City Council Work Session | August 25, 2026 (Full Meeting)

Good morning. I'll get us started. Welcome to your city council work session. I'll call a meeting to order and turn it over to Jay Choa. >> Good morning, Mayor and Council, and everyone in the audience. Welcome to our work session today. Uh, under upcoming and recent events, I'd like to let everybody know that we will not be having a CCPD board meeting after this meeting since the uh board adopted its budget on Friday. And under organizational updates, uh, I'd like to, um, confirm that James Horton, I will be appointing James Horton as the new interim fire chief. And, uh, on the council's work session or, um, agenda later today, a resolution to confirm his appointment as fire chief, uh, will be there for your, um, consideration. Next, I'm going to call on Kristen Smith to introduce uh a couple of new assistant directors in her department. >> Morning, Mayor and Council. Again, Kristen Smith, director of HR. Very excited to announce uh two of our AD vacancies are currently filled. So, um, one face is very familiar to you, uh, Christy Lemon, who has been with the city over 20 years and has lived many lives and, uh, had many roles, most recently as the assistant director of finance. Uh, she joins our HR team effective yesterday as our AD of shared services. So, um, HRIS, um, talent, organizational development, uh, and many special projects are going to be coming Christiey's way. anything to add? All right. And then also Sandra Medley uh is our assistant director of uh employee relations and business partnerships. This is a new portfolio on our team making sure that we are directly connected to our highest risk areas um including employee relations, labor relations, compliance, regulatory leave. Uh Sandra uh has extensive experience in HR. She's also a veteran uh and will be helping us with compliance programs in that area. So, super super excited for both of you. >> All right, >> congratulations. >> Okay, moving on to informal reports. First report we have is development activity report uh for October, the quarter of October. Uh DJ Herel, actually he's not here today. Jellen Oh, he is here. He changed it up on me. >> DJ Herrell from Development Service is here to answer any questions. >> Okay. Next report is proposed contractor accountability process. Again, DJ's here to answer any questions. >> Councilor Rebeck, >> I have a couple of questions. DJ, >> while you're um making your way to the podium, thank you so much for for putting this program together um in response to some bad actors we had. Uh so thank you for the work that you've done. I think it's pretty well fleshed out. I have one question. So we um the the process we have now is that if they have or we will have as a result of this if a contractor has three violations in a 12-month period. And so the only thing I'm concerned about or a question I have is is that 12-month period long enough? Like realistically speaking, right, houses or building projects take a long time. So should that be 24 months, right? Like how realistically how often are people committing that? >> Um, good morning, Mayor and Council. DJ Herrell, Development Services. Uh, thank you for that question. I I think we looked at 12 months because we thought, you know, as as a contractor being not not being able to do construction in the city of Fort Worth for a 12-month cycle is a pretty big deal to them. >> Oh, no. I'm okay with that. I'm okay with the punishment period. I'm talking about the look back period that we have. So, right now, it says that they commit three violations in a 12-month period. And so, it does is that long enough to capture our habitual violators, I guess. So my question is if I pull a permit for project one and I'm a habitual violator on that, you know, that one, say I have one or two and then my next project because construction takes a while is 13 months and then I I do the same thing. We've we've timelmited ourselves out of what we know is a habitual violator. They just don't pull permits as maybe as regularly as other people. >> Yes, ma'am. We can certainly look at 24 months. Um, in general, our development community in city of the city of Fort Worth is pretty familiar. >> Okay. >> Um, generally the folks that do work without a permit or cover up work without getting inspections are folks that are kind of fly by night >> generally don't see them as frequent flyers. >> Okay. Um, however, we can certainly look at the 24 months if that's a >> if if you could just maybe go back and look at if we would have repeat offenders and what that looks like, right? Is it a single job that they tend to be repeat offenders on? So, you get the three there. Not that I'm trying to get people, but I'm really worried about folks, you know, doing some jackery on one um project and then coming in a little later and doing it again. And so I just want to make sure we're capturing those bad folks. That's all. The >> person nudging me is Rachel. >> Okay. >> Her name is Rachel Parish and she's the interim building official. >> Hi. Good morning, Mayor and Council. Um I want to add some context on there. A lot of the violators that we see have to do with single home uh single family renovations and they'll hit multiple homes along several areas at the same time. And so the most >> prevalent violators are a lot of times these flippers, >> okay, >> that are happening. And we I think most of them would be caught in the 12 month, but again, we can look at the 20. >> Okay. No, that's fine. I just want to that was my only concern in all of this is that that period was long enough that we really catch the people. But if you think that it's sufficient, that's fine. >> All right. Thank you. >> Yeah, stay up there, guys. Uh, thank Council Member Beck. I think you brought this up, so thanks for asking for this IR. One thing I think it might be helpful feeding on what she asked is how pervasive is this problem already that we know about some report back to us about maybe some of these single family actors. Y'all can think about what that looks like, but that might help help us or public know how pervasive that is. Uh, if maybe they're buying homes from these people, etc., want to know that those aren't the questions you normally ask when you're buying home. Did they get all their permits, etc. That might help us with that. >> And and certainly there is a lot of to be honest, there's a lot of construction that happens without a permit that we never even know about. Um, you know, we generally, the way we generally find out about it is they've constructed it in such a manner that is in violation of the code or it's too close to somebody's somebody else's house or too close to the street or something that brings the ne neighbors attention and they reach out to us and they report the violation either through us or through code enforcement. Um, but you know, generally generally speaking, there's a good deal of construction that happens without a permit. And unfortunately, we can only hold the people accountable when we know about it. >> That's I think all we're asking, but just more that transparency piece to so we know. Leading into that, at what point are we notified that maybe a process is moving forward? Like do you have a process in here that council's notified that there's properties within the district that you're looking at? >> We we don't currently, but we would create a list. >> I would think about h adding something so we're aware as we hear things maybe from neighbors, etc. that houses. Just think about that piece of it too. And then the kind of final question, it says appeals are heard by the construction and fire prevention board of appeals. Who makes up that committee and how are they appointed to it? >> Never heard of it, so that's why I'm >> Oh, no, that's fine. Um, so I'm going to touch a little bit on the prevalency of this. I'm going to go back a couple questions. Um, so on average, we have 850 complaints, give or take, a year, um, for work without permits. Um about 70% of those come through the system. So they are directly from citizens. Um we can get you more numbers on single family specifically. Um and then the board of appeals is made up of specialized industry professionals. So we have people who are uh licensed electricians, mechanical, plumbing, structural, all of that. So that we have a ride a wide variety of people that are addressing any of the appeals that come in. So if we have specialized ones, for example, we have a plumbing contractor that's doing work without permits. We have people with specialized knowledge of everything that is entailed in these plumbing processes. >> So it sounds like subject matter experts. >> Exactly. >> Who and who appoints those? How do they get onto that board? >> They're generally appointed by uh by myself, the director of development services. Um but through a process you know with legal and city secretary's office >> vetted and everything as part of that process. >> Sorry just just