Cool Andy Roddick Foundation Event – Vegas on the River

June 10, 2011

Join me and other ARF advisory board members john Arthur Martinez, and Fred & Diane Akers on the Vanishing Texas River Cruise on Lake Buchanan for Vegas on the River to benefit the Andy Roddick International Tennis Center in Granite Shoals on Friday, June 24, 5:30 p.m. to 8 pm.  See the  Roddick Casino Night Flyer for more details.  Contact me for tickets, frank@frankreilly.com


Mayor’s Update: My Re-Election Decision

March 9, 2011

In November, 2005, Granite Shoals voters elected self governance and the city charter by a 3:1 margin, and they did so with the highest turnout recorded in Granite Shoals cit elections.  In the almost five and a half years since that election, the city has made remarkable progress in so many way.  Much remains to be done, and the city’s fate is once again in the hands of the voters on May 14, when they decide whether to approve the bonds to build the first phase of the city’s sewer system.

 

Fortunately, when I first ran for Mayor in 2005, my opponent dropped out of the race and endorsed me.  This allowed me to focus not on my own election, but on getting the information to the voters so they could make an informed choice about the city’s future in that election to adopt the city charter.  Between now and May 14, 2010, I will similarly focus on getting correct information to the voters about the benefits and necessity of the city’s sewer system.  This decision by the voters is the most important vote since 2005, and perhaps is even more important to the city’s future.  This city council has spent the last 5 and a half years in meeting after meeting, workshops, fact finding tours, and independent study to prepare them for tonight’s historic vote, and it is critical that we share that information with the voters over the next 60 plus days.

 

That is why I announce today that I will not run in a fourth election to return as Mayor of Granite Shoals.  While it has been an honor and pleasure to provide leadership to Granite Shoals, it is now up to the voters to decide whether that vision continues for this city, or whether the city, as it has done far too often in the past, kicks the can down the road.  I have faith that the voters, if properly informed as they were in 2005, will make the right choice for Granite Shoals’ future. Granite Shoals is poised to make so much more progress if the voters approve the bonds, as not only is the water quality in Lake LBJ at stake, but also true economic development that will spread the city’s tax burden across the city to new businesses, new homes, and new sales tax revenues.  The future of Granite Shoals is in your hands now.

 

To publicly serve the city in which I grew up has been an awesome experience, and I look forward to remaining involved with the community as a private citizen.    Because the service has been so rewarding, I will also keep open the possibility of serving the public again in a different forum.

 

Since the date that Granite Shoals voters approved the home rule charter by a wide margin and I began to serve, the City of Granite Shoals has made great progress toward becoming a better community for all of us.

 

In this five and a half year period, the city has accomplished many things in a number of areas including the following:

 

City Governance

 

 

n     Hired two first class interim city managers John Gayle and John Hatchel, who both led us through some rocky times and who have placed the city on an excellent foundation for future growth;

 

n     Hired its first permanent city manager, Judy Miller, who brings decades of experience in city management and planning services to the city;

 

n     Performed an employee classification study, modified salaries accordingly, and adopted professionally drawn employment policies and job descriptions tailored to GS’s needs.

 

n     Established a Beautification Advisory Group to advise and assist the city in its beautification efforts.  We had over 40 years of neglect in this city, and this group is responsible for close to $100,000 in grant funds that have been used to clean up the city through our city-wide cleanups and other activities.  The city’s code enforcement office utilized the cleanup events as an incentive to violators to remove junk from their properties.  During the aftermath of the 2007 flood, the city was able to leverage FEMA debris funds to help clean up a number of locations within Granite Shoals.   Tons of debris have been removed from Granite Shoals over the past 5 years, and it shows.  We have a long ways to go, but the progress is undeniable.  The BAG, with the support of the Highland Lakes Master Gardeners, also landscaped the former city hall, which is now the police station, and is landscaping around the new city hall.

 

n     Solved the issues pertaining to the Sherwood Shores Trust Fund, and have obtained the court’s authority to wind up the trust at the end of 2011.  Since those issues have been resolved and answered, the city council now has easily 30 minutes more each meeting in which to discuss matters that really affect the city. The accounting and administrative overhead of the trust fund will be eliminated at the end of this year.

 

n     Created a program to allow waterfront residents to purchase, if they so desire, narrow strips of land between the platted lot lines and the 825’ contour normal pool elevation of Lake LBJ; proceeds from this program paid for the large flags and flag poles at Veterans’ Memorial Park, replaced four dilapidated boat ramps, stabilized the lake shore in several parks, purchased playground equipment, picnic tables, trash receptacles and BBQ grills in all of the city’s parks.

