Jun 13, 2023 Council Government Performance & Financial Management Committee

HELLO? WE HEAR YOU.

[Council Government Performance & Financial Management Committee on June 13, 2023. ]

[00:00:03]

OKAY. THEY GOT THE THUMBS UP.

THANK YOU, CHAIRMAN ATKINS.

SO IT IS 1:08 AND I'M GOING TO CALL THE MEETING OF THE GOVERNMENT PERFORMANCE AND FINANCIAL MANAGEMENT COMMITTEE TO ORDER.

TODAY IS JUNE 13TH, AND OUR FIRST ORDER OF BUSINESS IS APPROVAL OF THE MINUTES FROM MAY 22ND.

SO MOVED. THERE'S A MOTION TO APPROVE.

IS THERE A SECOND? THERE'S A SECOND.

ARE THERE ANY CORRECTIONS OR CHANGES TO THE MINUTES? HEARING NONE. ALL THOSE IN FAVOR OF THE MOTION, PLEASE SAY AYE.

AYE. ANY OPPOSED? MOTION CARRIES UNANIMOUSLY.

WE HAVE A VERY FULL AGENDA.

AND SO WE'RE GOING TO MOVE THROUGH THESE AS FAST AS WE CAN.

OUR FIRST ITEM IS FROM DEVELOPMENT SERVICES, AND I KNOW MAJEED SAID HE WASN'T ABLE TO BE HERE.

HE SENT SOMEBODY IN HIS PLACE.

WE'RE GOING TO ASK FOR NO PRESENTATION.

WE HAVE RECEIVED THE UPDATE OF YOUR PRESENTATION, BUT I WOULD LIKE TO ASK IF THERE ARE ANY QUESTIONS ON WHAT'S BEEN SHARED WITH US PREVIOUSLY ON THE POSTING.

NO. OKAY.

WELL, I BELIEVE WE HAVE NO QUESTIONS.

SO YOU CAN PLEASE REPORT BACK THAT YOU DID A FABULOUS JOB.

OKAY. THANK YOU VERY MUCH.

MOVING TO OUR NEXT ITEM, WE HAVE OUR CITY AUDITOR WHO IS SHARING HIS PROPOSED 24 BUDGET.

CHAIR MENDELSOHN AND MEMBERS OF THE GPFM COMMITTEE.

I'M PRESENTING OUR PRELIMINARY FISCAL YEAR BUDGET FOR 2023-24, WHICH IS HARD TO BELIEVE, BUDGET PROPOSAL.

THE REASON I'M HERE IS BECAUSE IN THE CITY CHARTER IT IS REQUIRED FOR THE COUNCIL TO APPROVE THE BUDGET INDEPENDENT PRIOR TO THE CITY MANAGER'S BUDGET BEING PROPOSED. SO ON SLIDE TWO, WE HAVE OUR BUDGET PROPOSAL, WHICH IS FOR 3.226085 OR $3.2 MILLION DOLLARS.

WE'RE TRYING TO BASICALLY KEEP A BALANCED BUDGET, NOT TAKING A CUT IN THE BUDGET FOR THIS YEAR.

WE'VE TAKEN CUTS FOR THE LAST COUPLE OF BUDGET CYCLES.

AND SO IF YOU GO TO SLIDE FOUR, WE'LL SHOW THAT ON THE HISTORY OF THE OFFICE OF THE AUDITOR'S BUDGET. SO AT 3.226, WE'RE STILL BELOW WHAT IT WAS IN 2020 AND WE STILL HAVE $430,000 FOR CO-SOURCING AUDITS, WHICH REPRESENTS 13% OF OUR BUDGET.

AND WE HAVE A STAFFING LEVEL OF 20.5 FULL TIME EQUIVALENTS IN THIS BUDGET PROPOSAL.

AND LET'S SEE WHAT ELSE.

THE BUDGET IS ALSO DEPENDENT ON ANY FUTURE MERIT INCREASES, WHATEVER THE COUNCIL APPROVES, AND PENSION COSTS AND ALL THOSE MISCELLANEOUS THINGS THAT ARE THERE.

THAT'S KIND OF OUR COMMON DISCLAIMER THAT WOULD HOPEFULLY ENJOY WHATEVER COUNCIL HAS APPROVED.

AND SO SLIDE SEVEN IS A MEMBER OF THE AMENDED THE CHARTER PROPOSITION.

AND SO THIS ITEM IS ON THE JUNE 28TH CONSENT AGENDA.

SO WHAT WE'RE LOOKING FOR IS A RECOMMENDATION FROM GPFM, AND I'M HERE TO ANSWER ANY QUESTIONS.

WELL, THANK YOU. THAT WAS A VERY SWIFT PRESENTATION.

I JUST WANT TO COMMEND YOU ON HAVING INCLUDED THE AUDIT BUDGETS FOR OTHER CITIES IN THE APPENDIX, SO I APPRECIATE THAT.

COUNCIL MEMBERS, DO YOU HAVE ANY QUESTIONS FOR MR. SWANN? COUNCIL MEMBER RIDLEY.

MR. SWANN, WHAT IS THE CO-SOURCING PORTION OF YOUR BUDGET? IT'S $430,000.

NO, I MEAN, WHAT DOES THAT ENCOMPASS? AND SO CERTAIN AUDITS, THEY HELP SUPPLEMENT OUR AUDIT WORK THEY'RE DOING.

BAKER TILLY IS CURRENTLY DOING ALL THE H.R.

TALENT ACQUISITION AUDITS.

WEAVER HAS DONE A LOT OF OUR SEVERAL OF OUR IT AUDITS THEY'RE DOING RIGHT NOW.

WE HAVE THEM OUT A CONTRACT FOR THEM TO DO THE POLICE BODY CAMERA AND IN-CAR CAMERAS AUDITS.

OKAY SO IT'S JUST ANOTHER TERM FOR OUTSOURCING.

YEAH, BUT WE HAVE TO DO A LOT OF WORK TO MANAGE THOSE.

SO I'LL CALL IT CO-SOURCING.

IT'S STILL WE HAVE TO KIND OF HELP SET UP APPOINTMENTS FOR THEM AND TRY TO KEEP THE INFORMATION FLOWING SO THAT THEY CAN ACCOMPLISH THEIR AUDITS.

I UNDERSTAND. THANK YOU.

THANK YOU VERY MUCH.

I DO WANT TO NOTE AGAIN ON ON SLIDE FOUR, WHERE YOU HAVE THE HISTORY OF THE BUDGET FOR THE DEPARTMENT AND YOU KNOW, YOU HAVE

[00:05:09]

AND WE DEFINITELY WANT YOU TO BE ABLE TO KEEP YOUR STAFF.

SO WE DO WANT YOU TO STAY COMPETITIVE AND MAKE SURE THAT THIS IS A GOOD WORKPLACE FOR THEM AS WELL.

SO WITH THAT, IS THERE A MOTION TO RECOMMEND THIS BUDGET TO COUNCIL? SO MOVED. THERE'S A MOTION AND A SECOND TO RECOMMEND THIS TO COUNCIL.

IS THERE ANY DISCUSSION? HEARING NONE. ALL THOSE IN FAVOR, PLEASE SAY AYE.

ANY OPPOSED? MOTION CARRIES UNANIMOUSLY.

THANK YOU VERY MUCH. THANK YOU VERY MUCH.

OUR NEXT ITEM IS ITEM C, THIS IS THE CITY ATTORNEY'S BUDGET FOR FISCAL YEAR 24.

MADAM CHAIR, WHILE WE'RE PULLING UP OUR SLIDE SHOW, I'M HAPPY TO INTRODUCE THE FOLKS THAT I HAVE HERE TODAY.

MY NAME IS TAMMY PALOMINO, AND I'M THE INTERIM CITY ATTORNEY FOR THE CITY OF DALLAS.

I HAVE ASKED JENNIFER HUGGARD, WHO'S THE CHIEF OF OUR LITIGATION DIVISION, TO ATTEND, AS WELL AS BERT VANDENBERG, HE'S THE INTERIM CHIEF OF OUR GENERAL COUNSEL DIVISION.

I ALSO ASKED OTHERS JUST IN CASE WE HAVE QUESTIONS.

BUT TODAY I JUST WANTED TO THANK THE COMMITTEE FOR GIVING ME AN OPPORTUNITY TO PREVIEW OUR BUDGET.

SO THE CHARTER IS A LITTLE DIFFERENT FOR THE CITY ATTORNEY'S OFFICE THAN FOR THE AUDITOR'S OFFICE.

UNDER THE CHARTER, EVERY DEPARTMENT THAT IS NOT UNDER THE DIRECT CONTROL OF THE CITY MANAGER SHALL FURNISH TO THE CITY MANAGER FOR THE USE IN PREPARATION OF RECOMMENDATIONS TO THE CITY COUNCIL, A DETAILED BUDGET ESTIMATE OF OUR NEEDS AND REQUIREMENTS FOR THE FOLLOWING YEAR.

I ALSO WANTED TO POINT OUT SOMETHING VERY UNIQUE TO THE CITY ATTORNEY'S OFFICE IN THE CHARTERS THAT THE CITY ATTORNEY AND ALL ASSISTANT CITY ATTORNEYS SHALL DEVOTE THEIR ENTIRE TIME TO THE SERVICE OF THE CITY.

OUR MISSION IN THE CITY ATTORNEY'S OFFICE IS TO PROVIDE THE HIGHEST QUALITY LEGAL SERVICES TO THE CITY COUNCIL, CITY MANAGER, CITY DEPARTMENTS, BOARDS AND COMMISSIONS IN THE CITY IN THE MOST ETHICAL, TIMELY, EFFICIENT AND COST EFFECTIVE MANNER.

I WANTED TO GIVE YOU A QUICK OVERVIEW OF OUR OFFICE.

WE HAVE THE GENERAL COUNSEL DIVISION, THE LITIGATION DIVISION, THE INSPECTOR GENERAL DIVISION.

WHAT'S MISSING ON THIS SLIDE IS THE COMMUNITY OUR COMMUNITY COURTS, WHICH I WILL HIGHLIGHT TODAY, AND OUR ADMINISTRATIVE SUPPORT.

QUICKLY. THE GENERAL COUNSEL DIVISION PROVIDES LEGAL SERVICES THAT ADDRESS A FULL SPECTRUM OF MUNICIPAL AFFAIRS AND TRANSACTIONS.

WE DRAFT ORDINANCES, RESOLUTIONS.

WE NEGOTIATE COMPLEX CONTRACTS.

WE PROVIDE LEGAL ADVICE TO CITY COUNCIL, TO CITY DEPARTMENTS, AND WE REPRESENT A VARIETY OF CITY BOARDS AND COMMISSIONS.

OUR GENERAL COUNSEL IS DIVIDED AND ORGANIZED INTO SIX PRACTICE AREAS.

THOSE PRACTICE AREAS AND RESPONSIBILITIES ARE BASED ON THE FUNCTIONS OF THE CITY AND THE PRIORITY OF THE CITY.

I'M SORRY. I THINK WE HAVE THE WRONG VERSION OF THE SLIDESHOW IN HERE.

I APOLOGIZE. CHAIRMAN ATKINS, THE CITY ATTORNEY'S OFFICE WANTS ME TO LET YOU KNOW THAT YOU HAVE TO HAVE YOUR CAMERA ON PLEASE.

I'M GOING TO GO GRAB OUR.

IF WE COULD JUST PAUSE FOR JUST A MOMENT.

THANK YOU.

[00:10:05]

APPRECIATE YOUR HELP, TAMMY.

TECHNOLOGY. WE DON'T HAVE TENNELL'S.

I'M SORRY. WE DON'T HAVE COUNCIL MEMBER ATKINS FACE ON CAMERA.

AND HE'S SAYING HE'S GOT A NETWORK PROBLEM.

THERE WE GO. OKAY.

OKAY, NEXT SLIDE. YOU COULD SEE THE BREAKDOWN OF GENERAL COUNSEL EMPLOYEES.

WE HAVE 48 AND THEY'RE DIVIDED INTO THE SIX SECTIONS THAT I MENTIONED ECONOMIC AND COMMUNITY DEVELOPMENT, GOVERNMENT SERVICES, MUNICIPAL REGULATORY, REAL ESTATE AND CONSTRUCTION, POLICE LIAISON AND DFW AIRPORT.

NEXT SLIDE. OUR LITIGATION DIVISION DEFENDS THE CITY AGAINST CLAIMS AND LAWSUITS IN A VARIETY OF LEGAL MATTERS RELATED TO THE DAY TO DAY OPERATION OF THE CITY.

THEY MANAGE ALL PHASES OF LITIGATION AND HANDLE A WIDE RANGE OF ISSUES INVOLVING CITY CODE VIOLATIONS, ENVIRONMENTAL REGULATIONS, PERSONAL INJURY AND THE LIKE. THEY ALSO PURSUE AGAINST BUSINESSES AND INDIVIDUALS FOR VIOLATIONS THAT AFFECT QUALITY OF LIFE IN THE CITY OF OUR RESIDENTS IN THE CITY AND SEEK TO RECOVER FUNDS OWED TO THE CITY.

OUR LITIGATION DIVISION IS DIVIDED INTO EIGHT SPECIALIZED SECTIONS.

NEXT SLIDE.

THERE ARE 91 ATTORNEYS IN THE LITIGATION DIVISION COVERING A WIDE VARIETY FROM COMMUNITY PROSECUTION, MUNICIPAL PROSECUTION, GENERAL LITIGATION, TORTS, BANKRUPTCY AND COLLECTIONS, EMPLOYMENT AND OUR APPELLATE DIVISION OR SECTION.

NEXT IS OUR COMMUNITY COURTS.

COMMUNITY COURTS SECTION FOCUSES ON REHABILITATING AND ASSISTING DEFENDANTS WHILE AT THE SAME TIME HELPING TO RESTORE THE COMMUNITY.

DEFENDANTS ARE PROVIDED SERVICES THAT THEY MAY NEED AND MAY ALSO BE REQUIRED TO PERFORM COMMUNITY SERVICES AND MAY BE ALSO REQUIRED TO ATTEND REHABILITATIVE AND EDUCATIONAL PROGRAMS. ONE OF OUR COURTS IS NATIONALLY KNOWN AS WAS SELECTED BY THE US DEPARTMENT OF JUSTICE, BUREAU OF JUSTICE ASSISTANCE TO SERVE AS A NATIONAL MENTOR COURT SO THAT COURT RECEIVES SUPPORT FROM THE CENTER OF COURTS INNOVATION.

AND THEY ALSO ARE A VISITING AND MODEL COURT AROUND THE COUNTRY.

NEXT SLIDE. COMMUNITY COURTS HAS 17 EMPLOYEES AND WE HAVE THE SOUTH DALLAS COMMUNITY COURT.

WE HAVE THE WEST DALLAS COMMUNITY COURT.

NORTHEAST COMMUNITY COURT AND THE SOUTH OAK CLIFF COMMUNITY COURT.

I JUST WANTED TO FOCUS ON THAT THEY HAVE HANDLED MORE THAN 1900 CITATIONS AND WE HAVE SERVED MORE THAN 89% OF OUR LOW TO MODERATE RESIDENTS.

THE INSPECTOR GENERAL DIVISION IS AN INDEPENDENT INVESTIGATIVE AUTHORITY THAT IDENTIFIES, INVESTIGATES AND RESOLVES ETHIC ISSUES WITHIN THE CITY.

THEY RECEIVE, INVESTIGATE AND PROSECUTE COMPLAINTS AND MAKE INITIAL DETERMINATIONS REGARDING COMPLAINTS RECEIVED THROUGH THE FRAUD, WASTE AND ABUSE HOTLINE.

THEY ALSO PROVIDE CONFIDENTIAL ADVISORY OPINIONS AND GENERAL ADVISORY OPINIONS TO CITY OFFICIALS AND CITY EMPLOYEES.

THEY PROVIDE TRAINING AND INFORMATION TO OUR CITY EMPLOYEES AND OUR CITY OFFICIALS RELATED TO THE CODE OF ETHICS.

THEY ARE COMPRISED OF ATTORNEYS, INVESTIGATORS AND SUPPORT STAFF.

THEY ISSUE QUARTERLY REPORTS TO THE ETHICS ADVISORY COMMISSION, THE CITY COUNCIL, CITY AUDITOR AND THE CITY MANAGER.

NEXT SLIDE. THEIR FIRST FISCAL YEAR IN 21-22, THEY PROCESSED 109 COMPLAINTS. THIS YEAR SO FAR, 168.

THEY COMPRISE OF 14 EMPLOYEES.

THEY ALSO ARE WORKING ON TWO PHASES OF THE INSPECTOR GENERAL.

PHASE ONE WAS ESTABLISHING THE ACTUAL DIVISION, AND PHASE TWO WILL NOW BE MOVING INTO MORE OF A MASTER PLAN FOR COMMUNICATIONS AND EDUCATION.

NEXT SLIDE.

LASTLY, WE HAVE AN ADMINISTRATIVE SUPPORT SECTION THAT PROVIDES LEGAL, EXECUTIVE AND ADMINISTRATIVE SUPPORT FOR THE CAO.

THAT INCLUDES THE EXECUTIVE ASSISTANT AND OTHER PERSONNEL THAT HELP WITH MANAGING FINANCES, RISK SAFETY RECORDS, RETENTION, PHYSICAL FILES AND THE LIKE.

NEXT SLIDE.

THERE ARE 19 ADMINISTRATIVE AND EXECUTIVE ON THE ADMINISTRATIVE AND EXECUTIVE TEAM.

[00:15:02]

SO I WANT TO TALK A LITTLE BIT ABOUT OUR BUDGET DEVELOPMENT PROCESS THIS YEAR.

WE SOUGHT TO FEEDBACK FROM THE CITY MANAGER'S OFFICE REGARDING THEIR PRIORITIES FOR 23-24.

WE THOUGHT IT WAS IMPORTANT TO UNDERSTAND WHAT THEY'RE GOING TO BE PROPOSING TO CITY COUNCIL SO THAT WE COULD ALSO MAKE SURE THAT OUR WORKLOAD REPRESENTS THAT.

SO SOME OF THE HIGHLIGHTS THEY PROVIDED WERE THEIR FOCUSES ARE ON PROCUREMENT, HOUSING, OFFICE OF COMMUNITY CARE, OFFICE OF HOMELESS SOLUTIONS, ECONOMIC DEVELOPMENT, AND THEY REQUESTED FROM US MORE TRAINING.

WE ALSO LOOKED AT THE STANDING COMMITTEE PRIORITIES OF THE CITY COUNCIL.

WE LOOKED AT OUR INTERNAL DATA AND WORKLOAD TRENDS AND WE FOCUSED ON RECRUITING AND RETENTION EFFORTS BY ADDRESSING COMPRESSION ISSUES AND STARTING SALARIES. SO BASED ON THIS INFORMATION, OUR PROPOSED FY 23-24 BUDGET HAS NO ADDITIONAL POSITIONS, VERY SMALL AMOUNT OF AN INCREASE, AND I'LL EXPLAIN THAT IN A LITTLE BIT AND TO MOVE TWO OF OUR RESOURCES OUT OF THE IG AND INTO OTHER SECTIONS TO BETTER MANAGE OUR WORKLOAD.

NEXT SLIDE. I JUST WANTED TO GIVE YOU A GLIMPSE OF OUR GENERAL COUNSEL WORKLOAD AND OUR PRIORITIES.

THIS GRAPH SHOWS YOU THE TOP TEN DEPARTMENTS AND WORKFLOW FROM THIS CURRENT FISCAL YEAR AND FROM SORRY, FROM THE PREVIOUS FISCAL YEAR AND THIS FISCAL YEAR.

YOU CAN SEE THAT HOUSING REMAINS HIGH VOLUME.

AND I WANTED TO POINT OUT THAT THIS NUMBER FOR THIS YEAR DOES NOT REFLECT OUR MAIN NUMBERS BECAUSE WE HAD ISSUES WITH THE RANSOMWARE.

SO I EXPECT THAT NUMBER IS QUITE A BIT HIGHER AROUND PROBABLY WHERE WE WERE LAST YEAR.

THAT IS A SIGNIFICANT VOLUME OF WORK FOR OUR OFFICE.

PLUS WE WANTED TO HIGHLIGHT IN THE CORNER, YOU CAN SEE THAT WE RECEIVE A LOT OF RUSH REQUESTS AND SO WE HAVE KIND OF A WORKLOAD REQUEST OF, YOU KNOW, 10 DAYS, 15 DAY, 20 DAY, 30 DAY TURNAROUND DEPENDING ON WHAT THE PROJECT IS.

SO WHAT YOU'RE SEEING IN THESE RUSHES IS THAT THEY'RE TRYING TO GET TO THE FRONT OF THE LINE.

THEY HAVEN'T FORECASTED OR SOMETHING HAPPENED.

THERE'S AN EMERGENCY.

SO WE GET A HIGH VOLUME OF THOSE AND SO IT BECOMES DIFFICULT TO PRIORITIZE THOSE KINDS OF THINGS.

SO I JUST WANTED TO POINT THAT OUT.

PLUS, IT DOESN'T REFLECT THESE NUMBERS DON'T REALLY TELL YOU FULLY THE TIME IT TAKES TO COMPLETE SOME OF OUR BIGGER PROJECTS.

SOME THAT I WOULD MENTION WOULD BE THE DART ILA, WHICH HAS TAKEN US MANY, MANY, MANY WEEKS OF NEGOTIATING AND, YOU KNOW, COUNCIL BRIEFINGS AND THE LIKE. OD MAPPING WAS A BIG PROJECT.

YOU'LL SEE THAT AS ONE NUMBER IN OUR SYSTEM, BUT IT TAKES A LOT OF TIME.

HENSLEY FIELD, YOU KNOW, THE BRIMER BILL AND THE CONSTRUCTION OF KAY BAILEY HUTCHISON.

SO I JUST WANT TO POINT OUT THAT THOSE ARE VERY BIG, LONG TERM PROJECTS THAT YOU GENERALLY GET 1 OR 2 NUMBERS IN THE SYSTEM FROM LITIGATION.

NEXT SLIDE. YOU CAN SEE THERE ARE TRENDS FROM LAST YEAR TO THIS YEAR ARE ABOUT THE SAME.

WE DO MAY ANTICIPATE SOME INCREASED VOLUME DEPENDING ON CERTAIN BILLS THAT MAY PASS THE LEGISLATURE THIS YEAR.

NEXT SLIDE.

I DO WANT TO POINT OUT THAT COMMUNITY PROSECUTION WORKLOAD PRIORITIES FROM LAST YEAR.

YOU CAN SEE THE NUMBERS FROM 316 THIS YEAR, THE SAME TIME, 546, A TREND UP IN THE NUMBER OF LAWSUITS.

OUR CIVIL PENALTIES HAVE DOUBLED THIS FISCAL YEAR.

SO I JUST WANTED TO POINT THAT OUT AS WELL.

NEXT SLIDE.

I WANTED TO FOCUS ON THE LAST ITEM THAT I MENTIONED, RECRUITING AND RETENTION.

DURING THIS YEAR ALONE, WE'VE HAD 34 RESIGNATIONS AND 5 RETIREMENTS.

THAT'S 21% OF OUR OFFICE THAT WE'RE CONSTANTLY HAVING TO HIRE, TRAIN AND, YOU KNOW, KEEP EMPLOYED.

MOST OF THOSE PEOPLE WHO LEAVE ARE ATTORNEYS IN THE 0 TO 12 YEARS OF LEGAL EXPERIENCE, AND THEY GO TO SIMILAR POSITIONS OUTSIDE THE CITY WITH HIGHER PAY.

