Good morning.

The time is now 9 a.m.

on Tuesday, uh September 2nd, 2025, and the City of San Antonio budget work session is called to order.

Madam Clerk, please call the roll.

Councilmember Councilmember Corps.

Councilmember Castillo Angiano.

Councilmember Viegran.

Here.

Councilmember Mungia.

President.

Councilmember Castillo.

Councilmember Galván.

Councilmember Aldarete Gabito.

Councilmember Meza Gonzalez.

Councilmember Spears.

Councilmember White.

Mayor Jones.

Here.

Mayor, we have Quorum.

Great.

This meeting is to hear about budgets for the airport and development services departments.

Eric, over to you.

Thank you, Mayor.

Good morning, Mayor and Council.

So we're going to start off with Jesus and the airport 2026 proposed budget, and then transition over to a mean uh for our development services proposed budget presentation.

Thank you.

Council.

Happy belated Labor Day.

My name is Sushou Sines, Director of the Airports here for the City of San Antonio.

Very proud and honored to serve for this city and all that we've been able to accomplish.

Today's annual budget presentation.

It's a culmination of our team's contributions, their efforts, and the amazing commitment to our city.

A big thank you to all of our team members for all that they do every day.

And a very it's a very talented group of leaders that are here with me today here.

Many are at the airport, but really talented group of leaders that are behind me here to support as well.

So I give a lot of thanks to them.

Today's presentation is going to encompass a department overview with a summary of our team's overall makeup at each of our two airports with emphasis on this specific strategic priorities we perform to provide the best level of service to our citizens.

A high level overview of our department's proposed budget and capital improvement program, and then I'll close out with a review of our grants program, some important service initiatives, and the summary of our 2026 strategic initiatives and activities.

This paved the path and provides clear and adaptive direction for us to accomplish predetermined activities and initiatives, as I mentioned earlier.

We remain focused on our vision, delivering an authentic and elevated travel experience for the 11 million passengers that are traveling through our airports each year.

It's beginning to the separating of us as one of the top performing U.S.

medium airports in the country.

How do we do that?

We do that through our mission, and that's delivering the San Antonio experience through transformation and talent.

That's how we get the things accomplished that we need to get accomplished.

I could sit here and talk to you for hours about the things that we've been able to accomplish in 2025, and I could sit here and talk to you for hours about what we're going to do in 2026.

I'm going to highlight some of the big things because if not, um, as a city manager says, hey, get Jesus out of the way because he's going to continue to talk about things and we need to move on.

I remind everyone we're an enterprise fund.

We're funded by tenant and passenger user fees and federal grants governed by the federal law.

And we substantiate ourselves by the revenues that must support our overall airport operations and everything that we do.

The team is composed of a very diverse and sophisticated group of difference makers.

With our 487 team members, we deliver the services needed for the city of San Antonio.

It's a as an enterprise department.

Our focus remains to deliver the best level of service possible with our people.

In our business of aircraft taking off and aircraft landing, we must be excellent.

Safety and security can never be compromised.

As is reflective in our upcoming financial overview for the past several years, we continue to experience growth in passenger activity in all of those levels, and delivering commercial and capital development improvements is one of the most important things as you outline.

The individuals that are here.

On the finance administration, it's a big budget.

There's a lot of things that we're doing.

I look at Virginia Cubarubias, who's there on that picture on the front side on the finance.

Been with the city for more than 30 years, making it happen day in and day out.

Our teams led by you know Ryan and everything that we do on airport operations.

It's a 365 24-7 operation.

It doesn't go to sleep ever.

It's always awake, so they're constantly at it.

We're going to talk a lot about the development that we have going on at the airport, preparing itself for the future on the revenue and technology.

We're doing some really, really exciting things, and I'll share some of those things in the final stages of the presentation.

And you know, we've lost uh Morse.

Morris has been a talent and Stinson for many, many years.

He's retired.

He's going on to go do great things.

He spent many years with the City of San Antonio, but Debbie Drew has now stepped in and she's helping us run everything that we're doing at Stinson.

Now that we have everything established in what we're doing for the two airports, the recent completion of the new Stinson Master Plan paves the way for the new direction of Stinson.

It's forward thinking.

It sets Stinson as a transportation anchor and economic hub for the South Side development and connection to the South Texas region.

Its land availability enables how we further connect San Antonio in Texas, whether that be through distribution, manufacturing, urban air mobility, or advanced air mobility.

That leads us to what we all hear the Jetsons, the EV TOLS, electric vertical takeoff and landings.

That future's coming.

We got to get ready for that.

The master plan identified four alternatives that gives us the path and the plan for development, allowing us to shift and adapt as needed.

We are ready to move forward.

Completed projects that you see in 2025 are the terminal roof and HVAC that we just installed there.

It's a Stinson Terminal Building.

We did an overlay of runway 927 as a reconstruction, and we put some new electrical equipment for the airfield generator there at Stinson as well.

In 2026, we're going to focus on 1432, which is the other runway that runs perpendicular to it.

As we look at the overall drainage that we have there at Stinson.

Future projects is drainage and utility planning as we look forward.

We want to install a new taxi lane for the T Hanger there.

And then work that we want to do into the West Apron, improvements that we want to continue to focus on as we grow Stinson to where it's at.

And then we want to reseal runway 1432, as I mentioned, as some of the future projects as well.

We've got projects that take us all the way through 2031.

So we've got a lot of work and prepared for the future of what we're going to be doing at Stinson.

SAT is an integral part to our community and serves as the engine to our local economic growth and supports directly or indirectly 55,000 jobs.

Our overall economic impact has grown from 5 billion to just over 7 billion since 2018.

We're having valuable impact on people, jobs, and the overall San Antonio region.

Our strategic approach has brought stability and is preparing and ushering us into the next era of our transformation.

This year again, we will serve 11 million passengers in our forecasting moderate growth in 2026.

In several of the following slides, I will go into detail on two key factors we have keenly focused on executing upon.

Our capital improvement plan with over 30 plus projects and continuing to grow our air service connectivity, both domestically and internationally.

One little final piece about SAT.

I want to take a moment to highlight our amazing team for the work they do to keep our airports safe.

For three years in a row, we have achieved the highest standard we can receive from the FAA, highlighting our commitment to excellence.

It's hard enough to just get an inspection with zero discrepancies for one year, let alone for us to do it three years consecutively, sets us apart from all airports across the country.

RFAA relationship has allowed SAT to partner on two innovative airfield safety programs based on the way that we're producing and the work that we're doing out on the airfield.

Runway improvement protection through situational awareness is a focused effort improving safety for aircraft movements and overall surface movement focused on improving safety for vehicle movements on the airfield.

We are the first airport in the country to implement these technologies that improve and create real-time situational awareness for safety reasons.

The airport ecosystem is comprised of our airport employees, airlines, rental cars, agencies, the vendors, the tenants.

They've all adopted our FAA approved safety management system program.

The culture of safety will allow the organization to continue to improve safety and mitigate risk.

I'm proud of the work that we do with our security and public safety partners at the local, state, and federal levels to ensure that we are proactive in the implemented programs that keep our airports safe.

I'll shift to the budget.

On the operating and maintenance fund, the 2026 proposed budget is an estimated 4% growth from our 2025 adopted budget at that 163.9 to 169.4.

As is reflected in the chart, we've been growing, and we continue to grow if you look at the CAGRE growth from 2019 to 2026.

Our OM expense remains basically flat with just under a 2% increase from 105 and 2025 adopted budget to the 107 proposed budget.

We are again projecting to transfer over 30 million into our CIF transfers based on the revenues that we've been making over the last several years in the way that we're doing our business.

The 2026 proposed budget, our expenses are offset by our revenues.

On the airline revenue side, landings, takeoffs, rental fees for our carriers, a total of 83.1 million.

On the non-airline revenue, we continue to increase those efforts.

And I'll talk a little bit about the concessions that are forthcoming that we have inside the airport that are going to be a big impact to what we call non-airline, non-aeronautical revenues at 86 million.

CFCs and PFCs are flat.

I'll cover a little bit about why those are flat when I start to talk about how many passengers are moving at our airport and the things that we're dealing with.

On the expense side, as I showed on the previous slide, it's at 169, 107 is the overall OM.

CFCs and PFCs are equal in balance out.

We have over 487 positions at the airport.

We're not asking for any improvements, and that includes our airport police that we have, our San Antonio Police Department, and our San Antonio Fire Department personnel.

On the capital projects, we'll be spending about 648, and I'll go through a pretty high-level detail on the total number of capital projects that we'll be going through as we move forward.

Like many other industries, economic uncertainty has left many Americans slow on the down spending as we move forward.

And that includes travel.

While passenger numbers are down at SAT, it is important to realize that we are still experiencing the second busiest year on record.

When looking at other large Texas airports, all are down with SAT ranking second in resiliency only behind Dallas Fort Worth.

We've got to continue to be creative and strategic in what we're doing.

It's about the game of sustainability, and we continue to chase and work with carriers about bringing additional service to the city of San Antonio.

During times of uncertainty, maintaining and continuing to build relationships remain extremely important.

Our partnerships with our carriers have helped sustain our service and specific areas of growth.

I can't emphasize the most important piece as we put together a 36-month strategy what we were doing with air service, being able to go from a post-COVID era to get from 9.1 and chase another million passengers in 23, almost another million passengers in 24, leveling out in 25 at one point 11.1, and another 11.3 in 2026 is what we're projecting.

So we continue to move in the right direction.

The growth patterns are not as high as we had been experiencing.

All this is cyclical.

It happens in this in our industry all the time, and it's not just in San Antonio, it's across the entire country.

We're ready for that change.

Since 2022, when we began to execute on our post-COVID strategies, we've increased our numbers by 1.7 million.

We have added 11 new destinations with four of those in Mexico.

These improvements have created a more competitive airfare in the second quarter of this year.

We closed the gap between the airport up north and San Antonio by only 11 cents.

That has historically been a $50 range.

Now today it's 11 cents.

We attribute that to our 36 month strategy and what we've been focusing on, exceeding our our projections for the strategy by 1.6 million passengers.

In addition, we have five new nonstop destinations added in 2025.

Many other have less headline grabbing increases and have contributed to expanded air service at SAT.

These include increase in flights to many different destinations.

I could go on and talk about whether it's upgauging or adding additional daily service into different locations.

All of this contributes to what is now 48 nonstop destinations.

On page 313 of our budget book, you'll see the total number of performance metrics we have.

We're chasing 50.

50 plus is where we want to go.

I give a lot of credit to Jacob Tyler, the leader of our air service development with over 275 different one-on-one engagements with our carriers over the past several years.

Mexico.

What was four destinations is now nine with a 95% growth.

If you look at what was happening in 2019 all the way to 2025, I won't go through each one of those cities, but I can tell you demand is there for Mexico, not only for Mexico, but Central and South America, and we want to continue to focus on those efforts, whether it's connecting into Panama or going into South America to different locations.

Try and catch a flight to San Juan Puerto Rico with spirit these days, always full, constantly, every time it goes.

So we have another four to five key markets for business and for leisure that we want to focus as we continue to work into our strategies of what we're doing into Mexico.

I'll shift to the terminal development program.

We've shown this for a good two and a half years in the work that we're doing as it relates to the terminal development program.

It's our largest capital improvement program at the airport.

We've been able to be on scope, on schedule, and on budget.

We continue to emphasize and focus on that on the delivery of our overall program of what we're doing.

We've completed all the preliminary advanced terminal work that we've needed to get done.

We are in the process of construction.

We are shifting.

I can't emphasize enough the green arrow on the bottom of getting to a guaranteed maximum price.

In 2024 through 2025, we moved from 30 to 60 percent design and pre-construction services.

In 2025, in September, as we go into October, we're at 75 percent shifting to 90 percent as we get into October for the design of the new terminal.

We have continued collaboration with our construction manager at risk and our and our master architect and other industry partners as we go out and project and do the scheduling of work that's going to be performed between now and the end of our budget year in 2026.

We'll be reaching a guaranteed maximum price.

It is a delivery method of a construction manager at risk.

It is that reason, it is the reason it is a construction manager at risk, because when we get to 90 percent design, we shift the risk.

We've done our due diligence.

I can't say enough about the terminal development team, Tim L.

Crongley, who he heads that up, and Dave Brandenburg who are behind me who are nonstop 24-7 watching the efforts of what we're doing.

I know we were able to take some of the new council members, other council members.

Please feel welcome.

We'd love to take you out on a tour and show you all the work that's happening.

We've got shovels in the ground, we've got pylons that are in, over 600 that have already been installed.

We've got the three cranes that have been installed now.

We're going to start doing work on getting curtain walls, establishing the foundation with all the count concrete and purchasing all the material all for 2026 budget year.

What does that get us?

It gets us the new airport, the future of San Antonio, up to 18 gates, over 900,000 square feet of terminal space, a brand new FIS customs facility to be able to process all of our international passengers as quickly as possible, the ability to park three wide-body gates or six narrow bodies, expanded concessions.

That's about 40,000 square feet that we will add in concession space into that area.

Coming soon, another solicitation for more concessions.

So I'll talk a little bit a little about more about concessions in a minute.

I know we just finished three packages, but we're going to go through that all over again, and it's exciting about what we're what we're offering as it relates to those concession services.

An improved roadway and curbside.

There's a number of enabling projects that we're performing, and they are all in full implementation.

Some are in their early planning phase, some are in the beginning phase of design, and many are in completion.

The Terminal A gate expansion is one of these projects that is being delivered via design build delivery method and is scheduled to be completed in December of 25.

An estimated 40,000 square feet foot facility with international capabilities and allowing additional capacity during the construction of the new terminal.

