City Council - Regular Meeting

The Collin County Mayor's Committee will be myself. The Council Legislative Committee will now be Munns, Horn, and Quintanilla. The DRMC will be myself. And the designation of official North Texas Council of Governments voting representative will be myself. The Metroplex Mayor's Committee will be myself and Mayor Pro Tem Horn. North Texas Commission will be myself. Plano Health Facilities Development Corporation will stay the same, Horn, Downs, and Thomas. The RTC at this point will be Munns and Quintanilla. Emergency Preparedness Planning Council will remain the same, Levine and Quintanilla. The Board and Commission Review Committee will be Horn, Down, and Levine. The Community Finance will be Kerr and Quintanilla. The Joint PISD Council Committee will be Downs and Thomas. The Multicultural Outreach Roundtable will be Thomas and Cantania. The Rewrite Advisory Committee will be Two and Horn. The Animal Shelter Advisory Committee will be Downs and Levine. Board of Adjustment, Horn and Kerr. Building Standards Commission will be Two and Kerr. Collin County Appraisal District Board will be two and Cantania. The Community Relations Commission will be Downs and Cantania. Cultural Affairs will be Downs and Levine. Heritage Commission will be two and Thomas. Library Advisory Board, Thomas and Cantania. The North Texas Municipal Water District Board will be Phil Dyer and Ron Kelly. The Parks and Recreation Planning Board will be Kerr and Thomas. Planning and Zoning Commission will be Horn and Downs. The Plano Housing Authority will be Kerr and Levine. The senior advisory board will be Levine and Thomas. And then the tax increment financing reinvestment zones number two and three will be Downs and Cantania. Tax increment financing reinvestment zone number four will be two and Levine. And tax increment financing reinvestment zone number five will be CARE and Thomas. Is that understood?

Okay.

Do we need to vote on that again? I don't think so, do we?

Okay. Okay.

Okay, so the next item is the appointment of the city's representatives for the Texas Municipal League and National League of Cities boards. Andrew.

In government relations, to date, Councilmember Kerr has been the Councilmember who has expressed interest, and so we wanted to provide the Council the opportunity to affirm that choice, and from there, I'll be able to submit the necessary paperwork, and we will move forward with him as our representative with the National League of Cities and the Texas Municipal League. All right.

Wonderful.

I'm sorry.

Mr. Mayor, I'd like to make a motion that we approve, recommend Bob Kerr to represent Plano in the Texas Municipal League in the National League of Cities.

Mayor, I'll second the motion.

Okay, so I have a motion and a second, and we'll just do a hand vote. All in favor of the motion, please raise your hand.

Motion carries. All right, thank you.

Thank you, Councilmember Kerr, for that. I appreciate it. Next item is the Comprehensive Monthly Financial Report. for March of 2026.

Good evening, Mayor and Council. I'm Allison Freilu, the Assistant Director of Finance. I'm filling in for Denise this evening. Tonight, we will be going over the comprehensive monthly financial report for quarter end March 2026. And just for you all to know, we do present this on a quarterly basis, but we prepare it monthly and we have it posted on our website. So with that, I will get started. So this slide represents our revenues compared to budget by fund. The general fund has revenues of $294.7 million for the first six months of the fiscal year, which represents 77.5% of our total annual budget. And the main driver for this are our property taxes that we collect in the first half of the year. And that's the reflective of the tax rate increase. Our water and sewer fund has 114.8 million in revenues, which represents 44.3% of total annual budget, also reflective of a rate increase this year. This slide represents our expenses compared to budget by fund. The general fund has expenditures of 177 million for the first six months, representing 47.7% of the total annual budget. And the Water and Sewer Fund has expenses of $86.9 million, representing 45.4% of the total budget. This slide represents the net change in our fund balance over the past three fiscal years. In the general fund for the first six months, the fund balance increased 10.3 million. And this is due to the city's cost-saving initiatives that we're adhering to in addition to our changes to the fiscal roadmap, our changes in our days of working capital from 30 days to 60 days. And basically working capital is your short-term cash liquidity. That's gonna be your current assets less your obligations. The water and sewer fund balance has decreased by 695,000. This is basically due to expenses and budgeted transfers exceeding your revenues. But just keep in mind as we get into the summer months and the hotter months of the summer, our revenues will be increasing because of increased utilization. General fund revenues are higher than prior year by 23.3 million. As we discussed earlier, property tax revenues increased 18 million. Sales tax revenues increased 4.4 million, primarily due to increased consumer and business spending. In addition to audit adjustments, we do receive audit adjustments that are made by the state, the comptroller's office. And that's basically an adjustment to correct if an entity is paying the wrong jurisdiction. This is to make that right and to correct that. So it could be positive or it could be negative. But for this year, it has been positive adjustments. Additionally, gas franchise revenues have increased over prior year by 781,000 due to higher usage. General fund expenditures are higher than prior year by 10.5 million. That's due to personnel costs increasing 3.6 million due to across the board pay increases in addition to the hiring freeze that was implemented last year that being lifted in January of 25. Budgeted transfers to support our technology services operations has increased over prior year by $689,000 as well. The health claims fund had an increase in fund balance of about 1.5 million. The fund balance in that fund right now is 7.9 million. Claims expenses are down and revenues are higher. So if that trend continues, that fund balance will continue to rise. And we've seen a lot of positive activity in this fund because of the plan design changes that have been implemented in this year. So that is definitely helpful with cost savings. The unemployment rate in March for Plano is at 3.8%, which is slightly lower than it was in January and February of this year. The local unemployment rate still is trending to be lower than the Metroplex state and federal rates. For sales tax, sales tax collections were up compared to prior year by a little over 7%. The reason we're up is, as I mentioned, we have increased business and consumer spending in addition to the positive audit adjustments. I do want to point out, you most likely noticed, the city of Richardson. I did speak to their finance office, and they had, on the positive adjustment side, they had a business that had attempted a local exemption, so that spike for current month is basically correcting those months of collections for them. The real estate market recap slide shows the total number of days on the market being at 43 days in March, which is down from December of 59 days. And the percent of asking was at 98.4% in March, which is up from 96.7 that we saw in December. The median selling price for a home in Plano was 490,000 in March, which is down compared to 499,000 in December. The price per square foot in December was $218, which is now up to $220 in March. Year-to-date hotel occupancy taxes are up 192,000 compared to prior year. And this slide represents our equity in our treasury pool, which is basically our portfolio. And as you can see, the majority of our funds are going to be in our capital projects funds. That's where we hold our bond proceeds. And this will increase because in a few days, in early June, we will receive our bond proceeds for the 2026 issuance that we just sold. This slide is our portfolio maturities. And as you can see, we are highly liquid in that zero to one category at 49%. And this is important to have that liquidity so we can pay vendors, make payroll, pay debt service. So that is where we focus on our investments. And this slide shows our diversification of our portfolio. And as you can see, the two largest components are our municipal bonds and our local government investment pools. Those are highly liquid, and we do receive a good yield on those. But most importantly, I just want you to see the diversification that we do have, and that's what you want to see that we have you know, an allocation of how we invest. So with that, I will be happy to answer any questions. Thank you.

Thank you. Any questions for staff? Thank you very much. Okay, our next item is departmental overview, the volunteers in Plano.

Good evening, Mayor and Council. Again, Andrew Fortune, Director of Policy and Government Relations. I also have the pleasure of overseeing our volunteers in Plano Division. I'm not Karina Sadler. I will invite her up here momentarily, but first wanted to just provide some initial information as well as to brag on her and the division within our department. VIP was actually founded in 1983, so in 2028 we'll be coming up on our 45th. your anniversary, and we've actually become, in Plano, the model that people not only around the region but the state and the country have looked to for a successful volunteer program. We have, as I mentioned, an incredible team with Karina Morgan and Laura Lee. Many of you have interacted with the division over the years. The team has actually received four national awards. for their work in this space. In addition to that, Karina was reappointed this year by Governor Abbott to serve a second term on the National Service Commission for Texas, which is a huge honor and certainly recognizes the great work that she's doing for the program. Ultimately, we look at this program as providing value add to not only the city, but also the community. And so with that, I'd like to invite Karina up to tell you a little bit more.