WE HAVE CHALLENGES HIRING ATTORNEYS BECAUSE OUR STARTING SALARIES ARE LOWER THAN THE COMPARABLE MUNICIPALITIES AND OTHER GOVERNMENTAL ENTITIES.

AND THEN WE HAVE SOME DIFFICULTY RECRUITING FOR POSITIONS THAT REQUIRE AREAS OF EXPERTISE.

AGAIN, SALARY IS ALWAYS THE DRIVER.

HR HAS DONE A GREAT JOB IN HELPING US AND THE WHOLE CITY WITH THE COMPENSATION STUDY AND IT'S HELPED A LOT IN SOME AREAS, INCLUDING THE STARTING SALARIES.

BUT IT CREATES A COMPRESSION WHERE YOU HAVE SOMEBODY WHO'S A ZERO ATTORNEYS NOW STARTING AT WHERE AN EIGHT YEAR ATTORNEY MIGHT BE.

AND SO YOU HAVE TO FIX THE COMPRESSIONS.

[00:20:02]

SO THE PROPOSED BUDGET INCLUDES GETTING US A LITTLE BIT CLOSER TO THE MIDPOINT IN THE 0 TO 12, STARTING SALARIES AND ADJUSTMENTS AS NEEDED FOR CURRENT CITY ATTORNEY EMPLOYEES TO RESOLVE THOSE COMPRESSION ISSUES, AND THAT WE'VE CALCULATED AT ABOUT 170 INCREASE IN OUR BUDGET.

NEXT SLIDE. I WANTED TO EXPLAIN THIS SLIDE BECAUSE IT LOOKS LIKE WE'RE ASKING FOR A LOT OF MONEY AND THAT IS NOT ACCURATE.

SO LET ME JUST TALK ABOUT THE PERSONNEL ISSUES.

SO THAT IS ABOUT $2.8 MILLION DOLLARS INCREASE.

BUT I WANTED TO GO OVER WHAT THOSE INCREASES ARE THAT ARE MUCH OUT OF OUR WELL, HELPFUL, BUT WE'RE REQUIRED TO PUT THEM IN OUR BUDGET.

SO SOME OF THOSE ARE THE COMPENSATION INCREASES FOR THIS YEAR, WHICH WE HAVE TO FUND ALL FOR FULLY FOR NEXT YEAR.

AND THOSE CAME IN IN APRIL.

SO IT'S GOING TO COST US FOR THE FULL YEAR NEXT YEAR MERITS FOR 22-23.

I HAVE TO ACCOUNT FOR THE FULL MERITS NEXT YEAR.

WE BUILD INTO OUR BUDGET A MERIT FOR 23-24.

THAT'S A VARIABLE.

DEPENDING ON WHAT COUNCIL DOES, THAT NUMBER WILL GO DOWN.

HEALTH INSURANCE COSTS HAVE INCREASED SIGNIFICANTLY.

PENSION, FICA, THOSE INCREASE UPON THE MERITS AND THEN A REAL ADJUSTMENT.

AND THERE'S ONE OTHER VARIABLE THAT WE WORK WITH THE CITY MANAGER'S OFFICE WITH AFTER THIS TO INPUT OUR BUDGET.

ONE OF THE VARIABLES EXCUSE ME WILL BE VACANCIES.

USUALLY YOU BUDGET TO HAVE A FULL STAFF FOR THE FULL YEAR AND THEY HAVE A FORMULA THAT WILL REDUCE THAT DOWN.

WE JUST HAVEN'T TALKED TO THEM ABOUT IT.

I THINK IT'S ABOUT 4%, BUT YOU DON'T WANT TO PUT IT IN THERE BEFORE THEY ASK FOR IT.

SO REALLY, I'M TALKING ABOUT $170,000 FOR COMPRESSION AND STARTING SALARIES, AND THEN OUR SUPPLIES INCREASED BY 20,000 BECAUSE OF OUR METERING POSTAGE HAS GONE UP SIGNIFICANTLY.

AND THEN UNDER CONTRACTS, THERE ARE SACRED CODES AND THEN THERE ARE OTHER CONTRACTS THAT WE HAVE WITH WESTLAW OR OTHER SERVICES THAT GO UP 3 TO 5% A YEAR.

AND SO THAT'S OUR BUDGET PROPOSED BUDGET.

NOW, UNLIKE THE CITY AUDITOR, I WILL GO MEET WITH THE CITY MANAGER AND WE WILL TALK ABOUT OUR NEEDS.

AND IT'S YEAH, SO THAT'S OUR PROCESS AND WE'RE HERE FOR QUESTIONS.

GREAT. THANK YOU FOR THE PRESENTATION.

COMMITTEE ARE THERE QUESTIONS? CHAIRMAN WILLIS. YEAH.

THANK YOU. SO I WAS GOING BACK TO SLIDE 19.

HOW MANY VACANCIES DO YOU HAVE NOW AND WHAT'S THE IMPACT? YOU SAID JUST THE NATURE OF THE LOWER STARTING SALARY THAN OTHER MUNICIPALITIES AND GOVERNMENT ENTITIES.

WE HAVE 17 VACANCIES AND YOU'LL SEE THOSE VACANCIES.

AND SOME ARE THE HIGHEST VACANCIES, FOR INSTANCE, IN MUNICIPAL COURT THOSE ARE STARTING SALARIES.

WE HAVE, YOU KNOW, SIX MUNICIPAL PROSECUTOR VACANCIES.

AND SO THOSE ARE HIGH TURNOVER POSITIONS BECAUSE THEY'RE BRAND NEW ATTORNEYS.

AND THEIR STARTING SALARY, I BELIEVE, IS 75.

NO, IT'S 70.

70. THANK YOU.

ALL RIGHT. THANK YOU. CHAIRMAN ATKINS.

YES. TAMMY PERTAINING TO THE CITY ATTORNEY TO BE HIRED WHAT IS THE AVERAGE INCREASE THAT YOU NEED TO RETAIN ATTORNEY AND PAY.

IN THE PRESENTATION THAT I GAVE TODAY, WE ARE PROPOSING FOR OUR ZERO TO ABOUT 12 YEARS THEY ARE CURRENTLY, I BELIEVE, STARTING AT 77.

WE'RE PROPOSING TO MOVE THEM CLOSER TO 90, WHICH IS NOT EVEN THE MIDPOINT.

SO YOU'RE LOOKING AT ABOUT A $13,000 INCREASE IN PAY.

THAT'S OUR PROPOSAL FOR STARTING SALARIES.

AND THEN WE WOULD ALSO, DEPENDING ON THOSE STARTING SALARIES, WOULD BE FOR THE VACANCIES, AND THEN WE WOULD HAVE TO ADJUST THE CURRENT ATTORNEYS THAT ARE WORKING WITH US SO THAT THEY'RE NOT COMPRESSED AND MAKING THE SAME.

YOU NEED TO MOVE THEM UP A LITTLE.

HOW MUCH IS THAT? IT DEPENDS ON THE YEARS, YOU KNOW, AND OUR 0 TO 12, IF I HIRE A FIVE YEAR AT THE MIDPOINT, I'M GOING TO HAVE TO LOOK AT MY FIVE YEAR ATTORNEYS AND MAKE SURE THAT THEY'RE NOT COMPRESSED.

OKAY. SO A FIVE YEAR ATTORNEY GOING TO OPEN MARKET, HOW MUCH THE COST TO TRY TO KEEP THEM IN? I MEAN, THIS AIN'T THE FIRST TIME WE'VE DONE THIS.

I MEAN, THIS HAS BEEN GOING ON FOR THE ERA SINCE I'VE BEEN HERE.

WHEN WE LOSE THE ATTORNEY TO THE OUTSIDE, THERE ALWAYS BEEN A NUMBER THAT WE COULD NOT GET BUDGET TO, BUT WE

[00:25:10]

YOUR FIRST QUESTION IS, YES, WE HAVE LOOKED AT IT AND WE'VE SURVEYED OTHER CITY ATTORNEY'S OFFICE THROUGHOUT THE STATE AND THE COUNTRY, AND WE TEND TO HIRE ON THE LOW END AND WE BUDGET FOR THE LOW END.

AND SO WHAT I'M PROPOSING IS TO BEGIN TO START BUDGETING, AT LEAST AT THE 0 TO 12, CLOSER TO THE MID RANGE WHERE WE'RE COMPETITIVE WITH OTHER OFFICES OF OUR SIZE OR, YOU KNOW, SOME OF OUR REGIONAL CITY ATTORNEY'S OFFICE WHO ARE SMALLER BUT PAY MORE.

SO THAT'S MY PROPOSAL IS GET TO THE CLOSER TO THE MID POINT IN THE STARTING SALARY AND I THINK THAT WOULD HELP A LOT.

OKAY. SO WHAT IS OUR OPTION OR PROCESS IF YOU HAVE AN ATTORNEY THAT ABOUT TO LEAVE YOU AND YOU GOT TO REPLACE AN ATTORNEY, DO HR WHO HAVE THE AUTHORITY TO NEGOTIATE THAT PAY IN ORDER TO KEEP THAT ATTORNEY? OUR OFFICE DOES.

SO. SO YOU HAVE THAT AUTHORITY, ALL RIGHT.

YES. YES, WE DO DO THAT.

AND DID YOU GATHER A MAXIMUM AMOUNT THAT YOU COULD GO TO BEFORE YOU GO TO THE BUDGET OR THAT WAS BUILT INTO YOUR WHOLE BUDGET? WELL, I THINK YOU HAVE TO LOOK AT ALL OF THE OTHER ATTORNEYS THAT ARE AT THE SAME YEARS OF EXPERIENCE.

AND YOU CAN'T PAY SOMEBODY ELSE MORE TO KEEP THEM AND NOT PAY SOMEBODY WITH THE SAME EXPERIENCE LESS.

AND SO THAT'S THE FRUSTRATION.

SO IF WE MOVE TO THE MID RANGE, I THINK THAT GIVES US A LOT MORE FLEXIBILITY IN HIRING AND RETAINING.

ALL RIGHT. THANK YOU, MADAM CHAIRMAN.

THANK YOU. ARE THERE ANY OTHER COMMITTEE MEMBERS WITH QUESTIONS? OKAY. I HAVE ONE FOR YOU.

YOU'RE TALKING ABOUT SOME OF THE BIGGER PROJECTS AND CERTAINLY HOUSING.

A SURPRISE TO SEE THAT BAR CHART.

SO ARE YOU CHARGING THEM BACK FOR THAT THROUGH INTER-DEPARTMENTAL? I DON'T BELIEVE THAT IS HOW WE BUDGET ANYMORE.

WE DON'T CHARGE DEPARTMENTS.

IS THAT RIGHT, JACK? I APOLOGIZE. WOULD YOU RESTATE THE QUESTION? SURE. I WAS SAYING THAT THEY WERE POINTING OUT THE DIFFERENT DEPARTMENTS USE OF THEIR SERVICES, AND I WAS WONDERING IF ANY OF THAT IS BEING CHARGED BACK THROUGH INTER-DEPARTMENTAL? THANK YOU.

YES. THROUGH THE BUDGET PROCESS, WE DO AN INDIRECT COST STUDY SO THAT WE CHARGE BACK FOR CENTRAL SERVICES SUCH AS THE CITY ATTORNEY'S OFFICE OR THE BUDGET OFFICE, PROCUREMENT, ETCETERA.

WE CHARGE TO THOSE ENTERPRISE DEPARTMENTS THAT USE THE SERVICES AND THEN WE DO NOT CHARGE TO THE GENERAL FUND BECAUSE THE ATTORNEY'S OFFICE IS JUST PART OF THE GENERAL FUND.

BUT WE DO RECAPTURE WHEN YOU'RE WORKING ON THE WATER UTILITY, THE CONVENTION CENTER, AVIATION AND OTHER ENTERPRISE FUNDS.

SO I GUESS MY POINT WITH THAT WHEN I SAW THE HOUSING LIKE THAT IS THAT ONE WOULDN'T THINK THAT FUNDING CITY ATTORNEY IS ACTUALLY FUNDING HOUSING. BUT IT IS.

AND BECAUSE OUR HOUSING TRANSACTIONS ARE COMPLICATED AND, YOU KNOW, YOU'RE CLEARLY SPENDING A LOT OF TIME ON THEM BY SUPPORTING YOUR BUDGET, WE'RE ACTUALLY SUPPORTING HOUSING INITIATIVES.

SO ANYHOW, I JUST WANT TO MAKE THAT.

AND THEN I WAS WONDERING IF YOU COULD TELL ME FOR, YOU KNOW, ECONOMIC DEVELOPMENT IS OBVIOUSLY A GENERAL FUND ITEM, BUT WHEN WE START TALKING ABOUT THINGS LIKE HENSLEY, IF THAT'S BEING CHARGED BACK TO THAT PROJECT OR IF YOU'RE NOT CERTAIN AND OF COURSE I'VE ASKED I'M SORRY, I KNOW YOU'RE TRYING TO WORK ON THE NEXT THING. I APOLOGIZE. YES, THAT'S RIGHT.

SO THE QUESTION WAS SPECIFICALLY ON HENSLEY FIELD AND OTHER KIND OF ECONOMIC DEVELOPMENT PROJECTS, IF WE'RE SPECIFICALLY CHARGING BACK FOR THAT OR ONLY DOING IT FOR.

RIGHT NOW, WE'RE DOING IT ONLY FOR ENTERPRISE FUNDS AND NOT OTHER TYPES OF PROJECTS.

OKAY. ALL RIGHTY.

WELL, I DO WANT TO RECOGNIZE THAT YOU ARE NOT ASKING FOR ADDITIONAL STAFF.

YOU DID GET A NUMBER OF NEW STAFF MEMBERS THIS YEAR, AND SO LOOKS REASONABLE TO ME.

ARE YOU LOOKING FOR A RECOMMENDATION OR ARE YOU JUST WANTING TO SHARE THAT WITH US? I MEAN, I THINK IT WOULD BE GREAT FOR YOU TO AT LEAST ACKNOWLEDGE THAT THIS, YOU KNOW.

YES, I AM.

OKAY. IS THERE ANYONE WHO'D LIKE TO MAKE A MOTION? YES. MOVE TO MOVE THE ITEM FORWARD.

I'LL SECOND. OKAY. THERE'S A MOTION TO CAN I SLIGHTLY CHANGE YOUR WORDING TO JUST RECOMMEND THIS TO THE FULL COUNCIL AND CITY MANAGER? I GUESS TO THE CITY MANAGER.

SO THE SORT OF THE RESTATED WORDING AND THERE'S A SECOND.

[00:30:03]

ANY OPPOSED? OKAY. MOTION CARRIES UNANIMOUSLY.

THANK YOU. GOOD JOB.

SO I'M GOING TO JUMP OVER.

AND THIS IS WHAT JACK WAS DOING.

SO THANK YOU. I APPRECIATE THAT.

RECOGNIZING THAT WE HAVE THE ATMOS FOLKS SITTING HERE WAITING.

I WAS LOOKING TO JUST MOVE ITEM F AHEAD AND SEE IF NICK COULD GIVE US AN UPDATE.

WE WOULD NOT LIKE TO HAVE THE WHOLE PRESENTATION AGAIN, BUT IF YOU CAN TELL US A LITTLE BIT ABOUT WHAT'S HAPPENED SINCE OUR LAST MEETING WITH YOUR CONTINUED NEGOTIATIONS. THANK YOU.

GREAT. I BELIEVE WE HAVE NICK FEHRENBACH ONLINE.

HE'S OUT OF THE BUILDING TODAY.

AND THEN WE HAVE JANETTE WEEDON, DIRECTOR OF BUDGET MANAGEMENT SERVICES HERE IN THE CHAMBERS.

SO, NICK, I DON'T KNOW IF YOU HEARD THE CHAIR ASKED NOT TO GO THROUGH THE WHOLE THING, BUT JUST UPDATE ON WHAT HAS CHANGED SINCE LAST TIME.

GOOD AFTERNOON, CHAIR.

MEMBERS OF THE COMMITTEE.

JUST A QUICK UPDATE.

SINCE THE LAST MEETING WE HAVE MET WITH ATMOS ON FOUR DIFFERENT OCCASIONS TO TRY AND GO OVER THE PROPOSED SETTLEMENT.

WE HAVE NOT AGREED ON ANY CHANGES TO THAT PROPOSED SETTLEMENT AND STILL BELIEVE IT'S A REASONABLE OUTCOME GIVEN THE FACTS OF THIS CASE.

AND. I BELIEVE AN ITEM HAS BEEN PUT ON TOMORROW'S COUNCIL AGENDA THAT HE WANTS TO RECOMMEND APPROVAL OF THE SETTLEMENT OR DEADLINE, AGAIN, ISN'T UNTIL AUGUST 28TH AND I WOULD SEE IF THERE ARE QUESTIONS.

AND I'M SORRY, CAN I JUST CLARIFY YOUR COMMENT? WERE YOU SAYING THAT YOU BELIEVE IT'S REASONABLE OR YOU BELIEVE ATMOS BELIEVES IT'S REASONABLE? I BELIEVE IT'S GIVEN THE FACTS OF THE CASE.

I THINK IT'S A REASONABLE OUTCOME.

THAT IS MY OPINION.

AND ATMOS HAS BEEN UNWILLING TO MOVE FURTHER INTO SETTLEMENT AND THEY THINK THEY HAVE COME A LONG WAY TOWARDS OUR INITIAL POSITION, BUT I'M NOT GOING TO PUT WORDS IN THEIR MOUTH.

IF THEY WANT TO SPEAK, I BELIEVE THEY HAVE REPRESENTATIVES PRESENT.

AND THEN JUST ANOTHER POINT TO CLARIFY.

IF IT WAS APPROVED TOMORROW, WOULDN'T THE RATES GO INTO EFFECT IMMEDIATELY AS OPPOSED TO IF WE WAITED TILL AUGUST WHEN IT WOULD THEN GO INTO EFFECT? PER THE SETTLEMENT AGREEMENT, RATES WOULD BECOME EFFECTIVE SEPTEMBER 1ST REGARDLESS OF WHEN WE ADOPT THE ORDINANCE.

OKAY. [INAUDIBLE]? SURE. NICK, IS IT CORRECT IF WE DENY RATES, WHAT HAPPENS THEN, IF WE DO THAT TOMORROW? IF WE DENY THE RATES, ATMOS WOULD HAVE 30 DAYS TO APPEAL THAT DECISION TO THE RAILROAD COMMISSION.

ONCE THE APPEAL IS FILED, THEY CAN IMPLEMENT REQUESTED RATES SUBJECT TO REFUND.

SO ESSENTIALLY THEY COULD ASK THEY COULD IMPLEMENT THE RATES THEY ASK FOR WHILE THAT APPEAL IS PENDING.

SO THEY WOULD GET THAT HIGHER RATE BEFORE YOU NEGOTIATED UNTIL IT WAS REVIEWED BY THE RAILROAD ADMINISTRATION RAILROAD COMMISSION. WHO IS LIKELY TO UPHOLD IT.

OKAY. ALL RIGHTY.

WOULD ANYONE LIKE TO TAKE ANY ACTION OR WOULD YOU LIKE TO JUST LEAVE THIS WITH NO ACTION? EITHER WAY, IT'S GOING TO THE AGENDA.

THE CITY MANAGER HAS PUT IT ON THE AGENDA.

YES, MA'AM. IT WAS DEFERRED FROM THE LAST MEETING.

AND SO IT'S ON TOMORROW'S AGENDA.

OKAY, WELL, HEARING NO MOTION, WE WILL JUST LEAVE THIS BE AND ADDRESS IT TOMORROW.

THANK YOU VERY MUCH.

SO NOW I'D LIKE TO POP BACK OVER TO DEE.

SORRY TO INTERRUPT, BUT JUST WANTED TO SAVE YOU GUYS A LITTLE BIT OF TIME THERE.

THIS IS OFFICE OF PROCUREMENT SERVICES AND I THINK IT'S A VERY EXCITING PRESENTATION.

SERIOUSLY.

GOOD AFTERNOON.

THE OFFICE OF PROCUREMENT SERVICES IS EXCITED TO BRING YOU SOME UPDATES ABOUT OUR PROCESS IMPROVEMENTS AND ABOUT OUR PLANS MOVING FORWARD.

SO TO START, I AM DANIELLE THOMPSON, DIRECTOR OF THE OFFICE OF PROCUREMENT SERVICES.

GOOD AFTERNOON. MY NAME IS ANGELA AKINS.

I'M ASSISTANT DIRECTOR OF OUR CONTRACTS AND OPERATIONS WITH THIS OFFICE OF PROCUREMENT SERVICES.

GOOD AFTERNOON. I'M ADENIA CLARK.

I'M THE ASSISTANT DIRECTOR AND PURCHASING MANAGER.

[00:35:02]

SO AS A PART OF OUR PRESENTATION TODAY, WE'RE GOING TO GO OVER AN OVERVIEW OF THE OFFICE OF PROCUREMENT SERVICES.

WE'RE ALSO GOING TO INCLUDE OUR PROCESS IMPROVEMENT.

SO THAT'LL INCLUDE OUR CURRENT RFP PROCESS.

WE'LL GO OVER OUR LEAN SIX SIGMA IMPROVEMENT PROCESS THAT WAS IN PARTNERSHIP WITH OUR BUDGET OFFICE AND WE'LL TALK ABOUT OUR IMPROVEMENTS AND OUR PROPOSED IMPLEMENTATION.

SO THE OFFICE OF PROCUREMENT SERVICES HAS FOUR BUSINESS LINES, AND I WANT TO DETAIL SOME OF THEIR RESPONSIBILITIES.

SO FOR THE PROCUREMENT BUSINESS LINE, THEY'RE RESPONSIBLE FOR GOODS SERVICES, WHICH IS ALSO INCLUSIVE OF GENERAL SERVICES AND PROFESSIONAL SERVICES.

OUR CONTRACT MANAGEMENT BUSINESS LINE IS RESPONSIBLE FOR CONTRACT MANAGEMENT TRAINING, CONTRACT MODIFICATIONS, AND VENDOR SUPPORT SERVICES.

OUR EXPRESS BUSINESS CENTER, WHICH IS AN ENTERPRISE FUND.

THEY'RE RESPONSIBLE FOR OUR INTERNAL REPROGRAPHIC SERVICES, WHICH IS OPEN TO INTERNAL DEPARTMENTS AND SMALL BUSINESSES.

IT ALSO INCLUDES OUR OFFICE SUPPLY MANAGEMENT CONTRACT AND OUR MAILING SERVICES.

AND OUR CITY STORE IS RESPONSIBLE FOR THE DISPOSAL OF OUR SALES AND SURPLUS.

SO THAT'S CONFISCATED AND NON CONFISCATED ITEMS IN PARTNERSHIP WITH OUR DPD DEPARTMENT.

SO OUR NEXT SLIDE FOR THE DEPARTMENTAL OVERVIEW ALSO DETAILS OUR RESPONSIBILITIES IN MORE DETAIL AND IT INCLUDES OUR CURRENT POSITIONS.

WE CURRENTLY HAVE 40 FTES THAT SUPPORT ALL FOUR BUSINESS LINES.

AND THE GOAL OF OUR PROCESS IMPROVEMENT WAS TO MAKE SURE THAT WE REVIEWED OUR ENTIRE PROCUREMENT PROCESS.

SO WE WANTED TO DECREASE OUR INEFFICIENCIES.