 

n     Purchased 131.6 acres of land to use in part for the city’s sewer system, if approved by the voters, large park areas, and renovated the granite building into a city hall that not only will serve the city for generations to come, but will also be a beacon for the city to show its new commitment to progress.  That purchase implemented several key pieces in the city’s comprehensive plans:  obtain green space and open areas for ball fields as current neighborhood parks are too small; implement a sewer system; replace the existing overcrowded city hall that was built over 30 years ago.  People forget that our staff was stuffed into that small space, and that the city frequently had mechanical issues that would soon require significant expenditures.

 

n     A new city hall was estimated to cost $1.2 million to replace what we had and to add space, and a new very basic, bare bones, community center would cost $300,000.  The city spent $1.2 million to upgrade the existing building to ADA and other code requirements, and the city more than quadrupled its space, providing also for an upgraded community center.

 

n     360 Global paid $12 million for the property.  Original purchase price was $6.9 million, price ultimately dropped to $3.9 million, which spurred interest in the property by investors, and the city negotiated a price of $3.175 million, and the city later acquired the minerals for $395,000.  A recent appraisal of the land and city hall building (excluding the large metal quarry buildings which have hundreds of thousands of dollars of value) placed the investment value at $5,750,000 million, giving the city so far a net increase in value of $1.2 million, not including the metal buildings  and driveway improvements.   If a sewer system is developed the land will likely double in value.

 

n     Resolved boundary and ETJ issues with the City of Horseshoe Bay.

 

n     Adopted a city seal and flag.

 

n     Implemented a strong ethics ordinance.

 

n     Resolved the legal issues that divided the city from property owners on Beaver Island and WEB Isle, smoothing the road to future ultimate unification of all sides.

 

Techonology

 

n     Replaced the city’s accounting system, which was utilizing QuickBooks, into a fully integrated accounting system designed for small to medium sized cities, which is providing city management and policy makers with much more relevant, better and more current information, and allows water utility customers to pay their bills online.

 

n     Began the process to put all city ordinances on line so they will be available to the public at all times.

 

n     Created a presence for the city on the Internet’s social media applications, Facebook and Twitter, being the first city in the county to do so.

 

n     Implemented a GIS system to start documenting and better locating our city assets, including water lines and streets.

 

n     Engaged in a test program, at no cost to taxpayers, to archive city council meetings online so that the public can follow the city’s business without having to attend in person.

 

n     Set up city email addresses for all council members, which not only provides a more professional city presence, but also keeps personal email separate from city email.

 

Utilities

 

n     Replaced miles of water lines with CDBG grants and city revenues.  We have many more lines to replace, and those along the areas slated to receive sewer service will be replaced as the city adds in the new lines.

 

n     Completed a state of the art $6.2 million water treatment plant that is expandable to serve the city for generations to come.

 

 

n     Received over $1 million in grant funds to upgrade water lines, add fire hydrants and to upgrade water treatment plant features.

 

n     Completed a grant-funded sewer study that is the basis for the city’s current phased proposal to provide city-wide sewer service, which is on the ballot in May, 2011.

 

n     Sought a rule change at the Texas Commission on Environmental Quality to allow, as is allowed for all other water bodies in the state, the return of clean, reclaimed water into the watershed, which would save the city $5 million from the cost of the city’s sewer system.

 

Transportation

 

n     Encouraged TexDOT to replace the traffic light and reconfigure the intersection at Phillips Ranch Road and 1431 to allow for better traffic flow and to add protected turn signals and crosswalks, as well as to add directional signage along 1431 for major intersections.

 

n     Established a Streets and Water Advisory Group to advise the city staff on coordination and planning for street and water line improvements.  When that group started, they determined that the city was responsible for about 77 miles of roads, one-half of which were paved. The city had been paving 1 to 3 miles of road per year.  By working with the county and planning the street paving, we have paved the equivalent of 38.7 miles of road in the last five years. We have paved a number of unpaved roads and are working to get all of our dirt roads paved while maintaining our existing paved roads.

 

n     Systematically replaced and placed numerous street name and traffic signs across the city. With funds budgeted this year, we plan to complete the entire city’s current needs.

 

n     Purchased a new heavy duty vibrating roller, a new mowing tractor with hole-digging implements for signage, and a new dump truck to improve efficiency.