Thank you, Andrew. Good evening, Mayor and Council. I appreciate this opportunity to tell you a little bit more about VIP. We are a small but mighty team of three. We're located right here in City Hall on the second floor. Come at any time and say hello. We are the bridge between an incredibly generous community of neighbors who raise their hand and say, I want to help the city. to the city staff that I will refer to as team Plano for this presentation who say, come and join us in service, work alongside us and remove barriers and open doors to volunteering within their different city departments and programs. We work with 20 different initiatives, programs, departments, and divisions. We have over 100 staff that regularly work with volunteers, either direct supervision, a communication, or have a touch point in the volunteer journey if someone chooses to serve with the City of Plano. We also have an existing volunteer base that we interact with on a regular basis, emails, phone calls, in-person meetings, opportunities to talk to them about their volunteering, not only what it means to them, but how they can further get engaged. And we also have future and aspiring volunteers, those that are interested, coming to Plano for the first time, they might have volunteered elsewhere and want to know what can I do here. And we also receive interest from the general public on what a civic engagement look like in the city. The local municipalities also have questions, county governments, and then other national organizations inquiring about VIP. We took a sample of our volunteer base. As you can see, we have a good diversity of ages that are volunteering. We have waiting lists of our 11 year olds that are very eager to join our 13 and up volunteer program. And then our most senior veteran volunteer is 93. Our volunteers have identified that they speak over 65 different languages. They come from all backgrounds. We have volunteers with decades of career expertise, so many knowledge and skills that they want to lend back to their city. I'll quickly go through our core services. As a team of three, we do a lot of different things at VIP, so I'm looking forward to highlight those. The biggest thing that we do is mobilize people, those good neighbors that want to help. So we manage the infrastructure, the administration of having a centralized department of volunteering for the city. We try to create a consistent experience While each department is unique in their culture, their initiatives, what volunteering looks like at any given program, we want to make sure that the application process, the waivers, we might do interviewing, the background checks, all of those are convenient, easy to get through, and they have the support of VIP to get them to the goal of hands-on volunteering. So we work on the position descriptions, any qualifications that are necessary, the expectations as they join our workforce of how they will interact with the community and our fellow city staff, and we manage that onboarding and scheduling. What makes sense for our Plano Animal Services volunteers might be different at the Plano Public Library, and so we make sure that those all make sense. I mentioned Team Plano. We could not do what we do in mobilizing almost 7,000 volunteers a year without Team Plano. We are a resource to them. I love going to the table with them and thinking of innovative ways or problem solving. The expertise I have on my team mean that we can come in with knowledge of volunteer engagement and get pretty quick to the root of where we need to go next. We also provide resources to Team Plano to give them the opportunity to give back to our local nonprofits. And so we run an Adopt an Angel program every holiday season, coat drives, purchasing toys for real families in Plano that we are matched with through a nonprofit. We also recognize Team Plano with certificates and different awards like our Volunteer Supervisor of the Year, where we recognize one or two employees that really go above and beyond in their desire to champion volunteering in their department. So I mentioned applications. We do grow great waiting lists. We have an online version of VIP, which we call the volunteer portal. Anyone can go online and sign up. They can browse the different programs that we have. They can get connected straight to us. So we've just hit in our third year 6,000 different profiles of volunteer applications. And so that's about eight new applications every day. year long and so we look at those applications we answer questions we see if they put a comment we managed about 60 ongoing volunteer positions shelving books at the library walking dogs at animal services and then we have almost 400 shifted opportunities that come and go throughout the year helping out at fourth of july helping out at a book sale and so we make sure all of those are working correctly and the volunteers can find them and they can get signed up and receive confirmation that they're scheduled and ready to go we also track and compile information about volunteers which we can distribute to the departments at any time and then since software uh the most part is intuitive, there are still some challenges with tech. And so we are available at any time to work with our team Plano on training them and how to manage their profiles in the software. We have about 100 city staff that are in the volunteer portal as program managers. And then any of those 6,000 users can send us an email, and we will help them with their profile or if they have tech questions. One of the favorite parts of my job is throwing some pretty fun parties so we get to recognize volunteers We have anywhere from 12 to 14 different volunteer recognitions throughout the year where we give out t-shirts Swag we have opportunities for staff and volunteers to interact together kind of away from their their day job of volunteering And get to be recognized. We also celebrate their milestones Last year we had a Plano Public Library volunteer reach 40 years of volunteer service at Haggard Library. Pretty amazing. So making sure when our volunteers hit milestones, it's very important to them, it's equally important to us that we have an opportunity to recognize them. We mail birthday cards, we send handwritten notes, a lot of emails, and we also put together a really popular quarterly newsletter. We have a big open rate, and that newsletter's really telling the story of volunteering, real photos, people can submit information, and we also have nonprofits that ask to be included in that newsletter as well. And then we also produce our annual report, which is sent to everyone in our volunteerism community, which highlights some of the behind the scenes work that we do. And new this year is the Plano Mayor's Volunteer Service Award. Hopefully you've received your gold pin. We appreciate your service as well. For volunteers that log over 100 hours in the volunteer portal, they're eligible for that award, which we've expanded this year for a full program. So they'll receive a signed certificate and this gold magnetic pin for their service. And they're eligible once every calendar year. You'll notice on the front page of our annual report, we do capture the value. If I had to give a value, what would that look like for the many hours of service that our volunteers are giving? And so for the first time, that value has exceeded $3 million for the VIP program. I'm really proud of that number because it symbolizes the investment that our volunteers put back into their community. Many of them serve with many different organizations. They have choice. but we hear so much positive feedback from their departments where they serve with the city. And as I wrap up, I do want to highlight some other areas where we mobilize folks to help out. We do have a court order community service program. So Laura Lee handles that program. Almost 400 people a year. We have contracts with different county courts and municipal courts to manage that program, separate from the volunteer portal. We also have partnerships with the business community. If they want to come out and do a corporate volunteer day, we do our best with capacity to schedule those. And then we have a large group, you'll notice in the annual report, for sustainability. Shout out to Live Green and Plano. A lot of volunteers that want to keep Plano beautiful. It's very important to them. So tracking that litter cleanup time and the opportunities that they have outdoors is important. And then I shout out to our teen volunteers as well. I was the local government teen volunteer, so it's very important for me to encourage our youth to volunteer with the city. So we have almost 500 every year that are in an existing program like Plano Teen Court, Adapted Recreation, Summer Camps with Parks and Rec, and of course the Plano Public Library as well. That's a little bit about us. I'm available for questions.

Thank you, Karina. That's amazing. Great job. Any, oh, there's Council Member Kerr.

I actually don't have a question. I just wanted to congratulate you on everything that you've accomplished, and you and your department, and all of the city staff that participate. The VIP contributes so much to the high quality of life we have here in Plano. Not only the recipients who have some work done in their yard, etc., but also to the volunteers. As I meet people around the city, people are so excited to be a volunteer. appreciative of the opportunity, and they love giving in this way. So I think you're making a major contribution to our community here. Thank you.

Thank you very much. I do have a question. So actually I was really excited that you mentioned court order community service. So do the probation officer contact you or is it something that is coordinated through the probation officer with the court? How does that work?

So in the contracts that we have with the different courts, we go on an approved list, and then the probation officers would give that list to the probationer, and it's up to them to make the calls and schedule their service.

So what about juvenile? Do you do any type of court order community service with juvenile?

We are more limited. We do, of course, with Plano Teen Court have a relationship. We run the volunteer side of Plano Teen Court, but the offender side or those that are seeking community service, I'm not sure what they call them at Plano Teen Court, it is more challenging for under 18.

Is it because what they are limited in doing?

it's mainly a lot of the time it's scheduling because they're in school or they have other activities and Typically our city facilities are not don't have opportunities evenings and weekends So what what are some of the activities or services that's offered to those people who are coming out of the court system? Sure, so during the screening process Laura Lee will kind of give them their options. They could include Community service at Plano animal services. We also have three parks maintenance sites and And we also have Texas Pure Products. And not everyone is eligible for all of those. It just depends on their application.

Yeah, that was another one of my question was that what would be required to be eligible to participate in this type of program?

Yeah, so every department in working with us can determine the the number of offenses or the number of hours that they would Make eligible for an applicant and then we assist them some of them have prior knowledge of this type of program and so they come with a list of Qualifiers others that do not based on our expertise will help facilitate kind of what that qualification would look like Thank you so much.

Yes.

Thank you councilmember Levi

Thank you, Mayor. Karina, you mentioned the book sale is one of the things that you do help with volunteers for. And I just want to do a shout out. The library system and the Friends of the library could not do what they do without the volunteers and the organization that you provide, which enables the friends to raise over $100,000 a year for library programs. So that's real money coming back into the community through our volunteers and much appreciated. Thank you. Thank you.

