With nieces, Jennie Rose, Gia, and Bunny.
About Dr. Brandon Chicotsky
Dr. Chicotsky—often nicknamed "Chico" (first five letters of Chicotsky)—is a native Fort Worthian, TCU professor, and proprietor whose family has contributed to the city’s entrepreneurial and cultural landscape for over 100 years.
The Chicotsky family’s legacy as local merchants includes founding partnerships with some of Fort Worth’s most beloved institutions—such as Chicotsky's Grocery, Ol’ South Pancake House, and Carson’s Deli—and ownership of numerous neighborhood storefronts and mixed-use developments, including a 90,000 square foot shopping center in the Cultural District poised for its next chapter of development.
As Managing Principal of the family’s mergers and acquisitions firm, God Bless Retirement, Dr. Chicotsky guides strategic business transitions across North Texas while maintaining deep ties to the local business and private equity community. Through the Jobe and Helen Richards Foundation, the Chicotsky family supports local public safety, first responder initiatives, food desert solutions, and educational advancement—commitments that reflect Dr. Chicotsky’s belief in punitive deterrence against criminal behavior, low-tax planning, and an opportunity-rich Fort Worth for every resident.
In service to the community, Dr. Chicotsky is a member of the Fort Worth Air Power Council, Rotary Club-Downtown, and serves on several faith-based boards, including those that foster theological scholarship and civic dialogue at Texas Christian University (TCU), where he is a senior ranked faculty member in the Neeley School of Business.
Prior to service at TCU, Dr. Chicotsky was the youngest appointed full-time business faculty member at Johns Hopkins University and later served as a Clinical Assistant Professor of Integrated Marketing at New York University (NYU).
Dr. Chicotsky’s career began in Congressional lobbying in Washington, D.C., where he supported U.S. military appropriations before entering the private sector. His transition into private equity began in Tel Aviv, Israel, during graduate studies at NYU, where he helped raise capital for technology ventures across Europe and Asia. Over the next decade, he invested and advised venture-backed companies.
Dr. Chicotsky holds four advanced degrees:
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Ph.D. in Communication & Information Sciences from The University of Alabama
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M.S. in Management from New York University
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Master of Legal Studies in Real Estate and Construction Law, Policy, and Management from Texas A&M School of Law
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B.A. from The University of Texas at Austin
Dr. Chicotsky’s candidacy reflects a deep commitment to Fort Worth’s future—balancing growth with respect for tradition, reverence to God, strengthening neighborhoods, and ensuring that the next generation can thrive in the city his family has long served.
Addressable Issues
District 3 faces unique challenges and opportunities. Review Dr. Chicotsky's positions and stances regarding critical issues that require immediate attention and long-term strategic planning.
Dr. Chicotsky advocates full police staffing, competitive compensation, and strong executive leadership for FWPD, paired with early infrastructure alignment—most notably a new far-west police station to serve Walsh Ranch growth. He supports strict ordinance enforcement, judicial accountability to prevent “catch-and-release,” expanded detention capacity through regional collaboration, and structured rehabilitation within confinement. The paper positions public safety as the precondition for economic vitality, neighborhood stability, and public trust.
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Fort Worth’s District 3 is experiencing some of the fastest growth in the region—with new neighborhoods like Walsh Ranch, increasing traffic through Aledo, and infrastructure demands from UTA’s expanding footprint. This plan acknowledges the excellent efforts of Councilman Crain and outlines a proactive strategy to ensure roads, water systems, and public facilities keep pace with projected growth. It covers 20 years of past capital projects, current needs like pothole repair and corridor expansions, and funding mechanisms such as the 2026 bond. Learn how Dr. Chicotsky aims to champion local priorities through council votes, budget negotiations, and project oversight.
Fiscal responsibility is a cornerstone of Dr. Chicotsky's platform. District 3 families and businesses work hard for their money, and they deserve a government that spends taxpayer dollars wisely and transparently.
Dr. Chicotsky supports regular independent audits of city spending, public disclosure of contract bidding processes, and accountability measures to ensure that every dollar is spent efficiently. He opposes wasteful spending and unnecessary tax increases.
He also recognizes the importance of supporting Public Improvement Districts (PIDs) and Tax Increment Financing (TIFs) when they benefit the community—but only with proper oversight and clear accountability. Protecting proprietorship means ensuring that property owners have a voice and that their investments are respected and protected.
Constituent Priorities
As your councilman, Dr. Chicotsky is committed to working closely with District 3’s planning boards, first responders, local businesses, schools, faith communities, and families—listening carefully and leading collaboratively to advance the priorities of our community.
Below are priorities communicated to Dr. Chicotsky from lay leaders, neighborhood association leadership, and proprietors. These priorities focus Dr. Chicotsky's approach and readiness for governance.
Key Priorities
The Walsh Ranch corridor in far west Fort Worth is one of the fastest-growing residential areas in the Metroplex. Walsh alone is planned for up to 4,000 homes across 2,300 acres, and the adjacent Veale Ranch development will add further density south of Walsh. This development will attract new residents and businesses. Yet police response times in rapidly expanding sections of a city depend directly on the proximity of patrol division facilities.
Fort Worth currently operates multiple patrol divisions, and the department broke ground in April 2025 on a new 32,000-square-foot Northwest Patrol Division facility near Meacham Airport to serve the Stockyards and Eagle Mountain Lake areas — a $25 million investment combining two existing facilities. That precedent demonstrates Fort Worth's established model for siting new police infrastructure in high-growth zones.
Dr. Chicotsky will pursue the siting and funding of a dedicated police presence near Walsh Ranch by working through the City's Capital Improvement Program (CIP) and was a proponent of funding from the 2026 Bond Program.
The 2026 bond package — of about $845 million and designed to require no increase in the property-tax rate — includes a Public Safety proposition (Proposition E) allocating $63.9 million for fire and 911 communications improvements. While the current bond list does not include a Walsh-area police station, the CCPD budget amendment in March 2025 already allocated $6.1 million specifically for capital needs including the purchase of land for future patrol divisions.
This establishes a parallel funding track: the Crime Control and Prevention District (CCPD), funded by a dedicated half-cent sales tax under Texas Local Government Code Chapter 363, provides roughly $148.7 million annually for police infrastructure, equipment, recruitment, and operations.
Dr. Chicotsky champions the listing of the Walsh-area police facility in the next CIP cycle or CCPD capital allocation and will direct city staff to conduct a response-time analysis for the western growth corridor, building a data-driven case for facility siting.
Dr. Chicotsky encourages coalition-building with the Walsh developers (Republic Property Group), Aledo-area community stakeholders, and neighboring council districts. Developer impact fees, voluntary land dedications — as the city received donated land for new Fire Station 46 in southwest Fort Worth — and CCPD capital reserves all represent funding mechanisms that would not require a property-tax increase.
The department's 1,900+ authorized sworn positions and current staffing of approximately 1,730 officers (and growing) underscore the need for physical infrastructure to support the patrol force as it approaches full staffing under Chief García's goal of a complete roster in the months ahead.
