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[Council Government Performance & Financial Management Committee on April 23, 2024. ]
WE'LL START OFF WITH THE MINUTES.CAN I GET A MOTION ON THE APPROVAL OF THE MARCH 25TH, 2024 MINUTES.
ALL RIGHT, WE GOT A MOTION, A SECOND.
I SEE WE'VE GOT DOCTOR PEREZ RIGHT UP HERE.
AND WE ALSO HAVE A MEMO FROM HIM.
YOU WANT TO TAKE IT AWAY? THANK YOU, HONORABLE CHAIR.
MEMBERS OF THE COMMITTEE, ROBERT PEREZ, ASSISTANT CITY MANAGER.
AS THE CHAIR MENTIONED, WE PREPARED THE BRIEFING MEMORANDUM TO DISCUSS THE EVALUATION OF CITY'S REAL ESTATE PORTFOLIOS FOR DEVELOPMENT AND REDEVELOPMENT OPPORTUNITIES.
GOING INTO I GUESS GOING INTO THE MEMORANDUM AND CONSISTENT WITH WHAT WE'VE SHARED WITH THIS COMMITTEE OVER THE LAST SEVERAL MONTHS, THERE'S TEN PROPERTIES THAT WE'VE BEEN LOOKING AT AS TO POTENTIALLY GET WELL, NOT POTENTIALLY, BUT TO GET APPRAISED AND THEN POTENTIALLY LOOK AT FOR REDEVELOPMENT OPPORTUNITIES.
AS I WON'T GO THROUGH THE LIST, BUT THE NOTES HERE FOR THE EXECUTIVE AIRPORT, WE'VE IDENTIFIED APPRAISAL COSTS OF $43,000, AND THE AVIATION DEPARTMENT IS FUNDING THAT SO THAT THAT WILL BE UNDERWAY HERE SHORTLY.
THE APPRAISAL FOR THE NUMBER THREE, THE DALLAS WATER UTILITIES PROPERTY.
I JUST WANT TO VET IT WITH INTERNAL STAFF AND THE CITY MANAGER AND INTERIM CITY MANAGER.
BEFORE WE PREPARE A RECOMMENDATION TO COME TO COMMITTEE NEXT MONTH.
AND THEN THE INNER DEPARTMENTAL TEAM WAS EVALUATING THE FIFTH FLOOR AT THE COURTS BUILDING TO POTENTIALLY SELL OR TO DO AN APPRAISAL AND OR REDEVELOP OR SELL OR MAKE A RECOMMENDATION TO SELL.
HOWEVER, SINCE THEN OUR HOUSING DEPARTMENT HAS IDENTIFIED A POTENTIAL USE FOR THAT.
WE'RE LOOKING AT POTENTIALLY REDEVELOPING THAT FOR VETERANS.
THE APPRAISAL COSTS ARE REMAINING SEPARATE.
THE APPRAISAL COSTS FOR THE REMAINING SEVEN PROPERTIES IS $36,000.
AND WE'LL SEEK THAT FUNDING AND WE'LL LOOK FOR INTERNAL RECOMMENDATIONS TO FUND THAT.
AS FAR AS THE NEXT STEPS, IN ADDITION, IN ADDITION TO THE APPRAISALS WE'VE MENTIONED THAT WE'RE LOOKING AT SIX PROPERTIES AT THIS POINT TO POTENTIALLY REDEVELOP ITEMS ONE THROUGH FOUR, WHICH INCLUDE THE BIG AUTO POUND, THE OAK CLIFF MUNICIPAL CENTER, THE NORTH OAK CLIFF LIBRARY, AND THE PARK FOREST LIBRARY.
WE'RE LOOKING AT OPPORTUNITIES TO REDEVELOP AS MIXED USE.
WHAT WE WILL RECOMMEND TO THIS COMMITTEE AND TO THE FULL COUNCIL IS TO IDENTIFY $600,000 OF FUNDING TO SOLICIT OR TO UTILIZE BROKERAGE SERVICES, AS WELL AS ASSISTANCE WITH DEVELOPING RFPS FOR THOSE PROPERTIES.
AND THEN ON TOP OF THAT, I WILL NOTE THAT THE TWO TWO PROPERTIES, NORTH OAK CLIFF LIBRARY AND THE PARK FOREST LIBRARY, ARE IN THE 2024 BOND PROGRAM SPECIFIC FOR FUNDING.
THE OTHER TWO PROPERTIES, FAMILY GATEWAY BUILDING AND THE 606 LATIMER.
WE WILL DEVELOP RFPS IN-HOUSE, AND THOSE ARE RELATIVELY SMALL PARCELS OF LAND.
AS MENTIONED IN THE BRIEFING MEMORANDUM THROUGH THE NEXT SEVERAL MONTHS, WE'LL BE WORKING ON THE APPRAISAL PROCESS FOR THOSE PROPERTIES THAT STILL NEED TO BE APPRAISED AND THEN START LOOKING AT OPPORTUNITIES FOR PARTNERS FOR RFPS AND OR FOR THOSE BROKERAGE SERVICES.
AND WITH THAT, SIR, I'LL OPEN IT UP TO ANY QUESTIONS THAT YOU MAY HAVE.
ALL RIGHT. WELL, THIS WAS A GREAT UPDATE, DOCTOR PEREZ.
AND THIS IS EXACTLY, I THINK, WHAT THE COMMITTEE HAD ASKED FOR.
SO THANK YOU FOR FOR CONTINUING TO PROVIDE THESE UPDATES.
AND AS THEY GET MORE DETAILED OVER TIME, I THINK WE'LL WE'LL WANT TO DIG IN MORE.
AND STARTING WITH THE EXECUTIVE AIRPORT I DEFINITELY WOULD LIKE TO PERSONALLY SEE THAT ON ON THE NEXT MONTH'S AGENDA TO, TO SPEND MOST OF OUR TIME DURING YOUR REPORT ON THAT, SINCE YOU'LL HAVE THE APPRAISAL.
AND IT'D BE GREAT TO HAVE SOME GRAPHICS.
SO FOLKS WHO ARE NOT FAMILIAR WITH THE EXECUTIVE AIRPORT CAN UNDERSTAND WHAT WE'RE TALKING ABOUT.
I GUESS TWO FOLLOW UPS TO WHAT YOU JUST SAID.
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THE NOTE NUMBER THREE TALKS ABOUT THE.THAT'S THE COURTS, DOWNTOWN COURTS BUILDING, FIFTH FLOOR.
I'D BE CURIOUS TO HEAR FROM HOUSING WHAT THEIR PLAN IS FOR VETERANS FOR THAT FIFTH FLOOR.
I DON'T NEED TO DO THAT TODAY.
BUT AS A FOLLOW UP, EITHER AT THE HOUSING COMMITTEE OR HERE.
AND THEN A QUESTION FOR THE 600,000 IN FUNDS TO UTILIZE BROKERAGE SERVICES FOR THE LIBRARIES IN THE OAK CLIFF MUNICIPAL CENTER, WHAT'S YOUR.
VISION THAT THAT BROKERAGE SERVICE WILL HELP US WITH.
I WANT TO SAY US ECONOMIC DEVELOPMENT, HOUSING PUBLIC WORKS, REAL ESTATE.
AND WHEN I TALK ABOUT THAT THE AUDIENCE BEING VENTURE CAPITALISTS BEING OTHER GROUPS, INVESTMENT GROUPS THAT WE MAY NOT, WE MAY NOT TRADITIONALLY THINK OF TO REACH OUT TO AS FAR AS OUR NOTIFICATION PROCESS.
TYPICALLY WHEN WE DO SOLICITATIONS, WE PUT THEM OUT ON BONFIRE.
BUT WE DON'T KNOW SPECIFICALLY WHO IN THE WHO MAY ACTUALLY HAVE FUNDS AVAILABLE TO TO REACH OUT TO AND MAKE THEM AWARE OF THESE OPPORTUNITIES.
WE MET WITH A GROUP A FEW MONTHS AGO WHO I BELIEVE IF I REMEMBER CORRECTLY, THEY THEY'RE A TEACHERS INVESTMENT GROUP WHO HAS FUNDS TO CONTRIBUTE INTO MIXED MIXED USE OPPORTUNITIES.
AND SO I AND I CAN'T SPEAK FOR THE REST OF THE STAFF.
BUT I DON'T I DON'T KNOW IF WE WOULD NECESSARILY HAVE THE KNOWLEDGE TO REACH OUT TO THESE TYPES OF GROUPS TO LET THEM KNOW THAT THESE FUNDING OPPORTUNITIES ARE SOLICITATION OPPORTUNITIES ARE AVAILABLE.
SO THEY WOULD BASICALLY ACTIVELY MARKET THESE OPPORTUNITIES AND SPECIFICALLY REACH OUT TO FUNDING PARTNERS THAT WE MAY NOT ARE AWARE OF. AND THEN THROUGH THAT PROCESS, YOU'D COME UP WITH AN RFI OR RFP, LIKE YOU WOULD DETERMINE WHAT WOULD BE THE LOGICAL NEXT STEP.
ALL RIGHT. GREAT. I KNOW THAT WE DON'T HAVE QUESTIONS HERE.
SO I THINK THE LAST TIME THIS WAS BRIEFED, I SAID THE SAME COMMENT.
AND WE MAY WANT TO SELL SOME OF THESE PROPERTIES FOR PENSION.
COULD YOU SPEAK TO THAT? YES, MA'AM.
AND I MENTIONED IN LAST MONTH'S BRIEFING COUNCIL MEMBER THAT THAT WE WOULD BRING THE APPRAISALS TO THIS COMMITTEE AND MAKE RECOMMENDATIONS.
OKAY, WELL, I WOULD PREFER YOUR MEMO.
AT LEAST ACKNOWLEDGE THAT THERE'S A POTENTIAL THAT WE COULD SELL ANY OF THESE PROPERTIES INSTEAD OF SOLELY SAYING THROUGH THE LENS OF OPPORTUNITIES FOR DEVELOPMENT OR REDEVELOPMENT SALE SHOULD BE INCLUDED IN THERE WITH THE PROCEEDS DEDICATED TO PENSION.
AND, YOU KNOW, I THINK IT'S IT'S NICE IF HOUSING HAS AN IDEA OF WHAT THEY MIGHT WANT TO USE THE COURTS BUILDING FOR, BUT IF THERE'S ANOTHER OPPORTUNITY, I DON'T KNOW THAT IT'S THEIR DECISION TO DO THAT.
YOU KNOW, I'M CONCERNED THAT YOU'RE GETTING A LITTLE BIT AHEAD OF WHERE YOU OUGHT TO BE FOR REDEVELOPMENT WITH RFPS, WHEN THAT MAY NOT BE THE WILL OF THE FULL COUNCIL.
UNDERSTOOD, MA'AM, I WILL MAKE THAT NOTE AND MAKE SURE TO UPDATE THAT FOR NEXT MONTH.
THANK YOU. THAT'S A REALLY GOOD POINT.
I WANT TO PIGGYBACK ON THE REASON WHY THE COMMITTEE BROUGHT THIS HERE IS AT ONE TIME WE WERE HAVING SEVERAL DIFFERENT SILOS WITHIN THE CITY LOOKING AT THE CITY'S REAL ESTATE.
AND AS WE LEARNED, IT WAS, OF COURSE, THE PENSION.
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AND THEN ALSO THE MAYOR'S INITIATIVE WITH PARKS AND THE IDEA TO GET MORE PARKS IN THE CITY.SO, YOU KNOW, EVERYONE'S KIND OF COMING TO THE THE POT OF THE CITY REAL ESTATE NOW.
ALL RIGHT. I THINK WE'RE GOOD TO MOVE ON.
WE ARE GOING TO BUMP UP ITEM C TO THE BEGINNING, AND WHILE EVERYONE'S TAKING THEIR SEATS, I'LL JUST KIND OF LAY THE GROUNDWORK FOR THIS.
DURING THE LAST BUDGET PROCESS SEVERAL COUNCIL MEMBERS AND I ACTUALLY THINK IT'S THE ONES IN THIS MEETING RIGHT NOW HAD ASKED FOR US TO HAVE MID-YEAR DISCUSSIONS ABOUT DEPARTMENTAL BUDGETS SO THAT WE WEREN'T ALL JUST GOING AT THE DEPARTMENTS AT, AT THE, AT AT BUDGET TIME.
SO EVERYONE HAS AN OPPORTUNITY TO START GETTING THEIR QUESTIONS OUT NOW.
AND THIS IS EXACTLY WHAT THIS IS.
WE'VE HAD A FEW FEW, VERY, VERY FEW BRIEFINGS ALREADY FROM DIFFERENT DEPARTMENTS ON THEIR BUDGETS.
BUT WE'RE GOING TO TRY TO GET ALL OF THEM OUT BEFORE BUDGET SEASON.
AND IT'S NOT ALL GOING TO HAPPEN IN GFM.
AND YOURS UP TO TEN MINUTES TO TO TALK ABOUT THEIR DEPARTMENT, THEIR BUDGET AND TRENDS OVER TIME.
AND THEN WHEN IT'S ALL DONE, EVERYONE'S PRESENTED.
WE'LL HAVE AN OPPORTUNITY FOR QUESTIONS.
SO I WILL TURN IT OVER TO JEANETTE.
THANK YOU. CHAIR. JEANETTE WEEDEN, DIRECTOR OF BUDGET AND MANAGEMENT SERVICES.
