City Council - Regular 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 Chapa.

Good morning, mayor and council and everyone in the audience. Welcome to our work session today. 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 board adopted its budget on Friday. And under organizational updates, I'd like to confirm that James Horton, I will be appointing James Horton as the new interim fire chief. And on the council's agenda later today, a resolution to confirm his appointment as fire chief will be there for your consideration. Next, I'm gonna call on Kristen Smith to introduce a couple of new assistant directors in her department.

Good morning, Mayor and Council. Again, Kristen Smith, Director of HR. Very excited to announce two of our AD vacancies. Currently filled, so one face is very familiar to you, Christy Lemon, who has been with the city over 20 years and has lived many lives and had many roles, most recently as the Assistant Director of Finance. She joins our HR team effective yesterday as our AD of Shared Services, so HRIS, talent, organizational development, and many special projects are gonna be coming Christy's way. All right, and then also Sandra Medley is our Assistant Director of 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, including employee relations, labor relations, compliance, regulatory leave. Sandra has extensive experience in HR. She's also a veteran. and will be helping us with compliance programs in that area. So super, super excited for both of them.

All right.

Congratulations.

Okay, moving on to informal reports. The first report we have is Development Activity Report for October, the quarter of October. DJ Harrell, actually he's not here today. Oh, he is here. He chains it up on me. DJ Harrell from Development Services here to answer any questions. Okay, next report is proposed contractor accountability process. Again, DJ's here to answer any questions.

Councilor Beck. I have a couple of questions, DJ. While you're making your way to the podium, thank you so much for putting this program together. in response to some bad actors we had. So thank you for the work that you've done. I think it's pretty well flushed out. I have one question. So we, the process we have now is that if they are, 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? 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?

Good morning, Mayor and Council, DJ Harrell, Development Services. Thank you for that question. I think we looked at 12 months because we thought, you know, as a contractor being Not being able to do construction in the city of Fort Worth for a 12-month cycle is a pretty big deal, too.

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 is that long enough to capture our habitual violators? I guess so my question is if I pull a permit for Project 1 and I'm a habitual violator, on that one, say I have one or two, and then my next project, because construction takes a while, is 13 months, and then I do the same thing, we've time-limited ourselves out of what we know is a habitual violator. They just don't pull permits maybe as regularly as other people.

Yes, ma'am, we can certainly look at 24 months. In general, our development community in the city of Fort Worth Pretty familiar. Okay. 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. However, we can certainly look at the 24 months.

If you could just maybe go back and look at if we would have repeat offenders and what that looks like. 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 doing some jackery on one 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 Parrish, and she's the interim building official.

Good morning, Mayor and Council. I want to add some context on there. A lot of the violators that we see have to do with 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 that are happening, and I think most of them would be caught in the 12-month, but again, we can look at the 20-month.

Okay, no, that's fine. I just wanted, 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.

Yep, stay up there, guys. 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 us or the public know how pervasive that is. If maybe they're buying homes from these people, et cetera, and wanna know, those aren't the questions you normally ask when you're buying a home. Did they get all their permits, et cetera? That might help us with that.

And certainly there's a lot of, to be honest, there's a lot of construction that happens without a permit that we never even know about. The way we generally find out about it is they've constructed it in such a manner that it's in violation of the code or it's too close to somebody else's house or too close to the street or something that brings the neighbor's attention and they reach out to us and they report the violation either through us or through code enforcement. But 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.

I think all we're asking, but just more that transparency piece so we know. Leading into that, at what point are we notified that maybe a process is moving forward? Do you have a process in here that council's notified that there's properties within the district that you're looking at?

We don't currently, but we do create a process.

I would think about adding something so we're aware as we hear things maybe from neighbors, et cetera, 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 for work without permits about 70 of those come through the system so they are directly from citizens we can get you more numbers on single families specifically um And then the Board of Appeals is made up of specialized industry professionals. So we have people who are licensed electricians, mechanical, plumbing, structural, all of that, so that we have 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.

