You're watching the meeting of the Dallas City Council with Mayor Eric L.

Johnson.

Mayor Pro Tim Jesse Marino.

Deputy Mayor Pro Tem Gay Donnell Willis.

City Council members, Chad West, Zaren D.

Gracie, Maxie Johnson, Jaime Ricendez.

Laura Cadena, Adam Basildua, Laurie Blair, Paula Blackman, Kathy Stewart, William Roth, Cara Mendelson, Paul E.

Ridley, City Manager Kimberly Beiser Tolbert, City Secretary Billy Ray Johnson, and interim city attorney Bert Vandenberg.

Okay, we have a quorum.

Good morning.

Today is Wednesday, June 3rd, 2026.

The time's 927 a.m.

And I call this meeting of the Dallas City Council to order.

This morning, I think our calling is going to give us our invitation.

This morning.

Chairman Maxie Johnson represents District 4.

He's also the pastor of the New Morningstar Missionary Baptist Church in West Dallas.

I'm going to turn it over to him for our invocation, and then we'll have our pledges 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 high, personal agendas over what you call 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 hymn up that says, Father, we stretch our hands to thee.

No other help we know.

If you withdraw thyself from us, God, where shall we go?

We call on that grace, that's amazing grace.

How sweet the sound that saved a rich like us, once we're lost, but now we found God.

We thank you.

We were blind, but now we see.

We call on you, God, because if there's ever time we needed 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 song we pray.

In your holy name.

Amen.

One nation, under God, indivisible.

Under the Texas flag.

One state, under God, one and indivisible.

Thank you, everyone.

You may be seated.

All right.

So before we begin today, we have a couple of announcements from our city manager, Kimberly Tolbert.

So I'll turn 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 resident, to a Dallas resident during one of the most difficult moments.

Please join me today in recognizing Jeromey Jones, Crystal Thomas, Sean Blackwell, Lieutenant Clinton Page, Amber Sims, Michelle Figueroa, and the entire Office of Emergency Management and Crisis Response Team.

This team, along with many of our partners, worked 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 continue to show up.

They continue to look for solutions, and they continue to ask what else could be done to help.

Every day, our first responders, our crisis intervention professionals encounter people facing some of the hardest moments of their lives.

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.

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 gonna remove that station so you can come inside here.

So don't all come at once.

Mr.

Mayor, we have another recognition that I would like 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 are 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 Mounted Unit.

So I'm going to practice these names.

The first one, please say thank you to Selim Azara.

President of Texas de Brazil for donating horse chase and a full set of tack.

Buddy Cranber, the owner of Katie Trail Ice House, and Lucky Dog Saloon.

With the Las Palmas and Bowen 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.

Okay.

By the way, they named these horses.

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.

Alright, I'm gonna 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.

Um we're gonna now move on to our open microphone speakers.

Madam Secretary, as before I do that, I just want to uh tell everyone who's here, since we do have a pretty good sized audience today, and all of our um all of our colleagues here on the council that I know that today we have some um things that we're gonna be hearing about um and talking about during open microphone speakers that people care a lot about, a lot of passion, which is great.

I'm glad everyone's here.

Um, just want to make sure everyone knows that we do have rules, though, about outbursts and about um uh loud demonstrations and things like that.

We're trying to maintain um an efficient meeting and and we so I'm gonna try to maintain decorum today.

That would I don't wanna 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 uh to take care of our business in a way that I think is becoming and befitting our our city.

So I'm just gonna ask everyone to do their part to help me um run an efficient and decorus 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, Carol Bell Walton.

Hooray for Valley View.

I am so excited.

After more than a decade, maybe two decades of vacant urban blight.

We're gonna 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 subtruge, 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 gonna bail on CCAP.

Our plan for environmental sustainability and health.

And we have no idea of the pollution impact of that.

It's the great unknown.

We know that there'd be 20,000 trucks, 20,000 plus trucks of debris that would cause that would accelerate pavement fatigue.

And we pay about a million dollars 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 uh 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 mess your time this vacant.

Thank you, Joey Newberry.

Joey Newberry is not online.

Joey Newberry is not in the audience, not present.

Mark Nunley.

Mark Nunley is not present.

Sana Saeed.

Two minutes.

Is it two or three?

Okay, got it.

I see it.

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 gone, Fox 4 News gone, ATT 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's 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 won.

They will reap the benefits of the stars and mabs 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?

Downtowns 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.

Mr.

Mayor, Madam Manager, Madam Secretary, members of the Dallas City Council.

John Wally 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 one billion dollars worth of value.

Twenty-five years later, it now has five billion dollars 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 1.4 square miles and has between 15 and 16,000 full-time residents.

Interestingly, downtown areas of San Diego and Fort Worth, the city's closest to Dallas and total population, could not be more different.

Fort Worth Downtown is eight-tenth square mile and smaller if you just consider its core center.

They call Sundance Square, home to between only three to five thousand 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 Cities, Dallas compares most closely to, is Phoenix in Houston.

It's closer in size with that 1.7 square miles.

But like Dallas, downtown Phoenix has grown dramatically from fewer than 10,000 people in 2000 to 35,000 now.

Also, downtown Dallas.

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 the plane.

Thank you.

Joanna Hampton, it's not online, but not in the audience.

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 a 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 a 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 and 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 acre, 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 Bar Bell TIFF, excuse me, Valley View Redbird Bar Bell 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 Kinesha, 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 take 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 Erica 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 ex 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 it happened here.

Tina Fest is changing that.

As Dallas welcomed 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 assisting with the production support necessary to make Tina Fest a free event for Dallas residents and the 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 registered 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, it's so ordered.

We'll hear all the speakers.

Thank you, Mr.

Mayor.

The next speaker, Sidney Walker.

Sydney 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 dollars.

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 dollars.

Well, Robert Willowski wrote $3.8 billion dollars 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 Wes 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 hotspot for entertainment district.

Because we continue to be forgotten.

And I grew up here.

I don't want to say my age, but I've 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 is not present.

Sam Williams.

Sam Williams, District 9, 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 as 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 a 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're concerned about lack of investment in the city, maybe that's a place to start.

Thanks.

Thank you.

Speakers, what I'm gonna 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 Sharma, Scott Speyer, Emir Pepick, Jedadiah Ulrich, Mick Weissderk is canceled, Sean Buckley, Ariana Smith, Ifani, Amy Mijay, Brenda Gurimorthy, Mohammed Abdullah, Ronnie Mestis, Alexander Stein, Lauren Willis, Alicia Allen, Cookie Pedon, Cynthia Michaels, and Jake Smith, Jim Anderson.

Jim Anderson, you may come to the podium.

My name is Jim Anderson, 4706 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 Marillo, the Cowboys Super Bowl celebration Robocop, and a very young Jim Anderson went to the big uh big um 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's not in keeping with the heart and soul of public service.

My career as an urban planner taught me to prioritize how we're moving City Hall and its workforce do anything to approve 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 Io 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 pay 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 has 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.

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, and 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 O'Cliff on Thursday.

Ms.

Collins had supported and volunteered with us in Mom's 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 Spreyer.

Scott Spreyer is not present.

Emir Pepik.

Good morning.

Thank you for the opportunity to talk.

Um I'm saying that we allowing in protecting the criminals in Dallas, Texas, says my vehicle being stolen three months ago, police ignoring.

If I will call them to do anything positive to protect us, they will show up three hours later.

If I will show you where is all these gun violence, illegal illegal uh casinos, uh human trafficking, we support that actually.

We build ourselves problems.

Our police shows up, don't show up on our phone calls.

My vehicle being stolen for three months.

Cities actually damage me in this point.

Police damaging me.

Actually, don't support me, they're supporting and protecting the criminals.

Meaning that our police officer, after war, 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 allowing that somebody come and rob me.

Why?

Is this how functioning?

If I call any of our institutions, you guys behaving.

Some people behaving like they owned it.

Like I'm asking for favor.

No.

That's a day 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 your favor.

It's not a favor.

Favor is like helping somebody to move the move the furniture.

That's a favor.

But when somebody's paid with my tax money to do his job and file the stolen vehicle, there is nobody there.

And then you're talking about.

Thank you, ma'am.

Have a great day.

Thank you.

Uh hello, my glad and quick.

Hello.

We can hear you and see you.

You may continue.

Perfect.

Awesome.

Thank you.

Um, yes, uh, now that the um the genocidal own basketball team elephant is out of the city and betrayed by the uh stars moving to a city that really can't plan their own space or they're desperate for anything they can get.

Um, we can talk about City Hall, and I'm all in on repairs because uh right now, this city deserve the City Hall deserves to be an anchor, a focal point for the entire city because you want to talk about um losing taxpayer dollars because for starters, I'm not gonna 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 uh sports franchises leaching 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 you 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 uh the foot of City Hall, wherever that may be in the future.

This is an anchor point for the city you have a chance to do.

And there's plenty of corporate hawks salivating to forgive my cat, salivating to take over that space and turn it into a music park.

You're more focused on turning Dallas into an amusement park for revenue only to price us.

The people that live here, you have a chance to invest.

Parks, arts and culture.

Shout out to Cup of Paranoia for making the art.

And he does.

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, the term city hall in that big neighborhood in 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.

Mick Wisderg has canceled Sean Buckley.

Mr.

Buckley is online.

Sean Buckley.

Okay, Mr.

Mr.

Buckley, can you hear me?

I can hear you.

Yes, can you hear me?

Okay.

We can see you.

Can you hear hear me, Mr.

Buckley?

Yes, I can.

I apologize if I was not in.