A strategically located facility near Walsh Ranch would reduce response times across the western growth corridor, improve officer deployment efficiency, and send a clear signal that public safety remains a tenet of District 3's approach to governance and civic stewardship.
Dr. Chicotsky believes C=competitive compensation is among the important levers for recruiting and retaining qualified police officers. As of early 2026, Fort Worth Police Department starting pay stood at $78,358 annually, with a top-out salary of $109,857 at 14 years of service. While these figures are "on paper" competitive within the DFW region, neighboring agencies are aggressively courting officers: Garland PD advertises top pay of $110,733 in just eight years, Farmers Branch offers up to $109,959 for lateral hires with a $5,000 signing bonus, and The Colony touts a $10,000 lateral transfer bonus.
Fort Worth had 211 officer vacancies — 11% of authorized strength — as recently as November 2023, and still carried over 103 vacancies heading into 2026. Overtime costs reached $25 million last year, representing a significant cost that targeted salary increases could help mitigate by reducing turnover and vacancy-driven overtime.
The City Council sets police compensation through the annual budget process and collective bargaining. Fort Worth officers are also supported by the CCPD half-cent sales tax, which funds enhanced enforcement and recruitment programs. District 3 covers much of west Fort Worth — where new residential development in Walsh, Veale Ranch, and surrounding areas demands growing patrol coverage.
Dr. Chicotsky advocates for targeted pay enhancements such as geographic assignment differentials, accelerated step increases for officers assigned to high-growth divisions, and enhanced certification and education pay supplements. These tools can be structured within the existing General Fund and CCPD budget without requiring a tax-rate increase.
Dr. Chicotsky will work with the City Manager's office and the Fort Worth Police Officers Association during the biennial budget process to model the fiscal impact of salary adjustments. Cost-neutral strategies include reallocating overtime savings toward base-pay increases: if even a modest reduction in the $25 million annual overtime bill were achieved through improved staffing, those savings could fund step adjustments for west-side assignments.
Dr. Chicotsky also advocates for the city to benchmark compensation annually against the top 10 DFW-area agencies and adjust the pay scale to remain within the top tier, ensuring Fort Worth does not lose experienced officers to suburban departments offering comparable or higher pay with lower call volumes.
Across Texas, county jails are operating at or beyond capacity, creating a systemic breakdown that directly undermines public safety. The number of Texas inmates housed outside their county of arrest surged from 2,078 in June 2019 to 4,358 in June 2024 — more than doubling in five years — while the share of counties relying on outsourcing climbed from 31% to 41%. Since 2022, at least eight Texas counties have shipped overflow inmates out of state to Louisiana, Oklahoma, Colorado, and Mississippi. Harris County spends roughly $50 million per year on outsourcing, paying CoreCivic $85 per day per detainee to hold Houston inmates at the Tallahatchie County Correctional Facility in Mississippi — over 500 miles away. When local jails are full, judges and sheriffs face institutional pressure to grant PR bonds or release individuals prematurely. The result is a revolving door: offenders who should be detained cycle back onto the streets, emboldened by the absence of consequences. Dr. Chicotsky identifies this dynamic as one of the root causes of repeat crime and frames adequate detention capacity as essential to restoring judicial deterrence.
Tarrant County Jail has a rated capacity of approximately 5,015 beds, with roughly 4,700 active beds and an average daily population of 4,300 inmates, processing nearly 45,000 bookings annually. Sixty-seven percent of inmates entering the facility have mental health conditions, and 45% arrive with chronic illness. Within the last two years, Tarrant held 334 convicted "paper-ready" inmates awaiting TDCJ transfer plus 155 technical parole violators — 489 individuals who should have been in state custody. Tarrant's reimbursement request of over $1 million was denied by TDCJ. Dr. Chicotsky estimates that more than 8% of the total population of the state's 10 largest jails is awaiting transfer to TDCJ facilities.
The direct effect on Fort Worth policing is tangible. When the jail approaches capacity, offenders who might normally serve meaningful sentences for shoplifting, illegal gun possession, or aggressive panhandling violations may be released within days. Alarmingly, this capacity constraint also pressures municipal judges to set lower bail or grant PR bonds they might otherwise deny. Dr. Chicotsky's position is unambiguous: fixing jail capacity removes the unspoken pressure on judges to become inappropriately lenient.
Dr. Chicotsky proposes a regional multi-county jail and rehabilitation facility through a coalition of North Texas counties — prospectively Tarrant, Parker, and Denton as core partners, with interest extended to Wise and Johnson. Texas Government Code Chapter 791, Subchapter C (§ 791.022) explicitly authorizes political subdivisions to contract by resolution to participate in the ownership, construction, and operation of a regional jail facility. The statute specifies that the facility must be located within a participating subdivision's geographic boundaries, that participating jurisdictions shall issue bonds for acquisition and construction, and that oversight may be structured through multiple models including joint sheriff committees.
Dr. Chicotsky will resist any proposal to expand detention infrastructure within District 3 residential areas, steering facility siting toward less populated zones. Dr. Chicotsky will work to ensure individuals who should be in custody remain there until trial or sentencing, that judges can enforce the law as intended, and that incarceration and rehabilitation operate as complementary functions. Adequate detention capacity, paired with structured treatment and reentry support, is the infrastructure prerequisite for upholding judicial deterrence and advancing Dr. Chicotsky's overarching ambition: catalyzing Fort Worth to become the safest large city in America.
The Fort Worth Employees' Retirement Fund (FWERF) covers general, police, and fire employees under a single defined-benefit plan, and its financial health is among the most pressing fiscal challenges the city faces. Within the last two years, FWERF's funded ratio stood at 55.1% on an actuarial value of assets basis — meaning that for every dollar the pension has promised in future benefits, it holds roughly 55 cents in assets to pay it. On a market-value basis, the funded ratio was even lower at 53.4%, with an unfunded actuarial accrued liability (UAAL) of approximately $2.39 billion. The total actuarial present value of future benefits across all member groups exceeded $5.97 billion. These figures place FWERF among the more challenged municipal pension systems in Texas.
Fire employees currently contribute 12.05% of payroll as a base member rate (before risk-sharing adjustments), and the city contributes 24.24% for fire members. In 2019, firefighters in both Group V (hired before January 10, 2015) and Group VI (hired on or after that date) absorbed an additional 3.8% contribution increase phased over two years: a 1.8% increase beginning with the July 2019 pay period, followed by an additional 2% in Pay Period 1 of 2020. Unused sick leave earned after July 20, 2019, no longer converts to service credit upon retirement — a benefit reduction affecting all active firefighters.
A risk-sharing mechanism was built into the pension reform plan as a failsafe. It triggered in 2022, adding a combined 2% of pay in additional contributions, and escalated to the maximum of 4% in 2023 (split 60/40 between city and members, capped at 2% annually and 4% cumulatively). Incorporating risk-sharing, the average fire member rate rises to approximately 13.65% of payroll. Based on the December 31, 2023 actuarial valuation, these risk-sharing contributions at the maximum 4% level are projected to continue through 2054 — meaning that every active firefighter in Fort Worth will pay elevated contribution rates for the next three decades under current projections.