That sounds like subject matter experts.

Exactly.

And who appoints those? How do they get onto that board?

They're generally appointed by myself, the director of development services, but through a process with legal and the city secretary's office. Vetted and everything is part of that process?

Sorry, just a moment of clarification. They're actually appointed by this body.

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.

Great job putting this process together. But I mean, you have had discussions. I think we also really need to look at zoning 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 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 form-based code.

Councilor Flores.

Thank you very much. I don't really have questions, but I would like staff to come up and kind of give us an overview of it because I think this is a very important step. Recently, we re-envisioned the current vision then of the Panther Island project. And subsequently, now we're doing something more substantive, right? We're doing a deeper dive into it when we're looking at the form-based code and doing a comprehensive look at it, doing council-initiated rezoning in order to have some intentional and orderly development coming there. So if you could speak to that, I'd appreciate it.

Good morning, Mayor, Council, City Manager, Francisco Vega with Development Services. Yeah, absolutely. As Council Member Flores mentioned, in 2024, the city and key regional partners completed the Panther Island Vision 2.0, which essentially is an update to the 2004 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 form-based code, and that's the step where we are currently right now. Some of the key revisions to the districts are reducing the number of sub-districts. Ventura Island is not just one district, but it's nine sub-districts. And we're reducing that from nine to just two sub-districts. Now we're calling the Panther Island Core and the Panther Island H. The idea with this is to reorganize the vision for the district in a general way. And so the Panther Island Core area will have specific design regulations because the idea and the intention is to have a higher and denser 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 boundary gets more activated. And also with this update, The new way to see in the district, it will act as a transition, for example, from the core area, which again, will have several development, with these less dense and then connect with the downtown district on the south. In the larger scale, the idea is that we connect near south side with downtown district, with Panther Island, and then with Stockyards. Some of the other provisions that we are proposing is, the resigning of these properties. The idea is that, again, we move from nine sub-districts to just two. And the current code, it includes a non-permitted use table, which is not something that we see traditionally in form-based codes. So that's one of those things that adds complexity for development because it opens the door for interpretation. For example, essentially the table says that whatever is not included on the table is allowed. SO THAT WILL SOUND A LITTLE BIT CONTRADICTORY FOR DEVELOPMENTS, THE DEVELOPERS, BECAUSE THERE IS ACTUALLY A CURRENT TABLE ON THE GENERAL SUNDAY 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 H. These will make development and in general the interpretation of the code easier. We're 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 gonna be located, they will have new design regulations for that type of development. And that's in general like a key overview of this review and why the resigning is needed.

I'll direct you to exhibit B that's in our packet here. That'll cover the core edge boundary waterway and street areas in Panther Island that are going to be included in this 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 comments from council?

All right. Next is the mid-year update for residential solid waste collection. Jim Kiesel from Environmental Services is here to answer any questions.

Any questions for Jim? Keep going.

All right. Next up, proposed updates to the Fort Worth City Code, Chapter 12.5, Environmental Protection and Compliance, and Dr. Cody Wittenberg is here to answer any questions.

Yeah, Council Member Crane.

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 or 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 closing that gap from what we had a year or two years ago that started all this. Good idea.

Okay, the last formal report updates to the Community Center Facility Master Plan and Aquatics Master Plan. Dave Lewis from Parks is here to answer any questions. I think if we could just get a- Yeah, no problem.

Dave, come up.

Good morning, Mayor and Council. Dave Lewis, Director of the Park and Recreation Department. 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. Starting with the community center 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 a 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, 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 a roadmap so we're very strategic and data-driven with how we prioritize building new ones versus renovating existing ones. We did study all what we would consider 25 of our community centers, Haas 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 create that roadmap and whether it 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, 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 YMCAs, where the other Boys and Girls Clubs, where the libraries, who also offer similar services, because it's important to 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 a third in design, a fourth, at North Zeebo's that'll be going in. We have contracts with the YMCA to allow, struggling this morning, 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 and an auditorium? 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 completed, we'll certainly share those as well.