Thank you so much, Corrina. Appreciate it. Okay, our next item is the consent and regular agendas. I know item D and G have been pulled by a speaker. Are there any other items a council member would like to remove? Okay. Next item is item seven, council items for discussion and action on future agendas. I'd like to make a recommendation, if council agrees with me, that next month, We have two meetings, June 8th and June 22nd, and then we will not meet in July. So I would like to recommend that we have our comments of public interest on the 22nd since there will be such a large gap in time that we won't have a meeting. And at least this will close it down just a little bit. Just wanting to see if the rest of council would be okay with putting it on the second meeting in June because there's no meeting in July. Yeah. There's no voting.

Well, can I just make a comment? I think that's a really great idea because that way it would actually sort of, so the comments of public interest wouldn't be so far gapped due to our July schedule and our July meetings being all the way to the end of July, right? Yeah.

Yeah, third wave. Okay.

Is that okay?

Okay, thank you so much. Any other item? OK, we will take a recess and return at 7 o'clock. Thank you.

Thank you. Thank you. so so Thank you. Thank you. Thank you. I don't know. you so so do do Thank you. Thank you.

I now declare that the Plano City Council is reconvened and open session, that all council members are present. We'll begin tonight's regular meeting with the invocation led by Next Gen Pastor Laura Van Hoy with Legacy Church and the pledges led by Scout Troop 380. Would you please rise?

Thank you so much for allowing me to be here and open with a short word of prayer, if that is okay. So I'm just going to get to it. Dear Heavenly Father, we just thank you so much that we get to gather here together in a desire to see the city of Plano and their residents thrive. And we just thank you for these leaders who are here making decisions. And we just pray that you give wisdom and integrity and that you would just give them um the everything they need to make the decisions that they need to make and we just thank you for their hard work that they do in do day in and day out to make this place a wonderful place to live in Plano and so we just pray that you would give them clarity in moments of difficulty and we give them wisdom when they need to know what direction to go and we just pray that this would be a city that is thriving and that cares for the people And so we just thank you for this time. We pray that you would be over this meeting and you would guide and give wisdom as we speak. Amen. Thank you.

You guys come on down.

indivisible, with liberty and justice for all.

Honor the Texas flag. I pledge allegiance to the Texas once and under God, one and indivisible.

Thank you. Be seated.

All right, guys. Good job. What a great group. All right, everybody take one of these. You don't have to have a backpack for the next few months, but put it on your backpack. All right, did you get one? Okay. You guys. Thank you. Everybody got one? Sure? Okay, let's take a picture. Come here.

Okay, all you tall guys, get back here with me.

Yeah. Come on in. Come on in. You guys, get in the picture, too. Please.

We can... Okay. Are we good? Okay, do you mind using her phone? Of course.

All right.

I wanted you in the picture. Thank you, guys. Thank you so much. Appreciate you being here. Thank you.

You bet. Thank you.

Thank you. Really appreciate it.

Okay, moving on to the consent agenda.

The consent agenda. The consent agenda will be acted upon in one motion and contains items which are routine and typically non-controversial. Items may be removed from this agenda for individual discussion by council member, the city manager, or any citizen. The presiding officer will establish time limits based upon the number of speaker requests.

All right, thank you. We do have two items that have been pulled for a speaker to talk to. That would be D and G. Just wanted to let council members know that. Do I have a motion?

Mr. Mayor, I move that we approve the consent agenda with the exception of removing items D and G.

SECOND THAT MOTION.

I HAVE A MOTION TO APPROVE THE CONSENT AGENDA WITH THE EXCEPTION OF D AND G. PLEASE VOTE. OKAY. MOTION PASSES 8-0. THANK YOU. ITEM D.

Item D, to approve the renewal of the Pecan Hollow Golf Course and Pro Shop Management Services Agreement for four years with an option for one four-year automatic renewal from Plano Golf Course Incorporated doing business as Pecan Hollow Golf for the Parks and Recreation Department and authorizing the city manager to execute all necessary documents.

Good evening council I've been around so long issues come back. I think I spoke to this one four years ago but what we're dealing with here is a little bit confusing because it says in the staff report that There's an option for a four-year renewal with an automatic four year renewal. And so I don't know the four plus four equals eight to me. You add on top of that that the same group or the same individual this contract since 1994. He' s had the contract to maintain the golf course for 32 years and we' re giving him another four with another automatic four. That' s 40 when it' s all said and Staff thinks this is of such importance that they brought it to you on May 26th when the current contract expires on June 15th. I guess there was really no expectation that y'all were going to have questions or that y'all would go a different direction. I mean, why would you? It's been 32 years. I have so many questions like, does the guy pay rent? Does he pay any of the electric bill for the range balls that he's making 95% of the income? This deal's like really simple. The golf course gets 100% of the green fees, and then y'all get 5% of everything else out there. But where are the numbers? Where are the audits? How many hot dogs got sold? How many range balls got sold? What's the total revenue? What's the 5% split? What's his 95%? What's the succession plan? The guy's been doing this for 32 years. I'm not saying he's doing a bad job. I'm just saying, when should we look at what competition would bring? When should we give someone else an opportunity to do the job? I mean, I think these are important questions for you guys to ask. How much money does he make? What is the revenue? happens if he's gone Anyway, I'm repetitive at this point. I just think that 32 years is a long time to not ever consider Another option to make sure that we have the best thing going.

Thank you Ron yeah, do you mind? just addressing

Sure, Ron Smith, Parks and Recreation Director. If there are any specific questions, I'll do my best to answer those.

Maria.

Okay, I do have questions. So with regard to this specific company who's been doing the managing service throughout the time that we've employed. Has there been any complaints as to the services that's been offered? Has there been other people who have shown an interest in wanting to bid for the contract?

Yeah, the first question complaints from the patrons minimal. I have not heard of any Complaints with the way the course is operated. So the the vendor is responsible for the operation The city is a hundred percent responsible for the maintenance of the course. I'm not aware of Any meaningful or significant or volume of complaints about how the course is operated? I believe everyone's very satisfied with the operation. I And the second question, remind me what that was again?

Whether or not there's been any interest in bidding for this type of position.

Yeah, I haven't been contacted by any vendors asking to have an opportunity to bid on this service. I think that most people in the region recognize that Pecan Hollow is operated at a really high professional level and everyone's satisfied with the way it is operated. Thank you.

Okay, thanks, Dr. Smith. A couple of questions. Again, can you provide a little bit more detail on how the golf pro, how he's compensated for his services out there?

Sure, yes. So the city of Plano receives 100% of the greens fees, and it is deposited into an enterprise fund, which we refer to as the golf fund. Zero... of the city's general fund or taxpayer dollars go to maintain pecan hollow so the beautiful course that people play at maintained a hundred percent at the cost of the golfers themselves no taxpayer that is disinterested in golf pays anything to maintain pecan hollow the operation is run by the vendor He bears all overhead, he bears all risk, and he receives 90% of the revenue for those operations, and the city gets 5%. 2025, that operation cut was just over 100,000. So 100% of the maintenance of that beautiful course paid by the golfers, zero tax dollars from the residents that don't play golf, plus an extra 100,000 in our 5% take, we bear no risk, the course is beautiful, The participants very satisfied. So staff does feel that this is still a really good mechanism for us to provide excellent municipal golf to the Plano resident.

So further to detail, getting to the weeds here, the superintendent's part of the course is maintained by city of Plano staff who are reimbursed basically through this golf, through the fees.

Yeah, not just, so they're not reimbursed. The golf fund, through those green fees, pays all the salary of our superintendent and his eight employees. All of their retirement benefits, all of their medical benefits is paid through the golf fund.

Okay, and those are green fees that we're talking about. That's correct. So he gets 100% of the cart fees?

He gets 100% of all operations except for our 5%. So 95% of all the operations goes to the Golf Pro, and the city gets its 5% return.

Again, we're talking about range balls, merch, hot dogs?

Yes, that's correct. Yeah, I don't know how many hot dogs are sold, but we can figure that out.

But I'm just saying that's how it all comes out.

The golf carts, the maintenance of those, the acquisition of those, all of the operation expense, except for the city's 5% that we get in the revenue, and his employees, I think he's got 40 some odd employees. He's responsible for their salaries, his own salary, responsible for any benefits that he provides his employees. All of that overhead is on him, not the city.

Okay, one last question. How does this course rank to other public courses, city public courses in the state of Texas?

Well, according to a publication a few years ago, Texas Monthly ranks it among the top municipal courses in the state of Texas. We're proud of that.

Mr. Mayor, I make a motion that we approve agenda item D,

I just have one more question before I'll second it.

Hold on, okay.