WE ALSO WANTED TO DECREASE TIMELINES AND WE WANTED TO SIMPLIFY OUR FORMS. SO TO DO THAT, ONE OF THE THINGS WE DID, WE WENT TO OUR INTERNAL CUSTOMERS, SO THE INTERNAL DEPARTMENTS, THEIR LEADERSHIP, AND WE SENT THEM SURVEYS AND WE FACILITATED FOCUS GROUPS TO GET THEIR TAKE ON HOW OUR PROCESS WAS WORKING FOR THEM.

OUR CURRENT PROCESS INVOLVES 68 STEPS.

WE WORK WITH ALL 42 CITY DEPARTMENTS IN PARTNERSHIP WITH MANY DEPARTMENTS TO GET OUR JOB DONE.

WE WORK WITH THE OFFICE OF RISK MANAGEMENT, THE SMALL BUSINESS CENTER, THE CITY ATTORNEY'S OFFICE, AND ULTIMATELY THE CITY SECRETARY'S OFFICE FOR FILINGS AND EXECUTIONS.

HERE YOU HAVE THE PROCESS MAP THAT GIVES YOU A VISUAL OVERVIEW OF WHAT IS REQUIRED AT THIS TIME TO PROCESS AN RFP.

WE IMPLEMENTED THE LEAN SIGMA SIX IMPROVEMENT PROCESS AND OUR OVERALL GOAL WAS FOCUSED ON DECREASING AND REFINING THE NUMBER OF STEPS IN THE PROCESS IT TAKES TO PROCESS A SOLICITATION.

IN ORDER TO REDUCE THE OVERALL PROCESSING TIME AND IMPROVE OUR QUALITY SERVICE AS WELL AS THE COST THAT'S ASSOCIATED WITH THE DELAYS OF THE PROCUREMENT PROCESS.

DURING OUR ANALYSIS, WE NOTICED THAT OUR PROCESS IMPROVEMENT HAS SEVERAL FACTORS IN THE PROCESSING OF DELAYS.

THAT'S BEING ALSO THE INTER-DEPARTMENTAL INFORMATION EXCHANGES.

AND THE LACK THEREOF OF THE SOFTWARE PROGRAM THAT PROCESSES [INAUDIBLE].

FOR OUR PROCUREMENT IMPROVEMENTS, OUR PROCESS IMPROVEMENT TEAM TOOK THE 68 STEPS AND WE BROKE IT DOWN TO 28 STEPS.

AND THESE STEPS ARE HAVE BEEN ORGANIZED WITHIN THREE SEPARATE GROUPS AND PROCESSES.

WE HAVE AN INTAKE GROUP, AN ACTIVE SOLICITATION SECTION, AND ALSO A POST SOLICITATION SECTION THAT WE HAVE ACTUALLY FORMULATED OF HOW WE'RE GOING TO PROCESS OUR WORK MOVING FORWARD.

AND TO START THIS PROCESS, WE'RE GOING TO HAVE CITYWIDE TRAININGS TO INTRODUCE OUR NEW PROCESS BI-WEEKLY TRAININGS, INTERNAL TRAININGS FOR DEPARTMENTS AND FOR OUR STAFF.

THANK YOU. SO I AM GOING TO REVIEW THE IMPROVEMENTS AND ADENIA WENT THROUGH IT.

BUT I JUST WANT TO EMPHASIZE, NUMBER FOUR, THE AMOUNT OF PROCESS STEPS THAT WE HAD PRIOR TO THE PROCESS IMPROVEMENT TO WHAT WE HAVE NOW.

SO A FEW OF THE PROCESS IMPROVEMENT EXAMPLES INCLUDE REDUCING THE NUMBER OF THE PROCESS STEPS OVER 40%.

[00:40:02]

SO CURRENTLY BUYERS AND MANAGERS RECEIVE EMAILS FROM THE DEPARTMENT THAT WILL NOW BE STREAMLINED THROUGH THE SALESFORCE SYSTEM, WHICH I'LL SPEAK ON ON THE NEXT SLIDE, RESTRUCTURING OUR STAFF TO PROPERLY ACCOMMODATE THE PROCESSING OF THE THREE PHASES OF THE SOLICITATION WILL BE AN OUTCOME.

WE REMOVED DUPLICATIVE STEPS SUCH AS FIVE MANAGER REVIEWS.

THERE WERE MORE THAN TEN DOCUMENT EVALUATIONS BETWEEN ALL OF OUR PARTNER DEPARTMENTS AS WELL AS INTERNAL.

WE REORDERED THE SEQUENCING TO MAKE SURE THAT ON THE FRONT END WE'RE PARTNERING WITH OUR SMALL BUSINESS CENTER AND SOME OF OUR PARTNER DEPARTMENTS TO MAKE SURE DOCUMENTS ARE BEING REVIEWED UPFRONT VERSUS AFTER WE'VE GONE THROUGH A SOLICITATION AND WE'VE REFINED THE EVALUATION PROCESS AND I'LL SPEAK TO THAT.

THE EVALUATION PROCESS CURRENTLY IS THROUGH OUR SYSTEM BONFIRE AND WE TRAIN THE EVALUATORS AND GIVE THEM TIME TO REVIEW.

NOW WE WILL HAVE A SESSION WITH OUR BUYER IN PERSON, GET THE SCORES DONE AT THE SAME TIME REDUCING THE ENTIRE PROPOSAL REVIEW PERIOD.

THE TECHNOLOGY IMPROVEMENT IS ONE THAT IS ALREADY HERE IN OPERATION THROUGHOUT THE CITY.

IT IS SALESFORCE.

SO THE OFFICE OF PROCUREMENT SERVICES WILL NOW UTILIZE THE SAME PLATFORM THAT OUR ATTORNEY'S OFFICE USE FOR INTAKE.

SO NOW THE DEPARTMENTS WILL BE REQUIRED TO SUBMIT ALL THE DOCUMENTATION, ALL THE PROPER FORMS UPFRONT.

THAT AGAIN WILL SAVE US A LOT OF TIME IN THE EMAIL EXCHANGES REQUESTING DIFFERENT DOCUMENTS, GETTING CLARITY.

IT WILL ALL BE REQUIRED UP FRONT.

SO I'M EXCITED ABOUT THAT AND IT HAS BEEN A PHENOMENAL PARTNER HELPING US GET THAT SET UP.

WE WILL STILL CONTINUE USE OF BOND FIRE FOR OUR SOLICITATIONS.

SO THE CURRENT STEPS WHERE WE ARE AT IN THE IMPLEMENTATION, WE ARE IN THE PROCESS OF CONTINUALLY REVIEWING ALL OF OUR FORMS. WE HAVE MORE THAN 25 FORMS THAT WE ARE GOING THROUGH EACH DOCUMENT TO ENSURE THAT THE INFORMATION THAT WE'RE REQUESTING IS NOT ADMINISTRATIVELY BURDENED FOR OUR SMALL BUSINESSES, FOR OUR NONPROFITS.

WE WILL INTRODUCE THE PROCESS IN THE FOURTH QUARTER OF THIS YEAR, AND WE WILL DO THAT THROUGH OUR COMMUNICATION PLAN OF TRAINING, OUR LEADERSHIP, TRAINING OUR STAFF, MAKING SURE EVERYONE UNDERSTANDS THE OLD PROCESS AND WHERE WE'RE GOING.

CONTINUALLY TAKING FEEDBACK.

WE ARE REVIEWING CURRENT STAFFING LEVELS WITH THE CITY MANAGER THROUGH OUR FISCAL YEAR BUDGET DEVELOPMENT PROCESS.

WE PLAN ON ROLLING OUT THE SALESFORCE PLATFORM IN THE FIRST QUARTER OF FISCAL YEAR 24 AND IMPLEMENTATION OF THE NEW PROCESS AT THAT TIME AS WELL.

AND WE ARE ALSO DOING SOME ONGOING CONSIDERATION OF OTHER IMPROVEMENTS, SUCH AS ESCALATION FOR ITEMS THAT WE SEND TO OUR PARTNER DEPARTMENTS.

AND WE NEED TO GET A LITTLE BIT MORE SUPPORT ON GETTING THEM BACK TO US AGAIN TO REDUCE THAT OVERALL TIME FRAME.

SO THOSE ARE THE IMPROVEMENTS THAT I AM VERY EXCITED ABOUT AND AT THIS TIME I AM OPEN FOR ANY QUESTIONS OR COMMENTS.

WONDERFUL. COMMITTEE.

DO YOU HAVE ANY QUESTIONS? WELL, I'M JUST GOING TO SAY THE FIRST COMMENT I JUST HAVE TO SAY IS WHEN YOU GO TO SLIDE SEVEN, YOU SEE THAT FLOW CHART OF THE 68 STEPS.

I MEAN, I JUST WENT, OH, THIS IS THE PROBLEM.

AND SO WHAT A GREAT PRESENTATION TO BE ABLE TO SEE THAT YOU'RE INCHING TOWARDS THE SOLUTION TO IMPROVE SO MANY ASPECTS.

BUT CHAIRMAN WILLIS.

THANK YOU SO MUCH FOR THIS AND I CONCUR.

THAT JUST MAKES MY HEAD HURT TO LOOK AT THOSE 68 STEPS, THAT ALGORITHM.

SO MY QUESTION IS AND I REALIZE DIFFERENT RFPS MAY REQUIRE DIFFERENT TIMEFRAMES, BUT JUST LOOKING AT 68 STEPS TELLS YOU HOW MANY BUSINESS DAYS THAT WOULD TAKE.

DO YOU HAVE A SENSE OF WHAT THE TIME COMPRESSION BECOMES? JUST A RANGE OF THAT WHAT WE'RE LOOKING AT NOW.

SO OUR BASELINE DATA WILL GATHER WITHIN THAT FIRST FISCAL YEAR.

BUT WHAT WE'RE GOING TO DO INTERNALLY IS DO A SOFT ROLLOUT WITH A FEW DEPARTMENTS JUST TO PILOT TO SEE WHAT THAT LOOKS LIKE.

AND YOU'RE CORRECT, THE COMPLEXITY OF THE PROCUREMENTS REALLY DETERMINE THE TIMELINE.

SO FOR PROCUREMENT, SUCH AS THE CONVENTION CENTER, THAT MAY HAVE A SOMEWHAT UNCONVENTIONAL TIME FRAME.

SO WE'LL DEVELOP THE BASELINE DATA AND OF COURSE BRING THAT BACK TO THIS COMMITTEE FOR REVIEW.

SO AT THIS TIME, WE DON'T HAVE IT BECAUSE WE HAVE NOT IMPLEMENTED IT JUST YET.

BUT BASED ON THE NUMBER OF STEPS THAT WE'VE REMOVED, I'M CONFIDENT THAT THE TIME FRAMES WILL BE REDUCED DRASTICALLY.

SO MY OTHER QUESTION IS, WHY DID THIS TAKE SO LONG? I KNOW YOU HAVEN'T BEEN IN THIS ROLE FOR VERY LONG, BUT I MEAN, 68 STEPS WHEN YOU QUANTIFY IT THAT WAY, I MEAN, THAT JUST BEGS CRIES OUT, IN ADDITION TO THOSE WHO LITERALLY ARE CRYING OUT FOR HOW PAINFUL THIS PROCESS HAS BEEN.

SO WHEN DID THIS INITIATE I KNOW YOU'VE BEEN BEFORE OUR COMMITTEE BEFORE, BUT I MEAN, DID YOU COME IN AND START THIS?

[00:45:03]

SURE. THANK YOU FOR THE QUESTION.

SO MORE THAN TWO YEARS AGO WITH THE PREVIOUS CFO, ELIZABETH REICH, WE INITIATED UNDER THE PREVIOUS DIRECTOR [INAUDIBLE] CHEN, THIS CONCEPT OF IMPROVING OUR PROCESS.

WHEN I CAME IN AS ASSISTANT DIRECTOR, THAT WAS ONE OF MY GOALS AND PRIORITIES.

AND BEING A BLACK BELT, THIS WAS SOMETHING ON THE FOREFRONT OF MY MIND.

THE PROCESS IS EXTREMELY LONG AND THERE'S A LOT OF REPETITION, AND THE PRESSURE THAT WE APPLY ON OUR STAFF WAS REALLY MY MOTIVATOR BECAUSE WE HAVE AMAZING STAFF.

BUT THE WORKLOAD, TRYING TO MANAGE ALL PROCESS, ALL THE PHASES OF THIS PROCESS FOR 10 OR 15 OR EVEN 20 PROCUREMENTS, WE LOSE GREAT PEOPLE.

SO THE INITIAL PROCESS STARTED TWO YEARS.

WE STARTED WORKING WITH THE OFFICE OF BUDGET MANAGEMENT SERVICES, THEIR LEAN SIX SIGMA OFFICE IN OCTOBER OF LAST YEAR.

SO. ONE LAST QUESTION.

AS YOU MENTIONED, HOW THE DOCUMENTS, THE INITIATION OF THIS WILL BE DONE THROUGH SALESFORCE, WHICH INTERFACES WITH MORE DEPARTMENTS IN THE CITY.

SO THAT MAKES SENSE.

BUT IT SOUNDS LIKE IT'S GOING TO TAKE SOME EDUCATION.

AND IS IT VERY CLEAR, DEPENDING ON THE NATURE OF THE PROCUREMENT, THIS IS WHAT YOU HAVE TO HAVE.

THIS IS YOUR KIT TO LAUNCH AN RFP SO THAT EVERYONE UNDERSTANDS AND YOU DON'T HAVE ALL THE EMAIL BACK AND FORTH.

I THINK WE'LL STILL GET THE EMAIL, BUT THE CHECKLIST THAT WE ARE DEVELOPING IS SIMILAR TO WHAT THE ATTORNEY'S OFFICE HAS.

SO THAT'S THE GREAT POINT.

SALESFORCE IS USED NOT ONLY IN THE ATTORNEY'S OFFICE BUT ALSO IN IT.

SO WE ARE ABLE TO TAKE A STANDING SYSTEM THAT ALL OF OUR USER DEPARTMENTS CURRENTLY USE AND PROVIDE THEM WITH JUST BASIC REMINDER TRAINING LIKE A REFRESHER. BUT WE WILL HAVE A VERY CONCISE CHECKLIST.

WE ARE NOT GOING TO SET OUR DEPARTMENTS UP TO SEND ITEMS IN TO GET THEM REJECTED.

SO OUR BIWEEKLY TRAINING THAT WILL BE GOING ON THROUGHOUT THE FISCAL YEAR, WE'LL GIVE THEM TIPS ON THAT, BUT OF COURSE WE'LL HAVE TUTORIALS AND CHECKLISTS FOR EACH PROCUREMENT TYPE.

ALL RIGHT, VERY GOOD. THANK YOU.

ARE THERE ANY OTHER QUESTIONS FROM THE COMMITTEE? SO I'M JUST GOING TO SAY I LOVE THIS PRESENTATION.

YOU KNOW, IT'S BEEN A COMMITTEE GOAL TO WORK ON THIS.

AND YES, STARTED THIS WITH ELIZABETH SOME TIME AGO.

THE ONLY THING THAT SEEMS TO BE MISSING IS ACTUALLY A GOAL FOR WHAT IS THE TIMEFRAME THAT PEOPLE CAN EXPECT.

AND WHILE I UNDERSTAND YOU WOULD LIKE TO HAVE IT ALL IMPLEMENTED TO SEE WHAT IT JUST TURNS OUT TO BE, I WOULD LOVE YOU TO SET A GOAL AND EVEN IF YOU DON'T GET THERE AND YOU NEED TO REVISE IT, I THINK THAT'S FAIR.

YOU MIGHT REVISE IT UP OR DOWN, RIGHT, BUT I THINK MAYBE SETTING A NEW SERVICE LEVEL EXPECTATION FOR DEPARTMENTS OR WHERE YOU'RE GOING TO STRIVE TO BE WOULD BE IMPORTANT. AND THEN THE ONLY OTHER PART IS WHAT IS YOUR TIME FRAME FOR GETTING THE REST OF THIS IMPLEMENTED? SO WE OUTLINED THE TIME FRAME FOR THE SALESFORCE AND THE REST OF THE PROCESS TO BE IMPLEMENTED.

SO THE ADDITIONAL AREAS THAT WE NEED TO ROLL OUT WOULD BE THE FORMS, AND THAT WILL TAKE AGAIN SOME TIME FOR US INTERNALLY TO REFINE THOSE DOCUMENTS AND WORK WITH OUR ATTORNEYS TO ENSURE THAT WE ARE PROPERLY UPDATING THEM.

BUT ALL OF THE IMPLEMENTATION FOR THIS PROCESS, THE GOAL IS TO HAVE IT WITHIN THE SECOND QUARTER OF 24.

SO BY THE END OF 2023, I WANT THE ENTIRE PROCESS IMPLEMENTED.

THAT IS THE GOAL.

SO OCCASIONALLY AROUND THE HORSESHOE WE'LL HEAR COUNCILMEMBERS DEPARTMENTS OR EVEN THE CITY MANAGER SAY THINGS LIKE, WELL, IT'S GOING TO TAKE US SIX MONTHS, NINE MONTHS A YEAR TO GO THROUGH PROCUREMENT.

AND SO I'M HOPING YOU'RE GOING TO COME UP WITH A NUMBER THAT DOESN'T MAKE EVERYONE GO WHAT, THAT IS MORE REASONABLE.

SO, OKAY, SO IF YOU COULD WORK ON THAT AS WELL, AND I'M SURE THAT YOU'LL BE INVITED BACK TO GPFM IN THE FUTURE.

SO THANK YOU SO MUCH.

GREAT JOB. OKAY.

SO I'M GOING TO JUMP AROUND A LITTLE BIT.

AND IF YOU JUST STAY WITH ME, LAST MEETING WE TALKED THIS IS ITEM L, THE DALLAS 365 PERFORMANCE MEASURES.

OUR CFO HAS SENT A MEMO ASKING COUNCIL MEMBERS FOR FEEDBACK ON THIS, AND AT OUR LAST MEETING WE TALKED ABOUT COUNCIL MEMBER RIDLEY WORKED WITH ME AND WE'VE COME UP WITH A PROPOSAL.

I'M SORRY FOR THE PEOPLE WHO AREN'T ON SITE BECAUSE I DON'T BELIEVE YOU HAVE IT, BUT WE'LL DROP IT AT YOUR OFFICE SO THAT YOU DO AND CERTAINLY HAPPY TO SHARE IT WITH THE REST OF THE COUNCIL AS WELL.

BUT WHAT WE CAME UP WITH WERE 13 MEASURES TO ADD TO THE 365 THAT ARE PUBLISHED MONTHLY IN THE BUDGET ACCOUNTABILITY REPORT. BUT WE'RE ALSO RECOMMENDING FIVE TO BE REMOVED AS NOT BEING PARTICULARLY USEFUL AS A MONTHLY ITEM AND

[00:50:03]

HE'S PROBABLY RIGHT.

BUT FOR THIS COMMITTEE, REALLY WHAT WE'RE TALKING ABOUT IS ADDRESSING THESE TOP TWO, MEANING YOU, JACK, WOULD LIKE TO HAVE THIS INFORMATION AS SOON AS POSSIBLE AS YOU'RE PREPARING THE BUDGET AND THE BUDGET DOCUMENT.

SO WE WOULD LIKE TO SEE WE ARE RECOMMENDING TO THE REST OF THE COUNCIL TO ADVOCATE FOR THESE 13 ADDITIONAL ITEMS TO BE ADDED AND THE FIVE TO BE REMOVED.

SO WOULD YOU LIKE ME TO LIST WHAT THEY ARE? CHAIRMAN ATKINS AND MCGOUGH.

YOU GUYS ARE OFF SITE.

I'M GOING TO TELL YOU WHAT THEY ARE. THEY'RE THE NUMBER OF CASES RESOLVED, BY COMMUNITY PROSECUTION.

THE DOLLAR SAVINGS REALIZED THROUGH PROCESS IMPROVEMENT ACTIVITIES.

PERCENTAGE OF COMPLETION OF THE KAY BAILEY HUTCHISON MASTER PLAN, CONVENTION CENTER MASTERPLAN, AVERAGE NUMBER OF BUSINESS DAYS TO COMPLETE FIRST REVIEW OF RESIDENTIAL AND COMMERCIAL PERMIT APPLICATIONS.

DOLLARS IN CAPITAL INVESTMENT FOSTERED THROUGH WRITTEN COMMITMENT.

OVERALL QUALITY OF LIFE SATISFACTION RATING PERCENTAGE OF CUSTOMER SATISFIED WITH THEIR CALL EXPERIENCE PERCENTAGE DECREASE IN NON LIVE OUTCOMES FOR DOGS AND CATS. PERCENTAGE OF GARBAGE AND RECYCLING ROUTES COMPLETED ON TIME.

PERCENTAGE OF FLEET THAT USES ALTERNATIVE FUELS OR HYBRID FUELING TECHNOLOGIES.

PERCENTAGE OF SERVICE REQUESTS RESOLVED IN 21 DAYS AND THE SIDEWALK MASTER PLAN PROJECT DOLLAR SPENT.

AND OUR FOCUS WAS REALLY ON TRYING TO HAVE CUSTOMER FACING CITIZEN FACING ITEMS SO THAT PEOPLE COULD LOOK ON THE WEBSITE, ON THE FINANCIAL TRANSPARENCY OR ON THE DIRECT REPORT AND KNOW THAT THEIR GOVERNMENT IS WORKING FOR THEM, THAT THESE ARE THINGS THAT RELATE TO THEM, THE ONES THAT WE REMOVED ARE RECOMMENDING IS THE PERCENTAGE INCREASE IN DOGS AND CATS FOSTERED, WHICH IS REPORTED THROUGH THE ANIMAL ADVISORY COMMISSION AND, WHILE IMPORTANT, DIDN'T SEEM TO BE AS IMPORTANT AS THE NON LIVE OUTCOMES AND AVERAGE NUMBER OF BUSINESS DAYS TO COMPLETE COMMERCIAL PERMIT APPLICATION PRE SCREEN.

SO IN THIS CASE WE'RE REMOVING THAT ONE IN FAVOR OF THE FIRST REVIEW, WHICH SEEMS TO TAKE LONGER.

PERCENTAGE OF TECHNOLOGY DEVICES CHECKED OUT MONTHLY FOR HOTSPOTS AND CHROMEBOOKS.

WE IMPLEMENTED THAT WHEN THE CRF OR ARPA MONEY CAME THROUGH JUST TO MAKE SURE THAT THEY WERE BEING USED AND CLEARLY THEY ARE.

PERCENTAGE OF UNDUPLICATED PERSONS PLACED IN PERMANENT HOUSING WHO REMAIN HOUSED AFTER SIX MONTHS.

THIS SEEMED UNNECESSARY SINCE WE PAY FOR 12 MONTHS OF HOUSING, SO IT'S UNLIKELY THAT THIS WOULD BE A NUMBER THAT WOULD BE SIGNIFICANT SINCE IT'S STILL FREE. AND THEN LASTLY, PERCENTAGE OF BEDS UTILIZED UNDER THE PAY TO STAY PROGRAM, WHICH WAS IMPLEMENTED AS WE ASKED THE BRIDGE TO USE THEIR WELCOME CENTER FOR EMERGENCY SHELTERING.

AND THAT WAS PART OF THE CONTRACT AND HAS OVER THE LAST SIX YEARS BEEN CONSISTENTLY A HIGH NUMBER.

SO IT SEEMS UNNECESSARY TO HAVE THIS AS A MONTHLY ITEM.