You may begin.

Two minutes.

I apologize.

I had to fly to Chicago this morning for work, but I'm Sean Buckley.

I'm a resident 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 I homeowner uh 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 Co-American Bank Tower or whatever will be the America Bank Tower once they leave.

This city council has drug its feet to the detriment of this city on 7,000 uh studies of what could be and and the time has run out.

This council has a once-in-a-generational 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 farmers 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 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 a 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.

Ifani Umeiji, 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 that 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 Guru Murthy.

Good morning.

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 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's 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 and 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.

Mohammed Abdullah.

Good morning, Mayor and Council members.

My name is Mohammed Abdullah.

I'm a resident of District 2.

I serve as the imam of the oldest mosque in North Texas, Master El Islam on South Howard, 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 Elm 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 it 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 Mestis.

Good morning, Mayor.

Uh Ronnie Mestus, 3215 Rut Street, West Dallas, Texas.

What time do the Mavericks play tonight?

Think they're playoff or something like that going on.

Yeah.

Anyway, bad joke.

Um, I'm here to ask you to reconsider some of y'all, uh, to your position on this uh 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.

Um, and people that have actually worked in this building a lot longer than you know, some of y'all have been alive.

Not well, maybe not here, but you know, you know, and and it's just uh 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 trying to grow.

Uh, we also got short-term rentals.

We got, you know, things that were supposed to help our community um be revitalized.

And what we had in the last couple of weeks, you know, we had uh 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.

Uh, 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 uh, 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 gonna get ready to go in a couple of weeks.

Uh you know, I've been going ever since all age myself since the 60s.

That's your time.

Okay, thank you.

Thank you, Alexander Stein.

Eric, you know who I am.

I'm Alex Stein, the pimp on a blamp, and you should be ashamed of yourself, Eric.

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 uh lost weight, then you gained it back.

Third L.

You remember how you got caught on the ring ring bell uh 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 uh paid the money to her staffer nearly a hundred thousand dollars 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 gonna do as your term as mayor?

You need to really check yourself before you're gonna be able to do that.

Point of order, mayor.

Because the idea that your point of order.

This violates our council rules and has become personal.

How is it violating any rule?

Listen, I'm gonna ask you to quit 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, ATT, 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 it's not gonna 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 Adelison 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're at that ceremony together.

So you're gonna go kowtow to these teams and they don't care about you, they're gonna go to Addison.

They're gonna go to Plano.

So all I'm gonna say is this you took a lot of L's this year.

We need to stop taking L's.

You're not gonna get a new City Hall, and you know, you're not gonna get your hair back.

But I'll just say this.

I'm primetime Alex Hein.

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 Peaton.

Cookie Pedon, 711 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, meaning 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.

Thank you.

Cynthia Michaels.

Good morning.

I'm speaking for myself as well as Heritage O'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 5th 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 end price of earlier quotes?

Are these numbers true repair cost or 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 AECOM, Corgan, CBRE numbers.

Ziata Rosario, her repair report shows how to repair City Hall for less than a hundred million dollars over 10 years, and this phase two report costs 600 million.

As you know, Zayetta 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 leaving City Hall and tearing it down will save downtown.

You need to ask yourselves or ask experts in this area why so many business uh 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 light.

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.

Look at our motion and a second.

Is there any discussion?

Seeing none, all in favor say aye.

Aye.

Any opposed?

The ayes have it.

The minutes are approved.

Next item.

Thank you, Mr.

Mayor.

Jen 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 citywide 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 repair 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 is 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 Flemings, 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 some members of my team for their efforts, including Brett Wilkinson for his work in coordinating citywide FIFA planning and interdepartmental 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 Bowie 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 K.

Bailey Hutchinson Convention Center Master Plan team whose collaboration and efforts help 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 CCX department led by Daisy Fast as the director.

They've highlighted this on the City of Dallas homepage.

It is active today.

And on the you can find that on the WWW.dallasCityHall.com site.

And today we're joined by Rocky Voz, Noelle Laveau, who work 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.

Um 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 uh a week, we're going to be kicking off a World Cup.

But I have been here and I had an honor to work here in Dallas for over 17 and a half 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 so many years.

I do feel like we are in a great place, and I just wanted to publicly thank the staff, Rosa, your team.

I can't name everybody everyone's names, but uh all the people behind us, DPD, Dallas Fire, Office of Emergency Management, Dallas Parks and Rec, Fair Park, obviously the convention center team, um, OFC, uh, across the board.

Uh, people have been working really hand in hand, and that may be one of the things I'm gonna be most proud of at the end of the day is a collaboration of us working together to make this a success.

We're not gonna be perfect, but we have uh 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.

Uh next slide.

Next slide.

Just want to kind of start off uh with with our match schedule.

Um our very first match, just as a refresher, is June 14th, our last match is July 14th for that semifinal.

Uh, obviously, we're well prepared for the group stage matches that we have, those first five.

Uh we have been in collaboration and communication with many of the embassies at consulates, um, and the ambassadors, uh, the team leads, uh, some of the fan groups for each of these teams, working which with each of these teams to integrate into our fan festival at Fair Park, working with them uh 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, uh, and really trying to integrate them into the uh the culture and the space within the within Fair Park and some of the planning uh days before their events.

So uh people are already starting to come into town.

What we're seeing so far uh 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.

Uh so there we're anticipating a lot of movement uh once those round of 32 16 and semifinal coming in of fans uh you know deciding that they're coming here.

Uh a lot of the tickets have just been injected into the system, so they're actually getting them in their app.

Uh but uh very excited.

Um, many of you may have seen the the Netherlands Orange Bus is here.

Um a lot of uh Japanese uh fans uh looking to host various events and come into the area as well.

So uh excited about the matches that we have uh on tap.

Next slide.

Okay, next slide.

Uh, from a transportation standpoint, um, one of our key initiatives from organizing committee is to ensure that we have smooth transportation throughout the region, uh, especially for on match days uh for ticket holders to get out to the stadium.

Obviously, we do not have uh mass public transportation out to Arlington, so we have been working with the North Central Texas Council of Governments, DART, Trinity Metro.

Uh the plan on match day uh is to utilize the TRE.

So we'll have a lot of deployment at Victory Station, uh, but you utilizing the TRE both uh from Dallas and to Arlington to Centerport Station.

Um that will be a normal fare.

Uh, and then we have uh uh buses and our transportation hub uh to take ticket holders from Centerport Station down to lot H at in Arlington complementary and free of charge.

So they will be uh scanning and looking for those that have tickets.

So at the conclusion, uh they will take people back to Centerport Station and then they can disperse uh utilizing the rail service.

Uh you will see on this map that there are some uh some blue lines uh directly from Dallas, those are gonna be if we experience large lines at Victory Station and more than the 20-minute cycle that the the trail train will be going, uh Dart is prepared to take uh passengers directly down to the stadium and then back after the matches as well.

Um next slide.

Um in terms of parking, uh, there will be a controlled area, much more so expanded than what we're normally used to at Cowboys Games or other events at uh ATT Stadium.

Uh so for those people who may be going to park, don't anticipate parking in lot one, 10, 11, those types of things.

There are structures, and that is part of the secure perimeter.

Um, FIFA has uh contracted additional uh lots with the Rangers.

Uh we are we are uh highly suggesting people that that want to drive out to the stadium uh to go to Just Park or the FIFA website, you're able to purchase your parking pass as long as you have a ticket uh to the game.

Uh so more information, all of this is connected on our Dallas FWC26.com in terms of the entire transportation plan, but really encouraging people that are going to park, go ahead and get your parking uh pass now.

Um our transit system is operating five hours prior to the first match and three hours uh 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.

Uh so you should see a lot of um 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 two text dot.

Uh next slide.

This is uh what our fan festival road closures uh look like.

Uh there are walking paths that have been dedicated in lanes from downtown through Deep Alum out to Fair Park.

Um 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.

Uh, our Fair Park location or FanFest location is Dosecki's Pavilion as well as lots 8 9 10, and then we have public parking uh in 11 uh and then Fair Park will manage the parking in lots 13, 15 and other auxiliary lots that may be needed there.

Um next slide.

In terms of just overall uh logistics from a ticketing standpoint, everything is mobile, uh so people should uh have those uh tickets uh on their mobile device.

Uh there we are anticipating a lot of meetups and parades and marches.

Uh so we've been in contact with the Netherlands and Sweden.

Their marches were predominantly take place in uh Arlington on match day.

However, uh we do know that there's a parade with Croatia here in Dallas.

There are a lot of meetups, whether it's uh England looking to meet up, Netherlands is planning a big meetup at Fair Park the day before their um before their match uh in our fan festival, so really trying to work to include some of that in the fan festival elements prior to uh their their match times.

Um we have Ambassador Row, so working with all of the consulates uh ambassadors to provide them space to work.

Uh our LinkedIn has set up ambassador row out at Choctaw Stadium.

Uh we have also provided the ambassador uh meeting places and tables out of our fanfest so they can request those tables for the entire length of fanfest and utilize those as needed to help any of their consistents, people who lose passports that need some of those services, uh, they will have special vests, special credentials uh to be able to do that as well.

Uh Halperin Park is uh one of our official um watch parties, fan activation zones uh that we'll be activated activating.

We know that there are a lot of other watch parties and fan fan zones that are popping up throughout the region.

Um we support those.

We want people to be uh excited and to be able to experience uh 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 camps.

So we have two base camps here locally.

Um we've got Checkia at Mansfield Stadium and Sweden, which will be at Toyota Stadium or FC Dallas Stadium as it'll be known.