Yeah, so one more issue about the option for additional four years automatic renewal. So once you sign the contract for four years, it doesn't just automatically- Correct, it will come back to council at that four year term. And then it would be, at that time, confirm whether or not another four years will be exercised by council, is that right? That's correct. So it's not really just an automatic renewal, like what it seems to be saying there, is that right?

Yes, we can make sure that we get that language exactly right. But the intent is four years with a four year option that would come to council for that renewal.

With the approval of council, basically. That's correct. All right, so I'll second.

OK. Thank you, Ron. Appreciate it. You're welcome. Thank you. All right. So I have a motion and a second to approve item D on the consent agenda. Please vote. Thank you. Motion passes 8 to 0. Item G. All right.

Item G, to approve an expenditure for the emergency repair of Fire Ladder Truck 5 in the amount of 280,000 from Seidens Martin for Fleet Services, authorizing the city manager to execute all necessary documents. And Bill Lyle is the speaker on this one as well.

Just a quick follow-up there. On your consent agenda, there was like a $750,000 change order to a $2 million repair to whole sixes and seven. I don't think that came out of green fees, but maybe the rest of the stuff does. On this item, we're talking about fixing a fire truck that ran into a tree. labeled as an emergency repair, but the staff report goes on to say That it's going to take six months to get the parts and then two to three months to fix it and the staff report also says that That it's covered under an insurance policy The repair estimate is like two hundred and twenty four thousand, but they want y'all to approve two hundred and eighty thousand the damage to the truck happened on april sixth and so i don't understand that's like almost sixty days next week honest like when i get in an accident or one of my equipment pieces stolen travelers has been a insurance company for me sixty days is enough time to get the estimate and for them to take liability and for them to approve the repairs and reorder the stuff so i understand why the city is being asked to come up with any of the money other than the deductible and then they want you to approve like an extra 50,000 just in case but the way that happens is you go back and you have a supplemental estimate from the supplier that if there's other damages that were unforeseen the insurance company is on the hook for more money and so it's really confusing to me as to why city money is involved at all other than the deductible and then beyond that I know that the fire department and the ambulance have come up with different ways to service people that use the service a lot like with smaller vehicles and so forth I'm just wondering if a broader conversation about you know like was the ladder truck this is really really big apparatus going through an apartment complex the the turnabout was in an apartment complex where this happened and I'm just wondering if if there' s not a broader discussion where we could serve if the cat was stuck in a tree and you needed the ladder I guess it' s got to go in there but if it was something else maybe the apparatus shouldn' t have been in the apartment complex at all. I' m sure the fire department will figure that out but I don' t understand the money and why the insurance company isn' t just handling this. thank you.

I'm happy to answer any questions. I think Andrew may have the answer to the first part of it, but I'm happy to answer anything. Any questions you might have for me though?

Just how the financial aspect works on this claim.

Sure. The risk management department handles the insurance claims, so we're not actually involved in that part. My understanding is that we're just required to play it up front, and then the risk department would receive the reimbursement back to the fire department fund.

Okay. All right.

Any- I'm sorry. I'm going to see if I understand. So basically if we have damages, we have to pay it first. The insurance company is not going to upfront the money because we have to figure out what damages needs to be fixed and what repair needs to be completed. And then once we get that done and we need the money upfront because we need to pay these repair people to actually make the repair. Am I correct about that?

Yes, we're coming to you to pay the initial upfront cost, and then it will go through the reimbursement process through our insurance carrier.

And then once the reimbursement is completed, where does that money go then?

So what you're being asked to approve would be paying out of the fire department's fund, and so it would be reimbursed back to that.

Okay, to the same fire department fund. Correct. So whatever, I mean, it's not going to just sort of go away to a never, never land.

Correct. It would be reimbursed back to the same fund that pays for the initial purchase.

Got it. Okay. I move to approve.

And Chief, can you explain real quick the complexity of what damage like this to this apparatus causes and what the evaluation has to be done? Because this is not a simple piece of apparatus that...

No, you're exactly right. That's part of the challenge because a lot of the things on these apparatus are custom made. And so it's not like you can just say, hey, I need another ladder with the platform attached to it. it takes months to build those. And that's part of the reason right now, and I know y'all are very aware of this, sometimes it takes three to four years for us to get an apparatus once we've ordered it, because the process just takes a long time. And a lot of the stuff there, especially the ladder like that, custom made, so they've got to go in and rebuild that piece of it in order for us to be able to put the unit back in service.

And it goes back to the original manufacturer.

Yes, sir, yeah, which is in Wisconsin.

So I have a motion. Do I have a second? I'll second. Okay. So I have a motion and a second to approve item G on the consent. Please vote. Motion passes eight to zero. Thank you. Next item is items for individual consideration.

Items for individual consideration. Public hearing items. Applicants are limited to 15 minutes presentation time with a five minute rebuttal if needed. Remaining speakers are limited to 30 total minutes of testimony time with three minutes assigned per speaker. The presiding officer may amend these times as deemed necessary. Non-public hearing items. The presiding officer will permit public comment for items on the agenda not posted for a public hearing. the presiding officer will establish time limits based upon the number of speaker requests, length of the agenda, and to ensure meeting efficiency, and may include a cumulative time limit. Speakers will be called in the order the requests are received until the cumulative time is exhausted. Item number one, consideration to approve RFQ number 2026-152-B, construction manager at risk, for the city of Plano Public Safety Campus for special projects to Swinnerton Builders in the amount of $140 million and authorizing the city manager to execute all necessary documents.

Good evening, Council. Peter Brasser, Director of Special Projects. As you know, Special Projects is now in charge of design and construction of all new city facilities. Our first one, going through the process of both architecture, which you've approved in the past, and now constructor, is what we're calling the Public Safety Campus, which is that combined site of 911, police headquarters, and Fire Station 14. This is on the corner of Alma and Park, right across from PISD's CTE Center. The construction manager at risk, I wanted to explain it a little bit because it's a little bit different on how we contract. We've done these before, but certainly not to this extent. So construction manager at risk is just an alternative delivery method that the state has granted us and we can use where we pick the best contractor to do the work. And so that's exactly what we did. The process is collaborative. So they will work hand in hand with the... Sorry, I'm not... Sorry, thank you. They'll work hand-in-hand with the architect through the design process. In the contract, that's the $50,000. We'll cover through the design process hand-in-hand with the architect. They'll be doing multiple estimates on construction and help value engineer the entire campus. And so the bonus of that is you get a really great price at the end. That is called the guaranteed maximum price. And what you're approving tonight at the $140 million is a maximum budget, not a guaranteed maximum price. There's a big difference. One, the big thing is the guaranteed maximum price comes back to you. at the end of the design when we're ready to start construction and that bid set will then tell you what the price is and we can have a discussion and that's a future action. So there is the pre-construction phase which is really important to get a well-designed building that is constructible without any surprises during construction and then we move on to construction. There should be no surprises during that either because they've been involved with the whole design process. The guaranteed maximum price is an important part of the construction manager risk process of contracting, and here's all the different pieces that goes into that guaranteed maximum price. Notice that their owner contingency, the city's extra, is not part of that guaranteed maximum price, but again, it is a way to keep cost under control as we move forward. And the key takeaways is we're allowed to do this. It is a two-phase part of construction. And the big thing is that everybody, both the architects and the constructors, are working together to get the best project for the best price. Tonight, the request is to approve Swinerton Builders as our construction manager at risk for the campus project. And here are some of the things that was in the agenda, which is setting the maximum construction budget at 140 million, which does include Swinerton's general conditions, which you've seen in the packet, and that's that price that was in there. They don't get paid that until we go into construction. And then, of course, But it does, again, it does not approve the guaranteed maximum price for the construction, just the budget. I'm happy to answer any questions.

Any questions? We just thought we wanted to make sure everybody understood this was part of the bond election that we approved. This is one of the larger items on the bond that the voters approved, and we just wanted to make sure everybody understood the future of how we're going about it.

Thank you, Mayor. And to be clear, it's actually two pieces of the bond election, one for Fire Station 14 and one for the headquarters.

Mayor Pro Tem.

Oh, yeah. Which one? Excuse me. The $5,925,900 that Swinerton's general conditions cost, that's paid incrementally over the life of the construction. Is that correct? Correct. That's what they're telling us is what their general conditions cost. That's. regardless of fee and regardless of any contingency that they built in there. Is that correct? Yes. Okay. So that's really what we're looking at from their general cost. And then we have the direct costs, which is the big component of this, which is all material, labor, et cetera, to get this completed, correct?

