Good afternoon, everybody. We have a quorum now and I call to order the March 3rd City Council work session.
Now turn it over to Jay Choppin. Jay, what's your report sir? Good afternoon. Sorry we are not outside and it's beautiful weather out there.
I have under upcoming and recent events. I wanted to remind everyone of the twenty twenty five mirrors, community engagement workshops and neighborhood awards luncheon this Saturday.
So if you don't have it on your calendars you might want to add that.
I have no organizational updates or employee recognition for this week. So we'll move on to informal reports.
The first one is twenty six dash zero zero three five, Chopp-talk, talker, historical marker at Veterans Memorial Park.
So will ignite with parking records here to answer any questions.
Are there any questions on this informal report?
None the next zero zero three six citations issued in the East Lancaster order related to the new public safety initiative.
Robert Stewart police commanders here answer any questions.
All right. Now we discuss this very vigorously in our public safety meeting. Are there any questions regarding that?
I have some comments.
Well, commander, if you can just give an overview of the I know we talked yesterday and I have one two questions I'll put on the record.
Yeah.
So we began an initiative in the corridor at around January 23rd.
It's been going on today.
So we had seen a uptake in violent crime over the over the fall.
So we were tracking these numbers. We saw that we needed to address the violent crime.
So we began with an SOF detail.
We also incorporated the Hope Unit Environmental Services and Patrol all working together to address some of the issues of
illegal camping, locking the roadway, locking the sidewalks, trying to get traffic off fences for people that are possibly bringing drugs into the area.
So it's been a coordinated effort. We the IAR basically had all the citations that were written to that date of the request.
It also had it separated the citations that were issued during the time of the cold weather freeze.
Now on the IAR, it says the there was 12 citations issued during that time free of January 23rd to January 27th.
That was a you know the cold weather event was Friday, Saturday, Sunday, really bad started getting a little better on Monday and Tuesday.
One citation was written on Monday and all the rest of the citations were written on Tuesday.
So during that time frame where we were dealing with that catastrophe, we were merely driving people to shelters, giving out bus passes, making sure that everybody was safe.
I have a lot more I could go over with the initiative if you have any questions specifically.
Well as it relates to the illegal camping, I think that was kind of a lot of the issues which one articulates that on this violent crime or the night listed here.
So a lot of the violent crime, but we've noticed so we're just looking at it and looking at the violent crime that we're seeing a lot of it is is unhoused person on unhoused person.
So and we look at kind of what's happening so a lot of it's disputes over property.
So this person whether they stole the property or they leave they stole the property.
Turns in when the salt turns into an aggravated salt somebody gets hit with something stabbed to something.
So we're starting to see a lot of these offenses.
Well we go in there to go try to look at things.
Well there's camps all over the place big large tents.
We can't really see what's going on in the tents and they're obstructing the passageways for anybody going through there.
So we're forcing all the people that work there and all the people going to the resources to walk in the middle of the roadway.
Which is also a safety issue.
So we begin with asking people that's our obvious right in front of us illegal action that's we're observing is that they're illegally camping.
So we go over there and we've had major success with people just cooperating with us.
Hey you can't camp here it's against city ordinance you need to pick up your camping go.
And as you can see on well in our broader presentation there's something like 734 warnings we've given out in comparison to 74 citations over the total time.
So only about 1 in 10 times are we issuing a citation for the illegal camping or locking the roadway obstructing a sidewalk.
All issues that are creating an unsafe environment for everybody and creating small little environments where these assaults are occurring.
So our numbers overall we've dropped significantly in major violent crime.
So we still are seeing around the same amount of minor assaults which is like.
Something that doesn't result in serious bodily injury but all the ones that result in serious bodily injury sexual assaults robberies all those things have dropped significantly.
My last question so when the office was approaching the illegal camping.
I was asking for ideas and checking the ideas and then let me just let you mention that to some of the process you was able to.
Yeah so standard police procedure that any time that we engage with someone in the public and they've committed to criminal offense that we're going to ask for their identification and we're going to run them in our databases.
So illegal illegal camping is a criminal offense.
Okay.
Any other questions?
Actually if we had Chief Garcia come up because there's something that he said earlier during the public safety committee meeting and see back there.
Hey for you here.
Yeah.
That I think is good for this entire body to hear.
Chief can you tell us go over again what you told us about those two sectors there.
My cluster and the the grids.
Well yes as we're aware we're obviously launching our violence prevention strategy and plan by the criminologists and what one of the things that our outside criminologists did.
It's when we start a grid program with regards to areas of the city that that e-mortreatment than others as it pertains to violence.
So they divided up the city of Fort Worth and about 95 plus thousand small grids.
These grids are no bigger than the size of a football field or two football fields.
And the reality once you break down the data to be a grid in the city of Fort Worth you have to have led the city of Fort Worth in incidence of aggravated assault, aggravated robbery or murder.