The Texas Pension Review Board (PRB) monitors all public retirement systems in the state. Under the Funding Soundness Restoration Program (FSRP), plans that cannot amortize their UAAL within prescribed thresholds must develop corrective plans. FWERF was placed on the FSRP watch list, required to present a restoration plan by 2023 with a target of achieving full funding by 2055. While Fort Worth operates under a single municipal retirement fund (not a TLFFRA fire-only system — the 42 TLFFRA systems across Texas have their own challenges, including a 10-year average return of just 5.55% against a 7.25% median assumed return), the PRB's oversight ensures ongoing state-level accountability for funding progress.
Dr. Chicotsky aims to advance pension bolstering through multiple channels without requiring a property-tax increase:
Actuarially Sound Contributions. Dr. Chicotsky will advocate during each biennial budget cycle for the city to contribute at or above the actuarially determined employer contribution (ADEC). Because the ADEC is calculated to keep the fund on its amortization trajectory, meeting or exceeding it is the single most important annual action the Council can take. Any budget year in which the city contributes less than the ADEC effectively shifts costs to future taxpayers and active members.
Surplus and One-Time Funding. When the city experiences revenue growth or one-time budget surpluses — as has occurred during periods of elevated sales-tax collections — direct a portion of those funds to supplemental pension contributions that accelerate UAAL reduction. Even modest one-time infusions compound significantly over the pension's 30-year amortization horizon.
Investment Governance. Support reforms to FWERF's investment governance that improve portfolio management, reduce fees, and enhance long-term risk-adjusted returns. The gap between actual returns and assumed returns is a primary driver of UAAL growth. Advocating for periodic independent reviews of the pension fund's asset allocation and investment manager performance — with findings presented publicly to Council — may be constructive and helpful for the fund's performance.
Resisting Benefit Reductions as the Sole Solution. Active firefighters have already absorbed a 3.8% contribution increase and lost sick-leave conversion benefits. Further benefit reductions risk degrading recruitment competitiveness. Dr. Chicotsky's approach would balance the burden by prioritizing city-side contribution discipline and investment performance improvements before considering additional member-side concessions.
Firefighters evaluating Fort Worth weigh benefit security alongside salary. A pension system at 55% funded — with risk-sharing surcharges projected through 2054 — creates uncertainty that competing agencies can exploit. Departments with healthier pension systems gain a structural advantage in recruiting experienced laterals. A credible path toward improved funded status protects the city's ability to attract and retain experienced fire personnel, honors commitments to current retirees and their families, and demonstrates the fiscal discipline that bond-rating agencies evaluate when pricing the city's debt.
When a police officer, firefighter, or EMS professional dies in the line of duty, this extraordinary tragedy enacts multiple layers of family care — but they are fragmented across federal, state, local, and nonprofit sources, creating a patchwork that grieving families must navigate at the worst possible moment.
At the federal level, The Public Safety Officers' Benefits (PSOB) Program provides a one-time death benefit (approximately $422,000 as of recent adjustments) and education benefits for survivors of officers killed in the line of duty.
At the state level, the Texas Government Code Chapter 615 provides a $500,000 lump-sum payment to eligible survivors, administered by the Employees Retirement System of Texas (ERS) and adjusted annually for inflation. The program also provides monthly payments for minor children: $200 for one child, $300 for two, $400 for three or more. Additional state resources include TMRS supplementary death benefits (approximately equal to one year's salary) and the Texas Crime Victims' Compensation Fund (up to $50,000 for deaths resulting from violent crimes such as arson).
At the local level, the City of Fort Worth provides basic life insurance and accidental death and dismemberment (AD&D) coverage equal to one multiple of annual salary. FWERF pension survivor benefits provide monthly annuity payments.
There are regional nonprofit touchpoints as well. The North Texas Community Foundation administers a First Responders Fund providing grants of $10,000 in the event of a line-of-duty death and $3,000–$5,000 for injuries, distributed based on severity, dependents, and time lost from work.
National organizations such as the Texas Line of Duty Death (LODD) Task Force, the National Fallen Firefighters Foundation, and Woodmen of the World (which provides a $10,000 fraternal death benefit for qualifying members) represent additional resources.
Despite this multi-layered structure, significant gaps persist. The city's life insurance multiplier of 1x annual salary is modest compared to peer agencies that offer 2x or 3x coverage. Federal PSOB processing can take months or years, leaving families without immediate financial support for mortgage payments, relocation, or children's ongoing expenses. Many families are unaware of the full range of nonprofit and fraternal benefits available. And no single city program provides extended support for long-term needs: educational scholarships for surviving children, sustained grief counseling beyond initial crisis intervention, or mortgage assistance that extends through the years when a family is rebuilding its financial foundation.
Dr. Chicotsky will propose a council resolution to increase the group life insurance multiplier for sworn public safety personnel from 1x to 2x or 3x annual salary. This can be funded through the existing General Fund employee benefits allocation or the CCPD budget, representing a modest per-employee premium increase with enormous symbolic and practical impact.
Dr. Chicotsky also aims to establish a Fort Worth fallen responders memorial fund seeded by philanthropic and corporate contributions, not tax revenue — to provide supplemental assistance beyond state and federal benefits. The fund would cover: relocation costs for families who cannot remain in their current housing; extended grief counseling and mental health services for spouses and children; educational scholarships for surviving children through college completion; long-term mortgage or housing assistance during the stabilization period; and emergency grants for immediate expenses in the days following a line-of-duty death, bridging the gap until federal and state payments are processed.
Dr. Chicotsky is a proponent of establishing a city-led program ensuring that every FWPD and Fire Department family receives immediate, comprehensive guidance on all available federal, state, local, and nonprofit benefits at the time of a line-of-duty event. A dedicated liaison should be assigned — either a city HR specialist or a contracted social worker — to serve as each family's single point of contact, shepherding applications through the PSOB program, ERS Chapter 615 benefits, TMRS, NTCF, the LODD Task Force, and all other applicable sources. This initiative requires minimal budget (primarily staff coordination and informational materials) and ensures no family falls through the gaps of a complex, multi-layered system.
Dr. Chicotsky advocates instituting an annual Council presentation reporting on the Fallen Responders Memorial Fund balance, disbursements, and fundraising progress, paired with formal recognition of any officers or firefighters who made the ultimate sacrifice. This creates public accountability for maintaining the fund and reinforces the city's commitment to honoring its protectors.
The life insurance multiplier increase represents a recurring but modest premium cost spread across the General Fund or CCPD budget. The Memorial Fund itself is designed to be self-sustaining through corporate and philanthropic giving — Fort Worth's business community, led by major employers and the Fort Worth Chamber, has historically supported public safety initiatives, and a named fund with transparent governance would attract contributions. The benefits navigation program requires only staff time reallocation or a single contracted position. None of these measures require a property-tax increase.