SO THOSE WERE THE ONES WE WERE RECOMMENDING TO HAVE REMOVED.

THE AGAIN, THE REST OF THE ITEMS ON THE REPORT THAT WERE SUGGESTING MAYBE WOULD BE USEFUL FOR SEMIANNUAL.

MY UNDERSTANDING IS ALL THESE ITEMS ARE TRACKED ANYHOW, SO IT'S NOT ADDITIONAL WORK FOR YOU TO COMPILE.

AND THESE SEEM LIKE TO ME ITEMS THAT WOULD BE INTERESTING TO BOTH GPFM AND I'LL CALL IT INSIDERS.

LIKE IT'S A LITTLE BIT IN THE WEEDS, BUT IT'S REALLY HOW IS THE CITY PERFORMING IN A VARIETY OF DIFFERENT DEPARTMENTS? SO THERE ARE MORE ITEMS THAT WOULD BE POSSIBLE.

I THINK THERE'S 282 OR 4 ITEMS THAT ARE POSSIBLE, AND THIS IS FOR 49 TO BE INCLUDED IN THAT SEMIANNUAL REPORT.

SO ARE THERE ANY QUESTIONS OR COMMENTS ABOUT THE 365 MEASURES? I APPRECIATE. I APPRECIATE YOU ALL LOOKING INTO THIS.

AND IT SEEMS LIKE MOVING SOME OF THESE TO SEMIANNUAL MAKES A LOT OF SENSE.

SO YOU SAID 49 OUT OF THE 287.

I'M HOPING THAT WILL ALLEVIATE SOME WORK THAT HAS TO GO INTO THIS.

AND THEN A NUMBER OF THESE DO LOOK LIKE THAT.

WE'RE JUST PULLING THEM INTO THIS DOCUMENT.

YOU'RE NOT HAVING TO GO AND SEEK THIS OUT.

I MEAN, WE'RE ALREADY GETTING REPORTS ON PERMITS, ETCETERA.

SO THANK YOU FOR THE WORK ON THIS.

THANK YOU. ALL RIGHT.

SO THAT'S THAT ITEM.

THERE'S A MEMO O, WHICH IS THE UPDATES TO BOARDS AND COMMISSIONS AUDIT.

[00:55:02]

THE CITY MANAGER'S OFFICE SENT AN UPDATE ABOUT THE WORK THAT'S HAPPENING BASED ON THE INITIAL AUDIT THAT WAS DONE. AND I'M WONDERING IF ANYBODY HAS ANY QUESTIONS OR CONCERNS ABOUT THAT ITEM.

I JUST HAVE ONE QUICK. YES, GO AHEAD.

SO I APPRECIATE THE WORK THAT'S BEEN DONE ON THIS.

AND I THINK THAT THE AUDIT CALLED OUT THE NEED TO GET OUR ARMS AROUND THIS.

OUR BOARDS AND COMMISSIONS THAT WE CAREFULLY APPOINT PEOPLE TO AND WHO TAKE THEIR TIME TO HELP US REALLY EXPAND OUR BREADTH IN DEALING WITH ISSUES AROUND THE CITY.

AND SO I APPRECIATE ALL THE WORK THAT'S BEEN DONE, AND I SEE THAT THERE'S SO MUCH MORE TO DO.

I HAD ONE QUESTION THAT I TALKED TO THE CITY MANAGER ABOUT AND THIS OR CITY SECRETARY ABOUT THIS IS OBSERVATION 8 H.2 UPDATE, AND IT'S TALKING ABOUT THE PERCENT OF RACIAL AND ETHNIC MAKEUP OF BOARDS AND COMMISSIONS.

AND I KNOW THAT THERE WAS GOING TO BE SOME FINE TUNING IN THAT BECAUSE SOMETIMES OUR HISPANIC APPOINTEES ARE NOT REPRESENTED BECAUSE OF THE WAY THAT THE ETHNICITIES OR RACE AND ETHNICITY ARE OR ARE NOT ADDRESSED.

AND SO I WAS HOPING THAT GOING INTO THE NEXT YEAR THAT WORK WOULD BE DONE SO THAT AS WE REAPPOINT OR APPOINT NEW FOLKS TO THESE BOARDS AND COMMISSIONS, THAT THAT MORE ACCURATE DATA WOULD BE CAPTURED.

YES, WE'RE CURRENTLY WORKING WITH COMMS TO MAKE SURE THAT WE DO THE OUTREACH, THAT WE KEEP TRACK OF THE NUMBERS.

SO RIGHT NOW WE ARE WATCHING THE APPLICATIONS THAT COME IN, LOOK AND SEE WHAT THE POOL LOOKS LIKE.

AND THEN FROM THERE, WE'LL NOTICE HOW MANY APPLICANTS ARE FROM MINORITIES OR FROM.

WELL, THIS IS NOT ABOUT THE POOL.

THIS IS ABOUT THE ONES THAT ARE ACTUALLY APPOINTED.

SO I THINK THERE IS JUST IT DOESN'T DRILL DOWN ENOUGH.

I THINK WE CAPTURE RACE, BUT NOT ETHNICITY.

SO THIS IS SOMETHING THAT THE CITY SECRETARY HAD TOLD ME, THAT SOME NEW PROGRAM THAT WE WERE GOING TO BE INSTITUTING AND I HEARD THIS MONTHS AGO WAS GOING TO ADDRESS THAT SO THAT IT'S NOT ABOUT THE POOL WE'RE BRINGING IN.

IT'S ABOUT WHO'S ACTUALLY APPOINTED AND SERVING.

SO MAYBE YOU COULD FOLLOW UP WITH HER ON THAT TO JUST SEE WHERE THAT STANDS.

I'D LOVE TO SEE THAT ENACTED SO THAT THIS NEXT ROUND OF APPOINTEES, STARTING OCTOBER 1ST, WOULD HAVE A MORE ACCURATE REFLECTION OF WHO THEY ARE.

ABSOLUTELY. THANKS.

THANK YOU. I'D LIKE TO JUST ADD IN STAFF ACTION HAS ANOTHER ITEM ON D ONE THAT WASN'T LISTED, WHICH IS AND THIS IS DEVELOPING PROCEDURES TO ENSURE RACIAL AND ETHNIC MEMBERSHIP OF BOARDS AND COMMISSIONS REFLECT THE RACIAL AND ETHNIC MAKEUP OF THE CITY'S POPULATION AS NEARLY AS MAY BE PRACTICAL. THERE'S ALSO ANOTHER ITEM, WHICH IS THE CITY SECRETARY SENDS A REPORT TO ALL THE COUNCILMEMBERS SHARING WITH US THE CURRENT LEVEL OF DIVERSITY SO THAT WE'RE AT LEAST INFORMED AND CAN RECOGNIZE ANY ISSUES THAT MAY BE HAPPENING THERE. I THINK YOU SHOULD ADD THAT TO THE CHART, I GUESS IS WHAT I'M SAYING.

AND BASICALLY THAT'S WHAT I'M DOING ON A MONTHLY BASIS IS WE'RE WATCHING TO SEE WHAT THE NUMBERS LOOK LIKE WHEN IT COMES TO THE CHANGE IN THE ROSTER FOR EACH BOARD AND COMMISSION AND CURRENTLY JUST WATCHING THE STATISTICS ON THAT.

OKAY. WELL, THANK YOU.

APPRECIATE THE UPDATE. AND I APPRECIATE THE HARD WORK AND BEING ABLE TO FIND THINGS A LITTLE BIT EASIER AND HAVING IT MORE UP TO DATE.

I THINK IT'S BEEN REALLY HELPFUL.

OKAY, SO NEXT ITEM IS P.

THIS WAS THE MEMO ABOUT THE SAP AUDIT.

THAT WE HAD LAST MONTH.

AND THE RESPONSES TO SOME OF THE QUESTIONS THAT WERE ON THERE.

DOES THE COMMITTEE HAVE ANY QUESTIONS ABOUT THAT RESPONSE IN THOSE ITEMS? OKAY. I'M GOING TO GO AHEAD AND ASK.

SO THE CONTRACT EXPIRES IN 2025, CORRECT? CORRECT. OKAY.

AND SO, I MEAN, IT SEEMS TO BE THAT YOU RECOGNIZE THAT IT DOESN'T HAVE UPDATED IT DOESN'T HAVE PROVISIONS FOR UPDATED TECHNOLOGY, BUT THAT YOU DON'T WANT TO CHANGE THE CONTRACT FOR ANOTHER TWO PLUS YEARS, TWO AND A HALF YEARS.

TWO YEARS.

AND YOU JUST WANT TO WAIT FOR THE NEXT ONE, IS THAT RIGHT? SO GOOD AFTERNOON, CHAIR MENDELSOHN AND MEMBERS OF THE COMMITTEE, BILL ZIELINSKI CHIEF INFORMATION OFFICER.

SO WE DO WORK WITH THE VENDOR TO UPDATE THE TECHNOLOGY AS NECESSARY.

I THINK IN THIS SENSE, THE MODIFICATIONS OR THE CHANGES TO THE BASE CONTRACT, WE HAVE ALREADY PUT FORWARD THE REQUEST FOR PROPOSALS.

[01:00:08]

SO WE'RE REALLY LOOKING TOWARDS THAT NEW CONTRACT IN BEING IN PLACE PRIOR TO THE END OF THE EXPIRATION OR THE PERIOD OF PERFORMANCE FOR THIS CONTRACT.

SO OUR FOCUS HAS BEEN IN IMPLEMENTING THOSE CHANGES AND THOSE UPDATES INTO THE NEW CONTRACT.

AND TO THE EXTENT POSSIBLE, WE WILL CONTINUE TO UPDATE FROM THE OLD CONTRACT, BUT WE REALLY ARE FOCUSED ON IMPLEMENTING THOSE CHANGES FOR THE NEXT PERIOD OF PERFORMANCE FOR THE NEW CONTRACT.

AND WOULD SAP BE AN ELIGIBLE VENDOR? I MEAN, ARE THEY GOING TO BE ABLE TO RESPOND TO THE [INAUDIBLE].

SO IT IS ALREADY IT HAS ALREADY CLOSED AND THE PROPOSALS HAVE ALREADY BEEN SUBMITTED.

I ACTUALLY DON'T KNOW WHO THE FULL POOL IS AS THEY ARE COMPLETING THAT TECHNICAL EVALUATION THAT WILL COME FORWARD TO THE COUNCIL FOR REVIEW AND APPROVAL.

I JUST ACTUALLY DON'T KNOW WHO THE POOL OF CANDIDATES ARE, BUT THEY WOULD BE ELIGIBLE TO SUBMIT A PROPOSAL.

SO I GUESS MY QUESTION IS LIKE AUDITORS, WE HAVE A FM PC THAT WE WILL SWITCH AUDITORS AFTER A NUMBER OF YEARS.

AND I DIDN'T KNOW IF YOU HAD THE SAME SORT OF SITUATION HERE.

I MEAN, THEY'VE HAD THIS SINCE 12 YEARS AGO.

CORRECT? OKAY.

OKAY. THERE ANY OTHER QUESTIONS ON THAT? THIS ONE GIVES ME HEARTBURN.

JUST LETTING YOU KNOW. THANK YOU.

THANK YOU. WELL, WHILE YOU'RE THERE, WHY DON'T WE GO OVER TO THE TECHNOLOGY ACCOUNTABILITY REPORT SO YOU DON'T HAVE TO GET UP? THIS IS ITEM I.

DOES ANYBODY HAVE ANY QUESTIONS ABOUT THIS? WELL, I WAS JUST GOING TO SAY, YOU ALL HAVE BEEN VERY BUSY LATELY.

COUNCIL MEMBER WILLIS WAS JUST ASKING ABOUT THE PROGRAM FOR THE CITY SECRETARY.

I THINK THAT'S PRETTY FAR OFF FOR YOU TO ACTUALLY GET DONE.

IT LOOKS LIKE IT'S A LOWER PRIORITY.

SO I DO APPRECIATE YOU LISTING ALL THE PROJECTS.

I THINK THERE'S CLOSE TO 70.

IF THERE'S NOT 60 SOMETHING.

SORRY. ARE YOU OKAY? ARE YOU MANAGING ALL RIGHT? YOU'VE GOT A LOT GOING ON.

YEAH. SO IF YOU DO SEE THAT FOR THIS MONTH'S REPORT, I BELIEVE THERE WERE A TOTAL OF SEVEN PROJECTS THAT WERE COMPLETED.

SO WHILE THERE HAVE BEEN IMPACTS TO THOSE PROGRAMS AS A RESULT OF THE RANSOMWARE ATTACK, WE HAVE BEEN ABLE TO CONTINUE IN THOSE PROJECTS AND CONTINUE TO MOVE FORWARD BECAUSE MANY OF THE RESOURCES THAT WE HAVE EMPLOYED IN OUR RECOVERY EFFORTS HAVE WHILE THERE ARE CORE PEOPLE FROM OUR TEAM, WE'VE ALSO AUGMENTED THAT STAFF WITH INDIVIDUALS FROM THE VENDORS AND FROM OUTSIDE PROVIDERS AS WELL.

SO WE ARE MANAGING TO THE CURRENT SCHEDULE AND ENSURING THAT WE'RE CONTINUING TO MOVE FORWARD WITH ALL OF THOSE PROJECTS THAT ARE ON THE PROJECT LIST.

AND CAN YOU JUST GIVE AN UPDATE ON THE LIBRARY SYSTEM? YEAH. SO FOR THE PUBLIC LIBRARY, THERE WAS A PLANNED UPGRADE TO THEIR SYSTEM THAT WAS ORIGINALLY SCHEDULED FOR, I BELIEVE, THE AUGUST TIMEFRAME.

IT'S IN THAT LIST OF MAJOR PROJECTS.

SO IN THE WAKE OF THE RANSOMWARE ATTACK, THE DECISION WAS MADE THAT WE WOULD EXPEDITE THAT PROGRAM, GO AHEAD AND MOVE THEM FORWARD TO THEIR NEW SYSTEM, MOVE THAT UP BY A COUPLE OF MONTHS.

AND SO WE BELIEVE THAT WE WILL HAVE COMPLETED ALL OF THE WORK ON THE NEW SYSTEM BY THE END OF THIS WEEK.

AND WE ARE COORDINATING WITH THE LIBRARY TO FOR THE FULL IMPLEMENTATION WHEN THEY WILL COME BACK ONLINE AND MAKE THAT AVAILABLE TO THE PATRONS.

BUT THAT IS AN EXAMPLE OF WHERE THE CHOICE WAS EXPEND THOSE RESOURCES THAT WERE ALSO WORKING ON THE NEW UPGRADE, THEREBY DELAYING THE UPGRADE OR PUT THAT FOCUS ON CONTINUING FORWARD AND EXPEDITING THE UPGRADE.

AND THAT WAS THE DECISION THAT WE MADE WITH THE LIBRARY.

AND SO THAT WILL BE BACK ONLINE HOPEFULLY SOMETIME NEXT WEEK.

THANK YOU.

I KNOW PEOPLE ARE ANXIOUS FOR THAT ONE.

ARE THERE ANY OTHER QUESTIONS? NO, THANK YOU.

THANK YOU. OKAY.

I WOULD LIKE TO GO TO ITEM Q, WHICH IS THE GPFM TWO YEAR REVIEW.

AND REALLY ALL I WANT TO DO IS HIGHLIGHT THAT YOU ALL HAVE WORKED VERY HARD AND I WANT TO SAY THANK YOU.

I KNOW THERE'S A LOT OF READING ON THIS COMMITTEE AND THERE'S A LOT OF DIFFERENT TOPICS AND I REALLY APPRECIATE THE CONSISTENCY OF YOUR ATTENDANCE AND YOUR WORK AND YOUR THOUGHTFULNESS OF QUESTIONS.

AND SO I WANT TO SAY THANK YOU TO JACK FOR PUTTING THIS TOGETHER, LETTING US LOOK AT IT WITH REAL NUMBERS AND FOR YOUR, YOUR HELP IN MAKING ALL THIS HAPPEN.

REALLY APPRECIATE YOU. OKAY.

SO CHAIR MENDELSOHN.

YES. I JUST WANT TO SAY THANK YOU TO YOU FOR BEING SO VIGILANT IN THE FORECAST AND IN WORKING WITH THE CFO AND OTHER DEPARTMENTS TO BE SURE THAT WE

[01:05:08]

SO THANK YOU FOR YOUR TIME AND DEDICATION AS WELL.

THANK YOU. THANK YOU.

OKAY. WELL, LET'S GO BACK TO BRIEFING E.

THIS IS THE CITY EQUIPMENT INCIDENT REVIEW.

SORRY TO MAKE YOU WAIT A LITTLE BIT.

I JUST WANT TO MAKE SURE WE GOT THROUGH A COUPLE OTHER ITEMS. ALL RIGHT.

GOOD AFTERNOON.

MY NAME IS ZERONDA SMITH AND I'M THE DIRECTOR OF THE OFFICE OF RISK MANAGEMENT.

PER THE REQUEST OF THE COMMITTEE, I WILL PRESENT A BRIEF UPDATE ON OUR CITY EQUIPMENT INCIDENT EXPERIENCE.

TODAY'S PRESENTATION WILL COVER THE DEFINITION OF CITY EQUIPMENT, PROVIDE A HIGH LEVEL OVERVIEW OF AD 3-3, WHICH IS OUR DRIVER AND EQUIPMENT SAFETY PROGRAM, AND I WILL PROVIDE A BREAKDOWN OF THE CITY EQUIPMENT INVESTIGATION DIVISION.

WE WILL BRIEFLY GO OVER THE ELECTRONIC AND DIGITAL REPORTING HISTORY AND THEN WE'LL END IT WITH THE CURRENT CITY EQUIPMENT INCIDENT STATS.

OKAY, SO THERE'S A LOT OF TEXT ON THIS SLIDE.

I'M NOT GOING TO READ IT TO YOU, BUT THIS SLIDE REFLECTS THE OFFICIAL DEFINITION OF CITY EQUIPMENT.

SO IN ESSENCE, CITY EQUIPMENT IS A VEHICLE OR A PIECE OF MACHINERY THAT IS OWNED, LEASED, RENTED BY THE CITY, EVEN LOANED OR DONATED TO US.

IT ALSO INCLUDES PERSONAL VEHICLES THAT ARE USED AND THIS IS IMPORTANT USED DURING THE SCOPE AND COURSE OF CITY BUSINESS.

AND IT'S CONSIDERED CITY EQUIPMENT AS IT RELATES TO LIABILITY ISSUES OR LIABILITY CLAIMS. ON THIS SLIDE, I DON'T HAVE THE DEFINITION OF AN INCIDENT, BUT AS I WAS PUTTING MY TALKING POINTS TOGETHER, THAT WOULD BE IMPORTANT TO DEFINE WHAT AN INCIDENT IS.

AND SO IT'S AN UNPLANNED EVENT THAT INVOLVES CITY EQUIPMENT WHICH HAS MADE CONTACT WITH ANOTHER VEHICLE OR PERSON, A STATIONARY FIXED OBJECT OR SOME OTHER KIND OF PROPERTY.

SO THAT'S WHAT AN INCIDENT IS.

SO IT'S IMPORTANT TO RECOVER ADMINISTRATIVE DIRECTIVE 3-3 AGAIN, WHICH IS THE DRIVER AND EQUIPMENT SAFETY PROGRAM, WHICH IS THE CORE OF THIS, THE OVERALL PROGRAM . AND THE ORIGINAL EFFECTIVE DATE OF THIS AD GOES ALL THE WAY BACK TO OCTOBER 1ST OF 1989.

THE LAST REVISION TOOK PLACE JUNE 12TH OF 2018.

THERE IS A CURRENT REVISION THAT IS PENDING SENIOR MANAGEMENT APPROVAL, AND THOSE REVISIONS INVOLVE THE COLLABORATION WITH DPD, DFR SANITATION AND THE CITY ATTORNEY'S OFFICE.

THE PURPOSE OF THIS AD IS TO REDUCE THE NUMBER OF CITY EQUIPMENT INCIDENTS.

IT'S ALSO TO PRESCRIBE CERTAIN PROCEDURES TO BE FOLLOWED POST INCIDENT NOT ONLY TO THE EMPLOYEES, BUT TO EVERYBODY WHO IS INVOLVED, FROM SUPERVISORS ALL THE WAY TO MANAGEMENT TO THE OFFICE OF RISK MANAGEMENT AND SO ON.

IT'S ALSO TO ESTABLISH THE GUIDELINES FOR INCIDENT INVESTIGATION AND FINALLY TO DEFINE RESPONSIBILITIES AND ACCOUNTABILITY, THE DIFFERENT ELEMENTS WHEN YOU BREAK DOWN THIS AD, IT IS BROKEN DOWN INTO RESPONSIBILITIES, INCIDENT REPORTING PROCEDURES, INVESTIGATION, CLASSIFYING PREVENTABILITY AND ASSIGNING POINTS, AND THEN CORRECTIVE ACTIONS.

AS A PART OF THIS PROGRAM WE HAVE AN IRC, WHICH IS AN INCIDENT REVIEW COMMITTEE.

THE INCIDENT REVIEW COMMITTEE CONSISTS OF OUR CITY EQUIPMENT INVESTIGATIONS MANAGER, WHO IS STEVEN WEISS.

HE IS A RETIRED LIEUTENANT FROM THE NYPD AND SO HE CAME ON BOARD LAST YEAR, BUT HE'S THE CURRENT MANAGER AND HAS DONE A WONDERFUL JOB WITH THE PROGRAM.

THE INCIDENT REVIEW COMMITTEE IS MADE OF FOUR SAFETY SPECIALISTS, AND THIS IS FOR ALL DEPARTMENTS.

SO THEY'RE RESPONSIBLE FOR REVIEWING EACH INCIDENT THAT INVOLVES CITY EQUIPMENT.

THEY HOLD THE MEETING, THEY ASSESS THE PREVENTABILITY AND THEY PROVIDE A CLASSIFICATION RATING.

THESE MEETINGS ARE HELD WEEKLY, BUT THEN ALSO WHAT'S HELD BI WEEKLY IS FOR THE EMERGENCY SERVICES.

SO WE HAVE A SPECIAL IRC JUST FOR DPD AND DFR.

[01:10:01]

AND THEN WE ALSO HAVE THE CODE THREE ACADEMY INSTRUCTOR THERE AS AN ADVISOR.

AND THEN WE ALSO HAVE AN ACCIDENT, AN ACTUAL DPD ACCIDENT INVESTIGATOR THERE AS AN ADVISOR ALSO.

THEN FOR DFR, THERE IS A CAPTAIN WHO IS A VOTING MEMBER, AND THEN WE ALSO HAVE ANOTHER CHIEF PRESENT AS AN ADVISOR AND, IT'S VERY IMPORTANT TO HAVE THESE INDIVIDUALS THERE BECAUSE DPD AND DFR, THEY HAVE SPECIAL EQUIPMENT AND SPECIAL VEHICLES THAT THEY DRIVE.

AND SO HOW THEY DRIVE IS DIFFERENT FROM HOW THE REST OF OUR CITY DRIVERS DRIVE.

SO IT'S VERY IMPORTANT THAT THOSE INDIVIDUALS ARE THERE AND HAVE A SAY IN THE OVERALL OUTCOME OF THE MEETING.

AND THESE MEETINGS ARE HELD BI WEEKLY.

THEN THERE'S THE INCIDENT APPEALS BOARD.