When they ran those statistics of 95,000 plus grids throughout the city of Fort Worth.
One of those one of those one of those areas was number one in the city of 95,000 the other one was number 10.
When you add those three categories in addition to simple assault, one of those areas moved down to number two.
However the other moved up to number five at a 95,000 so when we talk about the homeless issues and how it pertains to violent crime.
Certainly we want to make that area safe for not only the individuals that work in that area there are time provide services but also for our other homeless unhoused population that's looking for services.
And so this is broader than simply just, you know,
dealing it looking at the police department of the city dealing with a homeless issue rather we it's overlaid with the fact that there is a violent crime component.
And unfortunately those there's two areas in there that that are top 10 in the city of Fort Worth that we're trying to deal with as well.
And so obviously as we move forward you know with this we're the and I've said this before many times we're the addville where the Thailand all to reduce the fever we're not a cure to the illness.
And so I know in speaking of the criminologists is an area to criminological theory with regards to place that we're investigations that moving forward.
This area will be collectively on all hands on deck approach that we'll be taking where the police department is simply a cog in the wheel of all the other city services that we're going to need to regret this area out of where it's in.
And so I'm proud obviously the efforts that this department's been taken I am absolutely proud of the teamwork that the city as a whole.
Um has taken with other departments to really understand that violent crime and safety is not just one department's responsibility it's all of ours collectively.
And certainly that's part of the strategy of the crime plan moving forward but ultimately in the end.
This is more than just simply dealing with with what I think people think are issues with homeless and things of that nature but there's a broader perspective as it relates to violent crime and how it affects the entire city.
Thank you very much Chief.
Anything else?
I just have a comment and maybe I can add it to a few to gen item.
I want us to if this what we're doing is working on East Lancaster and we know this is a long term issue that we have.
Those resources would need to stay there but I'm concerned about some of the resources that we're taking from other communities as is the hope team.
And so if we need to look at increasing the hope team so that those resources can continue on East Lancaster and other resources can.
People and others just can't receive the resources that used to get.
Okay.
All right. Thank you.
Jay.
Next.
Zero zero three seven update on the city support for veteran own small businesses or if I'm not this is here to answer any questions.
Yes, if we can get.
Can we get an overview on it?
Yes ma'am.
All right.
Good afternoon council.
Yes, so I know this IR was asked for a couple of weeks ago.
We do have one dedicated staff member that works specifically with the veteran own businesses and also veteran outreach and then all six of us on the team.
Also assist with any efforts or any support efforts for our veteran own small businesses.
I'm not sure if you need details on anything else in terms of the programming we are trying to expand that programming.
We have two programs there that are listed.
I think we have one in May and then one in November.
We are looking to add a couple more so I just kind of wanted to make it all aware that as well.
We also work in partnership with all three chambers.
We have different types of training not not just for veteran own small businesses but all all of those who are looking to open a small business.
We have, you know, programming like access to financing, quickbooks, marketing, etc.
So I can I can give you all more specific details if you need them.
I can answer any questions.
Where are we sharing the links to register for the May session and have we had any registrations thus far?
I believe we we have had registrations we do share them on our sitting use and then we also have them on our social media platforms.
Okay and then I know on our small business.
The business assistant center sorry we do have a website dedicated specifically there as well and all of those dates and programs are listed.
Those as well as all the additional ones that take place at the back.
And then we are also sharing that information with our chambers and they also disseminate that information through their email group serves or lists serves.
And then we also have a small business advisory board who last met yesterday and then redistribute that to them as well and they send that out to their contacts as well.
You're welcome.
So one thank you for putting this together.
I know we had a discussion earlier.
And the whenever Christina Brooks had started this this initiative at one point it was any city contracts that were over $100,000 and they were three.
We are more willing and able, but I don't know, small businesses in the marketplace, they could
then compete for those contracts, set aside. Now, reading this, I are looking at the
between, for the procurement side, anything between 3,000 and 100,000, businesses
certified under the new vet hub that they would qualify for the 5% bid preference. But are
we able to go further and say, it's not just the vet, but as long as you have your better
know, small business designation through SBA, they qualify for that 5%? As long as they're recognized, right?
We had five different agencies that we work with. So if you fit into one of those categories and
or you're certified or recognized through the SBA through their guidelines, the answer is yes.
They would, they would qualify. Okay. So I think these are, this could be an amazing program.
And I do want to make sure that the, all three chambers understand what this can do for those better
known small businesses and how this could lead to generational wealth, especially registering a lot more.
Because we know there's a lot more out there that just have a register, but now that there's a vehicle for
them to get preference on contracts or procurement contracts, then I see this thing really getting
big as long as we communicate it properly. So thank you so much for the update.
Thank you sir.
Good potential here. Jane. Thanks. I are. The next is update on water service
disconnections and water weather practices. Chris Harder's here to answer any questions from the water
document.
Let's see any questions. I think we're all good. Chris, Jim.