Uh they actually start arrival here in I think about two days.

The first team will be coming in.

Uh we'll be welcoming them.

Uh, a lot of fanfare, and they will both have community training days.

Uh one will be open to the public, the other will not.

Um, and that 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 movements and arrivals uh here shortly.

Next slide.

Uh should start to see or have already seen a lot of wayfinding, event dressing going up, our street poll banners are up, but we have an entire way finding 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 station to the Fair Park Station, MLK, a little bit at Union Station, obviously Centerport Station, trying to parking directional, those types of things, just because some of the layouts at all of our facilities are a little bit different than maybe how they are normally operated.

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 schedule.

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 semifinal.

Also, international flat 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.

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 2,000 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 and 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 3,000 broadcasters and media that'll be here in the convention center for the IBC.

That will be operational all the way in through uh July 20th for the conclusion of the World Cup and our media center are open uh June 8th, so just next week.

Next slide.

Sorry, next slide.

All right, FIFA fan festival.

Um this is if we can head to the next slide, free and open to the public.

Uh this will we will be going for the full um June 11th all the way through July 19th.

Uh there are five rest days in between, uh, but free, open to the public.

Uh, we encourage people to scan the QR code, go to our website.

The entire schedule has been uh announced.

Uh you will still need a ticket to get in.

So we encourage people to scan prior to going there, uh, just so that we can collect your information.

Uh, 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 10.

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 uh affordable for people to attend our concerts as well, but have a great activation.

So 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'll 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 uh space, but we'll have uh secure space and thank you to Dallas PD, Dallas Fire and Rescue, uh 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 gonna take on them from a staffing standpoint uh as well.

Uh next slide.

Just some overview of what that really is going to look like out at Fair Park, uh utilizing that pavilion, the screens, and other entertainment that'll be taking taking place.

Next slide.

From a from a schedule standpoint, I've said we're open uh 34 of the 39 days.

Uh we will be open an hour prior to the first match and closing an hour after the last match.

Uh 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's a few other that start at 9.

We will be broadcasting that, but then after two hours, people will uh leave and disperse, either drive home, get home on on uh Dart.

But we did not want to start the 10 and 11 p.m.

Uh once at that hour and have people getting out at 1 a.m.

and 2 a.m.

uh in the morning.

So all of this schedule is on our website.

If there are changes along the way, we will be just uh uh getting with the media, communicating that out, utilizing social media, uh if we have to make some modifications uh along the way.

Uh next slide.

Uh obviously that's uh July, and you'll see some of those rest days toward the end of the tournament uh as we're as we prepare from our semifinal uh and to the final uh next slide.

And now turn it over to Travis.

Good morning, everyone.

Uh Travis Houston, deputy director of emergency management and crisis response.

Uh so what you see on this slide here is is really the regional public safety org chart.

Um, this event 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 and remain aligned through the planning process, and and really the way that we've done that is through this structure here.

So you'll see the organizing committee working through uh working with the regional public safety planning committee, which is public safety leadership from police uh 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 uh 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, state and federal partners.

That planning fed directly into training, incident command, hazardous materials, mass casualty scenarios, executive education, 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 day in the life scenarios, as well as many tabletops to talk specifically about IBC, the joint operations center, fanfest, 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, intaking 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's in town.

Traffic, communications, our neighborhoods, and so it's our goal to keep Dallas moving throughout this tournament and not just focus on visitors.

And fourth, uh enable rapid consequence management.

So we've built plans and developed, importantly, developed relationships that will allow us to squeeze the timeline in a 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 posts like hotels and field command posts that may be stood up in response to some emergent or uh, you know, unexpected event.

Next slide, please.

On the law enforcement side, DPD's postures intelligence-led across the entire tournament.

It means a continuous threat picture covering uh every venue in the FAN Festival, integrated through the Dallas Fusion Center as well as FBI's International Police Cooperation Center and 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 partners are all liaes to 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 of 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.

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 political 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 is 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 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, Drev.

Thank you.

We'll now turn it over to 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.

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 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've 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, V 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 forecasts.

Commercial baseline remains strong due to current airline operations.

So the TSAQs 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 24-7 communication center during regular operations.

We will also establish a FIFA Airport Operations Command Desk during the World Cup tournament.

And then we will activate our AEOC or our emergency op 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 FAA, TSA, 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.

That is to uh help relieve some of the pressure that will be experienced between DFW and Dallas Love Field.

Dallas Executive will act as a support operation.

We have a drop and go operation should we become saturated in our ramp area with air 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.

Hello again.

Uh next slide, please.

So early on, City Manager Tolbert uh brought departments together and challenged us to be Dallas ready.

Uh this is our court, so Dallas Ready is our coordinated citywide 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, uh are all gateways that that we wanted to make sure looked great for the world.

So the concept is 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 then execute against those assignments.

We track that through our engine 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 uh in the lead up to the tournament, focusing on different areas each time.

What makes this different from the standard uh work process is is that it creates one visible operating rhythm across multiple departments, through in one data, the field assessments, departmental work queues, all feeding into a single picture.

Everyone knows uh what needs attention, who owns it and when it's due.

Now, next slide.

Uh and and here's what the program has has produced.

So since we launched this in April, we've closed nearly 1,700 service requests across our target areas, 395 code compliance clear 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 aesthetics.

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 uh we make sure that we're uh holding on to the progress that we've made.

With that, I'll hand it back.

Mayor, Chief Artist, respective council members.

Thank you for allowing us to present today.

My name is Charlie Salazar, Deputy Director of Transportation and Public Works, representing uh Gasson Kunkarly, Dr.

Kunkarly, 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 FIFA readiness through infrastructure mobility and operations.

So, one of the very first things that Kim Tobert uh told us, she said she wants to show the world the city of Dallas, and that was through her theme, FIFA 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 Gaze 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, fits you and 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 uh on this particular day.

There was rain, and they've been working around uh, you know, as around weather and other challenges.

We have Gaysford in Pennsylvania.

That area was really rough, and uh FIFA folks asked us to uh work on that area.

Our folks went out there and did a really good job of uh making sure that that was going to be presentable for the uh folks that are going to be traversing through there.

Uh you see before and after picture on Haskell and and uh in the right share corridor are 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 uh good visibility for everybody that is gonna be in these areas.

Pedestrian safety enhancements near FER 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 uh any issues.

Next slide, please.

In this picture, you can see a uh hydrant beacon over around reunion boulevard, and then you can see new traffic signals that uh went in at uh Young and Griffin.

And so um coming from public safety to traffic, the amount of work that it takes to get those traffic signals up uh 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 uh been very busy installing uh 425 traffic way uh signs and wayfindings, enhance high visibility pedestrian crossing, 122 crosswalk and stop bars restriped.

We've refreshed 37 miles of payment markings, and then we've also installed delineators in the downtown area.

Next slide, please.

Clean sweep and beautification operations.

We have uh plan for enhanced litter removal, street sweeping and high traffic uh areas, nightly corridor maintenance to make sure that the next day is uh beautified and ready to go.

Rapid response cleanup and overflow and continued landscape uh mitigation with maintaining the medians and corridors.

Next slide, please.

This slide here has some city beautification initiatives down in the floor and pearl area, also in the uh Fitz 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 uh downtown in the floor and pearl area on the left.

Next slide, please.

Our mobility, bike lane, and event access uh multimodal, multimodal mobility routes prioritized for pedestrian and micromobility users.

This would be in the main street, also hardwood and olive temporary and adaptable mobility lanes developed delineators for protecting our uh pedestrians.

Next slide, please.

And this map here, this map uh is a depiction of our mobility route from Maine all the way down to Santa Fe Trail down into uh Fair Park so that uh pedestrians can get there safely.

Um this map along with other maps you can find in nctcog.org for maps, and you can also find it in our uh city website and our transportation website.

Next slide, please.

Parking permanent and event coordination.

As you know, that parking is going to be uh an issue that we have to contend with.

We're coordinating permitting and currently management, support event parking operations and enforcement readiness.

We're prepared to upstaff and be adaptable during this event.

Next slide, please.

Emergency preparedness and interagency coordination.

We're gonna support the EOC staffing, transportation coordination coordination during the uh FIFA events, and also just to uh mention that if anybody's uh concerned about how prepared we are, a snapshot just this past week of how all of our teams came together to do support the uh 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.

We're 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 uh 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 Clyde 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 uh downtown Dallas Inc.

on putting together a special pedestrian activation that we 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 Accord to Harwood, starting at 8 a.m.

till 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 programming, outdoor yoga.

We'll have some market vendors and some activations.

Next slide.

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 Fourth of July without some special nighttime spectaculars.

So you'll have your usual pyrotechnic events at Clyde 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 the story of America and really the story of Dallas too.

It has a Dallas focus.

It's a four to six 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.

Yep, perfect.

Next slide.

I just want to go over as we 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 some 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 rule each time we wanted to have something that had a grid 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 BRIC 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 uh 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.

Um 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 uh we anticipate a tick up during uh major events, so wanted to make sure that we had the training, education, and resources to be able to uh communicate that and and know the process there.

In addition, uh we engaged with uh cultural awareness and hospital hospitality training across many many stakeholders throughout the region.

Uh not only were they in live and in person, but then uh we also have video uh assets that are available for people who want to to uh take that, and some of it is very easy of uh knowing maybe some of the cultural differences amongst some of the countries that are going to be here.

Uh, 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 uh in their language.

Uh so we're very excited about that.

Uh also had a lot of community cleanups throughout the region.