SO ONCE AN INCIDENT HAS GONE THROUGH THE WHOLE IRC PROCESS, THEN WE GIVE THE EMPLOYEE OR THE DRIVER THE OPTION TO APPEAL WHATEVER THE PREVENTABILITY ASSESSMENT WAS AND ALSO THE POINTS.

AND SO THIS COMMITTEE IS CHAIRED BY OUR SAFETY MANAGER, WILLIAM BERNARD.

HE SERVES AS THE BOARD CHAIRMAN.

WE HAVE THREE SAFETY OFFICERS THAT ALSO ASSIST WITH THIS PROCESS.

THEY SERVE AS A SECRETARY, A TEAM'S FACILITATOR AND A LIAISON FOR THE DEPARTMENTS AND COORDINATING TO GET THE DRIVERS THERE FOR THE APPEALS MEETING. AND WE INVITE 16 DIFFERENT DEPARTMENTS THAT HAVE FLEET AND THEY ARE VOTING MEMBERS . ON AVERAGE, NORMALLY 6 TO 8 DEPARTMENTS SHOW UP.

THE MEMBERS THAT ARE ALLOWED TO VOTE ARE AT MANAGEMENT LEVEL OR HIGHER AND CONSISTENTLY DPD FIRE SANITATION CODE THEY'RE ALWAYS PARTICIPATING IN THE IAB.

AND IN THIS PROCESS WE HEAR ALL OF THE APPEALS FOR THE PREVENTABILITY CLASSIFICATION AND THE POINT ASSESSMENT.

AND THIS OCCURS ONCE A MONTH.

SO I MOVE ON BECAUSE PART OF THIS WHOLE PROCESS WE TALKED ABOUT THE CITY EQUIPMENT INVESTIGATION DIVISION.

SO THIS DIVISION IS RELATIVELY NEW.

IT WAS ESTABLISHED IN 2018, CREATED TO INVESTIGATE ALL INCIDENTS INVOLVING SAFETY EQUIPMENT BECAUSE WHEN I CAME ON BOARD, NOT EVERYTHING WAS BEING REPORTED.

AND IT WAS A VERY MANUAL PROCESS.

AND I'M GOING TO BE TELLING YOU ABOUT HOW WE'VE ADVANCED THIS WHOLE THING, THE WHOLE PROGRAM.

BUT AT THAT POINT.

AGAIN, WE WERE NOT CAPTURING THE DATA FOR ALL OF THE INCIDENTS.

EVERYTHING WASN'T BEING REPORTED.

AND THEN THERE WAS SOME ACCOUNTABILITY, BUT NOT ALL, BECAUSE A DEPARTMENT OR A DRIVER COULD BRING A VEHICLE IN FOR REPAIRS AND NOT HAVE AN INCIDENT ASSOCIATED WITH IT.

WE'RE NOT HAVING TO EXPLAIN WHAT HAPPENED AND THEN US TAKE A DEEPER LOOK AT IT.

OKAY, SO THIS DIVISION IS MADE UP OF TWO UNITS, TEN CITY EQUIPMENT INVESTIGATORS, AND 60% OF THOSE INDIVIDUALS ARE RETIRED OR FORMER POLICE OFFICERS.

AND THEN WE ALSO HAVE FOUR SAFETY SPECIALISTS THAT MAKE UP THIS DIVISION.

AND I'LL BRIEFLY JUST TOUCH ON THE ELECTRONIC AND DIGITAL REPORTING.

SO IN 2018, WE INTRODUCED ORIGAMI TO THIS DIVISION.

ORIGAMI HAD ALREADY EXISTED AND THAT'S OUR RISK MANAGEMENT INFORMATION SYSTEM THAT WE USE FOR OFFICE OF RISK MANAGEMENT.

SO ALL SIX DIVISIONS OF THE OFFICE OF RISK MANAGEMENT, WE WORK FROM THIS WEB BASED SOFTWARE PROGRAM AND IT IS CUSTOMIZED TO THE THINGS THAT WE DO.

AND SO BY INTRODUCING THIS INTO THIS DIVISION, IT TOOK US FROM PAPER TO DIGITAL AND ELECTRONIC REPORTING SO WE WERE MORE EFFICIENT, SAVES MONEY AND THE FLOW IS JUST A LOT.

IT'S STREAMLINED EVERYTHING.

AND WE GO TO THE NEXT SLIDE BECAUSE I KNOW WE'RE SHORT ON TIME.

SO THE STATS THAT I'M GOING TO PRESENT TO YOU ARE BASED OFF OF PREVENTABLE BECAUSE THAT'S WHERE WE HAVE THE GREATEST IMPACT AND THIS IS WHERE THE PROGRAM REALLY SHINES.

[01:15:02]

AND THEN NON PREVENTABLE MEANS THAT DESPITE THE DRIVER OR OTHER OPERATOR OF CITY EQUIPMENT THERE, IT JUST COULD NOT BE AVOIDED OR PREVENTED.

SO NEED TO GO BACK ONE.

OKAY. SO WE STARTED WITH THE DATA FROM 2019, WHICH GIVES US THE FIRST FULL YEAR OF THE NEW PROGRAM AND THE NEW DIVISION.

AND WE'RE REPORTING EVERYTHING.

WE'RE CAPTURING EVERYTHING.

AND SO FOR 2019, WE HAD 839 PREVENTABLE CITY EQUIPMENT INCIDENTS.

AND AS YOU CAN LOOK AT THE CHART, THE NUMBER HAS STEADILY GONE DOWN.

SO AT 2020, WE HAVE A 9.5% DECREASE.

NEXT YEAR, 9.62%.

BUT THEN IN 22, BECAUSE WE'RE NEVER GOING TO HAVE ZERO CLAIMS AND WE'RE GOING TO, YOU KNOW, BALANCE OUT SOMEWHERE, WE HAD A 0.15% IN THE YEAR OF 22.

AND THEN FOR THE PROJECTED YEAR WE'RE CURRENTLY IN, WE ANTICIPATE THAT SHOULD BE A NEGATIVE SIX.

WE ANTICIPATE A 6% DECREASE.

AND THEN THE GREEN PART OF THE CHART TELLS US WHERE WE ARE CURRENTLY YEAR TO DATE AND AS WE GO FORWARD, OUR SWEET SPOT OF WHAT I THINK AN ACCEPTABLE NUMBER OF INCIDENTS WOULD BE IS SOMEWHERE BETWEEN 695 AND 711 FOR WE HAVE OVER 7000 VEHICLES IN OUR FLEET.

WE'RE HUGE.

AND SO WE'RE GOING TO HAVE ACCIDENTS.

AND SO I THINK THAT'S KIND OF WHAT THE SWEET SPOT OR THE ACCEPTABLE AMOUNT WOULD BE.

THE NEXT SLIDE AND AGAIN, I'M NOT GOING TO GO THROUGH EVERY PIECE, EVERY SECTION ON THIS, BUT THIS CHART SHOWS PREVENTABLE INCIDENTS BY DEPARTMENTS PER THE FISCAL YEAR.

AND AGAIN, THIS IS INFORMATION AS OF APRIL 30TH, VALUED AS.

WHEN YOU COMPARE FISCAL YEAR 22 TO 19 FOR EACH DEPARTMENT.

EACH DEPARTMENT HAS SOME FORM OF DECREASE IN A YEAR OR MORE SO.

BUT THE MAJORITY OF ALL OUR DEPARTMENTS HAVE IMPROVED.

BUT I JUST WANT TO HIGHLIGHT THAT WHEN YOU COMPARE 2019 TO THE FULL YEAR OF 22 DALLAS WATER UTILITIES HAD A 50% DECREASE IN THEIR ACTIVITY.

THE POLICE DPARTMENT HAD A 20% DECREASE.

WHEN YOU'RE COMPARING WHEN WE HAD OUR FIRST FULL YEAR OF THE PROGRAM TO 22.

AND I JUST LIKE TO COMMEND DPD BECAUSE THE FIRST QUARTER OF 22 WAS GOING IN THE WRONG DIRECTION AND THEY TOOK GREAT MEASURES TO INCREASE THEIR AWARENESS TO THEIR DRIVERS.

AND SO YOU KIND OF SEE THE END RESULT OF THAT.

BUT AGAIN, WHEN YOU COMPARE 22 TO 19, PRETTY MUCH THE MAJORITY OF THE DEPARTMENTS ALL HAD IT.

AND WHEN YOU SEE ALL OTHER THOSE ARE SMALLER DEPARTMENTS LIKE MY DEPARTMENT, CITY ATTORNEY'S OFFICE THAT HAVE CARS.

AND THE TOP FIVE CAUSES OF INCIDENTS ARE THESE HERE BACKED WITHOUT SAFETY, DRIVER INATTENTION, FAILED TO CONTROL THEIR SPEED, TURN WHEN UNSAFE, AND CHANGED THE LANE WHEN UNSAFE.

NEXT SLIDE, PLEASE. SO WE LOOK AT CITY REPAIR COSTS ON THIS DFR CONTRACTS.

SO YOU'LL SEE A NOTE IN THERE WHERE I SAY THAT EXCLUDES DFR.

SO DFR CONTRACTS FOR THEIR CITY EQUIPMENT REPAIRS OUTSIDE OF EFM, OUTSIDE OF EQUIPMENT FLEET MANAGEMENT.

SO THESE NUMBERS I GET, I GET DIRECTLY FROM M-5, WHICH IS EFMS SYSTEM EQUIPMENT, AND FLEET THEY DO NOT REPAIR A VEHICLE WITHOUT AN ORIGAMI INCIDENT NUMBER.

SO WHEN WE TALK ABOUT THAT DIGITAL REPORTING NOW, SO EVERY DRIVER, EVERY DEPARTMENT IS NOW HELD ACCOUNTABLE, YOU BRING A VEHICLE IN FOR REPAIR YOU NEED TO HAVE AN ORIGAMI INCIDENT NUMBER BECAUSE IF YOU DON'T, THAT MEANT YOU DIDN'T CALL 911 AND HAVE ONE OF MY INVESTIGATORS GO OUT.

SO THERE'S A LOT OF ACCOUNTABILITY NOW.

A DEPARTMENTS AND CITY DRIVERS, AGAIN, ARE HELD ACCOUNTABLE.

SO THAT'S THAT ON THE CITY EQUIPMENT REPAIR COSTS AND THEN AUTO LIABILITY CLAIMS. AND THESE ARE CLAIMS THAT ARE RESULTING FROM A CITY EQUIPMENT INCIDENT.

SO THESE ARE THE THIRD PARTY.

THESE ARE THE CITIZENS AND VISITORS THAT ARE FILING A CLAIM AGAINST THE CITY.

SO SINCE 2019, AS YOU CAN SEE, THE NUMBER HAS CONSISTENTLY DECREASED.

SO I FEEL LIKE OUR EFFORTS ARE WORKING HERE.

SO WE'VE HAD FEWER CITY EQUIPMENT INCIDENTS AND WE'RE ALSO HAVING FEWER CLAIMS.

[01:20:04]

AND NEXT TO THAT, IT SHOWS WHAT WE PAID OUT IN CLAIMS. AND AGAIN, WE DO HAVE SOME OF THESE CLAIMS ARE STILL OPEN AND THEY'RE WITH THE CITY ATTORNEY'S OFFICE THAT MAY BE PENDING A LAWSUIT.

BUT I CAN SAY THAT THE MAJORITY OF THESE CLAIMS ALL THE WAY UP TO 22 OVER 90% OF THEM ARE CLOSED.

SOME, LIKE THE OLDER YEARS, IT'S LIKE 98% OF THOSE CLAIMS ARE CLOSED.

THOSE CLAIMS ARE DONE WITH.

AND THAT'S IT.

ALL RIGHT. THANK YOU VERY MUCH.

COUNCIL MEMBERS, DO YOU HAVE ANY QUESTIONS ABOUT THIS PRESENTATION? OKAY. I HAVE A QUESTION FOR YOU.

ON PAGE EIGHT, YOU'RE GIVING THE NUMBERS THE CHART FOR PREVENTABLE INCIDENCES.

COULD YOU DEFINE FOR US WHAT NON PREVENTABLE WOULD BE? NON PREVENTABLE.

THIS INCIDENT OCCURS DESPITE THE DRIVER OR ANY OTHER OPERATOR OF OUR CITY EQUIPMENT HAVING TAKEN REASONABLE ACTION TO AVOID OR PREVENT THE EVENT. IT MEANS THAT NO MATTER WHAT THIS WAS GOING TO HAPPEN, IT COULD BE WEATHER RELATED, SOMETHING A TIRE WAS BLOWN, WHATEVER THE CASE MAY BE.

WHEN THEY DO, THE IRC IT'S DETERMINED THAT THERE IS NOTHING THAT PERSON COULD HAVE DONE.

AND SO HOW MANY NON PREVENTABLE ACCIDENTS ARE THERE? OKAY, I DO HAVE THAT.

OKAY. SO FOR NON PREVENTABLE, THAT NUMBER HAS ALSO GONE DOWN EACH YEAR FOR 22 WE HAD 990 NON PREVENTABLE.

WE HAD 1037 IN 21.

MAYBE I GO THE OPPOSITE WAY.

SO I'LL START WITH 2019.

SO 2019 WE HAD 1,111.

20 WE HAD 1,032 FISCAL YEAR 21 WE HAD 1,037 AND THEN IN 22 WE HAD 990. AND AS OF APRIL 30TH, WE'RE TRENDING AT 495.

OKAY, SO THERE'S A LOT MORE THAT ARE NON PREVENTABLE.

I DIDN'T REALIZE THAT.

AND SO GIVEN THAT, I GUESS WHEN I LOOK AT PAGE 12, YOU'VE GOT THE CLAIMS THAT PEOPLE ARE MAKING AGAINST CITY VEHICLES AND AGAINST THE CITY AND THE DOLLARS WE'RE PAYING, BUT I DON'T SEE WHERE IT'S WHAT CLAIMS WE'RE MAKING.

I'M ASSUMING THE NON PREVENTABLE WOULD INCLUDE WHEN ANOTHER DRIVER IS AT FAULT.

IT CAN. YEAH.

AND SO IT DOESN'T INCLUDE THE NUMBER OF CLAIMS THAT WE'RE MAKING AGAINST OTHERS OR THE DOLLARS THAT WE'VE RECEIVED FROM THAT.

SURE. I WASN'T SURE WHAT ALL YOU ALL WANTED TO SEE.

SO THAT FALLS UNDER SUBROGATION AND SO FOR CITY EQUIPMENT INCIDENTS.

FOR 22 LAST YEAR, WE COLLECTED $471,576 FOR CITY EQUIPMENT, SUBROGATION CLAIMS. AND THAT'S GOING AFTER PEOPLE THAT DID DAMAGE TO OUR VEHICLES.

AND HOW MANY CLAIMS IS THAT? THAT WOULD BE ACCORDING TO MY NUMBERS HERE.

THAT WOULD BE 34.

PLEASE UNDERSTAND THAT ALL CITY EQUIPMENT INCIDENTS, THEY DO NOT RESULT IN A SUBROGATION CLAIM.

IT MAY BE THAT WE DON'T HAVE ANYONE TO GO AFTER.

ONCE WE GET THE [INAUDIBLE] REPORT AND WE GET THE POLICE REPORT.

WE GO THROUGH IT TO SEE IF THERE'S ANY IF WE DIDN'T CAPTURE SOMETHING IN THE INVESTIGATION REPORT, THEN WE ALSO GO BACK AND LOOK AT THE POLICE REPORTS AND SEE IF THERE'S ANY KIND OF INSURANCE INFORMATION, DRIVER INFORMATION, ANY OF THOSE THINGS.

AND SO IF THERE ISN'T, THEN THERE'S NO SUBROGATION CLAIM.

OKAY. SO ONE OF THE THINGS YOU SAID IS THAT THERE WERE 7,000 VEHICLES IN THE FLEET.

AND, YOU KNOW, YOU START LOOKING AT THESE NUMBERS, WHICH ARE, YOU KNOW, VERY HIGH.

IS THIS AN INDUSTRY STANDARD FOR THE NUMBER OF CLAIMS? WELL, IT'S KIND OF HARD TO MEASURE BECAUSE WE DID SURVEY SOME OTHER CITIES WHEN WE FIRST DECIDED TO REVISE THE AD.

WE ARE ONE OF THE FEW CITIES THAT GO TO THE DEPTH OF COLLECTING DATA.

[01:25:02]

SO IT WAS VERY DIFFICULT.

IT WAS ACROSS THE BOARD TO ANSWER YOUR QUESTION.

SO THINGS MAY HAVE CHANGED IN THE LAST THREE YEARS, AND I'LL BE MORE THAN HAPPY TO GO BACK AND SURVEY OTHER CITIES TO KIND OF SEE WHERE IT IS.

SO AGAIN, I WAS COMPARING US.

WE DID LOOK AT OTHER CITIES.

IT WAS HARD TO GET A MEASURE ON IT BECAUSE THEY DON'T DO IT LIKE WE DO.

WE CAPTURE EVERYTHING.

SO TO ANSWER YOUR QUESTION, I'D PROBABLY SAY PROBABLY NOT.

WE'RE UNIQUE IN THIS FASHION BECAUSE WE'RE TRYING TO MAKE BETTER RECOMMENDATIONS.

WE'RE TRYING TO REALLY SEE WHAT'S TRENDING.

AND IF YOU DON'T ASK THE RIGHT QUESTIONS AND IF YOU DON'T COLLECT ALL THE DATA, IT'S KIND OF HARD TO GET DOWN TO CORRECTIVE ACTIONS AND PROCESS IMPROVEMENTS. WELL, I MEAN, I'M JUST LOOKING AT LAST YEAR AND IT SEEMS TO SAY THAT THERE ARE 1677 ACCIDENTS.

AND IF WE SAY GENERALLY THERE ARE 7000 VEHICLES, I MEAN, IT'S ALMOST A QUARTER OF OUR VEHICLES WOULD HAVE BEEN INVOLVED IN AN ACCIDENT.

THE DATA IS THE DATA.

THAT IS CORRECT.

WOW. OKAY.

BUT WE'RE MAKING IMPROVEMENTS, IF NOTHING ELSE, THAT SHOWS THAT MAY NOT BE THE PERFECT PROGRAM, BUT IT IS DEFINITELY MAKING IMPROVEMENTS, ESPECIALLY WHEN IT COMES TO PREVENTABILITY.

AND THEN MY LAST QUESTION IS ON SLIDE NINE.

YOU WERE TALKING ABOUT THE CHANGES OVER THE YEARS.

BUT MY QUESTION IS, IF IT'S THE SAME NUMBER OF VEHICLES, IF WE ADDED OR REDUCED VEHICLES AND IF IT'S THE SAME NUMBER OF ROAD MILES, THAT DATA I DON'T HAVE, I WOULD HAVE TO GET WITH THE DIRECTOR OF EFM TO FIND OUT THE HISTORY OF THE FLEET SIZE AND ANYTHING I SAY NOW WOULD BE A GUESS.

SO I DON'T KNOW.

WELL, I MEAN, I'LL JUST SAY FOR POLICE, LIKE I WOULD LOVE IT TO BE THAT THEY'RE DRIVING SAFER OR THAT LESS PEOPLE ARE HITTING THEM OR CONDITIONS.

HOWEVER, I WONDER IF IT ISN'T BECAUSE WE HAVE LESS POLICE OFFICERS ON THE ROAD.

AND SO I JUST WAS WONDERING IF THERE WAS ANY KIND OF CONTEXT FOR IT THAT YOU'VE EXAMINED OR YOU HAVEN'T BEEN ABLE TO OR YOU CAN'T REALLY ASSOCIATE THAT DATA WITH IT? I CAN TRY TO GET THAT DATA.

WHAT I HAVE HERE IS JUST BASED OFF THE INFORMATION I HAVE ACCESS TO, AND THAT'S COMING OUT OF MY SYSTEM.

YEAH. OKAY. WELL, THANK YOU.

IT WAS VERY INTERESTING. I APPRECIATE THE PRESENTATION.

ARE THERE ANY OTHER QUESTIONS FROM THE COMMITTEE? NO, THANK YOU.

OKAY, SO LET'S MOVE ON TO H.

BUDGET ACCOUNTABILITY REPORT.

ARE THERE ANY QUESTIONS FOR BUDGET ACCOUNTABILITY REPORT? CHAIRMAN WILLIS.

HI [INAUDIBLE]. THIS IS ABOUT THE MUNICIPAL RADIO.

I JUST NOTICED IT WAS 11% UNDER BUDGET.

IT LOOKS LIKE THE NOTE SAID BECAUSE OF LOWER AD REVENUES.

DO WE? I THINK THEY'VE CHANGED THEIR MODEL, MAYBE.

AND MAYBE THAT'S THE REASON WHY OR IS THIS AN ACROSS OUR MARKETPLACE? IS THERE A DECLINE OR CAN YOU SPEAK TO THAT? IT'S ON PAGE TWO.

IT CALLS IT OUT AND THEN IT TIES BACK TO A NOTE.

JANETTE WEEDON, DIRECTOR OF BUDGET AND MANAGEMENT SERVICES.

THAT'S ACTUALLY DUE TO THE CHANGE IN THE ACCOUNT STRUCTURE FOR WRR.

IN THEIR ACCOUNT STRUCTURE YOU MEAN BECAUSE THE CHANGE THAT WE MADE OR TELL ME MORE ABOUT THAT? THE CHANGE THAT CITY COUNCIL MADE, THE APPROVAL OF KERA TAKING OVER THE MANAGEMENT.

BECAUSE THE NOTE SAYS SOMETHING ABOUT LOWER ADVERTISING REVENUE.

CORRECT. OKAY.

SO THAT'S SO.

I'M SORRY. I DON'T UNDERSTAND THE QUESTION THEN.

SO YOU'RE SAYING BECAUSE OUR ACCOUNT STRUCTURE HAS LOWERED THEIR ADVERTISING REVENUE.

PER THE NOTE? YES, THAT'S CORRECT.

OKAY. WELL, I DON'T KNOW IF THERE'S ANY MORE DEPTH TO SHARE AROUND THAT.

I CAN FOLLOW UP WITH THE OFFICE OF ARTS AND CULTURE.

OKAY. THANK YOU. YOU'RE WELCOME.

COUNCIL MEMBER RIDLEY. SO IS THAT A TEMPORARY SITUATION? A 1 YEAR ONLY? I DON'T BELIEVE SO, BUT I CAN FOLLOW UP.

OH, SO YOU THINK IT MAY BE PERMANENT THAT THE TRANSITION TO KERA MANAGEMENT HAS PERMANENTLY

[01:30:08]

OKAY. THANK YOU. YOU'RE WELCOME.

I MEAN, I'LL JUST SAY I'M AWARE THAT THEY DID A FUNDRAISING CAMPAIGN FOR MEMBERS, SO I DON'T KNOW IF YOU'RE GOING TO HAVE TO ADD AN ITEM IN THERE FOR THAT.

BUT I'LL JUST SAY MY QUESTION FOR H IS THIS GIVEN THE VERY LARGE BUDGET VARIANCES THAT ARE DUE TO UNFILLED POSITIONS, WHICH I THINK WE TYPICALLY HAVE, BUT MAYBE NOT TO THIS EXTENT, I'M WONDERING IF THERE'S GOING TO BE SOME CONSIDERATION AS YOU PREPARE NEXT YEAR'S BUDGET TO NOT BUDGET FOR IN POSITIONS THAT WE CLEARLY ARE NOT FILLING? THAT IS CORRECT. THAT'S PART OF OUR PROCESS.