That's right. And part of the CMR bidding process for this RFQ, they had to tell us what their – and compete on their – sorry, general conditions. And you'll see that ranking in the packet.

Now, did we have any conditions on this with regards to schedule? Because, again, they are assuming all the risk with regards to the construction aspect. But I have seen in the past CMR-type projects where they try to... If it's differing site conditions, I can agree to that. But if there's delays back due to construction... Are we, do we have any penalties in that? Do we have any, do we even offer them any incentives to improve quicker?

There are no incentives to do it quicker. There are liquidated damages. Obviously, those are actual damages. I've been schooled on that by our attorneys. So they're actual damages. We have $1,000 in the contract a day, but we actually have to prove that damage. And then we are holding them to schedule. I'm looking at Anmar, right? Yes. Anmar Ahmad is behind me. He's our senior construction manager and has been amazing to work with during this whole process.

Thank you. That's all I have. Mr. Mayor?

Oh, excuse me. I'm sorry. Council Member Levine.

Yeah, quick question, Peter. Is this person or firm also responsible after the build and the opening if we find construction defects or the like?

Yes, and we will also be having a commissioning agent who will be working for us to go through the building with a fine-tooth comb and do that work as well to judge the quality of the work and quality control and quality assurance. All of that was part of the discussions with them and one of the reasons they rose to the top.

Thank you.

Okay. Motion to approve.

I'll second that. So I have a motion and a second to approve item number one. Please vote. Motion passes eight to zero. Thank you.

Thank you. Mayor and Council, real quick, I just wanted to take a moment to recognize Peter and Ann Marr for a complete revamp of how we're actually doing our new build construction. They were assigned this. Peter had a... an opportunity for additional assignment. And what they've brought to the table has received rave reviews from our police and fire partners for their process and quality that they're going through right now. So just wanted to take a minute to recognize Peter and Anmar for all the work that they're doing for us. Thank you, guys.

Okay, item two.

Item number two, consideration of an ordinance to amend section 8.3 City Ambulance Service of Article 1 in general of Chapter 8, Fire Prevention and Protection of the Code of Ordinances of the City of Plano to establish user fees for certain ambulance services and providing a repealer clause, a severability clause, a savings clause, and an effective date.

Good evening, I'm Chris Biggerstaff, I'm the fire chief. And our request tonight is to amend our current ordinance that allows us to bill for ambulance transports. What we'd like to change is we'd like to add the ability to bill for whole blood. We currently don't use whole blood as part of our treatment protocol. But our plan is to move forward with that, give our paramedics the option to do that. And what this change in the ordinance would do is it would allow us to bill for that and be reimbursed for the use of whole blood. Tonight we have here with me to talk a little bit about the whole blood program. We have our medical director, Dr. Gamber, who's here with us tonight. We also have our EMS chief, Ryan Strutton, who's here with us tonight. We're going to have Dr. Gamber talk a little bit about the program.

Thanks, Chief. Thanks for the opportunity to talk about this. I'm as excited to talk about this program as I have been anything as I've served as the EMS physician for the city of Plano for the last 20 years. The bottom line is this program is going to save lives. We're going to get into the details of the program here to share it with you. Trauma is the leading cause of death for age 1 to 44. And you'll have to excuse me, because as an emergency physician, I talk about tough things, kind of morbid things. But it's what we deal with on a day-to-day basis. I've also practiced locally as an emergency physician for 20 years. So I'm familiar with what we face. And we have highways around us. We have significant amounts of construction. And I see trauma patients every day in my practice as an emergency physician and as the EMS physician for this city. And what we've come to find is that blood loss anemia, pre-hospital blood loss, is very treatable. And there's something we can do about it. So you can see on this map where there are pre-hospital blood programs. And it's something we feel strongly about starting here. So who would we potentially treat? So there's trauma patients. That's the obvious ones that we would treat. It can be everything from penetrating trauma to blunt trauma from car wrecks to construction accidents. But there's also medical patients. There can be bleeding with pregnancy or post-pregnancy. There can be gastrointestinal bleeding. There's a lot of things that respond to a transfusion. And it's interesting, over the course of my roughly 25 years in emergency medicine, medicine's humbling. When we started, we would treat blood loss anemia with IV fluids. And then we realized that we're actually not giving the patient back what they need. They need back exactly what they're losing, which is blood. And we now have the technology, and thanks to military medicine and some of the advances in military science, we're bringing that into the civilian environment right now. So thanks to our military for doing that. This is going to help our citizens. And this study is really interesting to me. It's one of many that have come out in support of EMS systems like ourselves carrying blood. And what it says is, that pre-hospital blood transfusions matter, that the faster you can treat a patient matters, and that for every minute that goes by in somebody who's dying of hemorrhage, they have a 15% increased risk of dying. Who is the tip of the spear? Who can get to the patient the fastest to do a transfusion? That's us. This study was sent to me by a local trauma surgeon. And he said to me, hey, Mark, are you guys thinking about carrying blood? And I said, absolutely. We're going to be talking to council about it very shortly. But when I've got trauma surgeons on board, hospitals on board that want to do an exchange with us, and we have a process that we're going to be good stewards of the resource so that there is absolutely no wastage of this, what is essentially a tissue donation from our citizens to help other citizens, you'll see that we're running a very responsible program that I think will save lives as good as a program like defibrillation for cardiac arrest. When you think about the placement of fire stations in this city, it's set out so that we can get to any cardiac arrest and deliver chest compressions and defibrillations within roughly five minutes. Because in cardiac arrest, every minute that goes by, you have a 10% less chance of survival. Now what we've learned in trauma and hemorrhage, every minute that goes by, you have a 15%. increase risk of death we're the ones that can bring this life-saving resource so we're doing this in partnership with local hospitals and blood banks And we're just incredibly enthusiastic. We've been educating on it for the last few months. The feedback from our firefighters has been great. I see police officers in this room that I've known for two decades. If I was a police officer, I'd also feel good that my fire department brothers and sisters are starting this program here. It's protective of all of us. So we think we'll utilize a transfusion about once a week based on current numbers. We're very respective of people's wishes. And we'll consent patients who are conscious, if they have religious wishes, if they have concerns, we have a consent process for that, and we're going to follow their wishes. If they're unconscious, we'll act under implied consent. So we want you to know we're very patient-centric in our approach to this. I want to thank Chief Biggerstaff for his support, and also Chief Stratton and I worked hand-in-hand on this over the course of the last year, and he's an incredible asset, and he's going to talk a little bit more about the process We're also working closely with dispatch so that we can get the right resource to the right call in the right amount of time. It's going to be on the squad, which is at Station 4, which is pretty centrally located. We feel like we can get it to all corners of the city within a few minutes based on that. So, Chief Stratton, I'll let you take over here.

Thank you all. My name is Ryan. So, like Dr. Gimmer said, we know the need is here. We know that... The patients are here for us to do it. We've been working on this program for a little bit. We've been kind of considering it, and we don't come to any of these decisions very lightly. We make sure the plan is ready and the timing is right. We have the support of y'all. We have the support of the citizens. We know that we're doing the right thing. As Dr. Gammer said, the patients are here, so we came up with this plan, and we think that it's the correct plan for us. We're not the first department around that has done it. There's several departments around that have launched blood programs prior to us. And we've leaned on those relationships and asked them for their advice, what they learned in the process, their knowledge on their programs, and what they would have done different for us to build this program. We do think that this program is going to be the staple or the model going forward for a lot of departments. We have a lot of departments watching us and waiting to see how this goes. And I think we have built this for the long haul. I said, so like Dr. Amherst said, it's going to be on squad one at station four. Squad one is currently our highest level of trained paramedics that we have. They respond to the highest acuity patients, the sickest patients, the worst calls. And so they're already there. So putting it on to the squad one was actually a pretty safe or easy choice to go there because they're already going to a lot of these calls. We do have to modify a few of the dispatch with PSC. But for the most part, they're already going. One added benefit that the squad has is they actually have ultrasound. Not a lot of departments have around, and not even all of our apparatus have ultrasound, but the squad is very trained on ultrasound. They have, I forgot to switch sides. This is actually our squad one team working with Dr. Cohen from MCP, or Medical City Plano, on FAST scans and right here they're actually looking at ventricular activity of the heart, but they work on FAST scans, they work on getting faster to see if you have any kind of internal bleeding, what you have going on. So they can see and they can spot any kind of internal bleeding from traumas that aren't visible to the naked eye. They can identify that. And like I said, at some point, very soon, when we have blood capabilities, we'll be one of the only departments around that have the capability to identify internal bleeding with ultrasound and treat it with transfused whole blood in the field before you ever get to the hospital. That's not common. That's very rare. We will be one of the first departments around, and that's definitely bringing hospital-level care directly to the patient. One way we were able to do this by learning from other departments is through partnerships with our local hospitals and blood banks. So how we're doing this is we're partnering with Carter Blood and Medical City of Plano, both directly for blood. But Carter Blood, we get the blood from them. They bring, when it's the highest amount of shelf life to us, we have it for the first two weeks of the shelf life. When it starts getting to the last short life part of the blood, we take it to Medical City Plano, where they can use it. They have a whole lot more opportunities to use it on patients than what we do. And so then they use it in their hospital, and we get new blood to stores for patients. This reduces... any kind of expire expiration or wastage for everybody so it's kind of a win-win and then the only way we're responsible for paying for the blood and normal operation is if we transfuse it in a patient we give it to them they have a chance to use it it doesn't expire while we have it so they have the blood and never expires never cost us the That's where the ordinance comes in right now We don't have a way to bill directly for the blood the blood is actually a substantial amount of what our flat transport fee is So it would be a loss every time we give a blood with the ordinance We're able to recoup that money on top of the transport fee so it would just be an itemized amount on top of the on top of the transport fee now that is the exact amount that what we pay for the bill. There's no markup, there's no anything. It's just a direct payment for the blood that we have. Anything else? We're planning to launch summer of 2026. We don't have an exact date. We know we're gonna be ready around end of June, early July. And then like I said, the projected costs are about 35,000. That's based on if we give one unit of blood every single week for the entire year.

