats to the schools have continued to increase and there is no reason to believe this will decrease. Currently ISD pays for approx. 75% of the police officers salary but these officers are able to perform several duties outside of the school activities. In the end, this becomes a positive for the community, students, and drives safety.
• Start rotating the Police Cars
• Basketball Court at Sunset Park
• Sidewalk down Boggy
• Walking Trail down/near Boggy
• Dog Park
• Golf Course Irrigation System
• Water Infrastructure Improvements.
• Waste Water Infrastructure Improvements.
• Road Improvements.
• Good Water Pressure with Growth
• Pickleball Courts
• Community Fine Arts Center
• Outdoor Amphitheater
• Funds allocated to Animal Control
• Pocket Park next to the Police Station. Artificial turf, corn holes games, maybe a small dog park.
• Connect our Greenspaces with trails.
• Sidewalks and Street Lights along Boggy.
• Speed limit signs and replacing missing street signs.
• Fire Safety Measures and Planning
• Walking Trails connecting Parks
• Dog Park
• Money Toward Economic Development
• Fixing the Splash Pad
• Skateboard Park revitalized.
• Code Compliance Initiatives
• Identity and Complete Outstanding Projects
• Hire a Parks and Rec Director
• Securing City Hall, make the work environment safer.
• New Chairs for the City Council Room, although it’s my understanding the money has already been allocated just not purchased.
• Volleyball Course
• Swing Sets
• Golf Course Improvements after irrigation install.
• General Hiring at City Hall, Better and full staffed.
• Increase funding to the library for expansion.
• City Hall Upgrades.
• Upgrades to the Bunker.
• Vet Services
• Increase Funding to KLVB
• Increase Funding to Chamber Of Commerce

 

[Paul Roberts]

Amphitheater

 

[Norma Owen]

Recognizing the ongoing need for funding infrastructure improvements, I support Councilor Saums’ comments. My priorities include:

1. Staff retention
2. Updating IT tools to reduce staff time while enhancing our ability to report on and share city progress and activities with residents.
3. Additionally, I propose establishing an ongoing grant program based on AI.
4. Also consider a volunteer assistant to expand our volunteer efforts, particularly with Keep Lago Vista Beautiful (KLVB) and Parks and Recreation Advisory Committee (PRAC) activities and projects.

 

[Paul Roberts]

A few more items that came up in discussion tonight:

Encode 10, and exit Open Gov - Norma
Pool software resources via ILA's - Shane
Cost to bringing Splash Pad up to compliance - Paul
Pet care for Animal Control - Shane
APA training - Paul

 

[Paul Roberts]

Colleagues,

Thank you to everyone who contributed your ideas and feedback following my original post. After compiling the full list of Council member responses, however far reaching some might be, and factoring in the spirit of what was discussed on April 17th, I’m sharing this updated consolidated version for our May 1st agenda discussion (Item 4).

This working draft is meant to organize all submitted ideas into major themes, highlight where we are seeing overlap, and identify emerging consensus areas for immediate focus.

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City of Lago Vista – FY 2025–2026 Budget Priorities (Working Draft for May 1, 2025)​

Infrastructure (Water, Wastewater, Roads)​

• Drinking Water Plant expansion
• Wastewater Plant expansion
• Road Improvements
• Managing good water pressure with growth
• Fire safety planning and measures
• Sidewalks and street lights along Boggy
• Speed limit signs and replacement of missing street signs
  

Police, Safety, and Security​

• 23 ballistic helmets and 8 additional ballistic shields
• Funding shortfall for second police vehicle
• Third or fourth School Resource Officer
• Begin police car rotation plan
• Secure City Hall / employee workplace safety upgrades
• General Bunker security upgrades
  

Parks, Trails, and Public Spaces​

• Resurfacing pickleball courts
• Basketball court at Sunset Park
• Volleyball court at Sunset Park
• New swing sets
• Fixing the Splash Pad (compliance work)
• Dog park expansion (including Pocket Park near Police Station)
• Walking trails and sidewalk expansions (especially near Boggy)
• Connecting greenspaces through trail systems
• Pocket Parks
• Skatepark revitalization
• Outdoor amphitheater
• Community Fine Arts Center
• Golf course improvements after irrigation system installation
  

Library and Civic Amenities​

• Increase funding for Library expansion
• City Hall upgrades (chairs, minor improvements)
  

Economic Development and Tourism​

• Initial funding for the Type B Economic Development Corporation
• Tourism Manager position
• Tourism Marketing Initiative:
  