There was a community cleanup challenge uh that uh North Central Texas Council of Governments uh put on and sponsored, where many of the cities throughout the region um competed in that, and I know uh the city as well as Visit Dallas had a very dedicated cleanup uh earlier this month or last month, I guess now, at uh Fair Park, so that we can make sure that we shine there uh 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 uh other things and fan festival and other events that will be taking shape, but we do have dedicated um human rights and sustainability uh marketing and communications that we're working on throughout the region.

Next slide.

Um, and I think last uh North Texas Business Connect program.

This is a new program that we hope to be a legacy uh through the World Cup.

It is our way of being able to engage with uh local businesses.

Um one to one.

First, we need to know they exist.

So a lot of people have signed up with the North Texas Business Connect program.

Uh worked with a lot of the procurement offices across the region.

Uh we had 20 a little over 2300 uh businesses register, 683 of those were uh Dallas registrants or Dallas businesses.

Um 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 uh commercial partners, uh, how much um was spent here locally.

So we look forward to having uh that report uh and summary after the World Cup.

But uh all of the RFPs and RFIs that we've received we've been able to send out uh through our North Texas Business Connect.

So we're hopeful that uh we have some very high numbers in the last we had heard and we were progressing very well in this category.

Uh next slide.

Uh in terms of uh other events uh going on uh for us from organizing committee standpoint.

Uh we do have a media party uh that will be uh this Sunday, June 7th.

So the invitation uh you should has gone out there.

We'll have all the broadcasters and media from the IBC as well as those that have registered for our uh media center, uh as well as our local uh 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.

Uh, our FIFA fan festival opening, uh we are uh inviting all of council.

We would like you to uh basically cut the ribbon for us uh to open our fan festival um with the mayor and and city manager there on June 11th uh prior to that first match.

So look forward to seeing you there.

We also will be communicating information about credentials uh so as well as parking at fan festival uh just to get you some easier access uh in and out.

So we will get that to Rosa and Brett and the team uh so that they can distribute and get that out uh to you guys.

Uh and then following the World Cup, we've got uh Party on the pitch, where we'll be able to get inside AT Stadium on the pitch.

Uh hopefully be able to celebrate a very successful um world cup.

Uh, we are also hoping to uh have our volunteer celebration there.

So working through uh some of those last details of those 6,000 volunteers that uh are we're gonna be working day in and day out or already are uh but definitely a lot of hours here over the next two months.

Uh and then in October we want to wrap up and uh hopefully we'll have all the impacts uh back by then and really celebrate the impact of the World Cup and um be able to reflect on it, uh maybe talk about a little learning lessons, the positives and the negatives, but uh the lasting legacy, and then it will be in time to uh 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.

Um, I just want to give you an update on what I think the work plan is gonna be real quick.

We're gonna take the questions on this briefing, and then we're gonna break for about an hour for lunch and come back with the second briefing for today.

So um I'll start with uh Chairman West for five minutes.

Thank you, Mayor May, for today.

So after nine years of planning, uh Dallas is just a few days away from rolling out our welcome mat to the world.

Uh Rosa, Monica, everybody who spoke today, your entire teams, you gotta be incredibly proud of um the work you've done to get us here.

Um thanks in large part to to your work.

Um for the next few weeks, Dallas is going to be absolutely shining like the city that we know we are.

Um so I'm gonna start off with a softball question for you, Monica.

What are you most excited about with the World Cup arrival as of today?

You sure you want my answer?

Um, you know, when you've been planning for something for so long, you just you want to see it start, yeah.

Uh you know, I I had the opportunity to go to Russia and Qatar and see the passion and the energy and uh welcoming the people from all over the world and uh 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 uh 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 uh for our our city and our region and and the residents and visitors alike.

So I'm ready to kick off our fan festival uh on um on June 11th.

I'm ready to get that first match under our belt on June 14th, uh, 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 uh um I don't know.

I but you are right, um councilman West.

I'm I'm proud of the 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 gonna lie, I I will be ready for it to be over too.

That probably goes for I mean I want to go to another project, I think, after this one is over, is what I'm trying to say.

Yeah, um, so I'm gonna need transportation public works up here for the next couple questions.

Um, so both Monica, you and and uh transportation spoke about wayfinding.

Um I'm really glad to see we're freshening up the sidewalks and the crosswalks.

I wish we were doing that across the whole city.

Um, but I'm happy to see the fans will benefit from that.

Um what wayfinding improvements can we expect for the fans who are gonna be going to Main Street and then getting off into the rest of the city?

Are there any visible ways we're gonna 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.

Um 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 Maine 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 DDI 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 DDI 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 directing them to those places.

Great and just for the record can you identify yourself?

Noel I'm the chief marketing officer for the North Texas FWC organizing committee.

Thank you Council Mm West.

So if I'm I'm a fan staying in a downtown hotel um I have my tickets to match day I'm dragging my kids along it's a hundred degrees in Dallas like we know it will be next month.

How what is my tell me how I'm getting to uh from my hotel to I guess victory station victory station to center point center port and then to uh what's going to be Dallas dating right so what is the what is the what's what's that experience like comfort so from your hotel you're gonna get on either walk to any station really you can walk to any station uh and basically ensure you're getting to Centerport station we know we anticipate downtown that the Victory station is going to be one that has a kind of heavier load yeah uh just to get on that that TRE um but the service is going to be running throughout the entire region.

We will have volunteers on Dart is providing volunteers we have volunteers from our entire um 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 pass standpoint um utilize the rail service get to um centerport station there are we have huge tents out there cooling stations comfort stations water um all of that type of stuff fire or PD EMS all of that uh in case there are emergencies that take place we've got 125 buses that will be staged at Centerport station uh you will show your your ticket uh on your mobile device and be able to get on the bus free of charge uh and then there's a dedicated routes uh for all of those buses to lot H.

Uh one of the Ranger slots it is also has the same setup uh large tents uh there's a check-in uh place there the comfort stations cooling stations etc uh and then there will be a walk into the outer perimeter to the security gates there uh we've got ADA buses we've got golf carts that may be needed uh for some uh as well um that we have human directional arrows that'll be put uh uh pushing people to the to the right direction uh and then afterwards the reverse would happen uh in addition one of the key other key elements is uh we're in control and managing the ride share 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 uh is not in the normal spot that it normally is either uh usually it's in lot 15 now it is in it's in the Esports stadium there but we strategically placed it a close to somewhat close to our um transportation hub or bus hub uh 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 um bus system and it at least get you back to center port and then if you need to call Uber or Lyft or something from there of uh maybe better pricing they have that option but then once you get off your bus at Centerport 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 extra 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 uh COGs team as well as uh our Dallas some Dallas Sports Commission volunteers, other key transportation agency staff.

Uh we have people deploying from Fort Worth, from Victory station, from Dallas, I think out at Fair Park as well, to take a to take the exact experience.

We've got buses, our lots are being completed, they're set up, so all the tents and that experience will be there.

Uh 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 buses uh that we can make some some tweaks.

Uh we also know that hey, after the first match, we're gonna learn a lot.

Yeah, and we are going to be prepared to maybe shift uh and tweak things and pivot uh 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, that's a priority of our mayor and of our city.

Um we want to put out our dust foot for them.

You're also gonna have the stressed out parent like myself, you know, who's lugging along kids.

This 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 gonna have fun while you're here.

Do we have we've thought through that, right?

Yeah, we I think that was part of our uh like uh hospitality ambassador training that we focused on.

So all of our volunteers um through the program, the 6000 uh FIFA and host city ambassador, went through orientation training.

That was a key focus of ours.

Uh I think we have the communication systems in line of like when things do happen, like the communication structure that needs to happen.

Uh there will be a debriefing every day.

Uh so if we need to change things along the way there, but we have always um and most all of our planning stressed the Texas hospitality and that we are welcoming city here in Dallas in 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 welcome and information desks along the way that will not only help the visitors but also help our volunteers to be able to uh transfer some of that information so that we can make some changes uh on the fly in kind of real time.

Great.

Um I'll stop with this last question then.

Um 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 a thousand dollars, we just can't make it work.

Um what's the best way for me to tell them they can be a part of the World Cup.

I've I mean you did a great job of listing some of the events or send them to Halper and Park for the USA watch parties, go to downtown.

Um that's what I've been telling them.

Am I missing anything?

So we definitely want people to experience fan festival.

Uh there's a playground in there, there's kids initiatives.

We're gonna have community days there that uh are going to be announced uh where people can come in even earlier than doors opening or focus on specific nonprofits during during that time.

We know there's gonna be a lot of uh other activations outside of what FIFA is doing and what the organizing committee is putting on, a uh a lot of other community initiatives.

I would say that there is also a registration form on our website, uh Dallas FWC26.com.

Uh and as well, I think it's on the uh North Texas Sports Foundation website for nonprofits to s go in and sign up and register for an opportunity for complimentary tickets to matches.

Uh we have set aside a certain amount uh for nonprofits underserved uh uh organiz kids and nonprofits organizations for them to be able to experience uh the World Cup.

So uh the North Texas uh Sports Foundation is sponsoring those tickets.

Uh so there is a registration form, and obviously here in the next week, we will be uh allocating and um there's a metric, and there's a whole committee that is set aside to uh make the determination on who receives those.

Yeah, I bet that's gonna be that's gonna be fun going through all those requests.

It's there's gonna be a lot of them.

Thank you.

Chairman Johnson, you recognize for five minutes.

Thank you, Mr.

Mayor.

I just want to say that this is exciting.

Uh City Manager, your team did an awesome job.

Mayor Johnson, your vision is is clear.