a moment of clarification. They're actually appointed by this body. >> Thank you. >> I believe folks apply and they come to the council for approval. >> I have a question for DJ also. >> Sorry DJ. >> Glad you were here DJ. Yes, >> great job uh putting this process together. Um but I al I and you know me and you have had discussions. I think we also really need to look at zoning um accountability process because there's a lot of folks that are approved for cups or site plans, they never follow through or they drag their feet and so I'd like to see that um also being worked on. >> Absolutely. >> Any other questions for DJ? Thanks DJ. Okay, the next report is a proposed council initiated zoning changes and update on the Panther Island formbbased code. >> Councelor Flores. >> Uh, thank you very much. Uh, I don't really have questions, but I would like uh staff to come up and kind of give us an overview of it because I think this is a very important step. Recently we reinvisioned the current vision then of the Panther Island project and uh subsequently now we're doing something more substantive right we're doing a a deeper dive into it when we're uh looking at the foreignbased code and uh doing a comprehensive uh you know look at it doing council initiated resoning in order to have you know some intentional and orderly development coming there. So if you could uh speak to that I'd appreciate it. >> All right. Good morning uh mayor council city manager Francisco Vega with development services. Um yeah absolutely um as council member floor mentioned in 2024 the city and key regional part uh partners completed the paner island vision 2.0 0 which essentially is an update to the 2004 uh Trinity River vision. And in this document there is an analysis of the current conditions of the district and there are several recommendations about how to prepare for the future development of the district. One of those recommendations is updating the formbbased code and that's the step where we are currently right now. Um some of the key revisions to the districts are uh reducing the number of subd districts. Panther island is is not just one district but is nine subd districts and we're reducing that from nine to just two subd districts but now we are calling the paner island core and the panther island age. The idea with this is to reorganize the vision for the district in the general over uh way. And so the Panro Island core area will have a specific design regulations because they the idea and the intention is to have a higher and denser uh development there. And the more you get closer to the river, the intention is to have a more open space type of development with for example some restaurants or commercial activity. So the river uh boundary gets more um uh activated. And also with this update, the the new way to see in the district will have it will act as a as a transition for example from the core area which again will have uh several development with this less dense and then connect with the downtown district on the on the south in the larger scale. The idea is that we connect near southside with downtown district with punter island and then with stockyards. Um some of the other revisions that uh we are proposing is uh the reszoning of these properties. The idea is that again we move from nine subd districts to just two and uh the current code it includes a nonpermitted use table which is not something that we see traditionally in formbbased codes. So that's one of those things that adds complexity for development because it opens the door for uh interpretation. For example, essentially the table says that whatever is not included on the table is allowed. So uh that will sound a little bit contradictory for development the developers because there is actually a current uh table on the general signing ordinance. And with this update, we are removing that table and adding a permitted use table that we just list all the uses that are going to be allowed on the core area and on the age. This will make development and uh in general the interpretation of the code easier. We are also adopting a regulating plan and this plan identifies different streets that we call type A and type B and also water frontage. So essentially depending on where development is going to be located, they will have new design regulations for that type of development. And that's that's in general like the key overview of this review and why the resigning is needed. Is your mic on Carlos? I >> direct you to exhibit B that's in our packet here that'll cover the core edge boundary waterway and uh street areas in Panther Island that are going to be uh included in this u you know update. >> Thank you. >> Thanks Francisco. >> Thank you. >> The next report is the FY26 recommended interest income allocation. Brady Kirk from the Fort Worth Lab and Kate Perry from financial management are here to answer any questions >> questions or next is the midyear update for residential solid waste collection. Jim Keasel from environmental services is here to answer any questions. >> Any questions for Jim? >> Going. >> All right. Next up, proposed updates to the Fort Worth City Code, chapter 12.5, Environmental Protection and Compliance, and Cody, Dr. Cody Woodenberg is here to answer any questions. >> Yeah, Council McCra, >> backing up for just a second on the waste collection. I think that column is really great, but I know that Jim and his team has made great strides. I don't have any questions, Cody, anybody. But I think a column there too that says total collections for the entire city might help people also understand that only missing 2,000 over the numbers that they collect is a pretty good number. There's obviously a percentage there, >> a million or whatever. >> Yeah. So, I think that might tell our story that they've done a great job of of closing that gap from what we had a year or two years ago that started all this. >> Good idea. Okay, the last uh informal report updates to the community center facility master plan and aquatics master plan. Dave Lewis from parks is here to answer any questions. >> If we could just get a >> No problem. >> Dave, come up. >> Good morning, Mayor and Council. Dave Lewis, director of the park and recreation department. Um, so we started these two studies about a year ago. We issued an RFP and Dunaway was awarded the project. And because they're very similar studies with a little different outcomes, slightly different process, we wanted to have one company kind of lead us through both efforts. Uh, starting with the community center uh, master plan. The intention was to do a full facility study of all the facilities have right now which includes their mechanical engineering plumbing systems, the size and shape of the building and then really the current usership. How well are the facilities being used? With the ultimate intention to help us create a roadmap when we would build the new facility in the gaps that have been identified in service, the parts of town who currently aren't served by community center, as well as identify current community centers that need to be renovated or some other process done with them. And then ultimately decide the priority between those two. When should we build a new one versus when should we renovate? Um current ones, as you probably recall, the newest one is Betsy Price Community Center. Highly successful. before that was Diamond Hill. Two examples, one of them is identifying a gap, building a new center. The other one is identifying, excuse me, a current facility that needed to be replaced. So, really creating road maps. So, we're very strategic and data driven with how we prioritize building new ones versus um renovating existing ones. We did study all what we would consider 25 of our community centers, including Hos Athletic Center, Rise Community Center, and Corporal Don Graves Community Center as well. So those are all included in the study and when it's completed we certainly will share those results and and create that roadmap and would be the next bond project or other funding sources pop up that we would know what the next step is to do it. Similarly on the aquatic master plan, we wanted to do a facility study, excuse me, um on not only our own pools but alternative providers. I should also say that we mapped alternative providers in the community center study as well where the other YMCA's where the other Boys and Girls Clubs where the libraries who also offer similar services because it's important that we identify all those community facilities. But on the aquatic side, making sure we're mapping all the alternative providers. We had a question come up this weekend about pools and it was important to identify not only do we have two pools, we have we have a third in design, a fourth at North Zeos that'll be going in, we have contracts with the YMCA to allow struggling this morning um to allow public access without having a membership at the same rates. And so it's really where do we find