Oh, sorry. I just, in this study, did it also focus on areas that we have gaps? And the area that I'm most concerned about is the West 7th downtown area that doesn't really have a community center and We see the population density rapidly increasing. So is it looking at where our community-centered 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 TACA 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-owned facility as well?

And is there, I saw on the IR that you're expecting to get this to us by fall of this year, so it's right around, thank God, right around the much cooler corner. So is it too late to have community input or engagement in this? Are we too far down the road or?

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 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 ZBO's Artie Evans Aquatic Facility.

We don't yet. I think you have either getting a presentation today on the bond program, and so that's one of the ones that we're kind of front loading in the bond, so it should be one of the first projects we launch. Thank you.

Mayor. Just one comment. To tax your strained voice already, Dave. Just a couple. The mic's on. All right, the mic is on.

Maybe it's your screen.

Yeah, could you just give us a sentence or two about Greenprint? I think that's very instructive to the public to know that we are receiving their input and incorporating it into what we're doing.

Yeah, 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 Lands 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 me, not future agenda. We're not there yet. Any changes to upcoming MNCs, 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. 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. 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.

It all runs together. Okay, very good.

Quick reintroduction.

Thank you.

Appreciate it, Mayor Parker, members of City Council. As she mentioned, I brought several of my colleagues with me here from the DFW International Airport. My name is Brian Butler. I'm the Chief Financial Officer at DFW. Been here all of six months. Excited to be here at the airport. We have three... Great presentations that we want to present to you today. We're gonna start off with our fiscal year 27 budget. Afterwards, we're gonna go into our Public Facilities Improvement Corporation. Gonna give you a little bit of background, kinda talk about a few projects that we would like your approval for. Then we're gonna 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. We've been diligently preparing this budget since the beginning of April. Just so you're aware, we've presented this to our airline partners, including American Airlines in late July. We have presented this budget presentation to our own board, which approved it in early August. 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 here in Fort Worth. So what that really says is this should be my best budget presentation because I've had a lot of practice giving it. So moving on, this is really a high level overview slide and I'm not gonna 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 how we're doing as far as what we're forecasting for passengers, revenues, expenditures, what are we gonna forecast for our cost per employment. Now, a budget in nature only covers 12 months. As you can imagine, with 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 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, 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 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 fulfills kind of our commitment to the airlines to better our financial plan. Our revenues are higher than what we projected, our expenses are coming in lower. So moving on into the actual budget presentation, 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 specifically with American Airlines, they've been gate constrained at DFW. 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 in the fall of later this year on the piers 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 the number of flights coming in and out of DFW. And so we are gonna 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 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-aeronautical revenues associated with passengers flowing through would increase. You can see in our fiscal year 25 audit, it was just north of 600 million. We're forecasting 630 million this year. And then with this 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 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. You'll hear later from my colleague, Kevin Haas. 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, we're putting that to work in very safe, secure investments. But we are projecting an $8.3 million increase in interest income. So one of the goals with kind of our non-aeronautical revenues is we actually share it back with the airlines. And this 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 gonna see that the airport's 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 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 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, as well as our debt service budget. And you're gonna see that our total expenditure budget that we're gonna ask you to approve in a couple weeks is 1.63 billion. This is $189 million increase from fiscal year 2026. Again, this was always planned. About two-thirds 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. 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 First, we're instituting what they call a centralized receiving and distribution center. This is very common in airports. Currently, if you're a concessionaire at the airport, you're going to contract with any one of Vendors found out throughout the Metroplex and they're gonna deliver your goods through the airfield, come up through a dock, through the elevators and bring it to kind of your concession. We've partnered with a Bradford Logistics. It's a consolidated warehouse where not only is it delivered but it's also screened and it eliminates a lot of that traffic out on the airfield. This will be new starting on October 1st. It is about a $15 million commitment on the airport side The concessions do pay a part of the fee for having the service at the airport and the rest would go into our terminal cost center. Two other things that I would highlight high level that are new this year that weren't in our fiscal year 2026 budget. is 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, the gate hold 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 costs in our budget. And that's about four and a half million in fiscal year 2027. And you're gonna see some fixed cost increases. As I mentioned, we're opening up the first phase of Terminal F. 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 facilities online is really to check in at any one of American's terminals. It could be A, it could be B, C, D. or E, but then you're gonna have to get onto a Skylink train station. You're gonna 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 the contract to bring on additional labor to make sure that it's operational and that we limit any downtimes that it may have. You'll see we do have our debt service budget here. Originally in our financial plan, we had planned to borrow $3 billion and we had planned to go in the market in September of 2026. With your authorization in the spring, we were able to expand our commercial paper program. And so we're 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 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 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 landing fees or terminal rents to the airlines. Now eventually, it's deferred. When we need to borrow those funds and we take them out, they will be recognized in subsequent years. So this is a 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, 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. At the airport, we never budget for winter weather. So any cost with these ice storms that happened in January, we use kind of some contingency funds to cover those, but we back those out of the budget request. 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. We've asked teams to limit the amount of overtime moving into next year. 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. As we bring on a new terminal, just think of all the contracts that are associated with a new terminal, primarily janitorial. You're going to have some costs to clean that. You're going to see that we have some small increases for employees. 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. DFW is committed to digital transformation. You'll see almost $10 million in our budget for increases for technology solutions. About two-thirds of this are for contracts that we already have in place, and they're just contract escalations for licenses and softwares. But you'll see about a third of it, about $3 million, are for new solutions coming online. 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. What does that mean to our airline partners? It kind of relates to a landing fee. What do we charge them to land a plane or our cargo 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 gonna ask you to approve here in a couple of weeks in the formal city council. We're gonna ask you to approve our operating and maintenance budget of 820 million. We'd ask you to approve our gross debt budget of 801.8. That gets us to the 1.62 billion. 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, so you guys are aware of this. 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 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 and a little bit of time. When it comes to the budget, happy to answer any specific questions you may have.