THEY'LL TALK ABOUT THEIR PROGRAMS, ACTIVITIES AND SERVICES.
I WANT TO REMIND EVERYONE THAT THE NUMBERS THAT THEY ARE PRESENTING ARE THE PLAN NUMBERS.
SO THIS IS JUST A STARTING POINT FOR FISCAL YEAR 25.
AS WE MAKE OUR WAY THROUGH BUDGET DEVELOPMENT FOR FISCAL YEAR 25, THE NUMBERS WILL CHANGE.
WE DO HAVE ALL OF THE DEPARTMENT'S FIVE DEPARTMENTS HERE FOR YOU TODAY, AND THEY WILL PRESENT IN THE ORDER THAT THE BRIEFINGS ARE PRESENTED IN THE PACKET.
AND SO FIRST UP, YOU'LL HEAR FROM THE OFFICE OF GOVERNMENT AFFAIRS.
THANK YOU. THANK YOU, JEANETTE.
I'M PLEASED TO SERVE AS YOUR DIRECTOR OF GOVERNMENT AFFAIRS, KERRY ROGERS.
I'M EVEN MORE PLEASED TO SERVE ALONGSIDE OUR WOMEN LEADERSHIP TODAY.
THE OFFICE OF GOVERNMENT AFFAIRS WEARS MANY HATS, AND PRIMARILY WE SERVE AS THE CONNECTION BETWEEN ELECTED OFFICIALS, INTERGOVERNMENTAL ORGANIZATIONS, ENTITIES, AGENCIES AND THEN AS WELL AS PURSUE COMPETITIVE FUNDING ON BEHALF OF OUR PEER DEPARTMENTS.
ON THE SLIDE, YOU SEE OUR FISCAL YEAR 24 DEPARTMENT GOALS.
THIS IS AN OVERVIEW OF OUR ORGANIZATIONAL CHART.
CARRIE, HOLD ON JUST A SECOND.
CAN YOU TURN YOUR CAMERA BACK ON, PLEASE? THANK YOU, I APPRECIATE THAT.
AGAIN, OUR BUDGET ACTUAL ADOPTED AND FORECAST.
WE ARE ANTICIPATED TO COME IN UNDER BUDGET THIS FISCAL YEAR.
SO GOING INTO THE NEW YEAR WITH TEN POSITIONS.
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NEXT SLIDE.AN OVERVIEW OF OUR OPERATING EXPENSES AND REVENUES.
YOU'LL SEE THE BULK OF OUR BUDGET IS PERSONNEL SERVICES.
HERE ARE OUR PERFORMANCE MEASURES.
WE'RE TRACKING ALONG CONSISTENTLY.
I DO WANT TO NOTE OUR COMPETITIVE GRANT DOLLARS.
AND WE DO WANT TO MAKE SURE THAT WE CALL ATTENTION TO THAT IN FISCAL YEAR 23 AND INTO THIS FISCAL YEAR, WE HAD AN EXTRAORDINARY YEAR IN GETTING DOLLARS BACK IN THE DOOR FROM OUR FEDERAL FOLKS.
SO I DON'T KNOW THAT THAT WILL BE A TYPICAL YEAR FOR US GOING FORWARD.
SUMMARY OF OUR SERVICES AND PROGRAMS, OF COURSE.
LEGISLATIVE OUTREACH INVOLVING LOCAL, FEDERAL, INTERNATIONAL PARTNERS.
AGAIN, WE WE WORK WITH COMPETITIVE GRANTS.
OUR STAKEHOLDERS ALSO INCLUDE THE SCHOOL DISTRICTS.
WE'VE BEEN HIGHLY FOCUSED ON A SUPPORTING THE OPIOID STRIKE FORCE THAT WAS LED OUT OF OUR COUNCIL OFFICE AND POLICY ENGAGEMENT RELATED TO THAT STRIKE FORCE. AND THEN, OF COURSE, YOU ALL ARE FAMILIAR WITH THE WORK ONGOING RIGHT NOW WITH OUR THE CHARTER REVIEW.
WITH THAT. I'M PLEASED TO TAKE ANY QUESTIONS.
I THINK WE'RE DOING. EVERYONE'S PRESENTING AT ONCE AND THEN QUESTIONS AT THE END.
DANIELE THOMPSON, DIRECTOR OF THE OFFICE OF PROCUREMENT SERVICES.
NEXT SLIDE. SO THE ROLE OF THE OFFICE OF PROCUREMENT SERVICES IS TWOFOLD.
I'LL GET INTO DETAIL AT THE END OF THE SLIDES.
FOR SAKE OF TIME. I WON'T GO INTO DETAIL.
NEXT SLIDE. THIS IS OUR ORGANIZATIONAL CHART BY OUR SERVICES.
SO I'M GOING TO PRESENT TO YOU THE PROCUREMENT AS WELL AS THE EXPRESS BUSINESS CENTER BUDGET.
THEY ARE TWO SEPARATE ENTITIES.
ONE IS AN INTERNAL FUND FOR PROCUREMENT.
THAT WAS FOUR SPECIALISTS AND ONE MANAGER.
AND THAT'S THE VARIANCE YOU SEE THERE.
OUR CURRENT STAFFING IS AT 34.
AGAIN, THIS IS JUST THE BUDGET SUMMARY FOR PURCHASING AND CONTRACT MANAGEMENT.
THERE IS A VARIANCE OF ABOUT $185,000.
THAT IS DUE TO BEING FULLY STAFFED.
LAST YEAR WE WERE NOT FULLY STAFFED GOING INTO THE NEW YEAR, ALL OF OUR POSITIONS ARE FILLED.
THIS IS JUST AN OVERVIEW OF OUR OPERATING EXPENSE AND REVENUE.
AGAIN, THE VARIANCE IS DUE TO US BEING FULLY STAFFED.
THERE IS A COMPONENT ON OUR REVENUE THAT OUTLINES OUR REFUNDS FROM OUR COOPERATIVES.
AND THAT'S WHERE THE $225,000 COMES FROM.
AND THESE ARE OUR PERFORMANCE MEASURES.
I WOULD LIKE TO NOTE THAT THERE IS SOME DISPARITY IN THE FIGURES.
THIS IS FOR THE EXPRESS BUSINESS CENTER.
THE EXPRESS BUSINESS CENTER AND CITY STORE HAS TEN TOTAL POSITIONS.
AGAIN, THERE IS NO PLAN CHANGES.
THIS IS A SUMMARY BY OUR SERVICES FOR OUR EXPRESS BUSINESS CENTER AND CITY STORE.
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WE UPGRADED OUR COPYING AND MAIL MACHINES, AND THAT'S THE VARIANCE THAT'S REFLECTED IN THOSE NUMBERS.THIS IS A DETAILED OVERVIEW OF OUR EXPENSE AND REVENUE.
AND THESE ARE OUR PERFORMANCE MEASURES.
AS YOU CAN SEE WE'VE KIND OF CAPPED.
WE'RE GETTING REALLY CLOSE TO 100% ON ALL THESE.
BUT YOU WILL SEE THESE UPDATED IN THE CITY MANAGER BUDGET.
SUMMARY OF SERVICES FOR BOTH CENTERS.
SO PRIOR TO 2001, EACH OF THE CITY DEPARTMENTS HERE MANAGED THEIR OWN PURCHASES.
THEN THE CITY CENTRALIZED PROCUREMENT AFTER 2001, AND THAT WAS A RESULT OF AN INDEPENDENT CONSULTANT REVIEW THAT WAS AN OUTCOME OF THE CITYWIDE I THINK IT WAS CITY COUNCIL AGENDA THAT THEY WENT THROUGH AND DEVELOPED THAT AS A PRIORITY.
IN 2017, THE OFFICE OF BUSINESS INCLUSION AND DIVERSITY WAS ACTUALLY ESTABLISHED AS ITS OWN ENTITY.
AND THAT'S WHEN THE SMALL BUSINESS CENTER NOW BECAME ITS OWN DEPARTMENT.
AND IN 2019 CONTRACT MANAGEMENT DIVISION WAS ACTUALLY FORMED.
THAT WAS IN PARTNERSHIP WITH OUR CITY CONTROLLER'S OFFICE.
OUR ADMINISTRATION MANAGES ALL OF OUR OUTREACH ALL OF OUR COMMUNICATION WITH OUR VENDORS, OUR PURCHASING DEPARTMENT, OF COURSE, DOES ALL OF OUR PURCHASES OF GOODS AND SERVICES FOR THE CITY. OUR CONTRACT MANAGEMENT PROVIDES A CONTRACT COMPLIANCE AS WELL AS OUR TRAINING THROUGH OUR DALLAS CONTRACTING REPRESENTATIVE, TRAINING AT DCORT.
OUR EXPRESS BUSINESS CENTER AGAIN MANAGES ALL OF OUR COPIES AND MAIL DELIVERY FOR THE ENTIRE CITY, AND OUR CITY STORE SELLS ALL OF OUR SURPLUS, POLICE CONFISCATED AND AUCTION SALES. OUR BUDGETING FOR EQUITY GOALS.
SO AS YOU CAN SEE WE'VE INCLUDED A LOT OF REALLY DIRECT EDUCATIONAL TRAINING FOR PROCUREMENT TECHNICAL ASSISTANCE AS WELL AS PARTNERING WITH THE SMALL BUSINESS CENTER TO MAKE SURE THAT OUR MWBE OPPORTUNITIES ARE INCREASED WHERE THERE ARE NO POLICY SET GOALS.
THESE ARE A FEW POLICIES THAT WE ACTUALLY MANAGE IN THE OFFICE OF PROCUREMENT SERVICES FOR THE ENTIRE CITY, LOCAL PREFERENCE PROGRAM, OUR LIVING WAGE PROGRAM, THE SUSTAINABLE PROCUREMENT POLICY, AS WELL AS, AGAIN, OUR DALLAS CONTRACTING OFFICER REPRESENTATIVE TRAINING.
AND THESE ARE VENDOR SERVICES THAT WERE DEVELOPED IN THE LAST TWO YEARS.
VENDOR MEET AND GREETS WITH THE BUSINESSES.
OUR MASTERCLASS SERIES, WHICH IS A SIX MONTH SERIES WHERE WE PROVIDE IN-DEPTH TECHNICAL TRAINING TO ANY BUSINESS OR ENTREPRENEUR, AND THEN OUR PROCUREMENT QUARTERLY REPORT IS A REPORT THAT WE COMPILE ON A QUARTERLY BASIS, PROVIDING TRANSPARENCY AND THE OPPORTUNITY FOR OUR BUSINESS PARTNERS TO PLAN AND PURSUE SOME OF OUR OPPORTUNITIES.
UPDATE ON OUR BUDGET INITIATIVES.
ALL OF THOSE BUDGET INITIATIVES HAVE BEEN IMPLEMENTED.
AND WE HAVE ALSO FILLED ALL OF THOSE POSITIONS THAT WERE GRANTED TO US IN OUR LAST BUDGET CYCLE.
AND WE HAVE ALSO ADDED NEW SERVICES TO OUR EXPRESS BUSINESS CENTER, WHICH IS JUNKET SERVICES.
ALL RIGHT, WHILE THEY'RE PULLING UP MY PRESENTATION.
GOOD AFTERNOON. MY NAME IS RHONDA SMITH, AND I'M THE DIRECTOR OF THE OFFICE OF RISK MANAGEMENT.
THE MISSION FOR THE OFFICE OF RISK MANAGEMENT.
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OUR MISSION IS TO PROTECT CITY EMPLOYEES, WHICH ARE OUR MOST IMPORTANT ASSETS IN THIS ORGANIZATION, AND ALSO PROTECT THE ASSETS BY GUARDING AGAINST RISKS AND SAFETY HAZARDS. OUR DEPARTMENT GOAL IS TO PROMOTE AND PROVIDE A SAFE, SAFE WORK ENVIRONMENT, INCREASED SAFETY AWARENESS AND MANAGE RESOURCES AND TRANSFER RISK WHILE UPHOLDING THE COMMITMENT TO SERVICE FIRST WHILE ALSO INCORPORATING THE CITY'S CORE FIVE VALUES.AND A LOT OF TIMES MOST PEOPLE ONLY KNOW RISK MANAGEMENT FOR THE ONE DIVISION THAT THEY DEAL WITH.
INCIDENT INVESTIGATION INVOLVING CITY EQUIPMENT AND CITY EQUIPMENT COMMERCIAL INSURANCE.
WE HAVE OVER 13 LINES OF INSURANCE THAT WE PURCHASE FOR THE CITY RISK TRANSFER, WORKERS COMPENSATION, LIABILITY CLAIMS MANAGEMENT, SUBROGATION, CLAIMS MANAGEMENT. AND THE LAST TWO ARE SUPPORT DIVISIONS FOR THE OFFICE OF RISK MANAGEMENT ORIGAMI ADMINISTRATION, WHICH IS THE REPOSITORY FOR ALL OF RISK MANAGEMENT'S DATA AND THEN OUR BUDGET.
NEXT SLIDE, PLEASE. OFFICE OF RISK MANAGEMENT IS AN INTERNAL SERVICE FUND, AND THE DIFFERENCE IN THE INCREASE FROM 25 TO 24 IS DUE TO FIVE ADDED POSITIONS.
WE ARE CURRENTLY STAFFED AT 56 POSITIONS.