The I-20 and I-30 corridors connecting Aledo, Willow Park, Hudson Oaks, and Weatherford to west Fort Worth carry some of the region's fastest-growing traffic volumes. Tarrant County have ranked among the fastest-growing counties in the United States since 2010 by the U.S. Census Bureau. The Walsh Ranch development, the Veale Ranch development to the south, the planned UTA West campus (10,000+ students by completion), and the broader Parker County population surge are collectively generating commuter volumes that existing roadway infrastructure was never designed to handle. District 3 residents traveling to and from Aledo, Willow Park, and points west rely on I-20 and I-30 as their primary corridors into the DFW core, and congestion at the I-20/I-30 split has become a defining quality-of-life issue for the western growth corridor.
The Texas Department of Transportation (TxDOT) Fort Worth District has responded with the "Keep 20-30 Moving" program — three major construction projects enhancing I-20 and I-30 between Aledo and west Fort Worth in Tarrant and Parker counties. The combined estimated construction cost is approximately $133 million for the ultimate improvements. These projects are designed to improve mobility, provide connectivity with city streets, include multi-modal transportation for cyclists and pedestrians, reduce congestion, and enhance safety.
Project 1 began in August 2023 and wraps up in 2026. It improves I-20 between Markum Ranch Road and the I-20/I-30 split, constructing two entirely new interchanges at Bentley Drive and Walsh Ranch Parkway — including entrance and exit ramps in both directions — plus auxiliary lanes for traffic merging onto I-20 between Markum Ranch Road and Bentley Drive. These new interchanges directly serve District 3's Walsh Ranch corridor and represent transformative connectivity improvements for residents.
Project 2 began in September 2024 and is scheduled for completion in early 2028. It addresses I-20 and I-30 between FM 1187/FM 3325 and Linkcrest Drive, adding ramp modifications and auxiliary lanes to relieve congestion between FM 1187 and the I-20/I-30 split, and lowering the interstate mainlanes to accommodate bridge clearances at FM 1187 and Walsh Ranch Parkway.
Project 3 is widening I-30 from Linkcrest Drive to I-820 from a four-lane highway (two mainlanes each direction) to a six-lane roadway (three mainlanes each direction), with continuous two-lane, one-way frontage roads throughout the project limits. Construction began in November 2024. This widening directly benefits District 3 commuters traveling eastbound into the Fort Worth urban core.
Interstate highway projects fall under state jurisdiction, which means the city's role is one of advocacy, coordination, and complementary local investment. Thus, Dr. Chicotsky will serve as a primary municipal liaison to TxDOT on Keep 20-30 Moving and any future corridor studies, advocating for: adequate local street connectivity at new interchanges so that traffic does not bottleneck at off-ramp intersections; pedestrian and cyclist accommodations (shared-use paths are included in the project scope); minimized construction-phase disruption for Walsh-area residents and businesses; and acceleration of project timelines where feasible. Dr. Chicotsky will also work with NCTCOG's Transportation Improvement Program (TIP) to ensure that future phases — including additional capacity between the I-20/I-30 split and deeper into Parker County — receive prioritization.
TxDOT has also been conducting a corridor study of I-30 from I-820 to Chisholm Trail Parkway, covering approximately nine miles through portions of Fort Worth, White Settlement, Benbrook, and Westover Hills. Dr. Chicotsky will participate in public engagement for this study and advocate for improvements that reduce congestion on the segments most heavily used by district residents.
The 2026 Bond Program's Proposition A allocates $511.4 million for streets and mobility infrastructure improvements — the largest single proposition in the $845 million package. Dr. Chicotsky will advocate for complementary local roadway projects — arterials, collectors, and local streets — that connect new District 3 developments to the upgraded interstate system. As Walsh builds out its planned 15,000 homes, internal and connector roadways must be funded to prevent traffic from overwhelming the new I-20 interchanges at their endpoints. Developer agreements, impact fees, and TxDOT partnership funding provide additional capital for these local connections without raising the city's property-tax rate. The bond program has been explicitly designed to work within the existing tax rate — as noted by City Attorney Leann Guzman, the bonds are structured so that "no tax increase in the tax rate projected to be needed now, or in the future, to repay these bonds".
The western growth corridor's transportation needs will not end with Keep 20-30 Moving. As Walsh approaches its 50,000-resident buildout, as UTA West matures, and as Veale Ranch and other developments come online, additional capacity and multimodal options (e.g., transit and park-and-ride facilities) will be required. Dr. Chicotsky is factoring beyond the current construction cycle and recognizes that NCTCOG advocacy is needed, along with TxDOT corridor studies and local comprehensive plan updates to help realize the next generation of western corridor improvements.
Fort Worth is home to a substantial military and veteran population, anchored by proximity to the Joint Reserve Base (formerly Carswell Air Force Base), the DFW National Cemetery, and extensive VA health care infrastructure in Tarrant County. Veterans returning from service or transitioning to civilian life frequently rely on federal housing assistance including Housing Choice Vouchers administered through Fort Worth Housing Solutions and the VA's HUD-VASH program. Yet in Fort Worth, the housing voucher denial rate has been documented as high as 78%, meaning that landlords routinely overlook law-abiding veterans aiming to utilize this program.
In March 2024 the Fort Worth City Council adopted Ordinance No. 26782-03-2024, amending Chapter 17 of the City Code ("Human Relations," Article III: Discrimination) by adding a new Division 6, "Source of Income". This prohibits denials for rent to veterans based on their lawful source of income to pay rent. This means landlords in Fort Worth can no longer refuse to rent to a veteran solely because that veteran is using a VA voucher, HUD-VASH voucher, or other federal housing assistance.
Texas state law generally prohibits cities from passing broad source-of-income discrimination ordinances, but provides two exceptions: protections for veterans, and the use of city incentives to encourage voucher acceptance. Fort Worth's ordinance was crafted to rely on precisely these two exceptions.
Dr. Chicotsky will use the city's zoning and land-use authority to advance veteran housing access. Fort Worth's Zoning Ordinance (Appendix A of the City Code) governs permitted uses across residential and nonresidential districts. Dr. Chicotsky will advocate for zoning policies that:
Support Transitional and Supportive Housing for Veterans. Work with Fort Worth's Neighborhood Services Department and the VA to identify appropriate zoning districts for durable housing programs that do not cause blight or deleterious outcomes to development aims.
Protect and Expand Existing Programs. The City of Fort Worth already offers programs for veterans, including one-time financial assistance for rent, mortgage, and utilities to prevent transition hardships, and the Healthy Homes for Heroes Program providing emergency home repairs for Tarrant County veteran homeowners. Dr. Chicotsky will advocate for expanding these programs' funding and ensuring that District 3 veterans are aware of and connected to them.
The Tarrant County Veterans Services office provides additional resources, including the VA's HUD-VASH program (VA case management), the Patriot House transitional housing program operated by Presbyterian Night Shelter in partnership with the VA (one of the most successful veterans' transitional housing programs in the country), and CWT (Compensated Work Therapy) vocational rehabilitation.
The 2024 ordinance requires enforcement infrastructure. Dr. Chicotsky will monitor the Human Relations Commission's handling of source-of-income complaints related to veterans and push for public reporting on complaint volumes and resolution rates. Dr. Chicotsky will also work with the Fort Worth Apartment Association and local property management companies to educate landlords on their options related to veterans under the new ordinance, reduce friction in voucher acceptance, and create a culture of coordination rather than adversarial enforcement.