Council, any questions for Brian? Yes, Council Member Larsdorf.

Just one quick comment. I noticed a big orange DFW sign. Maybe I'll save a little bit of money if we just drop that D completely. Maybe just do some renaming just to negotiate that. You know, I'll take that back to... Whoever was driving west anyway, so just putting it out there for your board to consider. That's it. 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. It just said Fort Worth-Dallas International Airport. It was pretty good. Thank you, Brian. Appreciate you. Okay, Kevin Haas is back up, I think.

I'm going to actually kick off the next budget presentation, and then I'll introduce my colleague, Kevin Haas. So we don't come to you very often for the Public Facility Improvement Corporation. 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, that was the CFO of the time at the airport. And really, it was meant to enhance the customer experience for facilities that were found outside the terminal. And you're gonna see on this very next slide some examples of eligible projects that are found within the PFIC organization. You're gonna see that our Grand Hyatt DFW is an entity that resides within the PFIC. 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 PFIC and how could we 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 additional projects to this list. So when it was organized, there is a governing board of PFIC. They met in July and unanimously approved the project. to designate these two projects that we're gonna talk about here shortly as PFIC eligible projects. But some of the governance structure for us to designate it as a PFIC eligible project, not only do we need our board approval, but we also need both Fort Worth as well as Dallas approval to kind of state that these are eligible projects. Now I will point out that 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 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 development venture. So the very first thing I'm going to talk about is our international air cargo buildings. These are focused on the west side of the airport campus. I've got to imagine you like the west side of the airport a little bit more than the east side. But, you know, right now these are owned. The buildings were built by a very prevalent company. entity, Prologis, and the airport actually approached Prologis. They were not looking to sell these buildings. And so we approached them and 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 Airlines contributes $71 billion to North Texas. Well, in 2024, the airport did its own economic impact study. And for all airlines and for all the construction, it contributed $78 billion to North Texas. but about 55%, 42 billion, is really directly attributable to cargo. And so what we saw is we had Milton de la Paz, who heads up our air service development and cargo team, he was out talking to airlines, cargo partners, 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 space in one of these warehouses. Because it's so strategic for us, we want to own it 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 carriers as they're bringing in cargo or they're unloading their cargo, putting it into North Texas, or they're loading it up. Sending it across the country or overseas, it's really important. So we approached Prologis. We did our own analysis. The internal rate of return is 15.7% for us. We are negotiating a purchase price of just under $100 million. But again, because we voluntarily went to Prologis, 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 PFIC project. But second, Prologis has other leases on the airport. They have 10 non-aeronautical 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 ask for you on that. So happy to answer any specific questions you may have on the international card. Thank you. Councillor Peebles.