SO ONE OF THE THINGS THAT WE DO EACH YEAR, WE LOOK AT AN AVERAGE WE CALCULATE A VACANCY RATE ADJUSTMENT, LOOKING AT THE POSITIONS THAT HAVE BEEN VACANT FOR THE LAST 18 TO 24 MONTHS.

AND SO YOU WILL SEE IN THE CITY MANAGER'S PROPOSED BUDGET AN INCREASE IN THE VACANCY SAVINGS.

OKAY. ACROSS DEPARTMENTS.

WELL, I WOULD LOVE TO SEE SOMETHING A LITTLE MORE SPECIFIC ON THAT.

WHEN WE DO IT. THE ITEM THAT'S IN THE BUDGET IS NOT VERY ROBUST GIVEN THE LARGE DOLLARS THAT WE'RE TALKING ABOUT.

MOST OF OUR DEPARTMENTS ARE LARGEST EXPENSE IS OF COURSE, THE PEOPLE AND I CAN'T HELP BUT LOOK AT THIS YEAR'S BUDGET SPECIFICALLY, WHERE MAYBE WE DIDN'T ANTICIPATE WE WOULD HAVE SO MANY OPENINGS, BUT NOW WE REALIZE THAT IS STAYING.

AND I'M UNCOMFORTABLE BUDGETING FOR POSITIONS THAT WE KNOW WE'RE NEVER GOING TO FILL AND YOU KNOW, TAKING THAT MONEY FROM OUR TAXPAYERS AND OR USING IT TO HOLD IN A DEPARTMENT THAT IS WITH UNFILLED POSITIONS WHEN IT COULD BE UTILIZED, THOSE DOLLARS COULD BE UTILIZED TO REALLY HELP OUR CITIZENS. SO THAT'S PART OF THE PROCESS.

SO DEPARTMENTS HAVE THE OPTION OF REALLOCATING THOSE RESOURCES.

SO, FOR EXAMPLE, IF YOU HAVE A VACANCY, YOU'RE USING CONTRACTED SERVICES, THEN YOU CAN REALLOCATE THAT FUNDING TO CONTRACTED SERVICES.

SO PART OF THE PROCESS THAT WE GO THROUGH AS PART OF BUDGET DEVELOPMENT, WE LOOK AT VACANT POSITIONS, WE UPDATE THE VACANCY RATE ANALYSIS. WE ALSO LOOK AT THOSE POSITIONS THAT HAVE BEEN VACANT FOR A NUMBER OF MONTHS, 24 MONTHS OR LONGER AND REPURPOSE THOSE POSITIONS TO ANOTHER DEPARTMENT.

SO THAT'S PART OF THE PROCESS THAT WE GO THROUGH.

THAT WAS SOMETHING THAT CITY COUNCIL APPROVED IN THE MID-YEAR BUDGET APPROPRIATION ORDINANCE IN FISCAL YEAR 22.

SO WE REALLOCATED POSITIONS FROM ONE DEPARTMENT TO ANOTHER.

SO THAT'S ALL PART OF THE PROCESS THAT WE GO THROUGH AS PART OF BUDGET DEVELOPMENT.

BUT IT'S EXACTLY THE PROBLEM THAT I'M HAVING WITH IT IS THE REALLOCATION OF FUNDS THAT WE ARE APPROVING DOLLARS UNDER ONE SCENARIO WHERE WE EXPECT FUNDING TO BE IN CERTAIN AREAS AND FOR CERTAIN SERVICES, AND THEN IT'S REALLOCATED IN OTHER WAYS.

AND THAT'S EXACTLY ACTUALLY WHAT I AM UNCOMFORTABLE WITH.

UNDERSTOOD. I THINK PART OF THE ISSUE THERE'S STILL A NEED AND SO THE REPURPOSING SORT OF REDIRECTS THOSE FUNDS TO AREAS WHERE WE KNOW THAT RESIDENTS STILL HAVE A NEED FOR SERVICE.

IF THE FUNDS WERE RESTRICTED TO THEN USING CONTRACT SERVICES TO FILL THAT SAME ROLE, I WOULD BE COMFORTABLE.

BUT WE KNOW THAT'S NOT WHAT HAPPENS IN THE BUDGET AMENDMENT.

SOMETIMES IT DOES, BUT VERY OFTEN IT'S DIVERTED TO COMPLETELY DIFFERENT PROGRAMS THAT HAVE JUST COME UP THROUGHOUT THE YEAR.

AND I DON'T THINK THAT'S GOOD BUDGETING.

SO ALL THAT TO SAY, THANK YOU VERY MUCH.

BOY, WE ARE GETTING A LOT OF SALES TAX, SO I GUESS WE'LL HAVE ANOTHER BUDGET AMENDMENT COMING.

SO IF WE COULD PULL ITEM J.

THIS IS THE DEBT ISSUANCE FOR KAY BAILEY HUTCHISON CONVENTION CENTER MASTER PLAN.

HI, ROSA. HI.

HOW ARE YOU? OKAY.

THANK YOU FOR THE MEMO.

COMMITTEE MEMBERS, DO YOU HAVE ANY QUESTIONS? COUNCIL MEMBER RIDLEY.

THE FOLLOW UP QUESTIONS FOR MAY 22ND.

QUESTION TWO, WHAT REVENUE IS PLEDGED FOR THE REPAYMENT OF THE DEBT?

[01:35:04]

I DON'T SEE ANYWHERE ABOUT THE AMOUNT OF REVENUES PROJECTED TO RESULT FROM THE PFZ.

DO YOU HAVE THAT FIGURE? SURE. WE'RE STILL GOING WITH THE ORIGINAL FIGURE OF 2.2 BILLION.

WHAT WE ARE, IF WE LOOK AT WHAT'S COLLECTED AND AS WE DO THE FINANCIAL ANALYSIS AND BRING IN THE STATE DATA FOR THE FINANCIAL ANALYSIS THAT WE WILL PROCURE OVER THE NEXT SEVERAL MONTHS, THAT WILL TELL US WHAT WE'RE ASSUMING RIGHT NOW IS TO BE A JUMP IN THAT. BUT I DON'T WANT TO GIVE YOU AN EXACT NUMBER.

WE HAVE NUMBERS THAT WE WORKED WITH DURING THE MASTER PLANNING PROCESS.

WE USED HRA AND HUNDEN TO WORK WITH THE STATE ON SOME OF THOSE.

BUT NOW THAT WE HAVE ACTUALS FOR 22 AND ACTUALS FOR 23, I'D RATHER USE THE ANALYSIS THAT WE'RE GOING TO GET TO LOOK AT WHAT THAT JUMP IN REVENUE IS GOING TO BE.

AND TO REFRESH MY MEMORY, THE PFZ REVENUES COME FROM PROPERTY TAX REVENUE IN THE ZONE.

YES, SIR. AND SO WHAT THEY ARE THOSE ARE A THREE MILE RADIUS DRAWN FROM THE CENTER OF THE CONVENTION CENTER.

IT PICKS UP ALL OF THE HOTELS AND IT INCLUDES HOTEL RELATED TAXES.

SO THOSE TAXES ARE HOTEL OCCUPANCY TAX, THE SALES TAX GENERATED BY THE HOTELS AND THE BUSINESSES THAT LEASE SPACE FROM THOSE HOTELS, AND THEN THE ALCOHOL AND BEVERAGE OR MIXED BEVERAGE TAX.

BUT, MR. RIDLEY, YOU SPECIFICALLY SAID PROPERTY TAX AND IT DOES NOT INCLUDE PROPERTY TAX.

IT DOES NOT. OKAY.

THANK YOU. ARE THERE ANY OTHER QUESTIONS? OKAY. I JUST HAVE ONE.

AND THIS IS ABOUT RESPONSE NUMBER THREE, WHERE IT SAYS CONVENTION EVENT SERVICES IS PROJECTING 39 MILLION FOR THE CURRENT FISCAL YEAR AND FISCAL YEAR 24.

AND 35 MILLION FOR FISCAL YEAR 25.

AND I'M JUST WONDERING IF YOU WANT TO ADDRESS THAT DECREASE.

SURE. IT'S THOSE ARE FORECASTS BECAUSE WE'RE STILL SIGNING CONTRACTS.

AND SO WHAT WE TRY NOT TO DO IS PUT IN AN ACTUAL NUMBER FOR A CONTRACT THAT'S STILL BEING NEGOTIATED.

AND SO SOME OF THOSE REFLECT CONTRACTS THAT ARE STILL UNDER WAY.

ALL RIGHT. THANK YOU VERY MUCH.

YOU'RE WELCOME. THANK YOU. ANY OTHER QUESTIONS? NOPE, WE'RE GOOD WITH THAT.

OKAY. NEXT ITEM IS STREET CUT AND UTILITY COORDINATION.

THIS IS.

OKAY.

HERE COMES ALI.

GOOD AFTERNOON, I'M ALI HATEFI DIRECTOR OF PUBLIC WORKS.

DO YOU WANT ME TO GO OVER THE MEMO OR DO YOU WANT ME TO ANSWER ANY QUESTION YOU MAY HAVE? I'D LOVE YOU TO DO JUST DO A SHORT OVERVIEW.

THAT WOULD BE GREAT. ABSOLUTELY.

WELL, THIS IS REGARDING THE UTILITY COORDINATION IN THE CITY OF DALLAS.

AS I MENTIONED IN THE MEMO, CHAPTER 43, SECTION 139, GOVERNED WHAT I GUESS ACTIVITY CAN BE PERFORMED WITHIN PUBLIC RIGHT OF WAY AND THE REQUIREMENT OF THE PERMIT.

SO PUBLIC WORKS THE RIGHT OF WAY DIVISION ISSUES THE PERMIT FOR ANY CONSTRUCTION ACTIVITIES WITHIN PUBLIC RIGHT OF WAY.

IN A YEAR WE ARE ISSUING SOMETHING AROUND 20,000 PERMITS.

AND ONE OF THE THINGS THAT WE DO TO BASICALLY COORDINATE THESE UTILITIES OR CONFLICTS OR CONFLICT RESOLUTIONS IS THAT THERE ARE PUBLIC PROJECTS AND PRIVATE PROJECTS.

FOR THE PUBLIC PROJECTS WE DO HAVE MONTHLY MEETING WITH, FOR EXAMPLE, DALLAS WATER UTILITY , TRANSPORTATION DEPARTMENT, AND TO COME UP WITH A PARTNERSHIP IF IT'S POSSIBLE, IF THERE ARE ANY OPPORTUNITIES THAT WHEN THE DALLAS WATER UTILITY COME AND DO THE UTILITY UPGRADE, WE CAN GO AFTER THEM AND DO THE PAVEMENT PART OF IT.

AND THERE WAS A GIS WEBSITE THAT IT WAS ESTABLISHED THAT SHOWS ALL THE, I GUESS, INTERNAL PUBLIC PROJECTS THAT THAT'S FOR LONG TERM PLANNING THAT DEPARTMENTS CAN UTILIZE TO SEE WHAT PROJECTS ARE COMING.

ON THE PRIVATE SIDE ALSO, WE DO HAVE MONTHLY MEETING WITH ALL THE PRIVATE FRANCHISE UTILITIES COMPANIES TO COORDINATE

[01:40:09]

WE SEND THEM THE PLAN IN THE EARLIEST STAGE FOR THEM TO REVIEW AND MAKE SURE THAT THERE ARE NOTHING IN THE WAY AND GET THE RESPONSE FROM THEM AND REGARDLESS OF ALL THESE ACTIVITIES THAT WE HAVE AS I MENTIONED AT THE END OF THE MEMO, WE DO SEE SOME UTILITY COSTS IN THE NEW PAVING MODEL.

AND THE NEW PAVING STREETS THAT MIGHT BE DUE TO THE EMERGENCY REPAIR, SOMETIMES EITHER PUBLIC OR PRIVATE OR SOMETIMES THERE ARE SOME DEVELOPMENTS IN THE AREA AFTER WE BUILD THE STREETS THAT THEY COME, THAT THE COORDINATION WITH THEM IS KIND OF HARD TO KNOW BECAUSE WE DON'T KNOW WHEN THEY'RE GOING TO COME TO THE NEIGHBORHOOD AND DO THE DEVELOPMENT AND ALSO OTHER EMERGENCY SITUATIONS AS I MENTIONED ON THIS ONE. ONE MORE THING THAT I WAS GOING TO ACTUALLY MENTION ON THIS MEMO IS THAT WE ALSO BACK IN, I BELIEVE, 2019, IF I REMEMBER CORRECTLY, WE AMENDED THE CITY CODE TO ACTUALLY HAVE MORE STRICTER RULES FOR THE RESTORATION OF THE PAVEMENT CODE BECAUSE PER CITY ORDINANCE AND ALL THE COURTS SHOULD BE FOLLOWING THE PUBLIC WORKS STANDARD FOR THE RESTORATION PART OF IT. IT USED TO BE THE AGE BASED BASICALLY REQUIREMENT FOR THEM.

IF THE STREET WAS LESS THAN FIVE YEARS OLD OR MORE THAN FIVE YEARS OLD, THEY HAD DIFFERENT RULES.

WE CHANGED IT TO A CONDITION BASED BASICALLY, IF THEY ARE MORE THAN IF THE CONDITION IS 70, FOR EXAMPLE, THE PAVEMENT CONDITION INDEX IS 70 AND ABOVE THAT'S A DIFFERENT RULE.

IF THE CONDITION IS LESS THAN 70, IT'S A DIFFERENT RULE.

SO WE ALSO MADE THAT AMENDMENT TO BETTER ENFORCE THIS STREET COSTS IN THE CITY.

WITH THAT, IF YOU HAVE ANY QUESTIONS, I'LL BE HAPPY TO ANSWER.

SURE. COUNCIL MEMBER RIDLEY.

THANK YOU, MADAM CHAIR.

ALI, I FREQUENTLY GET EMAILS FROM CONSTITUENTS COMPLAINING ABOUT BRAND NEW STREETS THAT ARE THEN PROMPTLY CUT UP FOR UTILITY EXCAVATION, AND THAT'S COMPOUNDED BY THE LOW QUALITY OF REPAIRS THAT THEY REPORT AFTER THE EXCAVATION IS COMPLETED THAT MARS THE BRAND NEW STREET.

AND SO I'M PLEASED TO HEAR THAT YOU DO HAVE A PAVEMENT CUT AND REPAIR STANDARD MANUAL.

BUT I'D LIKE TO KNOW SOME INFORMATION, IF NOT STATISTICS, ABOUT HOW WELL THAT IS BEING ENFORCED ON FRANCHISE UTILITIES, THEIR CONTRACTORS OR THE CITY'S CONTRACTORS.

ABSOLUTELY, SIR. FOR THE PUBLIC PROJECTS, WE DO HAVE THE INSPECTORS.

IF THAT'S A CAPITAL PROJECT, WE DO HAVE OUR TEAM THAT ARE THEY SHOULD BE THERE.

AND TYPICALLY THOSE TYPE OF PROJECTS PROBABLY IS NOT IN THE QUESTION BECAUSE THE CONTRACTOR ACTUALLY EXCAVATE THE WHOLE ENTIRE ROAD AND THEY'RE GOING TO UPGRADE THE PUBLIC UTILITIES FIRST DRAINAGE, WATER WASTE WATER, IF THERE ARE ANY NEEDS FOR RELOCATION OF THE FRANCHISE UTILITY, FOR EXAMPLE, IF ATMOS NEEDS TO REMOVE IT, IT HAPPENS DURING THAT TIME WHILE THE ROADS ARE CLOSED.

SO TYPICALLY ON THE CAPITAL PROJECTS IT DOESN'T HAPPEN.

HOWEVER, WE DO HAVE A SIGNIFICANT AMOUNT OF MAINTENANCE PROJECTS THAT WE DO IMPROVE THE STREETS AND SOMETIMES WE HAVE NOTICED THAT, YOU KNOW, A FRANCHISE IS REALLY COMING AND CUTTING THE STREETS AFTER WE ARE DONE.

SO AGAIN, PART OF IT IS THAT ASIDE FROM ALL THE COORDINATION THAT WE DO, SOMETIMES THERE ARE SOME CHANGE IN THE PLAN FOR FRANCHISE UTILITIES THAT WE ARE NOT AWARE OF IT AND THEY ACTUALLY HAVE THEIR OWN PLAN, THAT THEY COME AND CUT IT.

SOMETIMES THEY DO THE REPAIR AS A TEMPORARY FIX AND THEY ADDRESS ALL THE, I GUESS, IMPROVEMENT THAT THEY NEED TO HAVE AND THEY COME BACK AND RESTORE IT TO THEIR STANDARD.

HOWEVER, AGAIN, AS I MENTIONED, WITH 20,000 PERMITS A YEAR, WE DEFINITELY ARE NOT AS STAFFED TO INSPECT EVERY SINGLE CAUSE OR PROJECTS THAT ALL THE FRANCHISE UTILITIES OR ALL THE PRIVATE DEVELOPMENT HAVING IN THE CITY.

WE DO HAVE SOME THROUGH THE 311 REQUEST OR THROUGH THE RIGHT OF WAY PERMIT SALESFORCE PLATFORM THAT WE HAVE.

WE DO HAVE SOME SYSTEM THAT REQUIRES THEM TO NOTIFY US FOR ANY INSPECTION.

SOMETIMES THEY DO, SOMETIMES THEY DON'T.

AND REGARDLESS, WE INSPECT WHATEVER WE CAN AS A PART OF OUR TEAM.

[01:45:02]

SO DO YOU SEE ANY POTENTIAL FOR IMPROVEMENT IN THAT RATIO OR IS THAT JUST SOMETHING THAT WE'RE STUCK WITH? WELL, ONE OF THE ACTUALLY RECENT THINGS THAT WE DID, WE ADDED A GPS SYSTEM TO OUR FLEET FOR THE RIGHT-OF-WAY INSPECTION THAT WE ACTUALLY CAN BETTER MANAGE THEM TO SEE WHERE THEY ARE IN THE PART OF THE CITY THAT WE CAN COORDINATE THE INSPECTION THAT WAY BETTER.

AND THAT WAS ONE OF THE VISION THAT WE HAD.

AGAIN, I THINK WITH THE TEAM THAT WE HAVE LIKE AROUND 10 OR 12 PEOPLE WITH THE CURRENT RESOURCES, IT'S IMPOSSIBLE TO INSPECT EVERY SINGLE CUT. WE ARE CONSTANTLY COMMUNICATING THIS WITH THE FRANCHISE UTILITIES, ATMOS, ENCORE, TELECOMMUNICATION COMPANIES TO PROVIDE US WITH THE PLAN THAT WE CAN ACTUALLY COORDINATE OR OUR INFORMATION IS PUBLIC AND WE USUALLY SEND THEM THE WORK PLAN THAT THEY KNOW WHERE WE ARE OR WHERE WE ARE GOING TO BE.

THIS COMMUNICATION IS HAPPENING IN ORDER TO IMPROVE THE PROCESS.

BUT AGAIN, EVERY NOW AND THEN WE SEE THINGS IS CHANGING ON BOTH ENDS.

WELL, COULD I SUGGEST THAT YOU REQUIRE THE CONTRACTORS WHO ARE REPAIRING THE CUTS TO SUBMIT A FORM TO YOUR DEPARTMENT, INCLUDING PHOTOGRAPHS OF THE REPAIR, SO THAT YOU DON'T HAVE TO SEND SOMEONE OUT IN THE FIELD FOR 20,000 CUTS.

YOU CAN ASSESS ITS CONDITION IN THE OFFICE AND ONLY THOSE THAT YOU HAVE QUESTIONS ABOUT OR DON'T THINK ARE PROPERLY DONE WOULD YOU THEN NEED TO SEND AN INSPECTOR OUT? WOULD THAT IMPROVE PRODUCTIVITY? IT MAY COUNCIL MEMBER ACTUALLY, WE HAD THIS DISCUSSION INTERNALLY OURSELVES ALSO TO GET SOME SORT OF DOCUMENT FROM THE CONTRACTOR SHOWING THAT THEY DID THE REPAIR TO THE STANDARD. I THINK IT'S A MATTER OF ASIDE FROM THE FACT THAT, YOU KNOW, SOME CONSTRUCTION ACTIVITIES HAPPENING IN THE CITY WITHOUT PERMIT, THAT NO ONE KNOWS, I'M PROBABLY NOT GOING TO BE INCLUDING THOSE INTO THIS DISCUSSION.

BUT FOR THE ONE THAT THEY ACTUALLY PULLED THE PERMIT.

AND WE KNOW THAT THERE ARE SOMETHING GOING ON IN THE CITY.

WE DO COMMUNICATE WITH THEM ON A REGULAR BASIS TO MAKE SURE THAT THEY ARE PROVIDING US WITH THE DOCUMENT THAT WE NEED.

AGAIN, ONE OF THEM WAS TO LET US KNOW THAT THERE'S AN INSPECTION, BUT PHOTOGRAPHY IS ANOTHER OPTION.

WE WILL EXPLORE THAT AND HOPEFULLY THAT WILL ADD TO THE IMPROVEMENT PROCESS.

GREAT. AND HOW MUCH ADVANCE INFORMATION DO YOU HAVE THAT DWU OR A FRANCHISE UTILITY IS GOING TO BE REPLACING A UTILITY LINE UNDER A STREET CONSTRUCTION PROJECT? FOR PUBLIC PROJECTS FOR EXAMPLE, DW THAT YOU MENTIONED, WE EXTENSIVELY ACTUALLY COORDINATE WITH THEM.

YOU KNOW, WE HAVE A REGULAR MEETING WITH THEM TO MAKE SURE IF THERE ARE ANY ACTIVITIES GOING ON WE ARE AWARE OF IT AND WE CAN PLAN THE PAVING ACCORDINGLY BASED ON THE NEEDS.

FOR THE PUBLIC PROJECT IS A LOT EASIER THAN THE PRIVATE ONE BECAUSE AGAIN, THERE ARE SO MUCH ENFORCEMENT THAT WE CAN HAVE TO MAKE SURE THAT WE RECEIVE THE PLAN SOMETIME DUE TO THEIR SECURITY PROTOCOL.

THEY DON'T WANT TO SHARE ALL THE LOCATIONS OF THE CONSTRUCTION ACTIVITIES.

FOR EXAMPLE, IF THEY HAVE A PLAN AHEAD FOR ATMOS ONCOR OR OTHER THINGS, WE MAY NOT RECEIVE THE COMPLETE PLAN FROM THEM.

BUT ONCE IT'S HAPPENING, WE KNOW IT'S THERE ALREADY.

RIGHT. IF THIS IS NOT AN EMERGENCY.

BUT AGAIN, THIS IS A COMMUNICATION WE ALWAYS HAVE WITH THE FRANCHISE UTILITY.

ACTUALLY, RECENTLY WE HAD ONE OF THE CAPITAL PROJECT THAT WE ENCOUNTERED ANOTHER UTILITY CONFLICT THAT WE ESTABLISH ANOTHER LINE OF COMMUNICATION WITH ONCOR TO MAKE SURE THAT, YOU KNOW, WE CAN BETTER COMMUNICATE THESE KIND OF CHALLENGES IN FUTURE.

WELL, I'M JUST THINKING THAT IF YOU HAD A MEETING EVERY QUARTER WITH THE FRANCHISE UTILITIES TO GET THEIR UTILITY LINE CONSTRUCTION PLANS FOR THAT QUARTER, YOU COULD THEN COORDINATE THAT WITH YOUR PLANNED STREET REPAIRS.