Do you have any questions for us?

Sure. Sure, we have questions, but no. Lots and lots of questions. Council member two.

I've already been demoted. I feel so bad. So anyway, obviously this is a no-brainer, okay? I'm fully in support of it, and I'm going to motion to approve. But I have some questions about how do you logistically how do you make sure like squad one would get to wherever it is that the patient needs blood? I mean, how are you guys going to make that decision?

The way Squad 1 is set up right now is they go on all of our high-acuity calls. That's our CPRs. Our CPRs, if we have a vehicle accident with entrapment, calls like that, they already respond to those. So we already have it set up through dispatch where they'll dispatch them along with the other units. The other units will arrive first, but then the squad will arrive with the blood and any capabilities, the ultrasound, all that information. so that they can work on them. We've been doing it now for probably, I don't know, Doc, how long have we had the squad in service? About a decade. So we're pretty good at being able to get them to the right place. And so dispatch, they do a great job also of recognizing calls that we're going to need them and helping us out there as well.

Thank you. I've already moved.

Okay. Deputy Mayor?

Thank you, Mayor. I have a question. Pretty much if you just walk me through the process of how you identify that somebody's going to need it, and then your timeline. Kind of like when you go to a hospital, and you have ER time, ICU time, and turnaround time. Sure.

Great question. So we have a protocol called our hemorrhagic shock protocol or blood loss protocol, essentially. And it can be for trauma. It can be for medical situations, too, from blood loss. And it's largely based on vital signs. So if your blood pressure is below a certain number, if your heart rate is above a certain number, if your end-tidal CO2, which is a marker of acidosis and blood loss, is below a certain number, those are all indications. And then certain trauma patterns, like penetrating trauma.

Mm-hmm.

If I'm receiving a patient from EMS and there's been some type of penetrating trauma in a certain area, there's 100% chance they're getting a transfusion and going to the operating room. But my trauma surgeon that sent me that study said it best. He said, I can't operate on people that don't come in alive. More people will come in alive. They'll be dead on arrival. Exactly. So when we transfuse, it's much like us doing CPR and defibrillating on a medical patient. Right. We're buying time to get this patient alive to the hospital so the surgeons can work on them. So that's one of the neat things about this. Ten years ago, the medical community would have said, I don't know. Now they're lining up behind us going to do this. This is helpful. So the science is there. So we've got a strong protocol we've been teaching on for the last few months so that they understand the vital sign and injury pattern indications together.

But what's the timeline of doing that versus the timeline in the hospital? I've worked half of my career in the hospital, so I'm trying to figure it out. Oh, gotcha, gotcha. Okay, so... One minute, 30 seconds?

You know, we can... You had a question about Maripotem, about arrival times and things like that too, and that ties in nicely. So say engine one arrives first. Engine one will get the IV or the IO and get things set up. If the squad arrives two minutes later, the IV is now already set up. And so we work as a team to identify the right patient, and then the squad arrives and just hangs the blood because all the other things have been set up.

Once you get a tourniquet set up.

Exactly. We have a warmer that warms the blood to bring it up to human temp by the time it hits the human body.

Okay.

So we have all the processes that the military has set up, and we're just bringing it into civilian medicine.

So equivalent to a chest pain, but less than a minute.

Oh, it moves quickly. Yeah, we can get a unit of blood. That's my overall question. Oh, yeah, now I got you. We can get a unit of blood into somebody in about a minute or so if we've got a large-bore IV.

So then our city could be equipped to provide blood services and chest pain services within seconds. By the time you arrive to a hospital.

You're exactly right. Okay. No, you're exactly right. That's my overall question. Yeah. We're lucky because we've got very high-level trauma centers here, too.

No, I agree with you. My other question is, we're only doing it at Station 4, but if it shows to be great and phenomenal and assistance, and we have an aging community, are we planning on expanding that to the other stations? Or right now is it just 4, and then maybe a year later we re-evaluate and figure it out?

I predict I'm in front of you in a year or two, giving you some good results, and then we could potentially talk about expansion of the program. Perfect.

Then I look forward to that in a year. Thanks. And I second that motion.

All right. Council Member Levine.

Thank you. A quick question. I've been watching probably too many television shows, and one of the things you always hear is the call to type the patient. I guess that needs to happen before you give them whole blood. How does that happen in the field, and how long does that take?

So we carry universal donor blood. And so that way, because most of the patients, honestly, are unconscious or minimally conscious that we would be transfusion. So we have to carry the type of blood that can be given to anybody or type O.

All right. Thank you, guys. This is fascinating. And like Maria said, you had to say hello. So I'm not a gambler, but I'm pretty sure this is going to go well. I have a motion and a second to approve item number two. Please vote. Motion passes 8-0. Thank you very much. Thank you. Thank you. Item three.

Item number three, public hearing and consideration of an ordinance as requested in zoning case 2026-3, To amend the comprehensive zoning ordinance of the city, ordinance number 2015-5-2, as heretofore amended, rezoning 1.4 acres of land located at the southeast corner of Legacy Drive and Parkwood Boulevard in the city of Plano, Collin County, Texas. From commercial employment to planned development, 73 commercial employment, and establishing modified development standards for a plaza with a sculptural structure incorporating stealth commercial antennas. Direct interchange accordingly in the official zoning map of the city, providing a penalty clause, a repealer clause, a savings clause, a severability clause, a publication clause, and an effective date.