Was it something updated today? I know I had actually had a while back when we changed the water
from being set up on Friday to Thursday.
We can hear from it.
Yeah.
I believe I can 23.
I believe the Councilwoman, people's asked for that.
After the ice.
Okay.
After the ice.
Oh, after the ice.
Okay. So is there any additional changes to what we've been doing?
No.
So like you said, we made that change back in 2023.
The IR that we prepared for this council workshop.
It references back to a 2025 IR and the 2023 IR, where we made that change.
Okay. All right.
That's all we have.
Okay. Thank you, Jane. Let's move on.
Questions regarding changes in membership, some boards and commissions?
Okay.
Next. Questions regarding significant zoning cases for March 10.
Anything?
Chris, do you want to say anything about your resume?
Okay.
That's significant zoning gains.
The case is coming up on March 10.
No. No.
I'm working with staff on it and so I'm good.
Thank you.
Everyone else. Good.
Okay. Moving on.
Questions regarding city council, M&C log.
The M&C's.
Okay.
Still moving on.
Okay. We have annual comprehensive financial report and audit results.
And then we have copies there.
Regisino is available.
I could have to know.
We have a pro team and council members.
We're here today to present the FY25 annual comprehensive financial report.
This document was actually reviewed earlier this morning during the audit committee.
And then we'll just briefly summarize the document.
Some of this, you know, we've already reviewed previously at the January work session.
As you know, the report.
Well, this is the agenda brief agenda for today.
And I will cover briefly.
Cover the annual financial report as well as several accomplishments within the financial operation.
And then we'll we'll touch on some of the financial performances of various funds.
And then close with Kate Perry, who's joining me.
We'll review the external audit process.
The annual comprehensive financial report.
You know, provides the public with a detail accounting of the city's expenditures.
That data is prepared on a gap basis, which is slightly different from the monthly reports that are presented to council.
There are several deliverables you should have at your desk.
The annual financial report.
The single audit of federal grants.
The reserve requirements supplement that provides an analysis of each funds reserve compliance.
And then for the first time, we've prepared a popular annual financial report, which is a summary.
Basically of the 243 page annual financial report.
And the popular annual financial report.
This is new, right?
Yes, that's a new document in.
Kate Perry.
I like it.
So, yeah, it's an analysis of the finance for non-finance people.
That's right, exactly.
We've got a five-minute amount of assistance from big work.
Communicator developing the lots of pictures.
And then, of course, the documents.
So, you utilize a residence grant agencies, bond rate agencies, as well as in potential investors as a relates to purchase and bonds.
The annual financial report is built off of gap bases, generally accepted accounting principles.
And the only distinction there between the budgetary basis is that on gap.
The revenues and expenditures are matched based on when revenues are earned.
And when expenditures then are matched against the period in which those revenues are recorded.
It's on the matching principle philosophy.
And then on a budgetary basis, which all of the monthly reports are based on revenues and expenditures are recorded as the occur.
Several accomplishments for 25.
The annually the city has received the certificate of achievement and financial reporting.
The annually as well the lab has received the distinguished budget presentation.
Both of those awards are coordinated through the government finance officers association.
As we just mentioned, this year we've produced the first popular annual financial report.
This year we've been quite successful with an unmodified clean external audit opinion, which incorporated no audit findings.
We briefly touched on the Texas control of transparency stars program.
And we're excited to add the purchasing star was actually awarded last week.
And so we will have now received five out of the six stars for the city of what were the last one.
Economic development department is currently working on reducing the data to qualify for the star.
Additionally, an achievement of excellence in procurement.
We've received that award consecutively over the past several years and then the certificate of distinction for investment policy, which is provided by the Texas organization of treasures.
Just briefly financial performance overall on an entity wide basis.
We ended the year with a 15% increase.
That's primarily attributable to met star transfer of operations as well as some additional capital projects and contributions that were received during during fiscal 25.
In bed in into these gap bases or several non cash transactions pension in our post employment benefits.
Our OPEP liabilities also increased decrease, which assisted in increase in the overall net position.
This end in debt is currently at 3.1 billion and approximately 50% of our debt is attributable to water and sewer revenue bonds.
Geo bonds represent about 35% of the total outstanding debt.
On a fund performance basis, the general fund we've reported this data.
Previously property and sales taxes which represent the majority of jump fund revenue collections were slightly down as compared to the budget and fiscal 25.
Let's still well within a two to three percent of variance hurtl.
And expenditures were below the budget which assisted in offsetting some of the revenue losses.
Culture and tourism ended the year with approximately $139 million in its fund balance and as you aware.
These resources will be needed as we go forward with various large ticket projects namely the Convention Center renovation as well as some additions to some improvements to will Rogers that are planned over the next several years.
But really healthy fund balance within culture and tourism operation.
CCPD ended the year with a slight increase in the fund balance and at the year with 55.2 million in its fund balance.