WITH THE ADDITIONAL FIVE, WE WILL BE AT 61.
THESE INDIVIDUALS WILL MANAGE THE CITY'S DRUG AND ALCOHOL TESTING PROGRAM.
PRE-EMPLOYMENT. POST-EMPLOYMENT.
RANDOMS. ANOTHER ONE OF THE POSITIONS IS A WORKERS COMPENSATION CLAIMS MANAGER, WHICH WILL OVERSEE THE WORKERS COMPENSATION DIVISION AGAIN IN THE PREVIOUS SLIDE OF OUR ORGANIZATIONAL DIVISIONS.
AND WE NEED A MANAGER TO OVERSEE THAT.
AND AGAIN OUR BUDGET SUMMARY BY SERVICE WERE RISK MANAGEMENT SERVICES.
AND AGAIN, THE INCREASE IS DUE TO THE ADDITION IN POSITIONS.
OUR OPERATING EXPENSE REVENUE.
NEXT SLIDE. OKAY, AS FOR THE PERFORMANCE, MEASURES WON'T GO THROUGH ALL OF THEM.
AND IF YOU'LL LOOK FOR FISCAL YEAR 23, WE DID ACHIEVE EACH PERFORMANCE MEASURE.
AND THE LAST THREE WE EXCEEDED IT.
WE EXCEEDED THOSE PERFORMANCE MEASURES.
WE FOR 24 AND 25 WE HAVE THE SAME MEASUREMENT SET.
WE'RE ON TARGET TO MEET OUR TO MEET THE PERFORMANCE MEASURES FOR 24.
SO I WILL BRIEFLY GO OVER HIGH LEVEL.
BUT FIRST I WANT TO TALK ABOUT WHAT WE'RE GOVERNED BY.
SO EVERYTHING THAT WE DO IS GOVERNED BY FEDERAL.
IT'S LET ME START WITH THE FIRST FIRST ONE.
AND SO THEREFORE WE OUR SAFETY PROGRAM IS BASED ON THAT.
SO WE LOOK TO GUIDELINES FROM THE FEDERAL OSHA AND THEN THE REST.
WE ARE GOVERNED BY TEXAS DEPARTMENT OF INSURANCE WORKER'S COMPENSATION DIVISION, THE TEXAS DEPARTMENT OF TRANSPORTATION, AS I MENTIONED, THE DIR POSITIONS THAT WERE REQUIRED FOR DRUG TESTING AND THE TEXAS TORT CLAIMS ACT.
I THINK I GOT A FEW MORE MINUTES ON TIME.
SO I'LL GET THROUGH AS MANY AS THESE I CAN.
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END, FROM WHEN THE EMPLOYEE FIRST HAS AN INJURY TO WHEN THEY'RE BACK FULL DUTY.WE HAVE DEDICATED WORK COMP COORDINATORS.
AN ENTIRE TEAM, THAT IS, THEY SERVE AS EMPLOYEE ADVOCATES FOR ALL 13,000 PLUS EMPLOYEES IN THE CITY.
OUR OUR INJURY MANAGEMENT ORGANIZATION, WHICH PROVIDES THE MEDICAL NETWORK, WHICH OVER WHICH HAS OVER 11,000 PARTICIPANTS IN IT AND PRIVATE INVESTIGATORS AND QUARTERLY FILE REVIEWS.
AND THEN ON THE RETURN TO WORK, I'M VERY PROUD WHEN I CAME TO THE CITY TO BE ABLE TO HAVE SUCH A TO BE ABLE TO IMPLEMENT SUCH A PROGRESSIVE RETURN TO WORK PROGRAM THAT WE HAVE. WE KIND OF TOOK IT FROM THE PRIVATE SECTOR, BROUGHT IT HERE TO THE CITY.
HOW AM I DOING FOR TIME? GOT A COUPLE OF MINUTES STILL.
OCCUPATIONAL HEALTH AND SAFETY.
AS I STATED, OUR EMPLOYEES ARE THE MOST VALUABLE ASSETS THIS ORGANIZATION HAS.
BECAUSE WITHOUT OUR EMPLOYEES, WE CANNOT PROVIDE THE SERVICES TO THE CITIZENS.
AND SO WE ARE RESPONSIBLE FOR, AGAIN, THE OSHA BASED TRAINING FOR POSITION SPECIFIC TRAINING.
SO WE DON'T JUST DO RANDOM TRAINING.
IT IS BASED ON EACH PERSON'S POSITION.
WE ALSO PROVIDE DEFENSIVE DRIVING COURSES BECAUSE THE CITY OF DALLAS HAS SUCH A HUGE FLEET.
SO THIS IS SOMETHING THAT WE HAVE TO PAY ATTENTION TO.
AND WE HAVE WON AWARDS IN THE PAST FOR OUR PROGRAM.
AND THEN WE ALSO HAVE OUR ANNUAL SAFETY CONFERENCE IN JUNE FOR EMPLOYEES.
AND AGAIN, AS I MENTIONED, UNDER OUR OCCUPATIONAL HEALTH AND SAFETY.
WE ALSO PROVIDE ERGONOMIC ASSESSMENTS.
SO COUNCIL MEMBERS, IF YOU EVER NEED IF YOU FEEL LIKE YOU NEED TO HAVE AN ASSESSMENT DONE, FEEL FREE TO REACH OUT TO MY OFFICE AND WE CAN HAVE A SAFETY OFFICER COME AND TAKE CARE OF THAT FOR YOU.
BUT WE DO PROVIDE THAT SERVICE TO ALL CITY EMPLOYEES.
AND THEN THERE'S ALSO AN APPEALS BOARD'S PROCESS.
SO ONCE A CITY DRIVER HAS AN INCIDENT AND IT GOES THROUGH THE INCIDENT REVIEW COMMITTEE, THEY ARE ASSESSED POINTS AND THE SUPERVISORS APPLY APPROPRIATE DISCIPLINARY ACTION.
SO WE ALSO HAVE AN APPEALS BOARD THAT THAT'S MADE OF MANAGERS FROM OTHER DEPARTMENTS.
AND I THINK I'M OUT OF TIME NOW, BUT THE REST AND AGAIN, 12 TO 18 GOES IN A LITTLE BIT MORE DETAIL ABOUT THE DIFFERENT SERVICES THAT THE OFFICE OF RISK MANAGEMENT PROVIDES.
GOOD AFTERNOON. MY NAME IS JENNIFER BROWN.
THE COMMUNICATIONS DEPARTMENT ROLE IN MISSION IS TO EFFECTIVELY ENGAGE WITH THE DIVERSE COMMUNITIES THROUGHOUT THE CITY OF DALLAS, ENSURING THAT WE'RE PROVIDING ACCURATE INFORMATION ON ALL OF THE CITY SERVICES, AND ALSO BUILDING STRONG CONNECTIONS AND ENHANCING TRUST WITH OUR RESIDENTS.
WE HANDLE THE CITY'S MEDIA MONITORING, MEDIA RELATIONS, MEDIA ENGAGEMENT AND TRAINING.
WE ARE ALSO PIVOTAL IN PROVIDING OUTREACH AND COMMUNITY ENGAGEMENT.
OUR TEAM HANDLES THE LANGUAGE ACCESS SERVICES FOR THE CITY OF DALLAS.
THIS IS TRANSLATION AND PARTNERING WITH EA ON INTERPRETATION.
WE HAVE OUR BROADCAST VIDEO PRODUCTION AND AV SUPPORT TEAM, AND WE ALSO HAVE A TEAM THAT'S DEDICATED TO OUR SOCIAL MEDIA MANAGEMENT, GRAPHIC DESIGN, BRAND ADHERENCE AND DEVELOPMENT OF OUR VISUAL IDENTITY.
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SOME OF OUR DEPARTMENT GOALS INCLUDE PROVIDING TIMELY AND ACCURATE INFORMATION AND TIME OF EMERGENCY AND CRISIS, SUPPORTING EQUITABLE COMMUNITY OUTREACH AND ENGAGEMENT WITH OUR RESIDENTS, NONPROFITS, AND BUSINESSES.INCREASING AND CREATING ENGAGING MATERIAL AND MULTILINGUAL CONTENT.
LEVERAGING OUR FAIR PARK MULTIMEDIA CENTER TO INCREASE ORIGINAL CONTENT AND MARKETING DALLAS ALSO MARKETING PUBLIC SECTOR CAREER OPPORTUNITIES AND BUILDING BUILDING THE CITY'S TALENT PIPELINE.
AND WE WORK TOWARDS CREATING PROGRAMS THAT ENGAGE THE RESIDENTS AND STAKEHOLDERS THROUGH OUR BROADCAST AND DIGITAL CHANNELS, WHILE DEVELOPING THE DALLAS BRAND AND ENHANCING BRAND COMPLIANCE. OUR DEPARTMENT IS DIVIDED INTO FIVE OR REALLY SIX DIFFERENT DIVISIONS. OUR PUBLIC INFORMATION OFFICERS ARE ALSO RESPONSIBLE FOR MEDIA RELATIONS AND CRISIS COMMUNICATION.
WE HAVE AN INDIVIDUAL THAT SERVES AS OUR OUTREACH AND COMMUNITY ENGAGEMENT DIVISION.
OUR LANGUAGE ACCESS TEAM, WHICH CONSISTS OF TWO INDIVIDUALS VIDEO PRODUCTION, BROADCAST AV, OUR SOCIAL MEDIA DESIGN BRAND AND VISUAL IDENTITY TEAMS. THIS IS OUR CURRENT BUDGET.
AND WE'VE HAD NO CHANGES IN OUR POSITIONS IN THE PAST YEAR.
OUR ACTUAL VERSUS OUR ADOPTED IN OUR FORECAST.
AND A BREAKDOWN OF OUR PERFORMANCE MEASURES.
WE ARE ON TRACK TO MEET AND EXCEED ALL OF OUR PERFORMANCE MEASURES FOR THIS YEAR MOVING FORWARD.
THE COMMUNICATIONS DEPARTMENT DIRECTS 45 DIFFERENT COMMUNICATION PLATFORMS. NEARLY ALL OF THEM ARE BILINGUAL.
THIS INCLUDES INTERNAL AND EXTERNAL PLATFORMS LIKE OUR SOCIAL MEDIA CHANNELS, THE CITY OF DALLAS SOCIAL MEDIA CHANNELS, OUR INTER-DEPARTMENTAL COALITION'S COMMUNICATIONS HUDDLE AND SOCIALLY DALLAS.COM WEBSITE DALLASCITYNEWS.NET GOV DELIVERY SYSTEM.
QUITE A FEW LISTED HERE SO I WON'T GO THROUGH THEM ALL.
BUT WE ALSO WANT TO HIGHLIGHT THAT WE ALL MANAGE A NUMBER OF CONTRACTS.
WE MANAGE TEN MULTICULTURAL ADVERTISING CONTRACTS AND NEARLY 20 CONTRACTS TOTAL ON BEHALF OF THE CITY, IN ADDITION TO IN-KIND PARTNERSHIPS WITH DIFFERENT ORGANIZATIONS LIKE CLEAR CHANNEL.
EACH SERVICE REQUEST CAN INCLUDE A NUMBER OF DELIVERABLES OR PERTAIN TO A LARGER MARKETING CAMPAIGN.
OUR PIOS ALSO MANAGE MEDIA COVERAGE 14 HOURS A DAY, FROM 7 A.M.
THIS IS BECAUSE OUR ESSENTIAL FUNCTION IS EMERGENCY ACTIVATION AND COMMUNICATION.
WE ALSO WORK TO TRAIN ALL OF THE NEW HIRES AND PARTNERS ON COMMUNICATION PROCESSES AND BEST PRACTICES, AND WE'VE BEEN RECOGNIZED BY MICROSOFT AS A CENTER OF EXCELLENCE FOR THEIR USE OF TOOLS ON PROJECT MANAGEMENT SYSTEMS. NEARLY EVERY CAMPAIGN GRAPHIC AND DESIGN THAT YOU SEE COME THROUGH THE CITY OF DALLAS IS DEVELOPED BY THE COMMUNICATIONS DEPARTMENT.
PUBLIC INFORMATION OFFICERS ARE FACILITATING, LIKE I SAID, THOUSANDS OF REQUESTS A YEAR, OVER A THOUSAND WITH THOUSANDS OF INDIVIDUAL DELIVERABLES WITHIN THOSE REQUESTS, EVERYTHING FROM MEDIA RELEASES TO HANDLING EVENTS, ISSUING PUBLICATION NUMBERS, EVEN CITY WIDE EMPLOYEE ANNOUNCEMENTS.
AS OF LAST YEAR, WE ADDED AN INDIVIDUAL THAT SERVES FOR OUR OUTREACH ARM AND AS A DEPARTMENT, WE'VE WORKED TOGETHER TO LAUNCH TAP IN DALLAS, WHICH IS THE COMMUNICATIONS, OUTREACH AND MARKETING CHANNEL FOR PROMOTING COMMUNITY ENGAGEMENT EVENTS.
AND HE HAS WORKED TO HELP US REACH AND EXCEED OUR REP AND OUR OUTREACH GOALS.
[00:40:03]
OUR MOST COMMON LANGUAGE REQUESTED, OF COURSE, IS SPANISH, FOLLOWED BY VIETNAMESE.OUR REQUEST FOR TRANSLATION DOUBLED IN THE FISCAL YEAR BETWEEN 2123, AND WE ARE ON TRACK TO PROVIDE OVER 1600 TRANSLATION REQUESTS THIS YEAR.
