You're watching the meeting of the dallas city council with mayor eric l johnson.
mayor pro tem jesse moreno, deputy mayor pro tem gay donnell willis city council members Chad west,
zarin d gracey maxie johnson, jaime. Resendez, Laura.
cadena, adam. Bazaldua. Lori blair. Paula. Blackmon.
cathy stewart. William roth cara mendelsohn. Paul e ridley.
city manager. Kimberly bizor tolbert. City secretary billy ray johnson and interim city Attorney bert vandenberg.
okay, we have a quorum. Good morning. Today is wednesday, June the 3rd, 2026.
the time is 9:27 a.m.. And I now call this meeting of the dallas city council to order.
this morning, I think our colleague is going to give us our invocation this morning.
chairman maxie johnson, who represents district four. He's also the pastor of the new morning star missionary baptist church in west dallas.
I'm gonna turn it over to him for our invocation, And then we'll have our pledge of allegiance to both the united states flag and the texas
flag. So if you're ready, chairman johnson, I'll turn it over to you now.
good morning. Good morning. Let us stand. This
past week we experienced some tragedy in southern dallas.
and for a moment, can we just have a moment of silence for those that lost their lives?
ninth street. Father, we thank you this morning.
we thank you because you blessed us to see another day that wasn't promised to us.
god, we thank you because even though we don't understand some of the tragedy that happens In our community,
we still trust you even when we can't trace you. God, we ask that you continue to bless us. Bless those families that lost loved ones.
god, sometimes our frustration comes from the lack of understanding, The lack of knowing.
but god, we know that you are in control of it all.
there's no problem. Too big you cannot solve. There's no pain on earth. You cannot heal. And so this morning, We call on you because you told us to call on you and cast our cares on you because you
care for us. So god, we ask that you bless every family, Every daughter, every son, every nephew,
every cousin in the community that are feeling this grief and the pain of the loss.
god, we pray for our mayor. We pray for his family. We pray for our city manager. We pray for our council.
and most of all, we pray for our entire city. When it seemed like division is is high, personal agendas over what you've called us to do Sometimes seems like it gets the
news. But god, we know. One thing for sure is that at the end of the day, You still control it all.
and so god, as we lift up our cities, we lift up our communities. We ask that you bless us. We ask that you let your will be done, Lord, not our will.
now god, we call on you again and we thank you in advance. We lift up that hem up that says, father, we stretch our hands to thee.
no other help. We know if you withdraw thyself from us. God, where should we go? We call on that grace.
that's amazing. Grace. How sweet the sound. That saved a wretch like us.
once was lost. But now we found god. We thank you. We was blind but now we see. We call on you, God.
because if there's ever a time we need you, lord. We need you right now. With the hate that we see in our country, with the division that we see bring us together,
god let us know that god, despite of our differences, We are uniquely joined together.
continue to bless our city, continue to bless our communities.
continue to bless our children. Continue to bless our country. God, let your love shine. This is what we ask now, God, as we go about this day, anoint us to do your will and your work.
help us deny ourselves and keep you forward. It's in your son.
we pray in your holy name. Amen. The
flag of the united states of america and to the republic for which it stands.
one nation under god, indivisible, with liberty and justice for all.
under the texas flag, I pledge allegiance to thee. Texas one state under god, one and indivisible.
thank you everyone. You may be seated. Alright, So before we begin
today, we have a couple of announcements from our city manager, Kimberly tolbert.
so I'll turn it over to our city manager now. Good morning, mr. Mayor. City council, thank you so very much.
we would like to start with two recognitions this morning. And the first one that I would like to do is to recognize the dallas fire rescue medic Teams.
can you guys please come forward?
this morning, we are recognizing the members of our dallas fire rescue medic teams and the Crisis intervention team for extraordinary display of compassion,
professionalism and service to our dallas residents. To a dallas resident during one of the most difficult moments.
please join me today in recognizing jerome jones, Crystal thomas shaun blackwell, lieutenant clinton
page, amber simms, michelle figueroa, and the entire office of emergency management and Crisis
response team. This team, along with many of our partners, Work together to support many across our city,
but most recently, they supported a grieving mother following the tragic loss of her 22 Year old son.
after learning of her son's drowning, this mother found herself facing grief and emotional Trauma.
what followed was not simply an emergency response. It was a coordinated effort by multiple city employees and community partners to ensure That she was cared for,
supported and connected to all the resources that she needed. So over the course of several days, these teams provided crisis intervention, Emotional support,
transportation assistance, housing stabilization, Mental health referrals, and ongoing advocacy.
they remained present through moments of intense grief, Panic, uncertainty, and they helped this family navigate an incredibly painful
situation with dignity and compassion. What stands out most about this story is that no One stopped at doing only what was required.
these employees continued to show up. They continue to look for solutions, And they continue to ask what else could be done to help.
their actions reflect the very best of public service. Every day, our first responders, our crisis intervention professionals encounter people Facing some of the hardest moments of their lives.
while much of that work happens quietly and often goes unseen, It changes lives in a very profound way.
this response demonstrated exceptional teamwork, Collaboration, empathy, and a deep commitment to serving others.
and because of their efforts, a grieving mother not only got immediate support, But she had access to ongoing services and
greater stability during this tremendous loss loss. So on behalf of the city of dallas, I wanted to stop and publicly thank this team.
thank you for your professionalism, your compassion, And thank you for the care that you continue to show to the residents of our great city.
and we are very proud of the work that you do. God bless you all.
if you all wouldn't mind coming inside of the railing for a photograph with the council.
michael here is going to remove that stanchion so you can come inside here.
so don't don't all come at once. I'm quickly.
mr. Mayor, we have another recognition that I would like to to take a moment for.
and this is the last one. I'd like to take a moment to recognize several individuals and Organizations whose generosity continues to strengthen one of the most visible and beloved
units of the dallas police department, our mounted patrol unit, And they come in right on down.
thank you so very much for being here today. Our mounted officers play a unique role in Public safety,
whether they're patrolling special events, supporting crowd management efforts, Engaging with residents,
or simply serving as a highly visible presence in our community.
they help build connections between the dallas police department and the people that it Serves.
maintaining a mounted unit requires significant resources, And these donations from the individuals that you see standing here this morning have
really helped us continue the work and investments in public safety and community Partnership.
so today, we are recognizing several donors whose contributions have helped provide Horses,
equipment and support for the dallas police department's mounted unit.
so I'm going to practice these names. The first one, Please say thank you to salim az-zahra.
president of texas de brazil, for donating horse chase and a full set of tack.
buddy kramer, the owner of katy trail ice house and lucky dog saloon.
pasha heydari and sina heydari with the las palmas and baldwin house, Who
generously helped make rocky's addition to the mounted unit possible.
wayne joseph, co-founder of artisan design group for donating the horse chase chase chase Chase,
chase. Okay. By the way, they named these horses origin bank, Represented today by the north texas president warrie birdwell
and executive vice president of business development todd cornelius for donating the Horse.
khalid. We would like to acknowledge and thank the many additional donors who
contributed to this effort, whether through donations, Equipment and other support.
your generosity has helped to ensure that this important unit remains well equipped to Serve dallas residents and visitors alike.
these contributions are a reminder that public safety is strongest when it is supported by Partnerships.
the city of dallas is very fortunate to have community leaders and organizations who are Willing to invest in people,
programs and resources that keep our city safe. So on behalf of the city of dallas, thank you so very much for your generosity.
thank you for your civic leadership and your continued support of the dallas police Department and the residents that we serve every day.
city council mr. Mayor, will you please join me in recognizing these wonderful Individuals? Thank you so much.
all right. I'm going to ask you guys to come inside the railing as well for a photograph With the council, if you don't mind. So thank you very much.
all right. I'm told that was the last of our special presentation. So as members make their way back to their seats.
and thank you all for being here to our guests. We're going to now move on to our open microphone speakers.
madam secretary, as before I do that, I just want to tell everyone who's here, Since we do have a pretty good sized audience today and all of our all of
our colleagues here on the council that I know that today we have some things that we're Going to be hearing about and talking about during open microphone
speakers that people care a lot about a lot of passion, Which is great. And I'm glad everyone's here. Just want to make sure everyone knows that we do have rules,
though, about outbursts and about loud demonstrations and things like that.
we're trying to maintain an efficient meeting and, And so I'm going to try to maintain decorum today,
but I don't want to, I don't want to ask anybody to leave today. I want everybody to stay and I want everybody to participate.
but I also want us to represent our city well. And I want us to to take care of our business in a way that I think is becoming and, And befitting our city.
so I'm just going to ask everyone to do their part to help me run an efficient and Decorous meeting today.
so, madam secretary, if you wouldn't mind, two minutes, I think, if we're going to have.
okay. Thank you, mr. Mayor, and good morning. The dallas city council will now hear its first five registered speakers.
I will recite the speaker guidelines. Speakers must observe the same rules of propriety, Decorum and good conduct applicable to members of the city council.
any speaker making personal, impertinent, profane or slanderous remarks, Or who becomes boisterous while addressing the city council will be removed from the room.
for those individuals who are in person for those virtual speakers. You will be removed from the session. Individuals will be given two minutes to speak.
for those in-person speakers, you will notice the time on the monitor at the podium.
when your time is up, please stop. For those virtual speakers. I will announce when your time has expired. Also, Speakers, please be mindful that during your public comments,
you are not allowed to refer to a city council member by name and to address your comments To mayor johnson.
only first speaker carole bill walton. Hooray for valley view!
I am so excited. After more than a decade, maybe two decades of vacant urban blight, We're going to have a build out up
in north dallas and this is so exciting. We did lose the dallas stars in the process Through the nonsense,
through the subterfuge. And that's a loss. And it falls squarely at the feet of this city Council.
it falls at the feet of this city manager. You guys lost us, The dallas stars, and that's the bottom line.
you've also destroyed the trust in our city government by using the economic development Council in order to bypass required rfps and transparency
through a shadow government, a shadowy government. I was most disappointed, though, and that's disappointing.
but I was most disappointed that so many of you were going to bail on c-cap our plan for Environmental sustainability and
health. I'm hoping that the mavericks choice will will help us.
spare us the economic disaster of tearing down city hall, And we have no idea of the pollution impact of that.
it's the great unknown. We know that there would be 2000 trucks, 2000 plus trucks of debris that would cause that would accelerate
pavement fatigue. And we pay about $1 million a mile for our street.
so that's that. We don't have to worry about that. And the particulate matter in the air. Well, This wheezing asthmatic fears the loss of the little air quality we have,
and we just don't have any to spare. I stand to make no financial gain.
I've never taken a payment. I've never been seduced by a cougar.
don't valley view my city hall. Don't make your time this vacant.
thank you. Joey newbury. Joey newbury is not online.
joy newberry is not in the audience. Not present. Mark nunley. Mark nunley is not present.
sana. Saeed.
bilierae. Remind me where the time is. Two minutes. My time. Is it 2 or 3? Okay. Got it, I see him.
good morning, mayor and council. I'm here in my capacity as president of the farmers Market stakeholders association and a downtown dallas resident.
the arlington cowboys, the valley view mavs, The plano stars, neiman marcus gunn.
fox four. News. Gone. At&t gone almost all on the watch of the people sitting before us Today.
what a painful and embarrassing week for this city.
the tragedy mayor is that we had some council members actively work against the urban core And the black and brown communities in this city.
the tragedy is that there is so much infighting on this council that people who drive Those catalyst level developments don't want to come here.
the tragedy is that civic groups attacked neighbors instead of building consensus, And are willing to sacrifice all of downtown for one
building. They have pro bono attorneys helping them from plano.
and while the city was fighting, plano was plotting and plano one. They will reap the benefits of the stars and mavs for decades, And our taxes will have to go up to make up for the catastrophic economic loss that we're
about to face. So what is the plan now to connect downtown to southern dallas for economic Opportunity?
what is the plan? What is the plan for the repairs for this building?
that apparently will be the last thing left in downtown. What are we doing? Downtown's rarely die from a single blow.
they fade when vision is replaced by complacency, When short term politics outweigh long term stewardship,
and when each loss is treated as an isolated event rather than a warning.
mayor, I want to thank the city manager and the people on this council who fought for Downtown.
the fight is not over. I don't want to see people on tv talking about what a win this week Was.
I want to see you all on tv this week. We don't have five years to figure this out. When the buildings are empty, we have five days.
please fix this and save the mavs in downtown. They belong in downtown dallas. Thank you. County commissioner john wiley price sure, I.
mr. Mayor. Madam manager, madam secretary, members of the dallas city council.
john wiley price, dallas county commissioner representing downtown dallas.
2004. I inherited a little brown site on the west end, And at that particular time it had $1 billion
worth of value. 25 years later, it now has $5 billion worth of
value, even though it has not grown at the same rate as uptown and others.
the west end, where the american airlines center is, Has grown.
the downtown dallas freeway core is about 1.4mi² and has between 15 and 16,000 full time Residents.
interestingly, downtown areas of san diego and fort worth, The cities closest to dallas and total population could not be more different.
fort worth downtown is a ten square mile and smaller if you just consider its core center.
they call sundance square, home to between only 3 to 5000 people.
san diego's downtown is one of the largest and most residential downtowns in the western United states.
at over five square miles and somewhere between 35 to 40,000 people.
sunbelt city dallas compares most closely to is phoenix and houston.
it's closer in size with that 1.7mi². But like dallas, Downtown phoenix has grown dramatically from fewer than
10,000 people in 2000 to 35,000 now. Also downtown dallas, Like.
well, you can't say much in two minutes and apparently don't want to hear. But my point is, is that dallas has done well.
this council has done well in terms of making sure that growth downtown dallas is on a Plan.
thank you. Joanna hampton it's not online in the audience.
good morning, honorable mayor. Members of the city council. Joanna hampton, 5408 swiss avenue. The upcoming consideration for city hall has been Presented as a data driven review to provide the most fiscally
responsible path for residents. However, in your may 20th briefing, A vote would actually be a wholesale renovation to class a standards based on the aecom
report. This is not what council requested for prior review that prioritizes the most Critical needs for city hall and city hall plaza.
well defined. Efficient functional space for council, City staff and the public for city services are a must for city hall.
that does not equate with luxury class a standards which are rarely used for government Buildings such as city hall.
with the recent announcement of valley view as a site for the new mavericks arena, This is an opportunity to refocus discussions on downtown planning,
capitalizing on the I-30 reconfiguration, reconnecting southern dallas in the cedars with Downtown.
with the adoption of the fair park area. Plan. Potential redbird funding through the new arena.
I urge the council to focus on the resource that city hall is.
it is a downtown employment anchor. Anchor. It can have a reimagined plaza.
vibrant public spaces that make that connection possible. This is the once in a generation opportunity.
invest in planning now for downtown that includes cedars and southern dallas residents, As well as downtown and farmers market residents,
business and civic leaders. This planning would leverage the opportunity of the valley View fair park barbell,
tiff, excuse me, valley view, redbird barbell, Tiff and bookend investments in the southern sector.
complete the planning. Pursue the funding for I-30 bridge parks. Further strengthen the convention center connection already underway.
this is a win win win for downtown, for southern dallas and for our entire city.
thank you. Thank you. Kenny brown.
good morning, good afternoon, good morning, mayor, City council members and distinguished guests.
thank you for allowing me to speak today. My name is kenisha, Though most people know me as kenny,
and I'm here today in support of lala johnson and tina fest. Before I begin, I want to acknowledge that simply standing before you today is something I Don't take for granted.
I am currently recovering from significant injuries sustained in a recent accident, And every step I take reminds me of how quickly life can change.
but when I learned that lala would be standing before council advocating for tina fest, I knew I needed to be here because that's exactly what lala does.
she shows up. She shows up. For more than 13 years, Lala has worked alongside cultural icon erykah badu while dedicating herself to
uplifting artists, preserving culture, creating opportunities for our community.
today, I'm asking the city of dallas to invest in that cultural story that already belongs To this city.
people from all over the world visit that grassy knoll with that famous x in downtown Dallas.
but just one mile away, there's another historic moment that took place. Not the end of a story, but the beginning of one.
it was here in dallas that tina turner began one of the most powerful reinventions in Entertainment history.
that story belongs to dallas. Yet many people don't know what happened here.
tina fest is changing that. As dallas welcomed visitors, Visitors from around the world during fifa world cup,
tina fest offers a unique opportunity to showcase the story that other cities cannot tell.
today, I respectfully ask for your leverage, Your network, your resources and influence to partner with tina fest by supporting the
designation of july 3rd as tina turner day, along with assistance with the production Support necessary to make tina fest a free event for dallas
residents and visitors looking to make see what makes dallas special.
we're not asking for a handout. We're offering an opportunity. An opportunity to strengthen the community. Thank you for your time.
thank you. This concludes your first five register speakers.
mr. Mayor, I move that we suspend the rules and allow the remainder of the speakers to Speak now.
is there any objection? Hearing none so ordered. We'll hear all the speakers. Thank you. Thank you, Mr.
mayor. The next speaker, sidney walker.
sidney walker, 2245 jordan street 75215. So people that look like me are very unhappy About the mavericks going to valley view
and saying that the stadium was supposed to be the economic engine for south dallas.
fair park is the economic engine for south dallas.
and I want to remind council that 20% of the hot tax voted november 2022 is supposed to
go to fair park up to $325 million. I went to councilman west and johnson's
meeting about the viaducts. I thought the project for the convention center was quoted at $3.08
billion, but robert wilonsky wrote $3.8 billion in the dallas morning news.
that goes over the amount that the voters voted on.
where's our money for fair park? Because we need the development.
we need the economics. We need the businesses. We need to turn robert b cullum into west davis like bishop arts.
we want our money. We want our engine. We don't want to wait 20 more years.
when south dallas finally becomes the west dallas trinity grove, Or the next hot spot for entertainment district,
because we continue to be forgotten. And I grew up here.
I don't want to say my age, but I done seen a lot, Seen it at a peak in my time and the demise during my adult years.
we want our money. We want our economic engine. And don't you dare think about selling this building to pay for fair park, Because only half of the profit will come to us and the rest goes to the pension.
so remember your math when it comes to these dollars. Thank you, peter johnson. Peter johnson it's not present.
sam williams.
sam williams district nine. Here to speak in support of preserving city hall and investing In the surrounding area.
I think there's been a narrative of only one generation having interest in maintaining our City assets.
I'm here to dispel that belief within the context of a city budget attempting to juggle Core services like libraries and housing,
an annual line item for rent doesn't seem financially viable. As an experienced renter, paying more and more of my income to my housing is rent rises.
I can't advise handing away our permanent residents at this point free of charge.
speaking of rent, more and more of this rust conversation feels like a way to prop up or Bail out development interests in the area that have been slow to react in a post-covid
and office space world. If we're concerned about cutting off parts of the city, Perhaps we should examine the convention center,
siphoning money away from our voter approved bonds for fair park, And actively currently proposing to cut off transit services into the city and avenues
into the city. This does not mean we must keep the current status quo.
when the city solicited designs to reimagine the area. We received hundreds of designs and ideas. Some of the most exciting of them came from Student organizations.
again, young, hopeful professionals that can see a world where the city hall is vibrant.
driving to the building. Today I passed multiple vacant fenced lots held with no activity For years.
if we are concerned about lack of investment in the city, Maybe that's a place to start.
thanks. Thank you. Speaker, what I'm going to do now, If I call your name, I ask that you come forward and have a seat on the first three
rows of this intersection. Jim. Anderson. Stephanie.
drinka. Miriam. Miriam. Sharma. Scott. Springer.
amir. Pepic. Jedediah. Ulrich. Mick. Wise. Wise.
dirk. Is canceled. Shawn. Buckley. Ariana. Smith.
ifani. Jay. Brenda. Gurumoorthy. Muhammad. Abdullah.
ronnie. Mestas, alexander. Stein, lauren. Willis, Alicia.
allen, cookie. Peden, cynthia. Michaels, and jake. Smith. Jim. Anderson. If you. Jim anderson, you may come to the podium.
my name is jim anderson. 4706 swiss avenue, dallas.
I'm an urban planner, a city of dallas urban planner for 26 years, Starting in 1984 when dallas city hall was only six years old.
I was dallas historic preservation officer. I was here for prince charles visit to 1500 Moreno the cowboys super bowl
celebration, robocop and a very young jim anderson went to the big beach party.
now that the mavs have chosen valley view, we have the luxury of time.
civic architecture exists to symbolize democratic transparency, Not corporate power.
it is hard to imagine any office tower providing adequate civic space or security.
it's disturbing that your briefing today is not about critical repairs at all, But upgrades to office space that is not in keeping with the heart and soul of public
service. My career as an urban planner taught me to prioritize.
how would removing city hall and its workforce do anything to improve downtown's budget?
we must focus on our efforts and budget more wisely. Now that we have the luxury of time, we must remind ourselves that the heart of public Service is to take care of what we own.
fix the water infiltration, replace the generators, Tend to the roof, and take the rest in time in bite sized chunks.
the people will support this. They will love you for it. Today we are looking for heroes. Thank you. Thank you.
guys, I want to remind folks that we won't have outbursts.
thank you. Stephanie drinka. Good morning. My name is stephanie drinka, Executive director of the dallas asian american historical
society. June is national immigrant heritage month.
at a moment when enormous public resources are being used to target immigrant communities,
we should be investing that energy to honor their contributions. So I'm here to share the story of asian american immigrant yao ming pei, Whose name in chinese means to inscribe brightly.
I am pei arrived in the united states in 1935 at just 18 years old, During a time shaped by exclusionary immigration laws and racial discrimination.
he earned his architecture degree from mit, completed graduate studies at harvard, And rose to become one of the world's most influential architects.
pei met his wife, eileen liu, while they were students. They remained married for 72 years until her death.
commitment like this is almost impossible to fathom in today's society, Where we treat people as disposable art,
as temporary and preservation as an afterthought rather than building something that Lasts.
but to pei, architecture was life, and he instilled the same values of endurance in each Of his works.
he received the presidential medal of freedom, Our nation's highest civilian honor, for the legacy of artistic elegance.
he is inscribed on our cities, including dallas, Where he designed this very city hall pay spoke in an interview about his subsequent
visits after it was built. He always went to the second floor. People asked him why he made that public space so extravagant.
people only come here to pay taxes or water bills, They said.
he would reply precisely this is a people city hall. You don't build it for the mayor. You don't build it for the council.
you build it for the people. They're the ones who should enjoy it. Dallas city hall belongs to the people. It is not yours to sell or to destroy, But to steward with the same care and attention that pay imbued in
his design. Your legacy is now tied to his and this building.
so my question then is, how will you be remembered? Thank you. Thank you, miriam sharma.
good morning. My name is miriam sharma and I appreciate the opportunity to speak as a Mother,
as a nurse and as a community safety advocate. I want to invite you to recognize gun violence awareness day this friday, June 5th, 2026,
to honor the victims of gun violence and stand in solidarity with survivors.
firearm injuries are the leading cause of death for children and teens in texas and in the United states,
and gun suicide accounts for 58% of all gun deaths in texas.
more than half of all gun deaths are suicides in the dallas county community health needs Assessment.
an area of great need was behavioral health. I appreciate our city leadership for your Support of organizations and initiatives that aim to improve behavioral
health. I was heartbroken to learn that one of our own, Sylvia collins, died tragically in the gas explosion in oak cliff on thursday.
miss collins had supported and volunteered with us in moms demand action for gun sense in America.
for several years, she supported and volunteered with so many organizations, And I've been pondering what all of these organizations have in common.
they all seem to push for the well-being and safety of everyone. So my hope is that she would be pleased to see us here today advocating for the well-being Of safety,
well-being, and safety of everyone in our community, Giving a voice to those who no longer have theirs to bring awareness to gun violence.
because acknowledging a problem is the first step in solving it.
I believe we are stronger when we work together. I invite everyone to wear orange on gun violence awareness day this friday, June 5th.
thank you for your time. Thank you. Scott. Sprayer.
scott sprayer is not present. Emir pepik. Good morning.
thank you for the opportunity to talk. I'm seeing that we allowed in protecting the Criminals in
dallas, texas, since my vehicle being stolen three months ago.
police ignoring if I would call them to do anything positive to protect us.
they will show up three hours later. If I will show you. Where is all this gun violence? Illegal. Illegal casinos human trafficking.
we support that, actually. We build ourselves problems. Our police shows up or don't show up on our phone calls.
my vehicle being stolen for three months. City is actually damaged me in this point.
police damaging me. Actually don't supporting me. They supporting and protecting the criminals.
meaning that our police officers after work go and protect the clubs where it's possible That we have human trafficking men's clubs and things like that.
that's a shame how we can allow something like that and celebrate those officers.
I'm expecting to be protected in this country. I'm a huge taxpayer. You guys are allowing that somebody come and rob me.
why is this is how I functioning? If I call any of our institutions, You guys behaving.
some people behaving like they are, they own that. Like I'm asking for favor. No, that's their job.
we pay them out of our taxes. They should just do it and help.
but if you call them on the phone or something like that, No, they will they will act like they're doing you a favor.
it's not a favor. Favor is like helping somebody to move the move the furniture.
that's a favor. But when somebody is paid with my tax money to do his job and file the Stolen vehicle,
there is nobody there and they're not there. Thank you ma'am.
have a great day. Thank you. Jedidiah ulrich.
hello, my. Hello. We can hear you and see you.
you may continue. Awesome. Thank you. Yes. Now that the the genocidal owned basketball Team elephant is
out of the city and feeling betrayed by the stars, Moving to a city that really can't plan their own space.
so they're desperate for anything they can get. We can talk about city hall, and I'm all in on repairs, Because right now, this city deserves the city hall deserves to be an anchor,
a focal point for the entire city. Because you want to talk about losing taxpayer dollars.
because, for starters, I'm not going to drive up and commute to any of these arenas and Get bled with parking rates and being stuck with an hour of traffic.
taking out of my life only for all these different. Mainly plano. Probably fitting the bill for a lot of things.
I'm tired of sports franchises leeching upon our city, And we have to be beholden to them.
and I assure you that the same will happen to anyone you sell city hall to.
only for y'all to rent out space by corporate skyscrapers and landlords, Spreading our departments all over the place.
meanwhile, you're high above god's green earth where you can't see us protesting on the Foot of city hall,
wherever that may be in the future. This is a anchor point for the city you have a chance To do,
and there's plenty of corporate hawks salivating to get my cat salivating to take over That space and turn it into an amusement park.
you're more focused on turning the city of dallas into an amusement park for revenue only To price us the people that live here.
you have a chance to invest in parks, arts and culture. Shout out to cure for paranoia for making npr tiny desk.
we're here. We're living here. We are not going to turn our city into an amusement park.
if you let these hawks in, they're going to start creeping into the cedars in the south Dallas and exploiting these neighborhoods.
you have plenty of vacant lots around there that turn city hall and that neighborhood and An elaborate,
extravagant place for small businesses. You're going to price out the people who are Trying to live and stay here.
that's your time. I'm tired of this. Thank you. Thank you. Mike weisberg has canceled shaun buckley.
mr. Buckley is online. Shaun buckley.
mr.. Mr. Buckley, can you hear me? Yes. Can you hear me?
okay, we can see you. Can you hear me, mr. Buckley?
yes, I can. I apologize. Okay. You may begin. Two minutes. I was not able to be there in person.
I had to fly to chicago this morning for work. But I'm sean buckley. I'm a resident and property owner downtown.
I own one of the four story townhomes here in the farmer's market, Right across from rubles.
and I look out at city hall out of my front windows.
not only a homeowner downtown, I'm also an equity partner of one of the largest law firms Still in the central business district.
our firm has multiple floors in the comerica bank tower or whatever will be the america Bank tower once they leave.
I urge city council to do whatever is needed to keep both of our teams here.
to the extent there's any fraction of hope for that, This city council has dragged its feet to the detriment of this city on 7000
studies of what could be. And the time has run out.
this council has a once in a generation opportunity to actually do something, And I would hope that you would come together and do so and do what is needed to prevent
downtown from imploding on itself. Use the fort worth model.
find a tower that has modern amenities and makes people actually want to show up to city Hall work and be proud of their civic contributions.
thank you. Thank you, ariana smith. Good
morning. My name is ariana smith and I'm a downtown dallas resident.
nearly four years ago, my husband and I chose to buy a home near the farmer's market Because we believed in the future of downtown dallas.
at that time, there was optimism and momentum. Signs announced new restaurants and businesses, And it seemed that a vibrant, thriving downtown was just around the corner.
unfortunately, our experience has been quite different. Many of the businesses that were promised never opened.
while many other businesses in the area have since closed their doors.
just the other day, my husband and I took a walk through downtown and were struck by how Many vacant storefronts we encountered.
areas that once held so much potential now feel quiet, Empty, and disconnected.
this week, we also learned that both the mavs and the stars are planning to leave Downtown.
this announcement has reinforced a growing concern shared by many residents and business Owners.
downtown is losing the anchors that that drive activity, Investment and economic growth.
without meaningful action, I am certain that we will continue to see businesses struggle, Vacancies increase and a rise in crime.
this is why I am here today asking you all, as our city leaders, To seize the opportunities before us,
particularly around city hall and the surrounding area, And create a plan for revitalization.
the future of dallas is in your hands and the decisions you make in the coming months.
even this just this week, the decisions you make this week will have a lasting consequence Not only for downtown's economic health,
but for the prosperity of our city as a whole. Thank you for your time. Thank you.
good morning, mayor and city council. I stand here before you with deep disappointment That we were not able to keep the dallas mavericks
in downtown dallas. While I respect it, major developments can be complicated.
I believe this moment represents a missed opportunity for our city, Especially for the southern part of dallas,
where thoughtful investments could have helped drive economic growth and support local Businesses and bring new life to an area that is struggling with this post office space
identity. As an entrepreneur and a downtown dallas resident in the farmers market district Myself,
I'm seeing too many businesses leave the area, And this includes large corporates who are also indicating their intentions to leave
downtown dallas. A new arena downtown could have been a catalyst.
it could have brought jobs, foot traffic, new restaurants, New housing, new public investments and new vibes.
more importantly, it could have served as a connective tissue tying downtown to the Southern dallas.
this could have helped strengthen the area of dallas that is struggling with crime, Decay,
and effects of long term neglect. When a part of the city is allowed to stagnate.
it doesn't just affect appearances, it affects safety, Confidence and everyday experience of residents and visitors alike.
the fact is, if there's still an opportunity to save this project and invest in our city's Core,
particularly in a section that needs the momentum, We should be asking ourselves why we would allow such a valuable economic engine to move
away from a place where it could do so much good. This is much bigger than basketball or a 48 year old exhibit.
it's about whether we are serious about revitalizing downtown and creating a safer, Stronger city center that a world class city deserves.
thank you. Thank you. Brenda gurumoorthy.
good morning. My name is brenda gurumoorthy. I'm a high school math teacher the co-chair Of the local democratic socialists of america chapter and a d1 resident.
last week, I spoke at the city council meeting about concerns about the budget, And today I wanted to weigh in on the city hall issue.
recently, d magazine published a conversation about the future of downtown featuring a Host of real estate developers and people from economic development corporations.
and there were actually many things that I agreed with them on. They raised the issue of a lack of connectivity between downtown dallas neighborhoods, A lack of fun things to do,
and too many surface parking lots. As a transit rider, A cyclist, and a pedestrian, I heartily agreed with all of those things,
but some things that they said were cartoonishly out of touch. Like one person said that the only place they felt safe running in the city was the katy Trail,
which is an insane thing to say. And when the conversation turned to city hall, Every single person in that conversation implied city hall was the one thing standing
between us and this thriving, connected, perfect, Pedestrian friendly downtown.
that's the problem. I find that hard to believe. It's missing the value of city hall as a historic site, As well as a place for people to gather and exercise their first amendment rights.
also, there is so much potential in the area. It is more than possible to enhance the area downtown without tearing down city hall.
there are surface parking that could be used for housing, Retail or community spaces, and there's the ugly gash of I-30 ripping through the city
that could be paved over with a public deck park. I'm not a professional planner, but I think that we could find ways to work it out and Make downtown usable for the average resident,
and not just transient guests or tourists. The city should commit to preserving city hall And solicit resident input on revitalizing the area,
because the people that matter to downtown are the residents, Working people of dallas.
they need us to thrive. Thank you. Thank you. Mohamed abdullah. Good morning, mayor and council members.
my name is mohamed abdullah. I'm a resident of district two. I serve as the imam of the oldest mosque in north texas, Masjid l'islam on south harwood.
and I'm also a chaplain at children's health. I come to you today. As many residents are frustrated.
the stars are moving to plano. The mavericks are leaving north. I originally moved closer to downtown so that I could catch the dart from deep ellum to American airlines.
since I moved here, the dart nearly went under and the mavs are moving north.
maybe I'm bad luck, but then again, I don't believe in luck.