those partnerships and then where do we need to fill in the gaps in service with all kinds of aquatic facilities that we've really not considered in the past? Where do we need an indoor natatorium? Where do we need the seasonal outdoor pools? Where do we need splash pads? And do we actually need like a more regional water park type facility as well? So again, once those findings are are completed, we'll certainly share those as well. >> Oh, sorry. I just in this study, did it also um focus on areas that we have gaps? And the area that I'm most concerned about is the West 7th uh downtown area that doesn't really have a community center. and we see the population density rapidly increasing. So is it looking at at where our community center deserts are maybe? >> Yeah, absolutely. That's a huge part of it is really identifying. We know we have very large gaps in service for those and that's where alternative providers really come into play because there is a YMCA there and the talk of a downtown library. It's up to us to get with the community to figure out not just you need a community center, but what services do you need that we can provide through alternative providers or our own city own facility as well? And is there I I saw in the IR that you're expecting to get this to us by fall of of this year. So it's right around thank god right around the cool much cooler corner. So um is it too late to have community input or engagement in this? Are we too far down the road or >> uh we we have had some community engagement and really this is more of a data driven where are the gaps geographically in the service radiuses that be identified. Really where we really engage the community is when we've identified either a renovation or a new facility to figure out what they need in their center in their area. >> Gotcha. Thank you. >> Yeah. Just a pre maybe a preview for the parks board tomorrow, but do you have a timeline or a thought? I haven't gotten an update on the Zebo's RD Evans aquatic facility. >> Uh we don't yet. I think you have a either getting a presentation today on the bond program. And so that's one of the ones that we're going to we're kind of frontloading in the bond. So, it should be one of the first projects we launch. Thank you. >> Just one comment to tax uh your strain voice already, Dave. Um just a couple mic's on. >> Sorry, the mic is on. Um >> maybe it's your stream. >> Yeah. Could could you just give us a sentence or two about Greenprint? I think that's very instructive uh to the public to know that we are receiving their input and incorporating it into what we're doing. >> Yeah. uh when we completed our green master plan last year, it did talk about needing to do these studies to really be more data driven on that and to connect with the community to understand the facility level and as we work through some of the studies, it also helps our trust for public land score and some of the things that they look for from a community access perspective as well. >> All right, thank you. is the end of our IRS. Are there any future agenda? Excuse not future agenda. We're not there yet. Any changes to upcoming MNC's, memberships, boards, and commissions that you need to make the body aware of? Okay, then we're going to move into our first presentations. We've got several representatives from DFW International Airport. We appreciate you being here this morning. Um I see one of our board members, Joel Burns, here and I know that Vernon Evans sent me or actually called me this morning to tell me he could not be here in person. Um, Brian, thank you very much for taking the time. I'm not sure I can't remember if you presented to this body yet in your capacity. >> I did back in April when we >> It all runs together. Okay, very good. >> I'll do a quick reintroduction. >> Thank you. >> But appreciate it, Mayor Parker. Members of city council. Uh, as she mentioned, I brought several of my colleagues with me here from the DFW International Airport. Um, my name is Brian Butler. I'm the chief financial officer uh at DFW. Been here all of six months. Uh, excited to be here at the airport. Um we have three discreet uh presentations that we want to present to you today. We're going to start off with our fiscal year 27 budget. Afterwards, we're going to go into our public facilities improvement corporation. Going to give you a little bit of background, kind of talk about a few projects that we would like your approval for. Then we're going to end up with a final presentation on DFW codes, rules, and regulations. So much like the city of Fort Worth, our fiscal year runs from October 1st to September 30th. Uh we've been diligently preparing this budget uh since the beginning of April. Um just so you're aware, we've presented this to our airline partners, including American Airlines in late July. We have presented this uh budget presentation to our own board, which approved it in early August. Uh we were down at Dallas City Hall yesterday where we answered questions on this budget. And this is kind of the final stop for us uh here in Fort Worth. So what's what that really says is this should be my best budget presentation because I've had a lot of practice giving it. Um, so moving on, this is really a high-level overview slide and I'm not going to read every single bullet point because we cover these on all the subsequent slides, but if there was something I wanted you to know, you could just reference back to this page and you would kind of see, you know, how we're doing as far as what we're forecasting for passengers, revenues, expenditures, uh, you know, what are we going to uh, forecast for our cost per employment. Now, a budget in nature only covers 12 months. As you can imagine, with uh all the capital programs that we have going on with terminal F, with the renovation of Terminal C, all the roadway improvements on International Parkways, you know, our airline partners and as well as kind of the investor community, they want to know what does your budget look past fiscal year 2027. And I know I explained this to our airport board, but we come up with a financial plan, airport finance in conjunction with Treasury, when we go to the capital markets and we borrow these billions and billions of dollars, we come up with a plan and we say, "This is what we think our passengers are going to be in the future. Here's what we think our revenues are going to be in the future. Here are our cost structures, whether it's operating and maintenance, whether it's uh debt service, principal and interest payments." And so we kind of project that out. And while we use it primarily for rating agencies and investors, uh the key stakeholder that I want to get that in front of is the airlines. They're the ones that are ultimately paying the cost to uh operate at the airport. And so I just want to make you aware that as we're going through this, you're going to see a lot of growth. You're going to see growth in passengers. You're going to see growth in revenues. You're also going to see a growth in expenditures. This was always planned and this budget uh fulfills kind of our commitment to the airlines to uh better our financial plan. You know, our revenues are higher than what we projected. Our expenses are coming in lower. So, moving on into the actual budget presentation. Uh we want to talk about our passenger forecast. You can kind of see that it's been pretty stagnant the past couple years. We haven't really been able to grow. There's lots of reasons for that, whether it's aircraft delivery, number of pilots out there in the industry, but primarily we've noticed uh specifically with American Airlines, they've been gate constrained at DFW. Um this is the first year in fiscal year 27 that we're actually giving them additional capacity. We're going to be opening up some gates uh in the fall of uh later this year on the peers of Terminal A, but then in the summer of 2027, we're really excited for the first phase of Terminal F to open. Now, that's going to give American anywhere from 10 to 12 additional gates. And this is true gate capacity that they're going to be growing and they're going to be able to increase uh the number of flights coming in and out of DFW. And so, we are going to see an all-time record number of passengers at the airport. Right now, we're forecasting that at 87.7 million passengers. This is a 2.6% increase um from what we plan to fly this year at the airport. Moving on, as you can imagine, as we have more passengers coming to the airport that the non-eronautical revenues associated with passengers uh flowing through would increase. You can see in our fiscal year 25 audit, uh it was just north of 600 million. We're forecasting 630 million this year and then with this uh upcoming budget year, we think it's going to be closer to 647 million. Now, the detail can be seen on the following slide. Everything that makes this up is, you know, our parking, our ground transportation, all the food and beverage, all the retail locations