This is awesome.

Uh, one here nine years just got here eight months ago.

Uh, but just listening to all the exciting things that's happening uh with FIFA, and I was there the other day.

Um, mayor did a wonderful job.

Um I think this is going to be great for our community uh for downtown.

It shows that uh this vision is clear, what the city manager is is uh uh 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 uh in our city that pour into all of our communities, and so this is exciting uh to see uh how this is gonna not just be uh in um powering empowering for our our residents here uh in downtown but southern Dallas, but also some of the kids, uh 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 uh uh Councilman West.

We're gonna be hosting something at Hapran Park real soon, just letting our community come and just on the big screen and just celebrate these 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, Rosie.

You guys are doing a wonderful job, and I appreciate everything that's uh that you guys are doing.

This is going to be really exciting, and thank you for your leadership, both of you.

Chairwoman Mendelson, you recognize for five minutes.

Thank you.

Um, well, thanks for the very comprehensive presentation today.

It's almost as many pages as our city hall presentation.

Um, I think every organization I'm involved with has had at least one, if not multiple FIFA 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 and it's been very helpful.

Um I do have a number of questions.

Um do you know yet how many people you're expecting to come into the region from outside?

Um we what we have in front of us is basically the percentages of people come purchasing tickets where ticket purchasers are coming from, um, from international, domestic as well as Texas, but Texas isn't broken out local versus outside of the DFW area.

Um very strong.

Uh I believe I look at the first five matches.

Um, yeah, so basically in the first five matches, which those are a group stage, we already know where they're at.

Uh the international component ranges from about 45% to 56% international.

Um the domestic ranges from uh some more 35% to 45%.

Um, and then the local is somewhere five to fifteen percent, depending on the match.

Uh while I do have the last four matches, because the teams aren't known, uh, 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 uh four matches, if not be higher than the group stage matches.

So we're very encouraged based off of those percentages of uh the numbers that are still coming from an international standpoint as well as those within the United States but outside of the state of Texas.

So uh knowing what the credential numbers are on top of that, we're still anticipating 100,000 over 100,000 visitors per day, uh, especially around those match days, maybe maybe a little less in the between or people flying in and out, but um 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 um over the Patrol uh Bureau side, and I'm also one of the co-chairs for FIFA.

Um the expectation um 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 and how police work.

We've also encouraged them if they encounter anything um to call 911 so it's kind of the messaging that we've pushed out like if they're you know somebody steals their wallet or things like that we've kind of encouraged that 911 so I do see I do see uh 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 our 911 center has uh like a language line um for our officers that um that have to have interactions with our uh individuals from different countries uh we do have access to the language line but also on our body warm cameras we have the ability to there's a translation button in there it's a little bit I tried to do it the other day it's a little hard to get to but I don't get a do with what patrol does every day but we do have that ability um to be able to translate on those body worn cameras I just wanted you to be able to say that um tell us about the changes that we'll see in staffing both for 911 for police and for fire during this period okay so for for our staffing model we do have a mix of um our regular on-duty resources well as our our off-duty um overtime uh components for the uh fanfest as well as as well as people were 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 fanfest and stuff like that no for FIFA and cell for FIFA fire yeah I'm talking about staffing levels for police fire and 911 are you expecting to have 10% higher staffing in 911 you're gonna add in you're gonna do mandatory overtime for police so that we are adding you know 100 200 300 additional officers um each shift I mean like how are you handling that specifically okay for us on the patrol side I can't speak uh for 911 because I don't really I haven't spoken to Robert about that but for the patrol side um we have limited the number of people that that can use discretionary leave in addition to especially like the uh 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've 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 uh limited the number of people that can use discretionary leave.

So you'll 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 gonna 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 a higher population area the 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 uh surge plans as I explained in in the presentation where we've already created rosters so if we get to a point where we see an increase in in uh incidents and that uh 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 in uh but you don't have a forecasted number of um surge resources that you are already putting in place I mean at fanfest are you not gonna have specific units that you just know are gonna be there yes absolutely we we have uh established the the staffing for fanfest which is separate from our daily staffing that will have its own daily staffing out there so we have upstaffed at venues such as that we also do so how many additional officers on the fire side will there be I'm just I'm looking for the actual numbers for police on 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 fanfest and specifically for some of these venues that are coming up through special events, we have that staffing as well.

So I will let uh chief ball share with the rest of it.

Uh good morning, everyone.

Uh just in ball, Dalls fire chief.

Uh yeah, Miss Mendelson.

So as far as FANFESTING we are we're staffing.

Uh I believe the ratio is one permit per a thousand um people are at the event.

That is more than it's a lot more than the average.

So we're well staffed the stuff in the staffing and who's gonna do it has already been established.

We've also got teams with um detection equipment out there, uh full 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.

The 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 there's an occurrence, an incident beyond the normal fee for staffing, then we can quickly put our plan in place, and we have um plenty of apparatus resources that are uh a very short notice we can put in place, and that's already established.

Okay.

Um 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 uh early on we we made some requests for them to come internally and and assist us and um do the resources and stuff because they're gonna be working in 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?

Uh 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 um 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 um visit Dallas and the sports commission submit their paperwork to the state.

We have um 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 longtime city staffers who were able to pick up a lot of important um 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.

And 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 um you were you were selecting quarters 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 federal 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 uh pay period submittals.

Well, I mean, um Chairman West's 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.

Um, 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.

Chairman Gracie, you recognize 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 uh working from vendors to security to planning all of these things and a stress uh to make this a reality publicly.

I want to thank you.

Uh, but I also want to thank you for making this as inclusive as you could.

Uh, do that.

Uh, Chair West asked a question about other events, and yes, there are FIFA events.

Yes, ma'am.

Oh, I was gonna throw you the ooh, I was waiting on it.

Um, but uh he asked about several events, but I wanted to just publicly thank you for uh allowing, you know, uh making it accessible, even though some may not be able to get to Southern uh to uh Fair Park, uh, but making it uh creating spaces to make it accessible uh for uh those residents who aren't able to do that uh in specifically uh 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 imagine.

I think we're up to about 400 people already uh 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 gonna be stuck in their neighborhoods and things like that.

So, how can we still make them uh create that experience for them?

So I just wanted to publicly thank you all uh 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 uh in planning uh just the 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 gonna try to uh work on doing that uh next week.

But thank you, Mr.

Mayor.

Is there anyone else who wants to uh ask a question or make a comment on this first uh panel today?

I don't see anyone, so uh 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 a chance today?

You didn't bring it.

Okay, alright.

All right, guys.

So, like I said, we are going to um we're going to recess for an hour roughly, come back at one o'clock 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 uh briefing item B.

Okay, thank you.

Right.

We're just going to everyone lunch on their own.

Alright, we've got our quorum back, so we're gonna reconvene here at 1 17 and uh throw it back to the city manager's office to tee up our second briefing for today.

Um briefing B.

Thank you, Mayor.

Um, I want to kick this over to John and the team.

Um John, I'll let you take from here.

Right, thank you, Chief Artist.

We appreciate the opportunity.

Uh Joanne, I'm gonna start today on slide three, which is the purpose.

Uh, 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 10-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, WM2 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 Lizzie Garok, 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, Tanyan Farler Farley, Senior Vice President of Client Solutions with extensive City Hall experience.

And from IMEG, 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 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 phase 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 make to decision making, these are the guiding principles we asked ourselves throughout the study and the development of the two-phase 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 maybe 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 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.

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 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.

Certainly, this we do not know that we're gonna 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 start it 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 aesthetically, if you walked into a space today, looks like it's great and functioning, it may not actually be that way.

And let's see, next slide.

So I'm gonna pass it on to Chris Kuhn 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 renovation that I did of my house a couple of years ago.

One little thing snowballs.

Um next slide.

Oh, sorry.

Um, 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 um 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.

Um, and this is important for two reasons.

Obviously, we want to understand uh 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 drop 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.

Um, on this slide, we've included uh 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 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 lettered A, B, C, D, E, and F, E being the zone where the council chamber is, um, and then uh B, C, and D being the area to the to that direction, which is where the atrium is.

Um, 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, um, your elevators, restrooms are in that, and and those serve zone service zones uh um 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 uh 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 uh sort of self-contained service zone either to the left or right in general terms, and um there, as you can see, uh 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 in the pinhouse actually comes down that service zone and then serves the office space left or right.

Um, 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.

Um 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 how big this is, and uh, 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 pinhouse, 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 uh the phasing uh 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 our phasing.

Dustin.

Thank you, Chris.

And thank you, mayor and council.

Um 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 um 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 access represents the likelihood of failure based on the condition assessments, industry standards, and information provided to us.

The horizontal access 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 infrastructures 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 prioritized were established, the next challenge was to term 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 minimum 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 presents the highest risk and greatest impact 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 equipment's 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 HVC 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 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 with 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 reallocation and less disruption during each individual phase.

However, the extended timeline increases exposure to inflation and construction escalation.

Because the building systems are organized into multiple operational zones.

The city has flexibility to modify, combine, add or refine phases as priorities evolve and additional information becomes available during design.

Next slide.

And here I'm going to hand it over to Tanya 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.

I think it's important to define what occupied means.

I know there were 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 words, 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 to 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 occupate that are available to us during this time period.

It also means uh, 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, 301 services, fire dispatch, uh, Dallas City Council meetings and associated boards, commissions related, and public-facing services that are here that support the city 24-7.

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 on 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 uh the repair components, all of the elements that are triggered, and then some of the escalation or other areas that are 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, et cetera, 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.

It 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 move-in 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.