AND THAT INCLUDES IN 12 DIFFERENT LANGUAGES.
OUR SOCIAL MEDIA GRAPHIC AND DESIGN TEAM.
GRAPHIC DESIGN AND BRAND TEAM HANDLES ALL OF THE SOCIAL MEDIA SITES, ALL OF THE DEVELOPMENT OF EMBLEMS AND EXPANDING ON THE BRAND FOR THE CITY OF DALLAS AND ENSURING TO PROTECT OUR BRAND AND MAKE IT RECOGNIZABLE WITH EVERY SORT OF COLLATERAL YOU CAN IMAGINE.
THE BROADCAST AND AV TEAM HANDLES ALL OF OUR OPEN MEETINGS, WHICH INCLUDED OVER 180 COUNCIL MEETINGS LAST YEAR FOR 431 HOURS TOTAL, IN ADDITION TO FACILITATING AT LEAST 1000 ALMOST 1000 SERVICE REQUESTS FOR DIFFERENT PSAS EVENT BROADCASTING, PHOTOGRAPHY, RADIO, PODCAST AND OTHER EVENT SERVICES.
THESE ARE JUST THUMBNAIL PHOTOS OF A FEW OF THEM.
ONE PROPOSAL THAT OUR LEADERSHIP HAS BEEN WORKING ON IS WHAT'S CALLED THE CITY COUNCIL SHOW.
AND WE PLAN TO EXPAND ON OUR ORIGINAL SPANISH CONTENT, INCREASED PARTNERSHIP, CREATED CONTENT, AND CONTINUE TO LEVERAGE INNOVATIVE AND ENGAGING VIDEO PRODUCTIONS. AS FAR AS OUR BUDGET INITIATIVES, ONE OF OUR MAJOR SUCCESSES IN THE PAST YEAR WAS THE REBRAND AND LAUNCH OF DALLAS 311, WITH THE FOCUS ON THE BILINGUAL FUNCTIONALITY.
AGAIN, EXECUTION OF THE MASTER AGREEMENTS FOR MULTICULTURAL ADVERTISING, AND WE'RE CURRENTLY IN THE PROCESS OF TRANSITIONING FROM A SINGLE LANGUAGE ACCESS VENDOR TO FOUR NEW CONTRACT VENDORS, WHICH WILL REQUIRE A LOT OF SUPPORT AND COORDINATION TO KEEP THAT SEAMLESS.
WE ARE ALSO IN THE PROCESS OF EXECUTING A CONTRACT FOR MEDIA TRAINING, AND WILL BE SCHEDULING TRAINING FOR OUR EXECUTIVES AND LEADERSHIP THROUGHOUT THE CITY OF DALLAS IN OUR EFFORTS TO BUILD OUR BRAND AND OUR TRUST.
OTHER SUCCESSES THAT WE'VE HAD AND THAT WE CONTINUE TO LEVERAGE, IS THAT WE ARE LEADING THE ENGAGEMENT FRAMEWORK SUBCOMMITTEE FOR COMMUNICATIONS AND COLLABORATION, WITH THE HOPES OF STANDARDIZING AN ENGAGEMENT FRAMEWORK WITH ALL OF OUR PARTNERS FOR THE ENTIRE CITY.
AND WE ALSO REDESIGN AND RELAUNCH THE COMMUNICATION WEBSITE THIS YEAR.
GOOD AFTERNOON, NINA ARIAS, DIRECTOR OF HUMAN RESOURCES.
I WILL BE PRESENTING TODAY AN OVERVIEW OF THE DEPARTMENT OF HUMAN RESOURCES BUDGET, BUT ALSO WILL BE PRESENTING ON OUR BUDGET FOR OUR BENEFITS OPERATION FUND.
THE MISSION OF THE DEPARTMENT IS TO PARTNER WITH MANAGERS AT THE CITY OF DALLAS AS THEY DEVELOP, MOTIVATE, AND REWARD THEIR TEAMS. THE DEPARTMENT OPERATES UNDER THE PREMISE OF A LEADER LED HR ENABLE FUNCTION.
I'D LIKE TO SPEAK A LITTLE BIT ABOUT OUR THE ROLE OF THE DEPARTMENT AND GIVE YOU A LITTLE BIT OF A BACKGROUND ON THE CHALLENGES FACED BY THE DEPARTMENT IN 2000, DURING THE 2008 DOWNTURN, THE HR FUNCTION AT THE CITY OF DALLAS EXPERIENCED SIGNIFICANT STAFF REDUCTIONS FOLLOWING THE ECONOMIC
[00:45:01]
RECOVERY. THE HR DEPARTMENT DID NOT SEE A RETURN TO PREVIOUS STAFFING LEVELS.WE PRIORITIZE EMPOWERING CITY LEADERS AND ATTRACTING TOP TALENT INITIATIVES SUCH AS THE COMPREHENSIVE COMPENSATION STUDY, WHICH WAS THE FIRST PERFORMED IN 20 YEARS.
LEADERSHIP DEVELOPMENT PROGRAMS AND REVAMPING THE PERFORMANCE MANAGEMENT SYSTEM WERE PUT IN PLACE.
ALSO, WITH IMPLEMENTATION OF WORKDAY, CITY LEADERS NOW HAVE ACCESS TO COMPREHENSIVE DATA TALENT.
A TALENT DATA ENABLING STRATEGIC DECISION MAKING.
RECOGNIZING THE IMPORTANCE OF A HEALTHY AND ENGAGED WORKFORCE, THE HR DEPARTMENT OVERHAULED THE CITY'S BENEFITS PROGRAM, DESIGN PREVENTIVE CARE INITIATIVES, IMPLEMENTED ROBUST WELLNESS AND MENTAL HEALTH SUPPORT PROGRAMS. THESE INITIATIVES CONTRIBUTE TO EMPLOYEE WELL-BEING AND RETENTION, MAKING THE CITY OF DALLAS AN ATTRACTIVE WORKPLACE.
DIRECTOR, I'M SORRY TO INTERRUPT YOU, BUT SINCE WE HAD YOU PREVIOUSLY BRIEFED GPFM NOT TOO LONG AGO.
IF YOU WANT TO SKIP TO YOU KNOW KIND OF WHAT THE PLAN IS FOR THE NEXT YEAR.
MAYBE STARTING AT SLIDE FIVE OR SO.
I THINK WE'D BE OKAY WITH THAT.
SOUNDS GOOD. I'M WORRIED ABOUT LOSING QUORUM, THAT'S WHY.
IF YOU COULD PLEASE MOVE TO SLIDE FOUR PRESENTS A FUNCTIONAL ORGANIZATIONAL CHART FOR HR.
WE HAVE THE BENEFITS ADMINISTRATION FUND WHICH I WILL BE SPEAKING ABOUT LATER IN THE IN THE PRESENTATION AND THE GENERAL FUND THAT INCLUDES TALENT ACQUISITION, EMPLOYEE RELATIONS, ADMINISTRATION, TALENT ENGAGEMENT AND DEVELOPMENT AND COMPENSATION.
THIS SLIDE SHOWS THE TOTAL BUDGET FOR THE GENERAL FUND.
THE FUND INCREASE IS DUE TO INCREASES IN PERSONAL SERVICES TO COVER MERRITT'S PENSION, HEALTH INSURANCE AND JUST A TYPICAL INCREASES YEAR OVER YEAR FOR MAINTAINING STAFF.
AND ALSO ADDITIONAL FUNDS ADDED FOR COPY MACHINE RENT, LEASE, MAINTENANCE AND PROGRAMING.
IN THE NEXT SLIDE, OUR POSITIONS REMAIN STABLE.
OTHER THAN WE HAVE A ONE TALENT ACQUISITION POSITION ADDED IN 23-24 TO ASSIST WITH THE ONGOING ADMINISTRATION OF THE WORKDAY RECRUITMENT MODULE AND OUTREACH.
IN ADDITION TO THIS, HR SUPPORTS INTERNS THROUGHOUT THE ORGANIZATION.
SINCE 1920, OUR INCREASE IN STAFFING HAVE BEEN DUE TO THE IMPLEMENTATION OF WORK DAY AND WE HAVE MOVED FROM OH, ACTUALLY FROM 70 STAFF IN 23-24. I'M SORRY, 70 STAFF, 70, THE 107 NUMBER DOES NOT INCLUDE THE IN THE SUPPORT THE INTERNS THAT WE SUPPORT THROUGH OUR ORGANIZATION.
SO THE ACTUAL STAFF IN THE HR DEPARTMENT IS 70 NOT 107.
THE BUDGET SUMMARY BY SERVICE JUST HIGHLIGHTS THE HOW FUNDING IS DISTRIBUTED.
YEAR OVER YEAR, AND THE FORECAST FOR THIS YEAR IS 9,000,509.
THE VARIANCE IS DUE TO THE IMPLEMENTATION OF THE WORK DAY PROJECT, WHICH, ONCE WE TRANSITION OUT OF THE PROJECT, WILL GO DOWN TO THE STANDARD INSPECTED AMOUNTS.
HERE ARE OPERATIONAL EXPENSES AND REVENUE.
OUR PERFORMANCE MEASURES ARE ON TARGET FOR COMPLETION THIS YEAR.
[00:50:05]
WE ARE FOCUSING IN PARTICULAR ON THE NUMBER OF DAYS FROM OFFER TO START DATE FOR LABOR POSITIONS.THOSE POSITIONS POSE A SPECIFIC CHALLENGE BECAUSE THEY ARE REQUIREMENTS ON VETTING POSITIONS THAT, YOU KNOW, FOR INSTANCE, THE, THE TRUCK DRIVERS AND THAT, THAT REQUIRE A ADDITIONAL STEPS IN THE PROCESS.
SO ON THE LEFT YOU SEE THE KEY FUNCTIONS.
FOR INSTANCE FOR COMPENSATION.
AND ON THE RIGHT YOU HAVE ACTIVITIES THAT ARE PARTICULAR TO THAT PARTICULAR TO THAT FUNCTION.
SO FOR COMPENSATION WE DEVELOP AND MAINTAIN THE CITY COMPENSATION PROGRAM.
WE ASSIST DEPARTMENT LEADERS IN STRUCTURING THEIR DEPARTMENTS TO MAKE SURE THAT THERE ARE CLEAR CONTROLS, SPANS AND SUPERVISORY LINES AND COMMUNICATE COMPENSATION, CHALLENGES, CHANGES AND STRATEGY TO ALL EMPLOYEES.
ON THE LEFT, YOU SEE THE ACTIVE RECRUITMENT ACTIVITIES THAT THE HR STAFF PERFORM AND BELOW YOU SEE SOME OF OUR NUMBERS IN THE LAST YEAR WE HIRE AND ON BOARD ON AVERAGE 246 NEW EMPLOYEES PER MONTH, FOR INSTANCE, IN 2024.
NEXT SLIDE. THE TALENT ENGAGEMENT AND DEVELOPMENT GROUP.
THE SUBSIDIZED CHILDCARE, THE PARENTAL LEAVE COMPASSIONATE LEAVE.
BUT WE ALSO HAVE EMPLOYEE ASSISTANCE PROGRAM, FLEXIBLE WORK ARRANGEMENTS, MATERNAL HEALTH SUPPORT, TOTAL WELLNESS OR TOTAL WELL-BEING PORTAL THAT WE IMPLEMENTED RECENTLY, AND ELDER CARE.
WE HAVE THE HR PARTNER SUPPORT, WHICH ARE THE STAFF, THE HR STAFF THAT INTERACTS WITH EMPLOYEES.
THEY ARE THE PRIMARY POINT OF CONTACT FOR 6602 STAFF MEMBERS, WITH A RATIO OF 1 TO 388 THEY ALSO PROCESS TERMINATIONS AND EXIT INTERVIEWS, AND WORK WITH THE OPERATIONAL DEPARTMENTS TO MAKE SURE THAT THEIR STAFF ARE RECRUITED AND, YOU KNOW, THAT THEY ARE TAKING CARE OF EMPLOYEE RELATIONS AND INVESTIGATIONS IS MORE REACTIVE.
WHILE HR PARTNER SUPPORT IS MORE PROACTIVE FOR EMPLOYEE RELATIONS.
WE MAINTAIN THE MUNICIPAL EQUITY INDEX SCORE AT 100% OVER THE LAST FIVE YEARS, BUT ALSO PROVIDED ANTI-HARASSMENT TRAINING, OVERSIGHT AND CONDUCTING 80 PLUS INVESTIGATIONS GENERATED THROUGH EMPLOYEE INQUIRIES.
AND WE ALSO RECEIVE REFERRALS FROM THE INSPECTOR GENERAL.
WE MANAGE MORE THAN 2800 FAMILY MEDICAL LEAVE PROCESSES AND FACILITATED APPEALS.
AND WHAT THAT MEANS IS WITH THE CITY HAVING A TOTAL BUDGET OF 1.3 BILLION A YEAR FOR FOR STAFF.
MANAGING THAT RESOURCE IS EXTREMELY IMPORTANT AND HAVING AN APPROPRIATE SYSTEM TO DO SO.
IS ACTUALLY, YOU KNOW, THE RESPONSIBLE APPROACH.
FOR POLICY PROCESS AND RECORDS.