We ended the year with approximately $29 million in fund balance and that's primarily attributed to the transfer of resources from MedStar.
We were able to hold on to that fund balance that actually came from MedStar during the transition which was really impressive.
We saw some increases in revenues which helped to fund some of the transition costs overall a pretty healthy fund balance within the EMS operation at the end of fiscal 25.
Risk financing as you can see we've made some major strides in funding the negative net position over the past three to four years.
And we're currently at approximately 1.3 million negative net position but with a very sizable cash on hand of 42.8 million.
So this fund has seen a dramatic turnaround over the past several years.
Through health it was a pretty depressing conversation yesterday at audit committee.
And we ended the year with approximately $21 million operating loss in fiscal 25 which left the fund balance at approximately 10.3 million.
There are still a lot this still a lot of work left in balancing this fund going forward.
But there'll be some significant medical health care changes that will be required either on the premium increase side or adjustments to health care benefits.
And a lot of that is being worked on with the human resources department and as more more to come during the budget process relative to the impact potentially to the general fund would health care but it is probably the one area that is of the most concerned for us.
So any upcoming medical procedures through of now as well.
Well, we'll still get the cost so maybe hold off what few years.
But as I said, HR is working on on this topic and will be presenting data certain during the budget process.
Water and sewer another great year for that operation they've ended the year with a net position of 3.7 billion.
Another that was actually an increase of almost 300 million in their net position during fiscal 25.
Pension and our post employment benefits pension ended the year and these these this data is based on a gap presentation we ended the year with.
44% of the pension liability unfunded.
These we will still awaiting the annual actuarial valuation report and that document will be finalized by the forward employees retirement fund and will be presented to council during the joint meeting.
I'll tell the other in May or June next couple of months but instead document that actually provides the funding update for the pension fund which we're pretty optimistic about.
But that document will be finalized in the next couple months.
The old pay up is is where we account for retiree health care and we do have a trust in place approximately 115 million as of the end of fiscal 25 overall the expenses the healthcare expenses of finance and funded on a pay as you go basis.
Those are all funded by the various funding sources whether it's general fund or the other funds within the organization.
And so while we do have an unfunded rate of almost 78% we do manage the fund by budgeting the cost on an annual basis.
We do have an annual reserve compliance the general fund ended the year with approximately 22% and in the fund balance and the unassigned fund balance.
This is a really a key metric for rating agencies in particular.
They're looking for really positive fund balances and is will help to offset.
And if comments relative to the pension fund that this is really a key metric for us that we're always attempting to maintain that 22% but ultimately to grow it up to the reserve policy goal of 25% which will represent three months of.
Special revenue funds roll within compliance except for the golf fund and the golf fund.
The director has provided finance with a two-year plan to resolve the deficit within the reserve requirement.
Government funds debt service, all of those funds are within compliance. In a prize fund, again, all of the funds are within the reserve requirements.
And then lastly, the internal service fund, we've just talked about the group health and risk fund.
But obviously, there will be more information provided on the group health plan going forward.
Information technology currently has a shortage within its reserve requirement.
And a lot of that is to do to IT moving to an internal service fund without the benefit of having a fund balance.
The director has provided finance with a five-year plan to generate sufficient fund reserves to remedy that situation.
And I'll turn it over to Kate Perry who will review the audit.
Good afternoon, Kate Perry, financial management services assistant director.
So we have successfully completed the audit once again with no findings. We're incredibly proud of that.
We received unmodified and clean opinions on both the Act for and the single audit report. And that's the highest level of assurance that we can get from our external auditors on that.
They conduct the audit in compliance with the uniform grant guidance and the Texas grant management standards in addition to whatever other applicable laws and governance there is.
And when we look at what findings are possible, they look at material weaknesses and significant deficiencies in two areas internal controls over financial reporting and internal controls over compliance.
And so with that third year of no audit findings, we removed from a high risk auditee as far as the single audit to a low risk auditee.
So that can produce some savings regarding the testing that has to happen with the audit firm.
And then they have a certain percentage that they have to test if you are classified as a high risk auditee.
And now that that's been lowered to a low risk, we should see some savings there.
On the background, again, talk about material weaknesses and significant deficiencies.
A significant deficiency is a deficiency or a combination of deficiencies that is less severe than a material weakness.
Yet important enough to marry attention by by those charged with governance and then you go up the step for the material weaknesses.
Being in a deficiency and an internal control such that there's a reasonable possibility that a material misstatement of the financial statements could could happen.
And so what we see because we have had no findings in the last few years is that really our internal controls and our procedures and processes that we have.
Operating is designed and that's something that we look at every year we look at the policy statements has a situation occurred that needs to be updated that kind of thing that's kind of our annual process there to ensure that we can continue with this is the standard for our audits.
Regarding grants, the single audit does cover both the federal and the state grant expenditures.
We currently have 253 active grants across 21 departments. We have 60 grant managers comes in 22 federal and state agencies.