Alright, so um, 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.

Um, 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-hour 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.

Um, 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 10-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 311 911 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 a part that are not a part of our scope, but maybe are part of what CBRE is costing.

This builds 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 uh 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 193,000 square foot peak displacement for city staff.

Who those staff are and otherwise are part of a broader program that would need to be done to understand efficiency operationally, but it's completely doable.

Scenario B provides you smaller chunks throughout the facility.

Ultimately, your peak displacement is about 132,000 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.

Alright, next slide.

So let's start to talk about uh 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 an R 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 2028.

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 2020 on, and so even if we were to do nothing different from a straight repair like for like than the AECOM 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 dollars 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 uh accessibility or TAS 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 dollars and the remainder of our project dollars.

So scenario A, less expensive, focuses on fastest construction mobilization number over a three-year period.

Uh, scenario B is higher cost over the 10-year period.

Now, part of what we did with both approaches to try and minimize the escalation cost of the city.

One of the things we talked about early on was being as efficient as possible with taxpayer dollars, is we looked at how we could put most of the high cost, high inflation numbers like electrical, mechanical, et cetera, in phase one, right?

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 AECOM 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 uh we have a blended escalation of four and a half percent annually that's applied from 2029 forward.

Those numbers are based on uh proven numbers from ENR, the um Texas Higher Education Construction Board model, JLL, and others to get to a blended number.

As you can imagine, uh, 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-hour premiums for special condition areas like block E of the facility that includes council chambers and eventually uh you know the move of 311 and 911 potentially.

We have some numbers in here for special infrastructure build out for 311 911 and related components that have mission critical elements as far as um generator backup, high telecom need and related, and so that's built into these numbers as well.

Uh we have in here that the we are taking the renovation of 41 restrooms.

We're adding 10 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 um Jen lined out earlier when we start 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, um a couple things I do want to note.

Um 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 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 in 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 minimizing 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 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 IMEG team is going to step back and I'm going to introduce Will Mundiger and the WM2 team to come up here and give their presentation.

Thank you.

Good afternoon.

My name is Will Muninger.

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 U.S.

and then ultimately internationally.

I've been involved in 250 projects and over 500 billion dollars worth of construction.

I've been engaged in almost every aspect of the construction and development uh 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't got 40 years uh in with a relationship with me and 50 years in the business.

He was the founding partner of the planning and architectural firm of Boca Powell.

He's one of the few architects that really understands the entire package of design, engineering, planning, interior finish.

He's a pros pro, has been involved in 50 million square feet of office space around the country.

And then he's transitioned to Fidel's Realty Partners, which is a full service development company and is now their executive vice president uh 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 of uh 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.

Uh currently they're finishing the Goldman Sachs Interior Finish job as they're moving people here.

In their uh pre-construction services group.

Uh the project focus uh 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 uh numerous reports generated by AECOM and their consultants.

As I said last week, there I think there are thousands of pages that they produced.

The quality of the information that they provided us uh was very good, and we've been able to utilize that information to number one understand uh the building uh 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.

Uh the uh resolution focused on a 10-year plan, and that was our primary uh objective.

Uh one of the other elements that we are charged with is what's called a peer review, where we coordinate, which is a as a peer review coordinated with Gresham Smith.

The city hired two different firms to develop independent plans and pricing for the situation here in 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 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 attack 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 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 pleased that we were in the same ballpark and looking at the same problems and discussing solutions.

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 builds, we've seen different conditions that we saw on the plans, but in reality they're they're not here.

We always have hidden conditions.

You've 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 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 gonna 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, 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 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 dry-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 sealed the building, we come back and basically caulk the frames where the glass is engaged in the glass 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.

They're 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.

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, they're 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 uh long-term usability.

The second thing we want to talk about are the expansion joints and the control joints.

An expansion joint is a structural joint that separates two concrete frames from one another.

And then 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 uh L one 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 uh that space to uh investigate what's there, and then as we go back into the garage and start replacing those expansion joints, we want to make sure we have traffic rated covers on those expansion joints so vehicles don't uh destroy the effect of the caulking and backer rod.

The control joints refer to flat work 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 uh just treat those with conventional backer rod and caulking uh at the appropriate locations.

The uh 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 and the as bill 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 exp expedition.

Um 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 uh first slide or second slide here is the plaza concrete repair and limited replacement.

Uh, we will never close the entire plaza during this process, it will be broken into three stages of work.

Uh, there will be the west pool zone as we call it, uh, 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 we'll have minimally invasive work going on in that lawn area.

So that concludes that part of the slide.

I'll pass over to Mike Percell.

Thank you, Don.

Uh, appreciate having the opportunity to talk to you about this program, Mike Priscilla 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 gonna call the silo approach.

We looked at going floor by floor, we looked at going from the top down the bottom up, um, outside to inside, and uh what we finally concluded is that all of the main systems go up and down, and then they go sideways.

So I said, what is and everything's important, everything's 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, um, 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, you know, all that will be done in phases, but I'm touching everything and fixing everything.

So when we transfer a swing back over, that is ready to go back.

So that would constitute a move instead of multiple moves.

Also, look at the 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 step, and it's really disruptive.

So the advantages of the silo were that's easier to renovate, uh, it proves 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, uh, 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.

Um, there's going to be temporary utilities infrastructure, the electrical system is what they call daisy chains.

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.

Um, but luckily we got uh Lucky, by the name is the electrical contractor.

Yeah, I don't know if you're lucky because his name or whatever, but uh Lucky was very knowledgeable and and basically explained his approach and his pricing to us, and it made a lot of sense.

So that's the way we approach 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 two, the green zone would be three, the pink zone would be four, and the purple zone would be five.

And as uh Gresham Smith explained, the H2 and H3s, those are where the ductworks 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 gonna 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 are about eight or ten air handlers that were replaced.

So it's not everything, but it's it's the ones that are either worn out or lost to use for life.

The next slide, please.

Um 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 is 300 electrical panels.

Of this, this is the majority of your cost and scope.

Uh it was all done by Federal Pacific, is that a 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 uh is either outdated or needs to be replaced because of a hazardous.

That's the switch gear, the generators, the distribution panels, which were the electrical panels, the transformers, and then the obsolete equipment.

Uh, 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, respace the fixtures, uh, but basically create access for accessibility.

Um 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, uh everything related to access, including the hand wash facilities, uh, things like uh 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 quarters that do not have compliant pool side 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 horror 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 uh invading the public areas of the building.

But the CBRE uh 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, uh, 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.

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.

The other thing that's severely lacking is a smoke evacuation system in the building.

We have approached that with our solution and given uh both values for the construction of that smoke evacuation system and uh the necessary repairs, and then also that third part of the important uh changes to this building are stairwell pressurization, and those stairs right now do not have positive pressuration pressurization, so we want to be sure that those stairwells uh have air pressure that's greater than the surrounding area, so smoke does not enter the stairwells.

On the uh subject of fire alarm upgrades, uh we had really good news on this.

The main fire control panel at L1 and at L and L2, pardon me, the 9-11 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 knowing 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 backnet system, which is a building automation and communication system for all those devices.

Uh the fire suppression system for the office building.

We talked about the automatic sprinkler system there, but we also need we need to 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.

Uh 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'll also be looking at uh what we can do with the smoke control uh throughout the building so we can get air back in.

So makeup air is another one of the conditions we have to solve for to comply with the fire code for uh exhausting the building.

Lastly, uh the fire command center, the new building code requires a fire command center that's more sophisticated than the build 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 uh easily added, and uh the other portions of the command center are easily accomplished at very low cost.

So we're excited about that.

Yeah, and then lastly, uh one of the things that I think you ought to consider is an improvement on the fire uh alarm uh fire response uh requirements in this building.

Uh today there are systems called FAR systems, which are firemen'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 safe for 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 I this is my our tenure 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 the thing from B7 all the way down to L2.

So the initial phase is on the type red top right-hand corner of the green box.

Would do the plaza, the roof, the building envelope, get prepped for the smoke of ac system.

Also, we need at that time we would spend time doing drawings as build conditions.

So we have documents to work off, get pricing from contractors, uh, 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.

Um, that would be basically from the atrium to the outside wall and would incorporate this area around this area.

Our intent is not to uh disturb the inside of the council chambers and the flag room.

All of 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 evasive 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 quarters and elevators will remain operational.

So you could use this space, you could mobilize around the building in each of the different elevator banks because we're taking it from the atrium to the outside wall and leaving the quarters.

Um looked at that also because these are hard walls, like I said, so it's easier to contain than building the barrier.

So we do that in year one and two, uh, then 30.

So the orange area is 32 and 33.

That is gonna be the south half of the HR in the center from corridor to quarter, and we're gonna go all the way up to 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 HM to the exterior wall, followed by the last component, 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 aqua area down at the bottom that's the parking deck that would go with phase one, the parking on L2.

Uh, we did not evaluate L3 uh for two reasons.

One, we were not allowed to have access to there without a waiver and and some kind of legal stuff.

They wouldn't even let us go down there and look at it.

Um so it is a non-building area, it's more of a crawl space.

There are water issues and things that we probably need addressed that could either be done with uh putting in some ceiling and some fans to control it down there, but it does it's it's basically under the building, but it does leak.

The water is getting all the way through the building.

So that's our 10-year plan.

Uh next is our 10-year planning level budget by category.

Um try to identify the most expensive, which is electrical down through the different levels to the elevator, which is three point two million, so from high to low, and then across, you know, based on the dollar values for each component for the tenure budget.

The next slide is the uh cash flow for year 28 through 37.