Good evening, Mayor, Council, and Executives. I am Christina Day, the Director of Planning, here to present to you Zoning Case 2026-003. This is a rather unique case. It is creating a small planned development district, planned development 73 with a base zoning of commercial employment. It is on less than an acre of land, 0.76 acres of plaza that would be created at the southeast corner of Parkwood Boulevard and Legacy Drive. You can see the larger development piece as lot one block A. in this location, but also modify the landscape requirements and allow a 280 foot sculptural structure with commercial antennas. The structure would be allowed by right in the zoning. It's really the antennas that bring the zoning case forward to you this evening. So the history of this property, it has been zoned commercial employment as the base zoning since 1980. It was developed in the early 90s and became vacant in 2018, rezoned in 2023 with ambitions for development, but that planned development district was repealed in 2025 with the eye to this current development that's proposed in part this evening. So you'll see what was at the Planning and Zoning Commission meeting This was a much more extensive development program was presented because they're approving development plans on four different lots. It modified two lots in the EDS clusters, which are the easternmost properties, the southern lot of the EDS campus, and what's now the this northern block a lot one that's the preliminary site plan that's the foundation of this plan development district you'll see this lot also takes in a portion of the eds clusters property so this is the preliminary site plan that accompanies the plan development request you'll see how it The plaza that is the basis of the PD is just a small part of the entire overall campus. And you'll see the legend there and just how it relates as the corner kind of anchoring the entry to the development as a whole. So this is zoomed in on the plaza. You can see there is a proposed pedestrian bridge on the corner that requires some modification of the city's normal landscape Standards that require a certain amount of landscaping at the hard corner. There are Land there's landscaping requirements as well along the frontage that are hindered by some easements that require some amendments in the PD the antenna location is indicated in kind of the teal boxed area and then there's hike and bike trails on the frontage and of both Legacy and Parkwood. This is an open space plan that accompanies the request as well. This is to help kind of tie down the expectation of what will exist. While the design isn't fully finalized, this is creating an expectation of what will exist on the site. The green area is the softer landscape area and the gray area being hardscape for the site. So with the open space plaza plan, it must be in substantial conformance. So again, the design is still somewhat in flux, but it's overall going to be very consistent with what you see before you this evening. That's why it's being tied to the ordinance. It will modify the landscaping requirements compared to what's required in the ordinance, again, related to the easements that exist on the site compared to the ordinance's typical landscaping requirements, but overall, it'll be a minimum of 45% landscaping with native and adaptive plant species, a minimum of 12 trees, eight feet of landscape edge, and that may include boulders or other aggregate materials. There are, again, hike and bike trails required and a minimum of seven foot sidewalks circulating throughout the plaza. The design also requires three other amenities. There is a list of various amenities that could be included. alternate amenities may be included with my approval as They may find other alternatives that are more appropriate, but you see wayfinding seating decorative paving Pedestrian scale lighting and bike racks the kind of typical things that you'd see in a urban scale Plaza environment and of course the pedestrian bridge that is possible to be built there across connecting Legacy East with this development. So moving on to the sculptural structure in the plaza, it must also be in substantial conformance to the tower design development, which we've also attached to your ordinance. This is tied down because we want this to be what you see is what you get. While the final design, again, not fully designed yet, we do want this to create an expectation that this is, again, substantially what people will see when this is constructed. There may be minor changes, but it will be significantly consistent with what is is shown on the screen, and that's why it's being adopted by ordinance. The maximum height is set at 280 feet. Stealth antennas, so they will not be able to place antennas on the exterior of the tower. It will all be integrated internally and should not be visible from the exterior. And then all the ground equipment needs to be either located within the tower, underground, or screened off-site. it should not be really visible within either the plaza or from the public. So right-of-way setbacks. Typically, you would have a much greater setback for a kind of commercial antenna, but because of the kind of iconic nature of what they're trying to do here, they want it closer to the street. So it's a 50-foot setback from Legacy and 125 feet from Parkwood Boulevard. We asked for this to be an increased risk category under the building code to help ensure that it was structurally stable, not just to meet building code, but to exceed building code because of its proximity to these kind of sensitive uses. Additionally, the plan development includes restrictions on flashing, strobing, rotating, and chasing light effects. between the hours of 10 p.m. and 6 a.m., and this is an amendment that was made specifically in response to public comment that we had that was not part of the original request but was added to the language based on public feedback. Of course, any structure above 200 feet per our ordinance has to receive approval from the Federal Aviation Administration, so that requirement needs to be met. And then all other city ordinances, noise ordinance, light ordinance, building codes will need to be met as well. So another requirement here is that plan development districts, typically we don't create those for areas smaller than five acres. So it does require a finding by the city council that it's necessary to implement the comprehensive plan or another study So we've worked to tie this to the comprehensive plan, showing the benefits of placemaking pedestrian connectivity to Legacy East, supporting a more vibrant and accessible employment center and a connective active area. And that information is detailed in the staff report. So again, showing the actions that are met in the comprehensive plan. We have one property owner response letter in support of the project, a letter adjacency from the property owner in support, and one in opposition. And you can see it zoomed in, how it just clips the corner there. So it's a very small percentage of the overall area. And then as of noon on the deadline of May 22nd, these are the responses we have. One in support, five in opposition, one within 200 feet, and four elsewhere in the city. And you can see those locations mapped for you. We did receive a late response from the Homeowners Association across the street. And I believe that was forwarded to the council. So this was recommended by the Planning and Zoning Commission by a vote of seven to zero. And to approve, we need council to issue findings that the plan development is necessary to implement the comprehensive plan. That language has been included in the ordinance. So if that's included in your motion, the ordinance has already been drafted to be sufficient.

Thank you. Any questions for Christina? Council Member Kerr?

Yes, I have a few questions. And some of these are related to the late response that came in. They were asking us to lock in some of the illumination things in the PD, and that's exactly what we've done. Is that correct? I'm sorry, that's exactly... Around the illumination, to lock in some of the restrictions around the illumination, such as chasing and that sort of thing.

Right. That language is similar, but not exactly the same. The main primary thing that I noticed was the color changing. That's not in our ordinance today, and some of the language is a little different. We have strobing. We have just a few different words that may mean different things, but the color changing is the primary difference that I noticed.

Ultimately, this structure and this entire PD has to follow our ordinances around noise, around light, and that sort of thing.

Yes.

So it's already restricted in that way?

Yes, construction management, all the things that we would normally require.

Are we voting on the acceptance of the sculpture or just simply the addition of the antenna? Tell me more about that.

It's structured around to create the planned development district. This structure is tall enough that The ordinance would not allow antennas at this height, so it requires a planned development district to allow antennas in a structure of this height. So that's why the planned development district is necessary. So it does require a PD, but it's really the antennas that are driving the need for a zoning change.

Typically in a cell tower, the height restrictions and distances from setbacks, that sort of thing, if related to, I guess, the strength of the tower to bear a storm, that sort of thing. So the opportunity for it to fall over, I guess. And this is being addressed by having a more strict building standard so that the likelihood is reduced even further.

That's correct. And I would think that the property owner would be, it is also in closer proximity to their buildings. So I think there's an interest for them to maintain the structural integrity of the structure. But we wanted to ensure that integrity for the public safety as well. So that's why we included that language in the zoning.

And there were some questions about tying the addition of the antenna to this specific sculpture. That is the case here, right? If there's any changes, then we have to come back to ground zero.

That's correct. We're going to look at this. It's a very narrow scope. That's why we're tying the design in the ordinance. It's being adopted by the ordinance, so. We're looking at minor changes, but anything that we feel like is significant, we're going to bring back.

Okay, let me just ask one more time to be sure I've got it straight. The height of the tower, they can build it by right. It's the addition of the antennas while we have to change the building code.

That is correct.

Okay, thank you.

Deputy Mayor. Oh, hold on. Let me get you on. Okay.

I was like, Bob, can I answer or ask that question? Because what I was going to ask is, technically, if it weren't for the antennas, they could have just built the structure. And then a year later, they'd come forward and say they wanted antennas. And then we would have had the conversation. Structure would have already been built.

That is correct. The structure could be built, but for the antennas.

Right. So pretty much answered my question. All right.

Yeah.

Okay. Thank you, Christina. You're welcome. I'll open the public hearing.

We do have speakers this evening. The first is the applicant, Bill Dahlstrom and Michael Aulis.

Mr. Mayor and Council, my name is Bill Dahlstrom, 2323 Ross Avenue. It truly is an honor to be here on behalf of KDC and asking this application. On behalf of this application, Michael Alofs with KDC is here, Alex Rathbun with Kim LaHorne, our engineer, is here, and Victoria Morris, one of my colleagues, is here as well. I'd like to thank staff. They worked very hard and quickly and helped us with this goal. Shepherding through this process it is somewhat unusual but I think we've got a great great opportunity for the city and I won't repeat the request but you know we are basically asking for the ability to put the intent in the tower which we as we've just been told is permitted by right and that we came in with the sculptural tower we decided well since we This is an opportunity we decided to go ahead and request the antenna as well. What we're really trying to do is placemaking, creating an iconic environment, a pedestrian-oriented environment at the end of this overpass over Parkwood, create an open area that's going to be privately owned but open to the public. So it will be open to the public for public facility and amenity. You create a vibrant community focused on the amenity utilizing the art and the plaza. I'm gonna go quickly through these because this is very much very similar to what missed a had just presented There's the CE the an aerial of the overall campus and again, we're here to talk about just the point seven six one point four acre tract of land it's just a small part of the the PD and obviously the campus is permitted the preliminary site plan has been Conditionally approved and the sculpture as we've been told is permitted and There's an aerial of the .76, roughly .76 track land that's subject to the new plaza. Again, the overall acreage is 1.4 because you take the description of the rezoning to the center lines. And our conceptual plan, our plaza plan, as you saw, again, it's enhanced landscaping and other amenities to elevate the pedestrian experience for all areas. It's not just for the campus, but it is open to the public. It's intended to be an iconic, again, I use the word iconic, placemaking feature for the office campus and for the greater legacy area. The regs will allow the tower to be used as a stealth antenna structure. Again, we've talked about that, and I had notes on how we comply with the city's comprehensive plan, but Ms. Day's slide did a good job of showing how we comply with that. and again the staff report also shows the Enhanced landscape we are providing in terms of number of trees amount of area that is to be landscaped the the trails on the The perimeter the sidewalks and other pedestrian connections internally and the connection with the the proposed bridge This is the exhibit you just saw And here's some additional exhibits showing, again, the day and an evening view and a view from the east to the west. So we respectfully request approval of this application. Michael Alofs with KDC is also here to answer any questions, but we really appreciate staff's help with this case. Thank you very much.