A brand new public safety building with a federal partnership of centralizing our San Antonio Police Department and TSA personnel to include state of the art canine facilities.

The facility will open in October of this year, and we look forward to all of you to welcoming all of you to our grand opening in the coming weeks.

The designing of an airport ground transportation center is underway, and we'll be adding 2,000 plus spaces.

Additionally, this will be displacing all commercial traffic from our pickup and drop-off areas.

We are scheduled to complete this project in 2027, right before the opening of the new terminal.

As part of our agreement with our airlines and to complement our airport transformation, we are beginning the planning and design of the reconfiguration and rehabilitation of Terminal A and B, taking similar design standards from our new terminal with emphasis on ticketing, hold rooms, restrooms, and full terminal connectivity post security.

I got to give a lot of props to the team.

Over the last five years, we've been very strategic and aggressive in aligning our financial and capital development strategies with all possible grant announcements.

This has resulted in just over 272 million in grant awards.

Our success is due to our ability to execute and be ready for grant funding projects.

Why do we succeed?

We succeed because we have shovel ready projects.

They're timely designed and timely permitted, and it increases our reward competitiveness.

We have a strong relationship with the Federal Aviation Administration.

We're proactive in coordinating with the airport district office, and it ensures alignment with funding cycles and available discretionary funding.

The strategic layering, we combine multiple funding sources, whether that be entitlement, discretionary, or the new IIJA, which is just a new name for BIL, to fully fund complex projects.

We've been awarded 65.5 million in 2025 to date, including 48 million for various of the terminal developed terminal development projects, 17 and a half million in airfield projects, another 10 million pending award for 2025.

We're targeting 86.3 million in 2026 and another 100 plus million in total eligible terminal grant opportunities.

I give a lot of credit to Melissa Rivers and the work that she's been able to do to help us get the grant funding we've been able to get.

I mentioned the concessions earlier.

On these following slides, I'm going to highlight some key areas that will have service and financial benefits.

Earlier this year, through you all's approval, thank you so much for your support.

We finalize the solicitation for three packages that will impact both Terminal A and Terminal B.

The scheduled openings are outlined by quarter.

If you look at in the first quarter of 2025, the fourth quarter of 2025, the first quarter of the budget year.

I'm not going to list all those out, but I'll tell you what, I am super excited about 2M barbecue being in Terminal B at the end of this year.

Super excited about the changes that are going to happen in the first quarter of 2026.

Whether you talk about Panda Express now being in Terminal A, Popeyes being in Terminal B, Military City USA with some other retails, and the beautiful Southern's from the Pearl will be in Terminal B as well, displacing what's there from Brosadios.

And in the second quarter of 2025, we're going to go into Felice Moderin, iStore, and Prickly Pair and wrap up all of those packages that we solicited earlier this year.

Parking initiatives, we were the first airport to launch frictionless parking in the world.

Nothing comes easy.

Nothing good comes easy.

It's been difficult, we've been working through it, but I will tell you we have so many compliments and still a couple of complaints on what we're doing in parking.

But the ability for people to get in and out and change that transaction time to what was two minutes to two seconds is an incredible change in your ability to enter and exit our facilities.

We now have real-time tracking for all of our shuttles, as whether you're waiting for the bus or whether you're waiting to be picked up for the bus at the terminal at the terminals for all of our customers.

In 2026, we're launching the three hour parking and short-term parking garage with preferred reserve, and will offer preferred reservations for all the short-term garage as well.

Furthering our customer experiences, the expedited access for military personnel is dedicated to our uniform military personnel traveling.

As we get ready for holiday block leave in December, where we have thousands of servicemen and women that are leaving San Antonio to go see their loved ones or go home.

I'm excited for expedited access for our military personnel as they go in and out.

It happens every year, and we're looking forward to being able to give them a specific lane for them to go in and out with ease.

We started with 50 to be able to offer that to all of our customers.

We're gonna have to grow that soon because we continue to exceed those reservations on a daily basis.

As we talk about the terminal development program and the importance of accessibility, the altitude inclusion program is just that.

It's designed to assist individuals with disabilities and their families and remove the barriers that exist today so that they can travel with a hands-on simulated airport experience from check-in to boarding the aircraft.

In summary, we remain focused on these areas in 2026.

As outlined in the budget book, we again will hold ourselves accountable with key performance areas.

On the customer service side, we're being held to above a 4.0 number, 4.20 is what we're chasing on a five-point scale.

Processing passengers efficiently, whether that be through the Transportation Security Administration or the Customs and Border Protection, we exceeded by 90% on each of those areas as you look at the metric slide of what we put ourselves.

That's because of the relationship we have with our federal partners in the work that we do.

All the people that assist all the passengers come in and out.

We're effectively executing on our projects on time, on scope, and on budget.

We are approximately 30 months from the opening of the new terminal, and we will deliver.

We want to maintain our current route portfolio and re-establish transatlantic service, continue to add new destinations and target 50 plus destinations.

We want to service Canada.

We want to service additional locations in Mexico, and that also includes frequencies, increasing frequencies and creating competition on the diversified portfolio and product that we offer.

And upgauge aircraft types where that is available to us.

Our passenger and financial growth strategies are well defined as I go over what we're doing in concessions as we're transforming those 19 packages to ensure that we're providing a better product for passengers when they're in and out inside the terminal to be able to purchase things that they want that are reflective of San Antonio.

On the growth, we want to continue to grow our air service.

We're at 11.3 million passengers that we want to service in 2026.

How do we get to 14, 15 million and continue those strategies that we're working towards?

Improving our overall parking offerings is a major focus.

And then lastly, passenger growth.

As I talk about that 11 million, we want to continue to work on those efforts.

Mayor and Council, that concludes my presentation for today.

Thank you so much for your time.

I'm now going to turn it over to Amin Tomas over with Development Services.

Thank you.

Good morning, Mayor and Council.

My name is Amin Tomaz, Director of Development Services, and I'm here to talk about FY26 proposed budget for development services.

After a great presentation from Jasus.

Let me start with the mission statement of development services.

Our mission statement is partnering with our community to build and maintain safer San Antonio.

Every employee at development services is committed to this mission statement.

We do work with citizens, owners, design teams, architects, engineers, contractors, to make sure every building we build in San Antonio is safe to live in, play in, or sleep in, or work that after it's built that we maintain it and we make sure it is safe again for occupancy throughout the years.

The agenda here is gonna talk about some introductions about development services, specifically with some of the changes that happened recently.

Go over the budget, uh the proposed budget for FY26, talk about permit activity overview and some department programs that we are working on.

So to start with, uh I'm really proud that development services in San Antonio is the best in the nation.

If it's not, it's one of the top ones.

And I can back this up with a couple of accreditations that we have.

We are ISO, which is insurance service office, uh accredited, and their rating goes from one to ten, one is the best, and ten is the worst.

We received lately, I mean, we we've been accredited with them since 2013, but every several years they go back and they renew our accreditation.

So the last time it was February 2022, we received the highest rating for commercial development, and we received two for residential.

Two in Texas is actually the highest.

The reason for that is the state of Texas prohibits us from requiring fire sprinkler systems in single and two family dwelling units.

So the highest we can receive in Texas is two.

So obviously, we are at the top here.

The second one is international accreditation services.

We've been accredited with them on the development side from 2001, and we continue that.

But then we did merge and we added the code enforcement to the accreditation in 2020.

We were the first in Texas and the fifth in the nation for code enforcement to be accredited by this organization.

The last review they came and did was November 2024, and they found zero uh corrective actions.

What that means is we we passed with 100%.

So again, that's why I'm saying we are the best in the nation.

So looking at the team, the executive team, as you guys know, Michael Channel moved to another department, so we had some changes, but I have really three amazing uh team members, and they are all here.

Uh Melissa Ramirez is deputy director over field services.

She will oversee inspections and code enforcement and the graffiti abatement.

She does have a couple of very special teams like the strike team, the proactive apartment inspection team, and senior assistant.

Also, I didn't have it here, but she does have a team for the airport.

We did create that team in preparation for the big project.

So her team is working closely with Hasus' team with any of the enabling projects that he just talked about, and obviously on the big project, the new terminal.

Crystal Gonzalez, assistant director over plan review.

She's responsible for uh plan reviews and uh issuing permits for residential and commercial uh projects, also trade and minor structures.

She does have two special teams as well a school team that we established a while back, and then affordable housing team that we established about a couple of years ago.

Logan Sparrow is assistant director over land development.

His responsibility is land entitlement and zoning, policy administration, tree preservation, traffic reviews, also a couple of projects that we are monitoring very closely, short-term rentals and residential street lights.

I just want to make sure we are all on the same page.

Uh so development services have two different funds.

General fund is for the code enforcement, and then the development side, we change that from general fund to enterprise in 2007.

The reason for that is all the money we receive from the developers will be used as expenses to make sure we comply and we get them what they need within the time frame that we agreed on.

And the nice thing about this is based on the development fluctuation and activities, it goes up and down, we can expand and contract our team to make sure again we stay in line with the expenses and the revenues that we receive.

This slide shows a budget history for both portions.

Uh, the green is general fund, and you can see it's somewhat consistent, and then um the enterprise is the blue color, kind of it's hard to see blue here.

Uh but again in FY26, we are looking at uh about 7% reduction, and I'll talk about that in a second when we talk about the permits.

So the proposed budget for development services in total is 69.3 million.

18.5 is general fund uh again code enforcement, 48.8 is for the enterprise fund.

We are allocating 2 million for street lights to continue with that effort.

Again, I I have a specific slide that I'll talk about the street lights completely.

Uh we do have five or three employees in totality.

And again, based on what I mentioned earlier, and I'll go over it with the permits, but because in 26 we are proposing about 7% reduction, our strategy right now is to freeze 42 positions from development services, just to make sure we cut our expenses.

This slide will show you the permit activity for residential and commercial.

The green line is the commercial line.

Since 2019 till now you can see there's some fluctuations, but overall it's somewhat steady.

Versus that is the residential is in the blue line.

In 2021, we had a big spike of the number of permits that we received.

So developers start building a lot more, and the reason for that is the historically low interest rates that we had.

But then in 2023, the interest rates start skyrocketing, and that uh forced the developers to build less, and that's why we had that dip.

Again, we got a couple of fluctuations, but we believe in FY25 this year, uh both commercial and residential are stabilizing, and we are proposing in next year again a small dip in those numbers, not not many.

So, to talk about development services in general, we are really busy department, we do a lot.

Uh I'm not gonna go over the goals.

I mean, we have goals that they are set for us by by council, and we are complying with all those goals.

But so the plan review team uh they do partner with our citizens and residents and stakeholders to make sure that every building uh every plan meets the standards and the codes adopted by the city.

We do fire reviews, building reviews, mechanical, electrical, plumbing, and energy as well.

So this year, year to date, FY25, we completed over 3700 new uh residential permits.

We completed over 2200 commercial permits, and one of the biggest things is we help citizens all the time.

As I mentioned, we do partner with them.

We have a lot of walk ins.

So this year so far we have over 18,700 uh walk ins to our building.

Any customer who walks in, they need to talk to us, uh ask about permits, we walk them through the process.

We also help with online, what what I call it online, it's we have a small call center at development services, so people can call us and ask questions, and we use our software portal to answer their questions.

Year to date we we helped with 167,000 customers.

So again, as I said, we are really busy.

Building inspections.

We do conduct inspections on all required building permits for private and public properties.

As you know, uh customers will schedule their inspections based on the timeline they have, their construction timeline.

Timely inspections will help to prevent any delays in the projects.

Everybody knows time is money.

So our goal is to make sure we do perform inspections 95% of the time for when they ask for it.

And if you can see here, we did exceed that in the last couple of years, like last year and this year, we are at 99%.

We performed over 210,000 inspections so far.

Moving on to land development.

Uh, this team will help and work with the with the owners and developers to get them through the process of platting or zoning.

One of the biggest ones is the master development plan, and then we have land plates, tree preservation and zoning applications, and many others.

So this year we approved 147 major plates, 267 minor plates, and we issued 491 zoning verification letters, and again, all of them were within the goals that they are set for us.

Now moving on to general fund now.

So, code enforcement, we have three targets that we aim for.

One of them is the response time.

We are required to respond to tier one, which is key life safety issues in two days, and we are required to respond to tier two in three days, which is property maintenance code.

We are meeting those two goals right now.

One of the bigger ones is the 45-day compliance rate.

To explain that a little bit, um, the goal is to make sure we close up to 90% of the cases that we started by complying, not just closing the case.

We need to make sure the violation is corrected and resolved within 45 days.

And we are hitting that target.

We are at 90% right now.

The proactive rate, what that means is when we get a 311 call, the code officer will respond to it.

That is a reactive call.

When the officer is at the location working on that case, if they see anything getting there or leaving or around that area, they will pick up those calls on their own.

And when they create the cases, we call those proactive.

The goal that is set by council is 65%, and we are hovering at 76% right now.

Lastly, for the graffiti abatement sites, basically the graffiti team is required to abate graffiti throughout the city, and this year so far they've done 62,598 sites.

So again, as I said, we are really busy.

One thing that we did right now is we reviewed all the code enforcement general fund budget, and we were looking at all the fees that we charge for permitting or licensing.

What we noticed is we have some of the fees and licenses.

We haven't touched or updated for really over 10 years.

So the first couple, the junkyard, which is used auto part recyclers and the meta-recyclers.

The last time it was updated in 2012.

So now we are proposing to push that up to a thousand dollars a year for their permit.

The nation containers was last updated in 2009, and we are proposing to push it up to 240.