So these are the cash outlies.

What they 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'll request you order the equipment then and by extended warranties because the escalation at six percent 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 uh um you know, just by extended warranty.

So that's the 10-year cash flow.

Uh cost escalation was that was a variable.

The next slide, please.

So, what we did is uh we behind this is every 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.

Uh we started to do it by components, and then we kind of just figured out it's gonna be about six percent overall.

Mechanical went up, I mean electrical went up 15% because all the mission critical, they're projecting it to be in the six percent range.

Some of them are gonna be in the three to six percent range, uh mechanical is another high one, but it's all gonna average out for about six percent.

Um the next slide is our five-year phasing plan.

Uh basically, year one and two is the same thing, same approach.

We'll do the roof, the exterior plaza, the uh building envelope, order the uh long lead equipment, and doing the uh buying the equipment and doing the uh smoke of back.

We'll also be doing all of our construction documents, getting pricing from contractors and permits.

Now, based on the size of the area, I'm baking it down into three years and three components.

Um, Will says you can build it that fast.

We've built larger this fast.

Each component's about a hundred and a hundred and fifty thousand square feet.

That's not a big press with contractors.

We get we can get a lot of people, we can get a lot of manpower.

It's 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.

Um, the next is the five-year plan.

The numbers are somewhat reduced in some of these land items.

Things like electrical remain the same because I'm still buying the same stuff for there, but that's just a different budget than cash flows.

The next one kind of the same thing.

Next slide.

Um, cash flow with a 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 of 591 and the 10-year option of 610.

Um, and I think that is it.

Will we don't maybe questions?

Are we gonna do CBRE next?

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, Joanna, please.

Uh, 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.

Uh, 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, uh Peter Jansen will come and answer some questions to go over his slides for total ownership and repair costs.

Good afternoon, Council members, Mr.

Mayor.

Uh, 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, so that you all have a complete and accurate perspective on the modernization costs, furniture, fixtures, and equipment, uh, temporary leasing costs, uh, and of course, the operational cost of this buildings.

Um, we then collaborated with your CFO, Mr.

Ireland, uh, 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.

Um, the costs uh increase proportionally, uh, but there's been no adjustments to square footages or anything beyond what's um what we're directed to do for the phasing plan on the temporary leasing costs.

Um, you know, on the temporary leasing costs, I'll just comment um the market is the market.

We have actual unnegotiated proposals.

Um, we have a variety of scenarios, we have great comps, um, and we have taken uh what we believe is the most reasonable approach to get you all the durations to match these phasings, but the market also doesn't function perfectly where you need to go up and down 10,000 square feet annually uh per s uh 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 uh effectively equal across all the scenarios.

Um I'm happy to walk you through any one of the particular line items, uh but our comments and methodology are on the right side of the page, and the source of data.

Uh happy to uh answer any questions along that.

Mr.

Mayor, that completes our presentation.

All right, members.

For the public, we are on briefing item B.

Ready for questions, comments?

Don't all jump at once.

All right.

Okay, Chairwoman Mendelson, 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 10-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 uh new code uh 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.

I believe the phrase that was used was it will be future ready, whatever that means.

Yeah, and I would like to comment uh first off, Councilmember Mendelssohn to your question.

Um, the threshold for the adopted building code for the city is 51% of this 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 uh example of the restroom, when we are replacing 10, yes, thank you.

We're replacing horizontal distribution plumbing when we're replacing fixtures.

If we're replacing components like that, and we go into those restrooms, we do trigger TAS and ADA components as well.

So there's several elements of code here that when we make a repair to pipe or otherwise, that does happen.

So I'm s 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 gonna 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 um Chief Johnson and his team.

If there are specific things that are specifically broken, they were called out in the AECOM 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 and 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 dot well, 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 dollars, which you're gonna have to spend easily, that triggers a requirement for you to spend 10 million dollars on ADA and 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 gonna trigger the issues you saw on the commodogram up there.

Um 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 failed, and they built thousands of these panels all over the country.

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 uh 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 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 gotta 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, all of it, and it's the biggest number we have by a long shot.

Um, and that's the biggest differential between our numbers and everybody else.

Um we don't know how to make it go away.

You can't repair it, it's gotta be replaced, and it's our number is 120 million dollars.

Everybody else's number is 60, okay?

And let me give you just a teeny bit of history and how we attack this.

Uh 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, contractors on our behalf, and city staff.

They universally said you got to replace all of this stuff.

We then met with a 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 would then took our electrical subcontractor, our people, go back to the engine electrical engineer, 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 a hundred and twenty million.

We think it could be high, but I'm gonna bet it's gonna 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 it's a hundred million dollars, 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's that list for every other category?

We each included our breakdown of the scope of component costs.

WM2 numbers is within a slide within their presentation deck, and we have an equivalent bar chart slides 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 credible needs.

If you read in the following sentence, it says with no fewer than two options for phase repairs and replacements over a 10-year period.

Correct.

And that's what both of the consultant teams have prepared, the replacement is for repairs.

Well, 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.

Mundinter's group did not include replacing them.

He reglazed them and resealed them.

Yeah, and neither did our group as well now.

Okay.

The motion was very specific.

I know because I wrote it.

It's a repair program, it's not a replacement program.

It's not a uh refurbishment, it's not a renovation.

So I'm looking for the repair program.

Can I let me ask a question?

The roof.

It's been, I thought in a bond program, and it's 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 the 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, four years, 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 uh attacked the roof?

If there's water intrusion today, I wonder why it hasn't already been patched.

I don't know either.

I think 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 a billion dollars that need to be um repaired at city hall, we have a certain amount of repairs, which I still can't get what 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?

Shopping buildings?

Mayor, state your point of order.

Uh we're bringing up other buildings.

I don't I don't see.

Go ahead and use this payload for what they've actually done the work to analyze, which is this building.

Council Member Mendelssohn, 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 we are making repairs right now.

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.

Um I think it's six hundred plus thousand dollars.

Is this a bond program?

I'm apologize if uh I don't have it.

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.

Um, 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 Mendelson.

Today is a briefing, which is the part two that we communicated two weeks ago that we would 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 dollars.

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.

I have seen I've seen elements of that report and looking at the systems 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.

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 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 AECOM 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 AECOM, who said they did a very cursory review.

Thank you.

Thank you, Mr.

Mayor.

Um Madam City Manager, I want to thank you for for one, uh just stay in the course, and and two, 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, uh, 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 uh the risk and the the uh priorities in terms of the currecting this.

But when I look at this slide here, going back to this uh renovations versus repairs or whatever uh stuff here, if we're just talking about this, because this conversation started because we were saying deferred maintenance, the city the city hall, save city hall.

Everybody won't say 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.

Uh, that first row on there uh 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 62?

So with a couple things to consider within that, and I'll kind of re-reiterate what I talked about during my component of the presentation, is um the repairs and replacements of systems that are required to bring City Hall up to a safe and effective baseline.

So no uh revitalization, no, you know, new layouts, anything like that.

Okay, is 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, TAS, adopted city building code, etc.

So all 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, well, 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 and I think a majority of the bubbles were were in the high risk uh area.

Is that a way to kind of take this presentation to scale it down?

Because some of the colleagues are gonna come through and and it'll be interesting to see how these narratives change and the wording.

Pay attention to words.

Some people, you will the words that were used.

Some people want to say, see, some people do this, and they change these narratives, but while they're fighting for City Hall, while they were advocating for City Hall, they're saying, We wanna 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 gonna 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 and then uh maybe Peter can expand on the modernization components.

If you go to slide 19 of the presentation for me, and as we're 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 10-year repair program.

Now, at that point in time, the city could choose to, as we lined out, refurbish those and put an additional five or six 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 priority risk-based prioritization framework.

Big word, sorry.

Yeah, big word there.

Um that can be addressed, but part of it you also have to think about, Councilmember Gracie is when we start to go in and open up some of these spaces, and you have to do a special submitment, and otherwise, you do have a cost for those remobilizations and otherwise that are being done during that period.

So I can't speak to uh you know the full kind of renovation or 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.

Um, as I was going through trying to understand all of these different systems that we have, I'm I'm 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 if you had to put it or 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 fought 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 I think that's an interesting question, and 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 um, 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 gonna 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 endpoints 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 you 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'd start spin 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 y'all's 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 uh 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 coming in, and at least seven people on each team.

Um so that that's that.

The next question I have is uh the roof.

What will it take to actually repl 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- 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 an next 15,000 more dollars.

Uh it recommends full replacement by 2027, and at that time for this vendor, they recommended between three and three and a half million dollars for a roof, which would be a like for like replacement.

I'm not for certain if Gresham or Mr.

Mundinger's 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 and I just want to make sure I I understood that this is about the the smoke and 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 at the 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, Ms.

Mayor.

Um Chairman West, recognized for five minutes.

Thank you, Mayor.

Um, 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 gonna repair the toilet.

When you're repairing the toilet, you realize there's water leakage and problems behind the toilet.

Um, 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 um elements of plumbing and 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 and 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 Stimmens 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 gonna 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, Councilmember uh 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 gonna 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 gonna be code compliant?

Well, I think the first way that I would say uh answer that question is number one, I would not even want my code um director of the department to actually do a code evaluation of this city hall in its current state.

So I do if we're gonna do a repair, we need to make repairs that will end up in us being code repli 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 CVRE, 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 spec'd out as failing or past their useful life.

Correct.

Okay, and if we choose to go down this path, um there we we need to prepare for it in a budget, and so my questions are gonna 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.

I mean, we're imminent on the budget here.