I believe everything happens for a reason. So what's the reason? There's been accusations of secret meetings, Questions about transparency, concerns about the city's direction and ongoing debates
about everything from economic development to homelessness, And the quality of life committee and policies under the banner of public safety.
we're pushing homeless people out of sight to make dallas look better. A band-aid for a deep problem before the world cup.
restricting freedom programs and requiring permits doesn't solve homelessness and simply Move suffering out of public view.
from one block to the blocks where I grew up in south dallas. We don't clean up dallas by hiding the homeless.
we clean up dallas by helping them. But the truth is, What we're seeing didn't happen overnight.
we are now bearing the fruit of seeds that were planted years ago.
our concerns have been ignored until the consequences became impossible to ignore.
so the question is, what do we do now? Dallas can't move forward. Divided. Can this council come together over the next year?
can you unite around a bigger vision, bigger than politics? Can you restore public trust before the next election cycle?
I hope so, because dallas deserves better. Dallas deserves a government that is united Enough to solve problems instead of simply arguing about who created them.
thank you. Thank you. Ronnie. Maestas.
good morning. Mayor. Ronnie maestas, 3215 rock street, West dallas, texas.
and what time do the mavericks play tonight? Didn't they play off or something like that Going on? Yeah.
anyway bad joke. I'm here to ask you to reconsider.
some of y'all to your position on this city hall building.
you know, you've been presented with a lot of data, A lot of information, some skewed, you know,
some, you know, more factual. And people that have actually worked in this building a lot Longer than,
you know, some of y'all have been alive. Well, Maybe not here, but, you know, you know, and,
and it's just, it's really disheartening. Now again, Be careful what you ask for because what we got in west dallas,
and I just heard a friend of mine say something about trinity grove. We also got short Term rentals.
we've got, you know, things that were supposed to help our community be revitalized.
and what we had in the last couple of weeks, You know, we had three of our young people murdered in one of those buildings.
and that's not just the first time. So be careful what you ask for because you just might Get it,
you know, be careful what you pray for because you might just get it.
you know, it's just the transparency, lack of has been beaten, You know, beaten below the ground and it shouldn't be forgotten.
but, you know, you can't keep beating that because it's already everybody's aware of it, The lack of it.
and I just feel like that is gathering more support for keeping this building, You know, because of the way this process has been,
how we're going through this process. And just one last thing about the the young people With everybody I've heard there's really not a problem with
revitalizing downtown. You know, revitalizing downtown is a must.
it should be. You know, I go to chicago. I'm going to get ready to go in a couple of Weeks.
you know, I've been going ever since. I'll age myself since the 60s. That's your time. Okay. Thank you. Thank you.
alexander stein.
erik, you know who I am? I'm alex stein, the pimp on a blimp. And you should be ashamed of yourself. Erik, You won't even look at me.
and let's just talk about all the l's you've taken first, L you lost your hair. Second l you lost weight, then you gained it back.
third, l remember how you got caught on the ring. Ring bell. Doorbell camera, cheating on your wife nikita, And the divorce settlement.
nikita said that you admitted that you cheated on her over 11 times, And you paid the money to her staffer nearly $100,000.
allegedly. Well, just like your wife divorced you. Now the dallas stars have divorced you. Now the dallas mavericks have divorced you.
so how many more divorces are we going to do as your term as mayor?
you need to really check yourself before your point of order, Mayor, because the idea that that your point of order.
this violates our council rules and has become personal. How is it violating any rule? Listen, I'm going to ask you to go ahead and keep your Remarks,
okay? Of course. Well, I'll just keep my remarks to the city. The fact is, After everything you've lost in this city,
neiman marcus, at&t, the list goes on. You have the audacity to try to think that you Deserve a new city hall.
are you smoking crack, mayor? Because I wouldn't be surprised with some of the decisions That you are making.
it shows that you have a lack of judgment, a lack of self-awareness, And you should be ashamed of yourself.
and this city has got exponentially worse with you as mayor, Not better. And that's the only metric of success. Was this city better when you left it?
it's not going to be better when you leave. We've literally lost so many things, All because you've been mayor.
so just think about that. You need to look yourself in the mirror. You call yourself a Sports fan, yet you don't want to call out miriam adelson when she trades luca and doesn't
even shop him around. You don't even defend our sports teams because you're a coward and You're a wimp.
you go cut the ribbon at the ceremony. Remember? We were at that ceremony together. So you're going to go kowtow to these teams and they Don't care about you. They're going to go to addison.
they're going to go to plano. So all I'm going to say is this. You took a lot of l's this year. We need to stop taking l's.
you're not going to get a new city hall. And you know you're not going to get your hair Back. But I'll just say this on prime time alex stein.
I'm one of the few people that calls it like he sees it. And if we actually had some people up here that actually called it like they see it, Instead of going there and pretending to go to the rnc and act like you like trump, you're
a fraud. Thank you, lauren willis. Lauren willis is not in the audience.
not online, not present. Alicia allen alicia allen is not in the audience.
not virtual. Not present. Cookie.
cookie. Cookie. 7111 debbie drive. Dallas 75252.
after sitting in this auditorium and hearing the concerns of some of our call center Staff,
I certainly understand why they want to improve the quality of their work situation.
my hat goes off to them for the work they do. The closest thing I've ever done to working in a call center was when an american flight Went down right before christmas in 1994.
I because I'm bilingual, I got a call to report to a cobbled together war room to handle Calls from people who were concerned about
friends and family they had on that flight that went down for the next six weeks.
I sat in a room that was 20 by 20 with 50 other people manning phones.
I certainly understand the trauma that you feel when you have to answer phones in a call Center.
it's been years since I've been in the call center here in this building, But I recall in the dark ages when I was here,
that it was a pretty austere room, much like what we cobbled together in a hurry that day.
because it's the safest place in this building. There are no windows, few amenities. It's basically a bunker.
one of the safest places you could find. It would be nice if those people moved out and They could have windows.
they could have other amenities and other niceties. But if we move them to a building that is vulnerable, That has those windows and has those things.
what about somebody operating a drone, somebody who's been militarized and they hit that Building and take down the entire
building? We lose our call center. We lose all of those individuals who worked so hard to Protect this city and are so critical for first
responders. Thank you. Thank you, cynthia michaels.
good morning. I'm speaking for myself as well as heritage oak cliff as president.
first, I want to say thank you to the fabulous six council members who stepped up, Who stopped the runaway train and slowed down the process of moving out,
demolishing, and giving away our city hall. It's because of the actions of those six on March 4th and fifth that we have the resolution number 26-0499.
without it, I doubt that we would be here today listening to a presentation on the repair Of city hall.
second, as council goes into closed session, Please take a very careful look at this report.
why are repair costs just to fix major systems double the in price of earlier quotes?
are these numbers true? Repair costs are completely replacing whole systems.
this report isn't a repair program, but prioritizing critical needs.
the report is a plan to fully renovate city hall into a class a office building.
interesting fact. The city manager herself told the consultants they were required to use A aecom.
cbre numbers. Report shows how to repair city hall for less than $100 million over ten Years.
in this phase two report cost 600 million. As you know, I had previously previously worked for the city of dallas as assistant director of
facilities architect and engineering. She certainly knows this building. If you haven't seen her presentation, you ought to.
she has shared it several times at various council members meetings, Town hall meetings.
third. Neither an arena or casino or are leaving city hall and tearing it down will save Downtown.
you need to ask yourselves or ask experts in this area why so many businesses are leaving Downtown.
there have been in the last eight months, there have been six major companies that have Said they were leaving.
someone isn't doing their job. Could it be the dallas economic development corporation, The city manager ddi fourth.
the area around city hall needs to be redeveloped and can be. Great plans have been submitted. Please take the time to look at them.
let's use this opportunity to make city hall a shining lights city hall buildings people.
thank you, thank you. Jake smith. Jake smith is not present.
mr. Mayor, this concludes your open microphone speakers for this meeting. Okay. Let's move on to our voting agenda. Thank you, Mr.
mayor. Your first item, agenda item one, is approval of minutes of the may 20th, 2026 city council meeting.
looking for a motion and a second? Is there any discussion?
seeing none. All in favor, say aye. Any opposed? The ayes have it. The minutes are approved. Next item.
thank you, mr. Mayor. Agenda item two is your consideration of appointments to boards and Commissions for this meeting. There are no board and commission appointments. Therefore,
your briefings continue, mr. Mayor. All right, Then, let's turn it over to our city manager for our briefing agenda for today.
thank you, mr. Mayor. Today's briefing will provide an update. Our first briefing will provide an update on the city's ongoing planning and coordination Efforts related to fifa world cup 2026 and preparations that are currently underway across
our organization and regional partnerships. As one of the official host cities for fifa World cup 2026.
dallas has an extraordinary opportunity to welcome the world, Showcase our community and deliver a safe,
successful and memorable experience for residents and visitors alike.
this effort has truly been a city wide and regional collaboration, And we want to thank the many city departments,
agencies, public safety personnel, transportation and mobility teams, Our communication staff,
community partners who have all worked together over the past two years to prepare dallas For this global event.
this level of coordination taking place behind the scenes has been tremendous, And the work continues each and every day as operational plans are refined and
implemented. We're also continuing to strengthen communication efforts with residents, Businesses,
neighborhoods, and stakeholders to ensure that the public remains informed and engaged as Tournament planning continues.
fifa world cup 2026 represents more than just a sporting event.
it's an opportunity to generate economic impact, Showcase dallas on the international stage,
celebrate our diverse communities and create lasting benefits and partnerships for our City and this entire region.
dallas is ready to shine, and we're ready to welcome the world and ready to demonstrate The professionalism,
hospitality, and the can do spirit that define our city. And with that, I'll turn it over to rosa fleming, The director of convention and event services,
to begin today's presentation, and she will introduce the team. Thank you so much. Thank you, city manager tolbert.
I'm rosa fleming, director for convention and event services. And before we begin, I wanted to recognize and thank the many city staff members and Partner agencies who've dedicated countless
hours over the past two years preparing dallas for this historic and global event.
I want to specifically recognize the members of my team for their efforts, Including brett wilkinson,
for his work in coordinating city wide fifa planning and inter-departmental efforts.
I believe his institutional knowledge, his relationships and his leadership have been Instrumental in helping move this work forward.
additionally, I want to recognize jacqueline justice, Who's an assistant director in our department,
and over the office of special events. You'll hear from her in the briefing later.
sandra bui from our convention and event services team, And reginald williams, who is our finance assistant director.
all of them have gone above and beyond in helping to lead and coordinate many of the Operational and logistical efforts associated with this work.
in addition, I want to thank our partners on the kay bailey hutchison convention center Master plan team,
whose collaboration and efforts helped position and prepare the convention center to Successfully host the fifa world cup.
international broadcast center. By moving up some of the continuing operation efforts at The convention center.
I also want to recognize, obviously, the amazing efforts of monica paul with the sports Commission and visit dallas,
who's truly served as the head coach and chief architect of the region's fifa world cup Preparations,
and whose leadership has helped bring together cities, Agencies and partners from across north texas in a coordinated regional effort.
last but not least, we have created a fifa related landing page through our 311 cc Department led by daisy
fast as the director. They've highlighted this on the city of dallas homepage.
it is active today and the site includes information for residents and visitors, Including traffic,
event updates, public safety, and links to our partners at visit dallas, Downtown dallas,
inc. And on the. You can find that on the w www.dallas.com site.
and today we're joined by rocky voss. Noel laveau, Who worked with monica paul on the north texas fifa world cup organizing committee team.
and they've been key partners in helping prepare our city and our region for fifa world Cup 2026.
we appreciate the continued support of this council and guidance from the mayor down to All of the city council members and the city manager and the multiple
departments that work with us on these efforts. As we continue to prepare to welcome, in just a few days, Millions of visitors to showcase our city on the world stage.
and with that, I'll turn it over to monica. Paul. Thank you. Rosa. I first want to start off by thanking many of the people that rosa did.
it's hard to believe that we've been working on this for nine years, And just in a week, we're going to be kicking off a world cup.
but I've been here and had honored to work here in dallas for over 17.5 years.
and I can tell you, I have not witnessed the unity, The collaboration across the region, but within the city of dallas as well.
I think so many of the departments and the people that have been working on this Tirelessly for,
for so many years, I do feel like we are in a, In a great place. And I just wanted to publicly thank the staff.
rosa, your team I can't name everyone everyone's names, But all the people behind us dpd,
dallas fire office of emergency management, dallas parks and rec, Fair park, obviously, the convention center team osce
across the board people have been working really hand in hand. And that may be one of the things I'm going to be most proud of at the end of the day is The collaboration of us working together to make this a success.
we're not going to be perfect. But we have, I think, A really good plan in place.
and I want to share that with you and all the great work and what to expect here coming Up.
next slide. Next slide. Just want to kind of start off with, With our march schedule.
our very first match, just as a refresher is june 14th. Our last match is july 14th for that semifinal.
obviously we're well prepared for the group stage matches that we have those first five.
we have been in collaboration and communication with many of the embassies and consulates.
and the ambassadors the team leads some of the fan groups for each of these teams working With,
with each of these teams to integrate into our fan festival at fair park, Working with them to ensure that we know kind of maybe what some of their fan gathering
locations are going to be, some of their marches their hotel needs and really trying to Integrate them into the the culture and the
space within the within fair park and some of the planning days before their event.
so people are already starting to come into town. What we're seeing so far from a ticket standpoint is our ticket sales are very strong for Our nine matches.
obviously we've got four matches that we don't even know who is playing in those yet. So they're we're anticipating a lot of movement.
once those round of 3216 is semifinal coming in of fans you know, Deciding that they're coming here a lot of the tickets have just been injected into the
system. So they're actually getting them in their app. But very excited.
many of you may have seen the, the netherlands orange bus is, Is here.
a lot of japanese fans looking to, to host various events and come into the area as well.
so excited about the matches that we have on tap. Next slide. Okay. Next slide. From a transportation standpoint, One of our key initiatives from organizing committee is
to ensure that we have smooth transportation throughout the region. Especially for on match days for ticket holders to get out to the stadium.
obviously, we do not have mass public transportation out to arlington.
so we have been working with the north central texas council of governments, Dart, trinity metro.
the plan on match day is to utilize the tree.
so we have a lot of deployment at victory station but utilizing the tree, Both from dallas and arlington to center port
station. That will be a normal fare. And then we have busses and our transportation hub to Take ticket holders
from centreport station down to lot h at in arlington, Complimentary and free of charge.
so they will be scanning and looking for those that have tickets.
so and at the conclusion they will take people back to center port station and then they Can disperse utilizing the rail service.
you will see on this map that there are some some blue lines directly from dallas.
those are going to be if we experience large lines at victory station.
and more than the 20 minute cycle that the, the, The trail, the train will be going dart is prepared to take passengers directly down to
the stadium and then back after the matches as well. Next slide. In terms of parking there will be a controlled area much more so expanded than What
we're normally used to at cowboys games or other events at at&t stadium.
so for those people who may be going to park don't anticipate parking in lot one, Ten, 11.
those types of things, there are structures and that is part of the secure perimeter.
fifa has contracted additional lots with the rangers.
we are, we are highly suggesting people that, That want to drive out to the stadium to go to just park or the fifa website,
you're able to purchase your parking pass as long as you have a ticket to the game.
so more information, all of this is connected on our dallas fwc 26.com in terms of the Entire transportation plan but really encouraging people that are going
to park, go ahead and get your parking pass now.
our, our transit system is operating five hours prior to the first match and three hours After the,
after the match and doors open three hours prior to the match time.
next slide. In terms of city of dallas road closures you're seeing here, Obviously around the international broadcast center that
has already started and will go all the way until july 23rd.
so you should see a lot of signage there in order to ensure that the secure perimeter of The international broadcast center is able to be
maintained on this map. You also see some of the closing due to, To texdot.
next slide. This is what our fan festival road closures look like.
there are walking paths that have been dedicated in lanes from downtown through deep ellum Out to fair park.
the, the plan majority of people utilizing the dart services to get off at the fair park Station and walk through fair park to off of first avenue.
our fair park location or fan fest location is dos equis pavilion as well as lots eight, Nine,
ten. And then we have public parking in 11. And then fair park will manage the parking and Lots 13,
15 and other auxiliary lots that may be needed there.
next slide. In terms of just overall logistics, From a ticketing standpoint, everything is mobile.
so people should have those tickets on their mobile device.
there we are anticipating a lot of meetups and parades and marches.
so we've been in contact with the netherlands and sweden. Their marches were predominantly take place in arlington on match day.
however, we do know that there is a parade with croatia here in dallas.
there are a lot of meetups, whether it's england looking to, To meet up. Netherlands is planning a big meet up at fair park the day before their before their match In our fan festival.
so really trying to work to include some of that in the fan festival elements prior to There their match.
time's up. We have ambassador row, so working with all of the consulate's ambassadors to Provide them space to work.
our linkedin has set up ambassador row out at choctaw stadium. We have also provided the ambassador meeting places and tables out at our fan fest so they Can request those tables for the entire length of fan fest
and utilize those as needed to help any of their constituents, People who lose passports that need some of those services they will have special vests,
special credentials to be able to do that as well. Halperin park is one of our official watch parties, Fan activation zones that will be activating,
activating. We know that there are a lot of other watch parties and fan fan zones that are Popping up throughout the region.
we support those we want people to be excited and to be able to experience the world cup.
we also are working with fifa for those who maybe haven't received a response yet on their Public viewing licenses and trying to get that sped up so that everybody can have a great
time throughout the throughout the world cup planning. Next slide. In terms of base camp, so we have two base camps here locally.
we've got czechia at mansfield stadium and sweden, Which will be at toyota stadium or fc dallas stadium as it'll be known.
they actually start arrival here in, I think about two days.
the first team will be coming in. We'll be welcoming them. A lot of fanfare. And they will both have community training days.
one will be open to the public, the other will not. And those are on june 6th and june 9th. So a lot of activity.
and I think arnold will be sharing a little bit more about their, Their movements and arrivals here shortly.
next slide. Should start to see or have already seen a lot of wayfinding event dressing Going up our street pole banners are up.
but we have an entire wayfinding plan through the team that we have worked with out at Fair park for the fifa fan festival.
you'll see some activations throughout the downtown all of our transportation hubs from The dart stations to the fair park station.
mlk a little bit at union station, obviously center port station trying parking Directional those types of things.
just because some of the layouts that all of our facilities are a little bit different Than maybe how they are normally operated.
we, we wanted to ensure that we had the wayfinding piece, But then also the event dressing piece for really the city to start to come alive and have
the feel of the world cup. Next slide. From a hotel and transportation standpoint.
so basically, compared to this time last year. Our occupancy rates around match day, specifically in early june are pacing ahead of.
ahead of schedule. As compared to this time last year hotel projections in dallas city Limits are pacing 24% for june and
56% ahead for july. Short term rentals are pacing up 40% in june and 28% in july.
so we do anticipate to see movement again in that increase in july, Specifically due to the fact that we do not know what teams are playing in those matches
in preparation for that last semi final. Also, International flight data indicates the bookings into dfw and dallas love field are pacing
over 78% ahead of last year. For the same same time period.
so very encouraging for the data that we're receiving there and also the fact that tickets Have just been injected.
so anticipating that people are still making their flight and travel patterns for at least The back half of the tournament.
next slide. Next international broadcast center.
thank you for those who came out and joined us for the ribbon cutting with the fifa President earlier this week.
a lot of people, I think, were surprised at what an international broadcast center looks Like.
but it is amazing in terms of what they have developed in there.
as of earlier this week, there were already 2000 people broadcasters in there and media Representatives utilizing that with the majority still coming in the
rest of this week and into next week. By june 10th prior to the start of the world cup, In addition to the international
broadcast center, what you didn't see was our media center, Which we will be putting up as a host city in lower c area.
and this is really for the broadcasters that are not going to get credentialed into the International broadcast center or the stadium,
but they needed a place to work. And this is an opportunity for us to really continue to Elevate dallas on a global stage,
share our messaging, get some stories in front of them, Give them suggestions on where to go experience the city and the region,
as well as provide them easy access and communication into fanfest and throughout the city To showcase,
get the b-roll, get the coverage that they have. I'm excited to see that over.
I think 950 credential requests that we have already received just for our media center Alone.
so that's in addition to the you know, 2000 to 3000 broadcasters and media that will be Here in the convention center for the ibc.
that will be operational all the way through july 20th for the conclusion of the world Cup.
and our media center will open june 8th. So just next week.
next slide. So next slide. All right. Fifa fan festival.
this is if we can head to the next slide free and open to the public.
this will, we will be going for the full june 11th all the way through july 19th.
there are five rest days in between but free open to the public.
we encourage people to scan the qr code, go to our website. The entire schedule has been announced. You will still need a ticket to get in, So we encourage people to scan prior to going there just so that we can collect your
information. Our total capacity at one time is 35,000 people.
so we'll be utilizing the pavilion as well as there's a huge setup and build out that is Going on.
in lot ten, they started on may 25th and we'll be ready to open.
we have a concert lineup that has been announced. So we've got three concerts that are taking place out there.
there is a ticket requirement for those for $26. So trying to make it affordable for people to attend our concerts as well, But have a great activations.
a lot of fifa's commercial partners out there, Our host city supporters are activating out there.
there's playgrounds food and soul area. So great festivities and things that will be added Along the way.
next slide. Just to give you kind of
a layout, a lot of times when people say fan festival, They think all of fair park or the state fair.
this is a much more condensed space, but we'll have secure space.
and thank you to dallas pd, dallas fire and rescue oem, Our medical teams for the plans that they're putting together.
we know that this is 39 straight days. And the and the toll that that's going to take on, On them from a staffing standpoint as well.
next slide. Just some overview of what that really is going to look like out at fair park Utilizing that pavilion,
the screens and other entertainment that will be taking taking place. Next slide. From a, from a schedule standpoint, I said, we're open 34 of the 39 days.
we will be open an hour prior to the first match and closing an hour after the last match.
there are some exceptions of 104 matches being broadcast out of there.
there are some matches that fifa had that start at 10 p.m. And 11 p.m.. We are not going to broadcast the matches out at fair park at 10 p.m.
and 11 p.m. There is. We have one and there is a few other that start at nine.
we will be broadcasting that. But then after two hours, People will leave and disperse.
either drive home, get home on on dart. But we did not want to start the ten and 11 p.m..
once at at that hour and have people getting out at 1 a.m. And 2 a.m. In the morning. So all of this schedule is on our website.
if there are changes along the way, we will be getting with the media, Communicating that out,
utilizing social media. If we have to make some modifications along the way.
next slide. Obviously that's july and you'll see some of those rest days toward the end of The tournament.
as we, as we prepare for our semifinal and to, To the final next slide.
and now turn it over to travis.
good morning everyone. Travis houston, deputy director of emergency management and crisis Response.
so what you see on this slide here is, is really the regional public safety org chart.
this, this event is, is truly regional in that even some of the cities that aren't Directly involved in having fifa venues,
things cut through their cities. So from the beginning, It's been critically important that we've been able to get together and remain aligned
through the planning process. And really the way that we've done that is through this Structure here. So you'll see the organizing committee working through working with the
regional public safety planning committee, which is public safety leadership from police In arlington and dallas fire,
arlington and dallas, fbi emergency management, And then liaising directly with the federal coordination team,
who has been a tremendous help throughout this event. You'll see down at the bottom there, there's the different commands and then the state and federal coordination.
and from a planning perspective, all of the expert planning teams have been feeding Information back up to our leaders.
next slide please. What I'd like to walk you through here is how we actually built Readiness for this event.
this was a monumental effort across a vast number of partners that has been years in the Making.
on the planning side, we've been working through 18 fifa defined areas of focus, With regional expert planning teams assigned to each one participating in fifa security
summits, coordinating across city departments and state and federal partners.
that planning fed directly into training, incident command, Hazardous materials, mass casualty scenarios,
executive education and joint information center operations. And then we tested things. Metro x was a regional full scale exercise that dallas Participated in.
we've also participated in multiple fifa a day in the life scenarios, As well as many tabletops to talk specifically about ibc,
the joint operations center, fan fest, transportation. And through that planning process, we've truly built a team that is ready to work together To keep visitors and residents safe.
next slide please. Before I walk you through how our specific departments are postures, I want to ground everything in four standing objectives that drive our
operations for the duration of the tournament. First, protect life and ensure public safety against across every venue, Public gathering areas and the fan festival footprint.
second, sustained situational awareness intelligence is going to be an incredibly Important part of this event,
and so we'll have a continuously staffed eoc liaising with our partners in taking Information and then disseminating it back out to those that need it.
third, preserve continuity of city services. The rest of the city doesn't stop just Because fifa is in town.
traffic communications, our neighborhoods. And so it's our goal to keep dallas moving Throughout this tournament and not just focus on on visitors.
and fourth, enable rapid consequence management. So we've built plans and developed, importantly, Developed relationships that will allow us to squeeze the timeline in response.
when something causes a disruption and everything you're about to see on law enforcement, Fire and ems,
public health really flows from these four objectives. Next slide please. So just briefly on our command structure this is how we've organized Ourselves internally.
at the top, the city manager's office is providing executive oversight and direction to The emergency operations center, which is serving as the area command for the event.
the joint operations center is the regional coordination hub with federal partners, And the joint information center ensures that we speak with one voice when we're
communicating to the public. The eoc supports four operational commands the fan festival, The international broadcast center,
fixed venue command post like hotels, and field command posts that may be stood up in Response to some emergent or you know,
unexpected event. Next slide please. On the law enforcement side, Dpd's posture is intelligence led across the
entire tournament. That means a continuous threat picture covering every venue in the fan Festival integrated through the dallas fusion center,
as well as fbi's international police cooperation center in the joint operations center.
physically, cctv has been expanded and barriers are being staged at key venues across the City,
covering both fan and team movement corridors in the air. Dpd is deploying drones as first responders for aerial coverage.
they have counter uas assets staged at key locations to monitor and respond to Unauthorized drone activity,
and threat assessments will be continuous throughout the tournament, Allowing us to be proactive on the partner side,
fbi, department of homeland security, secret service, Texas dps and other law enforcement enforcement partners are all liaised through the joint
operations center, so we have continued coordination through the event. Next, I'll turn it over to chief paco. Good morning, Assistant chief paco, emergency response bureau,
dallas fire rescue. This is getting to this point has truly been based on the efforts of Many to get here,
so that this has been a very collaborative process to get here. For fifa world cup 2026, dallas fire rescue has taken a comprehensive planning approach Focused on protecting visitors through that collaboration and coordinated emergency
response. Recognizing that north texas has many visitors coming that have not been Accustomed to extreme texas heat,
dallas fire rescue has developed and implemented enhanced heat safety and emergency Protocols aimed at increasing survivability for individuals experiencing heat related
emergencies. Resources, cooling stations and medical personnel will be strategically Pre-positioned at venues.
fan festival locations and other high occupancy gathering areas to rapidly identify and Treat any heat related illness while protecting public safety.
to address evolving security threats, hazardous materials response and preventative Radiological nuclear detection capabilities have been a major area of focus.
equipment capabilities and training have been expanded, And specialized assets will be strategically staged throughout the area.
advanced detection equipment and highly trained personnel will be deployed at venues and Key transportation corridors to provide early identification and response to to
potential chemical, biological, radiological and nuclear incidents.
as part of our preparation, dallas fire rescue inspection and life safety began proactive Venue inspections in early july 2025.
we have continued to conduct comprehensive inspections and risk assessments in Coordination with local,
federal and fifa partners. These efforts have helped identify vulnerabilities, Validate emergency plans,
and ensure facilities maintain compliance with life safety standards during the tournament Time frame.
a significant emphasis has also been placed on enhancing our response to an intentional Mass casualty incident.
dallas fire rescue has reviewed and enhanced response capabilities through extensive Training and exercises.
these exercises have included hands on extraction and triage scenarios, Coordinated fire and police incident command training,
and improvements in interagency and hospital communication. We have strengthened response procedures and hospital surge coordination plans, And these improvements are are designed to increase survivability to integrate successful
coordination during large scale emergencies. Additionally, Dallas fire rescue continues to support public health preparedness through active disease
surveillance and monitoring efforts in coordination with local, State, and federal health partners.
this collaborative approach enables early identification of emerging health concerns and Supports the rapid implementation of mitigation strategies when necessary.
through these actions of planning, training, And coordination, we have committed to providing a safe environment for residents and
visitors during the tournament time frame. Thank you. Thank you. We'll now turn it over to the department of aviation with arnold.
yes. So we're at dallas love field. We are obviously preparing for all of our incoming Guests.
we've got a operational summary here for you. We are expected to experience a sustained fifa related aviation pressure.
we've identified three high operational risk windows june 12th through the 15th, June 24th through the 27th,
and then july 13th through the 15th. Primary stressors are going to be general aviation And vip surge traffic aircraft charter
rotations, curb and roadway congestion and weather disruptions.
we've had a recommended posture to phase escalation with full activation particularly During the knockout and semifinal rounds.
next slide. Demand forecast curve breaks down those phases even further.
and early ramp has already started and will continue until june 5th.
our build phase is going to be june 5th through the 11th. We reach an arrival peak around the 14th and 15th.
a rotation peak on the 16th through the 23rd.
a critical saturation phase on the 24th to the 27th. What that means is we could experience some ramp pressure and may have to tap into our Alternate resources,
which I'll discuss in the final slide. Should we reach that, That saturation.
but then we'll see a final peak as well during the semifinal round from july 13th through The 15th.
we've got critical decision points during these phases. Coordinated aircraft overflow parking. We're going to freeze all non-essential Construction prior to these peak periods.
we're coordinating with dpd as well for vehicle traffic mitigation, As well as other stakeholders.
and then we're going to ensure leadership and authority is on site during these peak Periods.
next slide. So our general aviation charter and vip forecasts we're looking at heavy Sponsor and executive aircraft
charter activity is expected. Vips heads of state aircraft movements concentrated Particularly around the semifinal rounds.
and then aircraft fuel and parking saturation are also likely on the airfield during these Peak windows.
next slide. So our commercial terminal and passenger forecast commercial baseline remains Strong.
due to current airline operations. So the tsa queues and terminal congestion are expected During major match days.
and then media and fifa staff and contractors and fan arrivals.
departures increase bag and curbside pressure.
we do have some mitigation efforts though in place to address those those pressure points.
next slide. So staffing and resource readiness.
we're going to maintain obviously our 24 over seven communication center during regular Operations.
we will also establish a fee for airport operations command desk during the world cup Tournament.
and then we will activate our eoc or our emergency ops center during the peak windows.
that works as well with the city of dallas emergency operations center.
expanded terminal and curbside staffing. And then we're going to increase our planning Cadence with both the f a,
a t, s a and our fixed base operators to ensure we've got good communication flowing back And forth.
we've established emergency and contingency protocols and we have refurbished and enhanced All of the terminal wayfinding at dallas love field.
final slide. Dallas executive airport has extended the faa tower hours.
you'll notice the extension. That is to help relieve some of the pressure that will be Experienced between dfw and dallas love field.
dallas executive will act as a a support operation.
we have a drop in go operation. Should we become saturated in our ramp area with aircraft And need overflow parking?
we will drop at dallas love field and then park those planes at dallas executive if Necessary.
final slide. I think that's it. Okay. Thank you arnold.
and we'll turn this over now to office of emergency management.
all right. Hello again. Next slide please. So early on, City manager tolbert brought departments
together and challenged us to be dallas ready? This is our court. So dallas ready is our coordinated city wide effort to get the most Visible districts,
gateways, and corridors in shape before the world arrives. Downtown entertainment districts, transit corridors, Fair park, love field are all gateways that that we wanted to make sure looked great for
the world. So the concept of simple, we know where visitors are going to be.
dallas ready is the mechanism that gets the right city departments focused on the right Locations,
on a defined timeline before the tournament starts. And this isn't a one time cleanup. It's a coordinated operational program powered by gis Visibility,
with clear departmental assignments and a public facing view of what's been completed. Next slide please.
so here's how we've structured our approach. We start with a physical walkthrough of the Area to document conditions on the ground so we can see beyond just what we're getting
through. 311. That feeds into a prioritized action plan with specific department Assignments departments that execute against those assignments.
we track that through our incident management system. Then we document outcomes, report progress, and schedule any follow up work.
next slide. Oh, actually got one more on this. So we've been running two week cycles in the lead up to the tournament, Focusing on different areas each time.
and what makes this different from the standard work process is that it creates one Visible operating rhythm across multiple departments through one data,
the field assessments, departmental work, cuz all feeding into a single picture.
everyone knows what needs attention, who owns it and when it's due.
now next slide. And here's what the program has has produced.
so since we launched this in april, we've closed nearly 1700 service requests across our Target areas,
395 code compliance cleanings, 87. Encampment cleanings 71.
graffiti cleanings 25. Clean sweep 23. Pothole repairs 22. Traffic sign repairs and replacements. The dashboard that you see on the screen there Gives us a live view of open and closed work across every target area,
from downtown to fair park to love field. You know, The reason this matters isn't just esthetics.
we believe when the world cup of visitors arrive in dallas, The conditions of our streets in these areas is going to be part of the story that they
take home with them. This effort won't end when the tournament starts.
we'll remain engaged with this team throughout so that we make sure that we're holding on To the progress that we've made.
with that, I'll hand it back. Mayor chief artists, Respective council
members, thank you for allowing us to present today. My name is charlie salazar, deputy director of transportation and public works Representing jason cali,
doctor and carly, our director, and the men and women of transportation and public works.