Dangerous premise abatement and vacant lot abatement.

We do have an admin fee that we tag into that because we do, you know, set up the work, we do the work orders, we have admin folks working on it all the time.

The last time it was updated in 2010 and it was set for 180 dollars.

We are proposing to push it to 250.

Lastly, the permit for absentee program, a property owners, I'm sorry, was established and haven't been touched since then, since 2013, and now we are asking to push it up to 500.

If all these are approved, we're gonna see a revenue increase of about 200,000.

So now I'm moving on to talk about some of the programs that we are working on right now.

Uh, short-term rental.

This ordinance was established in 2018, and this year we did add a dedicated code officer to make sure we get them into compliance.

The two top violations are some of these uh short-term rental units are operating without a permit, or they are late on the hotel occupancy tax.

They are delinquent.

So the code officer so far did over 1,400 investigations, found 448 violations, issued notices for it.

The good news is 82% of those are in compliance right now.

So 369 out of the 448 are in compliance, and that's our goal.

We want compliance.

So I think having the code officer is working.

On the right hand side, you will see a table with all the council districts and the total number of uh short-term rentals they have in each district.

So totaling everything now we have 3,278 uh short-term rentals in in town that they are permitted.

Okay, did I skip one?

Oh sorry, I skipped the important one.

Residential street lights.

Um this program, it started in 2022.

We did receive 5.8 million that year, and uh we were tasked to do a full analysis on the residential streets.

So we went and checked 3,292 miles of residential streets to make sure we confirm if there is any gaps.

We check the spacing on the lights and we we checked if there's any gaps.

Based on that analysis, we found that we need 4,275 lights to be installed to close the gaps.

Between FY22 and 25, we got total 8.8.8 million, and we installed so far 927 lights, and then there is 107 lights that they are pending installation, but they are already funded.

So totally we have 1,034 lights that they are funded.

What that means is to complete this task, we still need to install 3,241 lights throughout the city, and that equates to 27.8 to 32.4 million dollars.

One of the items I mentioned earlier is we are proposing to have 2 million dollars this year again to continue with this task.

The street lights, we have it online and we have a dashboard.

It gives you all the details that you have here, plus a lot more.

So if you have anybody who wants to check it, they all the information is online.

Moving on to proactive apartment inspection program.

The goal here is to provide safer housing for the tenants and the renters to minimum meet the standards, the San Antonio property maintenance code standard.

This program started in 2023, and since the inception of this program, we did over 61,000 inspections.

We did inspect 2,031 apartment complexes specifically.

Out of those 2,031 apartments, 49 of them, they had violations and they were required to be in this program.

And that equates to about 2.4% of the apartments.

So it's actually a small amount.

Since then, 24 of those 49 apartments did comply.

They fixed everything and they complied, and they we call it graduated.

They got out of the program because they are in compliance right now.

Right now we have 25 still in the program, and they are working on correcting the issues.

So this program is working really well.

Similar to the street light, we have a dashboard online, it gives you all the information.

We are proposing in this uh coming year budget to have 100,000, similar to what we had in FY25 and in 24.

This program started as a pilot program in 24 and it was successful, so we continued that this year, and hopefully we can continue this the following year.

It was created to help elderly and or disabled folks with fixed income, mainly to help them with overgrown vegetation, trash debris, and outside placement.

So far this year we helped or completed 57 uh households.

There is two of them pending right now.

Um and we are about running out of money.

I think we have about 700 left, so maybe we can do one more.

Um but again it's a very successful program.

Finally, I'll talk about the code enforcement strategic plan.

We had a CCR in 2023 by district four, and the goal is to look at uh code enforcement policies and procedures and to see if they are in line with the priorities that the community wants.

So, what we did is we hired a consultant, and the consultant met with uh the code enforcement team members, got some feedback.

She calls them listening sessions, so she's listening and just observing everything they tell her.

And then we did uh community listening sessions, one in each district.

Um, and I want to thank uh the council staff for attending every meeting we had, we had council staff in it.

But special thanks to District 4 and 5 council members, they physically attended the full meeting.

So thank you for that.

So the next uh the next steps here is number one, the consultant is finalizing the report.

We should get it in the next week or two, and then after that, we will go to PCDC planning community development committee in October, and the goal is to go to B session in December and A session January 2026.

So basically, in conclusion, uh we want to continue our exceptional level of customer service to again everybody we partner with.

We are maintaining performance for core services without any reductions in our service uh delivery, and to continue partnering with the stakeholders as we innovate and seek process improvements.

With that said, uh that concludes my presentation, and I'm happy to answer any questions.

Great, thank you for the presentations.

Um, first off, we've got Shermoon Gia.

Thank you, Mayor.

Uh, first questions are for Amin.

Thank you for your wonderful presentation.

Uh and can you go back to the senior assistance program slide?

Wow, those numbers really drop off after district five.

Uh, one through five, that's a very high need um numbers there.

Um, so hopefully those two in my district will be finished off soon.

But what is your total oh, 100,000 dollars?

Um, and so what's the average cost for a single instance of that?

So I anticipated that question.

Uh, last year in FY24, the average cost was about 1400.

This year in FY25, the average cost is about 1700.

And what is the typical um violation that you're doing there?

Overgrown vegetation is is one of the bigger ones.

Uh honestly, the one that's really expensive is tree removals, especially when you have storms.

Sometimes you have trees that they're about to fall.

We get our arborists to go and check it out, and if it's really dead and needs to be removed, we remove those.

Average for a tree is I would say about two to three thousand dollars.

But when we go to cut grass, it's about four or five hundred, sometimes even less, sometimes three hundred.

But at the end of the day, the average is about seventeen hundred per call.

The only thing I would maybe suggest on this, and I we have had several people go to our office that have used this program, it's very helpful to them.

Uh, is in some cases of the yards are very small, and it's kind of a constant problem for them because I'm imagining most of these folks are gonna run into this problem again at some point.

Uh, but there's a possible way to partner with solid waste because we do have free mulch in the city, and there might be a potential for yard replacement in some cases with that.

So I think that's kind of a long-term solution to that problem.

And if you can go back to your uh street residential street light slide.

So um two million dollars this fiscal year, and how many lights should that get us with two million dollars?

Our our average per light, because now we are doing the solar lights.

I would say our average is between 8500 to 10,000 a light.

So two million, just a rough estimate is about two hundred lights.

Gotcha.

And are you still requiring um right-of-way access authorization forms for these?

That's really good question.

Uh, since we went to um solar lights, we don't.

Uh, if we are installing that solar light in the right-of-way, then we don't need to ask for permission.

Normally we still do it as courtesy.

We just notify the owner saying we can install a light here.

Uh so that that's now helping us proceed faster.

Number one is cheaper, number two, it's faster.

So I'm looking at the lights warranted and the number funded, and there's a huge gap in most of those districts.

So, how many of the lights warranted did you go through the access and got denied, and then we eventually moved to solar lighting that we no longer do that.

I don't know the answer to that.

Do you, Melissa?

We have been going out and having public meetings when we first started this program and started asking people what they wanted to participate with.

At that time, there were hardwired.

Now that we've moved to solar, like Amin mentioned, we've been getting more support because we're not asking for easements.

I think if we are gonna start to have more funding for this, we're gonna have to go back out to the public to start making sure that they're still wanting street lights out there.

There are some neighborhoods that do not want street lights.

Interesting.

Okay.

Yeah.

Okay, that's good answer to that question.

Um, I think that's very helpful.

And again, this is with the current UDC standards, correct?

Yes.

Okay.

Uh, because I think there's gonna be some you know momentum to revisit those those gaps with the next UDC amendment process, uh, which could alter that.

Just let my colleagues know that there's some neighborhoods that are fully um lit by the UDC standards that uh residents would probably say is not you know fully lit in their mind.

So that's there's a little bit of a gap on that also.

Uh and I do want to point out um, you know, I'm I'm glad you talked about the short-term rental, the proactive apartment inspection program, and some of the new metal recycling and use auto parts uh revisions to the code.

Uh, all three of those I will have to let folks know were um put forth really by the community first.

Um those were eventual council policies, of course, but people moved on that um and brought those to city council and to PCDC, and I think for each of those you had a task force that you had to do.

So that's why we joke that y'all are the king of task forces because you did all of those very well.

There is very minimal complaints, uh, which is pretty good, I think, for development services.

Um and real quick, how do you compare um our permit timeline for commercial and residential to other cities of our size in the state of Texas?

Yeah, we did we did have that exercise uh possibly a month ago.

We were looking comparing with other cities.

Um we are actually I don't want to say we are the best, but we are the second best, if you will.

So for example, um if I'm looking at commercial time, and this time includes the time we receive the plans and the time the design team is required to do any changes or updates.

So it's from the time we received the permit request till it's issued, so it includes city time and customer time.

So for example, City of San Antonio for commercial is 209 days.

Austin is 486 days, Dallas is 302, San Diego is 176, so they are the lower one, and then Seattle 823 days.

So again, we are we are pretty much the second after San Diego.

San Diego is 176, and we are 209.

Yeah, and did I read an article?

Is it correct that Dallas was able, they were trying to get their permit time down to like a five-day situation?

Do you know what that was about?

Yes.

Um we actually had a meeting with them, they came to meet with us last month to see what they do to change their processes to match what we have.

And when they talk about the five days, it's five days for them to review the plans and decide either approved or deny it with the comments.

So it doesn't include everything else.

Our goal here in San Antonio for complex plans is 18 days.

That when we get it, we have 18 days max to review it.

I don't know if they're gonna make it.

Yeah.

Uh and did you talk about you said there were gonna be some freezes in your department uh hiring freezes?

Correct.

So what we are doing is we are looking at 42 positions to freeze.

Um as of actually right now we have 33 positions that they're vacant.

So what we are doing is the minute we have a vacancy, we freeze it, unless we really need that position, we discuss it and decide if we can't keep it frozen.

So so far we have 33 positions.

And are any of those frozen positions, co-compliance officer positions?

No, this is on the uh development side.

Okay.

Okay, gotcha.

That's good.

Um, and you know, this kind of came up on another budget meeting, but when we talk about you know turnover for code officers uh and wages, are we you know comparable with wages to other cities of our size in Texas for code officer?

I I believe so.

I know the city a couple of years ago went through the process of reviewing every position we have and comparing that with other cities and comparing it within our city as well.

And I I think they did a lot of adjustments.

Uh so I believe we are.

Okay.

And I just you know wonder about that for a lot of the the work of our employees that are on the field every day, right?

That's code compliance, and animal care service officers, um, you know, some of our folks at uh Metro Health, um DHS.

So I just want to make sure in those positions that they typically might have a good turnover that we're doing as best we can to keep them there.

And very excited about the strategic plan.

Um what are you gonna can get out of some of those meetings?

What are folks saying to you about that?

Uh I think you you were in your meeting and you attended the whole meeting.

So what you heard there is pretty much everything we are hearing at every district.

Um one of the biggest things is communication.

When they call in for a violation, they don't get all the details.

So between our system and 311 system, we send some information, we don't send everything.

Um the citizens want to know exactly what's happening.

So we have about 10 points, I call it, that we tell them, hey, we you know, we we started the case, we did the initial inspection, we issued notice, but they want a lot more than that.

So it's the transparency portion, I believe, is is one of the key things that they talked about.

That's good.

Well, we'll look forward to seeing you all back here in October to talk about that.

So thank you.

Thank you.

Chair Alder Gabito.

Thank you.

Uh thank you to Jesus and Amin for those presentations.

I'll just start off really quick with you with the airport.

Congratulations on hitting 11 million passengers.

That's awesome.

There's been so much good stuff uh going on at the airport.

Um did have a quick question on the federal inspection station fee.

We're see we're seeing that it's gonna increase and add some revenue.

What is what is that fee and who will that impact?

Uh it impacts, it goes as as part of the ticket.

So it was at around ten dollars and fifty cents historically, it's going up to twelve dollars and I believe fifty cents.

Um we just compared ourselves to other airports in the state of Texas for that uh FIS fee.

Uh I think Austin's sitting somewhere around $15.

I know Houston's somewhere about 15.

So we try and remain competitive because it's certainly helpful to the airlines to want to do service with us internationally when that fee remains low.

Okay.

Sounds good.

Yeah, and it's also great to see the increase to uh increase to Mexico um flights.

And yeah, the terminal development program is going really well.

It's uh it's really uh exciting to see that, and also too.

I know a lot of us worked on the concession program overhaul, which I think is gonna be extremely exciting so we can have that hyperlocal twist.

Um that's all I had, but awesome job.

Thank you to Kelly.

Um, I mean, really quick on DSD.

Um just want to let you all know that I'm fully supportive.

I can't remember what slide it is, but with the fee increase on um on um vacant properties or on absentee property owners in full support of of that.

I did have a question on the proactive apartment inspection.

I had worked alongside uh district two councilman um on our C CR to add Sauzbill delinquency to this program.

Have how how has that been successful so far?

Uh the proactive apartment inspection is is working really well.

As I said, I think we we found 40 49 apartments and and violation, and since then 24 of them um graduated, so they complied, and the other 25 are being worked on right now.

So I'm hoping they graduate soon.

Okay, awesome.

And really quick about the senior assistance pilot program.

Yeah, that was my very first budget push, but I couldn't have done it without my colleagues who helped along the way.

And actually, I think it may have been councilwoman Castillo who suggested um where you see that some districts are gonna need it more.

So at first the original proposal was 10,000 in each district, but then we thought, well, it may not make sense, you know.

And I remember Councilman Courage saying, well, if we don't need it, let's get it to the other districts.