at the airport. You'll see that our rental cars are doing extremely well. We have a lot of people coming to DFW wanting to rent cars, get around the Metroplex. Um, you'll hear later from my colleague, uh, Kevin Hos. He oversees our commercial development. You can see all of the industrial warehouses around the airport. That continues to do very well. And then we actually have a lot of cash. We are borrowing a lot of money for funding terminal F and CTA, but we have significant cash balances and with the elevated interest rates, uh, we're putting that to work in very safe, secure investments, but we are projecting an $ 8.3 million increase in interest income. So, uh, one of the goals with kind of our non-eronautical revenues is we actually share it back with the airlines. And this uh coming year is the first year that we're actually seeing it decrease a little bit. Now, we just saw that the revenues are increasing, but we're also increasing the expenses associated with that. So, after we've paid all the expenses, we say, "What's left over? How much do we give back to our airline partners? How much is the airport able to keep?" And basically cash fund capital projects. And so, you're going to see that the airport's uh projected at 145 million for fiscal year 27. We're projecting to give the airlines $152 million back to reduce landing fees, terminal rents, and we'll cover those later in the slide. Now, this is a budget. Our goal is always to exceed our budget, right? We we think these are realistic revenues and expenditure assumptions that we put in there, but our goal is always to have higher revenues or less expenditures. So, we'll be updating this throughout the budget year and kind of updating it u mid year. So, this is a really busy slide. This is kind of the meat and potatoes of the budget presentation. There's a lot of information on this, but really it is our operating and maintenance expense budget um as well as our debt service budget. And you're going to see that our total uh expenditure budget that we're going to ask you to approve uh in a couple weeks is 1.63 billion. This is a $189 million increase from fiscal year 2026. Again, this was always planned. about twothirds of this 67% really relates to kind of the debt service that the airport has borrowed and we're now required to make principal and interest payments as those facilities come online. Um the other portion about 30% is an increase in operating and maintenance costs and we'll go over kind of the walk forward. How do we get from this year's budget to next year's budget but there's a few key highlights that I would just point you out to. Uh first we're instituting what they call a centralized receiving and distribution center. This is very common in airports. Uh currently, if you're a a concessionaire at the airport, you're going to contract with, you know, any one of vendors found out throughout the metroplex, and they're going to deliver your goods, uh, you know, through the airfield, come up through a dock, through the elevators, and bring it to kind of your concession. We've partnered with a, uh, Bradford Logistics. It's a consolidated warehouse where not only is it delivered, but it's also screened and uh it eliminates a lot of that traffic out on the airfield. Uh this will be new starting on October 1st. It is about a $15 million commitment on the airport side. Uh the concessions do pay a part of the the fee for having the service at the airport and the rest would go into our terminal cost center. Uh, two other things that I would highlight high level that are new this year that weren't in our fiscal year 2026 budget is, uh, we've agreed with American Airlines to take over the maintenance responsibilities and terminals A and C for everything outside of the passenger boarding bridge as well as the baggage handling system. So, just think of all the moving walkways, the escalators, you know, the gate hold uh, space while you're waiting for your aircraft. That actually happened this summer, but we need to recognize a full year's worth of maintenance cost in our budget, and that's about four and a half million in fiscal year 2027. And you're going to see some fixed cost uh increases. Um, as I mentioned, we're opening up the first phase of terminal F. Um, it will not have any connections to terminal D. It also will not have a garage or a ticket lobby where you can walk from straight to the terminal F. So, the only way for the first phase until we can open future phases that bring those uh facilities online is really to check in at any one of Americans terminals. It could be A, it could be B, C, D, or E, but then you're going to have to get onto a Skylink train station. You're going to have to ride that to terminal F to get to your gate. Now, because of the importance of getting passengers to their gate on a timely manner, we are increasing uh the contract to bring on additional labor to make sure that it's operational. um and that we limit any downtimes that it may have. Um you'll see uh we do have our debt service budget here. Um originally in our financial plan, we had borrowed we had planned to borrow $3 billion and we had planned to go in the market in September of 2026. uh with your authorization in the spring, we were able to expand our commercial paper program. And so we're better better utilizing commercial paper, which allows us to stay on the short end of the curve until we really need to take out that fixed rate uh long-term bonds. And so we've actually pushed the bond issuance out till January. And we've also been able to limit it from $3 billion down to $2 billion. And again, we'll rely on that commercial paper program, but it does uh present about $103 million of gross debt service savings that will not be in our fiscal year 2027 budget, which doesn't show up in air uh landing fees or terminal rents uh to the airlines. Now, eventually it's deferred when we need to borrow those funds and we take them out. They will be uh recognized in subsequent years. So, this is a uh really fancy finance spreadsheet to kind of say how do we go from 755.7 million in our fiscal year 2026 budget to 820.6 uh which is the official operating and maintenance expense budget request for 2027. You'll notice we'll start with kind of what are costs in this year's budget that are not going to move forward to next year. Um at the airport we never budget for winter weather. So any cost with these ice storms that happened in January, we used kind of some contingency funds to cover those, but we backed those out of the budget request. Um we had some one-time costs for FIFA that will no longer be in next year's budget. And then we've also done some analysis on overtime where we've asked teams to limit the amount of overtime moving into next year. Um but then when it comes to contractual increases, we've already talked about the CRDC. That was a $15 million increase. Our Skylink was $9 million. Um, as we bring on a new terminal app, just think of all the contracts that are associated with a new terminal, primarily janitorial. You're going to have some cost to clean that. Um, you're going to see that we have some small increases for employees. Uh, we do have some additional headcount. It is minor and almost every headcount is directly attributable to either terminal F opening on police and fire or it's associated with the maintenance responsibilities in terminals A and C. Um, DFW is committed to digital transformation. You'll see almost $10 million in our budget for uh increases for technology solutions. About twothirds of this are for contracts that we already have in place and they're just contract ex escalations for licenses and softwares. Uh, but you'll see about a third of it, about $3 million are for new solutions coming online. Uh this past year we brought on a new timekeeping and HR software platform that will be live and we're now going to put that into our operating and maintenance. So that gets us to the 820.6 million. Um what does that mean to our airline partners? Uh it kind of relates to a landing fee. What do we charge them to land a plane or our cargo uh partners as well? For fiscal year 2027, it'll be $4.40. Again, this is in line with our financial projections that we shared with the airlines. When it comes to the terminal rental rate, whether it's a ticket counter, whether it's a gate hold while you're waiting to get on the plane or back office support, the airlines or any of our partners will be paying $460 per square foot on an annualized basis. And so, this is really kind of what we're going to ask you to approve here in a couple weeks in the formal uh city council. We're going to ask you to approve our operating and maintenance budget of 820 million. Uh we'd ask you to approve our gross debt budget of 801.8. That gets us to the 1.6 62 billion. Uh we do ask that we have $10 million of board contingency for anything that's unplanned, unforeseen. Let's say instead of two ICE days at the airport, we have four days. And maybe our budget can't