on this first slide, you can see that we're going to support a citywide fee for readiness Through infrastructure,
mobility and operations. So one of the very first things that kim tolbert told us, She said she wants to show the world the city of dallas.
and that was through her theme fee for ready. So as you can see, the men and women working in this picture, Which we were going out and making sure that the work was getting done,
they're working on enhancing safety, cleanliness, Accessibility, transportation coordination,
improvement across downtown fair park and key corridors. Next slide please. That included accelerated pavement and sidewalk repairs, Rideshare corridor improvements.
key corridors included haskell gates for pennsylvania pacific and east grand.
some of the areas where we're going to have high traffic, And we want to present well to the community that's coming to fifa event.
ongoing roadway rehabilitation. Concrete panel replacement in haskell.
corridor improvements and focus improvements. Supporting pedestrian safety for visitors in mobility areas.
next slide please. As you can see from the picture above, You can see our crews out there working on this particular day there was rain and they've
been working around you know, as around weather and other challenges.
we have gaisford in pennsylvania. That area was really rough and the fifa folks asked us To work on that area.
our folks went out there and did a really good job of making sure that that was going to Be presentable for the folks that are going to be traversing through there.
you see before and after picture on haskell and, And in the right corridor our folks working and then the after pictures,
all of that will be cleaned up and ready to go. Next slide please. Traffic signals. Lighting and safety.
traffic signal maintenance. Operational upgrades. Street lighting assessment and infrastructure improvement.
our folks have been out driving at night, making sure that all the lights will make good Visibility for everybody that is going to be in in these areas.
pedestrian safety enhancements near fair park downtown pedestrian hybrid beacons have also Been installed,
and then coordinated signal timing and mobility improvements so that folks can move Through the area without any issues.
next slide please. In this picture, you can see a hydrant beacon over around reunion Boulevard.
and then you can see new traffic signals that went in at young and griffin.
and so coming from public safety to traffic, The amount of work that it takes to get those traffic signals up is
extremely impressive. So incredibly proud of our crews that are able to coordinate and get Those up.
crosswalk signage and corridor visibility. As you can see in this picture, We've been very busy installing 425 traffic way
signs and wayfinding enhance high visibility pedestrian crossing 122 crosswalk and stop Bars restriped.
we refreshed 37 miles of pavement markings, and then we've also installed delineators in The downtown area.
next slide please. Clean sweep and beautification operations.
we have a plan for enhanced litter removal, street sweeping and high traffic areas, Nightly corridor maintenance to make sure that the next day is
beautified and ready to go. Rapid response. Cleanup and overflow and continue landscape Mitigation with maintaining the medians and
corridors. Next slide please. This slide here has some city beautification initiatives Down in the florin pearl area.
also in the city area. You can see from the pictures above that our teams have been Working hard.
next slide please. That picture there. Thank you.
fits you on the right. And then downtown in the florin pearl area on the left.
next slide please. Our mobility bike lane and event access.
multimodal multi-modal mobility routes prioritized for pedestrian and micro mobility Users.
this would be in the main street. Also hardwood and olive, Temporary and adaptable mobility lanes developed delineators for protecting
our pedestrians. Next slide please. In this map here, This map is a depiction of our mobility
route from maine all the way down to santa fe trail, Down into fair park so that pedestrians can get there safely.
this map, along with other maps you can find in nc, T cog.org for maps.
and you can also find it in our city website and our transportation website.
next slide please. Parking permit and event coordination.
as you know that parking is going to be an issue that we have to contend with.
we're coordinating permitting and current management support, Event parking operations, and enforcement readiness.
we're prepared to staff and be adaptable during this event. Next slide please. Emergency preparedness and inter-agency coordination.
we're going to support the eoc staffing transportation coordination, Coordination during the fifa events.
and also just to mention that if anybody's concerned about how prepared we are, A snapshot just this past week of how all of our
teams came together to support the families that were involved in the explosion that our Folks for the city of dallas were able to convene and provide all the
services and assistance that were necessary during that time. So I'm highly confident that through our efforts and our preparation, We'll be ready for anything that is planned or unplanned.
thank you very much. Thank you for that. So our next section has to do with the plethora Of events that we have
going around the city. City council and our city leadership were very clear in the Directive that we activate dallas.
and so as we've done that, the convention event services, Office of special events in partnership with downtown dallas,
inc., visit dallas and other stakeholders have permitted and are working to help activate Several districts and downtown.
and so we'll walk through that and I'll have jacqueline justice, Assistant director in our department,
to brief that. Thank you rosa. Good morning, Mayor and council.
so I like to say we're kind of bringing some of the fun stuff today to the presentation.
so we have had the privilege to be able to work with several countries bringing fan events To downtown dallas.
so as you can see here on june 16th, we have the privilege to host croatia and they will Have a parade that will start at the civic garden and
go down past the jfk memorial. And it will end at ferris plaza, Where they will have kind of a festival atmosphere style party.
there will be some unofficial argentina gatherings around klyde warren park and then on June 24th,
we will. We are working with japan. They are hosting a wonderful event at harwood park.
it will have a dj, some music, also some speakers and special soccer guests.
and then there is an ongoing possible ongoing display with spain at trinity groves.
next slide. As rosa was saying, we have been working diligently with downtown dallas inc.
on putting together a special pedestrian activation that we've briefed the quality of life Committee back in 2024.
and again, this last february, we call it open streets.
ddi is kind of branding it as a social saturdays, But we will be closing main street from akard to harwood starting at 8 a.m.
until 3 p.m. On june 20th, the 27th, july 4th and july 11th.
if you've driven down main street recently, you can kind of see that the activate is fully Activated and it's very colorful and kind of puts you in the spirit to welcome
fifa. There will be some light programing, outdoor yoga.
we'll have some market vendors and some activations.
next slide. We heard you loud and clear for july 4th america 250 activations.
and so we are proud to turn our open street into one of america's block party activations.
so the nation is kind of coming together and doing a synchronized 4th of july with a block Party atmosphere.
and so ddi and the city will be partnering again for america's block party.
we'll have some bands from different decades. We're working on a classic car show. We'll have some classic americana activities like Apple pie contests.
and also we'll have fletcher's corny dogs truck. Next slide. And of course, you can't have 4th of july without some special nighttime Spectaculars.
so you'll have your usual pyrotechnic events at klyde warren park.
that's an annual event that they host and they'll be hosting it this year. Also fifa fan festival will have a special pyrotechnic display on july 3rd.
but in addition, we have a very special thing we're bringing to the city of dallas. It will be on the front of the unt law building.
it will run nightly from july 4th through the 24th starting at dark.
so around 9 p.m. You can watch a the story of america and really the story of dallas too.
it has a dallas focus. It's a 4 to 6 minute show.
it will have some sound and music. And so like I said, If you stand in main street garden,
which is a safe place to stand to watch it, you can also hear it. So we look forward to sharing that with you all.
thank you. Thank you jackie. And so I'll turn it back over to monica.
paul. Yeah. Perfect. Next slide. I just want to go over as we conclude our presentation Here,
just some of the legacy items. We're in, in the process of putting together some legacy And displaying them now,
but we know that legacy will live on after this world cup and there'll be more to come After,
at the conclusion of the world cup one of our legacy items is we did create a north texas Sports foundation.
while it's very much focused on soccer right now it will expand into other sports.
and it's really for us to be able to provide, Whether it's mini pitches, equipment, access to sport and that sort of thing throughout
the region. This is something that we hope to grow. We know that the world cup, this will not be our last major event that we host.
and instead of recreating the wheel each time, We wanted to have something that had a good foundation that we were able to build upon as
we move into the future and hosting other major events. So we did have a dedication of a texan golden boot.
so we have installed that last week. We'll have a, A brick campaign that kind of goes around that as well,
with all proceeds going to the foundation for other youth and sports initiatives.
next slide. In addition to that one of our key initiatives is legacy mini pitches in Underserved areas or areas that don't have
safe spaces for kids to go out and play. So we had made an initial dedication and Selection.
there's a form on our website where people and organizations can go and sign up and Express their interest or have,
if they have a location for us to put a mini pitch in. Keep in mind that we're just starting these, This will continue well after the world cup.
these are four sites within dallas that have been selected. We are already in the process and in motion of doing these installations, And is our goal to have them completed before the end of the world cup so that we can have
ribbon cuttings and the dedications while the world cup is here. So these are just the first four, and we will continue to focus on this initiative well Past the world cup being completed.
next slide. In addition, I know we've been talking for the past few years on our Sustainability and human rights initiatives.
we had very extensive stakeholder working groups in both of these areas.
350, I believe on the human rights side of things, As well as 100 on the sustainability side the,
on the human rights, we've had human rights training across all of our venues, Hotels, concierge programs our police and fire across the region,
our transit agencies we know that human trafficking usually we anticipate a tick up during Major events.
I wanted to make sure that we had the training, Education, and resources to be able to communicate that and,
and, and know the process there. In addition we engaged with cultural awareness and Hospitality,
hospitality training across many, many stakeholders throughout the region.
not only were they in live and in person, but then we also have video assets that are Available for people who want to,
to, to take that. And some of it is very easy of knowing maybe some of the cultural Differences amongst some of the countries that are going to be here,
but maybe be as simple as knowing to say hello or thank you or welcome or, You know, roll out our texas hospitality.
but being able to do so in the language in their language so very, Very excited about that.
also had a lot of community cleanups throughout the region. There was a community cleanup Challenge that north central texas council of governments put on and sponsored wear.
many of the cities throughout the region competed in that. And I know the city as well as visit dallas had a very dedicated cleanup earlier this Month or last month,
I guess now at fair park so that we can make sure that we shine there as we gear up to Host that fifa fan festival.
and then during the world cup, you will see a lot of marketing and communications Campaigns for the human rights and the sustainability initiatives as well that we will,
we will pull out on the, on the human trafficking side many other marketing campaigns to Focus on all the,
all the other things and fan festival and other events that will be taking shape. But we do have dedicated human rights and sustainability marketing and communications that We're working on throughout the region.
next slide. And I think last north texas business connect program, This is a new program that we hope to be a legacy through the world cup.
it is our way of being able to engage with local businesses.
1 to 1. First we need to know they exist. So a lot of people signed up with the north Texas business connect program worked with a lot of the procurement offices across the
region. We had 20, a little over 2300 businesses register 683 of those were dallas Registrants or dallas
businesses. We will get a final report after the world cup.
we provide a lot of information to fifa, and then they actually provide whether it's Through fifa or some of fifa's commercial partners how much was
spent here locally. So we look forward to having that report and summary after the world Cup,
but all of the rfps and rfis that we've received, We've been able to send out through our north texas business connect.
so we're hopeful that we have some very high numbers. In the last we had heard, we were progressing very well in this category.
next slide. In terms of other events going on for us from organizing committee standpoint We do have a media
party that will be this sunday, june 7th. So the invitation has, Has gone out there.
we will have all the broadcasters and media from the ibc, As well as those that have registered for our media center,
as well as our local media, as well as host city supporters and our key stakeholders here Locally.
again, those community training centers for czechia and sweden, June 6th and june 9th our fifa fan festival opening we are inviting all
of council. We would like you to basically cut the ribbon for us to open our fan festival With the mayor and city manager there on june 11th prior
to that first match. So look forward to seeing you there. We also will be communicating information about credentials.
so as well as parking at fan festival just to get you some easier access in and out.
so we will get that to rosa and brett and the team so that they can distribute and get That out to you guys.
and then following the world cup, we've got party on the pitch where we'll be able to get Inside at&t stadium on the pitch hopefully be able to celebrate a very
successful world cup. We are also hoping to have our volunteer celebration there.
so working through some of those last details of those 6000 volunteers that are going to Be working day in and day out are already are.
but definitely a lot of hours here over the next two months.
and then in october, we want to wrap up and hopefully we'll have all the impacts back by Then and really celebrate the impact of the world cup and
be able to reflect on it maybe talk about a little learning lessons, The positives and the negatives,
but the lasting legacy. And then it will be in time to focus on what our next bid is for The women's world cup for 2031.
next slide. Okay. Thank you monica. And with that, We are open for questions.
all right. Thank you for that presentation. Members, I just want to give you an update on what I think the work plan is going to be real quick.
we're going to take the questions on this briefing. And then we're going to break for about an hour for lunch and then come back with the Second briefing for today.
so I'll start with chairman west for five minutes.
thank you madam a for today. So after nine years of planning dallas is just a few days Away from rolling out our welcome mat to the world.
rosa, monica, everybody who spoke today, your entire teams. You got to be incredibly proud of the work you've done to get us here.
thanks in large part to to your work for the next few weeks. Dallas is going to be absolutely shining like the city that we know we are.
so I'm going to start off with a softball question for you, Monica. What are you most excited about with the world cup arrival as of today?
are you sure you want my answer? Oh you know, When you've been planning for something for so long,
you just. You want to see it start? Yeah. You know, I, I had the opportunity to go to russia and qatar and see the passion and the energy and
welcoming the people from all over the world. And just that experience. And I didn't grow up being a soccer fan at all.
I played most every other sport, but not soccer. So just, you know, we've hosted so many major events, But this one has the international component to it.
and I think there's a lot of lessons learned for our, Our city and our region and the residents and visitors alike.
so I'm ready to kick off our fan festival on, On on june 11th.
I'm ready to get that first match under our belt on june 14th.
and then hopefully we can like, sit back. We know we've got, We'll have to tweak some things in the middle of it,
but I don't know, but you are right. Councilman west I'm, I'm proud of the work.
I think that our organizing committee has done, That the city has done that. The region has done. Excellent. But I'm not going to lie.
I will be ready for it to be over, too. That probably goes.
I mean, I want to go to another project, I think after this one is over is what I'm trying To say.
yeah. So I'm going to need transportation public works up here for the next couple Questions.
so both monica, you and transportation spoke about wayfinding.
I'm really glad to see we're freshening up the sidewalks and crosswalks. I wish we were doing that across the whole city.
but I'm happy to see the fans will benefit from that. What wayfinding improvements can we expect for the fans who are going to be going to main Street and then getting off into the rest of the city.
are there any visible ways we're going to be taking our fans to dart stations, And then to the fan fan festival at fair park?
if I'm from a different country, I've never been here. I'm nervous. How how does how do I get to where I'm going?
sure, I'll take that. Thanks for having us. But the wayfinding signs are already up.
hopefully you're seeing them. So we have wayfinding signs, Particularly for pedestrians from houston on main in main,
all the way to the santa fe trail. And some of those signs will actually tell them how Long that walk would take to get down to fan festival,
and then direct them to every dart station that they could go to before that to take the Dart over to the fan festival.
so that is part of it. Then working also with didi, There are signs to other parts of town,
so some of that wayfinding is also directing them to the farmers market off of main Street.
so we've taken the time with dd to identify some of those locations as well.
so you'll see that, like I said, hopefully it's already it's already up down main street.
directed them to those places. Great. And just for the record, Can you identify yourself?
noelle laveau. I'm the chief marketing officer for the north texas fwc organizing Committee. Thank you. Council member. So if I'm I'm a fan staying in a downtown hotel.
I have my tickets to match day. I'm dragging my kids along. It's 100 degrees in dallas. Like we know it will be next month.
how what is my tell me how I'm getting to from my hotel to, I guess, victory station, victory station to
center point center port and then to what's going to be dallas stadium.
right. So what is the, what is the, what's what's that experience like?
give me comfort. So from your hotel, you're going to get on either walk to any station, Really.
you can walk to any station and basically ensure you're getting to center port station.
we know we anticipate downtown that the victory station is going to be one that has a kind Of heavier load.
yeah, just to get on that, that tree. But the service is going to be running throughout The entire region.
we will have volunteers on at dart is providing volunteers. We have volunteers from our entire volunteer program.
we've got dart staff out there that will be helping to load people onto the dart, Explain what they need from a past standpoint.
utilize the rail service, get to center port station. There are, we have huge tents out there, cooling stations, Comfort stations, water all of that type of stuff,
fire, pd, ems, all of that. In case there are emergencies that take place.
we've got 125 busses that will be staged at center port station.
you will show your, your ticket on your mobile device and be able to get on the bus free Of charge.
and then there is a dedicated routes for all of those busses to lot h one of the rangers Lots.
it is also has the same set up large tents. There's a check in place there, The comfort stations,
cooling stations, etc. And then there will be a walk into the outer perimeter to the Security gates there.
we've got ada busses. We've got golf carts that may be needed for some as well.
we have human directional arrows that will be put pushing people to the, To the right direction.
and then afterwards the reverse would happen. In addition, one of the key other key elements is we're in control in managing the Rideshare lot out at both fair park for the fan festival,
but also outside of the stadium in arlington as well. And that, that rideshare lot is not in the normal spot that it normally is either.
usually it's in lot 15. Now it is in it's in the esports stadium there, But we strategically placed it close to somewhat close to our
transportation hub or bus hub in lot h. So that on the way back, If there is a long line or surge pricing on the rideshare lot that people can
also jump on our, our bus system and at least get you back to center port.
and then if you need to call uber or lyft or something from there of maybe a better Pricing,
they have that option. But then once you get off your bus at center port, You disperse.
if you're needing to go west to fort worth or here back to dallas you have that, That option.
you've thought through it, obviously, it's, it's very complicated to somebody like me, Like in visualizing that,
I know it's on the slide, but I know you've thought through it for years. Well, We actually are doing a testing tomorrow.
so with the cogs team, as well as our dallas some dallas sports commission volunteers.
other key transportation agency staff. We have people deploying from fort worth, From victory station,
from dallas, I think out at fair park as well, To take a take the exact experience we've got busses,
our lots are being completed or set up. So all the tents and that experience will be There.
then we're asking them to do a survey so that here over this next week before we really Utilize this service on the 14th would be the first that we would have busses that we
can make some, some tweaks. We also know that, Hey, after the first match, we're going to learn a lot and we are going to be prepared to
maybe shift and tweak things and pivot as we as we need.
I think a really key part of the experience for the fans will be how the volunteers Interact with them and what's happening at the like you mentioned,
the tents and the activation at these different points where they change.
if you think about this, like we'll be having business executives come in who might think About coming to dallas as a corporate relocation.
you know, I know that's a priority of our mayor and of our city. We want to put out our best foot for them. You're also going to have the stressed out Parent like myself, you know, who's lugging along kids.
that's probably the most expensive vacation they've ever gone on. And they get here and the they're excited to go to soccer.
they're in the hotel. English might be a second language for them, And they're really nervous about getting the kids to the match.
so the only interface with them will be those volunteers.
and so when things do go wrong, what are you doing to make sure your volunteers are Sympathetic?
they're fun. They make that that experience at the station transfer like, All right, it kind of sucks out here in the heat right now,
but it's actually we're going to have fun while you're here. Do we have we thought through that right? Yeah.
I think that was part of our like hospitality ambassador training that we focused on.
so all of our volunteers through the program, The 6015 host city ambassador went through orientation training.
that was a key focus of ours. I think we have the communication systems in line of like When things do happen,
like the communication structure that needs to happen. There will be a debriefing every day. So if we need to change things along the way there, But we have always,
and and most all of our planning stressed the texas hospitality and that we are welcoming City here in dallas and the dfw area.
and we want to make sure that people feel that from the time that people step off the Airport.
so we've got welcoming information desks along the way that will not only help the Visitors,
but also help our volunteers to be able to transfer some of that information so that we Can make some changes on the fly in kind of real time.
great. I'll stop with this last question then. So I get daily emails and calls from my residents about world cup, And most of them are people with kids who are like,
tickets are $1,000. We just can't make it work. What what's the best way for me to tell them they can be a part of the world cup?
I mean, you did a great job of listing some of the events or send them to halperin park For the usa watch parties.
go to downtown. That's what I've been telling them. Am I missing anything? So definitely want people to experience fan festival.
there's a playground in there. There's kids initiatives. We're going to have community Days there that are going to be announced where people can come in even earlier than doors
opening or focus on specific nonprofits during during that time. We know there's going to be a lot of other activations outside of what fifa is doing and What the organizing committee is putting on a lot of other community initiatives.
I would say that there is also a registration form on our website, Dallas fc 26.com.
and as well, I think it's on the north texas sports foundation website for nonprofits to Go in and sign up and register for an opportunity for
complimentary tickets to matches. We have set aside a certain amount for nonprofits, Underserved kids and
nonprofit organizations for them to be able to experience the world cup.
so the north texas sports foundation is sponsoring those tickets.
so there is a registration form. And obviously here in the next week, We will be allocating.
and there's a metric and there's a whole committee that has set aside to make the Determination on,
on who receives those. Yeah. I bet that's going to be, That's going to be fun going through all those requests. There's going to be a lot of
them. Thank you. Chairman johnson, you recognized for five minutes.
thank you, mister mayor. I just want to say that this is exciting.
city manager, your team did an awesome job. Mayor johnson, Your vision is clear.
this is awesome. One here. Nine years. Just got here eight months ago.
but just listening to all the exciting things that's happening with fifa.
and I was there the other day. Mayor did a wonderful job.
I think this is going to be great for our community for downtown. It shows that this vision is clear what the city manager is doing, What the mayor has been talking about prior to me even
being here on the council as a school board trustee. I'm a former coach in dallas isd. So I know and, And a former trustee.
so I know the importance of sports in in our city that pour into all of our communities.
and so this is exciting to see how this is going to not just be an empowering, Empowering for our residents here
in downtown, but southern dallas. But also some of the kids a lot of our kids that's in Our community and just opening up that avenue for them to experience this
level of excitement. I'm excited also to partner with my colleague councilman west.
we're going to be hosting something at hepburn park real soon.
just letting our community come and just on the big screen and just celebrate this event.
so I don't really have a question. I just want to give a major praise to our mayor and our City manager and her team.
rosa, you guys are doing a wonderful job and I appreciate everything that you guys are Doing.
this is going to be really exciting. And thank you for your leadership, Both of you. Chairwoman mendelsohn,
you recognized for five minutes. Thank you. Well, Thanks for the very comprehensive presentation today.
it's almost as many pages as our city hall presentation.
I think every organization I'm involved with has had at least one, If not multiple presentations.
and so I just want to say, you didn't really talk about how much communication you're Doing all across the region,
but I think it's been really important. It's been very helpful.
I do have a number of questions. Do you know yet how many people you're expecting to come Into the region from outside?
we, what we have in front of us is basically the percentages of people come purchasing Tickets or ticket purchasers are coming from from
international domestic as well as texas. But texas isn't broken out local versus outside Of the dfw area.
very strong. I, I, I look at the first five matches.
yeah, so basically on the first five matches, Which those are our group stage, we already know where they're at.
the international component ranges from about 45% to 56% international.
the domestic ranges from some more 35% to 45%.
and then the local is somewhere 5 to 15% depending on the match.
while I do have the last four matches because the teams aren't known that international Number is lower,
but fifa holds those tickets until they know, Obviously what teams are playing to be able to provide those.
so we anticipate that the international will remain the same for those last four matches, If not be higher than the group stage matches.
so we're very encouraged based off of those percentages of the numbers that are still Coming from an international standpoint,
as well as those within the united states, but outside the state of texas. So knowing what the numbers are on top of that, We're still anticipating 100,000, over 100,000 visitors per day especially
around those match days, maybe, maybe a little less in between or people flying in and Out.
but that's where we're at currently. I have a couple of public safety questions.
I'm not sure who the right person is to answer them, But my first one is if you are expecting an increase in the number of 911 calls over this
period. Good morning everybody. I'm assistant tina schultz.
over the patrol bureau side. And I'm also one of the co-chairs for fifa. The expectation probably is to see an increase.
we've met with a lot of the countries and we've tried to explain the united states Criminal justice system and how police work.
we've also encouraged them if they encounter anything to call 911.
so it's kind of the messaging that we pushed out. Like if there, You know, somebody steals their wallet or things like that, we've kind of encouraged that.
911. So I do see, I do see an increase in that, Especially with our visitors and some of the things that might.
and what's the preparation to be able to accept those calls in various languages for us.
or 911 center has like a language line for our officers that that have to have Interactions with our individuals from different countries.
we do have access to language line, but also on our body worn cameras. We have the ability to there's a translation button in there.
it's a little bit. I try to do it. The other day it was a little hard to get to, But I don't get to do what patrol does every day. But we do have that ability to be able
to translate on those body worn cameras. I just wanted you to be able to say that tell us About the changes that we'll see in staffing,
both for 901 for police and for fire during this period.
okay. So for our staffing model, we do have a mix of our regular on duty resources as well As our off duty overtime components for the fan
fest as well as, as well as fifa. We're trying to balance out the overtime as well as the Regular on duty,
but specifically, what are you looking at in terms of numbers.
numbers in regards to the number of people being at at fan fest and stuff like that? No, for fifa itself, for fifa itself, we're. Yeah.
I'm talking about staffing levels for police, Fire and 911.
are you expecting to have 10% higher staffing and 911 you're going to add and you're going To do mandatory overtime for police so that
we are adding, you know, 100, 200, 300 additional officers each shift.
I mean, like, how are you handling that specifically? Okay. For us on the patrol side, I can't speak for 901 because I don't really I haven't Spoken to robert about that.
but for the patrol side we have limited the number of people that that can use Discretionary leave in addition to,
especially like the central or southeast division. We've asked our, our patrol commanders to, to build in some overtime to, To help manage those areas.
and if we have individuals that are going over to fanfest or ibc, We built in trying to do a backfill for that.
so we still see our staffing levels to be a little bit higher than we normally do, Because we've limited the number of people that can use discretionary leave.
so you will have less people taking discretionary time off. Plus you've authorized overtime, which is going to be reimbursed.
yes, ma'am. Okay. And then for fire. Can we talk about how we're going to handle.
are you expecting to have more runs? And if so, Is there going to be any change in your staffing level?
well, of course, when we when we anticipate a higher population area, The runs will coincide with that.
so that is something that we're anticipating. So some of the events and venues that we're Looking at, those are going to be staffed separately outside of our daily minimum
staffing. Our daily minimum staffing will not be impacted. We will maintain that, but we also have surge plans.
as I explained in the presentation, where we've already created rosters. So if we get to a point where we see an increase in in incidents and that there may be a Stress on the public safety that we're able to provide,
we will be pushing those out and having them in, In play and in.
but you don't have a forecasted number of surge resources that you are already putting in Place.
I mean, at fan fest, are you not going to have specific units that you just know are going To be there?
yes, absolutely. We have established the staffing for fan fest, Which is separate from our daily staffing that will have its own daily staffing out there.
so we have up staffed at venues such as that. We also do how many additional officers on the fire side will there be?
I'm just I'm looking for the actual numbers for police and fire. And so so the actual numbers will be dynamic, Dynamic based on the amount of incidents coming in.
now what we do have are static numbers specifically for fan fest and specifically for some Of these venues that are coming up through special events.
we have that staffing as well. So I will let chief ball carry the rest of it.
good morning everyone. Justin paul dallas fire chief.
yeah. Miss mendelsohn. So as far as fan fest, We are.
we're stuffing. I believe the ratio is one paramedic per a thousand
people that are at the event. That is more than it's a lot more than the average.
so we're well staffed, the staffing, the staffing and who's going to do it has already Been established.
we've also got teams with detection equipment out there for teams.
we've got a suppression team, urban search and rescue team.
they will be out there every single day. We've also got a list of members that you know.
so that's normal staffing. We've also got a list of members that have said we can be Called any time.
so if if there's a an occurrence, an incident beyond the normal fee for staffing.
then we can quickly put our plan in place. And we have plenty of apparatus resources that Have
a very short notice. We can put in place and that's already established.
okay. And tina, I don't know if this is you, But have we talked to dps and the north texas tollway authority about highway response?
yeah, they've been in. Can you hear me? Yeah, They've been involved in several meetings. And early on,
we, we made some requests for them to come internally and assist us. And due to the resources and stuff, because they're going to be working the interstates And the outer areas, that's where their focus is going to be as people are traveling back
and forth. And do you know if they'll be adding staff? Will they be adding staff? No, ma'am. I just know that they brought some individuals from All over their region.
so I can I can make the assumption, but I don't want to speak for them. Okay.
and then there has been enormous amount of activity all across the city working on fifa.
and I'm wondering, are we tracking the costs for every department on how much time they're Spending for planning and execution?
yes we are. And so that we'll be able to submit that as potential reimbursement when visit Dallas and the sports commission,
submit their paperwork to the state. We have and then also is that including the number of Hours?
I mean, I would like to know how much time has our staff spent on this and not as a Negative.
like this is what it takes to do this kind of an event. And that could help inform whether we want to do additional events and acknowledging what It means.
we've brought in, you know, here we've got brett sitting down. I see rocky behind. We brought in people who are long time city staffers who were able to pick up a lot of Important parts of
this. And, you know, that might need to be part of this plan for the next time.
so yes, thank you for that question and commentary. So we have followed the same model that we followed.
say, when we have an emergency in the city and we're having to bring in a lot of staff, Office of emergency management has long had a form that we
fill in. It includes hours. It includes the department name, It includes what those expenditures were itemized.
and it's a similar form that we're using to submit to the sports commission to then submit To the state for reimbursement.
does it include things? So like there was a mention of you were, You were selecting corridors and locations using gis.
so everything from data analytics is coming, Like everything across the entire area.
oga working to, you know, get our, our dollars allocated federally, Federally.
our lobbyists for that. I mean, is everything in there? So in our monthly meetings that brett has been conducting with in the office of emergency Management,
we work through setting up a code and work day. And so staff is able to put in their time as they fill out their pay period submittals.
well, I mean chairman was not here now, but he's saying that every single day they're Answering questions.
so I would imagine his staff would need to do that as well. And you know, I do think that this is impacting the entire city.
and it'll be interesting to see what happens.
monica I probably am staying in town for it. So thank you very much.
thanks for your hard work on it. I hope it's very successful. Thank you chair.
gracey you're recognized for five minutes. Thank you, Mr. Mayor. And again, I just want to just publicly thank you all for for all of the hard work And the stress that you've all endured working from vendors to
security to planning all of these things and the stress to make this a reality publicly.
I want to thank you, but I also want to thank you for making this as inclusive as you Could do that.
chair west asked a question about other events. And yes, there are fifa events. Yes, ma'am. Oh, I was going to throw you the oop.
I was waiting on it. But he asked about several events, But I wanted to just publicly thank you for allowing,
you know, making it accessible, even though some may not be able to get to southern to Fair park,
but making it, creating spaces to make it accessible for those residents who aren't able To do that and specifically
districts one and district three, we're hosting the fifa event at mountain view college to Make that this saturday to make that open to the community.
and you all have been very supportive and it is bigger than what I even imagined. I think we're up to about 400 people already in doing that.
but again, those are the type of things that I was concerned about. When fifa comes, some people from a traffic perspective are going to be stuck in their Neighborhoods and things like that.
so how can we still make them create that experience for them? So I just wanted to publicly thank you all for doing that, And then also say that we are working on,
of all of the planning and all of the things that we're doing. I've been talking to a Couple of colleagues from other cities, other elected officials in planning just a time of
prayer just to pray for all of these different things that you all have been working Diligently to secure,
from security to traffic to all of these things, Just having a time of prayer. So stay tuned. We're going to try to work on doing that next week.
but thank you, mr. Mayor. Is there anyone who wants to ask a question or make a comment on This first panel today?
I don't see anyone. So thank you very much, y'all. Good to see you. Good to see you. Former employees back and good to see you all.
monica, did you bring the trophy with you by any chance tonight? You didn't bring it. Okay. All right. All right, Guys, so like I said, we are going to we're going to recess for an hour,
roughly come back at 1:00. And with our second briefing for today, Madam city manager, if that works for you.
yes, sir. That does. Thank you so much. Okay, So we'll see you guys back here, everyone at 1 p.m.
for briefing item b. Okay. Thank you. Right. We're just going to everyone lunch on their Own.
all right. We got our quorum back. So we're going to reconvene here at 117 and throw it Back to the city manager's
office to tee up our second briefing for today. Briefing. B. Thank you mayor. I want to kick this over to john and the team.
john, I'll let you take from here. All right. Thank you, chief artis. We appreciate the opportunity. Joanna, I'm going to start today on slide three,
which is the purpose. Today's briefing is the second phase of the process that's directed By city council in march.
the purpose of today's briefing is to allow the consultant teams to present their proposed Repair strategies,
the implementation, phasing and planning level cost estimates. This information will help inform future policy discussions regarding city hall, And no action is requested today.
as a reminder, on march 4th, city council approved a resolution that, Among other things,
directed the city manager to develop a repair and replacement program that prioritizes the Most critical needs and includes no fewer than two phased repair options over a ten
year period following city council's resolution, The city manager directed this work be performed by outside experts with relevant,
relevant experience in civic facilities and large scale renovations. Two independent firms were engaged to review available assessments, Conduct site visits, meetings with maintenance staff and develop their own repair
strategies. Council received the phase one briefing on may 20th, Which focused on the methodology,
assumptions and prioritization, and today's briefing is the next step in that process.
the presentation is divided into three sections. First, gresham smith will present its repair strategies, Phasing options and planning level estimates.
second, w m2 company will provide its summary on peer review and alternative repair Strategies and estimates.
and finally, cbre will discuss additional considerations, Including swing space modernization and other ownership costs to be considered.
following the presentation, the teams will be available for questions. And with that, I will turn it over to jen murphy with gresham smith.
good afternoon, mayor and city council members and city leadership.