 

Recreation and Economic Development

 

n     Recruited the Andy Roddick Foundation International Tennis Center, to be located at the city’s municipal complex, which will not only bring tennis facilities and programs to Granite Shoals youth and residents at no cost, but will also bring in large tournaments that will contribute millions of dollars to the city’s economy (provided, of course, if the city builds a sewer system that will allow the construction of hotel rooms, restaurants and other service industry infrastructure.  The Foundation plans a number of high profile fundraising events to follow last year’s circus event that entertained over 4,000 people and raised thousands of dollars for the tennis complex.  These events will have the dual effect of bringing more people into Granite Shoals for the fundraisers, as well as generating revenues to build the tennis center.

 

n     Applied for, thus far, about $600,000 worth of grant funds to start developing the park in the city center, with the opportunity to apply for another $750,000 this year.  The city’s equivalent match to these funds will be made by contributing the land and structures that we already own, and will not require an additional city match.  Granite Shoals native and Olympic star Leo Manzano has lent his expertise and name toward developing about 2.5 miles of walking, hiking, biking and running trails.

 

n     Twice, with the help of local businesses, the city has saved the private postal contract unit.

 

n     Implemented a hotel-motel tax, which replaced the tax collected by the county, the proceeds of which can be used to for certain tourism and economic development purposes within the city.

 

n     Negotiated development agreements with two major landholders adjacent to the city to protect the city’s interests should those properties ever develop.

 

n     Completed a professionally prepared comprehensive plan with enormous public input, and the city has began implementing that plan with a new subdivision ordinance, and is currently developing a new zoning ordinance, non-point source ordinance, and impact fee ordinance to prepare the city for the growth that is already at our doorstep.

 

n     Annexed areas long considered part of Granite Shoals, but which were not within the city limits, so that the city would be able to provide full services to those areas, including police, fire and code enforcement.

 

 

Emergency Management and Public Safety

 

n     Survived and rebuilt after a 500 year flood event in 2007, using local funds and FEMA matches to repair roads and drainage facilities, as well as provided water front residents with a means and place to remove flood debris.  Secured grant funds for the city’s debris cleanup match to FEMA, and purchased a brush shredder with grant funds to help manage debris.

 

n     Added two part time paid fire fighters.

 

n     Obtained hundreds of thousands of dollars in grants for the police and fire departments for equipment and gear, including a new brush truck, mobile incident command and dive station.

 

n     Replaced the roof at the police station and retrofitted the structure for better efficiency.

 

n     Provided for 24/7 non-emergency phone service, as well as changed the city’s dispatch to Marble Falls Police Department, which results in increased efficiency.

 

n     Adopted a city sex-offender registration ordinance, which prohibits all sex offenders from residing or locating within 1,000 feet of any place where children gather, which includes public parks, schools and churches.

 

n     Stopped the practice of city taxpayer subsidization of out of city fire calls by implementing an insurance charge back program and contracting with individual cities and subdivisions on a truer cost recovery basis.

 

n     Contracted with Christ-Yoder Animal Shelter/Adoption Center to handle stray dogs and cats and enacted a new animal registration ordinance.

 

It is a pleasure to serve as your mayor, and as always, I welcome your input, comments and concerns.  Feel free to email me at mayor@graniteshoals.org.

 

If you wish to be removed from these mailings, just let me know, and if you know of others who want to be added to the distribution, please email me.

 


Mayor’s Update – February 4, 2011

February 4, 2011

Mayor’s Update – February 4, 2011

Subscribe to the newsletter by email by sending a note to mayor@graniteshoals.org.


A Sewer System for Granite Shoals

October 21, 2010

Below is a newsletter that I’m sending to Granite Shoals’ water customers to explain the need and proposal for a sewer system for the City of Granite Shoals.

The City of Granite Shoals (GS) proposes to construct a sanitary sewage collection system, wastewater treatment plant, and a disposal system (collectively, City Sewer Service) in three major phases.

The first phase will be funded by a combination of grants and low interest loans totaling about $17 million.  The first phase will serve about 500 houses and commercial areas along RM 1431.  If the permitting and construction process goes as planned, Phase 1 will start providing service in 2014.  Two planned future phases will complete service to the entire city.

Extension of a sanitary sewer system will benefit the city’s environment, public health, and economic development, and will provide long term benefits to our citizens.

Why does GS need City Sewer Service?  Why now, and not later?