[00:55:03]
MANAGE THE PERSONNEL FILES, MAKE SURE THAT EMPLOYEE LEAVE PROGRAMS ARE RUNNING AND AND COMPLIANT, AND ALSO RESPOND TO OPEN RECORDS REQUESTS.WELL, YOU KNOW, RECORDS FOR FOR FORMER EMPLOYERS TO A DIGITAL FORMAT.
FOR BUDGET AND EMPLOYMENT SERVICES AND CONTRACTS.
THOSE ARE YOU KNOW, ADMINISTRATIVE FUNCTIONS THAT SUPPORT OUR WORK.
AND HERE'S AN UPDATE ON OUR BUDGET INITIATIVES.
THE WORK PLACE, THE WORK, THE IMPLEMENTATION.
AGAIN, WE IMPLEMENTED RECRUITING, ONBOARDING AND TALENT AND PERFORMANCE THAT'S BEEN COMPLETED.
AND YOU SEE THE UPCOMING MODULES THAT WILL BE IMPLEMENTING ALSO AN UPDATE ON THE RECRUITMENT WORK THAT WE HAVE BEEN DOING, COMPENSATION AND BENEFITS. AND ALSO TALENT DEVELOPMENT.
SO NEXT I'M GOING TO BE BRIEFLY TALKING ABOUT THE BENEFITS FUND.
COULD YOU PLEASE, DIRECTOR? WE'RE GOING TO NEED TO WRAP IT UP OR WE'RE GOING TO LOSE QUORUM HERE.
CAN YOU. KIND OF THE APPENDICES IS PRETTY LONG.
CAN YOU SUMMARIZE THAT IN 2 OR 3 MINUTES? ABSOLUTELY. WE CAN GO TO THAT SLIDE.
YEAH. IT'S LIKE 12 SLIDES OR SOMETHING.
YES. THE BENEFITS OPERATION FUND.
NEXT SLIDE PLEASE. THIS IS OUR STRATEGIC FOCUS AND OUR WELLBEING PILLARS.
WE'VE BEEN ACTUALLY PRESENTED TO THESE TWO COUNCIL BEFORE, SO I'LL GO TO THE NEXT SLIDE.
YOU SEE TO THE RIGHT THE BENEFITS FUND.
NEXT SLIDE. OUR BENEFIT FUNDS INCREASE IS AGAIN DUE TO JUST STANDARD PERSONNEL COST OF MERITS AND TAXES.
OUR STAFF IS GOING TO REMAIN STABLE, SO WE ARE NOT HAVING ANY STAFFING INCREASES FOR NEXT YEAR.
NEXT SLIDE. HERE ARE EXPENSES.
NEXT SLIDE. OPERATING EXPENSES AND REVENUE.
NEXT SLIDE. THESE ARE THE DIFFERENT FUNDS THAT WE MANAGE AND THAT THIS GROUP MANAGES FOR THE CITY.
AND THE DESCRIPTION IS INDEED ON YOUR RIGHT.
THE PERFORMANCE MEASURES WHICH WE ARE DOING EXCEPTIONALLY WELL.
NEXT SLIDE. AND FOLLOWING YOU SEE A SUMMARY OF THE ACTIVITIES AND PROGRAMS THAT WE HAVE UNDER BENEFITS OPEN ENROLLMENT, BENEFITS ADMINISTRATION, RESIDENT OFFERS AND PLANS ENHANCEMENTS.
NEXT SLIDE. WELLNESS SERVICES AND ACTIVITIES, NEXT SLIDE.
THE COMEBACK OPTION PARTICULARLY BENEFICIAL TO OUR RETIREES.
THAT CONCLUDES MY PRESENTATION.
THANK YOU. THANK YOU EVERYONE, IN THE INTEREST OF TIME, WE'LL GO STRAIGHT INTO QUESTIONS.
CHAIR MENDELSOHN, TAKE IT AWAY.
THANK YOU VERY MUCH. SO I HAVE A NUMBER OF QUESTIONS FOR ALL THE FOLKS, BUT IF I CAN SUGGEST THAT PERHAPS THE ANSWERS WOULDN'T EVEN BE PROVIDED NOW, BUT WOULD BE PROVIDED IN A TABLE WHERE EACH ONE COULD ANSWER SORT OF THE SAME QUESTIONS THAT I HAVE.
SO FIRST OFF, I'M JUST AS A GENERAL COMMENT.
SO THERE'S SOME VERY NARROWLY TAILORED ITEMS THAT I DON'T THINK REALLY SPEAK TO THE CONCERNS THAT RESIDENTS MAY HAVE OR COUNCIL MEMBERS MAY HAVE IN A GOVERNANCE SIDE.
I MIGHT WANT TO KNOW VERY SPECIFICALLY A NUMBER OF DIFFERENT THINGS THAT AREN'T THE ONES THAT I'VE BEEN SEEING AND CHAIR, YOU AND I HAVE BEEN WORKING ON THIS FOR A NUMBER OF YEARS, ACTUALLY, AND SO I WOULD JUST LIKE TO THROW THAT OUT THERE AS THE FIRST ITEM TO SAY.
[01:00:01]
OF OPEN POSITIONS THEY CURRENTLY HAVE.I'D LIKE TO KNOW THE NUMBER OF TEMPORARIES THEY HAVE AND HOW THEIR EMPLOYEES THEIR STAFFING NUMBERS HAVE CHANGED OVER TIME.
SO THAT WOULD BE PRE-PANDEMIC.
IT WOULD BE WHEN MOST OF US WERE ELECTED.
IF WE CAN SAY FROM THE 2019 BUDGET TO NOW, WHAT HAS BEEN THE CHANGE? MAYBE YOU HAD 50 AND NOW YOU HAVE 100.
SO I WOULD LIKE TO UNDERSTAND THAT I'D LIKE TO UNDERSTAND THE ANSWER TO THIS QUESTION.
IS THERE ANY DUPLICATION THAT YOU THINK YOUR DEPARTMENT HAS WITH ANY OTHER DEPARTMENT, AND IF SO, WHAT IS DUPLICATED OR HOW IS IT DUPLICATED? THE NEXT QUESTION WOULD BE IS HOW COULD YOU REDUCE THE HEADCOUNT IN YOUR DEPARTMENT OR SPECIFIC COSTS IN YOUR DEPARTMENT? SO FOR INSTANCE, IF WE'RE TALKING ABOUT PROCUREMENT, THEY COULD UTILIZE MORE COOPERATIVE AGREEMENTS INSTEAD OF DOING RFP.
IF IT'S IF IT'S AIR, THEY COULD OUTSOURCE MORE THINGS.
THERE WAS A COMMENT ABOUT FOR THE SUBROGATION IN RISK THAT THEY ARE AT 100% SUBROGATION.
WELL, IS THAT EVEN THE RIGHT GOAL FOR THE DOLLAR AMOUNT THEY SHOULD BE RECEIVING? AND WHAT IS THE COST OF OUR LOSSES? AND ARE WE AT WHAT PERCENTAGE OF OUR TOTAL LOSSES ARE WE RECOUPING.
BECAUSE I ACTUALLY THINK THAT'S QUITE LOW.
THE NEXT ONE IS WHAT CAN EACH DEPARTMENT HEAD DO HERE AS A LEADER? TO HELP REALIGN, RETHINK OR REWORK THEIR BUDGET TO REDUCE EXPENSES AND HEADCOUNT? AND WHAT IN THEIR DEPARTMENT COULD BE AUTOMATED, WHETHER THAT'S DAY ONE OR THAT'S OVER A CERTAIN AMOUNT OF FIXED TIME. AND THESE ARE REALLY THE QUESTIONS I'M GETTING AT.
WHILE WE GET THE PROPOSED BUDGET SENT TO US, I'M EXPECTING TO SEE A LOWER HEADCOUNT FOR EVERY DEPARTMENT AND ANY DEPARTMENT THAT'S ASKING FOR ADDITIONAL STAFF.
IF YOU'RE NOT WEARING A BADGE, I'M GOING TO BE REALLY? I'M GOING TO BE SUSPECT OF THAT.
SO THERE'S GOING TO NEED TO BE A REALITY.
AND HOPEFULLY THAT'S BEING SET BY STAFF LEADERSHIP.
BUT THE REALITY IS THERE'S NOT GOING TO BE A LOT OF NEW PEOPLE HIRED.
BUT IT MIGHT BE THROUGH OUTSOURCING, IT MIGHT BE RETHINKING REWORKING.
BUT THOSE ARE THE QUESTIONS THAT I HAVE REALLY THERE FOR EVERY SINGLE DEPARTMENT.
AND I GUESS IT WILL BE THE SAME THING FOR FUTURE DEPARTMENTS THAT ARE GOING TO COME AND PRESENT.
YOU KNOW, OTHER COUNCIL MEMBERS MAY HAVE OTHER QUESTIONS THEY WOULD LIKE, BUT THOSE ARE THE SPECIFIC QUESTIONS I WOULD HAVE, AS OPPOSED TO AN ENTIRE INVENTORY OF WHAT ARE THE SERVICES THEY PROVIDE.
SO THANK YOU FOR INCLUDING THOSE.
ARE YOU FINISHED? IS THAT YOUR QUESTIONS? WELL, I GUESS MY QUESTION TO YOU IS, WOULD IT BE POSSIBLE TO RECEIVE THAT BACK AS EITHER A FORMAT WHERE THEY'RE CONSOLIDATED OR EACH DEPARTMENT ANSWER ALL OF THOSE QUESTIONS? I'LL LET DOCTOR PEREZ MAYBE ANSWER FOR STAFF.
IN SOME TYPE OF A EASY TO READ FORMAT THAT ALL DEPARTMENTS RESPOND TO.
BUT I'M CURIOUS TO HEAR WHAT YOU THINK.
CHAIR, I THINK THAT THAT'S DEFINITELY SOMETHING THAT WE CAN PUT TOGETHER.
I DEFINITELY WANT TO CONFER WITH THE INTERIM CITY MANAGER.
BECAUSE A LOT OF THOSE ITEMS WILL BE REVIEWED AS PART OF THE PROPOSED BUDGET.
AND SO I JUST I WOULD LIKE TO HAVE THE OPPORTUNITY TO DISCUSS THE TIMING OF SHARING THAT INFORMATION WITH THE COMMITTEES AND COUNCIL AND CHAIR, IF I CAN JUST SAY ONE.
[01:05:06]
LAST YEAR OR OVER TIME.THAT'S WHY WE NEED TO LOOK AT THIS OVER TIME, NOT JUST ONE YEAR OVER A YEAR.
LIKE, REALLY, LET'S LOOK AT WHAT'S HAPPENED.
AND, YOU KNOW, THERE MAY BE SOME ACTIVITIES THAT WERE ENGAGED IN NOW THAT AREN'T EVEN NECESSARY.
LIKE, THAT'S REALLY NOT WHAT OUR ROLE IS, SO I'LL LEAVE THAT TO YOUR DISCRETION, BUT THOSE ARE THE QUESTIONS THAT I HAVE REALLY, FOR ALL OF THE DEPARTMENTS. THANK YOU.
YEAH. AND I THINK HAVING A LIMITED TIME FRAME THAT WE LOOK AT IS A REASONABLE REQUEST TO I THINK YOU MENTIONED CHAIRWOMAN 2019, AND THAT WOULD GIVE US LIKE A FIVE YEAR SORT OF GAUGE.
AND SO I'M CURIOUS TO HEAR WHAT MY COLLEAGUES THINK OF THAT, BUT I'M, I'M FINE WITH THAT.
AS A, YOU KNOW, IF YOU'RE COMPARING THE POSITION INCREASES USE OF TEMPS, STAFFING CHANGES OVER TIME, I THINK ALL OF THAT'S REASONABLE TO, TO TRACK. AND WE SHOULD HAVE THAT DATA READILY AVAILABLE FROM THE BUDGET SEASON.
SO YEAH, I MEAN I SEE DOCTOR PEREZ SHAKING HIS HEAD.
YES. SO I THINK THAT THAT'S THAT'S A REASONABLE REQUEST.
AND CHAIR, IF I MAY I JUST WANTED TO MENTION THAT THE INFORMATION LOOKING AT HISTORICAL FROM FISCAL YEAR 19 TO THE PLANNED BUDGET THAT'S ALREADY IN THE WORKS, AND IT WAS GOING TO BE PART OF YOUR MAY 15TH BRIEFING.
SO JUST WANTED TO TO MAKE THAT POINT, COULD YOU IDENTIFY YOURSELF TO, FOR THE RECORD? OH, SORRY. JEANETTE WEEDEN DIRECTOR OF BUDGET AND MANAGEMENT SERVICES LIKE THE VOICE FROM ABOVE COMING.
WE'RE GOING TO SOLVE ALL PROBLEMS BACK HERE.
ALL RIGHT, CHAIRWOMAN, ANYTHING ELSE? NO. I MEAN, DO YOU WANT ME TO SEND THESE IN WRITING OR YOU'VE ALREADY GOT IT JUST BECAUSE IT'S RECORDED NOW? OR HOW DO YOU WANT TO HANDLE THAT? LOOKING AT DOCTOR PEREZ TO ANSWER THAT IT WOULD BE HELPFUL CHAIR, IF YOU WOULD SEND THAT TO US, MA'AM WE HAVE A LOT OF NOTES LOOKS LIKE DOWN THE TABLE.