I'm jen murphy, senior associate and civic practice leader with gresham smith.
we appreciate your time on the agenda today and are happy to be back for the agenda.
introduction by chief johnson. We are here to brief you with our final proposed dallas City hall phased repair program.
next slide please. Collectively, this team provides architecture, Engineering and consulting services for municipalities
nationwide to support the creation of healthy, Thriving communities.
this is at the heart of gresham smith's mission and our team partners.
speaking today, in addition to myself from gresham smith, We have lizzy gerak, the team project manager that's kept us on task.
chris kuhn, architectural studio design leader with gresham smith. From the athenian group to the left, tanya and farley farley, Senior vice president of client solutions.
with extensive city hall experience, and from img representing mechanical, Plumbing, electrical fire protection engineering,
is the project executive. Dustin yates and senior structural engineer john rojas.
just there? Yes. Quick review of our team's agenda today.
we're going to do a brief overview of our approach that we talked about last time.
in addition, we want to to better be able to communicate to you how the city hall is Structured and designed.
because that certainly played into our phasing implementation plans.
we're going to outline our risk assessment baseline, Which helped us prioritize the phasing.
we're also going to review our phased repair strategies presenting the two scenarios, Scenarios required in the phase plans and additional considerations.
and of course the planning level cost estimates.
as a reminder, our approach to design to decision making.
these are the guiding principles we asked ourselves throughout the study and the Development of the the two phased implementation plans.
so maximizing the use of taxpayer dollars. This is in essence, Our team ensuring the ideas and approaches are realistic and reasonable.
there are many, many ideas, which I'm sure several of you all have heard those over time Over the last several months.
there are many, many ideas that can be considered. Some that are may be the fanciest and newest approaches, And others that are bare minimum band-aid approaches.
with our team's extensive municipal experience, We wanted to balance the ideas, directions and budget so that it's feasible,
realistic and quality. In addition, we also certainly looked at minimizing the operational Disruption during those phases,
maximizing construction efficiency and mobilization, Keeping an eye on the future holistic view.
so making sure that we're, again, not just band aiding and fixing today, But that for any future modernization that you can connect into the building systems
and those be flexible and considering the building's historic highlights.
we, we did prepare this diagram just to clarify what we feel are elements of the scope That in a phased renovation of this magnitude would
automatically be triggered and cannot realistically be separated out as they we don't see Those as being elective.
the base building core elements and those included in the previous option by others are Identified in the red.
so those are certainly included in our cost estimates. The budget estimates that we have added to this though, Are shown in the orange blocks.
and these are the triggered items that we feel like not only replace a component, But they make sure that we are following the full
building system so that at the distribution point, We have effectively repaired the entire system to make it cohesive.
in addition, we are the, the orange covers, ada, Fire upgrades, all of the things that abatement,
etc. That we feel like that once you have started this level of renovation, You would be required to do so.
next slide please. We did want to show just an example.
certainly this we do not know that we're going to have to do something like this, But we did want to show you when you when you look at something simple like replacement of
a toilet fixture, what you don't see is, is what we're talking about from a triggered Standpoint.
so if you're, if you're looking left to right on this image slide, The first photo is to replace a broken toilet.
seems like a simple thing. That's what you see. But as you remove that plumbing fixture, potentially there's hidden water damage behind The walls and in the floors,
there may be asbestos wrapped pipes, there may be evidence of corroded or leaking pipes, Etc.
that are behind that wall. This could potentially trigger certainly digging into the tile,
into the floor, etc. To be able to repair those items. And then once you start digging into flooring and changing out replacement, Now you've also triggered ada,
more abatement, etc. And eventually it can become a full replacement.
when you started out with something simple. So this is certainly an extreme example, But wanted to be able to provide something to you about what we mean by those triggered
items that in a in a phased renovation plan, You do need to consider that something that may esthetically,
if you walked into a space today looks like it's great and functioning, It may not actually be that way.
and we'll see. Next slide. So I'm going to pass it on to chris kuehn now with gresham Smith.
he is our architect on the project. And he's going to give you a walkthrough of the Building and its design.
as we learned from the previous, I think a good understanding of how this building was put Together.
because certainly that helped us with our assessment and our final plans.
good afternoon. That last image reminded me of a of a renovation that I did at my house a Couple of years ago.
one little thing snowballs. Next slide. Oh, sorry.
so if you could go back one so one of the questions that came up in our last meeting that Really kind of touched with us was one of,
one of the council members made a comment about needing a better understanding of the Building dallas city hall and its shortcomings.
so the next couple of slides are intended to kind of explain a little bit about the Building and its organization.
and this is important for two reasons. Obviously, We want to understand how the building is designed and how the systems are designed.
but more importantly, that will give us sort of some logic, If you will, on how we can approach a repair strategy.
so you know, we, we really delved into this issue as we were looking through and we want To just share kind of the process and the organization
that we've uncovered. While we were looking at the drawings. Next slide please. So the city has done a great job of preserving pretty much all of the Original construction draft construction documents for
this project, with the exception of a few electrical items, Electrical sheets.
we have pretty much all of the original drawings, Which is fantastic.
on this slide, we've included a building plan, A key plan, also the north elevation and a section just to kind of show kind of our
approach to really looking at the documents. The key plan is on all of the drawings and, And it really is,
it's a nice simple diagram to really kind of get to the heart of how the building is Organized.
and I think a lot of, you know, this based on walking around the building because there is The floor and then the zone that is on each kind of wall and section.
and so as you're aware the building is, is lettered a, B, c, d, e, and f e being the zone where the council chamber is.
and then b, c and d being the area to the, to that direction, Which is where the atrium is in
between each one of these zones highlighted in orange here are what are defined as the Service zones.
that's where your mechanical, your stairs, your electrical your elevators, Restrooms are in that.
and, and those serves service zones. Serve the office spaces to the left or right of the Space shown in white in this,
in this plan diagram. So this idea of the service and the serve zones is something that Was prevalent in architecture at that time and was used to organize this
building. So you can see it in the facade where we've we've highlighted in orange those Zones.
and also when you walk around the building shown in the image on the upper left.
next slide please. And so the building has these six zones with their sort of Self-contained service
zone, either to the left or right in general terms. And there as you can see zone e is where the council chambers is with the two zones left And right and then highlighting
zone b, c, and d. And so within each one of these zones, All of the major mechanical and the penthouse actually comes down that service
zone and then serves the office space left or right.
and if we go to the next slide, we kind of exploded, Pulled apart the zone b diagram to kind of illustrate this with a little bit more detail.
you can see the floor plate on the far left as they stack up in the building, And then within that service zone.
I'd like to point out the two stairwells. You can see the treads to give you a sense of Scale of of how big this is.
and and then the elevator shafts would be number three and then the restrooms number four.
we've separated the mechanical ductwork. Number five, Just to provide a little clarity.
but the idea is that from the penthouse, the major where the major mechanical air handling Units are,
all of the ductwork comes down that service zone and then goes horizontally and into the Office floors.
and so what this means, and the important takeaway of this is each one of those zones are Self-contained.
we're not pulling ductwork from other areas. The mechanical and electrical is all within That zone.
so there's an opportunity to shut down that specific zone, Do the work required, and then open it up again.
and you'll see when we when dustin gets into the the phasing diagrams on the next few Pages,
you'll see how we've used that concept to break the building into pieces that are a little Bit more manageable.
and that kind of creates the strategy for phasing.
dustin. Thank you, chris, and thank you, mayor and council.
over the next several slides, I'll walk through how our team translated the facility Findings into practical renovation strategies.
our objective was not simply to identify what needs repair, But to determine the most effective sequence for performing these repairs while balancing
risk, cost, operational continuity, and long term needs of the building.
and so this risk based prioritization framework.
this is what we referenced in our previous presentation.
this framework served as one of the primary decision making tools for our team.
as you can see, the vertical axis represents the likelihood of failure based on the Condition assessments,
industry standards, and information provided to us. The horizontal axis represents the potential impact that a failure would have on the Building operations,
public services, and occupant safety. We also provided these lines the dashed lines that Are in blue prioritization lines
these items located in the upper right portion of the chart represent systems that combine Both high risk and high consequence.
these include critical critical infrastructure such as the emergency generators, Roofing systems,
expansion joints, and water intrusion concerns. So from a planning perspective, these are the systems we believe should receive the Earliest attention because they could impact the operations and result in significant
higher costs and failures if failures occur unexpectedly.
items positioned lower on the chart, such as the lighting, Air handlers and certain distribution systems remain important,
but can generally be repaired or replaced in a more controlled, Phased approach over time within this building.
next slide please. So once priorities
prioritize were established, the next challenge was determined determining how these Repairs could actually be executed within the occupied city hall.
to do that, we overlaid the risk framework onto that building's physical infrastructure That chris just went over.
we evaluated hvac service zones, electrical distribution sections, Plumbing systems.
vertical transportation. Transportation, and how each of those systems interact with Different portions of the building.
rather than creating arbitrary construction zones, We developed phasing strategies around the way the building actually operates.
this approach allows repairs to be completed in logical segments, While minimizing disruption to the critical city functions and reducing the likelihood of
creating temporary operational challenges elsewhere in the building.
so on this slide here, through this analysis, We developed two distinct approaches.
neither approach is inherently right or wrong. Instead, they represent different priorities and different levels of operational Flexibility.
scenario a emphasizes construction efficiency by consolidating work into larger phases.
it minimizes, minimizes mobilization, shortens the overall duration, And reduces the impact of construction cost escalation.
scenario b emphasizes operational flexibility. It breaks the work into smaller phases, allowing for more gradual occupant relocation and Providing greater flexibility to adapt operational needs throughout the program.
next slide please. So this first one that we're looking at is our scenario a,
which organizes this work into three major phases over approximately 6.4 years.
phase one focuses on the building system that present the highest risk and greatest impact To operations.
these include the emergency generators, roof and penthouse infrastructure, Structural expansion joints,
and waterproofing environments. You can see these highlighted in the light blue.
most of the equipments on the roof. It will include expansion joints within the plaza. And then you can see on the bottom left of that underground is that generator room.
there are several advantages that I want to point out with the items that are included in This phase one.
so first, many of these systems are among the highest priority items identified in our Risk assessment.
second, these projects address building wide vulnerable and help reduce the potential for Future deterioration and emergency repairs.
and third, much of this work can be completed with minimal occupant displacement, Allowing the city to address critical infrastructure needs while maintaining
day to day operations. Phase two and phase three phase two is highlighted in the green Portion,
the west side of the city hall with as well as the underground layers and phase three is The yellow on the east side.
focus more on these interior renovation zones, Defined by going back to what chris had just presented the separate hvac zones.
electrical zones that could be shut down without affecting the rest of the building and Plumbing distribution systems,
allowing this building to be modernized, larger and more efficient construction packages.
next slide please. This slide represents our scenario b.
it begins with that same phase one. Because we believe that critical infrastructure and Work remains the highest priority.
again, those are also items that would be least disruptive to occupants having to shift Around within the
building or alternate spaces. The difference occurs in the interior renovation phases of This,
though. Instead of combining large portions of the building into two major construction Efforts,
scenario b divides this work into four smaller renovation phases, Based largely on the hvac zones,
electrical distribution, and operational considerations.
so the benefit of this approach is reduced displacement at one time and greater Flexibility to accommodate the city's operations through construction.
the trade off is that additional phases phases increase overall duration, Increase mobilization costs and expose the project to more years of
construction escalation. Next slide. Once these priorities were
established, the next challenge was determining how those repairs could actually be Executed within an occupied city hall.
to do that, we overlaid the risk framework onto the building's physical infrastructure.
just kidding. So what this slide illustrates is the fundamental trade off between Efficiency and flexibility.
so scenario a provides the shortest overall schedule, Fewer mobilizations, and the lowest overall cost.
however, it requires larger relocations and concentrates disruption into fewer but larger Phases.
scenario b spreads the work over a longer period, Resulting in smaller relocation and less disruption during each individual phase.
however, the extended timeline increases exposure to inflation and construction Escalation.
it's also important to emphasize that these are planning scenarios because the building Systems are organized into multiple operational zones,
the city has flexibility to modify, combine, Add or refined phases as priorities evolve and additional information becomes available
during design. Next slide. And here I'm going to hand it over to tammy and farley with Athenian group to discuss
additional considerations. Thank you, I appreciate it.
mayor, council members and city leadership, thank you for having us here again today as we Continue to walk through the options available to you with this facility.
I think if you can go to the next slide. Perfect. That's great. Occupied is I think it's important to define what occupied means.
I know there are a lot of questions last time about, You know, how many people could stay in the building and otherwise. And as dustin ran
through, our program focuses on how we can work through an occupied space.
so what occupied means to us in our numbers and our schedules in other word, Is that, you know,
there are 2200 people assigned to this building, Per the report from corgan and otherwise,
that averages between 1100 and 1800 active users a day, And that includes members of the public who come in and out and otherwise 48 public
restrooms and service that, you know, the great dallas city staff have done to maintain And keep alive during the many years of their service.
and then three elevator banks, blue, red and green that are occupied that are available to Us during this time period.
it also means you know, this is city hall. This is where the core of city services come From.
and so critical functions that cannot go dark during our occupied phasing include 911 Operations,
three on one services, fire dispatch, dallas city council meetings and associated boards, Commissions related and public facing services that are here to support the
city. 24 over seven so constraints that we have to go through this project.
you know, no disruptive work on wednesdays. And really when we say wednesdays, We mean any day that there are meetings going on in this facility specifically that
support public operations or public decisions, We have to be careful in how we phase that.
and as chris and dustin showed, you know, block e of this facility is that area, Right?
that has those public operations. So we'll talk about that schedule wise in a second Loading dock disruption and detours for major events.
as we know right now with the world cup here, The loading dock has been mostly closed. There are other events like that slated for the
city of dallas in the future. So planning for some of that in our occupied program, Historic preservation designation components for this facility.
so we understand the memorandum that's in place today, And moratorium that's in place today and are looking at how that impacts the facility,
but also understanding what may happen in the future. Looking at the original cast iron Plumbing that's in certain parts of this building and what we can do in some of those
areas. And then finally, you know, some of the unlabeled electrical panels building wide, You know,
the city staff, the supporting contractors have done a phenomenal job of working through That.
but we know that's something we have to navigate as we go through this project. Next slide please. So when we go to schedules here in just a second, I think it's important to understand what each of these schedules for each phase include,
right? So as jen ran through on, I think the fourth slide of this presentation, What we are costing in this project is the repair components,
all of the elements that are triggered, and then some of the escalation or other areas That are a part of our program.
when you go to actually repair this work, you know, Not just like for like replacement.
so things that are in our schedule are slightly different, Right? So we have prep space for construction.
so our job to make safe and otherwise when it comes to asbestos abatement or other Mobilization components.
but there's also time in the schedule for move out of occupants, Furniture, etc., which is being costed by cbre and other teams.
so I'm not going to talk about that cost today. Our schedule also includes abatement, demo and construction of the base building Components that we talked about and includes time for tenant renovation of office area,
which is once again costed by cbre. But we're carrying a construction schedule number per Month.
furniture installation once again costed by cbre and then moving of city staff both in and Out of their spaces during swing time,
which is also costed by cbre. But that's all built in our schedules that you're seeing Here today.
next slide. All right. So you know, dustin talked about our two approaches and really what That boils down to from a timing perspective is
that option a is our highest construction efficiency and thus delivers the program in the Shortest time period.
it's about 6.4 years total. You can see that with phase one, The focus is on a lot of those major mechanical components.
as dustin said, to line out basically the basis of the rest of the project. But one thing I do want to note here is that with this program, There's a little bit higher square footage needed for swing spaces about 193,000 square
foot of usable swing space. But this also blocks the component e of the building, Which is this area and adjacent to this area,
which includes time for what I call off our work. Right. So this would be nights, weekends, council breaks related components.
this is for modernization, repair of the council chambers and the associated areas of this Part of the building.
I can tell you from experience in doing council chamber renovations for los angeles County,
city of fort worth and others that the off hour and or council recess time periods are Really your only time to do this.
it is very difficult to relocate council meetings from an infrastructure perspective, From a security perspective,
from a cost perspective. And so working this way is completely doable, Has been done, and we navigate it in this space.
in parallel on this program, we're also looking at the work on the facade of the facility,
the plaza, outside water ceiling, and otherwise to really bring this all together.
we firmly believe this six point year program is the most efficient with the scope of work That's available to us today.
and once again, includes that move in and related components that we talked about earlier.
if you can go to the next slide, there we go. Perfect. You know, we were tasked originally to look at, You know, no less than two options of how to do these repairs,
one of which needed to be a ten year option. You can see in this option, You have the most flexibility from a funding perspective,
from how you organize things and related because as you saw just a few seconds ago, As long as you do the major mechanical and plant components at the beginning,
you have a little bit of flexibility in how you sequence the other components. Now in this phase, we're looking at taking in phase two, Focusing on the council block, as well as building out the area for 311911,
because that's difficult to run in a temporary capacity. Building that and moving those folks in prior to some of the other work.
we've also built in some flexibility here with about a 12 month break between most of the Phases that can help with,
depending on how this project is financed, give you more time to put that funding forth, Give you more time to plan in between.
and ultimately, if you are doing renovation, You're doing multiple moves or otherwise that are that are not a part of our scope,
but maybe are a part of what cbre is costing this build some flexibility into that program As well.
so this is definitely more flexible, but because of the total duration of the project, It does add escalation costs as dustin brought up.
and so that's something we'll talk about in just a second. If you can go to the next slide for me. So each phase also has pros and cons from a swing Space need by phase.
and I'm sure the folks in cbre will cover the cost of that in their presentation later Today.
but scenario a has the highest swing space need. And that's because we, as we talked about, are looking at construction efficiency here.
we're looking at minimizing the total number of mobilizations, Minimizing the total dollar value from escalation incurred by the city to maximize the
value of your dollar and really ultimately complete the project in a more timely manner.
however, you know, it is doable, and it does incur about 190 300 zero square foot peak Displacement for city staff who those staff are and otherwise are part of a
broader program that we need to be done to understand efficiency operationally, But is completely doable.
scenario b provides you smaller chunks throughout the facility. Ultimately, your peak displacement is about 130 200 zero square foot during that, And that allows you to move folks out of the facility into the swing space while critical
work is being done and then move them back into their new home. Throughout the project, there may be opportunities in later phases for folks to swing Space to other locations in the facility,
instead of out of the building. Part of that would need to be studied further, But that could be an economic efficiency for the city as you look at phase b as well.
scenario b sorry. All right. Next slide. So let's start to talk about the dollar values Associated with this program and these options.
so in our program I think a couple things I want to make sure we address as well.
number one, so as jen talked about on slide four of this program, Which really covers, you know,
what's in our number versus what's in other numbers, I do want to make sure that it's clear that the numbers provided by aecom were costed in
$2,028. Okay. And our program was tasked to start in 2028.
and so there is an escalation number that is carried year over year that I'll talk about In a second.
that does start to incur from 20 2028. On. And so even if we were to do nothing different From a straight repair like for like than the a number,
you're still looking at about 20% increase in cost, Just escalating to the midpoint of that program.
right? So that alone gets you to about $420 million as a part of that project.
with our project as well, we are also looking at scope triggers that happen along the way.
so I talked about ada. I talked about texas accessibility or taas components.
we talked about lighting, code, energy code, Etc. And so those components really make up the bulk of the difference between the $420 million And the remainder of our project dollars.
so scenario a less expensive focuses on fastest construction mobilization number over a Three year period.
scenario b is higher cost over the ten year period.
now part of what we did with both approaches to try and minimize the escalation cost to The city.
one of the things we talked about early on was being as efficient as possible with Taxpayer dollars.
as we looked at how we could put most of the high cost, High inflation numbers like electrical,
mechanical, etc. In phase one. So try to keep it in the earlier phases so you don't incur Inflation as much escalation in those.
and so that's why there's not a relatively a huge difference between our scenario a and a Scenario b.
and that's because we bring the bulk of our dollars forward. So if you go look at the next Slide here what's built into our costs here.
right. So I talked about that, you know, the a numbers and some of the other numbers Presented prior to this really came from 2028 forward or 2028 backwards.
and so I think it's important to call out things that are in our numbers to make sure that It is a real number for you guys to make decisions off of and otherwise considering all
components. So the first is we have a blended escalation of 4.5% annually that's applied From 2029 forward.
those numbers are based on proven numbers from the texas higher education construction Board model,
jll and others to get to a blended number. As you can imagine. Some of the electrical and other numbers between 26 and 28 are closer to 12%, But are projected to kind of level out.
so we're carrying a blended 4.5% across most of our numbers. We're also carrying some off our premiums for special condition areas like block e of the Facility.
that includes council chambers. And eventually, You know, the move of 311 and 911, potentially.
we have some numbers in here for special infrastructure build out for 311911 and related Components that have mission critical elements as far as
generator backup, high telecom need and related. And so that's built into these numbers as well.
we have in here that the, we are taking the renovation of 41 restrooms.
we're adding ten restrooms due to either them being located in areas where they can't Expand to meet ada needs,
meaning they're between structural components or they're needed from a code perspective.
and we are taking in a component that supports ada upgrades of these restrooms that, As jen lined out earlier,
when we started to replace horizontal plumbing or distribution plumbing, In most of these facilities, we're going to trigger ada components. And some of those
restrooms are not in a place where we can make them big enough to meet the ada needs, So they have to be relocated from a mechanical perspective.
a couple things I do want to note. We are putting the cooling towers as a refurbishment, So not a replacement.
and that's in year nine. So you'll see that in our schedule. And that's why you saw in dustin's risk matrix that it was later on.
that is a cost savings to the city. But we do have the chillers which are a higher cost Item,
big important need coming earlier in phase one. Right. So as you can see an example of kind of how we break this up. And then the last Part is making sure that we have the swing space area estimates for you guys to look at.
obviously our costs are not in there for that. That's carried and what cbre is going to provide.
but I do think it's important to note that that does carry in the overall number that we Presented later.
next slide. So what does this mean from a cash flow perspective. So as I referenced earlier, you know, with one of our goals being to be good stewards of Taxpayer funds,
we wanted to make sure that we brought the highest cost items, Most central items to the project forward so we could minimize the escalation costs and
maximize the city dollars on this project. So as you can see in both approaches, In the chart on the left,
the bulk of the dollars are being spent in years one, Two, and three. As we pull in those major mechanical elements to support the facility, Then the dollars taper off over time that allow the city to focus on how it's going to be
funded, how it can be broken off or otherwise. Ultimately, overall, you know, there is about a four year gap in the durations, But the cost numbers are minimized in the gap because of that approach of bringing that
forward and minimizing escalation use in that capacity.
all right. Last slide. So to summarize our approach overall, You know, our goal was to assemble a future ready dallas city hall by delivering all the
necessary infrastructure and key components for the city to use in a future capacity while Interior design,
retrofit furniture, some of those other pieces are not a part of our program, It's important that we set you up with a program that would allow you to directionally put
the city in a place where you could do some of those things with your key infrastructure Elements covered.
ultimately, I want to reiterate this is a planning approach and a planning budget.
this is to help you make decisions on where to go with this program. And there's a lot of pieces still to be figured out around design and phasing and how city Departments operationalize with each other.
but ultimately, we feel very strongly that we've put together a program here that will Give you a realistic set of approaches that you can look at and make decisions off of.
so with that, our gresham smith, athenian and img team is going to step back and I'm going To introduce will mundinger and the w m2 team to come up here and give their presentation.
thank you.
good afternoon. My name is will menninger. I've spent all my business career here in Dallas developing skills in
finance, leasing, property management, asset management, Development and construction.
I took that expertise into the goldman sachs family and ultimately became national Director of their development and construction services group in the us,
and then ultimately internationally. I've been involved in 250 projects and over $500 Billion worth of construction.
I've been engaged in almost every aspect of the construction and development business.
I've tried to retire several times, and people reach out to me for my assistance on very Interesting projects,
and that's why I'm here today. I'm joined by don powell on my left.
don's got 40 years in with a relationship with me in 50 years in the business.
he was the founding partner of the planning and architectural firm of boka powell.
he's one of the few architects that really understands the entire package of design, Engineering,
planning, interior finish. He's a pro's pro, Has been involved in 50,000,000ft² of office space around the
country, and then he's transitioned to fidelis realty partners, Which is a full service development company and is now their executive vice president
in architecture and planning. Rounding out our team is a construction firm of structure Tone.
they've been in dallas for 50 years. Their family of companies is the third largest Contractor in the country.
they're an international contractor and they're the largest interior contractor in the U.s.
and they're a premier firm here in dallas. Currently, They're finishing the goldman sachs interior finished job as they're moving people here.
mike purcell to his left is the project executive. He specializes in pre-construction services where he not only does those services, But works the budgeting and process and execution throughout the project.
and he's joined by michael hibbard, who is the chief estimator in their, In their pre-construction services group.
the project focus and objective from my perspective is, And this applies to any project that you deal with.
item one, you gather information and understand the task that you're focused on.
in this case, we've been supplied a numerous reports generated by aecom and their Consultants.
as I said last week, there, I think there are thousands of pages that they produce.
the quality of the information that they provided us was very good.
and we've been able to utilize that information to, Number one, understand the building and its systems.
we've interviewed staff, we've interviewed the consultants, We've understood we've gotten a really decent handle on what the building needs,
which would allow us to develop scope and strategy that culminates in what we call a Workable ten year plan,
focusing on the operational needs of the city. The resolution focused on a ten year plan. And that was our primary objective.
one of the other elements that we are charged with is what's called a peer review, Where we coordinate,
which is a peer review coordinated with gresham smith.
the city hired two different firms to develop independent plans and pricing for the Situation here at city hall.
we are fortunate to have a good working relationship with gresham smith, Where we shared information,
observations, methodology, shared our interviews with city staff, And became educated on the building.
it's a complicated building. And we, we realized that sharing information creates a much Better outcome for the city.
that said, we attacked the building in two separate perspectives.
as you can tell from their presentation, they focus on planning and design.
and as you've seen by their presentation, they are thorough, Thoughtful and professional.
our team has focused on the construction and contractor side of the business.
how do we price the building and how do we get it built?
and again, let me emphasize something. While we shared information and perspective, When we went into our corners to focus on how we were going to execute
here, the gresham smith team went and focused independently on how do we phase the Project?
how do we put it together? The time frames was an independent focus as well as how they Price the building.
they use a different pricing model that we do, But they focused on that independently.
and, and, and essentially we again, focused on the independent path from a pricing Standpoint.
and at the end of the day, when we shared notes, When we completed that task, I think generally we were all pleased.
we ended up from an implementation standpoint on how we phase the building up and down, Because that's the way the systems work.
and while our pricing was different, we have a good idea of a key element as to why it was Different,
but they were certainly in the same ballpark using different methodologies and different Styles.
and I think I can say the city, I mean, the city our group was was pleased that we were in The same ballpark and looking at the same problems and
discussing solutions. My next slide is constructability review.
there you go. You can make this sound complicated or you can make it simple, But it's, it's basically how do we build something?
what goes into it? We have no, we have limited as builts.
we've seen different conditions that we, we saw on the plans. But in reality, they're they're not here. We always have hidden conditions.
you discussed this. How do we manage the occupants we have.
and how do we deal with the asbestos issue, which is a very significant issue.
and that helps us how do we plan and sequence the work, Which will come into my next slide.
planning and, and, and phase development. We list all these issues here.
I'm just going to touch base on the blue items which are higher priority.
you will have heard these numbers. I mean, heard these items before and you'll hear them Again. But again from a phasing, how do we maintain continuous operation.
how do we evaluate the wing space? How do we prioritize the systems that we want to attack First.
and how do we again coordinate the abatement and the containment and the demolition?
and how do we utilize temporary systems where we take down air conditioning and Electricity and other items like that?
and so from a phasing priority, we look at what do we need to tackle first, Hvac, plumbing,
infrastructure replacement, life safety. A key element is emergency power and the Electrical infrastructure followed
by hazardous material and investigative demolition.
then what do we think it's going to cost? So we shift into the budget phase of the Business again.
and we discussed this before. Subcontractor input helped us form the backbone of our of Our pricing program.
we selected subcontractors. That structure tone had a working relationship and were well Known and had history
within this building correcting different functions.
so we had a relationship with them and they had a relationship with the building. And they also had a relationship with the staff.
that is, that is in the project. So again, the key drivers that we have, The electrical system,
it's our most expensive one hvac system, plumbing and the plaza repairs that we have Followed by life safety,
which is a critical thing. And it's also one of the items that's triggered by code Programs.
so let us begin with phase one of our program, And I'm going to turn it over to don powell.
next slide. Next slide. Next slide please. Next slide please.
there we go. So the interesting thing. Well good afternoon, Mr.
mayor. City council, thank you for allowing us to be here today. We really appreciate this Opportunity.
so phase one is a two year segment of work. We can't start building day one.
we have some planning and documentation work to be done. So we're going to have to look at getting a 3d laser laser survey for this building.
so we understand the exact build conditions, But that can happen easily before we start doing construction.
the things that we can do pretty quickly is accomplish what we call the dri in phase of The work.
in other words, get a complete roof and the facade of the building watertight.
so the first part of this discussion we'll talk about today is the cleaning and resealing Of the concrete walls on the exterior.
we want to be sure that in the process of cleaning and resealing, That we don't disfigure the concrete.
so we'll take time to do a mock up of that and do it well. The second thing we have to do then is we have to mask all of these windows off, Because we cannot get the sealer for the concrete on the glass.
it will etch the glass. So we have to mask the windows. And then when we seal the building, we come back and basically caulk the frames where the Glass is engaged in the in the glazing.
and then we'll caulk the frame around the glazing to the concrete.
so it's a pretty simple process to get the building envelope on the walls and facades Dried in.
then the next thing we'll talk about is the doors and frames at the base of this building.
the steel doors and frames have worn out and we need to replace all the steel.
the aluminum revolving doors and other vestibules will be dealt with on a case by case Basis,
but we'll get those doors and frames in operational condition. And then the last surface we deal with in phase one for the exterior envelope is the Building roof replacement.
there are a couple of things that we believe we need to do before we replace the roof.
there will be some mechanical additions to the roof structure itself.
we've got some vents and some air intake devices that have to be installed prior to Finishing the roofing.
so our goal would be to get those things designed. They are long lead items, but get them installed before we actually do the roof.
but that when that roof goes on, it will be permanently installed and we won't have to Come back and disrupt it for subsequent work.
next slide please. We have a great assessment of the water infiltration issues in this Building done by belhaven.
and one of the things they talked about is how we go about solving the water problems in The garage.
and one of the things I noted in our last meeting was how we have chlorine present in the Water in the garage,
near the pool. So we know that the water in the pool is treated with chlorine, And we have determined that that is leaking into the garage itself.
so one of the things we'll do is get the expansion joints. There are literally expansion joints running through that reflecting pool.
and I don't know in terms of common sense, how much good that does to have those expansion Joints in a pool,
but they have to be dealt with. So what we'll do is repair those joints, And then we'll end up recoating the actual surface of the reflecting pond in either an
epoxy or equivalent coating system that will ensure long term usability.
the second thing we want to talk about are the expansion joints and the control joints.
and expansion joint is a structural joint that separates two concrete frames from one Another,
and the concrete frames are designed to expand and contract. The expansion joints are where we have the major problem with infiltration into the Garage.
so at level l1 and l2 of the garage, that water is there as a result of a leak in the lid Of the parking garage.
so we need to basically take care in getting to the joints themselves, Exposing that space to investigate what's
there. And then as we go back into the garage and start replacing those, These expansion joints,
we want to make sure we have traffic rated covers on those expansion joints.
so vehicles don't destroy the effect of the caulking and backer rod.
the control joints refer to flatwork concrete sidewalks and things where you have Expansion and contraction joints in sidewalks.
those are very small compared to the expansion joints.
and we will basically just treat those with conventional backer rod and caulking at the Appropriate locations.
the the investigation and repair of the parking garage lid below grade is a very important Step in this process.
we have to have exploration holes created to go down and look at the conditions.
one thing we've noted is the drawings for this building in the. As built conditions don't always align. So we're told that there's a three inch topping Slab above the roof membrane on top of that parking deck,
but we want to go down and see if it's there. If it's not there, then we need to know that early on.
if it is there, that will shorten our expedition.
but we have to basically solve for the expansion joints at the garage level.
and then also be sure that the roof conditions between those expansion joints are Watertight.
then the last item on this first slide or second slide here is the plaza concrete repair And limited replacement.
we will never close the entire plaza during this process. It will be broken into three stages of work. There will be the west pool zone, As we call it,
the central zone and the eastern zone. The two of those three zones will remain Operational during the entire waterproofing process for the garage.
the lawn area itself out there, we hope, will have minimally invasive work going on in That lawn area.
so that concludes that part of the slide. I'll pass over to mike purcell now.
thank you don appreciate having the opportunity to talk to you about this program.
mike purcell structure, tone. When we looked at this project, We looked at a bunch of different variables before we finally settled up on what I'm going
to call the silo approach. We looked at going floor by floor. We looked at going from the top down, the bottom up outside to inside.
and what we finally concluded is that all of the main systems go up and down and then they Go sideways.
so we said, what is and everything's important. Everything is important. So what was the most advantageous is to take basically a quarter Of the building.
and I'll explain this later on slides and use what I call a silo.
so that's the advantage is I can do all of the stuff within that silo at once.