So what is Prologis, what's the extension they're asking for on these leases?

So I can bring up Kevin Haas who is head of our commercial development that kind of manages more of that portfolio that can 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 or Brian? No? Council Member Flores?

Right. I think, 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 instructive to say this publicly, for the physical certification, there's no impact on, material impact on city funds. Correct. Thank you.

Any other comments? Thank you, Ryan. Appreciate it.

So for our next PPIC project, I'm going to bring back up Kevin Haas, 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 PFIC 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 PFIC currently owns and operates three of the four hotels located on the airport, as Brian mentioned, and this presents a really strategic opportunity for PFIC to acquire the Regency and ultimately own all four hotels on the airport. Under the transaction, Woodlake will assign the lease to PFIC. PFIC will assume the hotel management agreement. The lease will be amended to provide that PFIC will pay additional rent to the board for any debt service issued and also to designate this as an eligible PFIC project, as I mentioned. There's a not to exceed price of 193.65 million. Happy to answer any questions on this one.

Any questions, counsel?

No.

Great, thanks. Next, we have Paul Tommy. He's legal counsel for the airport board.

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 with all the construction going on, turning left exits into right exits, 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 1 to our Code of Rules and Regulations to accomplish that. Any questions?

Council Member Beck? What's the cost of a speeding ticket at DFW Airport? Just not asking for me, but for other folks.

Yeah, for a friend, yeah. All speeding tickets on International Parkway go to the Grapevine Municipal Courts, and that depends on the jury, the judge, and the...

I'm just thinking about those early mornings and running late to flight, so...

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 District Airport 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. Ms. Brianna Brown is going to walk us through it.

Thank you, Mayor. Good morning, Mayor and Council, City Manager and City Leadership staff. 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 an update on Project J, which is Carrier Corporation, a name we are all likely very familiar with as they tend to heat and cool our spaces that we enjoy. Company overview, Carrier Corporation 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. The project that we're gonna talk about today represents the largest single facility investment that Carrier has made in their history. It's the first investment of this size in the United States since the 1990s. So we've got a huge opportunity here with this potential project. Carrier is considering the development of an advanced manufacturing facility to support customer demand and inventory management in both commercial and industrial customers 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 for the additional recruitment of suppliers to Carrier. Carrier has expressed a commitment in trying to recruit some of its own suppliers to spaces in close proximity to their location, potential location here in Fort Worth. So there's potential for quite a bit of upside with this 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 million by December of 2028. That does represent $36 million in real property construction. They are looking at a location that's currently under construction and alliance, so that's why you'll see a little bit lower real property investment, but $397 million in business personal property for the finish out of this potential facility. 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 seven-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 Wishtrend, a project that you all are very familiar with, just celebrated their grand opening a couple of weeks ago. Potential impact of this project. Carrier is the largest HVAC company in the United States. Again, as I mentioned at the beginning of the presentation, a family business. a family known name. 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. They really have set themselves apart with the way that they invest in education for their employees and then also excellent 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 an 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. 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 recommendation, which would give them an opportunity for a maximum incentive of $2.5 million from the state. as well as a seven-year tax abatement agreement for up to 60% of incremental taxes on real and BPP. 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 $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 seven year 60% tax abatement that would 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 to one. 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. 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.