So we're seeing the high usage in certain areas, and and we we continue to get a lot of great feedback about that from our residents, specifically our older, well, it is for our older residents who do need to remove uh dead trees because they become safety hazards, um, but they're also extremely expensive to remove.

So thank you so much to Melissa and all of y'all's team for y'all's help in making sure that that program continues to be successful.

Thank you, Councilwoman.

And just to clarify one thing.

So, yes, when we started this program as a pilot program, it was divided 10,000 per district.

Yes.

And we noticed it doesn't work.

Right.

So uh this year we don't have that.

It's hundred thousand dollars citywide first come, first service.

Yes.

So yeah.

Councilwoman, I just wanted to circle back to your question about uh liens and saws are in the proactive apartment inspection program.

So that process has begun.

Uh so we'll work to get you some stats about what's going on there so you can understand how it's working.

But it has begun, and we wanted you to know that.

Awesome.

I appreciate that.

Thank you.

Uh those are all my comments.

Thank you.

Chair Corps.

Thank you, Mayor.

Um, start off with you.

Everyone knows I love talking about the airport.

Um, you made a comment today though that I hadn't heard before, which was that we are one of the most resilient airports in the state.

Can you describe a little bit about why that is, why we haven't been as hurt?

Um, what are the things that we have put into place that helps us get to that resiliency?

Yeah, I'm a firm believer of putting together a strategy in order for us to be you know effective and efficient as it relates to air service and growing our number of employments, the number of passengers that travel to and from uh San Antonio International Airport, whether it's growth on the domestic side in the different uh efforts that we've been able to coordinate to upgrade aircraft to add additional frequency into different destinations, or our really aggressive emphasis into Mexico, I think are the biggest things that have helped us catapult into continuing to have that.

So that's one focus.

The other side of that focus is the diversified portfolio of carriers.

We don't talk about it enough, but it being able to provide uh a level of service for different um people here in San Antonio.

You know, we talk about Spirit Airlines, Southwest Airlines, and the you know, some of the other bigger legacy carriers, uh, you know, with Southwest United American and Delta uh of what they provide.

You have ultra-low cost, low cost, and legacy carriers, and we've been able to create a different portfolio so that people from not only the 2.1 proper from San Antonio, but the 7.1 million people in the region are saying, I'm gonna go fly out of SAT because I can get a good price.

And then I mentioned it today for the first time ever, that gap that we've had historically at $50 of an average price for an airline ticket in San Antonio is now a dime and a penny, 11 cents.

So those are the things that have helped us put all that together.

I give a lot of credit to the team behind me because we've been very strategic in those efforts.

Well, Eric and I joked, I think last budget cycle, like somewhere in San Marcos, there needs to be a sign, a light up sign that says to my gate in at San Antonio Airport would take 45 minutes, and I feel like that would draw that uh clientile here more.

Um the last uh thing that I had is just on the budget pages.

There was a customer satisfaction rating decrease.

It was a small decrease, but it was 4.25 to 4.18.

Do you know why that have an um a hunch about why that may be?

Well, we focus a lot on the cleanliness of the terminal and what we're able to provide.

Uh some of those efforts are some of our peak periods as we try and take the the complex to moving more passengers.

Uh that's a focus.

Uh we don't talk about parking a lot, and parking is always one of the most important efforts that we provide.

I will tell you, you look at some of the peak periods, even this past weekend.

And uh they're like, Jesus, what are we gonna do?

I said, I don't know, but park those cars and make sure nobody gets away.

So, you know, we have to we have to move the cars frequently, whether that's in short term, long term, or the surface slots, or whether that's just valet parking.

So some of those are are where some of those growing pains that we're experiencing, we are shifting to ensure that we bring that number back into the 4.2, 4.3 number range.

Well, I know one of the things that I had a challenge with was the new security systems that they implemented, and so I wonder if that had something to do with it.

They're better at them now, but when they first started, they were a struggle.

Yes.

So, anyways, thank you for your work.

Thank you for your leadership.

Thank you, ma'am.

Um, all right.

I mean, you ready?

I want to talk about street lights.

Um, we implemented a district one streetlight fund this last year, and we were able to get 53 street lights, and all we did was ask community members if they wanted a streetlight.

And we paid for it out of CIP, I got my hand a little like we shouldn't probably do that because it was very difficult.

But we were able to fund about 53 street lights in a little over 100K.

And the reason was because actually not all of them are solar.

There are some situations where you don't need that easement, you don't need that right of way access.

It's it's already easily built in infrastructure that you can just tap in.

And when that is the case, putting a regular electric street light is a lot cheaper.

It's like 2K.

So we only needed some of them to have solar.

And the reason why they've been able to expedite this a lot faster now is we have a contractor that can actually get there, get in and do the job a lot quicker.

So the program is it what the way it started off, which Mosa kind of mentioned about going out and doing that community meeting, getting a right of way easement, doesn't need all of those layers now.

So I finally feel like we figured out the kinks over the last couple of years.

We know what how to get these done quickly, and we've got someone on the ground to be able to execute.

So I feel like we have the opportunity to escalate how fast we're putting these street lights in the ground.

Would you agree with that?

I mean, very leading question.

Absolutely.

Okay.

Um so uh Eric, I remember there was a fund back in the day that you all created called a community safety fund.

Is there any money that's left over in that that can be tapped?

Because two million dollars, I don't feel like is putting a big enough dent in this piece, which we know is so important to community safety councilwoman.

So for just for context for for the rest of the council, um, I guess about two and a half years ago when we started the um UTSA crime plan, we've set aside money for additional phases, um, one-time money.

Um, and we've used some of it, uh, we had about three and a half million dollars.

We've used some of it for the two um locations that Chief McMahon has talked about, primarily for lighting, to be honest with you.

Um, and we probably have about three million dollars still in that fund.

Okay.

So I would like to see if my colleagues would support using that fund, which is intended for community safety, to add on three million dollars to this project for this year.

Um, this the couple of additional requests I have on that is I don't think your 200 amount is aggressive enough that you just quoted um Council Member Mungia.

Like, let's look at what's actually possible to your point around who wants it.

I I know there was like out of the 53, we had three in district one that said, Oh, we don't actually like there were some neighbors that chose to say opt out, but for the most part, particularly inside the crag and around schools.

So if we could prioritize around schools and prioritize around bus stops and try to help us strategically say these are the fun the street lights we're gonna work on this year, uh, because from what I understand right now is it's mostly like ease.

We're doing it based on like what we can quickly do versus what we can think about strategically doing.

So uh I'd like if my colleagues support I know some of my colleagues have mentioned previously to fund extra street lights if they would support that.

I think that would be great if we could put that in the amendment process.

Um, two other things that I wanted to mention about is the senior assistance program.

I love it.

Thank you, councilwoman, for your leadership and councilman Castillo for your leadership there.

Uh I just I always get really stuck with like sometimes we're telling residents, hey, we're gonna call code to give you a violation so you can be eligible for this program.

And that just feels a little silly to me.

So I wonder if we can if it would be a violation if we could just say you don't actually have to have the code violation in place.

Is there a workaround around that?

Um I mean, I'm I'm sure we can.

The the way this was designed is we don't want to take we don't want citizens to take advantage of this and use us as their maintenance people.

So that's why we said unless they have violation, we are not gonna react.

Again, remember a notice of violation, so we're not issuing a citation.

That's the key.

Okay.

Just wanted to share that.

That's a little bit of a challenge sometimes.

Um and then the last thing on the apartment inspections program, this is awesome for us.

We have a couple of really uh tough apartment complexes.

But the one thing we'd love for you all to look at, or maybe you can find me um some data on, is there a way to escalate the violations after X amount have occurred?

Because the way the program works is if you get a violation and you fix it, you're good.

But what happens when you've gotten 30 violations in two years?

You fixed all of them, but they just keep coming.

So is there a way to escalate after two years, one year on the program, your violations go up by X percentage.

Um, and I and I want to commend you guys from so there's another challenge where if you're taking over an older apartment complex that the new owners feel like, oh my gosh, I have this huge um insurmountable task to get this entire space up to code, and you guys do a great job of generally working with them and saying, okay, let's get your quick fix things done, like paint shipping quickly, and then you got to replace all of your um cooling system.

Let's figure out a timeline for that.

But for the folks that are just like we know they haven't changed management, they're on the list.

What's the next step if they're actually going through and filling out their violations?

So the ordinance today states that we need to give them 10-day notice for any violation we find.

And I I'm not I'm not defending the apartment owners or or property managers, but a lot of times we get the calls from the tenants before they even calling them.

So if we're gonna go and expedite that and say when we came, you are in violation, we're gonna issue citation immediately.

I don't think that's that's fair.

Uh in general, I mean, if if they do not correct again, all that they need is three strikes, then they are in the program.

And at that point, we do proactive inspections, we inspect more and we get them into compliance.

I think overall the program is working as is.

Uh, we can look at potentially how to expedite those.

And I think the way you're getting in the program, all of that is okay.

I'm talking about apart there's only a few of these.

This is not all of them.

The majority of people get their things together and they move on.

But there are just a couple that are in the program and they're just addressing the issues they come up one by one.

So I'm talking about like not in the initial part, but afterwards.

When they are in the program.

Yes.

Got it.

Thank you, Mayor.

Councilwoman Castillo.

Thank you.

And uh thank you all for the presentations.

Uh Amin, uh, just wanted to highlight, right?

Uh, attending the strategic planning session for code compliance was uh really informative in that it shared uh a lot of the the patterns and trends, right?

That our constituent services team are also hearing and the calls that we're fielding.

Uh and that's why I'm pleased to see in terms of the increase, fines and fees, uh, particularly for dangerous premises absentee property owners be increased because that was one of the trends is just uh what accountability can look like or further accountability can look like for absentee property owners where it's just a reoccurring uh abatement process, uh and you know, some of the property owners can afford to pay the fee, they allow it to get abated, pay the fee, and then of course those those that do accumulate.

Um, in terms of the metal recycling license and junk yard licensing, is that the state maximum that we're increasing it to?

Um no, there is there is no state maximum for licenses or permits.

Uh but what we did is we looked at it and we we tried to do a recovery system to see if we collect is that enough for us to pay for the officers.

It was a lot higher than a thousand dollars.

So we went back, we looked at all the fees that we have.

We have the boarding home, it's set to a thousand dollars.

So we thought this is more appropriate to just set it at a thousand dollars, something similar to what we have now.

Yeah, well, I'm pleased to see an increase.

I'd like to explore what an additional increase than what's being proposed can look like.

Um District 5 residents, as you are well aware, through the metal and auto-recycling task force, it's a huge uh concern, not just in terms of the the the business itself, but the quality of life and whether it's pollutants, debris falling off of vehicles, going to patron the businesses.

Um these are uh um frequent calls and concerns for district five residents, and I know uh Debbie Ponce facilitated uh a tour of just different environmental issues throughout the city of San Antonio, and this is something that we know is an issue and a concern and a public health concern as well.

Uh so I'd like to sticks for uh increasing that uh if we can.

Um, of course, within reason, but we know it has a great impact and ensuring that uh there's accountability is important.

Uh in terms of the uh proactive apartment association, uh our field office uh really values this team.

Dell Russell does a great job and works well with our team going out on site, being responsive to what those concerns may be.

Uh, and you know, I often not often I've received uh some communication from uh property managers, right?

Uh, you know, we're we've uh taken all the steps necessary, we have the receipts, uh, but ultimately, right?

The goal is compliance.

So grateful to see that folks are complying and sharing those receipts with us, that they are trying to improve the quality of life for the tenants uh there on site.

In terms of the senior assistance program, this is something that district five residents really value.

So grateful for the work of Councilman Adarete for establishing this program because it's something that based off the numbers, right?

Those 16 residents that have been impacted, they're extremely grateful.

I do think there is value in exploring Councilman Monguilla's uh recommendation of how we can partner with Solid Waste to apply mulch so that way it's not uh code going out there and abating uh uh again and again.

Um so and that also like helps us with our environmental goals, right?

SAUS has a rebate program to also remove grass from yards.

So I think there's uh a number of issues that we can tackle by exploring Councilman Monga's idea.

Um I had a question regarding the tree program that we created.

I know this is something that D5, the neighborhood tree care program.

I know there's resources available, but in the case that we do expand those dollars, would there be opportunity for us to replenish that fund during the mid-year budget?

Uh let uh Melissa follow.

Councilwoman, are you talking about the tree mitigation fund and the okay?

So uh we can work with Parks Department to determine if there is any ability to expand that program.

Okay, thank you for that most.

I appreciate it.

We'll include that we'll a little bit more information in the follow-up memo on that.

All right, thank you.

And then it's not necessarily a budget request, but I think there's opportunity through DSD's comms to lay out infographics in terms of the permitting process.

Uh call that we frequently get are folks who put up a fence but aren't aware of the code uh of what are the expectations, when is a permit required.

And I think the infographic being pushed uh on social media can help uh one us circulate within our newsletters, but two, that's public information that folks have access to.

Um so if that's something that you are doing or can explore, we'd appreciate that.

Yeah.

Uh councilwoman, we currently do have uh several frequently asked question documents.

We can work with all of your offices to push that information out, and we do share that with our residents as well, especially for fences, can uh carports, etc.

Thank you, because uh the voting the board of adjustments and fences are just we feel a lot of those uh calls, concerns, and frustrations.

Um lastly, in terms of the street lighting, uh again, I know we're uh I hope we explore the UDC and what that um distance looks like between lights, because when I see a request for only 42 lights warranted, it doesn't necessarily reflect what uh our constituents are seeing as areas of public safety concerns or just a need for increased lighting.