I can do the abatement, I can do the plumbing, I can do the mechanical, I can do the electrical and all that will be done in phases. But
I'm touching everything and fixing everything. So when we transfer, Swing back over, that is ready to go back.
so that would constitute a move instead of multiple moves. Also looked at checkerboarding is what they call where you take a 20,000 square foot Footprint.
and you, you know, move that piece over here and then that person moves in.
then you move that person over there and that moves in. That gets really complicated Stepping and it's really disruptive.
so the advantages of the silo were it's easier to renovate improves the containment Because I know safety was a big issue.
so you'll see when we get to that slide, I'm taking the atrium to the outside wall in four Different areas.
that's a hard wall. It's easy to contain and keep everything isolated within that space.
and then some of the challenges are swing space. I need 70,000 to 100 depending on which zone I have.
there's going to be temporary utilities and infrastructure. The electrical system is what They call daisy chain.
so all of those substations are tied together. So I have to untie them to replace system systems, Separate systems.
so there's some complications with that. But luckily we got lucky by the name of the Electrical contractor.
I don't know if he's lucky because his name or whatever. But lucky was very knowledgeable and basically explained his approach and his pricing to Us,
and it made a lot of sense. So that's the way we approached this silo effect. So next slide please. So the driver is the mechanical system.
so what I'm showing you here is the blue zone would be to the green zone would be three.
the pink zone would be four and the purple zone would be five. And as gresham smith explained, the h2 and h3, Those are where the ductwork are located.
and so we would be isolating those four components to allow us to just phase that.
so the key upgrades are we're going to use digital direct digital controls for the Mechanical system so that your thermostats work and your controls work and everything is
comfort level. And we're replacing the outdated or obsolete equipment. So that's chillers, air handlers and the distribution where we're not touching or the Boilers that were replaced.
and I think there were about 8 or 10 air handlers that were replaced. So it's not everything, but it's it's the ones that are either worn out or lost the useful Life.
the next slide please. This is a very complicated slide.
what this picture represents are all of the main electrical components in the building.
there's over 400 of them. So it starts at the top with encore bringing the power in.
there's 14 substations below that and all those little boxes. There's 300 electrical panels of this. This is the majority of your cost and scope.
it was all done by federal pacific. Who's out of business at this point in time.
so you can't get pieces and parts. It's not everything replaced, But it's what we need to replace that is either outdated or needs to be replaced because
of a hazardous. That's the switchgear, the generators, The the distribution panels, which are the electrical panels,
the transformers, and then the obsolete equipment. Next is the plumbing and restroom upgrades. We have known we have known for some time that The texas
accessibility standards require us to replace the fixtures in restrooms, Respaced the fixtures,
but basically create access for accessibility.
we believe that phases two through five will be handled in systematic fashion, Where we'll be bringing the restrooms up to code within each of those
siloed moves. So the fixtures in the restrooms everything related to access, Including the hand wash facilities things
like towel dispensers, everything in those restrooms will be replaced and the layout will Then conform with the accessible requirements.
but not only do the restrooms themselves have to comply, But the access to the restrooms.
many of the restrooms in this building are in very are accessed by very narrow corridors That do not have compliant poolside access to the doors.
so one of the things we have to do is upgrade the accessible routes.
and then the other big component is obviously the plumbing itself.
and many of the waste stacks in this building are cast iron.
they've been identified as failing. So we'll be replacing those vertical plumbing systems Throughout the building,
but also the horizontal branching that occurs at each floor.
and then within those bathrooms, we encounter asbestos in both the wall and floor mastics.
and so we'll be taking care to make sure that those restroom areas are controlled by air Barriers,
so we can abate those areas without invading the public areas of the building.
but the cbre asbestos report that they provided identifies the locations of asbestos in This building,
both in the restrooms and out in the office spaces.
so that portion of the asbestos abatement will be handled on a phase by phase basis.
next slide. The fire and life safety buildings systems in this building have been one of The major challenges for us to comprehend.
quite frankly, we were trying to understand what was required at the time the building was Built and what is required today in 2022.
the city of dallas adopted the dallas existing building code. The existing is existing buildings. So any building that was built a year prior to 2022 And thereafter has to comply with this new
code requirement. And there are three levels of renovation identified in that code.
and I'll I'll suffice to say that this is a level three renovation, Which means that more than 51% of the work areas in the building will be modified,
which causes us to have to do a couple really important things.
we are now required to have an automatic sprinkler system throughout floors two through Seven.
it's it's part of that dallas existing building code requirement.
and this is further under investigation with the fire marshal and the building department To determine if they want to exercise any exceptions to that requirement.
but at this point, that is a requirement. The other thing that's severely lacking is a Smoke evacuation system in the building.
and we have we have approached that with our solution and given both values for the Construction of that smoke evacuation system and
the necessary repairs. And then also that third part of the important changes to this Building are stairwell pressurization.
and those stairs right now do not have positive pressurization pressure pressurization.
so we want to be sure that those stairwells have air pressure that's greater than the Surrounding area.
so smoke does not enter the stairwells. On the subject of fire alarm upgrades, We had really good news
on this. The main fire control panel at l one and at l and l two, Pardon me.
the 911 floor and the main lobby are both compliant fire alarm stations.
they are designed in such a way that we can add modules for future improvements, Such as tying the elevators into that fire alarm panel for doing elevator position and
fire department recall. But we also know that they can accommodate smoke detection Responses.
so right now, you have a very sophisticated smoke detection system on levels three and six In this building.
and it is advanced and really is one of the state of the art systems in this building.
but it doesn't report to the fire alarm panel. And one of the things we'd like to do is make sure those connections happen through smart Building additions to the communications of the systems in the building.
so we will be looking at creating a bacnet system, Which is a building automation and communication system for all of those devices.
the fire suppression system for the office building. We talked about the automatic Sprinkler system there,
but we also need, we need, we know we need to upgrade the sprinklers within the parking Garage.
lots of that pipe that's exposed in the garage is showing signs of rust and deterioration.
so that fire suppression system in the garage will be repaired rather than replaced, So that we don't have to worry about the condition.
and I have on this list the smoke evacuation system. We have done significant research on what it takes to make the atrium exhaust system Functional,
and it can be done with minimally invasive work in this building.
we will make some changes at the roof, as I alluded to in the roofing talk.
but we also be looking at what we can do with the smoke control throughout the building so We can get air back in.
so make up air is another one of the conditions we have to solve for to comply with the Fire code for exhausting the building.
lastly, the fire command center, the new building code requires a fire command center That's more sophisticated than the the panels that you have in the building.
but the panels can be upgraded and there is adjacent space on the ground floor of this Building to have space there for a fireman's workstation.
firemen today want to be able to come into a building, Review the plans of the building, and strategize on the plan that they're going to go
forward with when they basically are the emergency responders enter the building.
so that workspace is going to be easily added, And the other portions of the command center are easily accomplished at very low cost.
so we're excited about that. Yeah. And then lastly, One of the things that I think you ought to consider is an improvement on the
fire alarm fire response requirements in this building.
today there are systems called far systems, which are fireman's air replenishment systems In stairwells.
right now, you have dry stand pipes in the stairwell and those stairwells are not Pressurized.
so we have to pressurize those to get them safer. The firemen. But we also have the ability to bring an air passageway into those stairwells To replenish the fireman's air tanks so they don't have to track all the way down to the
first floor and back up to the floor in question. So those would be our goals and have been included in our assessment of the cost for Making the building safe.
mike. Thank you. Next slide. So this is my our ten year plan.
I tried to make this as simple as possible. So I've basically shrunk every single floor And stacked them on top of each other.
so anything from b7 all the way down to l2. So the initial phase is on the top right, Top right hand corner of the green box would do the
plaza, the roof, the building envelope. Get prepped for the smoke evac system.
also we need at that time we would spend time doing drawings as built conditions.
so we have documents to work off, get pricing from contractors apply for permits and get Long lead equipment ordered that can be going on in phase
one with the construction actually starting in 2030.
so the pink area is what we're looking at first. It's on the left hand side. That would be basically from the atrium to the outside wall And would incorporate this area around this area.
our intent is not to disturb the inside of the council chambers and the flag room.
all the ductwork and the sprinkler systems and the upgrades we need can be done from the Exterior of the room and then punch through.
so it would be minimally invasive to do it. Nights and weekends put on sprinkler heads and Covers,
etc. So this is our intent to just try to minimize this and keep you here leaving the flag Room.
and you also notice that all the elevator corridors and elevators will remain operational.
so you could use this space, you could mobilize around the building and each of the Different elevator banks,
because we were taking it from the atrium to the outside wall and leaving the quarters.
looked at that also because these are hard walls, Like I said. So it's easier to contain than building a barrier.
so we do that in year one and two. Then three. So the orange area is 32 and 33. That is going to be the south half of the atrium in the Center from quarter to quarter,
and we're going to go all the way up the building. We would isolate that once again Because of the ductwork systems, and I can isolate those areas.
34 to 35 would be the purple areas, which is the north half from the atrium to the Exterior wall,
followed by the last component in 36 and 37, Which is the blue area, which is that the opposite side of the building.
from the corridors out, there's a little awkward down at the bottom. That's the parking deck that would go with phase one, The parking on l2.
we did not evaluate l3 for two reasons. One, We were not allowed to have access to there without a waiver and some kind of legal stuff.
they wouldn't even let us go down there and look at it. So it is a non building area.
it's more of a crawl space. There are water issues and things that would probably need Addressed that could either be done with putting in some ceiling and some fans to control
it down there. But it does. It's basically under the building, But it does leak. The water is getting all the way through the building. So that's our ten year plan.
next is our ten year planning level budget by category.
try to identify the most expensive us is electrical down through the different levels to The elevator which is 3.2 million.
so from high to low and then across, you know, Based on the dollar values for each component for the ten year budget.
the next slide is the cash flow for year 28 through 37.
so these are the cash outlays that we would look to procure for each one of those levels.
there's a peak in 29. Just because we're ordering all the equipment. We request you order the equipment then and buy extended warranties because the escalation At 6% makes that stuff so expensive.
later on, if we buy it all, we have it here and we just pay for it here and just warehouse It and you know,
just buy extended warranties. So that's a ten year cash flow. Cost escalation was, A variable.
the next slide please. So what we did is we behind this is all of the various sessions, The mechanical,
the electrical, all of the different components, Everything from metal to drywall, the paint,
the last year's escalation and then the years projecting forward.
we started to do it by components. And then we kind of just figured out it's going to be About 6% overall mechanical went up.
I mean, electrical went up 15% because of all the mission critical. They're projecting it to be in the 6% range. Some of them are going to be in the 3 to 6% Range.
mechanical is another high one, but it's all going to average out for about 6%.
the next slide is our five year phasing plan. Basically year one and two is the same thing, Same approach.
we'll do the roof, the exterior plaza, the building envelope order, The long lead equipment and doing the buying the equipment and doing the
smoke evac. We'll also be doing all of our construction documents, Getting pricing from contractors and permits.
now, based on the size of the areas, I'm breaking it down into three years and three Components.
will says you can build it that fast. We've built larger this fast.
each component is about 100 and 150,000ft². That's not a big press with contractors.
we get we can get a lot of people we can get on manpower. It's kind of easy to do. So we're looking at the pink area, The purple area, and then the blue area in a five year plan.
so we think we could turn it that quick. The next is the five year plan.
the numbers are somewhat reduced in some of these light items. Things like electrical remain the same because I'm still buying the same stuff.
for there, but that's just a different budget. Then cash flow is the next one kind of the same thing.
next slide. The cash flow with the 591 million with, You know, five years.
it's larger chunks each year to allocate, but it's a five year cash flow allocation.
and then the final slide that I have, or just a comparison of our five year option at 591 And the ten year option of 610.
and I think that is it will we don't maybe questions or are we going to do cbre next.
yes. Thank you. Thank you. Thank you. That concludes our presentation.
so then before cbre comes down to answer the questions on slide 60. And the next slide, please. You'll see we've included this for a summary of all the repair Estimates that have been developed throughout this process to date.
this includes the original staff estimates, the edc work, And then the scenarios that are presented today.
it is important to note that the estimates that have been presented today include both ada And code related upgrades,
providing you a more complete picture of potential costs, Which were not all included in the staff estimate or the previous work that was done by
the edc. So with that, peter jansen will come and answer some questions or to go over his Slides for total ownership and repair costs.
good afternoon, council members, mr. Mayor. We were asked to normalize the estimates to Apply the same apples to apples methodology to any of these scenarios,
to the previous edc scenarios that you all have a complete and accurate perspective on the Modernization costs,
furniture, fixtures and equipment temporary leasing costs and of course, The operational costs of this buildings.
we then collaborated with your cfo, mr. Ireland to apply the right cost of capital and Just ran the math.
so what you see here is the edc scenarios from march and each of the four scenarios Presented by the team today,
with the same application of costs across the board, The costs increased proportionally, but there's been no adjustments to
square footages or anything beyond what what we were directed to do for the phasing plan On the temporary leasing costs.
you know, on the temporary leasing costs, I'll just comment. You know, The market is the market,
we have actual renegotiated proposals. We have a variety of scenarios.
we have great comps. And we have taken what we believe is the most reasonable approach to Get you all the durations to
match these phases. But the market also doesn't function perfectly where you need to go up And down 10,000ft² annually.
not when a landlord is investing in the space. So there are some constraints there, but that's not a material driver of these numbers.
the material drivers are, of course, the cost of capital and the interest expense. And the ongoing operations of this building, Which you'll see are effectively equal across all the scenarios.
I'm happy to walk you through any one of the particular line items, But our comments and methodology are on the right side of the page and the source of data.
happy to answer any questions along that. Mr..
mayor. That completes our presentation. All right.
members. For the public, we are on briefing item.
be ready for questions. Comments. Don't all jump at once.
all right. Okay. Chairwoman mendelsohn, you're recognized for five minutes.
I mean, what would have happened if nobody pushed their button? Would we all just have Gone home? No questions.
not home, but somewhere. So on march 4th, there was resolution
26-0499. It directed the city manager to develop a repair program that prioritizes the Most
critical needs for city hall and city hall plaza, With no fewer than two options for phase repairs and replacements over a ten year period.
but yet, many times through this presentation, You said the word renovation.
we didn't ask for renovation. The resolution is simply repairs.
so I'd like to know what the costs are for just repairs.
this would mean not requiring. New code compliance.
the code is triggered by the scale and complexity of construction.
it's not something that can be excluded. Those code requirements will be legally required Based on the scale and complexity of the work.
and what is that threshold, please? I'm sorry, What is the threshold that triggers that?
the threshold is based on the area. There's a calculation based on the square footage of The building being touched.
and in this case, as we update and repair electrical.
I'm sorry you're saying update. I'm saying repair develop a repair program.
I just want to update. I just want to clarify that our program and our cost.
they're not including new finishes new finish out.
we're not moving walls. We're not reconfiguring the building. We're not updating to a modern workplace that's not included in our cost.
our cost is repairs, as you've stated, but it will trigger additional code scope.
the phrase that was used was it will be future ready, Whatever that means.
yeah. And I would like to comment, first off, Council member mendelsohn to your question the threshold for the adopted building code for
the city is 51% of the facility being touched. And with the hvac and electrical components that have to be touched, Horizontal distribution as well as plumbing distribution,
more than 51% of the facility will be triggered as a part of the repairs of those Functions.
I would also like to note that on the slide, I believe it was the slide.
if you can pull it up on the example of the restroom when we are replacing 1010.
yes. Thank you. We're replacing horizontal distribution plumbing.
we're replacing fixtures if we're replacing components like that.
and we go into those restrooms. We do trigger taas and ada components as well.
so there are several elements of code here that when we make a repair to pipe or Otherwise,
that does happen. So if you'll leave it on that slide, I'd appreciate it.
before I came to council, I ran a nonprofit that did free home repair for low income Seniors,
veterans, and people with disabilities. They were mostly very old homes.
and, you know, any time you'd pull back a stove or you would move anything, You really didn't know what was going to be behind there because the house could be 75
plus years old. Many of them were in la bajada, Some of them were in mill city.
I understand that concept. But in this building less than 50 years old, When you see this slide,
what percentage of toilets do you think you're going to pull out and find that you have to Redo the whole bathroom?
we're already aware that the majority of pipes in the building are corroded.
this is from direct observation. Even in the example used here. This is an image of a restroom in this building with the wall tile pulled open in the Image where they've had to access that corroded pipe.
so we do anticipate the majority of these restrooms do need repairs throughout the Plumbing,
which will affect multiple fixtures. We also accounted for the restrooms that have already Been updated by the city manager and facilities group.
there are was seven restrooms, eight have been updated that have been updated.
and so those were not in our cost estimate. We only included cost for the existing Original condition restrooms.
so how much of this program with these costs are items that are broken that need to be Repaired,
versus how many you think are going to have an end of life issue?
I would say the number of the components that are beyond end of life is a large majority, But I would ask for chief johnson and his team.
if there are specific things that are specifically broken. They were called out in the report as end of life or otherwise, But he can expand on that.
so the facility condition assessment that was completed recently with the edc by aecom did List a number of all of the systems,
essentially that are past their useful life. There are the boilers that we've recently Replaced. We've had some restrooms that have been renovated. There may be a cooling tower
here or there, an electrical panel that was done with the bond program. But the majority Of all the infrastructure in the building itself is either at or aged past its useful
life. So let me make a comment. One of the things that hadn't been talked about is the Texas accessibility standards.
every dollar, every dollar you spend, I believe beginning at $50,000, You have to dedicate 20% of those dollars into curing
accessibility issues within the building. So if you spend $50 million, Which you're going to have to spend easily,
that triggers a requirement for you to spend $10 million on ada in texas accessibility Issues.
the number one shortcoming in the building that we have is bathrooms. So you can allocate that 10 million, solve the regulatory issue you have, And fix the bathrooms all at the same time.
and that's just one of the trigger issues we talk about. That's automatic. It doesn't go away. They're tough to deal with and very demanding.
and so that's a situation where whatever you call what you're doing in the bathroom is Going to trigger the issues you saw on the komodo graham up there.
but that's an example. Another example, I don't know how you repair the electrical system Permanently
when you saw that diagram. There are 400 panel boxes in this building.
they're manufactured by a company called federal pacific.
federal pacific was accused of fraud and that they they built thousands of these panels All over the
country. They were sold to a company, ended up with exxon.
they started testing how they manufactured it and failed. And they sued everybody for fraud. They lost their ul rating.
and this building has got them everywhere. If you have a home today and they come in and You need a loan or purchase,
and you have a federal pacific panel in your house, You can't get insurance for it.
that's the that's the situation. You can't repair that. No way. And the electrical system in this building is beyond its useful life.
we've visited with consultants, we've interviewed the city staff twice.
we have gone to contractors who deal with it. And universally they say it's all got to go. It's the nerve center of the building.
nothing operates without it. You saw that diagram, How it penetrates every issue.
I mean, every operating system in the building, Every appliance, every all of it.
and it's the biggest number we have by a long shot.
and that's the biggest differential between our numbers and everybody else.
but we don't know how to make it go away. You can't repair it.
it's got to be replaced and it's our number is $120 million.
everybody else's number is 60. Okay. And let me give you just a teeny bit of history in How we attack this.
we read the engineering reports. It talked about all of this equipment being at the end of Its useful life.
it talked about the federal pacific panels. We then toured the facility with gresham Smith's people,
two contractors on on our behalf and city staff.
they universally said, you got to replace all of this stuff.
we then met with the mechanical engineer that we've had a relationship with to confirm What we're seeing.
do we really understand this properly? We're hearing these really extensive renovations.
they said, yeah, we agree that needs to go away. So then we got a price. Well, when we got a price at 100 and this one was 112 million.
we couldn't understand why it was so high. So we then took our electrical subcontractor.
our people go back to the engine electrical engineer to confirm those numbers, Confirm the scope,
went through all the issues with a person that's been working in this building till since 2017.
he's responsible for the generator pricing and all of the issues.
we then went back and followed up with city staff who maintains this.
we had another set aside building to go with them and go.
are you good with this? Does it make sense? You're the people with the screwdrivers Holding this system alive.
do we need to replace all this? Answer yes. Now that one item is 120 million.
we think it could be high, but I'm going to bet it's going to be closer to my number than Some of the others,
because our guy's been in the building, understands how difficult it is to take it apart, Get it,
get it out and reassemble this, you know, throughout the building.
so, I mean, that's one example on its own. I'll guarantee you it's $100 million and you Can't repair it.
it just you can't. Okay. So that's a great example where you've taken a category, You've gone in and looked at it very closely and you've come up
with a real number. Where is that list for every other category?
we each included our breakdown of the scope of component costs.
w.m two numbers is within a slide within their presentation deck, And we have an equivalent bar chart slide in our appendix of a repair basis.
ours is also a repair basis. Both estimates are a repair basis.
okay. Where is the schedule? That is 100% repairs, Not end of life repairs.
that's what the motion was, a repair program.
so yes, needs. If you read in the following sentence, It says with no fewer than two options for repairs and replacements over a ten year
period. Correct. And that's what both of the consultant teams have prepared.
the replacement is for repairs. They're together.
I mean, it's to repair the building, essentially.
okay. The windows we have now are getting close to an end of life, But they're fine.
correct. And mr. Group did not include replacing them. He reglazed them and resealed them. Yeah, and neither did our group as well, Ma'am. Okay.
the motion was very specific. I know, because I wrote it.
it's a repair pair program. It's not a replacement program.
it's not a refurbishment. It's not a renovation.
so I'm looking for the repair program. Can I let me ask you a question.
the roof. It's been I thought in a bond program and it's been on schedule for several Years and it's still there.
that's an example that I can think of is in spite of what it what's there.
and everybody's saying it needs a new one. You could go patch the roof that I think They've been doing for a long time.
so would you advise us to go up there and patch it and not put a new roof up there?
I mean, that's an example that I think unlike the electrical, That's an example that's been specified as a need.
people thought they needed a new roof, but you could go up there and patch to your heart's Content and maybe get three years for,
I don't know, but is that an example that you if we were thinking like you thought we Should think that's the way we should have attached
attacked the roof. If there's water intrusion today, I wonder why it hasn't already been patched.
I don't know either. I mean, so so this is the question, Why hasn't it already been done?
and number two is if we're trying to keep a schedule of end of life for systems, That's a planned maintenance program.
we should have already had that this entire conversation. We don't have $1 billion that need to be repaired at city hall.
we have a certain amount of repairs, which I still can't get.
that number is. And then we have a maintenance program. And these are actually two different things, And they really ought to be considered as different things.
and I love that people are concerned about this building.
but my god, have you seen the other buildings that the city has shocking buildings.
state your point of order. We're bringing up other buildings. I don't I don't see sustain this. Go ahead and use this panel for what they've actually Done the work to analyze which is this building.
council member. Mendelsohn. I did want to make for the record, You would ask about repairs. So under the city manager's recommended budget and approved
by the council, we did receive funding for a preventive maintenance program for roofing.
it was assessed for city hall. It requested $147,000 of emergency repairs, Which were completed in 2025,
and it recommended full replacement in 2027. And so so we are making repairs when we can.
I'm sorry. Do we have water infiltration right now? We do because we have not put a new roof. We are just patching over and over.
so you have an issue right now that you haven't patched. We patched based on the emergency need at this point, But we have limited funding across the entire portfolio.
was there funding that was allocated? No. October 8th for bathrooms here at city hall.
I'm not familiar with the date. October. I think it's 600 plus thousand dollars.
is this a bond program? I apologize. I don't have it's an item that came to city council.
I apologize, I don't I don't have them all memorized. Well, I think that there has been money for repairs that's been allocated that maybe has Not been spent.
my next question is again, do we have a date for when there would be a vote on this item?
thank you for the question. Councilwoman. Mendelsohn. Today is a briefing, Which is the part two that we communicated two weeks ago that we will be bringing.
we do not have an action item before the city council as of today. Thank you so much. Do you have an anticipated date?
no, I do not. Okay. So there's credible sources that are saying actually to do the repairs Needed.
it's actually under $100 million. Do you just say that is not a credible source?
we have requested the backup data to demonstrate how they've arrived at that value, And nothing has been provided.
okay. I have seen I've seen elements of that report and looking at the systems and, And coming up with a plan to address some of that stuff
made sense, but I. But the numbers and what was in the scope in those areas, The description was very general.
it did not have pricing attached to it. And so you really couldn't tell the viability.
I think the thought process was reasonable, but I couldn't get an answer on and I didn't Really push it hard.
what's the scope in here and how have you segregated the pricing? And I have not seen that. And if you have it, I mean, I don't know anybody who's seen that.
but if you have, we'd love to see it. It was not provided as a reference document to the Team either,
and was not included as a part of our scope. We were tasked with reviewing the documents And all of the documents posted to the city's website as a part of this effort,
but of course, it was produced by someone who worked in the building and knew the systems Intimately,
as opposed to a com who said they did a very cursory review. Thank you. Chairman gracey, you're recognized for five minutes.
thank you, mr. Mayor. Madam city manager, I want to thank you for for one just staying the Course and,
and to putting these teams together to really get to the bottom of this. I think when we started the journey, we were sitting here with staff at 329 million.
and I think it's now jumped to 556. If I'm looking at slide 62.
and I just want to understand this because I appreciate the way this was organized in Terms of the repairs and in terms of the the risk and the,
the priorities in terms of the correcting this. But when I look at this slide here, going back to this renovations versus repairs or Whatever stuff here,
if we're just talking about this, because this conversation started because we were saying Deferred maintenance,
the, the city hall saves city hall, everybody wants to save city hall. And that's what we're trying to do. And that. And in order to do that effectively, It is my understanding that what you all have presented gives us the full scope by which
we can save city hall is that that's the understanding. So and going back to the base of this, I see these corrective repairs, That first row on there where it started at 329 and jumps all the way to
556. Just so I'm clear, if we were to categorize these into deferred maintenance, Does everything that's under
corrective repair qualify as deferred maintenance repairs?
I guess you're asking, is everything in line one of the.
page 62. So with a couple things to consider within that, And I'll kind of reiterate what I talked about during my component of the presentation is
the repairs and replacements of systems that are required to bring city hall up to a safe And effective baseline.
so no revitalization, no, you know, new layouts, Anything like that.
okay. It's in the number there. This number also includes escalation of the cost of work Post 2028.
so from 2028 to completion of the component. It also includes any work that triggers code Elements.
so for example, ada has adopted city building code, Etc.
so all of those numbers go in there. So all of the deferred maintenance and related is a Component of that number.
but to repair the system or replace the associated system, It does trigger other elements that are in that number as well.
okay. Thank you. And then when we get to the modernization piece, If we were to go in and say,
hey, I'm getting my house repaired, and these are all the things that need to be fixed.
and now it's time to start putting my money where my mouth is. And I'm like, wait a minute, maybe I don't necessarily need these.
what what items listed are those things that we have an option to say?
well, maybe not right now, but these things going back to that risk, And I think a majority of the bubbles were,
were in the high risk area. Is that a way to kind of take this presentation to scale it Down,
because some of the colleagues are going to come through, And it'll be interesting to see how these narratives change and the wording pay attention
to words. Some people, the words that were used, Some people want to say, some people do this and they change these narratives.
but while they're fighting for city hall and why they were advocating for city hall, They're saying,
we want to do this, we want to do this, we want to do this. And now we get the numbers. We've been debating these numbers for the last I don't know how long debating these
numbers. We've had a million people working on these numbers to get this to get us to This.
and now we're going to now try to debate these numbers again, Because we don't want to accept the fact that this building is old,
and it is going to cost us a lot of money to get this building repaired. So I'm just trying to make sure I understand the nature of this.
which one of these items can we say, okay, well, I don't really have that much money.
so which items can I cut and still be okay with that?
is that what these modernization, the lines underneath that are or these are just other Items that will be a result of the first line.
yeah. So I can give a baseline answer here. And then maybe peter can expand on the Modernization components.
if you go to slide 19 of the presentation for me.
and as we were talking about the risk based prioritization framework, If we talk purely about the repair replacement associated code triggers and otherwise that
happen within this part of what we gave you in this risk based framework is what are the Things that you need to do now because they're going to fail and they're going to have an
impact on the facility. What are the things that you don't need to do now because they may Not have an impact?
an example of what you're talking about is I only have so much money, I can't do much now.
the cooling towers are something that have been replaced and have a lifetime.
that would probably span until about year nine of our ten year repair program. Now, at that point in time, the city could choose to, As we lined out, refurbish those and put an additional 5 or 6 years on it.
but if you want to put through a bond program or otherwise, Obviously you want a significant life and warranty.
that may be a choice where you can refurbish like we did or replace at that point in time.
so there are elements within the risk prostate risk based prioritization framework.
big word. Sorry, big word there. That can be addressed.
but part of it, you also have to think about council member. Gracey is when we start to go In and open up some of these spaces and you have to do asbestos abatement and otherwise
you do have a cost for those re mobilizations and otherwise that are being done during That period.
so I can't speak to you know, the full kind of renovation or relay out of the facility.
maybe peter can touch on that more, but for the repair and replacement components, That would be my advice there.
okay. Thank you for that explanation. I appreciate that as I was going through trying to Understand all of these different systems that we have,
I couldn't figure out the way, the best way I could frame this is what percentage of the Systems.
could be refurbished. I guess if you had to put an order or.
reuse in all of this process. Again, trying to think of ways to save money.
realistically, what percentage of the systems could actually be refurbished or is that.
again, one of those questions to your to your previous answer that you don't know until we Actually get in there, but base 90% of it needs to be replaced.
but 100% if we get in there or 50% needs to be replaced.
so I think that's an interesting question when you think about systems as a whole. So plumbing, hvac, electrical, etc., as will lined out, The electrical system is difficult to not replace most if not all components because you
do have elements you cannot repair. Right? And so you know, Just like in, in newer tech at your house,
if the plug, you may replace your computer, but your plug off the wall may not fit because There isn't a port for it.
you're going to have some scenarios like that where you may be able to repair an element Of the system,
but it's not going to speak to the rest of the system. Same with hvac, Right? Right now, most of that is done through pneumatic controls.
if we're updating components of that, and we want to go to a digital control system to Support comfort and well-being and energy efficiency.
most of the end points have to be replaced to support that. And so I think as you kind of go through this, Most of the systems, the major systems in the building need to be replaced as a part of
this program. There are elements like the passenger elevator system that have had work Done to them that you notice are not a part of this program and otherwise.
so there are elements like that, and the framework helps you kind of lay that out. Thank You. So, so so you guys intentionally excluded those things.
and I'm kind of looking at, john, those things that were already been worked on and all of That. So these numbers are the numbers for everything in this building that needs to be
replaced, repaired, renovated, whatever the term that you starts with an r, It needs to be fixed at this point.
this is the true number to get that. And again, I just I don't want to spend another several months debating these numbers and insulting
your intelligence and your professional and your experience and education and all of these Things.
I don't want to spend time doing that, and I don't want to go back and forth with the Public on these numbers,
because we've now had reviewed this at least three times, I think, with staff, one group and another group that's have now come in and at least
seven people on each team. So that that's that the next question I have is the roof, What will it take to
actually replace that roof? So let me share with you the information from the study that Was recently completed.
it was assessed in 2024. And the overall roof grade for the building was given a c minus.
and at that time it was beginning to show age related deficiencies. And there were emergency repairs recommended for $147,000 that were completed at that Time.
there was an additional leak repair on the upper north side for the next 15,000 more Dollars.
it recommends full replacement by 2027, and at that time for this vendor, They recommended between 3 and $3.5 million for a roof,
which would be a like for like replacement. I'm not for certain if gresham or mr.
group has a different or an improved roof in there, But it does need a new roof.
okay, perfect. And then the last question I have, And I just want to make sure I understood that this is about the,
the, the smoke and the smoke removal or whatever. Am I to understand that in the stairwells, if there were a fire in the stairwell, If it catches on fire,
smoke would fill the stairwells. Is that what I understood? I don't I can't remember who was is he? That's correct.
the stairwells in the atrium would act as a chimney. They today do not have pressurization to prevent the smoke from spreading rapidly and Causing higher risk to occupants.
that's a system that could be installed but does not exist in the building today. Okay. And that is currently our fire escape way.
thank you, mr. Mayor. Chairman west, you recognized for five minutes.
thank you. Mayor. I want to focus for just a second on some clarity on the repair versus Renovation.
so I thought a slide that was particularly helpful to me was slide 12.
the toilets. Can we go to that slide for just a minute.
and pause my time please. Thank you. Okay. So to me, This is helpful.
you have a toilet that is causing problems. You go in, You're going to repair the toilet.
when you're repairing the toilet, you realize there's water leakage and problems behind The toilet.
and then you also realize it's not ada compliant in that bathroom.
so that is a repair that triggers a renovation. Is that correct? In the way I understand it. Yeah.
and I would add in addition, if you're removing elements of plumbing, You have to replace or you have to repair elements of the distribution plumbing coming
from the main system that may also trigger the full replacement as well, Especially if you're having to remove tile that has mastic in it.
that would cause asbestos abatement. Those are all components that would trigger that. That's helpful.
thank you. And so it's impossible for you to just say, All right.
as my colleague had pointed out here, I really just want to see the minimal repairs, Which to me is a band aid replacement.
it's impossible to do that without triggering other renovations that you're trying to Encompass in the rest of this report,
right? There are some issues that are known, Like the asbestos.
we are aware of certain conditions in the building, And then there are some that are unforeseen because we haven't yet done construction.
demolish those partitions looked below the tile behind the walls.
that's what we wanted to acknowledge here of how those things grow in scope.
so both are true. There's known triggers that we're already aware will expand the scope.
and there's also the potential for additional unforeseen challenges.
thank you. And the other comment that was made that was actually quite shocking to me was That we would make repairs and not worry about
getting up to code. So I don't I wrote the quote down. I can't find it, but it was like, why would we ever ask a team of professionals to make Repairs and not get it up to code?