handle that. So that gets us to the 1.63 billion. And then this last slide really is just for information sharing. Uh so you guys are aware of this. Um you know, we have tax sharing agreements with four of our host cities, Ulis, Irving, Capel, and Grapevine. Every tax sharing agreement's a little bit different, but just wanted to highlight that uh the tax sharing increased in fiscal year 25 by a million dollars and you can see that Fort Worth was paid $13 million. So that was a lot in a little bit of time. Uh when it comes to the budget, happy to answer any specific questions you may have. >> Council, any questions for Brian? >> Yes, Council Larsdorf, >> just one quick comment. Um I notice a big orange DFW sign. may be able to save a little bit of money if we just drop that D completely and maybe just do some renaming just to negotiate that driving west anyway. So, just putting it out there for your board to consider. That's it. I >> I'll take the feedback back to the board. >> A few years ago for April Fools, they did that and it was hilarious because the East went nuts. They just it just said Fort Worth Dallas International Airport. It was pretty good. Yeah. Thank you, Brian. Appreciate you. >> Okay, Kevin Hos is back up, I think. Are you >> I'm gonna actually kick off the next pre budget presentation and then I'll introduce my colleague Kevin Hos. So >> we don't come to you very often uh for the public facility improvement corporation. Um so I did want to put just a little bit of background slides here just so you're aware of what this is. This is a separate legal entity from the airport. It was created back in the early 2000s by our board chairman now Vernon Evans uh that uh was the CFO of the time at the the airport. And really it was meant to enhance the customer experience for facilities that were found outside the terminal. And you're going to see on this very next slide some examples of uh eligible projects that are found within the PIC organization. You're going to see that our Grand Hyatt DFW is a uh is an entity that resides within the PIC. Our Hyatt Place that's operational today is also in there. the Hyatt House which is under construction and should be opening up in the fall of 2027 and really it was our rental car center that kind of kicked off the PIC and you know how could we uh create this separate legal entity a couple years back we came to you asking you to designate the 19th street cargo development as an eligible project and then you'll see that the campus west office complex is also and we're looking for your approval to add two uh additional projects to this list. Um so when it was organized there is a governing board of PIC. They met in July and uh unanimously approved uh to designate these two projects that we're going to talk about here shortly as PIC eligible projects. But some of the governance structure for us to designate it as a PIC eligible project. Not only do we need our board approval, but we also need both uh Fort Worth as well as Dallas approval to kind of state that these are eligible projects. Now, I will point out that, you know, if we have private developers that are building these industrial warehouses and there's tax payments or there's ground lease payments to the airport, that continues on. This is not to the detriment of the airport. And so, as we do these projects and we're going to be purchasing two projects from private entities, those payments continue to be made to the airport. Those revenues are shared with the airlines. But what this allows us to do is do commercial development outside of kind of the airline rate base. So we don't necessarily need the airline approval. We always brief them. We want to be good partners with American Airlines. We don't want to do anything that they're not aware and supportive of, but it technically doesn't require their approval if we want to kind of pursue a commercial uh development venture. So the very first thing I'm going to talk about uh is our international air cargo buildings. Uh these are focused on the west side of the airport uh campus. I got to imagine you like the west side of the airport a little bit more than the east side. Uh but you know right now these are owned the buildings were built by a very prevalent uh entity prologus. Um and the airport actually approached prologous. They were not looking to sell these buildings and so we approached them and they we told them about our economic impact study. I think you would have seen recently in the news that TCU just put out a report that, you know, American Airline contributes 71 billion dollars to North Texas. Well, in 2024, the airport did its own economic impact study. And, you know, for all airlines and for all the construction, it contributed 78 billion to North Texas. But about 55% 42 million 42 billion is really directly attributable to cargo. And so what we saw is we had Milton de Laaz who heads up our air service development and cargo team. He was out talking to airlines cargo uh partners for uh some freighters and then we would kind of refer them to this third party entity and say hey why don't you go see if you can secure some some space in one of these warehouses because it's so strategic for us. We want to own it uh completely. We want to maintain those relationships. And so what this does is it allows us to purchase the three buildings on the west side. As we develop this out, we also get to control the ramp space, which is really valuable for all of these cargo uh carriers as they're bringing in cargo cargo or they're unloading their cargo putting it into North Texas or they're loading it up, sending it, you know, across the country or overseas. It's really important. So we approached Prologess, we did our own analysis. The internal rate of return is 15.7% for us. Uh we are negotiating a purchase price of just under hundred million. But again, because we voluntarily went to Prologus, they had a few asks. And so we're asking for you to do two things when it comes to the international cargo buildings. First, that you designate it as an eligible PIC project, but second, uh Prologus has other leases on the airport. They have 10 non-eronautical leases. They've asked for some extensions on those. And anytime we grant extensions on leases over 40 years, that does require both the cities of Fort Worth as well as Dallas to approve those leases. So we would ask that you ran us the ability to extend leases. Now they're going to continue to make payments to the airport. These are buildings that they own and operate today, have tenants in them. So that would be the the ask for you on that. So happy to answer any specific questions you may have on the international >> card. Council Peeles. >> So what is prologius? what are they what's the extension they're asking for on these leases? >> So, um I can bring up Kevin Hos who is head of our commercial development that kind of manages more of that portfolio that answer that question specifically. >> Good morning, Mayor Parker and city council. They are requesting two 10-year extension options. >> Okay. >> Any other questions for Kevin O'Brien? >> No. Council Flores. >> Right. I I think uh Thank you, Mayor. in our and I'm skimming over this right now as far as council action is concerned and I think it's uh instructive to say this publicly for the physical uh certification there's no impact on on material impact on city funds >> correct thank you >> any other comments >> thank you Ryan appreciate it >> so for our next pic project I'm going to bring back up Kevin Hos our vice president of commercial development to talk about the Hyatt Regency Thanks, Brian. So, this next item is the Hyatt Regency DFW airport purchase transaction and the request to designate it as a PIC eligible project. So, this transaction, as Brian mentioned, was approved by the PFIC board of directors on July 29th and the airport board on August 6th. For background, the Hyatt Regency, let me advance the slide. There we go. The Higher Regency is an 811 room hotel located on DFW airport immediately adjacent to Terminal C. It is on a long-term lease with Woodlake HRDFW Hotel Owner LLC and the lease commenced back in 1986 and has 59 years of term remaining if all the options are exercised. So Pik currently owns and operates three of the four hotels located on the airport as Brian mentioned and this uh presents a really strategic opportunity for Pik to acquire the Regency and ultimately own all four hotels on the airport. Under the transaction, Woodlake will assign the lease to PFI. PFI will assume the hotel management agreement. The lease will be amended to provide that PFI will pay additional rent to the board for any debt service issued and also to designate this as an eligible PIC project. As I mentioned, there's a not to exceed price of 193.65. 