So I would be supportive of councilwoman uh core's uh request to increase funding to help tackle those public safety calls for lighting, particularly around schools and bus stops via bus stops, um, because this is something that we receive a lot of calls for, and and I know it's well beyond uh 42 that we're seeing there.

Um, so that's something that I hope to see us work through.

Uh and then lastly, just wanted to thank Amin and the code compliance team.

Um y'all do a great job uh hearing our code officers out in our neighborhoods, you know, use great examples in terms of like the goal is compliance, not necessarily to issue a citation uh has been uh just really great to hear out in the field.

So just uh thank you to you and your team.

Thank you.

Thank you.

And then um with Jesus, uh, just thank you in the airport for the work that y'all do.

Um I'm sure Bad Bunny being in Puerto Rico is why we're seeing a lot of flights over there because everybody but me is going.

Um but I could not agree with you more, Councilwoman.

But I did have a question in terms of accessibility of the airport.

I know I've spoken to your team about sensory rooms and different uh implementations that you are having uh with the expansion of the airport.

Uh can you or someone on the team share a little bit about the hidden disability sunflower program and how uh folks that are going to the airport or planning a trip can uh get connected to that program and what it means?

Certainly.

Um I'm gonna give you just what we do today, and then I'm gonna let Tim O'Crongly come up here and talk about what we're doing with not only the terminal A expansion, but what we're doing for the future of the new terminal.

Uh the Sunflower Program exists and is in operation at our airport.

There's a lanyard that's worn by some of our customer service personnel, so that when individuals come in and need assistance, they know to look for that lanyard.

That Sunflower tells them that we're here to assist, whether that's low visibility, you know, low hearing.

Um, we have the ARA, which is um an overall uh platform that we have for people with uh low hearing to be able to wear glasses and be able to walk through the terminal while someone's talking them in real time.

So there's a number of different initiatives that we have in the new terminal A expansion that we have.

We do have a sensory room, so we will have one of those in place.

And then there's an there's a large program that we've been putting together for the overall terminal development in what we're doing as we re-establish our design standards and the way we're doing things.

And I'm gonna let Tim come up and talk about it.

He's led that effort for everything we're doing on accessibility in our terminal development.

I think good morning.

Tim O'Connell, Deputy Director for the Airport.

Yeah, uh, like he said, early on in the process, we gathered a group of over 35 representatives from the community from center to the intrepid Morgan's Wonderland to work with us on the design process all the way through construction.

And some of the things we did is we brought this group in and we literally each month for anywhere from one to three hours with the designers in the room, got them to talk about from bedside to cur uh plane side.

And we want to make sure that we were one of the most barrier-free airports in the country, right?

Linear in the world.

So we would walk them through, for example, we would talk about the curb side.

We've got a whole session just on the curb side challenges and how we could design in early in the process ways to remove barriers.

And we did that through the entire design, and that was phase one.

You'll see some of those in the actual design of the terminal.

Phase two is taking them through the actual construction.

Uh, when we start working on that, and we'll take that into the renovations of Terminal A as well.

We recently applied, and we expect a favorable um uh application approval here in the next week or two from uh Airports Council International.

We'd be one of the first three or four airports in the country to become accredited for our uh accessibility efforts.

So we have all of that in the design of the terminal, and we continue to work with that group and get really positive feedback for our efforts because we want this to be not only barrier-free for everyone that travels, but for the community in general, and and just really to show is one of the four pillars that we we worked with is accessibility, sustainability, sense of place, and customer service.

So very excited about that group.

Wow, wonderful.

Thank you.

It really is great work that you are doing over at the San Antonio Airport.

So thank you and Jesus for the the great work that you and your team are doing.

Thank you.

Thank you, Mayor.

Councilman White.

Thanks, Mayor.

Uh, just a couple things.

Um, it's just a great job.

Everything, uh I don't have I don't have any questions, questions for you, but I'm glad everything is is is going well there at the airport.

All of your leadership and and hard work, I think is really paying off, so so happy with with all of that.

Um I mean uh just just a couple of couple of things here.

First of all, I guess I'll address Councilwoman Corr.

I um I think we can uh discuss going forward some sort of plan here on on the lighting and in an overall uh attempt to improve public safety.

Um because I do agree that that the lights uh are an important part of of our public safety efforts here at the city.

So looking forward to to talking more about um how how we can do that.

Uh you had a slide up there, I mean, on the on the code enforcement on the cases closed.

Excuse me.

Um what I have an issue on is we a lot of times uh I don't know where it is on on um percentage of cases closed and and all of that.

We a lot of times see that the cases are marked as closed and resolved, but we have residents calling us saying no, that this was never addressed.

So I I have I have some issue with the numbers up there.

I don't know that anybody's just just can't can you tell us how do you go, what's the process for saying a case is closed or or successfully resolved?

Sure.

So when I I guess let's start with the reactive call.

So if we get the 311 call, the officer will respond in two to three days, depending on if it's tier one or two.

After they respond, if they don't find the violation, they will take picture and they will close the case as no violation.

If they find the violation, they will issue a 10-day notice of violation to the owner or to the tenant and give them 10 days to repair that, whatever that is, tall grass, outside placement, whatever the case is.

Then we go back after 10 days, which could be day 11, 12 or 13, depending on weekend or holiday.

So we show up again.

If the issue is resolved, again we take picture, we close it.

If there are violations still there, we issue a citation at that time, and we set that up with court.

Normally the court date is about three to four weeks out.

Then we go to court if the violation still exists, the judge will find them liable or not.

And then at that point, that's about day 40.

So then the judge will give them a couple of days to fix it, and if they don't fix it, we hire our contractor to take care of it.

That's where the 45 day came about.

So it when a citation is issued.

The case remains open.

It remains open.

Yes, sir.

Okay.

And so the issue is still there.

I mean, we don't close the case until it's resolved.

And so where do you think we're having the problems then when we look on the system?

And I have my constituent services people bring this up.

Hey, it says case closed, but the issue is not resolved.

What we heard from the community meetings that we did for the code strategic plan, kind of the similar issues.

And I mean it's hard to answer that until you have specific cases.

So we met with the citizens, we got addresses, we looked at it.

Sometimes what's happening is they call 10 times.

And when it's the same case, nine cases will be closed immediately.

And our system, we reference that with the original case.

When they go to 311, they don't see that.

So that's where some of the communication I'm talking about is not there.

So they say, Oh, I called it in, and there is nine of them.

Now the problem is ten people called it in, only one gonna see everything else.

The rest gonna see it's closed.

That's one of the issues we are having.

But we do not close the case until it's resolved.

But if I have 10 calls for the same case, I don't need 10 cases open.

Okay.

That's just one case.

With our code enforcement officers, how do we how do you all grade their performance?

Uh they they are required to complete certain amount of inspections every day, every week, every month.

And uh we we do quality control.

We check two cases randomly for every code officer every week, and we grade them on.

Did they do the right thing that they inspect?

Did they take picture?

Did they upload the notes?

Did they put notes in the system?

Um did they follow all the notices, the whole process, and we grade them on it.

And depending on that, either we do more education or we're job or HR gets involved.

It depends on on what the issue is.

It's their job to see the case through to the end?

Yes, correct.

And do they get graded on um closed cases?

Appropriately closed cases.

They get, yes.

Okay.

Well, I I just I want us to keep an eye on this because I think I think this is we get maybe our offices get the most calls on on these on these kind of uh code issues, and it is extremely frustrating when we're getting the the same call, and that yard is still overgrown, or there's still you know, 15 trucks in in in the driveway or or or whatever, whatever the heck it is, and and you have to tell this person I'll check on it again.

It it's it's roughly times.

So I would I would like us to make sure that um that we're on top of that.

Um permits.

Uh I mentioned this, you know, with our with our last counsel, and we filed a CCR, and then I appreciate my colleagues' support on that, looking to do a review of the permitting process, uh the inspection process, which permits are necessary, which may not be how how long it takes to get some of these permits and inspections gone, because when I talk to people in the development community, what I have heard repeatedly is Mark, it is less expensive for us to build right outside of the city limits as opposed to within the city.

And the reason they say that uh to me is that you know, some of the again, some of the fees that they're paying when they're having to pay the fees, right?

When they have to pay some of these things at the beginning and then carry the cost of that throughout the project.

Um, it hurts them as opposed to be being having to pay more towards the end.

Uh and then three, the length of time uh it takes to get the permit or have the inspection done.

Now, what you presented up there, it looks like we're doing okay, I guess, in in terms of the time.

But but I do want to highlight and make sure we have a continued effort uh to uh limit these fees to to the extent that we can and and to make sure that these inspections and and and permits get get issued in a timely manner because you know we talk about affordable housing all the time.

One of the ways we can make uh more affordable to the end user is make it less burdensome and less costly to build uh to build the product.

And so I think it's important here uh that we that we stay on on that as well.

Uh the decline in um in commercial permits that you showed in in one of the early slides, I think it was slide eight.

I think it was slide eight.

Uh do and any particular reason you think why commercial permits here in San Antonio seem to be trending downwards.

I think since we saw the interest rates, I know it affected residential more than commercial, but it does affect commercial a little bit.

And I know with some of the policies, the tariffs and things like that, everybody's holding back.

That's possibly the reason.

Well, I mean, it looks like some of this started beforehand though, right?

Uh I mean, I mean, from from uh 2023, if I'm reading that right down to now, we've had a steady, a steady decline in the permits.

So I don't I don't know that we can we can say that it has anything to do with the tariffs.

I mean are less businesses choosing to come to San Antonio.

I I believe in 2030s the interest rate that started to go up, so that affected at that point, but I believe the tariff is on top of it.

But that's what I know.

So interest rate issue.

Yes, and I think that we you know we remain in con constant communication with stakeholder groups that uh work on both residential and the commercial side, councilman.

And so uh some of the things I mean is citing, we're hearing directly from those stakeholder groups.

So um, you know, I don't know the the larger question you're asking about business committee San Antonio, but they are citing um interest rates, they are citing tariffs.

So we're hearing it directly from those groups.

I just wanted you to know that.

Yeah, I mean, but I mean I'm I'm looking back from 2022, right?

It looks like a slow, a slow decline every year all the way to to now, right?

Almost almost 900 less from 2022 to the present.

And so uh we were thinking that's uh that's a primarily an interest rate issue.

I mean, is that what it looks like with similar cities across the country?

Yes, we did we did uh check with other cities, uh, especially in Texas, but we looked around the nation and they are having the same issue as well.

That's why we don't believe it's a local issue.

That's why we believe it's interesting tariffs and things like that.

And I think what when residential goes down, commercially gonna go down by itself because if people want to build shopping centers but there is no housing, then it's kind of tied in with it.

So you're gonna have some decline in commercial as well.

Well, yeah, I mean, but I mean look, 2023 to 2024, residential went up.

Right?

Yes.

It went up 1,400, and yet yet the commercial side it went down a couple hundred.

Right.

So you know, I I don't know the answer either.

Um but but it it's a question as to what what what sort of um commercial friendly, business friendly environment are we creating here in San Antonio and do we need to do more?

Thank you, Councilman.

Uh Councilwoman Messi Gonzalez.

Thank you, Mayor.

Um, I'll go ahead and get started with um Jesus at the airport.

So generally just supportive.

Umgratulations on those certifications.

Um I think the airport is our sleeping giant.

So I'm glad you're here waking it up to see all it can be.

Um I think small business really it's kind of this small business hub in a lot of ways, the airport in general from our contractors to our uh vendors to our non-cons are the non-um airline revenue.

So I was curious on the um non-airline revenue.

Have we can you do a budget history of that or can you provide a budget history of that?

Non-airline revenue from 2019 to now?

Because I know that's increased and planning to do more of that.

Certainly it's uh around 80 for the not it's 86 million uh for 2026 proposed.

We'll give you a full breakdown of 2019 to present on that with the CAGR on on that entire breakdown.

I can tell you a lot of that is uh associated with our service offerings on the non-aeronautical, which is why we've been very focused on trying to get the concessions to the finish line.

I think that's gonna have a direct impact on our non-aeronautical revenue.

Providing additional spaces for people to park is a big impact to our non-aeronautical revenue.

Okay.

So those are the things that go into, those are probably a good 70 million of that 86 million makeup.

Uh you have some other ground transportation fees associated with that, but the big makeup, it's 33, 35 million for parking and for concessions that we make on both of those areas.

Okay, thank you.

And is there any issue that we're seeing with the ACDBE program just with everything happened with federal government?

Are there any kind of red flags being raised with how that program is is moving along or yeah, I mean, there's a lot of changes to uh a lot of whether we when we look at our program and our projects on uh the disadvantaged business enterprise, yeah.

There's a lot of impacts to that.

Um, there's a lot of changes happening uh constantly with regards to whether you talk about Sabata or ACDBE.

Um we're in alignment with with all of that for the things that we're doing, because that impacts our ability to be able to accept those grants.

Um as it relates to the small workforce, the the small businesses, we are constantly having outreach sessions here in San Antonio.

Um I could have gone for a long time and talked to you about all the different trades opportunities that we're gonna have in packages four, five, six, and seven on the terminal side.

Those are sixteen thousand jobs that are being created here in San Antonio for the terminal development program.

I know uh councilwoman Spears, you asked of that question earlier uh in the budget session, and that's over a two billion dollar economic impact of what we're doing.

So we continue to focus on that.

We have those outreach sessions and we encourage you all to to reach out to us on anything we can go share inside uh any of your constituent groups.

Yeah, any uh one pager on those jobs is I think important just for us to share and have that for ourselves for information, and that's a lot of jobs.