I remember us sitting up here and absolutely crucifying staff for doing that at the Stemmons facility where we couldn't even move in.
the media crucified the city for that too. Why would we ask our why would we treat our City hall in that same way and not get it up to
code if we're going to go through this renovation process.
let me ask the city manager this question. Or maybe the city attorney can do we allow Other businesses that welcome the public into
their doors to make repairs and then not get up to code?
can they get a co? Thank you for the question, Council member west.
and the answer would be no. Okay, so why would we make an exception for us?
I would never recommend an exception for us. And then I guess if we are going to make Exceptions,
do we skip being code compliance on fire code.
do we skip code compliance on ada? Where do we pick and choose where we're going to be Code compliant?
well, I think the first way that I would say answer that question is, Number one, I would not even want my code director of the department to actually do a code
evaluation of this, this city hall in its current state, Because I think if we're going to do a repair,
we need to make repairs that will end up in us being code code compliant like we require For everybody else in the
city. Correct. That would be yes. Okay. And to do that, Are you telling us I'm looking at the panel now that
this plan here, whether we do the shorter term or longer term phase, Is, is one that we would have to go through.
so without any sort of reconfiguration or modernization is kind of lined out by cbre.
this would bring all of the critical elements of the facility up to code and complete the Repairs and replacements of the systems that are specked out as failing or past their
useful life. Correct. Okay. And if we choose to go down this path there, We, we need to prepare for it in a budget.
and so my questions are going to really focus on that because for months now, My goal has been to get to a financial picture that I can truly evaluate this
from. So which slide or slides would you direct me to to help us in our budget planning For
the fall? Because we've got a really I mean, We're imminent on the budget here.
if I could start. Thank you. Council member west, I think for the purposes that we've publicly stated before,
we. We've. We are already in the budget planning process now, And we have made substantial strides over the last few months of trying to just get
to kind of where we are, which is why we've given you two budget briefings prior to today.
so if I'm looking at slide 34, slide 53, as well as slide number 57, Those would be the cash flow projections
based on the way the programs have been laid out by both of the teams. That we would begin to need to look at in order to determine what would be needed in those Upcoming years.
and that would have to be a part of the way we start thinking about potentially the Implementation of a program and what the budget capacity would need to be in order to
accommodate it. And I'll let the team continue. Thank you. Well, and I this may be for staff still, But I'm looking at slide 34.
thank you for that. So for 2028, we would need to budget around 7572 to 75 million.
is that right? I think it's higher than I would I would direct you to slide 62.
the final piece of the presentation provided by cbre, Which starts with those base values,
but then has additional layers for the council's consideration.
okay. Walk me through this one more time. So you know, Let's, let's just let's go with w m2
option one. Okay. I don't mean to pick the highest one there.
let's go with guess option one. It's lower 744 million.
what is what from that. Would we budget in for the next year.
I'll take a crack at this. Councilman. I would look at it this way.
the team has articulated collectively the amount of money you need for corrective repairs.
and that is your baseline starting point for what you would probably need in a bond Package.
to, to start down this path. Once you start down one of these paths, You have to commit to a short term.
if you say 6 to 10 years is short term, short term lease in a temporary relocation.
so you would immediately commence that when you start your, Phased departure and returns.
so those are things that have to happen. But there's not an optional item on that.
so if you're looking for what do you need to start? I don't know if you can start any one of these projects without committing to it all the Way. So I would look at the modernization numbers,
for example, as are we okay coming back to omelet shell or do people need desks and do we Need furniture and do we need offices?
so if you all tell us those things are optional, We're happy to remove those numbers. But those don't appear to be optional based on
occupancy patterns and how people use office real estate essentially. So I don't view any of those options as categories as optional, But your starting point is getting a commitment for that 600 or excuse me,
$531 million. But you will need the rest of the funds at some point.
okay. And you mentioned the bond funding. The next, The question I was going to ask for staff is how would we pay for this?
I'll come back to them on that. So of this g s option one and I'm I'm not I'm just picking It out.
there's I don't necessarily support that option. Is there anything in that number we're missing?
anything that's not in there like lease costs while we move out, For example, anything that would be added to that that's not already in there.
so that top line in g s option one, the 531 million, That's the repairs and code triggered required scope.
your additional soft costs that you're asking about for leasing, Moving people in and out,
moving furniture in and out are all the lines below. Okay. That cbre has evaluated. So you're not forecasting any other unforeseen costs.
that would be significant enough that we would need to consider when we're looking at the Full picture of weighing our financial option,
of staying in city hall and renovating or potentially moving city hall. This is this is the window for this. Yeah. This is the capex piece of it, If you will.
I mean, since you are maintaining the building and staying in it, You're operating expenses don't disappear.
you still have an operating budget. So and all of these scenarios, You know, there's a, the actual expenses the city has incurred run out through the 20 year
model for an occupancy. Preview of that. So there are other costs that are not in that $744 million number that you have to incur to continue to operate the building at
the same functionality or nearly the same functionality. So there are other costs that, but this is the capital piece of it.
and I remember another slide that had the operating costs, I think phased out.
I believe it's the next slide. 63. 63 thank you. Yes. So here's the baseline. Plus you add then the financing costs.
if you were to just assume you're borrowing that $744 million from the previous slide.
the financing is just 5% cost of capital over 20 years.
that's the amount of interest you pay on a bond of that magnitude.
and then you have your temporary lease costs and your operating expenses again, Are the actuals simulated out for 20 years,
your annual number grown at normal growth rates for the operating picture.
so okay. And I guess I just need to digest this a little more. But what I need to explain to my residents is, All right, here's the cost of the complete renovation in whichever phase we choose.
here's the cost of operating the building. And then if the city chose to instead move out,
here's what that cost would be to the taxpayers. I mean, at the end of the day, it's a big part of this is the fiscal decision we've got to Make and our duty to our taxpayers.
and I just need to get a grasp of what all those are how we pay for it.
and the renovation. Is it a bond fund? So thank you for the question.
council member wes, we've communicated previously that it's either a cash payment or it's Use.
I said use the credit card based on where we are today.
we wanted to have an opportunity to let you hear back on this phase two.
we do not have a full financial plan prepared to lay out for you today.
that would be a part of what we will continue to work on and bring that back to you. So that's not in the presentation that you have before you today.
I know I see mr. Ireland out there. We've started talking through it because we're looking At it not just as a one year type of a situation
from a financial planning perspective that we would be able to come back and be able to Show you if we were to do this,
whether it's the five year, the 6.4, the ten year, How do we move those costs out and then either be able to absorb them,
which we know will be difficult through just our current general fund, Knowing the budget pressures that we already have going into the planning for the upcoming
budget. So we don't have that plan ready today, But we will be coming back to that, coming back to you with that soon.
and we'll need something very like graphic to show you. Will residents like my upcoming town hall. They're going to expect to see that.
our goal is to get you a side by side. Chairman ridley, You're recognized for five minutes.
thank you, mr. Mayor. So I'd like to return to the scope of this project as laid out in The march 4th resolution of this
council, which was to develop a repair program that prioritizes the most critical needs For city hall and city hall plaza,
with no fewer than two options for phased repairs and replacements over a ten year period.
and I'd like to try to refine the distinction between phased repairs and the renovation Costs that
have also been covered by this report, and I think that the best slide in the pack that Attempts to do that is.
19. The risk based prioritization framework, And you in the presentation described those
bubble items that are above the dashed line labeled prioritization as being the ones that Require the
earliest attention, in other words, the most critical repairs. Is that correct? That's correct. And those include such things that we're all aware of, Like the roof,
the garage leaks and the generators. And so those appear to be the
items that have the shortest fuze on them that are the most critical repair items.
correct. And then at the other end of this diagram, There's a second dashed line to the left.
now, what does that indicate? That indicates the lowest priority items, The things that are not beyond their useful
life and are at the lowest risk of failure. So those might be considered periodic Maintenance or renovation items.
well, and at this point in time, as we stated last time, And I'll say it again, we have not found through the information provided to us and the
study that we have done any building structural issues. And so it's listed as, at this point in time, No major risk and potential minor impact in the later parts of the program and would be on
a maintenance type component. Yes, sir. All right. And so then we've got the space in between those two dashed lines, Which are not immediate critical
repairs, but things that we should consider doing at some point in the next ten years.
is that accurate? That is correct. As you can see, They range between in the 3 to 4 year risk of failure all the way up to the 7
to 8 year risk of failure. And those include elements that are used day in and day out as A part of the city operations.
and one of those is plumbing. And we heard the analogy with the toilet.
and when one of the panelists said that the pipes were corroded and all need to be Replaced,
you were referring to the cast iron soil pipes only, Weren't you?
yes, I was referring to the plumbing distribution, Not the water supply lines.
and I presume those are copper and are not corroding at this point in time.
we're just talking about the components you referenced, Correct, sir.
yes. Okay. And so we're not you didn't include in your estimates replacing every pipe in The building.
not every pipe? No, sir. And what about the electrical system? I understand that the panels need to be replaced.
the equipment needs to be replaced. But you did not include replacing all the wiring in The building.
correct. So in our in the grisham smith estimate, We are carrying dollars to replace the majority of the primary switchgear.
there was some switchgear that was replaced in 2018. And so there's parts and pieces of that that are newer that we have are leaving in place As a part of that.
we also are carrying a contingency to replace components of the branch wiring depending What happens during the repair process.
but overall we are not replacing the branch wiring components. Okay. Now with regard to the items that are above the prioritization line, The most critical repair needs,
where in your presentation do you have the costs for those items.
so for the grisham smith presentation, sir. That is presented in the appendix on slide 67.
and for the w m2 presentations that's presented on slide 56 and slide 52.
okay. I don't see on slide 67 a an item for replacing the roof, Which I think mr.
johnson just told us would be a 3 to $3.5 million expense.
why is that not listed separately? Sir, we have envelope and and roofing together as a Part of the waterproofing work that's going to be done there.
so that's listed as fourth from the bottom on that slide. What is that envelope include. The envelope includes sealing to the building, Sealing to the plaza and related components as well as sealing to the windows.
so once again we're not calling out replacement of the windows as council member Mendelsohn brought up.
we are just sealing the windows for water and related energy components and so why does The concrete need to be sealed?
why is that a critical repair item? The concrete on the building, Sir.
yes. So we have a cleaning and sealing of the concrete area to make sure from a Waterproofing perspective that there's areas that are exposed that need to be
covered from a waterproofing perspective. Now from the garage and the plaza area, There's components around the expansion joints related that I think I'm not talking about
those. I'm just talking about the concrete envelope of the building.
where is it leaking now? I think that's really more of the patching.
there's a few cracks that are on the facade. And another, If you remember in that phase one sequencing,
when we're there repair, we're when we are there pulling out the sealant that's around the Windows,
you have scaffolding or anything up. So that's a good point and a good point in time to Take care of those smaller cracks.
they're not in significant way going to cause major problems in the facade, But that's the time to fix them because you're there for your mobilization.
okay. And have you identified any of these cracks? We have there are some that are identified in some of the earlier reports.
we were looking at some of them you can see from walking around, There's more more of them are associated with the garage and sort of the base of the
building. Like if you go down the stairs that lead down into the garage, You can kind of see them down at the base of the far north street,
for example, that little well, that's right there. You can see some of the stuff that needs fixed there.
so these are not the source of water infiltration into the building at this point.
we lost I don't know that we know that answer to be 100%, But they could be.
yeah. I I do want to know. We were not tasked with completing our own facilities condition Assessment.
and so the the information we have to go off council member really are from the reports From a.
com and conversations with staff in that report, It does call out that there needs to be some ceiling to the exterior of the facility,
as well as the the plaza as well. And then as we mentioned, With the window component, the ceiling of the windows as well,
so is the plaza and the garage ceiling all included in this fourth from the bottom item Envelope and roofing.
sorry. On our number. Yes, sir. So we have between the concrete and structural number that Is line three and between the envelope and the roofing on on
the grisham smith number that is inclusive of the envelope of the building, The roof of the building,
the plaza itself, as well as the plaza waterproofing.
now, there are some some components we have as far as removal of plaza area that's carried In the site work and demo to expose and get to those areas.
I believe that wm2 company is carrying that as well as a broke out item on broken out item On their slides to well,
that's the problem. This is not broken out by the different components. We've heard the roof is 3 to 3.5 million. We've heard from the waterproofing consultant That the plaza waterproofing is 2 to 2.3 million.
we've heard about a few minor cracks in the exterior surface of the building.
that can't be millions of dollars to seal. And so I'm curious how you get up to the 22, $25 million.
so I also want to mention about the roof that the estimate that I provided again, Was a like for like,
so they would be replacing the exact old version that we have. And the consultant teams may have scoped an improvement or bring something up to code that Would be at a different price.
well, did anyone do a revised price for the roof? Yeah. So I can speak to our number for the roofing and I'd like w m2 to also come on it, Comment on it as well.
the roof carries about 160 500 zero square foot of some of the ply replacement and Otherwise.
now there's also roof drains related components that when you replace roofing, Need to be done.
and so our own roofing numbers closer to 7.5 million. I'm sorry. How much? 7.5 million, sir. Okay. So how do we get to 22 million?
so for the $22 million number for 25 million. 25 million. Yes, sir. So within that, we have approximately the plaza deck and Waterproofing components comes in about $9 million.
we have seven plus million dollars. Like I said, For the roofing component, there's also another $3 million that includes facade access and
working swing space and scaffolding permitting and caulking that comes through those Pieces.
and then when you get to the garage component, As was mentioned earlier, there's concrete spall and delamination repair.
there's expansion, joint reconstruction and column corrosion that all come into that Number.
well, that's all in the concrete structural item, Isn't it?
concrete structural. So we have the garage number, Right. And concrete structural. So for envelope and building between those two components to get To that number.
apologies. Sorry. Lots of numbers here. So for the envelope sealing and glazing, As I mentioned,
we have the concrete facade penetrating sealer. We have crack joint epoxy injection and prep.
we have glazing perimeter caulk as I mentioned was about 120,000 square foot.
we have the parapet transition sealant. And those are all for the envelope sealing Component.
that comes in about $6 million, $6.5 million for the roof and plaza waterproofing Components,
as I mentioned, which is envelope and related. We have about $7 million for the roof and another $8 million for the plaza deck and Waterproofing,
which gets us to that $22 million number. Okay, I'll return with more questions next time.
thanks. Mr. Roth recognized for five minutes.
thank you. I appreciate the presentation. And it's and I'll tell you, It's it's it's eye opening to see how the building is really structured.
it's basically five little boxes and you got, You can so you can work in each box independently.
so that really facilitates moving people, not having to interrupt, Being able to segregate your,
your operations and, and hopefully you can repair stuff as we need to in those boxes, Get them complete.
so what that's, that's interesting to me to understand how the work can be done.
number one. Number two, the in. In your planning of the numbers, You have five, you have 500 and let's say 600 million
and 610 million. Those are the, the two numbers.
under the five year plan it seems like on the priority amounts you really, You're spending most of your
money on the electrical. That's, that's the big number.
and and then the second one is basically that that's really your big number.
and that's something that really has to be done. But in these numbers that you're Projecting,
I notice you've got a $90 million contingency.
is that, is that that's extra, that's sort of our protection. That's a conservative sort of a reserve in case you run into a jam in case there's some Other problem.
so that number, the $600 million has got 90 million of it is potential contingency if you Get some surprises.
is that correct? That's correct. Okay. So we've got a little bit of a buffer there already Of almost $100 million.
that's number one. Number two. The roof you got, For example, you said it's 160 500 zero square feet.
okay. At eight in the number you have here is $8.5 million for the roof in this ten year Planning budget and the five year planning budget,
that's 50 bucks a square foot. That's pretty, Pretty high for a, for a roof.
so that's a little bit of a conservative number. There may be some, some some, some extra money in there that could be saving what I'm Going to ask you the question,
and I'm not asking you to bake the answer, but to tell me the right answer. Are these numbers that you're projecting somewhat conservative?
are they are you trying to give yourself a little bit of, Of movement so that you can be a hero if you can make it for less.
I don't know if I would say, you know, the hero component. I would say that without a design and being in a planning level phase, You know, I have spent my entire career advising municipalities on how to
structure and build municipal facilities, whether it's city halls, Emergency operations centers,
related. And the most important part of the project is the planning estimate phase.
to make sure that the known scope is agreed upon, There's sufficient dollars to go to and that the city can prepare to do that.
so, yes, there are contingency numbers built in here. There are escalation numbers built in here, and our goal is to give you a directional Budget that you can then take as a rom to look forward.
so when you're planning your financial components or planning your procurements, You can have a good rough order of magnitude to plan against.
so, and that's, that's what I am expecting. Was the answer going to be, So you're trying to give us a vision,
a conservative number that may have a little bit of extra component in case we have a Surprise.
hopefully it's going to be less, but it gives you all flexibility and gives us flexibility To determine what we're going to do every year for the six and a half years,
or whether we're going to do it over the ten years. So from a budgeting standpoint, it looks like what you're doing here.
we're going to have a big hit in the first two years because that's where your big Priority numbers are in the electrical number.
does that include the generators? Yes, sir. Yes. Okay. Does that also include the first two years as basically 150 to $170 million, Give or take.
right. So that's the two that's the two big years that we have to combine.
after that, we're sort of rocking and rolling under the ten year deal, About 5060 million a year under the five year deal you're about.
also you're going to be at I don't know what the number was, Was 100 million a year.
so if we string this out, we only have to pay. We only have to budget maybe $50 million a year.
again it's big money. Don't get me wrong. I don't have $50 million to spend every year.
neither does this group. But it's something that can be planned and it can be judged.
and we don't have to spend it if we don't need to, If we don't want to.
if in five years, if on a ten year plan, we decide to do something different, We don't have to.
we can do something different. It gives us tremendous flexibility.
the other, the the other question I have though, Is the, the, the implication of the ada and
the asbestos stuff. Once you, when you segregate the building as you're making it that Componentized effect of ada
and, and asbestos is limited to that component or does it then automatically relate to the Other.
so from the I'll speak to the task perspective and I'll let don and will speak to the you Know,
the asbestos or otherwise. From the task perspective, If the project is submitted to tldr.
tldr and as a task project, as one complete project from the, From the date of substantial completion,
you have 270 days to remedy any task components. So depending on how this project is phased, we may have more or less time to complete the Task and ada components of the project.
from the asbestos perspective, before we can get certificate of occupancy to move back in,
we would have to have the permit approved for that piece as well.
the and your question on the asbestos, the way it was broken up vertically, We have walls to the deck.
and when we talked previously, we were talking about a lot of plastic finishes a negative Pressure and you still have to have that negative pressure.
but when you phase the building like that, you've got structural walls going to the deck.
so there's much less risk and you can control it better.
they're sort of like firewalls. Yeah, almost. These are little boxes. We're self-contained boxes.
okay. I have. I'm out of time, but I have a couple other questions.
miss blair. You're recognized for five minutes. You may not need it, but thank you, mayor. Thank you guys for your presentations today and For my colleagues who's whose questions have already been asked.
I'm going to ask specific questions in regards to my favorite subject code.
how does the phased repair program priority and prioritize safety and code compliance.
okay. So I can go ahead first here, and then we'll let don and will if they have a Different perspective to add.
but one of the important things we've heard, And I believe council member johnson last time talked about a safe city hall repeatedly.
and I think it's an important component for us as we went and looked at the project.
so things that were important to us is making sure that the major mechanical systems in The facility were replaced early as those support the rest of the facility,
right? All the components for staff and otherwise. The other piece of this that I think is important is our prioritization around staff Safety also includes asbestos abatement,
right? So for areas that we're going to be working in abating that area fully before staff Move back in and prioritizing that approach over and over again as we move through the
facility. I don't know if you have further to add, But.
in the investigation that we've done, we have prioritized life safety.
and to us right now. The smoke evacuation system and asbestos are the two most life Threatening conditions that we have
from a firefighter's perspective. The biggest obstacle they face is going into stairwells That are not pressurized.
now, there are some people within the industry that believe that stair pressurization is Not that important.
we believe that the building code is the minimum standard for these life safety systems.
and many times we far exceed the building code in the interest of protecting people.
so what I would say is that stair pressurization is really important to the firefighters That enter those stairwells.
if the building's on fire and if they go into the stairwell and it's not positively Pressurized,
that means smoke from any floor can enter that stairwell. And the firefighters then are now dealing with smoke in the place where they're trying to Connect to hose bibs to to drag their fire hoses out on the floor in an
un sprinkled building. Things will change dramatically when an automatic sprinkler system Gets installed on the upper floors of this building that many
times reduces the fire department and emergency responders responsibility to clean up Rather than put the fire out.
but the way the building is set up right now, We have nonexistent access to those stairwells in terms of stair pressurization.
yes, firemen can go in there, but they don't know what they're going to face when they Enter those stairwells and the smoke system in the atrium.
to me, it was on the original drawings. The architects knew they needed to do something to Remove smoke from the upper floors of this building.
if a fire did originate in the base of the building, But that was omitted for some strange reason,
it was omitted. We don't know why, but I talked to one individual who told me that there Was an intention to do it later.
and since the course of this building being opened, The code requirements for smoke evacuation in the atrium have changed four times.
and the interesting thing is they're not as stringent as they were early on in the 1999 Code.
it required six air changes in that atrium space. Then it was reduced to four. And the current code allows us to go down to two air changes Per hour.
so it has to do with a whole combination of other things in the life safety network.
but I do know that we want to take care of those life safety issues first and foremost for The occupants of this building and the firefighters who arrive here in
an unfortunate situation. You said something very specific that this was for fire.
we were looking at it from the perspective of fire, Getting in and out and being able to understand what about the the employees that would be
in the building? I was in a building that was burning. I worked at in, in when I worked in, in la, we were in a burning building.
we were we couldn't get where we needed to go because it was smoke.
yeah. So can you please address those safety. It's based on what you just said. Well, smoke inhalation is deadly.
there's no doubt about it. It's just a question of how much you can tolerate.
but the presence of smoke can be altered by a proper smoke evacuation system.
the code requirement is that there's no smoke. The code requirement is there's a six foot clear path below the smoke on the top floor.
so in the seventh floor of this building around the atrium, That smoke accumulation would have to be no lower or closer to the floor than six feet.
and that's what these systems use as design. Today we have computer models that simulate These fires and we can simulate in evacuation systems the exhaust
fans and the air intake fans, the make up air. And it can all be done now at a level where we're designing to the right solution rather Than overkill.
so what I would say is we just needed time. We ran out of time, Folks.
I'm just honest with you. So we had lots of things we wanted to run down. And I'll tell you one of the other ones we just have to get, We just have to get good information from a lot of different subconsultants that we
haven't even had a chance to talk. So let me let me go on.
so you're so let me go on to the next question. You said if additional code. So if additional code issues are found during the repair Process,
how would those be addressed. Would they be addressed. Will you be because you have you say that based on what councilman has said that you found That you have you have
some contingencies baked into your. Are you saying that you would just do the work without Coming back to council?
so I think a couple things to note here. I want to clarify.
in our approach, we are replacing the and implementing the atrium, Smoke ventilation, the fire pump room,
and related sprinkling components all in phase one. Okay, so that's the first thing as a part of life safety out the gate.
and then we are doing the horizontal distribution to the areas as we go through the phase.
so I just want to clear that component up. We'd still use the standpipes for the existing Facility for any areas that are not renovated at that point,
but we would then go throughout. Now to your question around, If things are found along the way,
would we do them without council approval? We are not currently under contract to do the Work or plan for that.
and once again, as I mentioned earlier, our job at this point in time is to provide you With sufficient scope,
direction, and budget components so that that can be planned as a part of the scope of the Project.
now, whether or not the contractor would have to come back to council to complete that Work would be dependent on the way that you structure your contract with the council
member and the state, or with the contractor in the state of texas. And so I think that's The best component that I can answer at this point on that.
to me, if we if we discover things during the course of construction in what is a Remodeling project,
we have to isolate it, define it, solve, identify the problem, And then ask for approval to make those changes.
it wouldn't be automatic. Thank you. Well, all new code issues found during the repair Work be addressed immediately.
or will council. I guess you just answered that. Well, council. So that would mean you would need a change order if you were if it.
or do you have funds when you said you had funds baked in, Would you still need a change order or when would you based on how you you
did your budgeting, how would you answer to. Are we saying that you're just going to do Stuff or,
or or do you have to have. I'm sorry, explain or do you have to explain?
let me say this. Let me let me readdress it. If you have found that there is additional Work that's needed and you based on your pulling
a wall out, I did some remodeling and you're absolutely correct.
you and my house is an old house. You open up a wall, You find stuff that was supposed to be there that's not there.
you find stuff that you didn't, you didn't look for.
with your budgeting that you have laid out. What, What is the give me, let me ask it this way.
what percentage or is there a percentage of error that we should, We should look for in your budget?
so we are carrying, if you can, whoever's going through the slides, If you can go to the next slide for me to account for unknowns,
because we're not opening up the, you know, we're not completing the work at this point in Time.
we're not doing some of the exploratory scanning and demo all those components. At this point in time, we're carrying a contingency of 10%, A market reserve of of 5%.
and then obviously the market escalation. Now, If there are things that are discovered that are outside of the repair of known elements
that we've been provided in here, we would hope that the contingency could cover that, But it needs to go through a full design and exploration process to really identify those
items. Let me answer something this this way.
again, this is a general purpose budget where we've dug into some some areas that we Thought were needed a little examination,
but the step following this is a much more robust and detailed program of drawing what you Want to be
corrected defining the scope of work and coming up with a much more refined budget to deal With that.
when you do that, you may want to shrink the contingency, But most of the time you never do anything to
your contingency before you've even started a job, People all of a sudden get confident.
but I've just been through so many projects. You ultimately use a healthy amount of that Contingency.
now, if you structure your contract right with your contractor, And I don't know if you're concerned about this,
they don't just go spend that contingency. They've got to come to you and say, Hey, we have a problem here.
either somebody missed it in the plans or we had a hidden condition. I mean, there are a variety of things that can trigger additional cost.
but before somebody just goes and spends the money, They've got to come to you and explain,
you know, how they want to, how they've addressed that and how they're justified in taking It out of contingency.
because you could have an argument, mr. Contractor, That was in your original scope.
you can't use my contingency for your problem.
and you, you negotiate contingency all the way until the day you finish the job.
but that's the way it's typically structured. City manager, I have a question for you. How are we supposed to pay for all this?
I would start my answer with the, the magnitude of the, The, the cost, as we've
talked about previously and even the earlier discussions back in march when the number was A little bit different was the pulling that into the overall
context of our budget. And there's been comments made about we should never borrow money To do,
whether it's repairs, which I agree, because when you're talking about repairs, You're not,
you're not necessarily talking about things that are going to last you for 20 years. So Why would you want to go and issue bonds and pay on them for 20 years?
and what you've prepared might last you for five. So I totally agree. And so then that puts us back to the current pressures on our existing Budget,
not only for this year, but in our budget projections going forward. And so my immediate answer would be, if you're asking me today, Do we have the current funds cash in our existing budget to pay for
us, whether it's the recommendation on the numbers we have from gresham or the numbers That we got from w.m.
two year one, two, three, four, five. It really doesn't matter. My answer would be no, we do not. And so we would have to as we do every year as we're Planning out the budget look for
additional ways that we can continue to do what we've already begun.
how do we look at our streamlining of services, Efficiencies, duplication. We are already doing those things now. And even with the budget projections that we shared With you over a month ago,
we are even in the existing budget right now showing a gap.
and so the short answer is you don't have the funding now.
and if council wants to proceed with a whatever, Whatever you call it we would want to make sure that we understand that that's your
direction for issuing additional debt. So that is my answer for now.
so if we have if we're going to have to have additional debt to do this work, How do is there would we need to.
well, let me ask this, this question of you. If we look at a ten year process, 20 year process.
let me start with you guys. Typically when I, When I remodeled, I wished I had done it like my sister did,
moved out, gutted it, and did all the repairs at one time.
because by the time you try to budget for today, For this piece, then tomorrow for that piece,
and then for the next piece, the first thing that you started with starts failing.
so why would we do a ten year or 20 year or even a five year process when we
and have you added into your cost over the ten year process?
a plan that looks at things that you, you said haven't, Like you said before, had a nine year life cycle on it.
and on the 10th year, what are you going to do with it? Do we have to start all over again? So a couple of things I'd like to clarify.
I agree with you on the home renovation piece. I believe they call that divorce dust when you do it in the home. So understand on the Phase project,
I want to I want to go back to the fact that we were tasked with at least one of our Options being a ten year program that was not selected by our consultant team as a part of
this. And so I think a couple things to consider, And we talked about the, one of our core tenants being effective and efficient use of
taxpayer dollars. When you look at a project like this, It is important for us to present all the costs like peter did.
so you can look at it holistically. I can tell you from a construction perspective only, Of course,
we would prefer to come in and work through an unoccupied facility and complete the Project as fast as possible.
it minimizes the premiums. It minimizes the risk to occupied spaces, All of those things.
but this is a city hall. There are critical functions that need to be delivered.
and so it also has to be considered as far as what the costs are for those to be relocated Or provided otherwise.
and so I think that is the decision that is facing the council today with the fully loaded Numbers around swing space and otherwise is what is the priority,
right. Is the priority to continue to operate in this facility for the foreseeable future?
is the priority to is in the most effective manner? I think there's costs on both sides that need to be evaluated there, And that's why the numbers are presented the way that they are. You guys
don't have anything to add. If you ask any contractor, They want things wide
open and go. So if if you would go visit with a contractor, They would say, let's do a lot of front end planning,
do drawings. Let's see if we can't tighten down the numbers and refine the scope, And we would like to blow it go as fast as we can,
which would imply an empty building. Okay. So again, I mean, we did a we
did just like, just like you said, we had a ten year obligation to do a ten year plan that Was within the resolution,
our alternative plan, you can see we cut, we cut it in half and built it in five years.
I still think that's pretty aggressive. But our folks say it's doable.
and so that's, you know, that's why we came up with an alternate plan in larger chunks Where we could move people around and still make it work and hit it and hit a five year
program. I don't remember which one of you guys who said about l three
because you didn't go, but you know that there's, There's leaks, there's water leaks and you feel that it's just a crawl space.
anything that you have said that needed to be repaired in l3, Is that baked in your prices here,
or would that be additional charges that we would have to consider?
she asked. We discussed the crawl space. We we talked about how to potentially address it,
where you take it out or fill it up or putting in fans, You know, to, to keep it dry.
but we don't have a number in there right now because we, We didn't get down there and really look at it and,
and understand we've seen pictures and we know it's an issue, But we did not have a number in our budget.
and from what I understand, it's not a it's not a big number, I think, to address some of that.
I couldn't tell you what, but I know I'm just relaying table talk.
conversation among our team is it's an issue.
we didn't have access to it, so we didn't put it in our numbers.
yeah. And I would agree it's not costed on a per square foot basis or related in our Number,
just given the information that was provided on that component. But I do think I agree with the team that that could be a number that would be focused on Waterproofing primarily given the fact that there is elements in there.
and so I think that could be covered potentially by contingency. Mayor. With the rest of my minute, can I ask chair johnson a question?
well, you only have you have no time. Okay. Thank you. I'll come back. Yeah. I'm sorry I didn't say it on the microphone.
yeah, you were out of time. Sorry, but you have another opportunity. Of course. Yeah. You. And you use them asking that question.
chairwoman stewart, you're recognized for five minutes.
thank you, mayor johnson. Okay. I'm the person who's worried about her anxiety here, And I'm going to tell you,
my anxiety continues to come down. I think the more information we get, The information you've given us with respect to scope and budget helps us begin to see how
we can chart a path. And then that goes obviously into conversations and contracts about Design and construction and all of that.
but we've been overwhelmed by the numbers and you guys are breaking them down for us, Walking us through them.
and I'm very appreciative. I'm very appreciative that you both put escalation numbers in.
and we know costs are going to go up, whether it's 5 or 10 or 3 or 1 or when we even Start.
so escalation numbers are very important and appreciated.
and that you also plan for the contingencies. We were just talking about that clearly a necessary part of a contract and one that is in A city contract that council
member. Bazaldua and I worked on for the community park at fair park, There was a contingency provision,
and then there were all these provisions about how the general contractor could access Those funds,
but they had to get approvals from the city and fair park first, Etc.. So all of this is beginning to like fit into a plan.
and, and I find that very, very helpful. The historical preservation, One of you all, one of the two companies referenced
that did you all visit with experts in historical preservation?
where did that kind of come from? So the building has not been designated yet.
that decision lies with this body. And so for the purposes of the scope of this, They were to estimate without that designation okay.
it's not official yet. We're in a pre moratorium, Which only means that we submit the plans to that department for review.
and I'm sorry, was there a piece that was missing? No, No. I was just going to say yeah. It was just a consideration that the moratorium is in place.
we don't we're not carrying dollars currently for historical preservation, Renovation or related.
okay. Okay, great. That is good news. That there wouldn't be an escalation cost that That's that's not a factor right now.
so let's talk about the federal pacific panels.