Dr. Chicotsky's governing philosophy holds that supporting veterans is a moral obligation and a civic responsibility that strengthens neighborhoods and economic productivity. Veterans who can access stable housing are dramatically more likely to maintain employment, pursue aspirational paths, and contribute positively to their communities. These individuals served to protect us, and we must honor their sacrifice with pathways to productivity and living.
The Las Vegas Trail (LVT) corridor in west Fort Worth is one of the city's most consequential revitalization efforts — and one of District 3's most pressing ongoing commitments. Despite representing just 1% of Fort Worth's population, LVT has historically experienced 4% of the city's crime. The median household income sits at approximately $31,495, nearly half that of the city overall, with 32% of residents living below the poverty level. Apartments account for 84% of the community's housing stock, some falling into serious disrepair. Most children in the area are being raised by single parents. The neighborhood's decline accelerated after critical commercial and institutional infrastructure departed, creating a cycle of disinvestment, rising crime, and deteriorating housing conditions.
Beginning in 2017, city leaders and community stakeholders launched a coordinated revitalization strategy. The City of Fort Worth established Public Improvement District #21 (PID #21) to maintain clean and safe conditions in the core of the neighborhood, providing significant annual resources for neighborhood improvement. The city's Neighborhood Improvement Program targeted LVT for focused investment, and a comprehensive Neighborhood Transformation Plan was published to guide priorities.
The most transformative physical investment is the Las Vegas Trail Neighborhood Health Center — a two-story, 40,000-square-foot facility on 3.7 donated acres at the corner of Calmont Avenue and Cherry Lane. A collaboration between Cook Children's Health Care System, JPS Health Network, the City of Fort Worth, Tarrant County, LVTRise, and WestAid Community Resources, the center houses pediatric and adult medical and social services, as well as a Fort Worth Police Department storefront.
The FWPD storefront within the health center is home to the department's Crime Free Multi-Housing Program, which works to strengthen security in LVT's many apartment communities. Of the more than 7,000 housing units in Las Vegas Trail, 84% are in multi-family apartment complexes. The Crime Free Multi-Housing Program holds property managers accountable for measures like proper lighting, functioning gates, and well-groomed landscaping, and empowers managers to initiate emergency notices to vacate against individuals committing violent crimes on the property after arrest.
According to FWPD Sergeant A.S. Owen, both crime against people and crime against property numbers in the area are trending down. The city's Code Compliance Department has partnered with the Police Department to track and improve the health and safety of LVT multi-family housing complexes, and FWPD has launched a data-driven violent crime reduction plan, including the use of cameras and the Fort Worth Real Time Crime Center.
LVT revitalization is an ongoing, multi-year commitment requiring sustained attention. Dr. Chicotsky recognizes that his predecessors have helped initiate the following:
PID #21 Funding and Oversight. Dr. Chicotsky will ensure that the PID's annual assessment revenues continue to fund cleaning, safety patrols, and beautification. He will monitor PID governance to ensure accountability and resident input.
CIP and Bond Investments. Dr. Chicotsky will evaluate what capital improvement dollars toward LVT infrastructure are needed, which include street and sidewalk repairs, stormwater management, parks and trail connections, and public lighting. The 2026 bond program's $511.4 million streets-and-mobility proposition and $185.1 million parks proposition represent funding sources for LVT-area projects.
Strengthen the Crime Free Multi-Housing Program. Dr. Chicotsky will work with FWPD to expand the program's reach to 100% of LVT's apartment complexes and ensure that property managers who fail to meet standards are properly reminded, engaged, and potentially face meaningful enforcement.
LVTRise and Community Partners. Dr. Chicotsky recognizes that LVTRise, the nonprofit anchor of the revitalization effort, and WestAid Community Resources provide direct community engagement, programming, and advocacy. He will ensure city coordination with these partners remains ongoing and that CCPD community-based grants are considered for LVT-serving organizations.
Monitor Housing Quality. Dr. Chicotsky will advocate for code enforcement on substandard apartment complexes, ensuring that the 84% multifamily housing stock is brought to and maintained at habitable standards. He will work with the Neighborhood Services Department to connect residents with repair assistance and advocate for property owners who refuse to maintain standards to face escalating enforcement up to and including receivership proceedings.
Economic Development. Dr. Chicotsky will consider incentives that attract quality retail, services, and employers to the LVT corridor, breaking the disinvestment cycle. A neighborhood health center, police storefront, and cleaned-up housing stock create the conditions for private investment — Dr. Chicotsky recognizes his role is to accelerate that reinvestment through targeted economic development tools.
Mayor Mattie Parker captured the revitalization philosophy: focused, targeted investments produce a "domino effect" that lifts a community and creates "healthier and more vibrant futures for the families that call it home".
Beautifying neighborhoods around schools and churches deters crime, fosters community pride, and protects children. District 3 has several faith institutions and schools whose surroundings impact neighborhood feel. Data shows that well-kept environments correlate with lower vandalism and higher property values. Residents of District 3 have expressed a desire for cleaner streets and greener public spaces in community surveys. In Texas, cities often collaborate with faith and school groups to organize cleanups or greening projects. Fort Worth’s “Keep Fort Worth Beautiful” initiative (a public-private partnership) explicitly encourages community-led litter control and tree planting programs. This demonstrates a recognized need: active beautification programs exist as a citywide priority.
Fort Worth’s municipal structure supports such community programs. The City participates in state and federal anti-litter regulations (e.g. Texas Transportation Code prohibits dumping). Locally, the City Council annually allocates funds to Keep Fort Worth Beautiful (a nonprofit) which provides free seedlings and cleanup supplies. Council policy (Open Spaces Initiatives) calls for volunteer-driven park and street improvements. For schools, Fort Worth participates in the National Safe Routes to School program, using state grants to fund sidewalks and crosswalks near schools (the District 3 CIP includes Safe Routes projects for two schools).
Additionally, Texas Education Code § 21.907 encourages community involvement in school safety and appearance. These frameworks mean Council members can easily partner with existing city departments (Public Works for cleanups, Transportation for crosswalks) and external programs (Keep Fort Worth Beautiful) to beautify areas. No special ordinance is needed; Council appropriation for KFWB activities suffices each year for basic cleanup kits and educational materials.
Dr. Chicotsky's plan includes organizing bi-annual “Neighborhood & Faith Church Clean-up Days,” collaborating with the local Chamber to recruit volunteers. He intends to collaborate with stakeholders involved with Keep Fort Worth Beautiful by having District 3 adopt target streets or school corridors. Dr. Chicotsky will direct staff to coordinate city services (e.g. Public Works providing dumpsters, litter-trap bins; Parks donating tree saplings) for these events.
Working with the Parks Department, Dr. Chicotsky will identify near-school planting projects (like butterfly gardens) and seek grant funding (e.g. from TxDOT or TxDOT’s Transportation Alternatives) for materials. In terms of faith community collaboration, Dr. Chicotsky will meet with pastors (e.g. at the Fort Worth Ministers’ Alliance) to plan joint church/neighborhood mural projects or inter-faith service days. This approach harnesses civic engagement and trust networks; Dr. Chicotsky's role is facilitating communication between city agencies (Transportation, Stormwater) and these community actors. He will also incorporate beautification into existing safety walks with FWPD/FD, using it to identify needed sidewalk repairs or tree plantings. By embedding these tasks in regular community engagement, Dr. Chicotsky makes beautification a shared civic effort.