Thank you, Mayor.

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 Escamilla, Senior Capital Projects Officer with the Fort Worth Lab. I lead the Capital Infrastructure Strategy Team at Fort Worth Lab, and this is part of the mid-year investment that City Manager Chapa made as part of Fiscal Year 26. 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, introduce 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. Today you have a packet 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 for the 2026 bond program. So a bit of background. As we know, the $845 million bond program was voter authorized on May 2, 2026. Now, in a typical timeline for bond issuance, our friends with FMS Treasury, the division, 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 expected in summer of 2027. Now, that is quite some time 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 for transparency, 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. You 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 right-of-way, acquisition, utility clearance, as well as construction? And it also gives us insight on project management as well as construction inspection. So what we have been doing throughout this entire summer timeframe is really working as the CIS in Fort Worth Lab with all the various departments, TBW, PAR, PMD, all that's shown on there. You may notice that library and fire 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. 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 before waiting way too long until, you know, something comes up, as well as provide that overall oversight 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, where we can basically provide for each one of our projects what the design phase is and the timing, the right-of-way 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 pull together as their 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-designed right-of-way contract authorization to really focus on delivering projects throughout 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 CMARS, which is known as Construction Manager at Risk. And that pre-construction activity can include pre-authorization or pre-requisition 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, think about some of the sidewalk-related projects, 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 a great charge from City Manager Chapa on really providing that transparency for you as City Council 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 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. We are providing this by fiscal year quarter and we do plan to issue out quarterly updates because it's capital delivery and things start to happen and so we wanna 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. 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 projects as well as right-of-way acquisition. So you will always be informed of the related contracting. We are also progressing towards a bond program website 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. Fort Worth Lab will continue to complete quarterly bond project reporting, and that will be issued to a 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 constituents.

Thank you. I'm curious, this may be a longer term project, but because so many people have gotten familiar with the MyForth 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 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 and that's a much longer term project, but I've noticed lately people are, they'll take pictures of a sign of what are 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 project.

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 the technology, the city's capabilities, and our staff have the abilities to do it, so.

Yeah, we appreciate y'all very much.

Thank you.

Okay, our next up is budget responses and updates with Christiane 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, and I don't need a budget response for it. An email will be sufficient, or if you have the answer today, but... One of the things that I'm concerned about in the code department in 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 door-to-door vendor program, the identification and registration program. And so I'm just concerned that because it's new, that it's not budgeted or we don't have positions available for it. So I just wanna make sure.

DJ has that answer.

Okay.

Yes, ma'am. We did budget for it.

Okay.

We put $30,000 in and $30,000 out. We thought it was just going to be a neutral.

Okay.

Or a new neutral.

Okay. That's fine.

But we're also going to administer it with current staff.

Okay. Thank you. Yes, ma'am.

I did have a light bulb go off yesterday. And that's when we talked two budget workshops ago. And we talked about the alleyway mowing. And the council talked about a compromise or not adding a compromise. 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. We can try to squeeze it in without changing the tax rate. We can increase the tax rate by .03, because it's three one-hundredths of a penny to make that up. But just wanted to get the council's feedback, because we just missed it as we went through that process.

Can we squeeze it in without raising it? I mean, is that a squeezable amount?

We'll talk to Dave about that. Where's Dave? He's putting his head down. We'll figure out how to get there.

So, Jay, was that the... That was a compromise going to three rather than the four.

We went from four to two. We were going to go to three.

I think it seemed like that was the consensus. Council Member Hall. Yes, Council Member Larson.

So you said that would be $300,000? It's about 311,000, I think that was the number. 324,000. I mean, I think 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, Christine, we appreciate you.

Oh, I'm sorry, I did have one thing. Go ahead. In looking at the healthcare administrative charge, I noticed the departments are paying that, but it went up 30 million. I think it's like now 114. Maybe just an answer on what exactly that is that the departments are paying, because I know that put a squeeze on them. So maybe just break it down, Barney style, to where Marines could understand it. That'd be outstanding. So colors and graphics work great.