I have a bit of a personal experience. We've had several homes in lake highlands burned Because of the federal pacific panel,
the home I live in right now, and I've lived in for about five years and was built in the 70s and burned down in 1999 because of a federal pacific panel.
so so the home that I live in is, you know, not a 1970s building, But really a two early 2000 build.
and subsequent to that or around about the time we bought this house and had that Realization,
our daughter and son in law bought a house and it had still had the federal pacific panel In there.
and I will just say the, the shared information around the neighborhood is if you have one Of these panels,
you need to replace it. So our, our daughter and son in law purchase a home.
it's still in there. They cannot get insurance. They cannot move in and get insurance until it was replaced.
so this is not like a an annoying fact that we have 400 of these.
this is a deeply concerning fact for me. Obviously it's not it's not just a,
it's a very low chance that we would ever have a problem. There is a pretty significant chance that we would have a problem with one of them.
and then we're talking about all the life safety issues that come around having a fire.
so I would prioritize replacing those panels. So I would go, I think with y'all's estimate that had maybe 119 million in for electrical Because we would need to replace those.
and that brings me to this phrase. Well, we intended to do that later.
I won't go into the details of this, but I did have a tour of the southeast service center Yesterday.
we intended to do a lot of things later. I know it's not.
for what purpose? I believe this is not germane. I think that was the same item called on me when I brought up other buildings, Including the same building I was going to talk about.
makes perfect sense to me. She's right. I'll stay away from the service center.
my point being, we really need to turn this this I don't know if it's our.
I don't know why we do this. I do know why we do this. We have a lot of demands on our budget, but we seriously need to look at.
making plans that take care of our needs without postponing items that have serious Consequences.
I'll leave it there. Let's avoid these very serious consequences, Which is where we sit today.
so let's let's take a turn. Let's let's be the council that does it differently.
we do have a bit of a trend going on, doing things differently and being willing to take On hard issues.
so let's keep going with that and let's not postpone. Let's not postpone some of these critical questions and issues.
thank you. Let me make one comment to address what you're talking about.
our subcontractor in the electrical business is here all the time.
and we can bear this out because we had visits with them on status of the equipment, Etc.
but he's very confident in the skill of the electrical staff that inhabits this building And their ability to keep it going,
and their ability to monitor some of that stuff that doesn't make the issue go away.
but I will say, it appears to us you've got a very competent staff paying attention to Those kinds of issues.
yes, I think we all have an appreciation for lucky. I don't know lucky's full name, but we keep referring to him as gibson.
thank you, mr. Mayor. Miss blackmon, you recognized for five minutes.
thank you. So I thank you for the report. I totally get you open a wall and you don't know What you're going to find.
and if we decide that it is too expensive. I mean, We're in this building 50 years.
we should have been maintaining it all along when we found all this stuff happening. But now it's amortized and it is half $1 billion.
let's just say that. So we could pay for this and we would have to forego x, Y, and z.
I think that the city manager has laid out. But if we leave and rent, Aren't we still going to have to pay for that somewhere too?
or is that a free building we're getting? Not a free building, But that needs to be factored into what the the structure of what that would look like.
and that's not what's before you right now. I know, But it will be because we're about to go into exec. So I'm just saying that you cannot,
no matter what, you're going to have operating expenses. You're not going to live anywhere For free. Yeah. You won't live anywhere for free, whether it's here or someplace else.
it's not for free. So there will be some sacrifice or there will be some hit to the Budget,
is what I'm saying. Whether we renovate it or we move, There are no rent, there are no free options.
and I understand that. So either way, we're going to be hitting the budget.
it's just a matter of how big the hit is going to be. That is correct depending on what decisions. I just wanted to level that because it made It sound like if we leave,
then we could be not hitting the budget, but if we stay, It's going to be a hit to a bond or budget.
and I just wanted well, that's not what this group has communicated. That's what. Okay. But I was just you made a comment about what are we going to be Forgoing on our budget?
and I just want to say, either way, it's going to be a hit to the budget. That's all I'm saying. We're going to have to pay.
and this should have been paid over 50 years, To be quite honest.
and we now have the bill again on a lot of things. And so unfortunately. So that's really what I was clarifying.
thank you. Chairwoman mendelsohn, you're recognized for three minutes.
thank you. The problem with the numbers is that everything is based on a com, Which I believe have been proven to be incorrect for the roof.
john, have has the city council been asked to replace the roof and we've said no.
I don't recall a specific request to this body. So the management has known that the roof should be replaced but never asked the council.
so I'll let the city manager respond on her behalf. But we do prepare briefings. And I know I've been coming to this dais at least since 2022, Advocating for additional funding for maintenance of buildings,
which the city manager gave us the largest increase that we've had from 9 million to 14.5 Million,
plus 2 million for preventative maintenance, Which we've never had. So I'll jump in in 2024.
during the time that I was serving as the interim city manager, Councilwoman mendelsohn, we brought the first briefing that laid out the whole facility's
state of good repair, the challenges that we were having. We identified the numbers, we talked about what we're spending every year.
and we came with a actually, it was two briefings that we did during that time period.
and what we laid out is the amount of funding that would be needed across all of our Facilities to be able to start doing more on deferred maintenance.
and in the budget that we presented, we actually increased the amount, The line item that we're using now to do deferred maintenance,
and I think it's already been stated a couple of times previously, Is that this is not the only building that sits in our portfolio that has needs.
we have over 541 different city facilities. And I will tell you that every last one of Those facilities,
whether we're talking about the ones at fair park, That in 2023, I think the deferred maintenance needs there was well to the tune of $600
million. So this is not just an issue at city hall.
and do you recall what was the dollar amount that you asked to have us increase for Facilities?
I think what we included in our recommendation is a ramp up of the deferred maintenance Line item.
and I want to say that it was john, you'll have to give me the number. We went from major maintenance of 9 million to 11 million, And then recently 14.5 million.
and then in the current budget, we received 2 million new funding, With a ramp up to next year for 3 million dedicated to preventive maintenance,
specifically at public safety facilities. And would you believe that dollar amount would Be sufficient to address our needs?
now that you hear this about city hall as well as what you now know, Maybe you didn't know previously about the other facilities.
if the question is, do we have enough money to do deferred maintenance at all the Facilities,
is that the question? Because my answer would be no. This is the dollar amount you are saying you asked for.
is that number sufficient to do the work that you now know needs to be done?
in our current budget, for all of the different facilities that are in our portfolio in The current budget.
it is not enough money today, nor will it be enough money tomorrow to do repairs or the Needs that we have across the entire
portfolio. So that answer is no. What we recommended was a ramp up, And we included the increases that john just communicated to begin to move
in that direction to where we could start putting more of that through our general fund And how we're budgeting to start doing more on deferred maintenance.
there are some dollars that were included in, I believe, the 2024 bond program.
we've actually prioritized a lot of the deferred funding that we have now to begin to do a Lot of the work at the public safety facilities,
and we can lay out for the council how we've used the current budget, The major maintenance fund now,
and the way we've been doing that work over the last two years since I've been in this Role. So thank you.
you have recommended we go from about 9 million a year to 14 plus million a year is 14 Plus million a year sufficient.
based on the needs across the portfolio, the answer would be no.
and what would be the number that would be sufficient? Are you aware of that number, Or would you like to consider it and share it with us later?
I'm not trying to put you on the spot. I'm trying to understand what the actual need is. So in the briefing that we presented in 2024, I think we laid out what the needs are.
overall. I don't have that briefing in front of me, But we can definitely pull that back out of that briefing and we can share it.
I think what we did, we showed the magnitude of what the entire portfolio includes as far As deferred maintenance needs,
and we showed you how long it would take us to even get to a point where those facilities Would be in good repair.
but let me get the briefing that we presented in june, I think it was june of 2024, and we'll get that back out to council.
so as I've made clear many times, I'm very opposed to doing maintenance with with debt, With bond dollars.
that's a terrible way to run a budget. But we do have federal funds, Cdbg funds that are just sitting there.
we do have arpa funds that were designated for this, And we should be budgeting appropriately,
which to me means being able to keep all of our buildings in a state of good repair.
and that's what I would like to see happen. I don't believe I've ever been asked for any Maintenance item as a council member,
and we've said no in seven years. I've never seen it happen where the management has come To us and said,
we need this money to get this done. And the council's voted no. It just hasn't happened in seven years and we are not in a position.
it's not even really our job to know what the deferred maintenance needs are.
we're a policy body and so we count on you to do that work.
I'm just going to say that there are businesses all over the city that have a ceo and make A repair,
and they do not have to modify to the current code.
that's not an exemption. That's not an exception. That is just the way you do business. That is how our code is written.
the stemmons building did not have a ceo and that is the big difference.
there is a serious lack of code compliance, modern code compliance in all of our buildings Across the city.
I do believe you council member gracey when you say you don't want to keep debating the Numbers,
that's because the numbers are faulty. What is the schedule for all of this?
I will just say I. Let me ask this question. When we talk about a wire or a vent and Counting square footage
to get to this 50%, does a wire then include any square footage?
does event include square footage? And that will have to be it for this round. Okay. Thank you. Oh, sorry. I do have to answer that question.
yes. Sorry. You've talked about the venting running across. Yeah, he gets to answer that question. And then we got to move on. Okay, Okay. Yes. So any component of the building that we are,
that we are touching as a part of the program that triggers any sort of repair otherwise Is counted into the total square footage when it comes to
triggering code. So at this point in time, our work is going to span more than 51% of the Facility,
which triggers the building code and related components.
let me let me make a quick comment. All of these code triggers in the items that we're Talking about and toss smoke
evacuation. We don't just wake up one morning and go, Okay, we're going to evacuate the the atrium.
we're already sitting down talking to the fire marshal, Having conversations with them, sitting down
with the building services group and have a discussion with them and say, This is what we're planning on doing.
and when we're doing it, how much we're thinking about spending.
help us figure out at what point it triggers code.
is there a is there an interpreter? There's a lot of gray area in there that you deal With.
so we don't make that decision in a vacuum. We sit down with city staff and the people That actually enforce it and have a productive conversation on how to
interpret those triggers before we do anything.
this is not actually what my question was. Okay. Well, I'm sorry that that didn't answer it, but you'll have to ask them again in the next Round. That's that's how that works. You know that. Mr..
you usually you allow the question to actually be answered. No, I can't I don't police the answers that we get to questions.
I've never done that. Let's be real. Come on, Mr. Resendez, you recognize for five minutes. Thank you, Mr.
mayor. And thank you all for the presentation. I think that our colleague brought up a Really important point that we need to focus on,
and I think it'd be helpful for the public. I know it would certainly be helpful for me to Get y'all's response to the statement saying that the numbers in y'all's cost estimates
are faulty. I'm sorry, can you repeat the question, Please?
I'd like y'all's response to the comment that y'all's cost estimates are faulty.
I think it's important for the public to hear y'all's response. I know it it'd be helpful for me. So I would like to say that on behalf of the numbers That our team assembled,
based on the information provided, based on current market conditions, Our market expertise,
and all the information provided to us, we believe that our numbers are directionally Correct.
set of numbers to help the city council make decisions on the future program within this Facility.
anybody else? Please, please. I would give you the same answer, But I would also respond when somebody says that.
what numbers do you think are faulty. Tell me where you think we're wrong.
provide the backup and we'll sit down and talk about it.
I mean, it's hard to refute an argument when you really don't understand what the Argument.
look, I totally understand why people look at this number. And it's a big number. It's bigger than I thought it was when we accepted this assignment.
but the more you dig into it you realize it's there now.
there are other cuts at this number that will occur when you get into more detail.
but when somebody says that my comment is, so what's faulty?
let me understand. And how did you come with that conclusion and then address it on an Issue by issue basis instead of a just a general man.
I think that's high. Anyway, that's my response.
until the project is fully designed and documented, You'll not be able to receive an exact bid number,
which is why everything included to this date is a preliminary estimate for your planning And cost estimation.
if I may, when I saw the 15% contingency number getting into that $90 million plus range In,
the estimate we put together seemed like a lot of money, But the previous estimate that was put together had a potential 50% increase in the
numbers. They put forward. That 15% contingency that we added to the budget was based on Subcontractor input.
so we're not just using historical cost data for buildings of this type or this age.
we had subs that gave us numbers, and we used all of that information to compile the bid And then added the 15% contingency based
on what we think the reliability, the numbers are that we put in our proposal to you.
okay. So I mean, I guess there's members of this body who expect us to trust the folks who Have no experience around this horseshoe,
dealing with the things that you all deal with, Or some random members of the public.
and that's not that's a rhetorical question you don't have to answer. But I do think Rightfully so.
anybody that has the position of saving city hall at all costs is reeling based on this Presentation.
I want to start on page 60 staff's estimate was between 152 million and 345 million.
estimate was 329.4 million. After additional review by independent experts, The projected costs have only increased,
with one of the latest estimates now reaching 610.8 million.
please stop me if I'm incorrect at any point. Now we turn to the first line on page 63. And if I'm reading this correctly, These figures take financing costs into account.
the idc's estimate ranged from approximately 793 million to 953 million.
with the latest construction cost estimates, It's no surprise that the financing costs have also increased dramatically,
ballooning to as much as 1.3 billion. And again, Please, if I'm reading it incorrectly, let me know.
council member council member. Depending on the scenario, I think you're a little bit light.
the aggregate range here is up to $1.5 billion in total costs.
right. And I was just focusing on the line one. Yes. Without taking into account flex space. Yes, You are correct.
yeah. Financing. Yeah. Sorry about that. I should have been more clear. So.
I think that there are people around this horseshoe and members of the public who owe Staff a.
and the edc a public apology. They've been vindicated.
their estimates were credible. In fact, if anything, The criticism.
criticism may have been misplaced in the opposite direction because the subsequent Analysis suggests that their estimates may actually have been conservative.
again, anybody? Please stop me if I'm incorrect. It's just math. It's logic. So I think that this presentation perfectly illustrates the Flaws in the safe city hall at all cost approach.
with each discussion, the conspiracy theories surrounding this issue lose more and more Credibility,
even for those who strongly prefer preserving city hall on the merits, It becomes increasingly difficult to justify to the city's taxpayers when faced with the
financial realities presented today. Finally, I think many people involved in this debate are speaking with a level of certainty that's
not supported by the facts. This is a highly technical matter, And we owe it to the taxpayers to make decisions grounded in facts and professional
analysis, rather than speculation or emotion. Thank you, mr. Mayor. Mr. Cadena, you're recognized for five minutes.
thank you, mr. Mayor. So my father is actually an electrician, And I've had a tool belt since I was probably five years old.
so I can understand when you start working on a building, You may have more work that you uncover.
but I have a couple of questions. So I noticed in the mch portion on page, Let's see.
I think it was page 30. So we renovated that in 2017 and we actually bought furniture Twice because the original furniture,
when we moved in, it wasn't the proper size. And then we ended up getting more staff.
so I know that there's probably still some things that need to be fixed in that area.
so did y'all take into account the work that had already been done in 2017?
so I would say with the numbers that are shown here. So I just want to clarify again in our numbers that we're carrying here, We're not including any owner furnished items like furniture,
technology, av, etc. As a part of that. So anything that was done as a part of that is not In our number now in these areas,
work that has an impact from electrical, hvac or related replacement, Which there will be,
you know, removal of flooring and ceiling potentially in some areas would have to be Rebuilt back.
we did consider some of the work done to the electrical panel or to the switch room in 2018.
as a part of this, and some of the other elements that were provided to us as far as Previous work samples in the a aecom report.
okay. Yeah. Because I remember after they did the renovation, We ended up having a lot of due and other issues.
and so they had to make some adjustments to the hvac system at that time.
and then when y'all were, did the estimates, Did y'all actually walk the building as well?
or was it a lot of it by photos and the reports that were already done? So go ahead. I couldn't understand you. Did y'all walk the building with some of the items That are listed on here,
as well as relay on the reports? Yes. I mean, Yeah, we walked around and then sometimes when we had a question,
we would come back and look at it again. Okay, Great. And then my other question is I know in the resolution we also mentioned the demolition of The building.
when will we get an estimate of that? Because I'm hearing that this type of building There.
it hasn't. We haven't really had a demolition of a building like this.
so just wondering what the cost might be, how many trucks it might include and when we Might get that estimate.
don't have it today. That's something that we're working toward. Thank you for the Question. We're working toward it. Do you have a timeline? I do not, because that's not a
contract that we actually had already on board. The contract that we have on board to do demolition is through the code compliance Department and not necessarily for this building,
but we've heard that request and we're working on it as fast as we can. Okay. Thank you. Chairman johnson, you're recognized for five minutes.
thank you, mr. Mayor. Let's look at slide 60.
I'm gonna let staff said 152 million to 345 million, A com said 329 million for.
gresham said 531.6. Gresham 2556.8. The number keeps going up.
what I'm looking at 591.2, I believe, is mr. Will and 610 610 million, I mean, six, 10.8 million
over a ten year period when I go down to 62. I'm sorry.
slide 63. The total occupancy cost for 20 years.
I don't see it on the bottom line. I don't see nothing less than $1.3 million.
is that correct? That is correct. So is it going so to fix city hall, Hold
turnkey modernization, everything. We're still at one over $1 billion.
yes, sir. That's correct. None of the new scenarios revealed any material difference in Cost savings based on
the capex. And then it's just math from there in terms of the interest expense and what it Costs to operate this building.
so fairly straightforward inputs to build upon from w, M and gresham smith.
does that also include l3? L3 is a part of city hall.
one of our estimates. Speaking for the previous edc team or from this team addressed or Have a cost for l3.
does it also include the unforeseen sites like asbestos and all the other things that we Don't see until we get in there? Well,
there are estimates. And again, speaking holistically for the team here, There, my understanding the methodology is that they've addressed all known conditions,
but there are a host of unknown conditions that are not costed that could be potentially Addressed by contingency dollars,
but also could be grossly insufficient in terms of carrying the right contingency because Of the magnitude of the unknowns.
but we do know based off these numbers from different outside independent studies, That we have shown that this is
not a half $1 million. This is literally one over $1 billion worth of real work.
if we're going to do this and save city hall and fix this building the right way.
I'm asking you again, is that correct? I believe that's correct. I mean, capex is what it is. But owning and operating this over the defined period is a Math exercise.
and it's fairly straightforward in terms of the interest calculations and operating Expenses over a,
you know, based on what you all spend today. So I believe the answer is yes, Sir.
okay. If I've heard electrical systems beyond life repair, 120 million I've heard more patchwork done to the
roof. I've also heard, that the majority of our pipes are beyond life expectancy.
things that I've said that we will probably find based on my experience doing this on the School board.
so I got a question for the city manager. We just realized that the fix city hall and save City hall the correct way is going to cost over $1 billion.
we do know that these are the real numbers. If that's the case, City manager, can we still get our police
academy? If we go ahead and get this done, can we still get the things that was promised To our communities and our in all of our districts?
what would we still be able to run city hall and the city efficiently if we go ahead and Take care of this big globe and,
and get the get the things done with this kind of money. What will we lose? Will we still have those promises that was made to our city, Our city,
and everyone else? Can we get that? Let's start with the police academy that we're all Excited about.
thank you so much for the question, councilmember johnson. A few weeks ago, we came and brought what I think was requested a comprehensive briefing That showed now where we are on debt because that
was requested. And so we showed you the current debt. We also gave you an overview of all of the projects that are currently in the 2024 bond Program.
and then we also came and we spoke with you about where we are with our current budget for This year and the budget planning for the upcoming year.
and so my answer would be all of those pieces definitely have to come together the right Way.
if we were to if the council's decision was to issue debt, You definitely have a limitation on the amount of debt
that you can issue per year. And so we would then have to decide then what we do and what We do not do.
that's just the reality of the way that we would have to work through this.
I know that we are coming back to the city council to talk about the the public safety, The new training academy.
we've presented you with some draft numbers. I know the team is still working through That,
and we did show you that even with the fundraising that is currently underway, That we still need to think about,
how do we close the gap, even on what we've committed to on the public safety side of This?
so those are all variables. And what I can tell you is that if it's a full load on just The general fund,
and we know that we're already looking at ways to continue with certain services, We know that there are concerns about whether we cut libraries and park and rec.
these are all the things that we hear about, Whether it's from the speakers or when we come out to the community and we're talking to
the residents. And I will just tell you, nobody wants to cut anything, But we will not have the the the liberty
to do it all. And there will be no impacts, there will be impacts.
and we'll have to be able to get council's guidance on then what you want us to do or not Do.
so that's a long answer. But the real answer is that it is, It is not a, a path that is one
that will not require us making some very difficult and some very hard decisions about how We continue to operate service
level staffing and what's a priority. And I know that sometimes everything is a priority.
which makes things often very difficult for us, But we've already laid out the things that are already happening,
whether we're talking about just the overall cost. We've talked about health insurance, we've talked about the, The requirements that we have.
we have regulatory requirements. We have pay requirements.
so there's a lot of things that we know that we're already trying to address. And we also had our residents tell us what was priority.
and so bringing all that together is not an easy task, But it will not be because we have an unlimited budget,
we have resource constraints. And that is happening all around us.
and as we've talked about, whether it's our property tax cap, Whether it's what's happening right now in sales tax,
all of those things get factored in. And I will just close by stating, As I've said again,
anything that we do, we either have to have cash or we go use the credit card.
and I think there was a comment made about using cdbg and cdbg funding for maintenance That is not allowed unless it's
focused on ada. We can't take cdbg dollars and go fix the electrical panels at city hall.
so thank you for the question. I hope I answered it, And I know that was a long answer. Yes,
it does the electrical system, I think, mr. Wills said. Beyond life repair. I think he was at 120 million.
everyone was else at 60 million. I also heard mr.
will say that this was bigger than what he thought it was when he first started. So I'm looking at the engineering experts, and I want to thank you guys for doing, Doing your job.
we may not like the numbers, but the reality is the reality. So I want to appreciate you and your expertise.
I want to thank you, city manager. You've done what this council asked you to do.
you went and got outside independent studies. The staff came back and repeat with the smallest amount.
accomm repair was 329. Experts said.
531.655556.8591.2. Ten year
phase six 10.8. When we look at the numbers. We're way over
$1 billion. Thank you. Council member resendez for your statement.
I cannot say these numbers are faulty. I will not say these numbers are faulty.
I will say they are extremely high. But I will also say I knew they would be based off the Work we did as a school board trustee.
south oak cliff high school, john lewis, social justice academy I brought over $400 Million to one district because of these same deplorable conditions,
and this building is a lot bigger than the schools that I did and working with our Community.
so my experience led me to understand what this would be, But to have these raw numbers for our citizens to really hear is not faulty.
it's a reality. Now I know which direction we may need to go. Thank you so much, deputy mayor pro tem, you recognize for five minutes.
thank you so much, mayor. You know, hearing that our stairwells function as a chimney in a Fire and knowing that that's our fire evacuation plan.
and the smoke inhalation, the threat of all of that, It just that that should give us all pause.
and remember, a couple of weeks ago, I hearkened us back to nursery rhymes with this is The church and this is the steeple.
open the doors and see all the people. And again, We need to come off of the page and think about the people who work here and the people
who come here to interact with us and and come to their people's house.
no matter what, construction is disruption. So when we talk about a plan, Whether it's six years or ten years,
it's its disruption for our staff and for the public that comes here. So I, you know, bless you for the way you've mapped it all out, But it's still a lot.
and thank you for at the head of this establishing the credibility.
I mean, nobody here knows more than you all do your experts on this in your fields, You have lots of experience and you're in touch with current market conditions.
and we just can't ignore that or dismiss that. So thank you. I appreciated learning about how you all worked independently.
then you'd come together and compare and work independently on construction, And then on the phasing or the cost and the phasing and how that matched up,
so that you were pressure testing yourselves and could come to us with something that we Need to now start relying on and counting on.
so one question I had was on page 34, where we're talking about the money, Because this has to be paid for somehow.
is that on the cash flow plan, whether it's six years or ten years, That upfront is a lot of money.
it's all front end loaded. And so and then we're not even talking about the modernization.
and I'm trying to understand how I mean, some people just want to slap more band-aids on. Well, that's what got us here. So no, I'm I'm not for that ever.
and so you have to work in the modernization portion of this. So is that included in this phasing. I mean, How does that how does that mesh the modernization numbers.
because these programs, these four scenarios deliver you a warm lit shell.
it's not an occupiable building. So we took the same application and methodology and Benchmarked it to our global database and our local
database and our regional database for construction, Cost of office fit outs.
those would begin as you fix each phase. But effectively, These are, those numbers are not in this slide.
but they would add to this slide. I'm not even talking about the numbers per se, Of what the cost is.
I'm talking about when you're in walls or you're in restrooms or you're in offices and That sort of thing.
how does the modernization piece work in tandem or in harmony, Hopefully, with that sort of thing.
and if something may not be disrupted in the repair part.
miss geryk mentioned the, the moving walls and that sort of thing.
maybe something gets disrupted there. And I'm just feeling like even in these numbers, That's not accounted for.
well, I agree with your, your line of thinking that there's a tremendous amount of risk in Integration for the level of this for this level of contracting.
I would just suggest that there may need to be multiple contractors and integrating Multiple contractors because they all have different specializations.
you may have one gc, but this very much depends on how you let this contract and the Phasing in each block of the building.
so the difficulty is high and I think that's why the contingency allocations are what they Are,
but the difficulty is very high to integrate. Well, I think your contingency on the modernization was something like 28 million or I Mean,
across. Yeah. We applied a 5% number on all of the modernization. So that may be very, very low. Previously, we had a slightly higher number, But that's just on the modernization,
the f and e and the audiovisual and other technology components.
so that may be low. That's just the methodology we applied in the edc budget and we wanted To show it apples to apples.
well, as some colleagues have called out about these numbers and, You know, they're just going up,
is that now we're talking about we don't even really know how the modernization portion Would work and how one thing might trigger another thing because you're talking about,
you know, these distinctions amongst subcontractors who are, You know, doing their own channel,
but they've got to come together. And that just makes me look at this and think it could Just go higher.
and if you're talking about a 5% contingency and they're talking about a 15% contingency.
and we're still talking about moving walls. I don't know how you move these, But, well, this is why the edc team recommended you vacate the building.
excellent point. So I think one of the most important phrases in this whole deck with all The numbers and
all the work you've done, actually comes back to page ten and it talks about maximize the Use of taxpayer dollars.
and I look at this building and it's just how far gone it has gotten.
and that is really unfortunate that that happened through the decades.
but maximizing the use of taxpayer dollars is what this is about.
in fact, that's our fiduciary responsibility. So, you know, I see that. And to me, it's no longer save city hall.
it's save our city. It's been a hard week. We've had a lot of news this week.
and I think we need to not only hear from our experts, But we need to listen to our experts.
these numbers only seem to be going up every layer that we add at taxpayer expense.
more experts are coming in, digging deeper. We're not taking away.
we're adding to. I mean, the number is going up. And so I think we need to hear that and we need to make a leadership decision.
but thank you all for your work. Mr. Bazaldua, You recognized for five minutes.
thank you. Mayor. I'll just piggyback on on some of the comments that were just made Because I agree that this is a large number.
and I want to thank you all for giving us a more refined estimate.
I do want to go into that. But first, I would just say that the, The notion that the number is so high and we should throw our hands up and reward
ourselves with something new and shiny because we've done such a great job at proving Ourselves to the taxpayers that will take care of it to me is really baffling.
it's like a teenager who was given a nice car and has constantly wrecked it and not Maintained it and not taken it for.
it's it's tune ups. But you know what? We're just going to go ahead and buy you a new Mercedes benz.
that's responsibility. That's fiscal responsibility. That's the message that we're Supposed to be sending our taxpayers not really getting it.
I'd love to hear y'all's comments on the historic preservation designation.
and since it's currently under review and could affect the facade, The lobby, the council chambers scope,
what is the status of that review and who is conducting it? I think, john, you probably would have that answer, But also will that outcome be presented to council before any final repair option is meant
for us to be selecting, given that it could both constrain the scope and also potentially Unlock pretty substantial preservation funding.
sure. So if I miss a piece, let me know. But their scope did not include the historic Preservation piece because as I mentioned previously,
this body has not made that designation yet. So we would then be tasking them with Additional billable hours to do something that may or may not occur when this body is the
one that ultimately has the decision. Should you decide to move forward with a historic Preservation,
these numbers would only increase dramatically, As would the time, because it would require for an additional review period,
plus specialized materials and specialized consultants to do the work. Sure. Yeah. And when was that initiated? I don't have the date with me.
I apologize, but it was within the last two years. It was almost two years ago. And do you know typically how long we take up once initiated?
I do not know because it seems like it's been kind of slow rolled, And we haven't been able to get that information that I think would be very helpful for
this conversation. I I would like to say that this is this is to me is just it's not a Debate about whether we love an
old building. This isn't a debate whether dallas is this is a debate whether dallas has Done right by our taxpayers whether we keep our
word, protect its assets and from a process designed to make predetermined outcome look Inevitable.
that's ultimately where my scrutiny lies. The original headline was constructed to make Repair look impossible.
it wasn't. I'm not going to go as far as, say, The, the, the numbers were faulty, but they were absolutely intentional.
the 906 to 1.14 billion figure was not a repair cost.
it was a 20 year total occupancy scenario that bundled corrective repairs with full Building vacation,
complete interior modernization, furniture technology, And two decades of financing interest,
then presented it as though all of those were unavoidable engineering requirements.
two independent firms engaged separately now with no connection to aecom, Have confirmed that the building can stay partially occupied during construction.
that swing space cost drops over 60%. That a four phased repair option is feasible, And the number was definitely inflated by
assumption, not by building condition. So to put out a false narrative that the scrutiny Has been unfair is just
false. The scrutiny was needed. The taxpayers deserve it and we aren't going to accept a Predetermined outcome on a decision this big.
this generational. So I don't apologize for my line of questioning, And I don't believe anybody should,
because I believe that what we have gotten now, And in the first time with these two independent assessments,
has been drastically different and more granular, With better detail and more options for us to make a sound decision.
this building is already paid for. Abandoning it is abandoning. It is the most expensive choice. Dallas taxpayers own this building outright.
the land, the structure and systems represent decades of public investment.
the only honest cost comparison is repair versus the full cost of replacing what we Already own,
including land acquisition in downtown dallas new construction, Fit out technology transition,
and the 20 plus years of lease or debt services on something that we'd have to buy back at Market rate.
that comparison has never been put in front of this council. It's been really hard to make a sound decision.
to say otherwise is also disingenuous. We are setting a precedent here.
what city assets are safe in the notion? And some of the comments that I've heard some of My colleagues made to me,
I think fair park is next on the chopping block because we know how much deferred Maintenance we have there.
are we supposed to throw our hands up? Are we supposed to adhere to the promises that We've kept our taxpayers?
that's your time. All right. I think we are on round two's now with mr.
roth. You're recognized for three minutes. Thank you.