IS ANY OF THAT COORDINATION HAPPENING? THAT'S THE WHOLE PURPOSE OF THAT TO RECEIVE THEIR PLAN THAT WE CAN ACTUALLY COORDINATE BETTER WITH OUR PLAN.

WE HAVE A MONTHLY MEETING WITH FRANCHISE UTILITY FOR OUR PUBLIC PROJECTS BASICALLY, AND YOU KNOW, THE ONE THAT WE SEND THEM, THE PLAN, THE CAPITAL IMPROVEMENT ONE, THE MAINTENANCE IS MORE FLUID BECAUSE WE HAVE A LOT OF THEM AND THEY ARE SHORT TERM KIND OF MAINTENANCE, THE DURATION OF THE CONSTRUCTION WISE.

BUT THE THING IS THAT REGARDLESS, WE HAVE ASKED FRANCHISE UTILITY COMPANIES TO PROVIDE US WITH THE PLAN.

I CAN TELL THAT WE HAVE NOT BEEN VERY SUCCESSFUL WITH RECEIVING THOSE PLANS TO BE HONEST, IN THE FUTURE.

BUT I'M HOPING THAT WITH OUR CONSTANT COMMUNICATION, WE'RE GOING TO FIND A BETTER WAY TO COORDINATE THESE TYPE OF THINGS.

[01:50:04]

ABSOLUTELY. CHAIRMAN WILLIS.

YEAH. THANK YOU. AND I'D LIKE TO FOLLOW ALONG ON THAT.

ON THE PAVEMENT CUT AND REPAIR STANDARD MANUAL.

YOU SAID IT'S BEING UPDATED.

WHAT'S YOUR TIMELINE ON COMPLETION? YES, MA'AM. I THINK I BELIEVE, IF I'M NOT MISTAKEN, WE WERE SUPPOSED TO ACTUALLY UPDATE IT BY THE END OF THIS YEAR.

THIS IS THE WHOLE PAVE AND CUT AND REPAIR MANUAL THAT WE HAVE AND THE TEAM IS ACTUALLY WORKING ON IT RIGHT NOW.

WELL, I WOULD RECOMMEND THAT WE SHARE THAT AND MAKE KIND OF A BIG DEAL OUT OF THAT WHEN IT GOES OUT TO OUR UTILITY PARTNERS AND THEN WHOEVER OUR USUAL SUSPECTS ARE ON THE PRIVATE SIDE. AND I REALIZE THE LIST IS PROBABLY PRETTY LONG, BUT THERE MAY BE THOSE THAT WE CAN READILY IDENTIFY JUST SO THAT THIS IS YOU KNOW, THIS IS THE NEW STANDARD AND THIS IS WHAT, YOU KNOW, WHAT OUR EXPECTATIONS ARE.

I THINK WE'VE GOT TO SET UP EXPECTATIONS.

IT SOUNDS LIKE IT'S A LOT TO GET YOUR ARMS AROUND.

AND SO BECAUSE OF THAT, MAYBE WE'RE BEING TAKEN ADVANTAGE OF AND I WOULD SAY, WELL, THIS APPLIES TO ALLEYS AS WELL.

CORRECT. SO I MEAN, I'VE SEEN ALLEY REPAIRS THAT LOOK GOOD AT FACE VALUE, BUT MAYBE THEY DON'T INCLUDE THE, YOU KNOW, A FORM THAT WOULD HELP CONVEY WATER. AND IT'S YIELDED ISSUES FOR SOME RESIDENTS.

AND UNLESS YOU RIDE HEARD ON ATMOS OR WHOEVER, YOU KNOW, RESIDENTS HAVE NOWHERE TO TURN.

AND SO I'M CONCERNED ABOUT THAT.

BUT I WOULD SAY THAT I LOVE THE SUGGESTION OF THE PHOTOGRAPHS BECAUSE THAT'S USUALLY HOW IT STARTS WITH COUNCILMEMBERS.

AS WE GET AN EMAIL, I'VE GOT THIS PROBLEM AND THEY'RE USUALLY PHOTOS ATTACHED AND YOU CAN TELL THAT THERE IS AN ISSUE.

AND THAT'S WHAT I FORWARDED ON TO YOU AND YOUR TEAM.

BUT I WOULD SAY THAT I LOVE THE IDEA OF INCLUDING THAT IT SEEMS LIKE THAT WOULD MAKE YOUR WINGSPAN GREATER AS FAR AS BEING ABLE TO ASSESS SOMETHING BEFORE DISPATCHING AN INSPECTOR.

BUT LET'S FACE IT, OUR CITY IS FILLED WITH INSPECTORS THEY'RE CALLED OUR RESIDENTS.

AND SO THEY ARE ALL TOO READY TO LET US KNOW.

AND I HEAR FREQUENT COMMENTS, TOO, ABOUT THIS ROADWORK WAS JUST DONE AND NOW IT'S BEEN CUT UP AND THEN IT HASN'T BEEN REPAIRED TO THE SATISFACTION.

IT'S NOWHERE NEAR WHAT IT USED TO BE.

AND SO I WOULD SAY THAT MAKING A BIG DEAL OUT OF THAT, THAT STANDARD MANUAL AND THEN ALSO THE PHOTOS ALONG WITH THE FORM AND ACCEPTING THAT.

AND THEN, YOU KNOW, WHAT COUNCILMEMBERS CAN DO TO ASK PEOPLE, YOU KNOW, IF SOMETHING'S NOT DONE TO THE SATISFACTION OR IT'S RETURNING TO THE STANDARD WHERE IT STARTED, AT LEAST THAT WE WANT TO HEAR FROM YOU SO THAT WE CAN GET INTO THIS ENFORCEMENT MORE SO THAT MAYBE THERE ARE MORE TEETH THERE SO WE CAN AVOID THIS, BECAUSE I DO FEEL LIKE WE'RE BEING TAKEN ADVANTAGE OF.

ANYTHING TO SAY TO THAT? NO, ABSOLUTELY, MA'AM.

I TOTALLY AGREE.

ALL RIGHT. THANK YOU, CHAIRMAN ATKINS.

YES. PROCESS.

WHEN WE DO THESE CUTS, THE STREET CUTS, EVERYTHING DO WE REIMBURSE THEM OR IS OUR CONTRACTOR.

HOW ARE THEY CONTRACTED OUT WHEN THEY DO STREET CUT? DO THEY NEED A PERMIT WHEN THEY DO A STREET CUT OR DO THEY DO NOT NEED ONE? AND SOMETIMES IF THEY HAVE SOME SORT OF CLOSURE OF THE STREETS OR SIDEWALKS OR ALLEYS, THEY NEED TO PROVIDE US THE TRAFFIC CONTROL PERMIT ALSO. AND THE THING IS THAT WE DON'T CHARGE THEM FOR RIGHT OF OUR PERMIT AND ALSO WE DON'T CHARGE THEM FOR TRAFFIC CONTROL PERMIT, AS FAR AS I REMEMBER, BECAUSE THEY HAVE THE FRANCHISE AGREEMENT WITH THE CITY.

BUT YEAH, I GUESS THAT'S I HOPE I ANSWERED YOUR QUESTION.

NO, NO, IT DID NOT.

IN OTHER WORDS, YOU SAID THAT WHEN THEY DO A STREET CUT, WE ARE TALKING ABOUT STREET CUT BY UTILITY COMPANIES.

IS THAT CORRECT? YOU SAID THE COMPANIES ARE ONE OF THEM? YES, SIR. ONE OF THEM.

AND WHAT IS OTHER BESIDES THE UTILITY COMPANY? WELL, THERE ARE PRIVATE DEVELOPMENT THAT ARE HAPPENING.

YOU KNOW THERE ARE MAYBE CONNECTING TO SANITARY SEWER LINE.

THEY HAVE TO CUT THE STREET OR THEY ARE CONNECTING TO WATER LINE OR THE STORM LINE OR ADDING A DRIVEWAY TO THE STREET AND THINGS LIKE THAT.

BUT THEY DO NEED TO PULL THE PERMIT, IS THAT CORRECT? THEY ARE SUPPOSED TO PULL THE PERMIT? YES, SIR. OKAY. BUT THEY NEED TO PULL A PERMIT.

IS THAT CORRECT? YES, SIR.

THEY NEED TO PULL A PERMIT.

IS THAT CORRECT? YES, SIR.

IF THE WORK IS WITHIN PUBLIC RIGHT AWAY, THEY NEED TO PULL THE PERMIT.

OKAY, SO. SO WHAT HAPPENED WHEN YOU FOUND OUT THAT THEY DID NOT PULL THE PERMIT? SO WHAT HAPPENED THERE? WE CAN SHUT THE WORK IF WE KNOW THAT THE PERSON OR THE ENTITY DOESN'T HAVE ANY PERMIT.

[01:55:01]

IF THEY DO PULL A PERMIT, THEY GOT TO HAVE A FINAL INSPECTION.

RIGHT. AND WHO DO THE FINAL INSPECTION? IT DEPENDS WHAT KIND OF INSPECTION WE'RE TALKING ABOUT.

IF THAT'S ONLY FOR THE DRIVEWAY, AGAIN, IT'S NOT VERY KIND OF BLACK AND WHITE.

IT DEPENDS IF THAT'S UNDER THE PRIVATE DEVELOPMENT CONTRACT WITH DEVELOPMENT SERVICES THAT THE DEVELOPER HIRES A THIRD PARTY INSPECTOR TO INSPECT AND THEY REPORT TO DEVELOPMENT SERVICES, THEY REVIEW IT, THEY DO THE RANDOM INSPECTION ALSO.

IF THIS IS SOLELY BY PUBLIC RIGHT OF WAY AND THAT'S NOT RELATED TO ANY OTHER CONTRACT WITH THE DEVELOPMENT SERVICES, THEN THEY ARE WE ARE SUPPOSED TO ACTUALLY INSPECT THEM.

OKAY. AT THE END OF THE DAY, IF YOU HAVE A CURB CUT AND THEY PULL A PERMIT, SOMEBODY FROM THE CITY OF DALLAS GOT TO CERTIFY THAT AND MAKE SURE IT'S COMPLETE.

IS THAT A FAIR STATEMENT? I BELIEVE THAT'S A FAIR STATEMENT.

YES, SIR. OKAY.

I BELIEVE. OKAY. WHAT MY DILEMMA IS AND CHAIRMAN WILLIS.

AND ALSO [INAUDIBLE] THAT THE POINT IS IF THEY PULL A PERMIT THEY SHOULD HAVE A [INAUDIBLE] BECAUSE SOMEONE GOT TO INSPECT THE WORK TO VERIFY THE WORK HAD BEEN DONE, GET A GREEN CARD.

SO THEREFORE, IF WE CAN SEPARATE THE ONE THAT WHO IS PULLING THE PERMIT AND THE ONE WHO'S A BAD APPLE WHO IS NOT PULLING A PERMIT, THEN WE KNOW WHAT WE NEED TO DO.

SO I'M KIND OF DISTRESSED THAT WHEN YOU PULL THE PERMIT THAT IT SEEMS LIKE WE DON'T KNOW THAT THE INSPECTOR HAD CLOSED THE DEAL OR AGAIN, A GREEN TAG.

SO I THINK IT'S A MISSING SPACE OR SOME KIND OF WAY.

SO THAT'S MY $0.02.

OKAY. I HAVE A COUPLE OF QUESTIONS FOR YOU.

AND THEY'RE SORT OF SCATTERED ABOUT.

WHEN LET'S JUST SAY IT'S A TELECOM MAKES A CUT AND THEY REPAIR THAT.

WHAT IS THE TIMEFRAME THAT THEY'RE THEN RESPONSIBLE FOR THE QUALITY OF THAT REPAIR? GOOD QUESTION, MA'AM. THE THING IS, WHEN THEY PULL THE PERMIT, THE RIGHT OF A PERMIT HAS A RANGE.

FOR EXAMPLE, THEY SAY THE PERMIT IS VALID FROM TODAY ALL THE WAY TO NEXT MONTH OR TWO MONTHS.

RIGHT. WE DON'T KNOW IN WHAT TIMEFRAME THE RESTORATION HAPPENS, BUT WE KNOW THAT WHEN THE PERMIT IS GOING TO EXPIRE.

SO AT THE TIME THAT THE PERMIT IS GOING TO EXPIRE, EVERYTHING SHOULD BE GOOD BECAUSE OTHERWISE YOU HAVE RESTORED SOMETHING WHICH IS NOT IN A STANDARD.

AND ALSO YOU DON'T HAVE ANY OTHER PERMIT TO ACTUALLY GO ABOUT IT.

SO MY TAKE ON THIS ONE IS THAT DURING THE TIME OF THE PERMIT, THEY NEED TO RESTORE IT BACK TO THE STANDARD.

I'M SORRY, I MAYBE WASN'T VERY CLEAR.

SO LET'S SAY I GO IN, I CUT THE STREET AND I REPAIR IT AND IT LOOKS GOOD, BUT A YEAR FROM NOW IT'S SINKING OR TWO YEARS FROM NOW IT'S SINKING.

THE REST OF THE STREET'S PERFORMING WELL BECAUSE IT WAS NEWLY PAVED.

SO WHAT'S THE RESPONSIBILITY NOW FOR THAT CUT? YES, FOR I GIVE YOU TWO EXAMPLES FOR PUBLIC AND PRIVATE FOR PUBLIC PROJECTS.

WE HAVE ONE YEAR WARRANTY PERIOD THAT WE GO THERE.

WE DON'T ACTUALLY CLOSE THE STREET, CLOSE THE CONTRACT BEFORE WE ACTUALLY DO THE FINAL INSPECTION.

FOR THE PRIVATE LIKE FRANCHISE UTILITIES, FOR EXAMPLE, PER CITY CODE WHEN THEY PULL THE PERMIT I BELIEVE THEY HAVE FIVE YEARS.

THEY SHOULD HAVE FIVE YEARS OF WARRANTY.

HOWEVER, I GUESS THE CAVEAT TO IT IS THAT WHEN THE STREET IS NOT IN A GOOD CONDITION AND SOMEONE COMES AND DO THE RESTORATION TO THE CITY STANDARDS, RIGHT? SO THAT RESTORATION MAY NOT ALSO HOLD UP.

SO IN FIVE YEARS, CAN WE REALLY GO AND ENFORCE IT AND SAYING, YOU KNOW, THE SINKING IS JUST DUE TO THE FACT THAT YOU DIDN'T RESTORE IT IN A GOOD SHAPE OR THE STREET WAS FAILING.

THAT BECOMES A LITTLE BIT SUBJECTIVE TO IDENTIFY THAT AT THAT POINT.

WELL, I'LL JUST TELL YOU, IF YOU GAVE ME A LIST OF ALL OF THE CUTS IN MY DISTRICT THAT WERE LESS THAN FIVE YEARS, MY RESIDENTS THEMSELVES WOULD GO OUT AND INSPECT THEM FOR YOU AND TELL YOU WHICH ONES NEEDED TO BE REPAIRED.

AND I'M QUITE CERTAIN THAT THERE ARE CUTS SINCE I'VE BEEN IN OFFICE THAT WERE REPAIRED IN GOOD SHAPE, THAT ARE NO LONGER IN GOOD SHAPE, LESS THAN FIVE YEARS. AND I DON'T THINK WE HAVE A MECHANISM TO GO BACK AND TAKE CARE OF THIS.

AND WHEN YOU LOOK AT THE MASSIVE NUMBER OF DOLLARS THAT YOU ARE IN CONTROL OF TO TRY TO REPAIR OUR STREETS, AND YOU LOOK AT, YOU KNOW, WE HAVE SO MANY FAILING STREETS, BUT IT'S NOT EVEN OUR STREETS THAT ARE IN GOOD CONDITION.

THEY THEN HAVE THESE MASSIVE HOLES AND PROBLEMS THAT ARE DETERIORATING AND MAKING IT A VERY UNCOMFORTABLE DRIVING EXPERIENCE,

[02:00:06]

LAST FOLLOW UP OF, WELL, WAIT A MINUTE, THIS IS GOING TO EXPIRE SOON, WHETHER WE CHECK IT AT TWO AND A HALF YEARS OUT AND, YOU KNOW, FOUR YEARS AND 11 MONTHS . LIKE I THINK WE NEED TO ASSERT OUR RIGHT TO ACTUALLY HAVE THEM REPAIR IT IN A WAY THAT WILL LIVE UP TO EVEN JUST THE FIVE YEARS BECAUSE WE KNOW WHAT'S GOING TO HAPPEN AT SIX YEARS, IT'S NOT GOING TO BE GOOD.

SO THAT'S THE FIRST THING THAT AS YOU'RE DOING THIS NEW REPAIR MANUAL, I WOULD LIKE TO SEE A PROCESS IN THERE THAT WE ACTUALLY ENSURE THAT IT DOES PERFORM IN THAT WAY.

TO CHAIRMAN WILLIS' POINT ABOUT PROVIDING PHOTOS INSTEAD OF MAYBE GOING OUT TO INSPECT, I WOULD AGREE, EXCEPT I'VE ONLY LEARNED A LITTLE BIT ABOUT CONSTRUCTION TO KNOW IT MIGHT LOOK GOOD ON TOP, BUT IF THEY HAVEN'T PUT THAT REBAR IN THERE, THEY HAVEN'T DONE THE COMPRESSION OF THE SOIL AND THE SAND AND ALL THOSE THINGS.

IT'S ONLY GOING TO LOOK GOOD FOR A SHORT TIME.

SO MAYBE PHOTOS ARE GOOD, BUT MAYBE IT'S EVERY STEP OF THE WAY.

SO YOU CAN SEE THEY REALLY TAMPED IT DOWN AND ALL OF THAT.

OKAY. SO MY NEXT QUESTION IS, YOU SAID THAT YOU'RE ARE MEETING EVERY MONTH WITH DWU.

ARE YOU MEETING EVERY MONTH WITH ALL OF THE UTILITIES? ALL OF UTILITIES YOU MEAN PRIVATE AND PUBLIC? BOTH. YES, FOR THE PUBLIC PROJECTS COORDINATION, WE DO HAVE INTERNAL MEETINGS WITH PUBLIC WORKS, WITH THE DALLAS WATER UTILITY DEPARTMENT AND ALSO TRANSPORTATION.

SO I'M SORRY, I DON'T WANT TO INTERRUPT YOU, BUT I GUESS I WANT TO GIVE YOU A MORE NARROW QUESTION.

SURE. SO IF LET'S JUST SAY DWU IS DOING A PROJECT AND YOU'RE DOING A PROJECT, IT DOESN'T MEAN YOU'RE DOING THE PROJECT RIGHT NOW.

LIKE MAYBE IT'S ON YOUR FORECAST AND THEN THEY'RE READY TO DO IT.

YOU MIGHT BE LIKE, YEAH, WE DON'T HAVE A PROJECT NOW.

LIKE HOW FAR BACKWARDS AND FORWARDS ARE YOU? YOU KNOW WHAT I'M SAYING? ARE YOU LOOKING SAYING, OH WAIT, WE HAVE THIS COMING IN THE NEXT YEAR BEFORE YOU OPEN UP THIS MASSIVE SECTION OF ROAD.

WHY DON'T YOU HOLD OFF OR WHY DON'T WE MOVE THAT WE'LL REPRIORITIZE SO THAT WE CAN DO IT TOGETHER.

WE DO THAT COORDINATION ACTUALLY, WE DO PLAN TO SEE IF THERE ARE ANY OPPORTUNITY THAT WE CAN ACTUALLY DO THE PAVEMENT AFTER THEY'RE DONE WITH THE UTILITY UPGRADE. HOWEVER, SOMETIMES THEY ARE WORKING ON SOME AREA THAT WE DON'T HAVE ANY PLANNED WORK FOR THAT.

RIGHT. DALLAS WATER UTILITY ALSO, IF THEY ARE CUTTING THE STREET, THEY HAVE THEIR OWN CONTRACTOR TO COME BACK AND RESTORE THE PAVEMENT.

SO THEY DO THAT ALSO AT THE SAME TIME.

BUT WE ALSO COORDINATE TO SEE IF OUR MAINTENANCE PROGRAM CAN ACTUALLY OVERLAP WITH THEIR WORK AND WE CAN COORDINATE IT THAT WAY.

BUT YOU REALIZE THE TWO PROBLEMS ARE, NUMBER ONE, IT'S OUR WATER BILL AND OUR TAX DOLLARS, RIGHT? SO WE'RE BEING HIT TWICE AND THEN, YOU KNOW, WE'RE SHUTTING DOWN A LANE OR TWO TO GET THE WORK DONE TWICE.

RIGHT ONCE FOR WATER AND THEN ONCE WHEN YOU COME BACK, IF IT ISN'T COORDINATED AND I KNOW THERE'S A PROJECT IN MY DISTRICT THAT WAS GOING TO HAPPEN TWICE AND I WAS LIKE, WAIT, WAIT, WAIT.

YOU KNOW, I'M TALKING ABOUT THE FRANKFURT ROAD PROJECT.

AND SO, I MEAN, IF YOU ARE MEETING MONTHLY, I STILL DON'T THINK THAT REAL SERIOUS CONVERSATION OF, NO, WE'VE GOT TO FIGURE OUT A WAY TO DO IT TOGETHER SINCE BOTH OF US ARE GOING TO BE IN THE EXACT SAME PLACE.

RIGHT. AGAIN, AS FAR AS I KNOW, COUNCIL MEMBER, WE DO HAVE THIS COORDINATION MEETING ON A REGULAR BASIS.

I THINK IT USED TO BE BIWEEKLY, NOW IS MONTHLY, BUT WE DO ACTUALLY PLAN OUR WORK AHEAD TO MAKE SURE IF THERE ARE ANY OVERLAP, WE CAN JUST WORK TOGETHER.

SOMETIMES THERE ARE SOME OTHER FACTORS.

FOR EXAMPLE, LET'S SAY THAT WE HAVE TO WORK SOME IN ONE STREET RIGHT NOW AND THEY'RE GOING TO SAY, SO WE'RE NOT GOING TO HAVE ANY WORK RIGHT NOW UNTIL THREE YEARS FROM NOW.

AND THIS IS THIS STREET IS IN A BAD SHAPE THAT WE NEED TO DO SOME SORT OF TREATMENT ANYWAYS AT THIS POINT.

IT MAY HAPPEN THAT WAY, BUT IN REALITY, MAJORITY OF THE THING THAT WE ARE TRYING TO ACHIEVE IS THAT TO MAKE SURE IF THERE ARE ANY OPPORTUNITIES FOR THEM TO COME CUT THE STREET AND THEN WE DO OUR MAINTENANCE RIGHT AFTER THEM, THAT'S WHAT WE'RE TRYING TO ACHIEVE.

SO FOR THE TELECOMS, ARE ARE THEY JUST LOOKING AT THE IMP AND GOING, OKAY, IT'S ON THE LIST, I BETTER TALK TO THE CITY? OR IS THERE SOMETHING BEYOND THAT THAT'S HAPPENING? WELL, THE THING IS THAT WE DO HAVE THE GIS WEBSITE THAT IT SHOWS ALL THE PROJECTS IN A YEAR, RIGHT, FOR DALLAS WATER UTILITY FOR PUBLIC WORKS, EVEN FOR TRANSPORTATION DEPARTMENT. THAT'S A COORDINATION MAP THAT WHICH IS PUBLIC INFORMATION.

THAT'S ONE OF THE TOOLS THAT THEY CAN USE TO COORDINATE WHAT PROJECTS THAT WE HAVE.