GS was developed in 1962 by those who sold lots cheaply and quickly, and the developers decided to skip construction of a sewer system.  Instead, thousands of septic tanks have been installed.  The City’s engineers believe that GS is the largest non-Colonia city in Texas without sewer service.  The lack of City Sewer Service has resulted in water quality degradation, a practically non-existent retail service industry, and placed most of the city’s tax burden on waterfront residents.

The provision of City Sewer Service will have the following positive effects for Granite Shoals:

  • Improved Environmental & Health Benefits

Proper wastewater treatment and disposal is as important for protecting community health as drinking water treatment, garbage collection, and immunization programs.  Untreated or improperly treated wastewater can spread disease and contaminate drinking water sources, including Lake LBJ and our groundwater.

The EPA has found that 30 percent of septic systems are not properly operating, and many more in GS are over 30 years old, and are more likely to malfunction.  Even in a perfect environment, improperly operating septic systems are a danger to water quality.  However, in GS this effect is significantly increased by our local geology.

As you likely know, our geology is sieve-like granite gravel on top of solid granite bedrock, with a shallow aquifer underlying some of the deeper granite gravel areas.  The average depth to the bedrock is 8 feet.  The septic fields frequently drain onto the granite, and the effluent naturally drains to the lowest point, which is Lake LBJ.

Not only is the water quality impacted by potential bacteria and virus contamination, but septic systems do not treat to reduce nutrients such as nitrogen and phosphorus.  Increased nutrients cause algae blooms, which can be dangerous to fish due to oxygen demands, and they also create a strong, objectionable smell and taste of water.  We have seen steadily increasing algae blooms in Lake LBJ over the past decades.  Increased nitrates are a human health concern.

Some city residents are on water wells, which are often located precariously near septic systems.  Significant public health issues arise when untreated sewage reaches water used by or consumed by humans.  City Sewer Service will collect the wastewater and centrally treat it to a high standard, and will result in improved and safer water quality in Lake LBJ, its tributaries, and groundwater in the city.

  • An Increased Sales & Property Tax Base Will More Equally Distribute Tax Burdens

GS collects about $65,000 per year in sales tax revenues, compared to $7 million for Marble Falls.  The reason for GS’ slow commercial activity is the cost of building a septic system for a commercial business.  City Sewer Service will bring new commerce to GS, providing more convenience for citizens who will no longer need to travel to Marble Falls or Kingsland to shop or for medical and food needs.  The service will also increase sales tax revenues to decease the city’s reliance upon property taxes.  The new Andy Roddick Foundation Tennis Center will bring a demand for new hotel units.  The new commerce will also increase the city’s property tax base, especially in the commercially zoned areas.  The increased commerce will also allow non-residents to contribute to city revenues.

  • Lower Construction Costs

A residential septic system can cost $10,000-15,000 or more, and aerobic systems can cost much more.  Costs for commercial operations are far higher.  Septic systems also require maintenance themselves, including adding agents to encourage bacterial action and periodic pumping.  Most septic systems have a 20-year useful life, and should be pumped every two years.  A monthly amortization over a septic system’s useful life is at least $50 a month, including maintenance.  Also, most new home construction projects now require two lots, so that the septic system can be placed on a separate lot.  Lower construction costs will encourage more homebuilding and commercial activity into the city, generating additional sales and property tax revenues, and spreading out the tax burden to more individuals.

  • A Better Image for GS and New Economic Development

Cities without sewer systems typically encourage and exhibit sub-standard development.  Providing City Sewer Service will send a message to builders, families looking for a place to live, and commercial interests that GS is a viable and   sustainable community.  Today, that message is missing. Economic development experts agree that quality infrastructure is a key element for attracting development.  “There can be no economic development without community development,” states Megan Henderson, an official at the Heart of Texas Council of Governments.

I have had several commercial developers of projects ranging from assisted living facilities, commercial development and housing tell me that they are interested in doing projects in GS, but only after City Sewer Service is online.  The school district has adequate land at Highland Lakes Elementary School for a middle school, but will not build one until a sewer system is in place.  This supports the statement from Baylor University economics professor Tom Kelly, who says that “investors look to see if you have viable public services.”