I think there's there may be some confusion on the numbers to some of our colleagues that Require some clarification.
number one peter, on the, on the total repair costs out of the 1.3 billion or 1.5 billion That
represents really $1 billion of extra things below the repair costs that we're talking About.
is that correct? I don't believe that's correct, Sir.
those costs refer to modernization, financing, Temporary leases, operating costs.
some of these these numbers don't apply to this deal. They don't have any bearing on this particular deal right now.
we are not temporarily leasing space. We already have operating expenses that we're paying For regularly.
we are not doing any financing now. And we because we haven't even figured out how much Money we're going to spend.
and we are not buying new furniture and we're not buying new interior remodeling.
so these numbers are scaring people and they're diverting the discussion about whether or Not we should have a plan
to try to start figuring out how to do incremental repairs to this building and fix it up So we can continue to live here.
number one. Number two, on your summary sheet on page 60, The numbers are not going up.
so crazy. What you have to look at that sheet is to say that in those original numbers, There were things that were not included that are now
included. And so in the in the top line, the first lines from a com they were not they did Not include ada upgrades.
they did not include code upgrades. Those numbers now are included in the numbers that We're now getting.
so don't make the numbers reposition these numbers to make it a false discussion.
let's talk about what we're talking about here, Which is the right approach, these folks.
this is absolutely the right approach. This is a good plan.
this is the number. The numbers are guidance issues.
we're not spending it right now. These are estimates conservative estimates to give us Some guidance.
but the the skill the plan is good. The numbers are guidance, But our skill and our responsibility is to manage those
funds and to manage the contractors and make sure that we force them to give us value Added advice and make sure that we're getting the
right incremental plan. We don't have to spend all this money today, But we have to have somebody who can help us start making a
dent in these is issues. Your time. All right.
chairman ridley recognized for three minutes. Thank you, mr. Mayor. And I concur with councilmember roth's comments about how we should Consider these numbers.
it's not the gross amount that we're looking at for operating this building over 20 years,
because we'll incur a lot of that expense if we do nothing and just stay in this building.
we also have included in that number $213 million of optional modernization expenses for New furniture and for modernizing the
building that are not part of our resolution and are not necessary.
but, mr. Powell, I'd like to ask you about a comment you made a little while ago that you Needed to get more information from your
subconsultants that you didn't have time to do.
what was the nature of that information that you would like to have had from the Subconsultants,
and how could that affect your ultimate conclusions?
one of my concerns is that when we look at cleaning the exterior of this building, We have not been able to go to the market and get 2 or
3 subcontractors, to the best of my knowledge, To give us guidance on what that should cost because of the sloped north facade,
it creates additional challenges for how you would go about cleaning and sealing that Sloped concrete facade and recorking that glazing system on that
sloped north facade. We've talked about having to scaffold that area on the other three Sides of the building the west,
the south and the east. I think we can use swing staging on that, But the opportunity to go to the market and vet those things
to me has led us to what I would consider to be a number I'm not ashamed to put in front Of you,
but I sure hope we could do better with good subcontractor input.
this is not something that every day of the week we have people going out and cleaning and Sealing a concrete building of this quality.
so we have to be careful not to short circuit it and underestimate the cost to do it well.
nor do we need to double or triple the value that we think is going to take. I want that's one line item in a budget, but there are several other line items.
when we when we look at them, they jump out at us and they say, Gosh, does that make sense?
and it very well may be the right number, but we haven't, In my opinion.
I think that our partner structure tone has done an incredible job getting subcontractor Input on the really big numbers.
you know, the 40, the 60, the 80, the $100 million numbers. But there's a whole bunch of numbers in that 5 to 20 5 million or 20 5 to 50 million that I just don't know that we've had time to
get because we're doing we're trying to get the big numbers tied down first.
that's where the biggest potential risk is. But there's a bunch of small numbers in here That I just feel like they haven't been blessed with the time to vet these numbers the way
that we would love to do it. Now, that's just my opinion. But I look at that skin number. And when I came here earlier and I said, This is going to be fairly simple to do,
I didn't have all the answers then and I don't have all the answers now. That's all I can say. Well, and I appreciate that honesty.
and that, of course, causes me some concern about the overall accuracy of the numbers Here,
because this project was conducted over a very short time frame.
I asked two weeks ago if this two week period was enough time for you to put numbers to All of these items,
and you thought it was. But I'm hearing now that it really wasn't.
and I think we need to take these numbers with a grain of salt because they are very Preliminary numbers.
isn't that right? Council member ridley, can I make a comment? Sure. We never stop looking at the numbers that we have in this budget.
the deeper you get into it, the more you focus or get comfortable or uncomfortable, Or you have additional information which gives you keener
insight. We've talked about this number could be 5 million off. This could be seven, this could be. And you add those numbers up and let's say they add up To $25 million.
this sounds like. In my business, 25 million on a $550 million budget
is not a material number, given the pricing that we have right now.
it doesn't move the needle as it relates to the cumulative dollars that rest within our Scope.
that leads to my next question, which is, should this council decide to proceed with a Repair plan,
what would the next phase of a developing a repair plan be from your perspective?
we would well, we would immediately engage an architectural firm and a consultant group to Start really walking the building.
further interviewing, taking, making drawings define the scope in preparation of providing That to a group of subcontractors to
come up and give us feedback. I mean, that would be the first I would like to chime in as Well.
apologies. I know a lot of voices up here. Council member ridley, But I would like to say same as I answered last time, that I believe we have had
sufficient time to complete the task that was handed to us. I want to remind the group here. I want to remind my colleagues here as well that we were Not tasked with completing a full design.
we were not tasked with putting together drawings to take to market, To estimate, to bid.
we were tasked with coming up with no less than two phase strategic plans for repair and Replacement of the facility,
and to give you directional budget to support that. I can tell you that I firmly believe that our team has hit the extent of that information Needed to give you the budgetary numbers to do so.
anything further would infringe on full design of this program, Which is not the scope of our current project.
now, to answer the second question, if there was a next step, I would advise you, as mr.
mundinger just said, that to look at the numbers you have, Make a decision. And if the decision from the council is to move forward with this program, I would absolutely note that a scope needs to be written and needs to be bid out,
or in some way procured for an architect to do full design and then pricing associated With it.
but I believe within our current scope, we've had sufficient time and information to do Our work. And I stand by our numbers. We'd start with the big numbers and work our way
down. So did you include the cost of replacing the heating system in your cost estimates?
we do not have any elements of the boiler system in this component because they were just Recently replaced,
and that's why it's not in our matrix, as you saw in the risk matrix as well.
well, that's a nice contrast from the cbre estimate.
in terms of the timing, I noticed that the schedules show the first expenditures for Budgeting purposes in
2028. So what activities would occur between now and then.
or would that really be the first year of any expenditures?
so if I may answer that question for them, the original edc scope was priced for $2,028 Because theoretically we would not have funding.
we would have no way to do the design work or even worry about the project. So for it to be a true and realistic budget, We gave them the 2028 number.
when the consultant teams today that are here today were engaged, It was for apples to apples for them to start with 2028,
which essentially is the same reason that we have no idea if this is something the body Wants to move forward with,
and if so, how would it be funded? And then just given the procurement methods that we Have to follow,
that is the most likely year that something would begin. Okay. Thank you. Mayor. Mayor pro tem, you're recognized for five minutes.
thank you mayor. Thank you all for the presentation.
thank you for the expertise that you have offered. I think you delivered exactly what we asked in the scope that we tasked you with.
I really appreciate page ten. And the decision making process here emphasizing, Especially maximizing the use of taxpayer dollar because this is what it's
about. But let's say we don't spend a dollar, Let's say we defer these maintenance and we continue kicking the can down the road.
if we don't do anything and we don't do any of the repairs, What risk do we have here at city hall?
whether it's the functionality of the building or life and health possibilities.
mayor pro tem, if we can have the person running the slides, Go to slide 19 for me, please.
in our risk prioritization framework we call out the elements that are most likely to fail Sooner rather than later.
and we have a sliding scale on the horizontal axis that talks about the impact, Right?
so if you think about what risk is there to staff and operations and otherwise, I think you could categorize into different components.
you obviously have life safety and related. That's tied to some of the elements that we're Showing here around leaks and switchgear and related generators as well.
right? That's a critical component. If you have electrical distribution issues and you Have generator issues in the event of power outages related,
you have operational issues in your facility, Which could trigger life safety issues as well. So I think if you start in that upper right corner of the wrist matrix and move down to The bottom left.
you can start to understand the cascading impact along the way. Now, one of the things that you know hasn't been fully dug into as a part of our scope is Understanding the operational impacts of each department and their ability to deliver city
services, whether they're here, remote or otherwise. And so I would encourage the council To look at that as well as part of this decision making process. Thank you.
let's say we do come up with some some funding to make these necessary repairs.
we come up with the budget. The budget's approved.
but we knocked down a wall and now find additional repairs that are necessary or Triggered.
where do we find those dollars? Madam city manager with an approved budget.
are those done through emergency funds? How do we get those extra dollars for unforeseen Repairs?
thank you for the question, mayor pro tem moreno, And I think we have a perfect example.
there was a couple of jobs that we had gotten a budgetary line item for, And john can give what the specific job was.
and so I think the line item in the budget was less than maybe 7 million. And by the time we got the actual bids in, after we put it out for to award the contract, The numbers came in much,
much higher. And so because we didn't at that time then have that additional budget Capacity built in,
then that project did not move forward. And so anytime something like that happens and We've got to take it from somewhere in order to be able to move it over and be able to
address whatever that gap might be. So that would be a part of I think how we do things Now.
oftentimes we have budget things that go over. We just went through a very extensive review last week where we continue to see the rising Costs in animal cruelty cases.
and so it's continuing to blow our budget in that particular. That's just one example. And that one department.
so we would have to find it within our allocation that has been approved by the city Council.
and oftentimes that's looking at where we can take it from and move something around. So that would just be a part of the of our budget process.
thank you. So a lot of the work is slated to be done on the weekends, The holidays the evenings.
have we considered a time of, or the the cost for construction workers to be able to work During those hours?
is that built in? Correct? Yeah. So if we are only recommending night and evening and you Know,
holiday season or, or council recess work really in section e of the facility, Which includes this council chamber related.
we are carrying a premium for that within our pricing for that, Both in square footage and in duration of projects.
so you have not only the cost for the work itself, But the escalation associated with it.
so that is priced in really for that specific area. But I would like to note that really section e is the only component of that facility that Is carrying a nights and weekend premium.
there are some elements of, you know, occupancy premium for different areas that comes to Mobilization,
but those are both costed into this number. Okay. Okay. Madam city manager, as we see revenue that's coming into the city today, Not being there
tomorrow, how much more difficult do these types of huge financial considerations away Into the budget?
thank you for the question. Mayor pro tem moreno. It is the current the current climate, As we've laid out before we have to continue to do what we're doing now and,
and how we're looking at our budget. It's not about what we are going to spend, It's what we're going to invest and continuing to find those new revenue sources.
I think it will be critical. We know what the current pressures are right now on property Tax reform.
we also have seen how our sales tax dollars, Even though we've seen the increase, we're still not keeping track or not keeping pace
with what we have laid out in our forecast and our budgets. So I don't I don't foresee that that gets easier, I think, as our city continues to grow,
the cost of delivering services continues to rise, That we have to continue to find ways.
from a fiscal sustainability perspective these are going to be difficult days ahead.
and I think we've laid out all of, whether I'm talking about the increase that will happen Year over year with our pension payment.
these are all things that we don't necessarily have the option not to do.
and so we would definitely have to continue the work and what we bring and how we're Looking at the budget in,
in, in its entirety. But the one off pieces of it, I think are going to be critical for us not to make because I think we're going to find
ourselves kind of where we are right now. We're looking, We're looking for a path forward that would allow for us to continue to ensure that we are
maximizing the use of our taxpayer dollars and the most efficient way possible, And the most physically stewardship way possible.
on page 24, you talk about the the windows and only resealing those existing windows.
we know that they take a huge toll on our hvac operates.
is there any consideration to updating those windows so that they're not pressing up Against the demand of the hvac?
so could you repeat that question? Sure. I mean, Is it we have a lot of windows on the front of this building.
the sun is glaring in. That has an impact on how hard our hvac is working.
is there any are we looking at. And I don't want to use the word modernizing, But are we looking at anything to help keep down the cost of our
electricity. On the demand. The biggest the biggest improvement you can make to this Building is direct digital controls on all of the mechanical equipment and electrical
equipment. That is going to fundamentally change your efficiency and controls.
so to me, in a modern building, you start with the definition of what a smart building is.
all these systems need to talk to one another, And they need to be able to be programable and controlled.
so I think that's going to be a huge. Now the glass and glazing on this building is huge Sheets of glass.
they're somewhere between three quarters of an inch and 7/8 of an inch thick in a lot of Cases.
the only thing that you're going to do by replacing those insulated glass units, Is being able to put a better coating on it.
a solar heat gain is a huge factor. When I look at this building, The east and the west walls have very limited sun exposure.
the south facade is facing due south. In the summer, It's very easy to create a passive shade device on that facade just
to shade it. But in the winter, we actually want that solar radiation in space.
it helps heat the room. So what I would say to you is, When I heard that we were going to take out all the glass and glazing in this building and
replace it with insulated glass. Conductance is a minor issue in texas.
solar heat gain is huge, but you can control it passively.
so what I what I would say when I look at this building and where you're going to invest Money,
we did not recommend replacing the glass and glazing system in this building.
it's not structurally in jeopardy. And I think that we have window coverings and we can Apply coatings if necessary to help.
but in terms of dollars for dollars, digital direct digital controls is going to be the Biggest bang for the buck.
thank you. On page 45 it says investigate repair parking garage roof underneath plaza.
does that mean we really didn't take a deep look into that? And what are the projections and possible added cost?
yeah. Go ahead. Here's how we attacked it, and I'll let my experts respond.
it's a it. This whole water issue is one that gets a lot of attention and and justifiably So.
so when we really looked at it, we there are two primary issues that we focused on the Existing expansion and control joints.
I mean, that's a big task ahead of you to repair that.
we also believe the reflecting pool can be leaking.
so we're fixing the expansion joints. We're addressing the needs.
and you know what we call the pool. And in the process of correcting those two items, We're also investigating what's on the top of the parking garage,
which again is underneath the plaza. We want to fix those first two.
examine the condition that could be creating leaking in the plaza area again on top of the Parking garage.
if our investigation shows that the old tar that was put underneath that years and years Ago is still functional,
we'll leave it alone. If it doesn't, then we will go in and address that.
but that's a progressive program that we're dealing with. Tearing. Tearing that plaza off and redoing it is expensive.
and we're putting that off until the end. Until we start tracking down the water and, And tracking water is very difficult.
starts one way and comes out all different kind of ways. The rube goldberg system that exists now with those internal whatever you want, Those that internal gutter system.
or that'll go away quickly. If this is pursued and fixing the expansion joints is going to Have the greatest impact on the amount of water
that gets into that garage. There's no doubt about it. The roof membrane in between those expansion joints may be a factor, But in terms of contribution to the problem,
I think it's the expansion joints that are 90% of it no matter what.
and that gutter system that was put in the garage to kind of control where the water goes.
well, if the water is already in the garage, It's going to end up at some point in a public area.
and I just think we can I think we just need to attack the expansion joints.
that's belhaven clearly. And I that belhaven report or the moisture protection in the Building was excellent.
I haven't read a better one, so I want to rely on what those guys are telling us. And they said they found chlorinated water in the garage on level one and level two of the Garage that can only come from the reflecting pool,
so we know it's leaking and it's wet. 365 days a year you if you've ever been in there and There wasn't water in the garage,
you ought to take a picture of it because I don't think it happens very often. Yeah. The biggest key for me, the biggest takeaway is the fire and life safety systems That are currently existing in this
building, putting not only everyone in this building at risk, But those visitors that come through these doors every single day,
and our first responders who are coming to possibly fight a fire or trying to get help to Someone.
we have to address that. There's no way that we can try to get around it and do just Enough to not trigger new.
safety standards. This should and must be a priority.
it is. And we've and we've engaged with the people within the city just beginning a Preliminary discussion with them on how do we address this
and get their input. Okay. And so this building has a certificate of occupancy.
currently, there's a certificate of occupancy, Give you the right to come in and do building repairs.
or do you have to get a building permit and a approval to do work on the building?
and if there is significant renovations done on the building, What does that do to a co?
so we will need to short stories. We will require permits to do.
it will be required to get permits to do the work that we're talking about here. And for us to then move back in and get certificate of occupancy for those areas that will Have to be done potentially on a phased capacity.
that's something we have to work out in the final design plan of how it needs to be done. But the answer is yes, we would need permits and then yes, We would need co for the space that we're moving back into.
thank you. Thank you mayor. And if I, if I may one of the tests for the building code, The new building code that basically addresses existing building conditions
is that if you're a high rise building, meaning you have a floor greater than 75ft above The fire department access level,
the automatic sprinkler system. And these improvements are required. It's not discretionary based. Yes, there is a 51% test for work areas.
and if you exceed that 50 that trips, that's an if then if you're more than 51%.
but if you're in a high rise office building, It's already tripped. You don't get you don't get an exception to being in a high rise building.
and therefore to us, yes, will's right. We're waiting for somebody at the city to come Back and say,
officially, we agree with that position. That's what the building code says that you Approved in 2022.
so it will be a variance you would give yourselves.
mr. West, you recognize for three minutes. Thank you.
just a kind of a cleanup item that I want to do is comment.
a couple of comments were made about a aecom, One that was, quote, their numbers were proven to be incorrect.
and then the second was that their numbers were intentionally presented to mislead us.
I wanted to let this panel just address if you know, A aecom numbers were in any way incorrect in your minds or intended to
mislead this council. Based on the information that's been provided to us and the numbers That are within the aecom
report, obviously we approach the program from a different perspective, As did will's team.
all of the numbers came in within a reasonable percentage of each other.
I see no reason why those numbers will be presented as anything other than accurate, Based on the information they have and was provided to us at this point in time.
now, as I mentioned, aiken was tasked with looking at and repairing the systems components Associated there.
we were tasked with looking at this as a, you know, An approach over a ten year period.
and that did trigger other elements. But I have no reason to discredit the a report just Didn't want to leave that out there as a corporate headquarters that's here and
internationally renowned company. So I think if we go to slide 63, That will kind of help guide my last two minutes here.
you know, a comment was another comment was made that was abandoning city hall is the most Expensive choice.
to me, that is a predetermined opinion because with someone who doesn't have all the Information,
because we don't know that yet. We have been presented right now. Just use mr. Bazaldua analogy we presented been presented with the picture of repairing The old mercedes.
we don't know what the cost is yet of leasing or buying a new car.
I assume cbre is going to be giving that to us in executive session here in a little bit.
when we look at leasing options, and I think having that comparison to what's on slide 63 Will give us the full
financial picture that I think we need as elected officials, As leaders who are going to make a fiduciary,
fiduciary decision for our taxpayers. So looking at this slide the last comment I'll Address is that these
numbers, some one of my colleagues said these numbers are scaring people. I just wanted to ask peter or someone up there is there any scenario that we would choose In which we stay in city hall where we would not
incur the temporary lease costs or 20 years of operating costs?
operating the business, the building as is, and allocating an appropriate amount of Capital reserves,
which you can see in the methodologies a dollar per square foot per year increasing later In the model to $1.50 per square foot per year.
that is your baseline. If you do nothing to the building, That's what any professional owner would do in an office building.
so those numbers are really your do nothing scenario. You're going to incur $230 million of costs over the next 20 years staying in this Building before touching anything else.
so that's your baseline scenario in my mind. I do not I was not given any inputs by this Team either one of these teams that suggested that
there's free office space available for anyone in the city. Nor that they could execute this program without temporarily relocating.
I was given very specific inputs and those are the outputs. So we modeled what was given to us in terms of what was required to execute these Programs.
so I don't agree with the characterization that they're unnecessary costs.
they are reality of costs to do this. So you believe this slide presents the financial Picture we need to use when comparing
staying in city hall, permanently renovating it in some capacity or, Or moving out.
this is our comparison that we use. I believe so. I do believe it is fair to say that the numbers have not been presented publicly for what The other options could be.
and they should be compared to these benchmarks. And if the costs are higher, that's what council should consider if the costs are lower on The holistic basis.
that's what council should consider. And I believe that will be presented to you shortly.
yeah. And it's quite possible that the, the cost of leasing or buying the new car could be Higher.
I mean I haven't seen them yet. I don't know who has, But I'm looking forward to seeing him.
just speaking, because this was addressed publicly. I in one of our previous presentations there were a range of solutions presented by the Market,
including some that were more expensive than these and some that were less expensive than These.
there are also multiple financing scenarios that are available. So I disagree with the characterization that you will be leasing into perpetuity.
I understand the negativity associated with that.
but that is not what we are tasked with exploring and that's not what we have delivered.
so that's not the options. You're not limited in your options.
at least according to the exploration we've done so far. Thank you. Chairman stewart, you're recognized for three minutes.
thank you, mayor johnson. During the months of reviewing and discussing the multiple Multiple reports from consultants and engineers.
my focus has always been on the numbers. I believe we now have reliable numbers, Not perfect numbers,
reliable numbers. The question is, can we truly afford the extensive repairs that are Needed at this point?
addressing the extensive repairs needed in this building means replacing multiple systems,
hvac, electrical substations, generators, and the roof and more.
and that will require tremendous financial investment. Whether we use bond funds or general funds, we are using taxpayer dollars that should be Focused on building the future and not continuing to pay for
the consequences of decisions made in the past.
and that's all I have to say at the moment. Thank you.
chairman johnson, you're recognized for three minutes. Thank you, Mr.
mayor. City manager. I have a question. I know I heard that it was said that the Incremental repairs
is what we was pretty much needing to focus on. So it's those incremental repairs about 600 000 on when I'm looking at.
sorry, I'm getting it right here on slide 60.
so we just look at the 88 upgrades. It's a repair estimate. The staff said 152 to 345 a come said 329.4531.6 and it went all the way up to 16.
that's just the bare minimum. Is that correct?
thank you, councilmember johnson, for the question. So if you're referring to what's on Slide 60 the reason why we wanted to share this slide because again,
we've also heard all of the different range of numbers and what was included.
eight. First of all, I do want to I have to say this because this has come up many times. A come did not deliver us a repair estimate of $1 billion.
that's not what they delivered. They delivered us a repair estimate of 329.4.
but when you add in the other pieces, whether it was coming back to.
and I think mr. Jensen has referred to a warm lit shell, It's the additional things that you have to do to make the building ready to reoccupy.
and that also included the the time frame to leave and come back. And it was a shorter window. I think it was a five year window. So this slide was to show That if you just take the repair estimates with nothing else.
so you could get a very clear understanding of where we started as staff.
and I'll go back to october of 2025. We did not have this expert team.
we did not have the a team. What we had were previous proposals that we had actually Received estimates where we had actually received
work orders to do certain things in the building that either could not be done because of Budget capacity.
and that's what we use to base our number off of. We also had a very old facilities condition assessment that we use that had not been Updated.
so we just wanted to make sure that this slide clearly showed if you just take the repair Estimates alone before you add in,
if you go down the page, the ada upgrades, the code upgrades, Technology, interior swing space and all those things.
that's really what you're comparing. Thank you. So this is just the, the bare repair estimates and staff estimates that come at that point When I'm looking at what's the
least expensive. And then we go all the way up to six six over $6 million.
I don't believe that's a scare tactic. We're trying to cause people to be fearful.
the community know these are the facts. It's tough. As deputy mayor pro tem said, it's been a tough week, But we have to understand that we have to make tough decisions and this is just a
tough, a tough decision and a reality that we can't do more patchwork if we're going to Fix it.
we can't say, let's do the bare minimum and then not upgrade code.
that's not integrity. That's not business. That's not good governance.
that's that's a bad example of leadership, in my opinion.
the water situation. I've listened to what was said in 1976.
there's a video by I.m. Pei said the underground parking garage said was to cost $11 Million.
I.m. Pei had a water problem then and they thought it was.
it came in through concrete expansion joints. Engineers thought it was due to a drainage problem caused by rain.
it flowed from two sub parking levels, which we know today as level one and level two.
this is in 1976. This is documented on youtube.
he said we're going to try to find the problem. Clearly the problem was not found or Fixed.
and this is the guy that we respect a genius, A genius architect.
so these are this is not a new problem. This is 1976 then and this is 2026 now.
and if you've been having a leak since 1976 and it's 2026, You do the math.
we just have to make a tough decision. Thank you, Mr. Mayor. Miss blair, you're recognized for three minutes.
thank you, mr. Mayor. I have one question. And councilman johnson, If you'll answer it, please be be succinct.
and when you went down to. Can I ask a question? Mr. Mayor of of councilman johnson. Oh, you can ask him if he wants to respond.
he can. When you went down to l3, is it just a crawl space or is it is it large enough to Be considered another floor?
no, it's large enough to be considered another floor. So if it's large enough to be considered another floor, Fans won't fix it.
so let me just say this. I have been told this council was will be known as the worst Council ever if we did not do the repairs and
renovate city hall. This has. This council has been asked to continue to kick the can down The road or to be the council that finally stops
kicking that can down the road and do what's what previous council should have done in the Past,
but did not do. I believe this council is not the worst, But it's the one with the heart to do what is right,
not what is easy. We are taking that can and finally turning it, Turning a.
taking a hard look at what holistically is right for the future generations, And not just right for what is easy for us to do today.
as a council member for district eight, I must lead not by doing what is easy.
I must lead, not by doing what is what is only right for my district.
but I must do what's right for the city of dallas that can needs to get in the trash and We need to do what's right.
that can is rusted, it's old and it's got holes that can is water written
and it's rusted. That can is is time to be put to bed.
I ask this council to stop looking at self. Stop looking at what you want and looking at What's right.
not for this generation, but for the next. Because it's not about us.
it's not about what we can do for the next year, Next five years or ten years.
just like we're sitting in a building that's 50 years old. That's that's broken, battered and torn. We can't do the same things for the generations To come.
I ask this council to do what's right. Pick that can up off the street.
it's not even really ready for recycling. Throw it away.
miss, you recognized for three minutes. Thanks, Mr.
mayor. My focus has always been the numbers as well, And I appreciate the work of the consultants.
I did question because in eight years I had never heard anything near a $1 billion Estimate.
I want to be a prudent steward of taxpayers dollars and also provide safe working Conditions for employees.
because I was one as an employee, I contributed to repairs by paying parking fees to the Parking garage.
but having experienced the stemmons building, I want to make certain that our employees have a safe place to live and work before making
a decision. If we demolish this building and don't have a safe place where people can come At all hours,
that concerns me. What is the cost of demolition? I've repeatedly heard that it will be extremely costly from outsiders, And may take up to 600 trucks to remove the debris.
not to mention the environmental impact, which is a topic very, Extremely important for district six.
my district has experienced displacement of almost 300 families in 2016 due to city code.
it was said those homes could not be repaired. The homes have been repaired since then. They're still standing and the value has soared.
so I agree, we need all of the information to make a decision, Which includes demolition and the total cost of new space,
and who will pay for the demolition of the building. Will it be the purchaser or the taxpayer? I'm sorry.
I'm going to have to ask you to. Yeah, to focus on something that we're not talking about Demolishing anything.
well, it did mention demo in the briefing. That's not what was.
so lastly, having worked in a hospital, I cringe every day walking the halls at the number Of boxes or abandoned furniture,
the hallway, which is a fire hazard and something that we could easily remedy.
thank you. German gracey recognized for three minutes.
thank you. Again, I've said this before. Thank you all for this work.
I've been waiting eagerly for these numbers. Like many of us anything outside of this was Was speculation.
so thank you for the, for the due diligence. Now, Whether or not we agree with these numbers or not,
we have a decent range that we know either way is going to cost us money.
anywhere from it's going to cost us to get this done. So the next thing we need to figure out is for all of us who've been advocating and Saying,
save city hall. I just, I, I don't, I'm not pleased with the process and I'll keep it.
I'll stay on point, I'll stay on point, I'll stay on point.
but when we started down this pathway, the way we've behaved publicly was embarrassing.
and it's bad for business and the entire world is watching.
and I'm frankly embarrassed. Are we going to be labeled the worst council ever?
no, I don't think that, because I still believe in the hope of the city of dallas, And I believe that there's opportunities there that we can collectively as a body
capture. But it's been embarrassing in how we've treated the folks, The professionals that's gone through this work.
are, are the narratives that we've put out here without the proper data to support any of It.
many of us haven't been in this building long enough to even know it, Or have an opinion or an experience to put these out here.
and we've had people in the public put numbers out and say, Well, this is the true number and all of these things.
so again, I just want to say, we are here now and we have a decision to make, And we have a very tough decision to make.
so everybody that was saying, you know, save city hall, Now we want to try to discount these numbers again so we don't have to pay as much as we
know it's going to cost, which many of us knew all along what it's going to cost us to Actually repair this building.
so for those who are saying save city hall, this is your number, This is your number, and you can debate it.
but if you care about city hall, like you said you are, Then let's not cut corners on this building and doing what we need to do.
I mean, for crying out loud, we got a smoke bomb in this building.
I've been in this building for 16 years working in this building, And every time we did our fire escape evacuation plan,
we went down those stairs and we sitting up here, That's a major issue.
and we're sitting here discounting these numbers, Discounting their experience, discounting their work.
there are major problems. And we're not going to ignore these issues in this building for The sake of politics.
it's politics that's messing up deals for this city. It's politics that's keeping people from coming to this city.
so again, we're not the most we're not. But but this was an embarrassing experience.
and again, city manager, thank you for putting this team together. And I'm going to continue to work to get us moving us a direction one way or the other.
thank you, mr. Mayor. Mr. Roth, you're recognized.
well, actually, let's see one minute. Thank you.
save city hall at any cost is not the headline.
the headline is saving city hall by giving us the power to control our costs.
this is my house, and this is the right approach for us.
and I would encourage all of us to focus on this and endorse this approach and move Forward with an action plan to proceed.
let's stop fooling around. Let's get these folks working. Let's figure out what we need to do, and let's solve this problem now.
in this place, we're not giving up this place. We got to fix it and we can do it cost effectively.
we can find the money. And we are smart enough. We are the strongest city in the united states.
we have the strongest city council. We can do anything we put our minds to, And we got to do it.
and we've got to have the courage to figure it out and get these folks working.
and let's focus on this, and then we'll focus on other things besides.
thank you. Chairman johnson, recognized for one minute. Thank you, mr. Mayor. Mr. Mayor, I want to thank you for your leadership. I want to thank You,
city manager, for your leadership. I agree politics has cost us a lot as embarrassed us.
it's been difficult. You've been lied on, city manager.
false things have been said about you publicly. You've been attacked, But it comes along with the job.
mr. Mayor, I respect you and I appreciate you. Your leadership has shown throughout this process you're going through tough stuff, Yet you maintained your integrity.
thank you for bringing these individuals independent studies.
what we've asked for to get the truth out yet, And still, we still may have people that are trying to find fault.
the citizens of dallas are asking us to be fiscally responsible. They understand that it May be a tough call,
but they just want to know the truth. Today, The citizens of dallas are hearing the truth.
so thank you for being honest with our citizens. Mayor and city manager. I'm just going to add, Before we get ready to go into executive session.
I want to join the folks who have already thanked our city manager for putting together a Few briefings,
I think that were needed. And I think the quality of the people that you found to answer Questions about
the costs associated with various options were, Were excellent.
and I want to commend you for that. I want to commend them. Thank you for your expertise and being willing to work with us.
you know, I'm saying on behalf of the city we, You know, our staff is good and I appreciate our staff.
sometimes we need help to look at things. We need outside help.
and I appreciate you being willing to do that for us. I appreciate the folks who aren't even here right now who have come before.
the only thing I want to say, because I think it just needs to be said at this point is, And this is really more directed to my colleagues than to any of you.
so you're going to hear it, but it's really not for you. Guys, I don't know if you've figured it out yet,
but the knives are out for our city. The knives are out for dallas.
we have a serious, serious situation on our hands.
we are in a very cut throat competition. I've been saying this for years now, And I hope everybody who's been watching the news this week
understands that. I wasn't crying wolf like we are in a very serious competition and People are,
as my colleague said, paying attention. They're watching what we're doing.
so here's what I would encourage us to do moving forward as it relates to this Conversation today.
I mean, it is germane what I'm saying. I've been doing this legislating thing for a while And I understand tactics.
I understand legislative debate. I don't begrudge anyone for doing what they felt like They needed to do to try to prevail on a policy
point. But at some point, I think and I think we are at that point now, Let's drop the tactic of questioning the
integrity of the data that's been presented and the people who presented it.
let's stop questioning their motives and their integrity. Let's stop questioning each other's motives and integrity.
let's come together now and literally evaluate the data we've been presented and make Adult policy
decisions. I'm going to tell you what I think the decisions ought to be.
when we get to that point. I want to hear what you guys think the decisions ought to be, But let them be our decisions and let's be respectful about it.
let's be grown up about it. But let's stop the tactic of questioning the integrity of the Data itself,
the people who presented it to us, each other. And let's make a decision. And then when we make the decision, This is this is how I was raised.
once the families made the decision, we walk out that door and we're a family.
it's it's dallas decision, no matter how the vote went. And we have to defend it to the hilt, and we have to do what we have to do.
because again, the wolf is at the door and the wolf is not in this room.
the wolf is not in this room. The wolf is up the tollway.
okay. So my advice is from this point on, we just make our decisions and then we roll.
but we can't. This has got to stop this questioning our integrity and questioning whether Or not people are bringing us data for different reasons,
whatever the numbers are there. I'm telling you, We need to just make our decisions and move forward.
so let's stop with that. Thank you again for the time. And I'm going to read this statutory language and we're going to get about our business.
it is 5:33 p.m. On june 3rd, 2026. The city council meeting will now go into closed Session under section five,
51.07, one of the texas open meetings act, on the following matter described in today's Agenda,
item number three and under sections 551.071551.07.
two of the texas open meetings act on the following matters describing today's agenda Items number four and five.
so we will reconvene at 630. Okay. I'm told we
have a quorum. I trust you, madam secretary. City council meeting is complete.
it's closed session under sections 551.071551.07.
two of the texas open meetings act, and at 7:59 p.m.
on june 3rd, 2026, we return to open session. Madam secretary. Mr. Mayor, there's there are no further business for this meeting.
all right. Then there being no further business at 759. We're adjourned. Thank you.