65 million. Happy to answer any questions on this one. >> Any questions? Council. >> Great. Thanks. Next, uh we have Paul Tommy. He's legal counsel for the airport board. >> Have a slide, but this go very quick. Uh we have a code change. We need you to approve. International Parkway, the spine road up the middle of the airport is very, very busy. We conducted a traffic study. Uh with all the construction going on, turning left exits into right exits and with the normal airport traffic as well as all the pass through traffic. It is too busy to be 55 miles an hour. We need to reduce that from 55 to 45. And we're asking you to amend our appendix one to our code of rules and regulations to accomplish that. >> Council Rebecca, >> what's the cost of a speeding ticket at DFW airport? Just not asking for me, but for other folks. >> For a friend. Yeah, for a friend. Yeah. >> All speeding tickets on International Parkway go to the Grapevine Municipal Courts and that depends on the the judge and the >> I'm just thinking about those early mornings and running late to flights. So >> there there will be a period of adjustment for the public that is accustomed to 55 miles an hour. >> Okay. All right. Thank you. Thank you, Paul. Council, that's the conclusion of our DB airport report updates. We thank you gentlemen for being here today. Joel, we know you missed this very much. council. Next up is a presentation of proposed economic development agreement with Carrier Corporation. Miss Brianna Brown is going to walk us through it. >> Thank you, mayor. Good morning, mayor and council, city manager and uh city leadership staff. Um my name is Brianna Brown. I'm the assistant director of economic development here at the city of Fort Worth and very excited to share with you um an update on project J which is Carrier Corporation um a name we are all likely very familiar with um as they tend to heat and cool our spaces that we enjoy. Company overview. Carrier Corporation um is a global leader in intelligent climate and energy solutions. They are based their US headquarters based in Palm Beach Gardens, Florida. They operate in over 150 countries with approximately 47,000 employees worldwide. Um the project that we're going to talk about today represents the largest single facility investment that carrier has made in their history. It's the first investment of this size um in the United States since the 1990s. So we've got a huge opportunity here with this potential project. Um Carrier is considering the development of an advanced manufacturing facility to support customer demand and inventory management in both commercial and industrial customers um in the United States. The new facility will include a variety of operations including manufacturing, warehousing, engineering, operations, testing and administrative functions. We do have an opportunity here with this project um for the additional recruitment of suppliers to Carrier. carrier has expressed a commitment in trying to recruit some of its own suppliers to um spaces in close proximity to their location, potential location here in Fort Worth. Um so there's potential for quite a bit of upside with this uh project as well. Company commitments for this project, again they are proposing to build an advanced manufacturing facility with a minimum capital investment of 433.8 8 million by December of 2028. That does represent 36 million in real property construction. They are um looking at a location that's currently under construction and alliance. So that's why you'll see a little bit lower um real property investment, but 397 million in business personal property for the finish out of this potential facility. Um they are proposing a minimum of 495 new full-time jobs by 2029 with a minimum average wage of 75,000. That equates to approximately 260 million in additional payroll for the city of Fort Worth over the course of the 7-year term. As I mentioned, project location is at 1501 Distributions Drive and Alliance in Council District 10. This property is currently under construction and you can see a rendering of it here. This will be located next door to Wistron, a project that you all are very familiar with. Just celebrated their grand opening um a couple of weeks ago. Potential impact of this project. Um Carrier is the largest HVAC company in the United States. Again, as I mentioned at the beginning of the PR presentation, a family a family known name. um they provide the opportunity to enhance our manufacturing cluster. They are in a target industry area for the city of Fort Worth. And one thing that I'm really excited about with Carrier in particular is their focus on their employees and employee culture. Um they really have set themselves apart with the way that they invest in um education for their employees and then also excellent um benefits packages that really make them stand out against their competitors. They also have a proven track record of community engagement in their current locations. And so I think we're looking at a opportunity for a really excellent corporate citizen for the city of Fort Worth as well. Competitive landscape. We are in competition with three other states for this project. Um all three of those states do offer significant tax advantages that we do not in the state of Texas. And so the incentives that we are proposing to you today do play a significant role in the decision-making for this company. Our proposed incentive terms are a Texas Enterprise Zone program nomination. This would qualify or we are recommending a double jumbo project um recommendation which would give them an opportunity for a maximum incentive of $2.5 million from the state as well as a 7-year tax abatement agreement for up to 60% of incremental taxes on real M and BPP. And of course, this project would be subject to all of the performance requirements that are consistent with all of the projects that we bring to you, including minimum capital investment, jobs, and average wages. So in summary, we are looking at a four a $433 million investment. 36 million of that being in real property, 397 being in BPP for creation of 495 jobs with average wages of $75,000. Proposing a 7-year 60% tax abatement that would um provide an estimated incentives of $10.9 million. That's $ 8.7 million in today's dollars. 2% city participation and a private to public ratio of just about 50 to1. City would be cash positive by year one of this incentive and we are looking at net new taxes to the city over the term of this agreement of 7.3 million which is 3.8 million in today's dollars. Staff's recommendation for next steps. We would like to bring this agreement as well as the nomination for the Texas Enterprise Zone program to you at your meeting on September 15th. And with that, I am happy to answer any questions. We do also have representation from the company with us in the audience today. So, definitely want to thank them for being here. Um, and he is also available to you as well for any questions that you may have. >> Any questions, council? No. Thank you and your team for working so hard. Appreciate it. >> Okay, we have a presentation on the 2026 bond project schedule. I believe April is here to walk us through. >> Good morning, Mayor and Council. April Rose Essamia, senior capital projects officer with the Fort Worth Lab. Um, I lead the capital infrastructure strategy team at Fort Worth Lab, and this is part of the mid-year investment that city manager Choa made as part of fiscal year 26. uh we are tasked to really focus on the infrastructure strategy for both from a technical sense but also from a budget and appropriation fiscal sense. So part of our portfolio today is on the 2026 bond program in which we'll be able to provide an update on the program itself as well as a schedule. So we will run through the purpose background introduced bond program controls as well as the bond program delivery schedule as well as some next steps. So the purpose of today's presentation is to really provide that update of the 2026 bond program as well as ongoing efforts to centralize reporting and this also includes the project delivery schedules. Um today you have a packet uh in front of you that kind of outlines all of our various projects and city council will consider a recommendation today to appropriate the extendable commercial paper program um for the 2026 bond program. So, a bit of background. As we know, the $845 million bond program was voter authorized on May 2nd, 2026. Now, in a typical timeline for bond issuance, our friends with FMS Treasury, the division, uh would be responsible for the administration of that city debt, which would occur over a series of general purpose bond sales with in this case, the first bond sale would be um expected in summer of 2027. Now, that is quite some time uh to kind of kick in some funds to be able to begin project delivery, which is why the treasury team has established the extendable commercial paper program. And this allows us as the city to begin funding projects within months of voter approval. So, at for transparency, the first uh the ECP was first established in 2022 in the amount authorized up to 300 million. And recently on August 11th, you authorized