City staff report progress on business‑plan goals including aquatic center timeline, Hampton Road incentives and crisis response pilot

At its Feb. 18 meeting the DeSoto City Council received a consolidated status briefing from department directors on the city’s business‑plan goals for fiscal 2025, covering economic development, parks and recreation, public safety initiatives and communications.

Highlights included a report that the new Aquatic and Recreation Center remains on schedule for an opening targeted in 2026 despite a design change: Director Jonathan Glover reported construction costs have risen to about $55 million after a lane extension; projected annual operating costs were estimated at roughly $3 million. Council was also told the project’s MWBE participation is tracking above initial goals, with staff reporting 41% MWBE involvement against targets of 20–30%.

Staff reviewed Hampton Road corridor work. Director Matt Carlson said the city is monitoring the tax increment reinvestment zone (TIRZ), which holds about $900,000 now and is intended to help seed public infrastructure for future private development. Carlson said staff plans a targeted RFQ or RFP process to invite developers to propose for city‑owned parcels and will use external consultants for renderings and conceptual materials.

Planning and development updates included a contract to codify the zoning ordinance and an RFQ for an assessment of the current development process to identify improvements. Development Services also described ongoing creek and erosion studies with consultant H&A (HAV) and an update to the city’s drainage master plan; staff said funding to implement identified capital improvements will depend on budget availability.

Parks and library programming updates included plans for a Little Free Library pilot at Kiva Park (installation and stocking planned by quarter 4), financial literacy outreach and an updated recreation and trails master plan that staff expects to finish using a professional services contract estimated at about $60,000.

Public safety presentations included a neighborhood crime‑watch awareness push (town hall planned April 3) and a proposed regional Community Crisis Response Team that the police chief described as a pilot to begin in quarter 3. Chief Joe Costa estimated startup costs just under $600,000 for years one and two, including a planned contract with Parkland BioTel for clinical social-work and community paramedic services; an additional operational figure referenced in the presentation was $24,200 for equipment and vehicle items.

Communications staff said work continues on Spanish translation and agenda‑management systems; a phased rollout was described with a go‑live expected between early June and early July. Staff also said a video program of recurring informational messages is planned with monthly releases and a target to complete production by the second quarter of 2026.

Council directed staff to return with more detail on several items, including revenue offsets for the aquatic center’s operating costs, how the proposed crisis response team will coordinate regionally and with CPAC (Citizens Police Advisory Committee), and clearer timelines and budgets for creek‑erosion projects and bridge beautification options.

Staff said the council will receive more detailed topical work sessions on business‑plan goals over the next months and the city manager indicated staff will present a path to the new strategic plan at a March 8 retreat planning session.