So um on the key markets for uh the flights for business and leisure, you said you're adding.

Are we connecting?

Is there a conversation with economic development or greater SATX on what those air those flights look like or stops?

Yes, so we've already sealed up all the top 30 destinations here in the United States.

Um we're focusing on areas like Sacramento, Pittsburgh, Raleigh Durham, or some of those that we have not connected to.

Those are the next 10 to 15 destinations.

They're tough to get to, right?

You have uh a lot of uh concerns with the availability of aircraft for airlines to continue to grow.

I don't need to tell you about the whole air manufacturing uh situation that's happening.

So we work closely with all of our carriers to try and increase those efforts.

We knew in our 36 month strategy uh that we wanted to go after specifically Mexico and some of those destinations, we've been able to capture those.

DCA was the number one.

Uh being able to capture that with American Airlines was was a big win for us.

So we continue to look at that.

We look at uh what's called uh passengers departing each way.

So we're we have a lot of data that we capture and then look at where all of our passengers are going to, where their day starts, where their day ends, and we capture that information and and ensure that we're focusing on destinations that people want to travel to.

Okay, thank you.

And uh, does your does your department deal with greater SATX at all?

Are you on the I'm sorry, I didn't add absolutely we work collaboratively with them with every new air, you know, uh destination that we launch, whether that's domestic or internationally.

So we work with Mario and we work uh as well with Sarah.

So the two of them work closely and in line with, and we meet with them with a free on a frequent basis.

Awesome, thank you.

Um and just really just a point.

I went on a tour recently uh about a month ago with your terminal development team.

It was fantastic.

Uh the development team was fantastic, great job.

There might be a project downtown that you could start working on.

Um really it's just a really well done and um uh the presentation, um, everything about it.

It was it was great.

So congratulations on that.

Um glad to see Panda Express made it back.

Yes.

Remember that council member?

I just wanted to clarify one thing on the to give you some context on the 2019 airline, non-airline revenues.

We collected about 65 million in 2019.

Of course, now we're projecting about 86.3 in 2026.

And that's gone up because of breakdown.

Yeah, and that's can't gone up because of parking, parking, parking concessions.

Okay.

Um, so I on development services, thank you, Sus.

I appreciate it.

Uh I appreciate thank you for your presentation.

I appreciate the alignment of revenue and expenses.

Uh, considering all the new state laws that you know have started to change, are we seeing any changes on the short-term rentals at all at the state level?

No, there was no changes on STRs.

Okay.

And on the code enforcement, I we talked about this, Councilman White mentioned.

Is there coordination with those 311 calls and the district offices as far as the 311 operator?

Are they considering that closed if an office is handling it?

Or how does it stays open in their system as well?

Uh unless again we close it when we close the case, it does close in their system as well.

So those two systems communicate back and forth.

Uh any activity we do, they will see it there.

But again, they don't see every single activity, they see the main points.

Okay.

And that's one of the things we heard from the community that again we need to work on.

So it could be improving the communication between both systems, or it could be finding another software that provides this information, like a dashboard.

So we are looking at these options right now.

Okay, thank you.

And then on the um increase in fees since 2009, is there a reason why we were not doing that since 2009?

And are we now on par with what other cities are doing or maybe you weren't here in 2009?

I wasn't in with the city.

But I believe sometimes if it's working, leave it alone, right?

Maybe that's it, but but it's good to review uh fees on processes every now and then to get it in line with our community and with other communities around us.

Councilman, we we um we produced a revenue manual this year um of every revenue, um how it's authorized, um when the last adjusted for everything that the city does.

And um to be to be honest with you, uh especially since 2021, we've gotten away from this.

Yeah.

And so um I you know, and there's a variety of licenses and fees and administrative charges that that we collect in a number of different areas.

Um I I think I think you'll start to see more of these on a regular basis where we keep up with inflation or demand or administrative overhead.

Um my uh that revenue manual was produced so that we had it and we could track it, we could communicate it.

So you'll start to see more of these more often.

And are we on par with other city like what other cities are doing comparable to us?

Well, um that that's still to be we dependent on the on the issue, and uh you know, when we look at like EMS transport fees, we know where we're at, we know where we're at with the major funding.

The the one of the things that that um uh Amin said earlier, part of what we do is make sure that the fees or charges or licenses are in line with the cost of service, and it can't be more than that because then that triggers you know uh statutes that say that we can't um overcharge for certain functions.

So this is really a cost recovery mode.

Um, and I think um in a lot of these areas where we haven't adjusted in some time going forward in the future as our costs go up, these are gonna go up.

Got it.

Okay, great.

Thank you.

Um and for I'm on moving on to street lights.

I want to support uh I think Councilmember Kerr brought up um the funding from the UTSA study that three million dollars extra.

So I'd like to support that.

And just it made me think of the uh presentation we had last week on um it was a design presentation, I think in planning that talked about how we're designing with more public safety kind of efforts in our mind.

But this is pretty basic to me, I guess.

So how does that design conversation connect with just really needing more street lights?

Um that makes sense.

I'm just yeah, councilwoman.

I think I think the work that Bridget and her team does is is moving forward, right?

So it sets the baseline.

Some of what we're experiencing is a historical trend that you know existed in my neighborhood, there are no street lights, right?

It's just how it was built, and so we're having to catch up from that point.

So Bridges work is future looking, and I think it will be you know bear fruit that we'll have more lighting in neighborhoods that want it.

Okay, thank you.

And on the apartments in the proactive, just one more.

We'll come back to you.

Okay.

Chair Vieck on the United States.

Thank you, Mayor.

Uh, we'll go ahead and start with the airport.

Um, and I I just have a few comments to make.

Uh one I want to thank Morris has done an incredible job.

I think he's been with the city since 1993, so I guess retirement is warranted.

I he could stay until I turn out.

Um, but uh I'm excited for him.

Um Stentson is a great opportunity.

I'm really looking forward to the um investments there in the projects, and we'll be uh reaching out in terms of the perimeter fencing and things like that.

Um the one thing about it is it's historic also.

So working with Visit San Antonio Arts and Culture, World Heritage Office to make sure that we continue to uh promote that because in addition to being an airport, uh, it's part of the World Heritage Trail, Texas Air Museum, and then we had the Tuskegee uh presentation last year there.

So I really am excited about that and what we do there, and I think it's a great investment.

So thank you for your work there.

I think my next questions have to be well done on the um nonstop flights, the team that's working on that, um, looking forward to going, whether it's to NLC or our uh Texas Municipal League really having that direct flight to and from there and the DC flight is is um something I'm so glad we get to use.

The team that's working on that, looking forward to going, whether it's to NLC or or Texas Municipal League really having that direct flight to and from there, and the DC flight is something I'm so glad we get to use.

When it comes to the concessions and the programming, I think this is our opportunity to make that local mark.

But I would like from the economic workforce and development stand is to see how those local businesses are doing and what sort of growth we're having.

Because while we are the city of San Antonio and we're limited on what we can make when our local businesses, whether it's 2M or it's jerk check or even Becker's does well, that brings money back into our coffers in our city through sales tax.

So I don't know if we can keep keep track if Becker's sells more during the uh during some of the breaks if if they have their wine tasting room here.

The other customer experience that I've been working with, and Eric and Andy know this all too well, is branding some of our San Antonio images that we could sell then at the airport, and I have talked to the concession people about why don't we sell our SAPD, you know, you know, our SAPD mugs, uh our branded you know the things that we brand here in terms of the riverwalk, why aren't we seeing more of that in some of the the concessions there?

I love Felice Modern, but I want that San Antonio Flair, whether it's one of our festivals like Luminati or World Heritage Festival, where we're selling some of the swag that we have left over that was given away because you were a participant, our medals uh and I'm putting Colleen and her team on the spot.

Like our 5K medals are so nice, and if we could just kind of have them, maybe you didn't participate in the 5K, but you collect medals, and there you have also our city medals and uh what we do here.

And I know it's there, I know Andy's gonna tell me, well, legally this or that, but if we could just look at that in terms of when we talk about the San Antonio store, really having what San Antonio works and your team uh, and I think you were there when we traveled to London, and I took my old Fiesta medals and I passed those out to them.

They just couldn't believe it, and that led to a whole journey of them going online, seeing what we we did, and wanting to come down to Fiesta.

So I think there's that story that we could tell at the airport and that people can take back.

And I really like the customer experience initiatives and everything on the inclusion program and helping those with disabilities and needs.

Uh Councilman Castillo asked all those questions, so I just echo her um her sentiments and making sure that we are we're moving forward and we're getting that information.

So that's it for the airport.

Next is my my favorite department, probably Amin.

Uh and part of this is because like my council colleagues said, of all of the um questions we get, it's code questions.

And if I if I say uh former commissioner Tommy Atkinson and Dr.

Hinahosa, y'all will know that that means parking on your front lawn, because those that's what their biggest complaint right now.

And so I think when we move forward, I do want to see I I am could I know your freeze is on the side of development, but again, and and thank you, Eric, for those materials, is we're going to have more staff do more work.

So we need to keep up with the COLA and 3% is the least we could do because if I could get more code officers and get development services to be fully staffed so we could quickly go through the permitting process, I think we would see um we would see increase in numbers, and we know that um residential keeps moving.

Y'all know that, especially in district three, and commercials keeps moving, and even though we know that um the tariff and the interest rates and all of that is impacting this.

I'm really impressed with Texas and Team Texas about how we try to continue to grow and look for innovative ways.

So while while the numbers are low, they could be lower, but I still think I I appreciate you looking at the reality of what's going on statewide and what's going on nationally, and that we're part of those trends, but maybe we we sit in the middle.

We're not as severely as some towns, but we're still we're still there.

And um the one thing is if we don't have that retail space, if we don't have that commercial sta space, you know, residents aren't spending, but if if you talk to the commercial, they're telling me residents aren't spending.

That's why they're not coming.

So um need to continue to go through that.

On slide um five, the enterprise font fund.

I'd like to get more um ideas of if that fund continues to get more enterprising, what special what special uh what special agencies and programs we could create through that um as as we move forward because while the UDC code is helpful, I do think it takes quite a long time to um for us to address some issues.

And you know, I'm looking at piloting um maybe corrugated fences in some parts of my town, um piling piloting some other programs regarding um permits and leases.

The other thing that I'd like to see challenged is when we talked about the fees and the increase increase in the permits, is the life lessons you learned being on the city is the Shakita concert.

And all those people that park there and all those people that took in the money, but do we give do we make them take a permit out for parking?

And I think of the um I think of the one parking lot in particular across the way.

I knew we were giving refunds, but but somebody was not, and that and people were out $60 for that.

And so I think we need to look at permitting for that.

The other thing that's come to my attention is people are renting out their spaces, their swimming pools, people are renting out their backyards for podcasts, and we need to like Airbnb, we need to start keeping track of that and seeing if we're giving permits out, because that I don't think you should be receiving a homestead exemption if your swimming pool is is used as a commercial or retail space.

So that's what I would like us to see us work into and see what other cities are doing because what we need to do is and kind of similar to slide 13 and the fees that we have out there and that we need to update, is there's money being left on the table because we're not keeping up with the trends of how people are using their home, and I want them to use their home for um you know their their side business or a home business, but they have to follow the rules in terms of what we do for homestead exemption, what we have for retail space, and what our business codes are.

So I really want to look at that.

We make our short-term rentals do this.

We should make others that are are renting part of their their homesteads out.

So thank you for your increased efforts on short-term rentals.

Uh, when it comes to the residential public safety lights is important.

So I would like to see us increase that um budget for residential street lights.

I mean, I'll look at mine.

Uh I look at uh at my district, which is 321 um lights warranted, and we're at 104.

I don't I don't understand why we can't just get that 321 done.

We need to start hitting those goals.

I I still can't understand why we couldn't get um district five's 42 done.

Like that should just be easy, so we can sh say her street lights are done.

So I just like to see that.

Thank you very much.

Thank you.

Chair Gulfan.

Thank you, Mayor.

Uh just wanna say thank you to both Amin and Jesus for the presentations today.

Uh I felt like it was one of the personally for me, the easiest preparations that I had to do is like, oh no, these things are going great.

Um I had uh I was gonna give Hasu some time to talk more about the uh construction agreements in place of CMR and things like that, but I want to say thank you for the tour that we had uh with my office as well as the conversation we had about those pieces.

And then I have more questions about DSD, so I'm gonna leave it alone because Asus did a great job.

Um I do want to echo District 8's point related to the construction agreement pieces.

Uh Evilise is mentioning uh some future downtown digital projects.

I think it would be good to look at similar ways that we've gone about that business uh for construction, as well as the small business inclusion that you've included with these terminal developments.

Um I think it's just a great model to look at and how we can really use our city resources to include more small businesses in our public projects as well as make sure that things are happening on time.

Um not as the airport fully, but I do want to echo because our Via Grant's piece on uh sort of coastal store understanding the legal limitations.

Um I I always think about if I could have a get a library shirt, I would be aesthetic.

Um but anywho, we'll leave that where that is uh for future explorations.

Okay, so I mean uh again, thank you for all the work you're doing.

I want to start off with a senior assistance program.

I mean, it is just an incredible program that my residence, even if it's not a whole lot of folks using it, uh I hope more folks do because that the folks that have used it, I mean, just getting them, letting them know it exists, getting them on the list has been super a pretty easy process for the folks I've talked with, especially I'm thinking about folks on Fredell Street.

Um there's a lot of pockets in D6 that have uh really high rates of just seniors who are kind of aging out in generation.

Um I think about folks that who are 80, 90 years old, uh and it's kind of all their neighbors together who they grew up with, they moved in together, or they all moved in the neighborhood together.