  • Control Over Sewer Services

If GS does not provide City Sewer Service, developers may build their own system, and GS will lose control of providing wastewater services.  Revenues that could be used to benefit of city residents will be siphoned off to non-city uses.  For example, Aqua Texas, a subsidiary of a large international company, owns the small plant that serves Beaver Island and Web Isle and charges its customers over $100 per month for sewer services, though the true cost to service these customers is undoubtedly far lower (compare this with the city’s proposed $35 a month rate).  The profits go overseas.  Cities do not make “profits” but instead utilize revenues from such systems to serve their own population.

Also, third parties, such as the EPA or LCRA may someday seek to protect the water quality of Lake LBJ by forcing GS to provide sewer services under terms that will most definitely not be as favorable as they are with this planned project.  As discussed earlier, excessive nutrients are a risk to human health and the environment.  The EPA’s latest focus on water quality is on nutrients, whether they are in ground water or surface water.  See “Nutrients in the Nation’s Streams and Groundwater 2000-2006.” US EPA (2010).  Septic tanks are one of the key sources of nutrients that reach ground and surface water, and increased regulatory attention to septic tanks in the near future is very probable.

  • The City Has Negotiated Significant Benefits for the WWTP that Will Not Be Available if GS Puts Off the City Sewer Service

The City negotiated with area ranch owners, who desire to build or sell a major development project, to donate 15 acres to the City on which to construct its treatment plant, and 25 acres on which to irrigate with the effluent.   Further, the City has also negotiated with those owners the right to utilize a proposed golf course irrigation land for the sewer effluent, which will give the City enormous growth potential for decades to come.  If the City does not commence the process to provide City Sewer Service at this time, the landowners can cancel the gift, and the city will lose those benefits.

Assuming current land values at a conservative $12,500 an acre, that’s a donation of about $500,000 for the land that the city stands to lose if this project is delayed.  The city would also lose untold thousands more in lost easement rights, plus hundreds of thousands more if the city does not have the ability to irrigate the proposed golf course.

  • Very low interest rate funding is available to the City at this time.

The low-interest loan for this project will be guaranteed by the State of Texas.  The certainty of availability of these funds from the State at historically low levels is something that cannot be insured in the future should the project be postponed.  The interest rate that the State will charge the City is roughly 3.3 percent.  Delaying the project will likely cost GS residents in added interest costs.

What will the system cost the city and homeowners, and how will it affect my tax bill?

The city will pay for the system with long term bonds, which will primarily be repaid by City Sewer System revenues, backed by property taxes.   The city will not seek special assessments or similar payments from homeowners.

Phase 1 will be funded with 3.3 percent low interest loans guaranteed by the Texas Water Development Board.  The first issue will be about $2.75 million in January, 2011, with a second issue of $12 million in August, 2011.  The first phase will also utilize a grant of about $250,000, with a final loan of about $2.1 million to pay for household hook ups and untapped stub extensions into and towards Phases 2 and 3, for a total of about $16.85 million. The bonds will range up to 30 years in their payback to allow future generations, who will also benefit from this project, to help pay for it.

Prior discussions by the city had said that the city was hopeful that no real increase in property taxes would be necessary for the new debt.  The city planned to ease into the payments by slowly reducing transfers to city operations from the city’s water fund over the next four years, and also use growth to pay for the new debt payments.  The city will continue with those plans, but a new change just required by the U.S. EPA will require the city to draw down the entirety of the debt within a year, rather than over several years as previously would have been allowed.  This change will require a small tax increase starting two years from now for which we had not previously planned.

The city plans no tax increase until 2012, at which time a modest increase of about 3.8 cents per $100 may be required to fund the first phase.  This increase is based upon very conservative growth assumptions.  The city is hopeful, but cannot guarantee, that the bulk, if not all, of future phases and expansions can be paid for with out further increasing taxes by utilizing growth in tax and sewer revenues that the project will bring to the city, as well as developers’ payment of impact fees.

The great news for our seasoned citizens, is that if you are 65 or more in age by 2012, you will not see any tax increase on your homestead for the sewer system.  The law freezes your homestead property taxes when you reach 65.

Finally, our engineers have estimated that the monthly operating charges for the system will be $35 a month, payable only after you connect to the system.  The city will be funding the average cost of hooking your home into the system, so most homeowners will pay nothing to tie into the system. Some residences may require minor contributions to pay for unusual electrical or plumbing modifications.

What about grants & why does the city propose to issue bonds that will take 30 years to pay?