  • New tourism-focused website
  • Branding and messaging campaign
  • Google ad campaign targeting past visitors
  • Expanded social media advertising
  • Streaming TV and print media ads
  • Consultant support for tracking and execution
    

Technology and Efficiency​

• Invest in AI tools (e.g., ChatGPT, open-source automation)
• Bulk pricing exploration through ILAs and DIR contracts
• Permit process automation and software improvements
• Exit OpenGov platform (encode city systems independently)
• Pool software and IT resources through interlocal agreements
  

Animal Control and Citizen Services​

• Vet care services for Animal Control
• APA training support for Animal Control
• Pet care integration into department budgets
  

Staff and Operational Improvements​

• Hire a Parks and Recreation Director
• General hiring improvements at City Hall
• Staff retention initiatives
• Volunteer expansion support (KLVB, PRAC projects)
• Increase funding to KLVB and the Chamber of Commerce
• Launch a grant-writing program assisted by AI tools
  

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Emerging Priorities Based on Overlaps:​

1. Water and Wastewater Plant Expansion
2. Police Equipment and Staffing
3. Pocket Parks, Pickleball Resurfacing, and Small Trail Expansions
4. Tourism Manager and Marketing Infrastructure
5. Staff Retention, Hiring, and Support Tools

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Outstanding Needs for May 1st Discussion:​

• Balancing infrastructure vs. quality-of-life investments
• Prioritizing small parks/trail expansions vs. larger facilities
• Scope and funding for tourism initiatives
• Project sequencing and timing (especially for OpenGov transition)
  

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I look forward to discussing this in more detail with everyone on May 1st.

Thanks again for the thoughtful input — I think it shows we are well-aligned in many areas and genuinely trying to plan responsibly for our future.

— Paul

 

[Norma Owen]

Thank you for compiling and organizing the list for our May 1st discussion. Nicely done.

 

[Kevin Sullivan]

Sorry for the late submission, but these comments reflect my input from our last council meeting:

- I'd like an early look at the CIP projects that will be on the one year and 5 year lists.

- I'd like an early list of the departments and the lower of their last year budget or the spending they did incur. Additionally, a list of those departments that feel they will not be able to do with 5% less of the lower of those two totals and their justification sheets to ask for more.

- I'd like to make sure Finance and Development Services is funded appropriately to make sure we can process the current backlog of applications and not get behind again.

- We need to be careful about inundating staff with wish list requests that they have to estimate and spend time on

 

[Paul Prince]

We are scheduled this week to discuss this topic. I also want to avoid piling on items for staff to investigate unless there is a pretty high chance of us acting on it. Mr Roberts AI summary is a good collection of the laundry list generated by Council, which should be a good reference for staff as they detail their plans for the year. There are a number of requests/suggestions that I believe simply fit under the general category and mandate for the CM to run the city efficiently and effectively.

I do however think there are some items that have come out in the discussion, or recently in public, that we should carry into the budget planning process to decide if they will be part of the plan for next year. My take:

1. CM/staff propose safety/security upgrades for City Hall and required $$
Look for offsetting spend reduction in general fund to cover this

2. Type 1 effluent included in WW Treatment plant expansion
...Smart investment now to support 30 year growth needs?

3. Stormwater runoff improvements
...“baby-steps” approach including simplified plan and target annual budget

4. Operational improvements needing one-time jump-start funding, staff to Identify
...Increase use of volunteers
....Finance tool(s) InCode10 and OpenGov and transition to using them
...Tools and training for effective use of AI
...Etc.

5. Parks plan
...Set budget… any use of Tree Mitigation funds beyond 5% reduction target?
...PRAC to recommend & CM/Parks-supervisor to define proposed projects within budget

6. Smart / creative use of HOT funds

Other comments FWIW...
Already planned major projects…
These are the big, committed activities on our plan, not wish-list

• Water treatment plant expansion per CIP
• Wastewater per CIP, including effluent distribution
• Streets per CIP

Run the city efficiently & effectively…
CM has the authority and mandate to do many of these things

• Use AI tools
• Fire safety and emergency planning
• Maintain streets & signs
• Publish multi-year view of CIP
• Staff Finance & development Services
• Etc.

Police & Safety…
Chief should set priorities for what fits within existing budget (-5% guideline)

• Identify grants for additional PD needs (add SROs, equipment, …)
• Use exception justification process to exceed target