BUT IF YOU COULD SEND US TO US EXACTLY WHAT YOU'RE LOOKING FOR THAT WOULD BE HELPFUL, MA'AM.
ALL RIGHT. THANK YOU. I KNOW YOU'VE GOT TO BOUNCE OFF IN A SECOND.
DID YOU HAVE ANY COMMENTS ON THIS ONE? I'M NOT SURE HE CAN HEAR ME.
AND I'M GOING TO GO TAKE A DIFFERENT ROUND.
I'M NOT GOING TO GET INTO THE WEEDS.
SO I'M WONDERING, YOU HAVE YOUR METRICS THAT YOU'VE LISTED.
WHERE DO THOSE COME FROM? JUST CURIOUS. I KNOW THIS ISN'T A GOTCHA, I PROMISE, BUT I'M JUST CURIOUS ON YOU'VE LISTED METRICS.
WHERE DID THEY COME FROM? I GUESS I'LL GO FIRST SINCE I'M IN YOUR SIGHTLINE.
THAT WAS ONLY BECAUSE YOU'RE RIGHT THERE.
CARRIE ROGERS GOVERNMENT AFFAIRS DIRECTOR.
SO OUR METRICS WERE A COUPLE OF THEM WERE INHERITED.
AS YOU KNOW, I CAME INTO THIS POSITION A LITTLE UNDER TWO YEARS AGO.
WE'RE SPENDING THIS AMOUNT OF MONEY ON STAFF.
HOW MUCH MONEY ARE WE GETTING IN THE DOOR? SO WE'RE GETTING A RETURN ON OUR INVESTMENT.
AND THEN THE OTHER METRIC, I THINK WAS RELATED TO ENGAGEMENT.
AND AS YOU KNOW, YOU'VE LIVED IN MY WORLD, A LOT OF WHAT WE DO IS ABOUT THE WORLD AVOIDED.
AND SO IT'S IN MY EXPERIENCE, HAS ALWAYS BEEN DIFFICULT TO TRACK HOW TO MEASURE YOUR LEGISLATIVE SUCCESS, YOU CAN LOOK AT LEGISLATIVE PRIORITIES THAT YOU ARE PURSUING AND WHAT GETS PASSED.
OR YOU KNOW WHAT, YOU HELP NOT GET PASSED.
OKAY. ANYBODY ELSE? I MEAN, IS IT ARE YOU, I GUESS, ARE YOU WORKING FROM YEARS PAST METRICS? YES, YES, I WOULD ANSWER TO THAT QUESTION.
WE TRACK AN IMMENSE NUMBER OF CHAIR MORENO, CAN YOU PLEASE PUT YOUR CAMERA BACK ON FOR QUORUM?
[01:10:29]
OKAY.WE TRACK. I GUESS WHAT I'M TRYING TO GO TO IS WHERE DID YOU GET THOSE? IS IT A DOCUMENT FROM TEN YEARS AGO? FIVE YEARS AGO? DID Y'ALL DO THEM AS A DEPARTMENT? BECAUSE WHERE I'M TRYING TO GO WITH THIS AND I'VE TALKED TO JEANETTE IS HOW ARE YOU DOING WORK WITHOUT A STRATEGIC PLAN? BECAUSE THAT A STRATEGIC PLAN WITH A VISION, WITH THE STRATEGIC PLAN GIVES YOU GUYS THE RESOURCES TO MEET THOSE.
AND I'M LOOKING AT US AS A BODY THAT HASN'T DONE A STRATEGIC PLAN.
AND SO HOW CAN WE GRADE YOU WHEN WE DON'T KNOW WHAT THE GRADE IS OR WHAT WE'RE GRADING? SO, JEANETTE, I MEAN, WE TALKED ABOUT IT A WHILE AGO, BUT I WANTED TO SAVE IT FOR THIS CONVERSATION.
GO AHEAD. SO JEANETTE WEEDEN, DIRECTOR OF BUDGET AND MANAGEMENT SERVICES, THAT'S A GREAT QUESTION.
WE DO NOT HAVE A CITYWIDE STRATEGIC PLAN.
EVERY YEAR WE TRY TO HAVE THOSE SESSIONS.
THIS YEAR, JACK AND I, THE CFO, MET WITH EACH CITY COUNCIL MEMBER TO OBTAIN THEIR GOALS.
AND SO WHAT WE TRY TO DO WITH THOSE PLANNING SESSIONS IS TO ALIGN SORT OF THE CITY MANAGER'S RECOMMENDATION BASED ON THE FEEDBACK THAT YOU RECEIVE IN THOSE GOAL SESSIONS.
SO YOU'RE RIGHT, IT WOULD BE GREAT IF THE CITY OF DALLAS HAD A STRATEGIC PLAN THAT THE ADMIN COMMITTEE, WHICH I THINK A FEW OF MY COLLEAGUES THAT SIT HERE ARE ON THAT HEARS THAT BECAUSE I KNOW THAT IF YOU WANT TO BE SUCCESSFUL IN ANY ORGANIZATION, YOU'VE GOT TO HAVE A GUIDE, YOU'VE GOT TO HAVE A GUIDING DOCUMENT.
AND I JUST FEEL THAT WE GO INTO THE WEEDS AND WE TALK ABOUT IN PERSONNEL IS OUR BIGGEST.
RIGHT? JEANETTE. IT'S OUR BIGGEST, IT'S THE ONLY THING WE REALLY HAVE.
CORRECT. BUT HOW CAN WE EVALUATE HOW MANY PEOPLE WE NEED IN EACH SPOT WHEN WE DON'T KNOW WHAT WE'RE TRYING TO DO? SO I'M HOPING MY COLLEAGUES ARE LISTENING, AND I'M HOPING THAT THEY WILL DO SOMETHING, BECAUSE IT'S A LITTLE FRUSTRATING WHEN YOU'RE SITTING OVER THERE AND YOU'RE SHOOTING IN THE DARK, AND THAT'S WHAT'S HAPPENING.
AND I THINK IT'S A LITTLE UNFAIR.
SO WE'RE ABOUT TO HIRE A NEW CITY MANAGER.
I DON'T EVEN KNOW WHAT TO TELL THEM WE'RE GOING TO DO.
OKAY. I MEAN, DO WE TELL EVERY Y'ALL CUT YOUR BUDGETS 20%.
OKAY. DOES THAT WORK? HOW DO YOU I GUESS MY QUESTION TO STAFF IS HOW DO WE GIVE YOU A NUMBER AND THAT YOU GO AND WHITTLE IT DOWN, BUT THERE'S REALLY NO OUTCOMES THAT YOU'RE TRYING TO ACHIEVE.
AND I WOULD LIKE TO TELL MY TAXPAYERS THAT, YOU KNOW WHAT? WE'RE WE'RE USING YOUR TAX DOLLARS WISELY.
IF YOU DON'T HAVE A VISION WITH A MISSION AND A STRATEGIC PLAN, IT IS HARD TO DO ANY BUDGETING.
YOU DON'T DO IT IN YOUR OWN HOME THAT WAY.
SO WHY WOULD WE ASK YOU TO DO IT? SO I AM HOPING THAT MY COLLEAGUES ARE LISTENING AND THAT YOU, WHOEVER IT IS THAT WE NEED TO GET TO THAT SPOT OF CREATING A GUIDING PRINCIPLES, A WHATEVER YOU WANT TO CALL IT, THAT'S WORD SALAD.
WHAT'S THE GOAL LINE? SO WHEN YOU LOOK AT ALL THE THE STAFFING AND I KNOW THAT WHEN I WAS AT THE SCHOOL DISTRICT, THAT WAS THE ONE THING THAT WE HAD WAS STAFFING.
[01:15:09]
WHAT? IF I DON'T DO SOMETHING, SOMEBODY ELSE IS GOING TO TAKE IT.I MEAN, I'VE BEEN THERE, SO I GUESS I WANT TO.
I GUESS I WANT TO EMPOWER EACH OF YOU TO OWN YOUR DEPARTMENT, AND I WANT TO EMPOWER THE EXECUTIVES, ESPECIALLY MY COLLEAGUES, TO SAY, YOU KNOW WHAT? WE NEED TO SIT DOWN TOGETHER.
IT'S GOING TO BE HARD AS HELL, BUT WE NEED TO ALL COME TOGETHER TO COME UP WITH A PLAN AND ALL KNOW WHERE WE'RE ROWING TO AND ALL KNOW WHERE WE'RE GOING, BECAUSE, I MEAN, I COULD EASILY SAY EACH OF YOU CUT 20% OF YOUR BUDGET.
I DON'T KNOW IF IT WOULD WORK OR NOT.
AND I'VE BEEN THINKING ABOUT THIS A LOT.
WE HAVE RANDOM PROGRAMS THROUGHOUT OUR CITY.
I'VE GOT PAD, PERIOD ACCESS DALLAS RIGHT.
THAT IS A ROUNDING ERROR IN OUR BUDGET.
BUT YOU KNOW WHAT? IT IS NOT A CORE PRINCIPLE OF A CITY.
SO YOU KNOW WHAT? IT MAY NEED TO BE TRANSITIONED OUT AND THAT IS FINE.
BUT YOU KNOW WHAT? TO ME, IF YOU'RE REALLY GOING TO BRING DOWN A $4 BILLION BUDGET, THAT MEANS YOU GOT TO GO DEEP INTO SOME PARTS OF THIS ORGANIZATION, MAKE SOME HARD DECISIONS, AND THAT'S USUALLY AROUND PERSONNEL. SO THOSE ARE MY THOUGHTS, AND I DON'T HAVE REALLY ANY QUESTIONS.
BUT I CHALLENGE EACH OF YOU TO CHALLENGE US BECAUSE SHOOTING IN THE DARK IS NEVER FUN.
AND SO I'M HOPING THAT MAYBE THIS NEXT YEAR WE CAN GET INTO A GROOVE THAT GETS US THERE.
AND I HAVE NO IDEA WHERE WE'RE GOING EITHER.
THANK YOU SO MUCH FOR LETTING ME ATTEND YOUR MEETING.
WE'VE GOT A LOT OF PLANS THAT DIFFERENT DEPARTMENTS HAVE WORKED ON.
SO IT'S NOT AS IF THERE'S NOT SOME KIND OF GUIDEPOST OUT THERE.
AND WE SEE THE INTERSECTIONALITY.
AND I THINK EVERYONE'S DOING THE BEST THEY CAN IN THAT CIRCUMSTANCE.
BUT I SHARE THE SENTIMENT THAT WE NEED THAT OVERALL UNIFYING VISION.
SO FOR RIGHT NOW, WE'VE GOT WHAT WE'VE GOT AND WE CAN LIVE WITH THAT.
AND ALL OF THESE THINGS GENERATE THEIR OWN METRICS.
AND WE, THE CITY RUNS ON METRICS WE GET REPORTED TO EVERY SINGLE DAY.
WE'VE GOT DASHBOARDS. NOW WE CAN TELL DOWN TO THE MINUTE IN CERTAIN DEPARTMENTS WHAT'S GOING ON.
SO THAT SAID, WE ALSO KNOW THAT WE'RE MOVING TOWARD YOU KNOW, THINGS ARE GOING TO GET TOUGHER BECAUSE WE KNOW THAT WE NEED TO INCREASE OUR PENSION CONTRIBUTION, AND WE'RE MOVING TO A DIFFERENT KIND OF SYSTEM AROUND THAT.
AND IT'S GOING TO MANDATE A PRETTY BIG NUMBER EACH YEAR THAT WILL BE INCREASING.
AND SO THAT'S GOT TO COME FROM SOMEWHERE.
WE KNOW THAT WE'RE LOOKING AT PAY ACROSS CERTAIN DEPARTMENTS.
I KNOW IN OUR POLICE AND FIRE, WE'RE ALWAYS MONITORING WHAT'S GOING ON COMPETITIVELY, AND WE KNOW WE'LL BE MAKING CHANGES THERE AS WELL IN SOME, SOME OF THE HARD TO FILL POSITIONS WHERE WE KNOW WE'VE GOT TO BE MORE RESPONSIVE TO WHAT'S COMPETITIVE IN THE MARKETPLACE.
AND SO WE KNOW THAT THOSE THINGS ARE COMING.
AND BECAUSE OF THAT, WE HAVE TO HAVE TO THINK ABOUT THAT AS IT RELATES TO OUR BUDGET AS A WHOLE.
SO BUILDING ON SOME OF WHAT'S SAID, AND I THINK THE AMENDMENT SITUATION WE WERE IN IN THE LAST BUDGET WHERE WE JUST DECIDED THIS WOULD BE A BETTER APPROACH TO GET A JUMP ON THE DEPARTMENTS AND THEIR REPORTING AND AS THEY'RE DEVELOPING THEIR BUDGETS.
BUT I KNOW MY MANTRA WAS ABOUT DUPLICATION.
IF SOMETHING IS BEING DUPLICATED WITHIN THE CITY OR OUTSIDE OF THE CITY, IF THERE'S SOMETHING THAT THE COUNTY OR A NONPROFIT OR SOME OTHER ENTITY COULD FUND, THEN WE NEED TO BE OUT OF THAT SPACE, BECAUSE WHERE THE CITY NEEDS TO BE IS IN WHERE THE GAPS ARE, WHERE THERE ISN'T AN OPTION ANYWHERE ELSE.
LOOKING AT EFFICIENCY AND PERFORMANCE, I THINK THAT'S BEEN TOUCHED ON HERE.