I think we can send out the presentation from June. It's basically, we had costs go up in healthcare, and it's all mostly tied to actual high cost, final amounts for costs for healthcare. for care overall, but we can get that to you.

Okay, and maybe if we can explain how, because I know there are some changes with the GLPs and some of the prescriptions, and the changes that we recently made, how that affects.

They reduced it by 14 million, so that increase is that being reduced. Okay. Would have been larger otherwise. Perfect, thank you.

To a question, speaking of the GLP-1s, we took them out of the covered, policy or 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 copay piece where actually it would be off outside 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, I think they're working on it. It should happen toward the end of the month.

So, but it will definitely happen before October. Is it September 1 or October 1 that that coverage? Okay, so it will, but we will have, our employees will have something before October 1.

The funding is in the budget to cover that copay. Okay. The definition of the whole program. Do you know what the dollar amount was?

Okay. Thank you, Christine. Can 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 or future gen items on the budget? No. Thank you, Christina. Thank you. Any future gen items on future work sessions from council?

Have a couple please like to get an update on any of the smoke shops operating under just general commercial CEOs. I know that was an issue before, but I don't think we ever got an update back on that 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. And then I'd also, let's see, oh, reducing speed limits. I was gonna say 20 miles per hour, but apparently the state law's against that, but 25 miles in all residential neighborhoods. 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. So what the process would look like just to reduce that. Already talked about the healthcare administrator charge. And then the last one's kind of a big one. But I don't know if we can ask staff just to conduct just an initial feasibility assessment, nothing too in-depth, just to find out if there's even a there there. To do something similar to what Dallas and DART did with their general mobility program, we're about to ask residents for a street maintenance fee. 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. I don't know what that looked like in the city of Fort Worth, but I think just a 5% return of those taxes would net around six million annually for street maintenance, which I think would be outstanding. Especially seeing as how Trinity Metro does receive 52% of its revenue from sales tax, again, back to Councilwoman Hill's point. So just I guess feasibility on that, what that would look like. I think it would take a lot more to do anything more broader than that as far as implementing an actual, like what was the actual legal term? 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.

The city used to collect the 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. We could go back to it at some point.

Maybe if we just get a report on that, that'd be outstanding. Thank you.

This is Dove Tale on Council Member Larstor's request to look at lower speed limits. You said neighborhood streets, right? Correct, residential neighborhoods. TPW, remember this. Years back, prior city council looked at this.

I think reducing it to 30 if memory serves.

So we ought to pull that up too and add that to Councilman Lara's request.

Yes, I have a few here, three. First, 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. in a particular neighborhood that had been falling before the house was even sold, but how that inspection is done, and just a clear transparency about that, what that looks like, and are we actually inspecting the exterior properties? Second, I've had some questions about payouts from the risk fund, and we had one today, or we're gonna approve one, which is fine, and I'm going to support, but understanding how our risk fund works, how it's funded, And in particular, if we have to hire outside council, what that looks like and then cost associated with that so we get a full picture on that. And then the third is, Mayor, thanks for a couple weeks ago inviting Jeanette and I to sit in a meeting about your Good Natured program and what that looks like across the city. I think it might be helpful to, I haven't seen this, I think it exists over the last four years since that's been going, the property acquisition looks like that fits into that. So we know in districts where it's been acquired and just the property, et cetera, what that looks like so people have a better picture of where we're acquiring property and what that looks like too.

To tag on to Councilman Lauer's request, 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 the economy was like prior to that and then what we are now. I think that would be helpful. Okay.

Thank you, Mayor. First of all, I want to say that I'm very fortunate to have two community centers within District 6 who serve our communities really well. I just had some questions. At the beginning of the summer, I had people reaching out because of capacity of summer programming. Post summer, I had people talking about what those programs consisted of and things of that nature. we've had a lot of conversation 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 what systems do we utilize to track the metrics and data pertaining to that programming?

Any other future agenda items, council? Okay, we are adjourned.