And we spent this year 113 million dollars.
We are seeing the ARPA funding winding down a lot of the projects getting completed and so that's why we have a significant drop in what the expenditures were this year.
There are other agree upon procedures that for instance ours will complete for us regarding budget compliance investment compliance the TCEQ compliance and believe that letters already been signed.
Water sewer system insurance and the water excess revenues compliance.
So with that I would like to provide a few thank yous a few acknowledgements.
You have a copy of the the paper which ready to test upon briefly misses the first year that we have published it.
And I want to make a shout out to communities to communications and public engagement because we accounts do not have this kind of creativity.
I promise you we tried it just did not work but we handed this off to them told them what our vision was and they knocked it out of the park.
So I want to thank them from the bottom of our hearts.
We initially printed a hundred of these we can print more should you have the you know need for them.
And so we will distribute them and you know let us know how many you would like it will be published digitally along with the act for the single on it and the reserve requirement supplement.
And then finally we just want to extend our sincere appreciation to all the departments for their year round efforts and to the staff and leadership of financial management services.
Because their unwavering commitment to accuracy transparency and accountability is central to maintaining the city's physical integrity and enables us to serve the leadership and the residents with confidence.
So at this time, I would like to ask those of from FMS who have come to watch this please stand up.
I want them to be acknowledged.
That's very good.
Daily weekly for their dedication.
Their dedication and excellence provides all of this.
So I really really am pleased and proud of the team that we have.
Thank you very much.
Thank you all.
Appreciate it.
I want to thank all of staff and I want to thank Reggie for his leadership.
And if you think about it, there's 60 different grant managers.
There is a lot of opportunities for something to go wrong when you have them.
That's just on the grant side that many folks, you know monitoring these things as they go along.
I was here with the city when we had issues getting the actual audit report out in the 180 days are required.
And the fact that we have three years without straight and four out of the last five without a single finding is top notch.
So thank I want to thank Reggie and to staff for everything they've done.
Thank you.
Absolutely.
We're already talking about, you know, trying to get the fourth year of no findings.
I like that.
Like the way you think.
Thank you.
Appreciate it.
All right.
Jay, what's next up?
Proposed to come in a little bit.
Okay.
We have a proposed economic development agreement with EDC and four with LZ.
We have Jerry.
Tell us about that please.
Good afternoon.
The purpose of the presentation is to propose an incentive for EDC for worth LLC, which is edged data center.
H data center is a data center project at the old ranch.
It's at a site that is planned for this type of development and with ERCOT support.
The red outline on the northeast corner shows where the site would be located.
Separate from the other industrial footprint at view.
This is a planned industrial area.
It's compatible with zoning and land use and has residential buffers.
This is a more recent rendering with the proposed on-course subsation at the site and how the site would lay out.
EDC for worth LLC proposes to develop a new data center in multiple phases.
The total capital investment is $1.1 billion over two phases.
Phase one real, 270 million.
Phase one BPP or equipment, 300 million.
Phase two, real are construction, 300 million.
Phase two BPP, 225 million.
So that's a total of 570 million in real property or construction.
And 525 million in BPP or equipment.
The company would maintain a minimum of 300 million on an annual basis in assessed BPP or equipment.
It's a full time 50 full time jobs and 25 in each phase with a minimum average salary of 73,000.
And a small business firm goal of 30% of construction costs.
The proposed incentive terms are a 10-year tax abatement agreement to invade the BPP taxes for 50%.
It's subject performance requirements including failure to meeting the minimum capital investment resulting in default.
Failure to meet the annual assessment levels of 300 million in BPP.
The full jobs commitment or the salary requirements would be a forefature of the annual abatement in that year.
So the overview for this project, again a $1.1 billion minimum capital investment,
with 50 minimum full time jobs at 73,000 average salaries.
These are technical positions.
There's a small business goal and there are energy and water best practices included as a part of the agreement.
Take a little time going through the numbers of almost 68 million that would be generated in taxes over the 10-year period.
It would be an $18.2 million abatement on BPP only.
The net new taxes would be $49.3 million over that 10-year period.
Of the 68 million, 31 million is real property tax.
The 36.6 is BPP and half of that is the abatement.
For that 31 million that's real property tax, 65% of that goes into the TIF.
That's $20 million that would go into the TIF for real rent.
Other financial information is included here, including city participation at 1.7,
public private ratio 59.9 to 1, and the lifetime value of the incentives would be covered after 2.15 years into the 10-year term.
So on strategic alignment, this deliver a strong near-term value that 20 million to the Veal Ranch TIF,
which helps to support nearby infrastructure financing.
The company is committing to using best practices for energy and water conservation,
and reflects a highly selective approach to data center support.
Recommendation and next steps are entering into the 10-year tax abatement agreement on 50% of the BPP.
We're at work session today.
We had a 30-day notice that posted on February 27th,
and we'd have this for MNC consideration on March 31st.