Funding again relies on creative leveraging. Keep Fort Worth Beautiful supplies trash bags, gloves, and sometimes co-sponsors major cleanups with grants (e.g. the Great American Cleanup in spring). Dr. Chicotsky will apply for TxDOT’s Safe Routes to School grant for specific sidewalks or greenway near District 3 schools – these grants require city match only. A small Council appropriation (within the neighborhood improvement budget) can buy additional flowers or murals.
Faith-based foundations (e.g. REACH, foundations linked to local churches) may donate to park benches or gardens. Corporate social responsibility funds (from Lockheed Martin or Bank of America) could sponsor tree plantings. Any city cost can be minimized by volunteer labor: KFWB’s programs explicitly rely on volunteers, and District 3 churches often have youth groups eager to serve. The City’s own Parks and Recs budget already covers basic park maintenance, so new beautification efforts (like community gardens) can be absorbed into existing park projects. Therefore, by coordinating volunteers, grants, and minor Council funding, District 3 can achieve noticeable beautification of school and church areas without raising taxes or adding significant city expenditures.
Many District 3 streets lack adequate illumination, undermining safety and livability. Fort Worth’s most recent survey on the issue (2023) found only 40% resident satisfaction with street lighting. This is significant because ample lighting deters crime and eases walking after dark. In District 3, rapidly growing subdivisions (Walsh Ranch, Veale Ranch) need initial streetlight buildout, while older neighborhoods still rely on outdated high-pressure sodium or mercury-vapor lamps. The City has responded in part: an ARPA-funded “Support the Neighborhood LED Streetlight Capital Project” is installing 3,400+ solar-powered streetlights in 30 neighborhoods.
However, with approximately 64,944 city streetlights maintained by TPW and ~10,000 service requests per year, gaps remain. Improving pedestrian-scale lighting in District 3 could significantly boost the feeling of security and walkability in neighborhoods, as well as reduce accidents at night.
The City Charter empowers the Transportation & Public Works (TPW) department to manage streetlight infrastructure. Under Charter Article V (City Manager powers), the TPW Director (Lauren Prieur) oversees the $12M ARPA LED project in partnership with Fonroche Lighting. According to the City’s Transportation Engineering Manual (per TPW), new residential lights are evaluated by policy (TPW’s website notes requests are reviewed under this manual).
Municipalities in Texas generally may light streets under the Transportation Code (cities have inherent authority over local roadways), and the City Council allocates funding via the CIP. Fort Worth’s CIP and bond program routinely includes street lighting projects. For example, the Neighborhood Improvement Program (Council’s initiative) has approved LED upgrades in historic districts (citing upcoming projects such as marine cluster LED upgrades). Ultimately, the Council decides budget priorities: each annual budget or bond can earmark funds for streetlight improvements in specific districts. In short, TPW’s operational rules and Council’s CIP/bond budgets provide the legal path to add or upgrade lights, and the Council has designated LED conversion as a strategic program.
Dr. Chicotsky will consider accelerating lighting improvements through focused advocacy and partnerships. He will work with TPW to identify District 3 areas lacking adequate lighting (using GIS data and neighborhood input). He will then prioritize these areas for upcoming LED conversion phases or request special projects. For example, if a portion of Greenway Park or Walsh Ranch has no lights, Dr. Chicotsky could direct staff to submit those locations as new light requests (using the TPW online system).
Dr. Chicotsky will also collaborate with neighborhood associations (Las Vegas Trail, Walsh Ranch HOA, etc.) to log dark-spot reports with TPW and petition for new fixtures. Dr. Chicotsky will coordinate with FWPD to map nighttime crime incidents, using data to support lighting in high-incident blocks. With developers, Dr. Chicotsky will ensure that new subdivisions include lighting plans (through PID service plans or plat conditions) and that growth areas get lights installed early. On the funding side, he will propose including District 3 streetlight projects in the next bond propositions (the city’s 2026 bond budget link allows Council input). Throughout, Dr. Chicotsky will engage TPW Director Prieur and her team at community meetings, and enlist the Fort Worth Chamber and public to endorse the lighting upgrades as neighborhood safety projects.
Funding these enhancements need not raise the property tax rate. The existing $12M ARPA allocation is already driving solar LED installations that save the city about $3M annually in energy costs. Solar streetlights eliminate power bills and reduce outages (no wiring to steal or maintain), thus freeing up TPW funds for other lights. Additional funding can come from the capital budget and grants: Fort Worth’s CIP often includes street lighting under roadway or parks projects, paid with bond funds approved by voters.
Developers of new subdivisions typically pay for lighting via impact fees or plat improvements (Tex. Local Gov’t Code § 395). PIDs can also fund lighting in commercial corridors if created. Federal and state grants (e.g., TxDOT’s Transportation Alternatives, local CDBG grants) can subsidize pedestrian light installations in blighted areas. Importantly, converting to LED reduces electricity usage by ~50%, and that efficiency gain (estimated in the ARPA project) is reinvested in maintenance and new lights. Thus, District 3 can achieve broader and better lighting through a mix of existing ARPA funds, budgeted bonds, developer contributions, and cost savings – all without any increase in the city’s property-tax rate.
Actionable Ideas
Dr. Chicotsky recognizes the dedication, energy, and constituent service of those who have previously held the District 3 seat. That standard of responsiveness will continue.
Building on their work, he will bring actionable ideas and a vision grounded in his training and relationships across business, academia, and civic leadership.
Along with a focus on strengthening infrastructure, ensuring robust support for our police and first responders, and responsible tax policy, Dr. Chicotsky will fight for Fort Worth’s economic vitality, increased transparency in local government, and to position the city to compete—and win—in the decades ahead.
Municipal courts directly impact local justice and community safety. Dr. Chicotsky will be unwaveringly committed to ensuring judges are competent, impartial, and well-qualified to address public trust and render punitive action against criminal behavior.
In Fort Worth, the City Charter and ordinances vest the City Council with sole authority to select and remove municipal judges. By ordinance, the council “shall appoint” the chief and associate judges by majority vote; recent Council meetings show these appointments occurring via formal ordinances.
The due diligence process includes advertising openings, vetting candidates (including practicing attorneys and bilingual speakers), and interviewing finalists. Dr. Chicotsky believes the selection quality must improve.
He will advocate for transparent recruitment for any vacancy, possibly proposing an ad hoc screening panel or community outreach to encourage a strong applicant pool. Since judicial salaries are set by the Council and funded by the city’s budget, this initiative requires no new tax revenue.
Instead, Dr. Chicotsky could direct staff to update guidelines and coordinate with the City Secretary’s office on application procedures. This preserves fiscal responsibility while upholding the city’s charter provisions and complying with state laws governing municipal courts.