an increase to that ECP program up to 845 million. And what this allows us to basically do, and the way that I like to look at it, you're a big fan of Spider-Man, and Uncle Ben once said, "With great power comes great responsibility. You have two options typically with an ECP program of this size. You can fund and appropriate all the funds all at once, and that kind of leads a murky area. don't really know where the project phasing is occurring or we can establish bond program controls and this allows us to really begin transferring budget based on actual project phasing and cash flow appropriation need. What this allows us from a centralized standpoint is to be able to really begin that project type of reporting. Where are we in design 30 60 90% all the way through? where are we on rightway acquisition, utility clearance as well as construction and also gives us insight on project management of as well as construction inspection. So what we have been doing throughout this entire summer time frame is really working as the CIS in Fort Worth lab with all the various departments TPW part PMD all that's shown on there. You may notice that library and fire and um is is not currently shown but that is because PMD works with their internal clients to be able to deliver say fire stations or libraries or for code compliance the animal care shelter. Um but all in all what this allows us to do is really establish that baseline understanding where we can monitor project status, completion rates, elevate horizon issues um before waiting way too long until you know something comes up as well as provide that overall oversight um from a larger sense. So with that being said, we have managed to kind of come together and develop this one PDF right here as it's shown um where we can basically provide for each one of our projects what the design phase is and the timing, the rightway, land acquisition, construction and in some instances if there are impact fee programs established. Now there is some fine print at the bottom of this page and I really want to point out that this is a baseline schedule. A lot of this information is sort of what the departments pulled together as their, you know, best understanding at this time, at least up until design or construction contract authorization occurs in fiscal year 27. What we can already ascertain is that there will be about 104 base design right-of-way uh contract authorization to really focus on delivering projects throughout the uh the fiscal year. and it's broken down by quarter. What we can also show is an understanding of pre-construction or construction based contracting. Now pre-construction and design can kind of occur around the same time. If you have a vertical facility, sometimes those are delivered through SEMARS which is known as construction manager at risk. And that pre-construction activity can include um pre-authorization or prerequisition of certain products or as well as constructability reviews, which is why you might see some of these numbers overlap for some of the projects. Overall, we have 156 bond projects as of today. And I say as of today because there are some flexible buckets that are in the bond program as well as some matches that may increase the number of projects as the program continues. So think about open space. um think about some of the sidewalk related projects and um and so forth. So carrying around a piece of paper and councilman Nettles I see you highlighting earlier which is great. we want you to use this, right? But what we have done and this is really great a great charge from um city manager Chapa on really providing that transparency uh for you as city council um to be able to carry through a dashboard where you can always find the latest and greatest on all of these projects. And what this can what this dashboard really allows you to have is to be able to count to toggle by proposition and within your council district. You can also toggle by proposition as well as have an understanding of the approximate project phasing by timeline. Uh we are providing this uh by fiscal year quarter and we do plan to issue out quarterly updates because you know it's capital delivery and things start to happen and so we want to be able to have so that you can always pull up your phone and have this level of data. Also part of the dashboard is a program exhibit where you have a geospatial interactive exhibit where you can actually select a given project, understand the project name as well as the location. Um you can toggle by your respective council district and it will highlight the projects that are within that area. Now there are some projects that are not included in there and those are related to some of the bucket category projects which as the program continues will be updating this level of information. So next steps in this case, we spoke earlier about the ECP program and the appropriation aspect of it. City council will still continue to authorize requests related to design or construction uh projects as well as rideway acquisition. So you will always be informed of the related contracting. We are also progressing towards a bond program website um so that we can move away from the dashboard aspect and we can have far more robust information by projects and we have a full project page and that will be expected in early 2027. Uh Fort Lab will continue to complete uh quarterly bond project reporting and that will be uh issued to uh the city manager's office. And with that, mayor, I yield the floor. >> Thank you, April. Very impressive. Any questions or comments from council members? Chris, please. >> This is awesome. Thank you. This will make it a lot easier for us to communicate with our >> Great constituents. >> Thank you. >> I'm curious. This may be a longer term project, but because so many people have gotten familiar with the MyOTH app, have there been discussions internally with staff about how to turn that into more than just a reporting tool. So that I guess my my thought was if there are bond projects that can live on the app and you can at least click on it. It may not be as detailed as what's here. Um, and that's a much longer term project, but I've noticed lately people are um they'll take pictures of a sign of whatever's whatever projects going on in Fort Worth and they'll turn those in as rather than actually understand what the full bond project is about. So, just a thought. Very impressive. I'm sure this took an incredible amount of work from the entire team. >> Maybe we can add a link. >> Sure. At the very top, like here's your bond. >> Here's your bond project. So, if they see a sign, they can go to that link and find the bond project. >> Yeah. It's very impressive >> once we have this up and running. This is something I've always wanted to do and now that technology, the city's capabilities, and our staff have the abilities to do it. So, >> we appreciate y'all very much. >> Thank you. >> Okay, our next up is budget responses and updates with Christian Simmons. All right, good morning. So, I guess Jay and I can tag team this. We don't have a formal presentation this morning, but like I mentioned Friday, we have this placeholder item in case there are comments, questions, follow-ups from council related to the fiscal year 27 budget process. >> I have one um and I don't uh I don't need a budget response for it. an email will be sufficient or if you have the answer today, but um one of the things that I'm concerned about in the code department um and our development services, I actually don't remember which I think it's code that this was housed in, but we've been working on the new um door-to-door vendor program, the identification and registration program. And so I'm just concerned that because it's new um that it's not budgeted or we don't have positions available for it. So I just want to make sure >> EJ has that answer. Okay. >> Yes, ma'am. We did budget for it. Okay. >> We put 30 30,000 >> dollars in and 30,000 out. We we thought it was just going to be a neutral. >> Okay. >> Revenue neutral. >> Okay. That's fine. >> Um but we're also going to administer it with current staff. >> Okay. Thank you. >> I did have a light bulb go off yesterday and that's when we talked u two budget workshops ago. We talked about the alleyway mowing and the council talked about a compromise or not adding a comp. We didn't get a solution to that and it wasn't part of our ads on Friday. So, I wanted to get council's feedback on that. I think it's about 330,000 >> 32 y >> dollars. We can try to squeeze it in without changing the tax rate. We can increase the tax rate by 03 because it's 3100s of a penny to make that up. Uh but just wanted to get the council's feedback because it did we just missed it as we went through that process. >> We squeeze it in without raising I mean like is that a squeezable amount? >> Um we'll have to we'll talk to Dave about that. Where's Dave? He's he's putting his head down. But yeah, >> no I need we'll we'll figure out