Any questions?
Sounds like a good value proposition.
Mike, we'll start with you. Do you want to say anything?
And it's in your district.
Okay. Any questions, anyone?
All right. Looks like a decent value proposition. Thank you, sure.
Appreciate you.
All right. Next up, we have Main Street America Project updates.
And we have, I think, a Philip Smart kicking us off.
And I know to acknowledge, I see, at the back of the room,
we have some members of the Historic Northside District that's tied in
to the Main Street America Project.
And we have, I think, let's see, where are the poly people?
The project, okay, back there, okay, good.
Okay, there we are.
Okay, we have hands-aided dancing to two sides there.
All right, okay, good.
Glad you are here to listen in on this update.
Go ahead.
Yeah, and I want to thank them for coming and showing appreciation
gratitude as a really spearhead this program.
So this is the overall three-year project program update.
And so we're going to kick it off with the purpose.
So we're basically demonstrating how Main Street America in the city of
Fort Worth, along with local partners, are basically using
Revalesation to strengthen neighborhood development and
Revalesation target areas.
So Main Street and Fort Worth.
So we're basically using Main Street as a framework and the
best practice tool for neighborhood community-layer
Revalesation.
The city of Fort Worth is basically the strategic funding partner
to align this redevelopment work.
And then we're counting on the community partners to be the primary
implementers for this type of work.
So basically the Fort Worth Main Street pilot program started in
2023.
It was funded by the LDC and we contacted, we contracted with
American Main Street as a for $110,000.
The pilot program included a competitive progress of
process.
And it was basically off the corridors, the boundaries,
basically statistics and data that was collected to make sure that
everyone was being addressed fairly.
And there were chosen with historic northside and polytechnic heights.
So part of this process, after those districts were appointed
Main Street, then started Main Street, one of one classes.
So basically they were given training, community asset mapping,
board roles, volunteer recruitment, retention classes,
basically everything they needed to get the program running.
And their local leaders also got up-skilled to
define and implement Revalesation projects for their local
government plans.
And each district was provided with the administrative
project funds from the LDC.
And so here's a map of historic northside Main Street.
And this was a historic northside funding for 2023 to 2025.
A administrative fee was 120,000.
And the project was 150,000.
Ordering 270,000. The other area is polytechnic ministry, and this is a map for it. This was a funding for a polytechnic. It was the same funding, the administrative was a 120,000 project was 150,000. If you see the asterisk, the 150,000 was not utilized by southeast Fort Worth Incorporated. Those unused funds from 2023, 2025 were then rolled into the new extension for this year.
All of the schools at the end of this pilot was to basically have the district's fully structure to be self-sustaining.
The program would increase stakeholder involvement in the areas. We would allow the community tangible transformation and basically help with fundraising external investments and make sure that they would see growth beyond just the initial city funding.
So, our two partners have done a great job with that. I would like to ask one of them to come up and that's Dr. Chandler with Texas Wesley University.
Good afternoon, Dr. Chandler.
Good afternoon, everyone. Hello. So, as Phillip has mentioned, my name is Dr. DeWayla Chandler.
I serve as the director for service learning at Texas Wesley University, as well as the poly main street program coordinator.
So, kind of want to touch a little bit about poly main street.
And so what makes poly main street unique is our anchor institution model.
So, with that, by leveraging the University's talent, the students, and infrastructure, we're not just supporting revitalization.
We are building a workforce and leadership pipeline that strengthens the corridor long term.
And so, this position is poly main street to be very strategic for sustainability.
So, I'll touch a little bit on our mission and our vision.
I'm excited to share that our mission is rooted in unity and intentional collaboration.
So, poly main street exists to bring together neighbors, residents, students, and businesses to cultivate a thriving and connected community.
And so, everything we do from beautification to our communication is about honoring the legacy of polytechnic heights while creating real opportunity moving forward.
So, our vision is bold, but it is grounded.
We are working toward a vibrant mixed-use district that supports entrepreneurship, celebrates identity, and creates generational growth.
So, at the end of the day, our goal is simple, but powerful.
Polytechnic heights should be a place where people can truly live, work, play, and prosper.
So, I'm excited to share that poly main street has moved firmly into the implementation phase.
So, with the transition of leadership to Texas Westland University, this gives a strong administrative and strategic capacity.
Texas Westland launched a community-based project management course, which I teach, where students are now directly embedded in real revitalization work.
So, in addition to that, poly main street has completed our transformation strategy workshop with Main Street America hosted a community-wide logo voting event to engage stakeholders.
And we are currently finalizing our bylaws while standing up a nonprofit foundation to support long-term fundraising.
So, ensure the infrastructure is being built.
We have intentionally aligned our work with the Main Street 4 point approach, and so that means we're building strength in organization.
We're telling the district story through promotion, we're supporting business growth through economic vitality, and enhancing the visual character of the corridor through design.