Dr. Chicotsky values public safety officers and believes morale and retention among police, fire, and EMS personnel improve when their service is recognized. Fort Worth can mark National Police Week, offer Fire Prevention Month proclamations, and hold celebratory events. The City of Fort Worth has taken some steps in these helpful recognitions: for example, it launched the R3 First Responder Wellness initiative (a public-private partnership) with mayoral and chief support.
Council has also accepted grants (e.g. a $175K state trauma recovery grant) to support first responders’ well-being. Building on these efforts, Dr. Chicotsky will champion an annual “First Responders Day” celebration and awards ceremonies deemed appropriate by departments, rallying community partners (e.g., businesses, nonprofits, and hospitals) to sponsor events or express tokens of appreciation.
Dr. Chicotsky would introduce an annual resolution expressing gratitude for local police, first responders, and firefighters among existing community engagement funds or sponsorships by donors. These actions would align with Fort Worth’s tradition of recognizing public safety service while avoiding property tax increases (often funded by general funds or philanthropic contributions). Relevant state practices (e.g. designated honor days under Texas government code) and national “911” commemorations provide models for such civic honor programs.
Strong schools support neighborhood stability and workforce readiness. Fort Worth must improve student outcomes by more closely aligning city resources with school needs (e.g., safe routes, library partnerships, mentoring, and the elimination of programs deemed non-competitive for industry).
While Texas law separates city and school governance, cities can convene advisory groups or interlocal committees under LGC Ch. 791. Fort Worth already engages with education: its Community Engagement Office assigns liaisons to neighborhoods and schools, holding educational sessions in schools and aiding communication.
Similarly, the Mayor’s Council on Education & Workforce (an advisory body created in 2022) brings together city, business, and education leaders to bolster career readiness which needs to be amplified. Dr. Chicotsky would establish a district-level Education Advisory Committee of local parents, teachers, and administrators to advise on city programs that affect schools (traffic safety, park facilities, after-school space).
Dr. Chicotsky will meet with Fort Worth ISD representatives or Tarrant County College to advocate for joint projects (e.g. applying for state Safe Routes-to-School grants for sidewalk improvements near District 3 schools and increased vocational training programs).
Such planning may consider drawing on existing staff in Transportation or Parks. Costs would be limited to staff time or small meeting expenses; educational grants or private-school/faith partnerships might also support enrichment programs. This approach leverages established public-private education initiatives without expanding the city’s core service mandate.
Long-term district projects create a lasting legacy and community pride. Each Fort Worth councilmember typically identifies signature capital or community programs for their district. The City’s Capital Improvement Program (CIP) is the formal mechanism for funding such projects – projects must be proposed by Council and approved in the biennial budget.
For example, Fort Worth’s Las Vegas Trail neighborhood plan (in District 3) partnered with the YMCA to build a “Rise Community Center” with cultural and social services. This area also has a neighborhood improvement plan involving police, code, infrastructure, and community groups.
Dr. Chicotsky may consider use of CIP and bond programs to advance new parks, trails, or rehab projects identified in public planning. This would involve soliciting input through public meetings, working with city departments (Parks, Transportation, Police), and seeking co-funding from private partners or grants.
For example, if a legacy initiative is a park enhancement or library in the district, Dr. Chicotsky would push for its inclusion in an upcoming bond proposition, then help secure nonprofit sponsorship or private sector donations for furnishings.
By tapping voter-approved bonds, neighborhood empowerment zone funds, or philanthropic groups, these initiatives can proceed without raising the city tax rate. The district’s ongoing CIP projects (e.g., playground replacements, road or drainage improvements) exemplify how Council-led legacy projects can be financed through the city’s existing capital and grant processes.
Fort Worth periodically issues municipal debt to fund infrastructure (roads, utilities, public safety). Voter-approved general obligation bonds (covering streets, parks, libraries, etc.) and revenue bonds (for utilities) are key tools. For example, voters have just reviewed a $845M bond program in 2026 covering sidewalks, streets, fire stations, and more.
Dr. Chicotsky is actively working with the City Manager's office to innovate with new product issuances for capital markets, such as the "Fort Worth Gold Reserve," among other promising ideas that would create new revenue inflows to the city.
Whether new issuances or the more standard bond packages, Dr. Chicotsky can influence such issuances by proposing priority projects (through Council committees and community feedback) and then advocating at bond elections and council votes. Texas law requires voter approval for general obligation debt (Texas Const. art. XI, Sec. 5; LGC Ch. 133), so Dr. Chicotsky’s role is building coalition and voter awareness for District 3 needs.
Other instruments include Certificates of Obligation (COs) or Public Improvement District bonds for water and sewer under LGC Ch. 1502. Revenue bonds for water/sewer projects are repaid from utility fees, not property taxes. All of these tools bring outside capital into District 3: Dr. Chicotsky would work with Financial Management and FWLab staff to structure deals that match project payback sources (avoiding general tax hikes).
Leveraging intergovernmental grants (state TxDOT or federal infrastructure funds) and developer reimbursements can supplement this borrowing. In short, Dr. Chicotsky will responsibly review bond issuance and debt financings for local projects, ensuring debt service is covered by targeted revenues and not by increasing the ad-valorem rate.
Public Improvement Districts (PIDs) are self-funded zones where property owners pay extra assessments for local enhancements. For example, downtown Fort Worth (PID No. 1, created in 1986) uses a PID to pay for enhanced landscaping, safety patrols, and events. Texas law (Local Government Code Ch. 372) authorizes cities to create PIDs by petition and ordinance. Fort Worth’s website notes that PIDs fund such improvements and services through special assessments on property owners.
Dr. Chicotsky will encourage the formation or renewal of PIDs in District 3’s commercial and residential neighborhoods (for instance, areas around Ripley Arnold or near Benbrook) by helping organize property-owner petitions and advising on the required services plan.
Once formed, PIDs operate via a board (often management companies) under city oversight. The councilmember can also support existing PIDs in the district (like the Las Vegas Trail PID) by attending annual review hearings and helping resolve any issues.
Importantly, PIDs raise their own revenue (owner assessments) so they improve local areas at no cost to general city funds or tax rates. With a PID, a neighborhood can invest directly in beautification (streetscape, trees, lighting) and maintenance, leveraging private funds for public benefit. By promoting such local empowerment districts, Dr. Chicotsky will help maintain neighborhood character and infrastructure without raising city taxes.
Tax Increment Financing (TIF) districts can attract redevelopment without raising the base tax rate. In Fort Worth, City Council creates TIF reinvestment zones under Chapter 311 of the Texas Tax Code. In a TIF, the growth in property tax revenues (from the base year) is set aside for reinvestment in that zone. For example, Fort Worth has used TIFs downtown and in old industrial areas to fund infrastructure and parking.
Dr. Chicotsky will carefully examine any existing or proposed TIF zones covering the district, ensuring captured funds are spent on needed public improvements (sidewalks, lighting, utilities) and not diverted from essential services.
If a new commercial or blighted area in District 3 (such as a strip center corridor) could benefit from revitalization, Dr. Chicotsky will work with city staff, county officials, and landowners to propose a TIF.