YOU KNOW, IT'S LIKE THE BOOK GOOD TO GREAT.
IT'S GETTING THE RIGHT PEOPLE ON THE BUS AND THEN MAKING SURE THEY'RE IN THE RIGHT SEATS.
SO I SUSPECT THAT WE MAY NEED TO MOVE SOME SEATS AROUND.
THAT BUT ADDING MORE PEOPLE I DON'T THINK IS NECESSARILY THE ANSWER.
HOWEVER WE'VE HAD SEVERAL AUDITS DONE THIS YEAR, AND IN LOOKING AT THE FORECAST, I THINK THAT IS ANOTHER PIECE OF THIS EQUATION BESIDES JUST HAVING THE DEPARTMENTS COME AND WALK US THROUGH YOUR BUDGET.
SOME WHO ARE SITTING AT THIS TABLE HAVE HAD EXTENSIVE AUDITS.
[01:20:01]
AND SO IN ADDITION TO A PLAN THAT MAY HAVE BEEN DONE, WE'VE GOT SOME FRESH NEWS THAT'S BEEN LOOKED AT WITH REGARD TO RECOMMENDATIONS.AND SO THAT IS SOMETHING TO REALLY POINT US IN A DIRECTION THAT WE CAN BACK UP TO OUR TAXPAYERS AND SAY, IF WE ARE ADDING POSITIONS IN SOME AREAS, IT IS BECAUSE OF THIS EXTENSIVE AUDIT HAS TOLD US THAT IN ORDER TO MEET CERTAIN PERFORMANCE LEVELS, WE NEED THIS.
SO YOU KNOW, I THINK IT'S JUST TIGHTENING ALL OF THOSE SCREWS.
I'LL TALK ABOUT A COUPLE OF THINGS THAT I DID SEE SPECIFICALLY THAT I WOULD HAVE QUESTIONS ON.
I ALWAYS WONDER IF WE'RE HOLDING A GOAL FLAT, IF WE'RE NOT STRETCHING ENOUGH ON THAT WITH RECOGNITION THAT GOING FROM 55 MILLION MISS ROGERS TO 302 MILLION, I WOULDN'T NECESSARILY EXPECT THAT KIND OF JUMP.
BUT IN LOOKING AT THOSE GRANTS, IT SHOULD SHOULD WE HAVE A 10% LIFT OR SHOULD WE BE HAVING A LIFT IN THOSE AREAS IN SUBROGATION? YOU KNOW, LOOKING AT WHERE WE'RE RECOVERING 100% OF WHAT WE PURSUE, BUT WHAT'S LEFT ON THE TABLE, AND I BELIEVE THERE WAS AN AUDIT LOOKING AT, AT THAT SORT OF THING, ARE WE SHOULD WE BE PURSUING MORE OF WHAT'S OUT THERE SO THAT THAT 100% THAT WE RECOVER IS A BIGGER NUMBER? MAY I COMMENT ON THAT? YES. SO ON THAT, ON THAT, ON THAT SLIDE, IF YOU NOTICE FOR 24 WE'RE TARGETED TO COLLECT $1 MILLION.
SO THAT'S MORE THAN TWICE THAN WHAT WE HAD BUDGETED FOR.
AND THE REASON WHY THAT NUMBER WAS SO LOW IS BECAUSE WE NEEDED TO DO SOME PROCESS IMPROVEMENTS.
AND SO WE WERE ABLE TO DO THAT A BETTER WAY.
SO I HAD TO BASE IT OFF OF WHERE I WAS AT THAT TIME.
SO YEAH, THAT NUMBER WOULD BE BIGGER FOR 25 IF I COULD GO BACK AND CHANGE IT.
BUT ONCE WE PUT IT IN, IT'S IN.
AND I WOULD LOVE TO SEE THAT REPLICATED ACROSS THE CITY.
THERE WAS AN INVESTIGATION OR AN AUDIT DONE TO SEE, YOU KNOW, WHAT NEEDS TO BE DONE.
HOW IS IT LOOKING RIGHT NOW? HERE ARE THE WAYS TO IMPROVE THE PROCESS.
HERE'S WHAT THE STAFFING UP CAN DO.
AND SO THAT IS A PRIME EXAMPLE OF IMAGINE IF THAT WAS HAPPENING, YOU KNOW, ACROSS TIMES 40.
I WOULD ALSO LIKE TO SEE REALIZING THAT THERE ARE DIFFERENT LEVELS HERE.
SOMETHING ABOUT THE WAGES, BECAUSE WE KNOW A LOT OF FOLKS SAY, OH, THE BUDGET'S SO MUCH BIGGER.
WELL, WE PAY PEOPLE A LIVING WAGE NOW, AND FOR A LONG TIME THE CITY AND OTHERS IN THE CITY DID NOT.
AND WE'VE DECIDED WE'RE GOING TO SET UP ON A COURSE THAT WE WANT OTHERS TO EMULATE.
AND I WOULD SAY YOU COULD LOOK AT GROWTH IN OUR BUDGET BECAUSE WE ARE PAYING PEOPLE A DECENT WAGE.
AND THAT DOESN'T MAKE US VERY GOOD SERVICE PROVIDERS EITHER.
BUT AGAIN, I'LL JUST GO BACK AND I'M NOT TO JUMP AHEAD ON YOUR ITEM J FORECAST.
BUT IT SEEMS LIKE AS WE GO INTO THE BUDGETING CYCLE, WHICH WE'VE ALREADY ENTERED, SOME OF THESE AUDITS, THAT HAVE BEEN DONE THAT WE HAVEN'T NECESSARILY DONE THE DEEP DIVE INTO MIGHT HELP US ON THIS AND ASK BETTER QUESTIONS, BECAUSE I KNOW ON THE TALENT ACQUISITION AUDIT, THERE WERE A NUMBER OF RECOMMENDATIONS AND THAT'S FOR SURE GOING TO INFORM US ON.
WHERE MS. ARIAS BUDGET WOULD NEED TO BE AND WHAT OUR EXPECTATIONS SHOULD BE.
AND SO I WOULD JUST ASK IF YOU WOULD INCLUDE THAT IN UPCOMING AGENDAS.
SO ON THE WAGES, ARE YOU WANTING TO JUST COMPARE THE INCREASES AND SEEING OVER TIME? DO YOU WANT TO SEE LIKE WHAT IT MIGHT BE IN THE MARKET TO OR LIKE IF THEY WERE PRIVATELY? I THINK WE'VE BEEN PULLING THAT INFORMATION IN SOME CATEGORIES.
I MEAN, I DON'T KNOW HOW EXHAUSTIVE WE NEED TO GO, BUT CERTAINLY IF WE HAVE IT BECAUSE THERE HAVE BEEN SOME STUDIES DONE THAT WOULD BE VERY HELPFUL TO SEE, YOU KNOW, HERE'S WHERE WE WERE, HERE'S WHERE WE ARE NOW AND HERE'S WHERE WE ARE IN RELATION TO THE MARKETPLACE.
[01:25:02]
IT JUST GIVES US PERSPECTIVE.AND AS WE GO INTO THIS, IT CAN BE VERY DAUNTING.
AWESOME. THANK YOU. GREAT QUESTIONS.
I AM GOING TO TRY TO SUMMARIZE MINE.
BUT FIRST OF ALL, I WANTED TO JUST AS A MATTER OF HOUSEKEEPING, JUST A QUICK PAUSE.
I'M NOT HEARING FROM MY COLLEAGUES THAT THERE'S ANY QUESTIONS ON ITEM F.
WE'RE GOING TO KEEP EVERYBODY ELSE PENDING FOR A LITTLE BIT LONGER.
SO IN THE I'M GOING TO GO BACK TO THE GRID.
I AGREE WITH CHAIRWOMAN BLACKMON THAT WE NEED TO BE HIGH LEVEL INSTEAD OF GETTING INTO THE WEEDS, BUT INEVITABLY WE GET INTO THE WEEDS A LITTLE BIT AT BUDGET SEASON, AND WE'RE HOPING TO AVOID THAT.
BUT I DO LIKE THE IDEA OF US FOCUSING ON MORE HIGH LEVEL STUFF.
SO AND I DO THINK WE NEED ONE DESPERATELY.
HOW SO? IN THE INTERIM, WHILE WE WAIT FOR THAT, I THINK THE BEST WAY WE HAVE TO GIVE THE DEPARTMENT'S METRICS IS TO JUST RELY ON THE THREE 60 METRICS.
AND TO THE EXTENT WE NEED TO BEEF THOSE UP.
I GUESS I WOULD ASK DOCTOR PEREZ IF WE WANT TO OR YOU KNOW, BUDGET OFFICE OR SOMEONE IF WE WANT TO PROPOSE CHANGES TO THE 360 METRICS, WHEN WOULD STAFF WANT TO SEE THOSE? WHERE WILL THOSE BE BRIEFED AT? JEANETTE WEEDEN, DIRECTOR OF BUDGET AND MANAGEMENT SERVICES.
EACH YEAR WE ARE OPEN TO CHANGES TO DALLAS 365 METRICS.
WE TYPICALLY ASK FOR FEEDBACK BY EARLY TO MID JUNE SO THAT WE CAN INCORPORATE THOSE INTO THE CITY MANAGER'S RECOMMENDED BUDGET, BUT WE'LL SEND OUT AS PART OF THE MATERIALS THAT WE'RE SENDING AS FOLLOW UP, WE'LL GIVE A SPECIFIC DATE IN TERMS OF WHEN THOSE MATERIALS WILL BE DUE BACK TO US. THAT'S HELPFUL.
THANK YOU. JEANETTE. YOU'RE WELCOME.
A LOT OF GOOD FEEDBACK ON THAT.
I WOULD ADD TO IT, AND I THINK CHAIR MENDELSOHN MENTIONED THIS, BUT JUST TO BE A LITTLE MORE CLEAR.
I SUPPORT ANY OPPORTUNITY WHERE WE SEE DEPARTMENTS GROWING IN PERSONNEL OVER TIME FOR US, WHENEVER POSSIBLE, TO LOOK AT EFFICIENCIES THROUGH TECHNOLOGY. I AM EVEN OUTSOURCING BECAUSE THE COST.
SO AS WE LOOK FOR BUDGET SAVINGS IN THE FUTURE, I'D LIKE TO ADD A SECTION ON THE GRID ON WHAT SPECIFIC STEPS, FROM 2019 TO NOW HAVE THE VARIOUS DEPARTMENTS LOOKED AT FOR OUTSOURCING SOME OF THE FUNCTIONS INSTEAD OF ADDING ADDITIONAL PERSONNEL, AND ALSO USING TECHNOLOGY TO SUPPLEMENT SO THAT WE DON'T HAVE TO ADD ON LIKE WE TALKED ABOUT.
I, HOW BRINGING IN AI TO THE PERMIT OFFICE, FOR EXAMPLE, WOULDN'T NECESSARILY.
YOU KNOW, ALLEVIATE HAVING THE PERSONNEL.
YOU DON'T LET ANYONE GO, BUT YOU BECOME MORE EFFICIENT.
SO IS THERE A WAYS WE CAN WE CAN INCORPORATE THAT.
I'D LIKE TO KNOW WHAT THE DEPARTMENT DIRECTORS HAVE DONE ON THAT.
I THINK THAT'S REALLY IT FOR ME, DOCTOR PEREZ.
IS THERE ANYTHING YOU WANT TO SAY IN CLOSING ON THIS? NO, SIR. OTHER THAN THANK YOU FOR ALL THE FEEDBACK THAT WE RECEIVED FROM THE COMMITTEE.
WELL, THANK YOU. AND WE WILL GO AHEAD AND RELEASE ALL THE DEPARTMENTS NOW.
AND WE DO HAVE AN ACTION ITEM WE WE NEED TO GET TO BEFORE WE LOSE QUORUM.
I WANT TO INVITE JEANETTE TO COME BACK UP FOR THE ITEM B.
I'M JUST GOING TO GIVE A BRIEF INTRODUCTION AGAIN.
MY NAME IS JEANETTE WEEDEN, DIRECTOR OF BUDGET AND MANAGEMENT SERVICES.
[01:30:10]
DIRECTOR OVER GRANTS ADMINISTRATION.SO WE ARE HERE TO BRIEFLY TALK ABOUT THE FISCAL YEAR 23 MID-YEAR BUDGET APPROPRIATION ADJUSTMENTS.
AND SO WITH THAT IVAN WILL START OFF THE DISCUSSION.
WE'RE GOING TO GO OVER THE BACKGROUND, SORT OF HOW WE GOT TO WHERE WE GOT TO FOR THIS MIDYEAR.
WE'LL TALK A LITTLE BIT MORE ABOUT WHEN WE ADOPTED THE INITIAL BUDGET FOR FY 24.
TALK ABOUT THE SORT OF THE PRE MIDYEAR THAT WE DID A COUPLE OF WEEKS BACK.
GIVE YOU AN OVERVIEW OF THE AMENDMENTS THAT WE'RE PROPOSING FOR THE FY 24 BUDGET ORDINANCE.
AND AGAIN, THAT WAS ADOPTED BACK ON SEPTEMBER 20TH, 2023.
AND WE'RE GOING TO KIND OF GO INTO DETAILS OF THE FIVE MAJOR CATEGORIES OF THE BUDGET ORDINANCE.
AND LAST BUT NOT LEAST, CAPITAL.