And so, one of the ways that this is coming to life is through the Texas Westland Jack Morton Business Accelerator.
And so, through this work, we're providing businesses, planning, support, financial literacy, marketing guidance, and compliance training to entrepreneurs in the district.
We're also currently assisting the revitalization of two of our Texas Westland commercial buildings, which begins to create the visible winds that build community confidence.
So, what I'm most proud of is the level of collaboration that is taking shape in polytechnic heights.
We have built new alignment between the university, the city, business owners, property owners, residents, and students, and so that ecosystem approach is critical for sustainability in our corridor work.
We were also honored to be selected as a 2025 American Express neighborhood champion, which strengthens our shop small efforts and national visibility.
And so, we continue to work directly with our business owners to assess needs and identify opportunities for growth.
And importantly, we're currently advancing a proposal for an outdoor fitness court that will serve as a safe and active community gathering space, because economic vitality and quality of life and place must move together.
And so, with that, I'll just say this little bit, what I hope you see is that polytechnic heights is not waiting for transformation.
We are actively building the structure, the partnerships and the momentum to sustain it, and we're just getting started.
And so, with that, I will pass it over to my colleague, Ms. D, to talk about the historic north side.
Thank you so much for that.
Where you go, Dr. Chandler, any questions?
Dr. Chandler, Chris, you good?
Anyone else?
Thank you.
Good afternoon, Dean.
Good afternoon, Councilmember.
Good afternoon Mayor Paton Flores.
My name is Delero Niel and I am our Main Street Project Manager for the Fort Worth Hispanic Chamber of Commerce.
We've worked really hard on this pilot for the last three years and much like the story that Dr. Chandler shared with Polly.
We're seeing a lot of those same efforts in north side.
One of the things I'm most proud of is just the amount of collaboration and participation from community members of all walks of life, including Mayor Protem Flores and several volunteers and community members that are right here in this room.
I'm going to say hi.
Because a lot of the progress that we've seen on this project has been largely due to their leadership and their efforts.
Over the past three years, we've really worked to refine a vision that reflects a shared identity for the corridor.
And what we keep hearing and what we're working towards is a north side known for celebrating its vibrant culture.
It's history of entrepreneurship and small businesses and truly truly shared stewardship of the community.
Where growth and change supports the neighborhood includes residents and welcomes visitors.
Some of our transformation strategy priorities have been really building community leadership, strengthening partnerships to ensure that residents, businesses and partners can participate and help shape the corridor as it grows.
We support small businesses and corridor vitality through visibility, participation, coordinated economic strategies and truly truly by preserving what matters in the north side.
Growing our organizational capacity by using appropriate design tools and leveraging long-term stewardship of the corridor.
So some of the highlights of our work over the past three years has been establishing our advisory board.
We actually have five working committees that I'm really proud of, so it includes our general advisory board.
Our exact committee, which is pretty much our main street organization point, our design committee, our promotions committee, our economic vitality committee.
And then something that makes our pilot unique is a community action committee, which is our resident leadership advisory body.
We're currently exploring the creation of a public improvement district, our events have drawn over 24,000 visitors to the historic north side over the past three years.
We're serving current residents, but also attracting new faces to support the corridor.
We've seen about 14 projects on the corridor that either are completed under way or planned with a total value of approximately $80,000,000 in capital investment.
Our projects are protected to bring 302 new jobs to the corridor approximately 121 new or expanded businesses.
And we really work hard to make sure that business owners and property owners are aligning on improvements and then supplementing that alignment with district marketing.
We've also completed several corridor beautification projects, so for example, new murals, a fresh coat of paint at the marine skate parks, some landscaping, really bringing community together to create a shared stewardship of our environment and to continue making sure that north side is the welcoming gateway has long been.
We are wrapping up a strategic planning process as we work to incorporate a new non-profit with an urban planning firm called Ash and lime alongside freezing nickels.
So when you go to the summer, we can count on that drawing about 10,000 people every year to marine park.
We've installed cultural murals at Mercado Plaza, at marine skate park through our partners like at the Celerosa and through councilmember florist's leadership.
There's even been a new major league baseball mural on the corridor.
Smaller events like Bolsadas, which celebrate an annual holiday tradition with a unique north side flare, raised about $7,500 in sponsorships, and helped local businesses generate approximately $10,000.
We've raised about $535,000 independent of city funds over the past three years.
And as of last week, I'm really proud to announce that a north sexist community foundation has awarded our pilot an additional $250,000 multi-year commitment to making sure that this grows steady and collaborative.
Again, we're working towards incorporation as an independent nonprofit to support long-term stewardship and governance.
Now that the pilot program is over for the first three years, we're going to platform. So what comes next?
LDC has basically authorized a two-year extension of the program up to $300,000 combined for both districts.
And they did that back in 2002, June, 2025.
Main Street has been contacted as a vendor again to continue to support basically for technical assistance, district workshops and field lessons.