This involves conducting an economic feasibility study and passing an ordinance (requiring a finding of “deterioration” per law). Since TIF revenue comes from increases in development value, it generates “new” money for projects like streets or parks without increasing the tax rate on existing properties.
Dr. Chicotsky believes oversight is appropriate; he will monitor TIF plans and ensure transparency (annual reports are legally required) so that public funds serve intended redevelopment goals.
Fort Worth has dozens of advisory boards and commissions (Arts Commission, Civil Service, Park Board, etc.) that shape policy in parks, transportation, planning, and more. Councilmembers appoint many of these positions (some appointed by district, others at-large) in accordance with city charter or ordinance.
Dr. Chicotsky will actively recruit qualified residents to serve on these boards, emphasizing competence, passion, experience, and industriousness. This might involve publicizing vacancies at local events, consulting neighborhood associations, and using interviews to vet applicants.
Dr. Chicotsky may also serve on nominating committees (if any exist) and will participate in Council votes on appointments. By placing engaged District 3 citizens on key committees (for example, a land use plan commission seat or the Board of Adjustment), Dr. Chicotsky ensures the district’s voice in city decisions.
These are volunteer positions, so costs are negligible. This low-cost approach leverages the council’s charter authority to create citizen advisory bodies and reinforces local input in government operations.
Along with punitive deterrence against criminal behavior, strong infrastructure, and low taxes, economic vitality depends on attracting businesses and talent. Fort Worth’s government can increase its partnership with the Fort Worth Chamber and other business groups to recruit employers and develop the workforce.
For instance, in 2025 the Chamber launched a regional “Talent Committee” to address skill gaps, explicitly including local government collaboration. Dr. Chicotsky will engage in these efforts by participating in Chamber-led business outreach and by facilitating partnerships between schools, community colleges, and industry.
This could include convening job fairs or “talent pipeline” summits in District 3, working with Workforce Solutions Tarrant County and TRWD’s business arm. Dr. Chicotsky might also support city economic incentives (such as Chapter 380 grants, tax abatements) to recruit targeted employers to the district, as allowed by state law.
These activities would involve coordinating with the City’s Economic Development department and the Chamber, without requiring new taxes. In practice, grants from Workforce Development Funds or Skills programs (administered by the state or county) can train local workers at little cost to the city. By aligning council priorities with the Chamber’s recruitment initiatives, District 3 can attract jobs and investment, leveraging public-private partnerships and existing economic development tools.
Community civic, military, and economic heritage fosters civic pride in a distinctly Fort Worthian manner, while avoiding cynicism involved in abstract grievances or contemporary narratives that overemphasize identity politics. Fort Worth has an active Historic Preservation program, including a system of local landmark designations and plaques.
The City offers bronze “Landmark Plaques” for properties recognized as significant, encouraging owners to commemorate their history. For instance, Dr. Chicotsky will nominate local landmarks (churches, old schools, notable homes) to be officially marked. The council can also pass resolutions to celebrate anniversaries of historic events in the district or support a walking-tour brochure. Establishing a district “Heritage Month” or sponsoring a historical marker installation (through the Texas Historical Commission’s marker program) are other options.
These actions cost only a few hundred dollars per plaque or sign, which can be funded from existing grants or partnership with local historical societies. By working with Fort Worth’s Historic & Cultural Landmarks Commission and leveraging the Texas Gov. Code’s heritage provisions, Dr. Chicotsky ensures that District 3’s history is recognized. This approach maintains the character of older neighborhoods and schools while engaging schools, churches, and civic groups in educational commemorations.
To maintain fiscal accountability, city is appropriately audited by an independent office. Fort Worth’s Charter establishes a City Auditor’s Office that reports to Council, conducting risk-based audits of city operations. This audit function already covers budgeting and compliance.
Dr. Chicotsky will call for robust follow-up on audit findings or propose expansion of audit scopes (for example, a focused review of project management or grant usage in the district). He will also advocate for hiring external auditors for high-profile programs, or establishing an Audit Committee (as some cities have) for public oversight.
In Texas, state law (Local Government Code 103) mandates annual financial audits; Fort Worth contracts with independent CPAs as required. The key is ensuring Council has timely reports to question inefficiencies.
Since the City Auditor is funded through the budget, no new tax is needed – Dr. Chicotsky would simply seek to prioritize audit reviews of areas like Council project allocations or bond expenditures.
Dr. Chicotsky encourages residents to sign up for city newsletters and alerts. He will issue a regular e-newsletter summarizing council actions, constituent services, budget news, and upcoming meetings. This will be executed through a mix of the city's email platform (to comply with public record rules) and promoted on social media.
Due to state open meeting and election law limits on political messaging, all messaging officially from the city will be void of political messaging. Producing a digital newsletter reduces print costs. By using the City’s existing communications infrastructure, along with Dr. Chicotsky's marketing channels, the newsletter aims to improve constituent awareness at minimal expense, fitting within the council’s office budget.
Dr. Chicotsky believes citizens benefit from knowing their councilmember’s public schedule. Fort Worth posts all official City Council and committee meeting dates on its online calendar. Dr. Chicotsky will similarly publish a monthly calendar of planned public events and office hours (e.g. town halls, neighborhood walks, staffed open-office times).
This could be on the council website and in the newsletter. While Texas Gov. Code 551.041 requires formal notice of official meetings, informal office hours are not regulated meetings but announcing them increases engagement.
The cost is negligible: it simply involves using the city’s website or social media and up-to-date newsletter. By doing so, Dr. Chicotsky aims to assist constituents with scheduling attendance at public events, reinforcing accountability, and increasing approachability in governance.
Open bidding processes ensure fairness and community benefit. Fort Worth has made its procurement transparent: all current bids and contract opportunities are posted online via the Bonfire platform, and closed contracts are searchable as well.
Dr. Chicotsky will help local businesses tap into these opportunities by publicizing relevant bid announcements in district communications and hosting contractor outreach workshops in coordination with the Purchasing Office.
The Council must approve major contracts (over a threshold) by ordinance, but individual council offices sometimes have small contracting discretion for office services. By requesting that even smaller purchases use competitive bidding (per Local Gov’t Code Ch. 252 on procurement), Dr. Chicotsky will increase transparency and merit-based decisions.
There is no significant cost here – it uses web resources and staff time – and it can lead to better pricing and local vendor participation without affecting taxes. Alerting District 3’s businesses and nonprofits to city contracting opportunities helps them compete for public projects, aligning with Dr. Chicotsky's commitment to open government.
Dr. Chicotsky believes accessible staffers are crucial for constituent service. Fort Worth’s council offices each have dedicated staff; for example, the District 2 office page lists its District Directors by name and office hours. Dr. Chicotsky will ensure similar visibility: publish office contact and staff roles on the website, hold regular “office hours” in neighborhood centers, and respond promptly to calls or emails.
Cost-wise, this generally uses existing staff allocations and can be supplemented by volunteer interns. Encouraging staff to attend local association meetings increases accessibility without extra city expense. By making the council office easily reachable and having staff mobile in the community, Dr. Chicotsky aims to foster constituent trust and ensure concerns are addressed quickly.
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