Michael, you're welcome to elaborate if you'd like. Well, everybody's... You're on my speaker list.

Yes, thank you. Everybody's told a great story. We're excited about this. It's a great opportunity for the city and for our client, and they're very proud of this idea, and we would appreciate your support, and I'm here to answer any specific questions if you have some.

All right. I appreciate that. Let me get through these other two speakers, and then if there's any other questions by the council, we'll ask you to come back up.

Jeffrey Greeson.

Good evening, Mayor Munns and council members. Jeff Greeson, owner of 7241 Parkwood since 2006. I welcome AT&T to the neighborhood and this transformative project to Plano. It redevelops the empty EDS campus and hopefully brings new lives into the original shops at Legacy. My concerns are narrow and they are about how this project proceeds and not whether. This image shows what a 280 foot tower would look like through the Juliette patio door of my third floor master bedroom. And that is why I am here today. On May 12th, I each sent you four proposed refinements to this PD. The drafting language is in document 29. The townhomes one HOA board reviewed those refinements and voted unanimously to support them. First is illumination. The binding exhibit D shows this structure dark. Applicant council told the commission that the sphere is intended to be a glow. So my proposed refinement locks the illumination in the ordinance. No animated flashing or color changing light day or night, and it ties to the city's outdoor lighting code as the floor. Second, our homes next door. Plano's setback rule for tall communication towers exists to keep them a safe distance from homes. This tower stands 215 feet too close. Staff cites the wind load standard, which addresses falling, but does not address light, glare, or noise. Photometric review is at the property line, not at third floor windows facing the structure. My proposed refinement requires a residential impact study at those windows, plus noise before the building permit. Third, the structure is not a sign. The director of planning and the chief building official determined that it is not a sign. It is a sculpture. The sign ordinance, therefore, does not reach this structure, yet it has the same impact on homes as a sign would. Color, illumination, visibility. The sign ordinance contains residential protections for those impacts. My proposed refinements carries those protections into the PD itself, so they apply on their own terms. Fourth, form time... form tied persistence. This PD trades the residential setback for the sculpture's public benefit. Take away the sculpture and the benefit disappears while the antenna entitlement remains. The PD says a substantive change would require a zoning change, but it does not define the term. The assistant director of planning told your commission the PD certainly could embed that definition. None is there today. My proposed refinement names the formal elements of the structure, the globe, the shaft, and the splayed base.

15 seconds.

If the sculpture is ever materially altered or demolished, the intent of entitlement reverts to ordinary support structure rules. 20 years into owning my home, I see what this project can do for my neighborhood and my own property, but only if what gets built matches the landmark on the rendering and protects the quality of the lives of the homes next to it. The four proposed refinements protect every resident living near it. with these refinements in place.

Jeffrey, Jeffrey, time's up.

Okay.

Okay, thank you, sir.

Bill Lyle.

Good evening, counsel. I learned something sitting here tonight, and that's that this is allowed by right. I don't think it's allowed by right where it is with the setbacks, but maybe I'm wrong about that as well. But if it's allowed by right, we're not altering anything the whole point of zoning is that people with the same zoning would have equal opportunity and so one of the stated goals of the rewrite is to get away from pds pds is where we give individual property owners special permission to do something but if it's allowed by right and it's only the only difference here is allowing this to be a communications tower, why not go into the CD or the CE zoning district so that if, I don't know, Dr. Pepper comes back and they want a 250 foot tall Dr. Pepper can, they can do it and they can have a tower there. Like evidently they can do it by right already. Or Liberty, Liberty, Liberty wants a 280 foot tall Statue of Liberty. Like, why not just make it for the entire district instead of carving out specific permissions for one person? We get away from our addiction to PDs, which is, again, a stated goal of the rewrite, and we let the whole corporate campus create iconic structures like this. It doesn't make sense. I heard about the iconic structure. saw the visual and then heard from someone that it wasn't gonna be a cell tower and I was like well that's the that definitely doesn't make sense they're in the business like of course make it concealed cell tower no one has an argument with that but if the tower and all this other stuff so loud let's do it for everyone that's what zoning is thank you anymore there are no other speakers yeah I'll close the public hearing confine the comments to the council

Council Member Kerr.

Mr. Mayor, I do have a few comments. I live and work right in that neighborhood. And for the years, I have looked out and seen that iconic EDS building. And while I'm very happy that AT&T is coming in there, my first thought was, my gosh, we're losing that iconic building. What a shame. But immediately after, my thought is if there's going to be a company that's going to come in and do something different, who better than this 150 year old company that is bringing its headquarters here? And even better, they're no longer relying on a building to be iconic, they're using a sculpture. And so I just think it's an extraordinary thing. I think it's going to add so much to our entire city, not just Legacy West and that district right there. I believe that the way the ordinance is written, that we have addressed virtually everything that has been brought up today. We've included the things about locking in the illumination restrictions in the PD. We already have ordinances in place around noise and glare and light. We have addressed why we need a PD because of the fact that adding an antenna has different requirements in order to build it in terms of a fall risk, et cetera. And so we've addressed all those things. And the fact that we don't necessarily want everyone to build a super tower wherever they're building just to put up antennas, I think it makes sense to have a special PD here. And so I think with all these in mind, I'd like to, I move that we accept this ordinance as presented.

Deputy Mayor. I second the motion. Anyone else? I have a motion to second. Mayor Pro Tem. Okay, I have a motion to second. to approve item three. Please vote.

Before I open the vote, I just want to clarify the motion is to include that finding, correct?

Yes, please. Thank you for the correction.

Motion passes eight to zero. We'll take a five minute break to fill out our findings.

Thank you very much.

Really appreciate it, Bobby. Thank you.

Oh. Well, okay. Even better. Okay. We're back in session. That was quick. Item number four.

Item number four, public hearing and consideration of an ordinance as requested in zoning case 2025-17 to amend the comprehensive zoning ordinance of the city. Ordinance number 2015-5-2 as heretofore amended. So as to amend heritage landmark designation number H1 on 3.8 acres of land located on the southeast corner of 15th Street and Pittman Drive in the city of Plano, Collin County, Texas. to modify development standards, directing a change accordingly in the official zoning map of the city, providing a penalty clause, a repealer clause, a savings clause, a severability clause, a publication clause, and an effective date.

All right. Item number four is zoning case 2025-17, which is amending our original heritage landmark designation, H-1. Which is the Amy Wilson house? Probably more commonly known as the heritage farmstead so a heritage landmark designation is a zoning overlay district And it that can be used to modify the base zoning and through the heritage landmark designation process the Development standards for that property can be modified specifically to preserve or protect that landmark so we are looking at modifying the standards for the heritage farmstead district through this zoning request there are two pieces to this request before you tonight one is to allow crushed granite for gated parking areas so the heritage commission has reviewed this and they find that crushed granite is inappropriate use if you've been to the farmstead you know there's crushed granite pathways through all through the site so looking at just making additional changes that are consistent with the way the site functions today. And then allowing identification signage for the property up to 12 feet in height, 12 feet in width, and then deemed historically appropriate in design and compatible with the site. And that will go through a Heritage Commission approval process for a certificate of appropriateness. They don't have a design today, so we can't really show you what that's going to look like, but it will be approved through the Heritage Commission when they land on a appropriate sign. So this is what those changes look like. You can see they have three stipulations today, and this will add two more. And it does meet the comprehensive plan. We've had two letters of support for this proposal and overall three in support and three in opposition citywide. The Heritage Commission recommended unanimous approval 6-0 and planning and zoning again unanimously with a 7-0 vote. So that is the end of my presentation. I'm available for questions you might have.

Any questions for Christina? Okay. Thank you. I'll open the public hearing.

There are no speakers on this item.

I'll close the public hearing, confine the comments to the council.

Here I move to approve.

Second.

So I have a motion and a second to approve item number four. Please vote. Motion passes eight to zero. There being no further business, the meeting's adjourned. Named one of the best places to live in America. Home to corporate giants.