how to get there. >> So Jay, was that the Oh, >> that was a compromise going to a >> That was a compromise going to three rather than the four. >> We went from four to two. We were going to go to three. >> So I think seemed like that was the consensus. Council member Hall. >> Yes. Council >> comment. So you said that would be 300,000. >> It's about 311,000. I think that was a number. >> 324,000. >> I mean I I think that the sister cities I mean that's 100,000 if we need to look at that as well. I mean just one of my thoughts on that. >> Okay. >> Anyone else on budget responses right now? >> Thank you Christian. We appreciate you. >> Oh, I'm sorry. I did have one thing. Go ahead. um the uh in looking at the the healthcare administrative charge. I know I notic the departments are paying that but it went up um 30 million. So now I think it's like now 114. Maybe just an answer on like what exactly that is that the departments are paying because I know that put a squeeze on them. So maybe just break it down baring style for >> like to where Marines could understand it. That'd be outstanding. So colors and graphics work great. I >> I think we can bring we can send out the presentation from June. Basic it's basically we had costs go up in healthcare >> and it's all mostly tied to um actual high cost final amounts for cost for for for care overall but we can we can get that to you. >> Okay. And maybe if we can explain how because I I know there are some changes with the the GLPS and some of the prescriptions and the changes that we recently made how that affects >> it reduced it by 14 million. So that increases that being reduced. Okay. Would have been larger otherwise. >> Thank you. >> To a question we had talked speaking of the GLP1s, we took them out of the covered um uh policy, our covered medication in our policies, but there was a direction from council to bring back some sort of program that paid for it. So where are we on that? That's in the projected cost for the overall where we would be a co-ay uh piece where actually it would be off out outside of the of the benefits package. It's paid by the employee but the city will rebate that amount. >> Okay. >> I think we're >> Yeah, we'll come back with the actual full program >> before we vote on the budget. >> No, it I think they're working on it. It should happen toward the end of the month. So, but it will definitely happen before October what it's September one or October one that that coverage um Okay. So, it will but we will have our employees will have something before October >> the funding is in the budget to cover that co-pay. >> Okay. >> The the definition of the whole program. >> Do you know what the dollar amount was? >> Okay. Um, thank you, Christine. Could we get an overview on the sales tax collection and where those dollars go? I'm getting some questions after budget meetings on we've had an increase in population, increase in sales tax revenue, and I think we just need some clarity on where those dollars go and how they're spent. So, for the next session, if we could get a breakdown on that and I think also to understand how much sales tax we've collected, I would look back maybe like the last five years so we can see how that revenue's changed. >> Sure, we can do that. Any other questions? Future Gen items on budget? >> No. Thank you, Christine. >> Thank you. >> Any future agent items on future work sessions from council? >> Yes. Council meals, do you have something? >> Yes, council. >> Um, I have a couple, please. Um, I'd like to get an update on uh any of the smoke shops operating under just general commercial um cos. I know that was an issue before, but I don't think we ever got an update back on that. uh just to make sure they're operating legally because I know there was at least five or six that were identified in district 4 that were not. Um and then uh I'd also let's see oh um reducing speed limits I I was going to say 20 m per hour but apparently the state laws against that but 25 miles in all residential neighborhoods. Um seeing that becoming more and more of a concern throughout I mean I'm sure all the city but specifically District 4 neighborhoods where the speed limits are 35. that's way too high. Um, so what the process would look like just to reduce that. Um, already talked about the healthcare administrative charge. And then the last one's kind of a big one. Um, but I don't know if we can ask staff just to conduct just an initial feasibility assessment. Uh, nothing too in-depth just to find out just if there's even a there there. Um, to do something similar to what Dallas and Dart did with their general mobility program. Uh, we're about to ask residents for a street maintenance fee. Um, and so looking at what Dallas and Dart did, I mean, Dallas is getting $200 million back over six years from their from their sales tax, which is a great segue. Um, I don't know what that looked like in the city of Fort Worth. Um, but I think, you know, just a 5% return of those taxes would net around 6 million annually for street maintenance. Uh, which I think would be outstanding. Um, especially seeing as how Trinity Metro does receive 52% of its revenue from sales tax. Again, back to Councilman or Councilwoman Hill's uh point. Um so, just I guess feasibility on that, what that would look like. Um I think it would take a lot more to do anything more broader than that as far as um implementing an actual like what was the actual legal term? Um there's a much long uh there's a much longer legal term that I don't think we could really get there in the city yet. But if we could just this the city used to collect a street rental fee and then over the years as Trinity Metro's costs went up and would come to the city council to ask for those kind of costs. The city actually just stopped collecting that fee. He could go back to it at some point. >> Maybe if we could just get a report on that that'd be outstanding. Thank you. Just a dub tail on council member Larstof's uh request to look at lower speed limits. Um you said neighborhood streets, right? >> Correct. Residential neighborhoods. >> Yeah. Uh TPW remember this uh years back uh the prior city council looked at this um I think reducing it to 30 if memory serves. So uh we ought to pull that up to and add that to Councilman Listo's request. >> Yes, I have a a few here. Three. First, um I'd like to understand when we do inspections, final inspections for a co for homes in particular, but this may go to commercial properties, how we look at the exterior of the property in particular. I think development services is aware of this retaining walls uh in particular neighborhood that have been falling uh before the house is even sold. but how that inspection is done and just a clear transparency about that what what that looks like and are we actually inspecting the exterior properties. Uh second I have I've had some questions about um payouts from the risk fund and we had one today or we're going to approve one which is fine and I'm going to going to support but understanding how our risk fund works, how it's funded and in particular if we have to hire outside counsel uh what that looks like and then cost associated with that so we get a full picture on that. And then uh the third is mayor, thanks for a couple weeks ago inviting Janette and I to sit in a meeting about your good-natured program and what that looks like across the city. Um I think it might be helpful too. I haven't seen this. I think it exists a um over the last four years since that's been going. Um what the property acquisition looks like that fits into that. So we know in districts where it's been acquired um and just the the property etc. what that looks like so people have a better picture of where we're acquiring property, what that looks like to >> tag on to Councilman Lowers door's request. Um Jay, could we get a history on the Trinity Metro relationship? I think it was like 1997 they were paying up to 25% of the sales tax back to street infrastructure needs. So if we could just get an overview on why that changed, >> we can add that. >> What what the economy was like prior to that and then where we are now, I think that'd be helpful. Thank you, mayor. Um, first of all, I want to say that I'm very fortunate to have uh two community centers within District 6 who uh serve our our um communities really well. I just had some questions. Um at the beginning of the summer, I had people reaching out because of capacity of summer programming. Post uh summer, I had people talking about, you know, what those those programs consisted of and things of that nature. and we've had a lot of conversation um about budget and part and things of that nature. So, I would like to know if there's a system that the community centers have in place to receive feedback regarding summer programming and um what systems do we utilize to track the metrics or and data pertaining to that programming. >> Any other future agenda items, council? Okay, we are adjourned.