The city has looked long and far for grants.  Major grant funding for GS is not available.  Some small grants are available to GS to install collection lines and hook-ups for underprivileged areas of the City.  Only a small portion of the first phase will be eligible for grants, but the City will remain vigilant in searching for all grant opportunities in the future.  The underprivileged area is located near the new proposed plant, which makes providing Phase 1 service to that area more financially prudent.

Why can’t the City cover the entire city in one project rather than phasing-in the system?

Providing sewer services to an already built-out community of the size of GS is already a monumental task.  The cost of sewering the entire city at once would be cost prohibitive, and would require increasing property taxes by significant amounts.  The cost of building out the entire system is estimated to be about $40 million, and to fund that debt, the city would have to increase its property tax rate to a level higher than that charged by MFISD, which charges $1.29 per $100 of valuation (GS’ current tax rate is $0.448).  GS proposes to build the system in phases to minimize the initial costs of the system, while allowing growth to help pay for later phases as sewer and tax revenues increase with new activity in the City brought about by the new system.

Note that for Phase 1 and Phase 2, that the pipes the city installs will be phased as if the system were fully constructed.  While this may result in some initial over-sizing, it will prevent the city from having to come back and put in additional or larger lines at a far greater cost.  The plant will be modular, allowing the city to easily increase capacity as growth requires.

Which areas will be served by the first phase?

The City’s early planning proposal for Phase 1 includes all of the property in the city limits along RM 1431, with the intended effect of bringing in more retail and service facilities for the city, increasing property tax assessments on 1431, and increasing the sales tax to more equally distribute the tax burden across the city.  Phase 1 is also planned to include some areas in the Churchill, Kingswood, Elm Creek, Prairie Creek areas (where grant funding is possible), and to waterfront areas along E. Briar and E. Castle Shoals, and Clear Cove.  In all, about 500 homes will be served in Phase 1.  A newly announced proposal will provide some untapped lines to extend into Phase 2 and toward Phase 3 to make serving those later extensions more likely and feasible.  Once the untapped lines are installed, people may tap into these lines at their own expense, or they can wait until the future phases when the city will pay for those connections.

When can we expect future phases to be built?

The City proposes to build the entire system in three phases.  As property values and sales taxes increase, and expand the City’s capacity to incur additional long term debt, the City will continue adding new service areas.  The City’s expectation is that Phase 2, which will cover most of the remainder of the City east of Phillips Ranch Road, will commence in late 2014, and Phase 3, will commence by 2018, and will cover the remaining portions of the city south of RM 1431, primarily West of Phillips Ranch Road, but also east of Elm Creek.  Private developers can pay to add areas in the city to the existing system, which would make building those phases faster.

How can the city guarantee that future phases will be built?

By law, the current city council cannot bind future city councils to start future projects.  However, as explained earlier, building the entire system in one project would not only be cost prohibitive, it would also be financially irresponsible because doing so takes away the city’s ability to use growth to help pay for future phases while keeping the financial commitment by property owners to a minimum.  One certain way to ensure that future phases not be built is for the city to not build Phase 1.  Without the first phase, there will be no growth and no new revenues to help build the next phases.  Because City Sewer Service is essential to the city’s viability, citizens who are not being served in the first phase will no doubt keep the pressure on future city councils to ensure that the system is completed.

By the way, as to phasing, the plan is open so that new development projects – which will pay for the cost to tie into the system – can come online if the economics make sense to developers, even if they are not located in the first phase.  This, along with sending a message that the city is serious about future phases, is why we are proposing to extend some untapped lines outside of Phase 1 into Phase 2 and close to Phase III.  The city council will also pass a resolution, concurrent with the bond authorization, which sets forth the city’s intended phasing and timeline set forth above.

Proposed Phasing of Granite Shoals Sewer System



Proposed Phases for GS Sewer System

Proposed Phases for GS Sewer System

 


A New Vision for Granite Shoals

March 5, 2010

Update:  Here’s a link to a (hopefully) more easily readable PDF version of the document at my issuu.com account: http://issuu.com/FrankReilly/docs/gsvision

[You can follow the City of Granite Shoals on Facebook at www.facebook.com/GraniteShoals or on Twitter at www.twitter.com/GraniteShoalsTx]

Mayor Frank Reilly wrote about the City of Granite Shoals’ new vision as set forth in its 2010 Comprehensive Plan in the March 4, 2010 edition of the River Cities Tribune.   You might need to use the zoom feature in your browser to be able to read it.

Vision for Granite Shoals

A New Vision for Granite Shoals


Follow

Get every new post delivered to your Inbox.

Join 446 other followers