What worse will focus on executing strategic work plans for both main street self-sustainable?
And our new program agreement shows that they're tracking in metrics with measurable KPIs like private funds raised, jobs created, and vacant buildings activated.
That new funding looks like this, so the LDC has funded polytechnic for 2026,2027.
The administrative cost of 60,000 project inflammation is 150,000.
We see the abstract. That's because that's unused funds carried over from 2023 to 2025 program that was not utilized into this program.
So that's total 210,000.
Historic Northside is the same 60,000 administrative cost and then project inflammation of 70,000 with a total of $130,000.
So our city of Fort Worth Community Development efforts are continuing to support the neighborhood and community revitalization efforts in the Main Street districts and corridors.
Initiate conversations with Texas Main Street to determine how to better align the city footwork and our program with the state's existing program.
Continue to develop additional tools for our toolkit, so communities in the economic community development efforts and evaluate revitalization of strategic strategy as part of the economic development strategic plan.
Any questions?
Mayor Pertem.
Thank you.
Fill up for that great presentation, but I want to say, you know, great job.
Do you all the work that y'all are doing in Northside?
You know, you all really hidden out of the ballpark there.
But I do want to thank Dr. Chandler for all the hard work that you and the committee has put in thus far.
I share the community sentiment when I say that we're really excited to see the future, future accomplishments of the Polymain Street projects.
So looking forward to to see all the great work coming out of Poly.
So I have a question.
The 150,000 has to roll over from the unused money.
And then there's new dollars.
Essentially for the other two years had to use that money.
Will Poly receive the additional funding as well.
And the long term or did they just lose that funding?
It is received additional funding for administrative costs, not project information.
So we technically lost that fund.
Because the project implementation implementation funds were not utilized the first program years.
And they basically just carried that over.
Except for them losing the 150,000 for the first three years.
We felt like it was more of a due process to allow them to have that.
Except for stripping them of that 150,000 and only get them 70,000 like you stored in Northside.
And this is a five year plan.
Well, just additional two years.
Oh, yeah.
All together will be five years.
Okay.
All right.
Questions?
Oh, good.
All right.
Well, before we disperse on this topic again, Philip.
Thank you for the presentation.
Thank you, Dean.
Thank you.
Dr. Chandler.
And just want to acknowledge, you know, all the hard work and teamwork from the Poly and Northside projects.
So I know some of you already standing, but though.
Those that aren't standing, if you can stand up, we can give you a round of applause.
Very briefly, I saw from your head, Bob, from the audience, say former assistant city manager for
Nondo Costa.
I was going to say communications actually asked if the council members in Main Street could come up and take a picture.
Yeah, it would be great.
We also have former city council member and Zeta in the back.
So everyone come on up, signature.
Hello.
Thank you very much.
Congratulations.
I'm sorry.
I can't get it.
I'm sorry.
All right.
Folks, we're almost done.
Just one additional item of business.
Request for future genitems.
I know Chris, you had one.
Yeah, if they can be future genitems.
And to be clear what you wanted is, in light of the efforts going on the East Lancaster corridor,
you wanted a assessment of current and future hope unit needs, as far as personnel.
Is that right?
Yeah, as it relates to the whole team.
I know we.
The impact of the rest of the city has the whole team is focused there.
Correct.
Okay.
Anyone else?
Yes.
I'd like to ask that we do and I are to get more information on what we're doing
for our unhoused individuals across the city.
I have gotten multiple concerns from residents that can't be moving further out in the districts
and would just like to know what the plan is to try to mitigate some of those camps and what we're doing.
Okay.
Jay, what happened to know when we would get the latest point in time count results would do?
I don't know off the top of my head, but I don't know if that is in the audience.
April or May.
Okay.
I don't know if that would be a good idea to wait until then to have those.
If we could get it sooner, I have just around the Bentley village area of East Chase.
A big growth of camps out there.
And so I think if we could get some information sooner, it would be better.
All right.
Got it.
So I think it comes at a good time since we talked about post employment benefits earlier.
But I'd like to report from parks and to see what the financial impact would be for us to offer a deeply discounted community
senior gym membership to our retired for employees and the potential impact that could have on our on the health benefits as well.
I heard from a couple of retirees who would actually use the facilities here on a daily basis,
which I was to get them in great shape, but then sort of retired.
It's no moss.
So are you talking about in city hall?
I mean, either city hall and or community community centers and allowing them a very deeply discounted gym membership,
which I think will ultimately have an impact on our health insurance as well.
It could.
Did you have something else?
No, it's not an hour, but I wanted to give a major shout out to.
ACM Dana.
But it burgged off and her team.
We just recently broke ground for the parks at Mojavali.
So a shout out to our parks department for getting that moving and just the residents are sad.
Good deal.
Let's go to here.
Anyone else?
Any other future agenda?
Or I asked for it.
But once going twice, seeing none.
We are adjourned at five after three.