Um just the hope alone that you provide when we let them know that this program exists for them for the tree that's falling down, all things like that, and then the work getting done has been incredible for that part of town.

Um so of course, wanted to see ways that we can continue supporting that.

Um support uh Consumer Mungia's piece on the the mulch installation, those kind of long-term solutions.

I did want to ask related to that.

Uh does DSD connect our participants with the senior assistance program to NHS D, CPS programming uh related, or even other partners programming related to like home repair and weatherization work?

Yes.

Uh we we always work hand in hand with neighborhood housing services.

So if a code officer is at any location and they see they need some assistance, we direct them and we give them we have a pamphlet flyer that has the phone number and what programs they have.

We try to connect them with neighborhood housing services to utilize the services they have.

That's great.

And I think the pamphlets are great, especially right now, right?

Uh I would like to see in the future, not just for DSD, but generally I think uh to innovation or someone that we can learn C and E.

I'm not so sure who the person is that does some of the application pieces, but I think the conversation we had, well, it was it last week, the week before, uh, Councilman Megia mentioned the kind of simple streamlined uh one portal application kind of solution for these pieces.

Of easier said than done, of course, but I think it's worth exploring ways that we can kind of identify this person had this particular issue that's related to kind of housing needs.

Uh can we find a way to make sure that they're in the system for uh agency applications, or at least uh we know where they're at, right?

Maybe we can reach out to them proactively in the future when applications are opened, uh, to be a bit more proactive on this work so that way we're not leaving folks to do it themselves.

Um again, easier said than done, but I think it's worth the investment to make sure that these solutions are long term and that our folks aren't waiting for next year and hoping, okay, hopefully next time I can get this senior assistance program again uh for another co-valuation that happens because I'm disabled or because of another reason, right?

Sure.

Um then uh what's I gonna say on that piece?

I think it's also worth looking into uh aside from the senior assistance program, uh the permitting uh council member White mentioned as well as some of the pieces on permitting that Council Mavia Grant mentioned, maybe with economic workforce development uh or within PCDC or both, uh kind of seeing what the permitting process looks like for small and mid-sized commercial businesses, especially within the homes too, what that process looks like for our city to do and is it too lengthy?

Is it how expensive is it uh for folks who are applying for those that process?

Um the streetlight piece, of course, we want to support Council Records piece on uh the community safety fund utilizing that for especially prioritizing schools, bus stops.

I do want to also ask, of course, maybe this is just uh our neck of the woods uh on the northwest side.

Uh cluster mailboxes, of course, are always talked about uh important.

And so I just wanted to ask, maybe this has been talked about before.

Is that something that we're also evaluating with the streetlight gap analysis?

Um kind of the proximity to streetlight proximity to cluster mailboxes or places that are seeing kind of like high theft places.

Yeah, overall, when we look at the gaps, we are looking at the distance between the lights, existing lights, and if an additional light is needed.

Now, if we need a light in the middle somewhere and we see a mailbox, I think we to lean towards that a little, but overall that's not the main focus for the program.

Okay.

Um I think if there's a way we can do it, maybe it's with that task force still to kind of evaluate where there's those opportunities.

Uh, I think that'd be great to figure out ways we can do that.

Maybe it's with the post office or otherwise.

Um even with the HOA sometimes too can be helpful.

Uh just to identify that and help that out.

Um it's one part of the solution, right?

But I think it's a worth worthwhile effort.

Um I do want to, of course, they also appreciate the fee increases on the vacant lot and absentee owners uh fees there.

I do want to ask what's the what has been the outcome for those violations in the past, and then of course, like the outcomes typically pay the fee, right?

Or address the concern.

Um but I do want to ask, I guess, are we seeing repeat offenses, repeat offenses?

Are we seeing compliance pretty quickly, or are we seeing you know going to court a lot?

What does that look like for those fees?

On which which one specifically?

For the sorry, for the vacant lot and absentee owners.

Oh, okay.

Uh so these two, they are admin fees.

Uh when we have a DP case or a vacant lot case, and we create a work order and we send our contractor to abate it.

We just tag along 180 dollars today, and we are proposing to move it to 250, just the time we are spending to do the paperwork to pay the contractor and do all that admin work.

Okay, so it's less violation, more administrative?

Correct.

It's administrative.

Got it, got it.

Okay, sounds good.

Um last thing I was gonna mention was uh I think of course once I appreciate with the strategic plan the public communication on code cases.

I know you already kind of highlighted a bit about how we can make it easier for folks to see if maybe already reported, but you know, aren't the main reporter, I suppose, uh to see where that's going.

Um the things I think could be helpful, and uh I don't know, I go back and forth with it in my head as well because I don't want to make it too stressful on your part either.

Uh but even council access to a seller so we can review some of those pieces um and provide that information to our residents about where it's going.

But that could be easily solved, I think, with the C and E public information, right?

That's there about what these cases are looking like.

So we don't have to necessarily go into the full system, but we can still see where it's going uh and talk to the code officers and such about it.

Um just want to say thank you for that work and looking at that already.

I think those are all my comments for today.

Thank you.

Thank you.

Chair Castillo, Angiano.

Thank you, Mayor.

There we go.

Okay.

Uh I'll start with the airport.

Um I guess I just had a few asks.

For I guess uh sorry, my thoughts are kind of everywhere today.

Um, do we have a scorecard on whether we've been meeting the goals for contracting with locally owned businesses?

Yeah, so we have a number of different metrics.

It's not um the one I think it's page 314 or 315 in the budget book.

We have a full metrics, but we have a number of other metrics that we keep.

We can certainly provide that to you, council member.

Sweet, that would be great.

Um and then what DBE goals apply to fiscal year 26 capital projects, and depending if we've been successful in the past, how do we know that the airport will meet them uh for that year?

Yeah, for anything that's been established and existing.

Uh I know because I I get a monthly report reviewing those DBE percentages.

We've been able to increase those.

I'll look at uh Dave Brandenburg and tell me if I'm different on the percentage.

Yep, we've increased, we've exceeded the numbers that we've been asked for, and we can send you a data set on that as well.

Yes, please.

Um and then can we also get a breakdown of planned capital improvement contracts by DBE certified versus non-DBE bidders, and then also commit to regular DBE tracking reports?

Certainly can.

We can provide that for you.

Perfect, perfect.

Making my job easy.

Let's see.

Cool.

Then I guess that's it for the airport.

Thank you.

Um for development services.

Um the text claims um there was what 42 or 45, whatever the 40 plus vacant positions are, it says that there's no impact to service.

Um so I wanted to see if we can specify which functions or service areas will be maintained at the current levels despite the vacancies and what metrics y'all will use to verify that the uh service delivery isn't um suffering like for permit, processing times, inspection, wait times, uh code response intervals, all that good stuff.

Um and then oh, so uh go for me to answer.

Yes, okay.

So on the code enforcement side, we are not freezing any positions and we are continuing with the efforts.

On the development side, we are freezing up to 42 positions to help reduce our expenses.

Uh as I mentioned earlier, we are looking at those positions as they become vacant.

So we're not number one, we are not laying anybody off, obviously, but we are looking at the positions when they become vacant to see if we can continue with the level of service without any impact.

And if that's the case, we keep it frozen.

Perfect.

Okay.

And then uh if we could if you don't mind providing just a breakdown of what those uh positions are, like what titles, division programs, uh if any are like field inspectors versus plan reviewers, um admin support.

I think this will just better help us better understand uh where the capacity is being reduced.

I I can I can provide that breakdown to you.

Perfect.

Um then I guess I wanted to see what equity impact analysis was done for this burger uh sorry budget reduction.

Do you know if there was one done?

I don't I don't know.

If there was a what, councilman?

Uh an equity impact analysis, because um I know with DSD with the valuating this hiring freeze, it's gonna affect certain services in different neighborhoods, like particularly low income.

So I just wanted to see like what what was done to look at that.

No, we're freezing positions because we have to reduce cost.

Okay.

There we go.

Cool.

Cool.

And then I guess I just uh I'll echo, I think it was council, yes, council member core for uh tapping into the underfund for um supporting our street lights, code enforcement, council member castillo, um seeing what we can do with another increase in fees with the vacant lots.

Um and then the senior assistants.

Um but I think that's pretty much it for me.

Thank you, Mayor.

Councilwoman Spears.

Thank you, Mayor.

Um I'll start with you, I mean, since you're there.

And then you can get for a long time.

No, that's good, thank you.

Um can you tell me how long it's taking on average for a developer to get their plan through permitting the plan review, the their permit for commercial?

Yes.

For commercial both commercial and residential.

For commercial is average 29 days.

And for residential, 15 days.

And again, uh that includes from the time they apply till they receive the permit.

So when we review it, if there is any issues with the design, we issue denial comments.

Their design team will review that, submit again for us.

So this is the whole time from the beginning to the end.

Okay.

And commercial, is that just because there's more permits and and it takes longer?

On uh I guess on our end, we are required to um review the plans initially within 18 days.

And uh on one of the slides I had it, we are at 16 days.

Then every time they resubmit to us, we are required to do it in half that time, nine days.

So if they submit it three times, our time is about 30 days, but overall time it's 209.

That includes, as I said, the back and forth between them.

I mean, they don't submit immediately when we when we give them the denial comments.

Sometimes it takes them 30 days to resubmit.

Well, I just I just want to echo what Councilman White was saying that I'm hearing from the development community is that they're they're frustrated on how long it's taking to get through permitting.

I guess that's what they're meaning then too would be the commercial side, which could maybe be contributing with the decline as well.

And I I I think there has to be more to it than the tariffs and inflation that we're seeing.

Um just because that's what I'm hearing from the developers myself.

Um I wanted to ask too, how are we coordinating or I I would assume we have a plan for coordinating with our utilities and with the county and and public works when we're doing development so that there's not an avo avoidable delays for construction for our residents because I face that a lot in District 9 where detours on top of detours.

So is there some sort of plan in place or operating procedures?

Yes.

So any time we receive a permit, we initiate certain reviews depending on what the construction type is or what they are asking.

So if it requires a CPS review or SARS review or anybody else, uh it goes to them as well at the same time.

And we are required to respond within 18 days.

And then we decide when we're gonna start construction or is that coordinated in any way.

I mean, I I believe you are talking about city projects.

Yeah, just overall, if if we're closing down this road for CPS and then closing down this road for our development all at the same time, there's no way out.

Yeah, you want you know what I'm saying?

That's absolutely uh development services is linked to um the folks who control the right-of-way of public work.

So there's a connection there that happens.

Um and so it's we're we try really hard to not impact the public that way.

Um there are some occasions where it has happened, right?

Um in particular, I know of apartment complex out where you where you're talking about, right?

Where that happened.

And we worked hard to achieve uh getting that resolved as soon as possible.

Okay, okay.

So then I want to ask about the fee and Lua program, the stormwater.

Are we how are we breaking that down now since we're breaking the department apart?

So will you approve the permit and then it goes over to public?

That that is still the team resides in our building at development services, but it's still public works team.

So that that did not change.

Yes, so councilwoman, you know, for efficiency, um that that team is co-located at the one stop because uh what they do is a part of the plan review, right?

And so them physically being knitted together is why we keep them there.

Obviously, the stormwater expertise lies in public works, um, so they are public works employees, but we we knit them together so that plan review moves along expeditiously.

But it did not move as a part of the reorganization.

It's still in the core public work.

Correct.

Okay.

I I feel concern again.

I'm just gonna say for my district, because we did have two deaths this weekend um from home in the homeless population, and I have to just reiterate that stormwater is extremely important in in mitigating these these issues.

And if developers are using the Fee and Lua program, they've put their part in, and it's our job to make sure that there really truly is no impact.

And I do have some flooding along many areas of my district that is just still a huge problem.

I'm just reiterating that that I feel impacted in my district, even though there's been analysis done saying otherwise.

Um let's see.

Let me ask this too.

On the concrete, okay, when we did the performance improvements or the listening sessions, I wasn't able to be at mine.

I think it was scheduled without before I I was really in place, or we were I would have loved to have been at that, but but I want to know.

How do I tell my D9 residents what to expect from this?

Because the data you're showing me is showing me that D9 is completely being underserved in this area.

So what what should be their expectation after going in and saying we need this, that, and the other code enforcement, everything, which I haven't seen the plan that they said in my district, but I don't know what I mean.

I guess we'll find out in a week.

And are we gonna go back to each district and say here's what we found out, and here's the plan, and here's what you can expect to see.

The the plan we have today is we are waiting for the final report from the consultant, and then we're gonna need to review it, digest it, and then present to PCDC to get guidance from council.

Are we on the right track or not?

Now, after that, we can definitely uh meet with the citizens, which each district to present to them.

This is the outcome, or this is the direction we are going.

I would love that.

And I I don't mean to come across um, you're just very valuable and important to my district, and I really would like to see more of you there.

Absolutely.

All right, thank you very much.

Thank you.

Hey Suisse.

You're the crown jewel of District 9.

And we are so happy you are here.

I'm so proud of everything that you're doing.

A blown away, super pumped about the Jetson cars we're doing, also known as EV tolls.

That is amazing, and I can't wait to see it.

Um, I was honored to be at the um team delegation, the Taiwanese delegation came in, and I sat next to one of the gentlemen that does this uh EV tolls in Taiwan, learned so much.

I cannot wait.

I'm so excited.

I wish we could do it tomorrow.

Um I'm really excited to see that that come to fruition.

Do you see airspace challenges there, or how is that part hand handled?

Well, the the reference that's made in a technical term is you know, class A space or rotor wings uh that are being looked at right now.