ANOTHER THING IS THAT FOR THE CAPITAL PROJECT, WHICH IS MORE OF A RECONSTRUCTION PROJECT, WE DO HAVE A MONTHLY MEETING WITH THEM WITH THE UTILITY COMPANIES TO

[02:05:07]

WE SEND THEM THE PLAN IN ADVANCE.

FOR EXAMPLE, IN THE 30 OR 60% PHASE, BEFORE THE DESIGN IS COMPLETE, WE SEND THEM THE PLAN THAT THEY CAN REVIEW AND GIVE US THE FEEDBACK.

IF THERE ARE ANY UTILITY UPGRADE NEEDED OR ANY RELOCATION IS NEEDED.

ASIDE FROM THAT, ALSO ON THE MONTHLY BASIS, WE MEET WITH THEM EVEN FOR RECONSTRUCTION PROJECT IN CASE IF THERE IS SOMETHING WRONG THAT THE PROJECT TEAM AND THE COMPANY CAN ACTUALLY COORDINATE A RESOLUTION FOR THAT.

AND SO, YOU KNOW, I LOVE THAT IMP REPORT, BUT I'M NOT FAMILIAR WITH THE GIS MAP THAT YOU'RE TALKING ABOUT.

I'M ASSUMING IT MUST BE ON YOUR WEBSITE.

IT IS. SO IS THAT FORECASTING LIKE A ROLLING 12 MONTHS FORWARD OR IS IT BY FISCAL YEAR? THAT'S BY FISCAL YEAR, ACTUALLY.

WE PUT ALL THE PROJECTS THAT IS CURRENTLY PLANNING FOR THE FY 23, FOR EXAMPLE, ON THE WEBSITE AND YOU CAN SEE ALL THE PROJECTS.

IT'S ON THE PUBLIC WORKS WEBSITE DATA AND MAP TAB.

YOU CAN LOOK AT IT.

I'LL BE HAPPY TO SEND YOU THE LINK.

OKAY. SO THIS IS MY LAST QUESTION AND I'M SORRY IF IT'S A DUMB QUESTION.

WHY CAN'T SOME OF THESE THINGS BE PUT UNDER THE SIDEWALK INSTEAD OF THE STREET? IT JUST SEEMS LIKE THERE WOULD BE MUCH LESS INTERRUPTION FOR THE VEHICLES.

IT WOULD BE MUCH LESS EXPENSIVE AND IT WOULD HELP US GET OUR SIDEWALKS REPAVED.

TO PLACE UTILITIES ON THEIR SIDEWALK? WELL, LIKE THE LET'S JUST SAY TELECOM, LIKE WHY COULDN'T TELECOM BE UNDER THE SIDEWALK? AND SO IF THEY'RE GOING INTO A STREET, WHY CAN'T WE ASK THEM TO START MOVING IT OVER SO THAT IT GETS OUT OF IT ALTOGETHER? WELL, I GUESS THE LOCATION OF THE UTILITY FOR PRIVATE ENTITIES, I DON'T THINK IF WE CAN ACTUALLY DICTATE THE LOCATION BECAUSE THAT MIGHT BE THERE ARE, I'M SURE, SOME PROCESS FOR THEM BASED ON WHATEVER IS NEEDED PROXIMITY TO THEIR MANHOLES, TO THEIR POOL BOXES OR STUFF LIKE THAT, WHICH MAY BE LOCATED ALREADY IN THE STREET.

THERE ARE SOME UTILITIES ON THEIR SIDEWALK AND PARKWAYS.

ALSO MOST OF THE SPECTRUM OR, YOU KNOW, THOSE KIND OF CABLES THAT ARE MOSTLY IN THE SIDEWALK AREA.

BUT AGAIN, I DON'T KNOW IF WE CAN TELL THEM, NO, YOU DON'T NEED TO BUILD IT OVER THERE AND YOU NEED TO MOVE IT THE OTHER SIDE.

I DON'T KNOW IF THAT'S SOMETHING THAT THE CITY HAS ENFORCEMENT I CAN CHECK TO SEE.

WELL, I'LL JUST SAY MY DISTRICT IS BUILT OUT.

THIS IS NOT FOR MY DISTRICT.

BUT AS NEW THINGS ARE COMING ON, IT SEEMS LIKE THAT WOULD BE THE STANDARD THAT WOULD ALLOW US TO PRESERVE OUR INVESTMENT IN STREETS AND FRANKLY, YOU KNOW, MAKE THIS IT WOULD BE CHEAPER FOR THEM AS WELL.

I MEAN, EVERYBODY WOULD BE LESS IMPACTED IF IT WAS UNDER THE SIDEWALK.

SO, AGAIN, AS YOU'RE CONSIDERING THIS PLAN AND POLICY, I HOPE, IF IT'S SOUND ENGINEERING, WHICH I HAVE NO IDEA ABOUT. IT'S JUST SOMETHING THAT HAS BEEN SAID TO ME AND I'M LIKE, WELL, THAT MAKES SO MUCH SENSE.

SO IF IT DOES MAKE SENSE, PLEASE PURSUE IT.

SURE WE CAN LOOK INTO IT. IF IT DOESN'T, YOU CAN IGNORE ME.

OKAY. THANK YOU.

DOES ANYBODY HAVE ANY OTHER QUESTIONS ABOUT THIS? NO. SO IF SOMEBODY IF A UTILITY MAKES A CUT AND IT'S NOT AN EMERGENCY, IS THERE A PENALTY FOR THEM OR IT'S JUST A MATTER OF WHAT THEY HAVE TO DO WITH REPLACEMENT? IF THEY'RE CUTTING AND NOT EMERGENCY, REGARDLESS, THE REGISTRATION SHOULD BE BASED ON THE CITY'S STANDARD PUBLIC WORKS STANDARD, BASICALLY.

AND IF THEY HAVE A PERMIT, IT'S A PART OF THE PERMIT, EVEN IF THEY DON'T HAVE A PERMIT.

AND WE KNOW THAT WE CAUGHT THEM DURING THE CONSTRUCTION, WE'RE GOING TO MAKE SURE THAT THEY'RE GOING TO, FIRST OF ALL, PULL THE PERMIT AND THEN RESTORE IT BASED ON THE CITY'S STANDARD. BUT IF THEY'VE REPAIRED IT, YOU CAN'T SEE WHAT THEY'VE DONE UNDERNEATH.

FOR EXAMPLE, I KNOW FOR I'LL GIVE YOU AN EXAMPLE ATMOS FOR EXAMPLE, WE REQUIRE THEM TO HAVE A DENSITY REPORT.

IF THERE IS A, YOU KNOW, OPEN CUT TRENCH.

A LOT OF UTILITY WORKS ARE ACTUALLY THEY'RE USING BORING AND NOT THE OPEN CUT AND THEY USE A MACHINE TO JUST BORE UNDERGROUND.

SO FOR BORING DENSITY IS NOT A CASE BECAUSE IT'S JUST A BORING THEY'RE GOING TO FILL IT WITH GROUT OR WHATEVER OTHER I GUESS THINGS IN THE STANDARD.

BUT FOR OPEN CUT WE ASK FOR THE DENSITY REPORT TO MAKE SURE THEY ARE COMPACTING IN THE STANDARD.

OKAY. THANK YOU.

I DON'T THINK THERE ARE ANY OTHER QUESTIONS ON THAT ITEM, SO THANK YOU.

NEXT ITEM I'D LIKE TO CALL IS ITEM N BEST PLACES TO WORK.

[02:10:03]

YOU KNOW WHAT? CAN I DO M FIRST, THE ILLEGAL SOLICITATION DEFLECTION INITIATIVE.

I APOLOGIZE.

I MEAN, IT'S POSSIBLE.

THERE'S NO.

GOOD AFTERNOON, CHAIR.

CHRISTINE CROSSLEY, OFFICE OF HOMELESS SOLUTIONS.

AND ACTUALLY I AM ALSO WE'RE LOOKING FOR MS. SADDUK, WHO IS THE REPRESENTATIVE FOR OIPSS, TO ANSWER ANY QUESTIONS ABOUT THE DICE PROGRAM.

BUT I'M HAPPY TO ANSWER ANYTHING ABOUT THE GRC IF YOU HAVE QUESTIONS ABOUT THAT.

GREAT. DOES ANYBODY HAVE ANY QUESTIONS ON BRIEFING ITEM M? SO YOU'RE GOING TO GET OFF SO EASILY.

I DON'T BELIEVE WE HAVE ANY QUESTIONS.

WE WERE JUST DISCUSSING THAT.

I'M SORRY YOU WAITED SO LONG, BUT THANK YOU FOR THE INFORMATION.

DO YOU WANT TO JUST SAY WHAT DICE IS? DO YOU WANT TO GIVE LIKE A TWO MINUTE, ONE MINUTE UPDATE? HELLO, MY NAME IS SANDRA SADDUK.

I'M THE SENIOR PROJECT SPECIALIST FOR INTEGRATED PUBLIC SAFETY SOLUTIONS OFFICE.

DICE IS BASICALLY A FRAMEWORK DEVELOPING STRATEGIES TO ADDRESS HIGH RISK BEHAVIORS.

I'M SORRY.

I'M LIKE. SORRY.

SO GETTING INTO THE NITTY GRITTY IN JUST A MINUTE.

THE REASON THAT WE'RE USING IT IS DICE WAS USED BY DPD AND OIPSS FOR HIGH RISK CRIMINAL AREAS, AND THEN IT WAS REALIZED BY DIRECTOR ODEN THAT IT COULD ALSO BE USED TO PLUG IN DATA FROM 311 TO IMPROVE QUALITY OF LIFE IN AREAS.

AND SO THOSE AREAS DO SOMETIMES OVERLAP WITH HIGH RISK.

BUT THAT'S BECAUSE WHERE YOU HAVE AREAS OF POOR QUALITY OF LIFE WITH A LARGE INFLUX OF FOLKS WHO MAY BE UNSHELTERED OR DOING ILLEGAL SOLICITATION, YOU ALSO HAVE A VERY VULNERABLE POPULATION WHERE A LOT OF THAT CRIME CAN OCCUR DOESN'T NECESSARILY MEAN THAT THE TWO WILL COEXIST.

AND SO BEING ABLE TO FEED THE 311 DATA INTO THIS EXISTING MODEL, INSTEAD OF KIND OF DOING WHACK A MOLE WITH THE HEART TEAM, WHICH INCLUDES ILLEGAL SOLICITATION, WE CAN IDENTIFY ALL OF THE HOTSPOTS IN TERMS OF QUALITY OF LIFE AREAS THAT NEED TO BE WORKED ON AND THEN METHODICALLY WORK THROUGH THEM.

AND SO THIS INVOLVES THE ILLEGAL SOLICITATION BE ILLEGAL SOLICITATION INITIATIVE, BECAUSE THE HEART TEAM WORKS ON THESE HOTSPOTS AS WELL.

AND SO DO YOU WANT TO TALK A LITTLE BIT ABOUT THE MECHANICS OF DICE? YEAH, WE USE A RISK TERRAIN MODEL.

I'M NOT SURE IF YOU GUYS HAVE HEARD US REFER TO RTM.

THE RTM IS A PREDICTIVE ANALYTIC TOOL THAT WAS DEVELOPED BY DR.

LES KENNEDY.

IT WILL DIAGNOSE THE CONDITIONS OF THE BUILT ENVIRONMENT THAT ARE ASSOCIATED WITH LOCATIONS WHERE CRIMES OCCUR.

RISK. THESE RISK FACTORS GUIDE THE IDENTIFICATION OF STAKEHOLDERS.

WHO'S GOING TO BE INVOLVED IN THE SOLUTIONS? THIS IS WHEN WE ARE ABLE TO IDENTIFY THE FOLKS THAT PLAY A ROLE IN LIKE OHS CODE ON CERTAIN PROPERTIES TO ADDRESS CERTAIN CRIMINAL ACTIVITIES OR DIFFERENT TYPES OF UNWANTED ACTIVITY ON A PROPERTY.

IF I MAY, CHAIR, ONE OF THE THINGS I KNOW THAT WE'VE CONTINUED TO HEAR FROM THE CITY COUNCIL IS HOW DO WE GET OUR DEPARTMENTS TO WORK BETTER TOGETHER, NOT WORK IN SILOS? SO THIS IS AN EXAMPLE OF HOW WE'RE TRYING TO MAKE SURE THAT WE'RE NOT NECESSARILY REINVENTING THE WHEEL WHEN IT COMES TO SOME OF THE DATA THAT WE CURRENTLY HAVE AVAILABLE.

BUT IT'S GIVEN US AN OPPORTUNITY TO UTILIZE A LOT OF THE CRIME BASED DATA THAT ALREADY EXISTS BETWEEN THE POLICE DEPARTMENT AND BETWEEN THE OFFICE OF INTEGRATED PUBLIC SAFETY SOLUTIONS. AND SO WE'RE JUST EXCITED THAT THIS IS PART OF OUR NEW STRATEGY AND OUR NEW MODEL GOING FORWARD.

WE WANT TO BE ABLE TO COME BACK TO THE COMMITTEE AND SHARE KIND OF PROGRESS AND HOW WELL THAT DATA IS HELPING US SERVE OVER IN THE OFFICE OF HOMELESS SOLUTIONS.

SO THANK YOU SO MUCH, BECAUSE I KNOW THAT THAT'S BEEN A FOCUS EFFORT OF TRYING TO MAKE SURE THAT OUR DEPARTMENTS ARE WORKING COLLABORATIVELY TOGETHER.

SO THANK YOU VERY MUCH.

ALL RIGHT. WELL, THANK YOU.

APPRECIATE THE PRESENTATION AND THE WORK THAT YOU ALL ARE DOING.

THANK YOU. OKAY.

WE WOULD LIKE TO TAKE BEST PLACE TO WORK.

HOWEVER, WE INTEND TO STOP BY 3:30.

[02:15:02]

BUT IF YOU'D LIKE TO MAYBE SHARE, I MEAN, THIS PRESENTATION WAS GIVEN TO THE COMMITTEE ALREADY, IF YOU WOULD LIKE TO SHARE SORT OF SORT OF GO FORWARD.

I'D LIKE TO TALK ABOUT WHAT WE'RE DOING.

YES, THAT WOULD BE GREAT.

THANK YOU. YES, THERE'S A LOT OF PROGRESS THAT WE'VE MADE ALONG THE WAY OVER THE LAST YEAR AND A HALF, BUT THERE ARE SOME KEY ELEMENTS THAT WE'RE DEFINITELY WORKING ON NOW THAT WILL ROLL INTO THE NEW BUDGET.

SO, NINA, IF YOU'LL COME UP AND JUST KIND OF GO THROUGH SOME OF THE ITEMS THAT WE HAVE IN OUR GO FORWARD STRATEGY AND TO GIVE A LITTLE BIT ABOUT HOW THOSE ARE GOING TO HELP US BENEFIT OVERALL LOOKING AT NOT ONLY BEING A BEST PLACE TO WORK, BUT HOW WE RETAIN GOOD TALENT.

THANK YOU. GOOD AFTERNOON.

NINA ARIAS DIRECTOR OF HUMAN RESOURCES.

AND I WOULD LIKE TO START THE PRESENTATION BY REFERRING TO SLIDE 15 THAT SPEAKS OF RETENTION STRATEGIES AND HIGHLIGHTS AND ORGANIZES THOSE STRATEGIES AROUND COMPENSATION AND BENEFITS, BALANCE AND FLEXIBILITY AND UPSKILLING AND DEVELOPMENT.

THOSE ARE THE THREE AREAS IN WHICH WE HAVE IDENTIFIED THROUGH THE RESEARCH AND THE DATA AVAILABLE THAT PERTAIN BOTH TO RETENTION AND ATTRACTION OF QUALITY TALENT.

SO THESE ARE THE AREAS THAT ARE THE MOST IMPORTANT TO EMPLOYEES AND TO APPLICANTS.

I LIKE TO HIGHLIGHT ACTUALLY THAT PARTICULAR SLIDE TALKS ABOUT CURRENT STRATEGIES AND HIGHLIGHTS.

THE NEXT PAGE TALKS ABOUT WHAT IS IN THE WORKS AND WHAT WE'RE GOING TO BE IMPLEMENTED IN 23 AND 24.

SO UNDER COMPENSATION AND BENEFITS, WE PROPOSE AN IMPLEMENTATION OF A PAY FOR PERFORMANCE PROGRAM FOR EXECUTIVES.

ALSO USE A WHOLE MARKET COMPARABLES FOR COMPETITIVE AND HARD TO FILL POSITIONS AND FUNCTIONS.

WE STARTED DOING THAT FOR SOME HARD TO FILL POSITIONS IN DEVELOPMENT SERVICES AND WE ARE RECOMMENDING DOING THAT FOR OTHER POSITIONS IN THE ORGANIZATION THAT, YOU KNOW, WE CAN SEE IN THE DATA THAT ACTUALLY THEY ARE HARD TO FILL AND THEY SHOULD BE COMPARED TO THE GENERAL MARKET VERSUS JUST GOVERNMENT.

THIS MORNING, TAMMY PALOMINO WAS SPEAKING ABOUT THAT IN PARTICULAR FOR ATTORNEYS, AND THAT IS THE CASE WITH OTHER POSITIONS IN THE ORGANIZATION . UNDER BALANCE AND FLEXIBILITY, INCREASING VACATION ALLOWANCE BASED ON POSITION LEVEL TO MATCH THE MARKET, INVESTING IN CHANGE MANAGEMENT AND PROGRAMS TO HELP MANAGE A CULTURE THAT VALUES WORK LIFE BALANCE, AND THAT IS ABOUT CHANGE MANAGEMENT AND HELPING MANAGERS AND DIRECTORS LEADERS IN GENERAL UNDERSTAND WHAT EMPLOYEES VALUE AND CREATE A PROCESSES AND SYSTEMS THAT FULFILL THE NEEDS OF THE DEPARTMENT, BUT ALSO THE NEEDS OF EMPLOYEES.

ALSO PROVIDING TRAINING AND RESOURCES TO MANAGERS AND UNDER UPSKILLING AND DEVELOPMENT.

WE TALK ABOUT INCREASING SUPPORT FOR TRADES AND RELATED CERTIFICATIONS AND ALSO PROGRAM FORMAL UPSKILLING PROCESS, WHICH IS UNDERWAY IN 23 AND WILL BE FULLY IMPLEMENTED IN 24.

I'M GOING TO STOP THERE BECAUSE I KNOW YOU WANT TO BE DONE BY 3:30.

AND I KNOW WE HAVE THREE MINUTES TO SEE IF THERE ARE ANY QUESTIONS.

WE DEFINITELY WILL HAVE A LOT OF THESE STRATEGIES EMBEDDED INTO THE BUDGET REQUEST THAT YOU WILL SEE THROUGH THE HUMAN RESOURCES DEPARTMENT AND THE CITY MANAGER'S PROPOSED BUDGET. BUT MANY OF THESE EFFORTS ARE CURRENTLY UNDERWAY.

WHAT WE REALIZE IS THAT IT'S NOT ONE THING.

IT'S SEVERAL THINGS THAT WE HAVE TO CONTINUE TO LOOK AT AND DO AS WE COMPETE AND AS WE LOOK TO GAIN AND RETAIN TOP TALENT.

I ALSO WANT TO MENTION THAT WE'RE COMING BACK AT THE REQUEST OF CHAIR WILLIS AND CHAIR SCHULTZ TO GIVE AN UPDATE ON THE MARKETING STRATEGY THAT WE DEVELOPED.

WE'RE NOT MOVING FORWARD AT THIS POINT BECAUSE THERE WAS SOME ADDITIONAL INFORMATION THAT WE GOT FROM THE COMMITTEE AND SOME FEEDBACK.

SO WE WANT TO MAYBE HAVE A COUPLED BRIEFING WHERE WE COME BACK TO GPFM AND BACK TO WE IN AUGUST TO GIVE YOU UPDATES AROUND THE ACTUAL RECRUITMENT MARKETING STRATEGY THAT IS CURRENTLY UNDERWAY OR BEING DEVELOPED.

WELL, I'M SURE WHOEVER IS CHAIR OF GPFM WILL BE HAPPY TO TALK TO YOU ABOUT THAT.

OKAY. SO COMMITTEE, DO YOU HAVE ANY QUESTIONS ABOUT THIS PRESENTATION? SO THE ONLY THING I JUST WANT TO SAY OF ALL THE PAGES IS JUST NUMBER 25, WHICH IS THE VACANCY RATES.

AND OF ALL THE DIFFERENT DEPARTMENTS THAT ARE ON HERE, THERE'S TWO THAT HAVE A SINGLE DIGIT PERCENTAGE OF VACANCY

[02:20:10]

I THINK THREE OF THEM OVER 50%, ONE OF WHICH IS HUMAN RESOURCES.

I'M SURE YOU KNOW, AND THIS IS PRETTY ALARMING AND CONCERNING IF WE'RE NOT GETTING THE WORK DONE, OR PERHAPS IT'S THAT WE DON'T ACTUALLY NEED ALL THOSE POSITIONS AND WE SHOULDN'T BE BUDGETING FOR THEM, WE SHOULDN'T BE FRETTING OVER IT, AND WE SHOULD SORT OF REDEFINE WHAT THOSE ROLES ARE. SO WHATEVER THE HOWEVER YOU WANT TO INTERPRET THAT IS FINE.

BUT I THINK IT'S A REALLY POWERFUL ITEM THAT'S IN HERE THAT DOES RELATE TO GPFM SPECIFICALLY AND SORT OF GOES BACK TO MY COMMENTS ABOUT THE BUDGET ACCOUNTABILITY REPORT.

IF I COULD RESPOND ABOUT THOSE TWO DEPARTMENTS.

SURE. THAT ARE OVER 50%, ONE BEING HR AND ONE BEING PARKS AND RECREATION, BOTH OF THOSE DEPARTMENTS HAVE HR HAS HOUSES, ALL THE INTERNS I THINK ABOUT 30 FOR SUMMER INTERN PROGRAM.

A LOT OF PARK AND RECREATION POSITIONS ARE GOING TO BE SUMMER POSITIONS, TEMPORARY POSITIONS, SEASONAL POSITIONS THAT WOULDN'T BE FILLED ALL THE TIME.

SO WHEN YOU'RE LOOKING AT VACANT POSITION, YOU WILL SEE THAT IT MUDDIES THE CONVERSATION SOME.

YEAH, I MEAN, AND YOU KNOW, ALSO CULTURAL ARTS, I THINK IS 49%.

I KNOW THAT THAT ALSO HAS TO DO WITH SOME OF THE USHERS AND THINGS THAT ARE THERE.

I RECOGNIZE THAT.

BUT IT'S A MASSIVE NUMBER THROUGHOUT CONVENTION EVENT SERVICES, 44%.

I MEAN, THERE'S JUST A LOT OF BIG NUMBERS, SMALL BUSINESS CENTER 43%.

THERE ARE SOME LARGE NUMBERS ON THERE.

ABSOLUTELY. SO, I MEAN, WE'RE TALKING ABOUT A LOT OF POSITIONS AND OR PEOPLE.

AND I THINK YOU ARE HITTING ON SOME VERY IMPORTANT THINGS THAT SHOULD BE DISCUSSED.

SO THANK YOU.

AND IT IS 3:30.

AGAIN, THANK YOU ALL FOR YOUR HARD WORK.

AND THIS MEETING IS OFFICIALLY ADJOURNED.

* This transcript was compiled from uncorrected Closed Captioning.