If I could start, thank you.

Uh, Council Member West.

I think for the purposes that we've um publicly stated before, we we've we are already in the budget planning process now, and we have made um 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 uh briefings um 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 um continue.

Thank you.

Uh well, and I I'm this may be for staff still, but um I'm looking at slide 34.

Thank you for that.

Um, so for 2028, we would need to budget around 75, 72 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 um, you know, let's let's just let's go with um W2 option one.

Okay.

Um I don't mean to pick the highest one there.

Let's go with GS option one, it's lower 744 million.

Um what is what from that would we budget in for the next year?

I'll take a crack at this uh councilman.

Uh I would look at it this way.

The team has articulated collectively the amount of money you need for corrective repairs, um, and that is your baseline starting point for what you would probably need in a bond package to to start down this path.

Umce you start down one of these paths, you have to commit to a short-term uh if you say six to ten years of short term, short-term lease in the temporary relocation.

So uh you would immediately commence that uh when you start your your uh phased uh departure and returns.

Uh 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 uh I would look at um uh the modernization numbers, for example, as um, are we okay coming back to warm lit 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 um those don't appear to be optional based on occupancy patterns and how people use office real estate essentially.

So um I don't view any of those options as uh categories as optional, but your starting point is getting a commitment for that six hundred or excuse me, five hundred and thirty-one million dollars.

Um, 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 gonna have for staff is how would we pay for this?

Um, but I'll come back to them on that.

So of this GS option one, and I I'm not I'm just picking it out.

There's I don't necessarily support that option, uh, 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 GS 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 that CBRE has evaluated.

So you're not for 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, your operating expenses don't disappear.

You still have an operating budget.

So in all of these scenarios, you know, there's a is the actual expenses the city has incurred run out through the 20-year model for an occupancy preview of that.

Um 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.

Uh so there are other costs that but this is the capital piece of it.

And I remember another slide that had the operating uh 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 dollars from the previous slide.

Um the financing is just five percent cost of capital over 20 years.

Um that's the amount of interest you pay on a bond of that magnitude, uh, 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 uh for the operating picture.

So okay, and 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 how what that cost would be to the taxpayers.

I mean at the end of the day it's a a big part of this is the fiscal decision we've got to make and and our duty to our taxpayers and I just need to get a grasp of of what all those are um how we pay for it under renovation.

Is it a bond fund?

So thank you for the question uh council member West uh we've communicated previously that it's either a cash payment or it's um use I said use the credit card um 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.

Iron one out there we've started talking through it because we're looking at it not just as a one year type of um 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 10 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 prices 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 to 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 10 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 uh in the presentation described those bubble items that are above the dashed line labeled prioritization as being the uh 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 uh so those appear to be the items that have the shortest fuse on them those 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 state 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.

Alright.

And so then we've got the space in between those two dashed lines, which are uh not immediate critical repairs, but things that we should consider doing at some point in the next 10 years.

Is that accurate?

That is correct.

Um, as you can see, they range between in the three to four year uh risk of failure all the way up to the seven to eight 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 uh 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.

But 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 switch gear.

There was some switch gear 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 um a contingency to replace components of the branch wiring, pending what happens during uh 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 WM2 presentations that's presented on slide uh 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 three to three and a half million dollar expense.

Why is that not listed separately?

Uh, sir, we have envelope and rote 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.

So, what is that envelope include?

The envelope includes ceiling to the buildings, ceiling to the plaza and related components as well as ceiling to the windows.

So, once again, we're not calling out replacement of the windows as council member Mendelson 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?

Uh the concrete on the building, sir.

Yes.

Uh so we have a cleaning and um 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 are related, I think.

No, 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, where when we are there uh 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 uh identified in uh some of the earlier reports we were looking at.

Some of them you can see um 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.

I don't know that we know that answer to be 100%.

But they could be.

Yeah.

I do want to note we were not tasked with completing our own facilities condition assessment.

And so the information we have to go off, Councilmember Ridley, are from the reports from AECOM and conversations with staff.

In that report, it does call out that there needs to be some ceiling to uh the exterior of the facility as well as the um 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 uh between the concrete and structural number that is line three, and between the envelope and the roofing on our on the uh Gersham 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.

Um 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 um WM2 company is carrying that as well as a broke out item on broken out item on their slides, too.

Well, that's the problem.

This is not broken out by the different components.

We've heard the roof is three to three and a half million.

We've heard from the waterproofing consultant that the plaza waterproofing is two to two point three million.

We've heard about a few minor cracks in the exterior surface of the building that uh can't be millions of dollars to uh seal.

And so I'm curious how you get up to the 22 25 million dollars.

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 I can speak to our number for the roof and then I'd like WM2 to also come on it, comment on it as well.

Uh the roof carries about 165,000 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 are all in 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 dollar number.

So 25 million.

25 million, yes, sir.

So within that, we have approximately um the plaza deck and waterproofing components comes in about nine million dollars.

We have seven plus million dollars, like I said, for the roofing component.

There's also another three million dollars that includes um facade access and working, swing space and scaffolding, permitting and caulking that comes for those pieces, and then when you get to the garage component, it 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, yeah.

Uh so we have the garage number, right?

And uh, concrete structural.

So for envelope and building between those two components to get to that number, apologies.

Sorry, lots of numbers here.

Um, so for the envelope sealing, cock and glazing.

As I mentioned, we have the concrete facade penetrating sealer.

We have crack joint epoxy injuction and prep.

We have glazing perimeter caulk, as I mentioned, was about a hundred and twenty thousand square foot.

We have the parapet transition sealant, and those are all for the envelope sealing component that comes in about six million dollars, six and a half million dollars for the roof and plaza waterproofing components, as I mentioned, which is envelope and related.

We have about seven million dollars for the uh roof and another eight million dollars for the plaza deck and waterproofing, which gets us to that twenty-two million dollar number.

Okay, I'll return with more questions next time.

Thanks.

Mr.

Roth, recognized for five minutes.

Uh thank you.

Um 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.

Uh so what that's that's interesting to me to understand how the work can be done, number one.

Number two, the in your planning of the numbers, you have five you have five hundred and let's say six hundred million uh and six hundred and ten million, those are the the two numbers.

Um under the five-year plan, uh it seems like on the priority amounts, um, you're really you're spending most of your money on the electrical.

That's that's the big number.

And uh, 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 ninety million dollar 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 six hundred million dollars is got ninety 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 a hundred million dollars.

That's number one.

Number two, um, the roof.

You got, for example, you said it's 165,000 square feet.

Okay, at eight, and the number you have here is eight and a half million dollars for the roof in this ten-year planning budget and the five-year planning budget.

That's fifty bucks a square foot.

That's pretty pretty high for uh for a roof.

Um, so that's a little bit of a conservative number.

There may be some uh some uh 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 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 I would say that um 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 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 that 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 uh a conservative number that may have a little bit of extra component in case we have a surprise.

Hopefully it's gonna be less.

But it gives you all flexibility and gives us flexibility to determine what we're gonna do every year for the six and a half years, or whether we're gonna do it over the 10 years.

So from a budgeting standpoint, it looks like what you're doing here.

We're gonna 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 is basically a hundred and fifty to a hundred and seventy million dollars uh give or take, right?

So that's the two that's the two big years that we have to compose.

After that, we're sort of rocking and rolling under the ten-year deal, about fifty, sixty million a year.

Under the five-year deal, you're about also you're you're gonna be at uh I don't know what the number was, it was a hundred million a year.

So if we string this out, we only have to pay, we only have to budget maybe fifty million a year.

Again, it's big money, don't get me wrong.

I don't have fifty million dollars to spend every year neither does this group but it's something that can be planned and it could 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 10 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 question I have though is uh the the implication of the uh ADA and the asbestos stuff once you when you segregate the building as you're making it that componentized uh effect of ADA and and uh asbestos is limited to that component or does it then automatically relate to the other so from the I'll speak to the TAS perspective and I'll let Don and Will speak to the um you know the asbestos or otherwise from the Taz perspective if the project is submitted to um T DLDR and as a TAS project as one complete project from the uh from the date of substantial completion you have 270 days to remedy at any TAS components so depending on how this project is phased we may have more or less time to complete the TAS 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 um and your 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 and 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 almost these are little boxes we we're self-contained boxes.

Okay I have I'm out of time but I have a couple other questions Ms.

Blair you recognize for five minutes.

May not need it but thank you Mayor thank you guys for your your presentations today and from my colleagues whose questions have already been asked.

I'm gonna 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 um I can go ahead first here and then we'll let um Don and Will if they have a different perspective to add but it one of the important things we've heard and I believe uh 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 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 drag their fire hoses out on the floor in an unsprinkled 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 non-existent 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 um very specific that this was for fire.

We were looking at it from a perspective of fire getting in and out and being able to understand what about the uh the employees that would be in the building.

I was in a building that was burning.

I worked at a in and when I worked in the 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 as 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 then evacuation systems, the exhaust fans and the air intake fans, the makeup 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.

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 had a chance to talk about.

So let me let me go on.

Um so let me go on to the next question.

You said if additional cold, so if additional cold issues are found doing um the repair process, how would those be addressed?

Would they be addressed?

Will you be because you have you say that based on what um uh councilman uh Roth has said that you found that you have numbers you have some contingencies baked into your.

Are you saying that you would just do the work without coming back to council?

So I I think a couple things to note here.

I want to clarify in our approach, we're replacing the and implementing the HRM smoke ventilation, the fire pump room and related sprinkling components, all in phase one.

Okay, so that's the first thing is 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 in 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 a 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.