So and then the other big factor is is it autonomous or is it not?

Um today you have a number of of drones that are released and they're tethered.

So there's a lot of factors, there's a lot of regulatory framework, there's some things that are happening right now that uh are being discussed.

We've got to get ready for that.

Yeah, and we need to make certain, you know, we have that uh capability to be able to reach in the region different locations as it relates to SAT, we're focusing on the parking garage, which we call the ground transportation center, to be able to connect into San Antonio International as it relates to Stinson and what we're doing at Stinson.

We're focusing on the 70 plus acres that we have available.

You know, you look at maintenance that has to be done, repair overhaul, those efforts have to continue.

Um do we you know pilot different efforts, whether that's distribution or manufacturing with EV tolls and drones in Stinson?

There's so much opportunity to connect to South Texas on how that works.

So those are our focus points on both of those, and we're ready and prepared to to launch those efforts.

That that was my next question was how how has the response been on the RFP that went out for the maintenance repair overhaul?

Is it been good?

It it's out.

I can't necessarily talk about that.

Uh but I will tell you the response has been good, and we're excited about the change that's forthcoming as it relates to the commercialization of San Antonio International Airport.

Well, I'm just so so proud of all the work you're doing.

I love seeing the expansion of flights in Mexico and in Canada.

I think Canada, we can't forget about Canada.

Um I love what you're doing to serve our veterans and the disabled community and our parking, our frictionless parking.

I'm just think it's really great.

So you're just getting a love fest all around, I guess, today.

Thank you so much.

I appreciate it, Councilwoman.

That's all I have, Mayor.

Thank you.

Um Councilwoman Mesa Gonzalez.

Thank you, Mayor.

I just had a quick question on the um STRs.

How much are we collecting on the hot tax?

And where does that go?

That was just there.

So on the hot tax, we're collecting this year.

We're projecting about 9.1 million dollars from our short-term rentals, and that goes as part that's included as part of our seven percent hotel occupancy tax that funds our uh convention center, Alamo Dome, Arts, as well as visit San Antonio.

Okay.

All right, thank you.

And the where's my oh how many current apartments from District 8 are on the proactive are are part of that proactive apartment inspection program if someone can give me that.

We are looking right now, but I can't get through that information.

Perfect, thank you.

Um, and then if someone I wanted to just have someone from DSD work with us, we have zero or um seniors partaking in that senior assistance program.

I don't think that's a good thing.

Um I know there's folks out there that need the help, so I'm not sure what was happening or not happening.

So just want to work with your staff to see how we can better communicate uh that program or or something to just get that number.

What is it?

You don't want me to have um I think that was it.

Thank you.

Has everyone spoken I would like to speak.

Okay, great.

Uh Mr.

Science, please.

Well, the other departments we've um heard concern about how changes in federal uh federal funds, federal funding in general would impact the services provided.

I'm thankful that the team has been aggressive and has gone off to after 272 million in grants since 2020.

Um what percentage of that is executed?

As far as the total percentage of the reimbursement for those grants.

The real the real premise of the question is how much of that is is under threat, right?

By being pulled back from the federal government or what have you to understand what that may mean then for your long-term plans.

Yeah, we haven't lost any of of that funding, uh, and we can tell you how much has been reimbursed already.

Okay.

Yeah, please do.

I just number that.

And I'll just Jeff Coyle, assistant city manager.

I'll just add that um the airport terminal grant which came out of the BIL is in its final year in FY26.

So other than the very first year, the airport has been successful in every round, and we have one more pending unless Congress reauthorizes that.

Okay.

Would appreciate the uh what has left though, and and what specifically that contributes to the um to the airport.

Um I think it's great the expansion that we're seeing.

Um I'm always when I look at the map of Texas though, and when I see stuff that is in other places that's not here, I always got to ask, right?

So JSX, can you help us understand um what is the state of those conversations and our ability to attract that business here?

Yeah, it's it's moving forward.

Um I am under a little bit of an NDA, but we have some meetings set up to have some conversations, and I'm meeting with some airport directors in South Texas to further have those conversations is probably as far as I can go with it, Mayor.

Okay, great.

Well, maybe you can give us an update then, um, Eric and Andy in an exec session, so we can absolutely understand that.

Thank you.

Um, the um as we're constantly thinking about how we strengthen the general fund.

Um I'm I know in other places they always have kind of that airport fee when it comes with ride share.

Um can you help us understand what the stats are in terms of of a ride share uh potential ride share fee and how we might be able to um leverage something like that?

Yes, so today we have a 250 uh pickup and drop-off fee for ride shares on what we do today as it relates to the airport.

I I can't speak on behalf of what's happening in the general fund, but I know that for as those transportation network companies pick up and drop off at the airport.

We we have a $2.50 fee each way.

Okay.

That might not be is that is that then is that not spelled spelled out?

The reason I asked is I just had something over the weekend, and it's not spelled out like it is in other places.

So folks, unless it's just wrapped up into the fee of getting picked up at SAT and other places though, it's it's spelled out.

You're gonna say something, Eric.

It is in that fee, ma'am.

The as it relates to the $2.50 fee.

It is in the total fee for the pickup and drop-off at the airport.

I'll show you the receipt and and help me understand it.

Absolutely.

You're gonna say Eric.

Yeah, I was gonna add Mayor's uh several sessions ago, the uh the Texas uh legislature um as they put together a statewide uh rules around those airport fees, all that all that money has to stay on airport property.

Uh before then you had a you had a bunch of different scenarios where cities were charging different amounts and as when that statute was passed.

Um the general fund lost that and the airport kept it.

Okay, thank you.

Um similarly, I agree with the untapped uh uh potential at uh at Stinson.

I was thankful to be able to take a bit of a tour there to understand to see it for myself.

Um, not only the the land there on the um on the airfield, but as well as that land like right next to it when you really think kind of about a live work play opportunity there.

Um so look forward to additional conversations about what that would look like.

Um you mentioned it um, but I I may have missed kind of the additional detail on it.

Um uh customer facility charge and passenger facility charge being being flat.

Um what I mean, is that strictly due to the the economy?

Are there other things that are contributing to that?

And and what do we think that looks like over the next slide?

Yeah, they're both they're both based on number of employments.

So the customer facility charge comes from the car rental facility.

So as employments go down, so do the number of rentals.

The passenger facility charge is four dollars and fifty cents.

That too is associated with employments uh passengers departing from San Antonio International Airport.

So as those numbers go down, so shall that they're pretty flat to 2025.

As you look at we were one 11.1.

Uh we're you know proposing that we're gonna get to eleven projecting that we're gonna be at 11.3.

So we're just keeping those numbers flat as we go from year to year right now.

Okay.

Okay.

Thank you.

Yes, ma'am.

Uh Mr.

Thomas.

Um, first off, thanks to you and and Logan for um stopping by and giving me a really good rundown on on the changes at the led session ledge session and what that's gonna mean.

Um when I saw your uh uh decrease though in the 7%, and I understand it's on the development piece.

As you anticipated, some folks are just kind of waiting for some of those changes to go into effect, right?

Which will then increase uh the need for those development services.

So can you talk about how the you're anticipating a seven percent decrease in your development staff and yet we expect to see an increase in the need for those services?

Well, we we were looking at the decrease based on the information we are getting from all the stakeholders.

We do regular meetings with uh the the developers and um general contractors, the apartment association as well, and the uh uh Greater San Antonio Building Associations.

So they are all telling us the same thing is there is some decline in the amount of work that they are doing, and that's why we we propose the decline.

Now, in general, based on the changes from the state now, what we are guessing is September 1 comes, some some developers might immediately decide to.

Yeah, it's already it's here.

Uh they they want to build some multifamily.

I mean, we don't know yet the impact, we don't know how many uh we're gonna be monitoring that as we go.

Yeah, well, it'd be helpful for this body as we're all very again attuned to what are the things that are um constraining people's ability to build faster uh in a timely fashion.

So while you have decreased the on the development piece, as you see increases in the need for that, please um uh an understanding of how you're gonna have build some resilience in there so we can actually um meet the demand in a timely fashion.

Okay, 18,000 walk-ins seems like a lot.

Um it seems like a lot of this, you help me understand, right?

But what the things that you could can be done online should be done online.

Um not only does it free up your staff, uh it saves on kind of the tire cost, right?

The foot the the shoe leather cost of just having to go in.

So um can you speak to some of your efforts uh to better communicate to folks what is in what can in fact be done online, what is automated, um, because 18,000 for for things that ideally can be done online seems um not like the not the best use of people's time and energy.

Sure.

So uh all our activities done online, but we still have a lot of I call it mom and pop shops where they want to come in person and they want to do the application.

We do have uh certain computers in our lobby, so we still want everything to go through the system electronically, so even when they show up to our shop, we don't send them back.

We help them, we stand with them, we help them fill fill the application online and get that processed.

So that is uh I mean overall numbers, I don't have the numbers with me from prior years, but since we went to our software as seller about four or five years ago, the number of walk-ins is a lot less.

So it's still high amount, but compared to before, it's a lot less than than before.

Well, I'd welcome understanding how an additional investments um in either automation or some online services would help to bring down um bring down that that need um and some it may be a connectivity issue, but it sounds like it may also just be a hey, you can actually do all of this online uh comms piece.

Uh on the graffiti sites abated, we had a similar issue where it'd be helpful if we could understand um frankly the number of abatements that you're doing on this.

Are they are they largely in the same areas time and time again?

And what are some other solutions that can be helpful so that we're not going in and doing the exact same work over and over again?

I think also we can't when we talk about this issue with also talk about the streetlights issue.

I mean, making the connection between this and and public safety, but also you know, some of the prevention efforts again.

Uh when I was at the uh the district five town hall, right?

You know, folks are speaking specifically about uh parks and recs and those kinds of resources and community investments that are in fact a way to make sure that folks are channeling their time and energies in a in a useful and and productive way and not engaging in activity that is um counterproductive for them and for the community.

The um I I support adding additional resources to the street light piece again, just as we're looking at ways in which we can decrease the workload, um, which then decreases the need for the number of police officers potentially needed.

But we need some data.

We need some data on on how these investments have decreased the calls for public safety response to help give us um better fidelity in terms of which uh this is I think the point councilwoman core was making, but which projects need to be done sooner because they have a higher ROI and help alleviate costs in in other ways.

So some type of structured analytical, but also historical data that says actually, as a result of doing this stocklight or these street stoplights, we decreased public response public safety response needed by X percentage.

Some data that helps inform these decisions is is needed.

Okay.

I support also the um uh councilwoman core's uh recommendation for those um entities that have remained on the proactive inspection list uh or program for an extended period of time.

I do support looking at um about ways we can incentivize them to move faster to get off that program.

Kind of like you know, when you have a uh a rental unit, a storage unit, the longer you are in it, the longer the higher your fee goes up.

Uh, because ideally you want you to get out of there.

So, how can we incentivize them to remove themselves, uh take steps to remove themselves from that sooner is helpful.

Can I respond to that very quick?

Yeah, please.

So the minute they're required to register in the program, they have to pay $100 per unit every year.

So the longer they're in the program, the longer they're paying that fee.

And they want to get out to save money.

So understood.

Yeah, yeah, understood.

I'm I'm thinking of more maybe for the six first six months it's a hundred, but then after that it's two hundred, right?

Like what is taking so long to get off the list.

Okay.

Yeah.

Um to put a finder point on it, we've come back to it, and again, just kind of understanding how we compare with other services.

And Eric, it was helpful for you to explain that some of the um uh the fees are in fact cost recovery.

But just uh on that chart, it'd be helpful to understand how what those cost what those fees are.

Actually, no kidding, in Austin and Dallas.

Just help us understand what it is.

I'd also like to understand.

I know this is just where you have your fee increases, um, but again, as we were trying to help ourselves, I'd I'd welcome understanding what did not increase, right?

What what stayed the same to the extent we have additional opportunities?

And you can also in that same list um add columns for Austin and Dallas to help us understand where we might be able to help ourselves.

Um this may touch upon you, it may touch on another piece, but I'll remember I remember this um engagement that I had with a small business owner uh where they were talking again about the you know the really the the impact of tariffs, right, which is undeniable.

Um but also when they talked about the all of the fees associated with being a small business owner.

So she said, you know, I bought this, it's a coffee truck.

I bought this coffee truck, I pay taxes on it.

Um I obviously paying for my home, I'm paying for property taxes there.

And then she said, and then I am charged property tax on the sliver of my parking lot that my coffee truck sits on.

Um, and so I I understand we're trying to again um recoup fees as able, but I think we need to be cognizant of how some of these disproportionately impact those small business owners that already have a much smaller margin than others.

Um so I'd I'd I'd welcome understanding how we can better support those those small businesses with those and how we might mitigate some of those fees that could in fact be continue, or whether they whether they expand or whether they you know cease operating.

Okay.

Um thank you.

That's all of my questions.

We're gonna go into executive session now.

Thank you for the very helpful presentations.

Okay.

The time is now 11 30 p.m.

on September 2nd, 2025.

City Council of San Antonio will now meet in executive session to consult with the city attorney's office uh pursuant to section 551 of the Texas government code and to deliberate or discuss the following items.

Economic development negotiations pursuant to section 551.087, the purchase, exchange lease, or value of real property pursuant to section 551.072, and legal issues related to litigation involving the city, emergency preparedness and collective bargaining, all pursuant to section 551.071.

The time is now 1238 p.m.

on September 2nd, 2025.

The San Antonio City Council will now reconvene an open session.

No official action was taken in executive session.

Is it still 12 38?

Okay.

The time is now 12 39 on September 2nd, uh 2025, and this meeting is adjourned.