THOSE FOUR BULLET POINTS CAN KIND OF BE SUMMARIZED AS FOLLOWS.
ONLY COUNCIL CAN AUTHORIZE BUDGETS.
ONLY CITY COUNCIL CAN TRANSFER BUDGETS ACROSS DEPARTMENTS, AND DEPARTMENTS CANNOT GO OVER BUDGET.
SO THIS IS SORT OF THE VESSEL THAT WE USE.
THE MID-YEAR APPROPRIATION ORDINANCE ADJUSTMENTS TO MAKE SURE THAT WE'RE IN COMPLIANCE WITH THAT CITYWIDE THAT THIRD BULLET RIGHT THERE, CITY COUNCIL MAY APPROPRIATE EXCESS REVENUE. SOME OF THE FUND TYPES THAT WE'RE GOING TO TALK ABOUT IN JUST A LITTLE BIT DO DO THAT, BUT NOT NOT THE GENERAL FUND.
WE'RE NOT GOING TO DO THAT THIS YEAR, BUT IT'S GOING TO BE MORE RESERVED FOR OTHER FUND TYPES.
AND THEN THE SORT OF AGAIN, TO RE-MENTION THAT THE PRE MID-YEAR BUDGET ORDINANCE, WE DID A MID-YEAR BEFORE THE MID-YEAR AND THAT WAS APPROVED SPECIFICALLY FOR ARPA REALLOCATION AND REPROGRAMING BACK ON FEBRUARY 28TH OF THIS YEAR.
AND SO JUST TO BRIEF OVERVIEW OF THE TYPES OF THE AMENDMENTS YOU'RE GOING TO SEE IN THIS PRESENTATION, WE'RE GOING TO RECOMMEND SOME USE OF THE GENERAL FUND CONTINGENCY RESERVE THAT WE HAVE APPROPRIATION OF EXCESS OR UNBUDGETED REVENUE, ONCE AGAIN, NOT FOR THE GENERAL FUND ADJUSTMENTS TO ADDRESS THE FORECAST OVERRUNS THAT WE DISPLAY EVERY, EVERY MONTH IN THE BUDGET ACCOUNTABILITY REPORT GRANTS, TRUSTS AND OTHER FUNDS, REVENUE AND EXPENDITURE INCREASES.
AND YOU'RE GOING TO ALSO SEE SORT OF A FORMALIZATION OF APPROPRIATION ADJUSTMENTS THAT WERE PREVIOUSLY APPROVED BY CITY COUNCIL RESOLUTION IN ANY CITY COUNCIL MEETING FROM OCTOBER 2023 THROUGH MARCH OF 2024.
TO SORT OF GIVE YOU A BIT OF A SUMMARY OF WHAT COST WISE, THE AMENDMENTS BY FUND TYPE, THIS CHART SORT OF SHOWS YOU THOSE FIVE MAJOR CATEGORIES OF THE FUNDING TYPES. RIGHT NOW, THE FY 24 IS $4.6 BILLION.
AND WITH THIS ROUND OF AMENDMENTS, IT'S GOING TO BE SET TO ADD ABOUT $907 MILLION.
SO FOR A NEW GRAND TOTAL OF ABOUT $5.5 BILLION.
AND THEN JUST TO GIVE A LITTLE BIT MORE CONTEXT OF THE $907 MILLION, $331 MILLION WERE PREVIOUSLY APPROVED ITEMS BY THE CITY COUNCIL, AND $154 MILLION OF THAT IS SORT OF A, I'LL CALL IT, SORT OF A DOUBLE COUNT, SINCE THE WAY THAT WE DO THINGS, IF WE'RE MOVING CASH ACROSS FUND TYPES, WE HAVE TO APPROPRIATE IN SORT OF TWO DIFFERENT PLACES.
ON THIS NEXT SLIDE, I'M JUST GOING TO TALK A LITTLE BIT ABOUT THE THE MAJOR GENERAL FUND AMENDMENTS THAT WERE THAT WE'RE GOING TO DO THE BIGGEST ONE THAT WE'RE GOING TO DO IN THE GENERAL FUND SPECIFICALLY IS REFLECTING A $2.8 MILLION USE OF GENERAL FUND CONTINGENCY RESERVE.
$2.2 MILLION IS GOING TO GO FOR PARK AND RECREATION TO FOR PREVENTATIVE MAINTENANCE AT FAIR PARK AND OLD CITY PARK PROGRAMING, AND ABOUT $600,000 WILL GO TO PUBLIC WORKS FOR APPRAISAL COSTS, BROKERAGE SERVICES AND RFP DEVELOPMENT SERVICES FOR THE PARTIAL REDEVELOPMENT POTENTIAL REDEVELOPMENT.
SORRY ABOUT THAT OF CITY OWNED PROPERTIES.
[01:35:08]
BUT WITH THAT, I WILL TURN IT OVER TO ASSISTANT DIRECTOR SHAN WILLIAMS. THANK YOU. IVAN, I AM SHAN WILLIAMS, ASSISTANT DIRECTOR FOR THE GRANTS DIVISION, BUDGET AND MANAGEMENT SERVICES.SO ON SLIDE EIGHT, WE CAN SEE THAT $1.9 TRILLION AMERICAN RESCUE PLAN ACT, REFERRED TO AS ARPA, WAS SIGNED INTO LAW BY THE PRESIDENT ON MARCH 11TH, 2021.
FROM THAT ACT, THE CITY OF DALLAS RECEIVED $355.4 MILLION IN LOCAL FISCAL RECOVERY FUNDS.
OUR FUNDS WERE ALLOCATED IN SEPTEMBER OF 2021 BASED ON A THREE YEAR SPENDING PLAN.
FISCAL YEAR 2021, 22, 22, 23 AND 23-24.
IN SEPTEMBER OF 2021, THE CITY COUNCIL APPROVED THE INITIAL SPENDING PLAN.
IN MAY OF 2023, THE CITY COUNCIL APPROVED THE FIRST REALLOCATION OF ARPA FUNDS, AND THEN IN FEBRUARY OF 2024 AN ADDITIONAL REALLOCATION OF ARPA FUNDS WAS APPROVED BY THE CITY COUNCIL.
$159.3 MILLION FROM ARPA FUNDS TO THE GENERAL FUND FOR DALLAS FIRE RESCUE WAS APPROVED BY THE CITY COUNCIL ON FEBRUARY 28TH, 2024.
ADDITIONAL STEPS REQUIRED TO FACILITATE THE APPROVED TRANSFER INCLUDE FUNDING REALLOCATION FROM ARPA FUNDS TO THE GENERAL FUND AND THEN GENERAL FUND REVENUE CAPACITY TRANSFERRED TO A MULTIYEAR FUND TO CONTINUE THOSE PROGRAMS AND ACTIVITIES THAT WERE PREVIOUSLY FUNDED WITH ARPA FUNDS.
CITY COUNCIL ALSO CONSIDERED AN ARPA REPROGRAMING RECOMMENDATION AS A SOURCE OF FUNDS.
STAFF IDENTIFIED SIX PROJECTS AND PROGRAMS FOR REPROGRAMING ALLOCATION OF INTEREST, EARNINGS, AND AN ALLOCATION OF A FEMA REIMBURSEMENT FOR A TOTAL REPROGRAMING AMOUNT OF $28.1 MILLION.
HOWEVER, CITY COUNCIL ONLY APPROVED FOUR OF THOSE NEW PROGRAMS AND REPROGRAM $18.5 MILLION.
CITY COUNCIL REQUESTED ADDITIONAL DISCUSSION AT THE GOVERNMENT PERFORMANCE AND FINANCIAL MANAGEMENT COMMITTEE TODAY, AND THEN CITY COUNCIL ON MAY 1ST OF 2024.
RECOMMENDATION FOR THE REMAINING BALANCE OF THE $9.6 MILLION WOULD BE CONSIDERED.
SO ON SLIDE 11, WE HAVE A CHART THAT SHOWS THE PROPOSED ARPA REPROGRAMING BY DEPARTMENT.
THE FIRST SECTION ITEMIZES THE SOURCE OF FUNDS.
THE NEXT SECTION SHOWS THE LIST OF PROJECTS AND PROGRAMS THAT WERE APPROVED BY THE CITY COUNCIL ON FEBRUARY 28TH, AND THEN THAT LAST SECTION SHOWS THE REMAINING PROJECTS FOR CONSIDERATION.
THE 9.6 PENDING APPROVAL ON MAY 8TH.
AND THEN AGAIN THERE YOU CAN SEE THERE IS A NET ZERO CHANGE.
AND NOW I'LL TURN THE PRESENTATION BACK OVER TO IVAN FOR FURTHERANCE OF TODAY'S PRESENTATION.
FIRST ONE IS ABOUT $2.7 MILLION WERE IDENTIFIED TO CLOSE OUT OF OLD GRANT FUNDS.
THAT'S SPECIFICALLY RELATED TO HARVEY TASK FORCE MONIES THAT WE HAD IN IN CITY RESERVE TRANSPORTATION, WE'RE GOING TO ADD ABOUT $900,000 FOR THE PARKING LOTS FUND AND THE BIKE LANE FUNDS, AND ABOUT $600,000 IN REALLOCATION FOR THE OPIOID ABATEMENT FUND.
SO WHAT WE'RE DOING IS KIND OF JUST REALLOCATING THAT.
WE'RE GOING TO REDUCE THE APPROPRIATIONS WITHIN MANAGEMENT SERVICES, AND THEN KIND OF INCREASE THAT AMOUNT ACROSS THE THREE DEPARTMENTS ATTORNEY'S OFFICE, THE POLICE DEPARTMENT, AND THE FIRE DEPARTMENT.
THAT'S JUST FOR THE THE PURCHASE OF TREES TO PLANT ON PUBLIC PROPERTY, AND THE ACQUISITION OF WOODED LAND AND CONSERVATION EASEMENTS, AND ABOUT $200,000 FOR ALL THE PIDS, THE PID FUNDS THAT WE HAVE UNDER ECONOMIC DEVELOPMENT, TO NAME A FEW THAT ARE GOING TO GET A BIT OF AN EXISTING CASH ADDED IN APPROPRIATIONS LAKE HIGHLANDS, OAKLAWN, HIGHLINE, PRESTONWOOD AND NORTH LAKE HIGHLANDS.
MOVING ON TO THE THIRD BUCKET TYPE ENTERPRISE FUND AMENDMENT PROPOSALS.
[01:40:02]
STORMWATER DRAINAGE MANAGEMENT ABOUT $9 MILLION.AND IT'S JUST GOING TO FORMALIZE THAT INCREASE ON THIS MIDYEAR ORDINANCE.
SIMILARLY, FOR DALLAS WATER UTILITIES, THERE'S $74 MILLION THAT'S GOING TO BE TRANSFERRED OUT AS WELL FOR KIND OF FROM THE FUND BALANCE TO SUPPORT CAPITAL CONSTRUCTION AND EQUIPMENT PURCHASES.
BUT AGAIN, THIS IS SORT OF THAT DOUBLE COUNTING.
SO THAT'S THAT'S WHAT YOU'RE GOING TO SEE THAT SORT OF TWO TIMES LATER ON.
MOVING ON. INTERNAL SERVICE FUNDS.
AND ALREADY REALIZED THE ADDITIONAL MAINTENANCE AND VEHICLE PARK COSTS TO SUPPORT PRIMARILY SANITATION, BUT ALSO THE PURCHASE OF REPLACEMENT VEHICLES FOR DALLAS WATER UTILITIES. MOVING ON TO CAPITAL FUNDS.
SO THERE'S ABOUT ABOUT $640 MILLION THAT'S BEING INCREASED IN THE CAPITAL FUND.
FUND TYPES OF THAT, OF THAT, 640 MILLION, $95 MILLION IS A PREVIOUSLY APPROVED ADJUSTMENTS THAT HAVE BEEN THAT HAVE TAKEN PLACE FROM OCTOBER THROUGH MARCH OF 2024, IN THIS CURRENT FISCAL YEAR.
AND THERE'S ABOUT $544 MILLION IN NEW APPROPRIATION REQUESTS.
BUT AGAIN, THAT'S $77 MILLION I MENTIONED EARLIER IS SORT OF BEING REPEATED HERE.
WHETHER IT'S A CERTIFICATES OF OBLIGATION, EQUIPMENT ACQUISITION NEEDS AND THE NEW MASS RELEASE PROGRAM THAT WAS RECENTLY JUST APPROVED.
BUT THIS JUST ALLOWS THE THE EXPENSES TO OCCUR WITH THE APPROPRIATION INCREASE.
PRIMARILY IT IS FOR STREET TRANSPORTATION PROJECTS COMING IN AT ABOUT $183 MILLION.
$127 MILLION IS ALSO WAS ALSO WAS ALSO AUTHORIZED VIA CERTIFICATES OF OBLIGATION BY THE CITY COUNCIL, AND THEY ARE FOR STREET IMPROVEMENTS AND THE FAIR PARK PROJECTS.
SPEAKING BACK ON THE DALLAS WATER UTILITIES.
THE $74 MILLION IS A LITTLE BIT MORE DETAIL ON WHAT THAT'S GOING TO BE SPECIFICALLY SPENT FOR.
AND THE SETTLEMENT WAS ITSELF WAS ALREADY DISBURSED ON MARCH 27TH OF THIS YEAR.
ASIDE FROM THAT, I THINK THE ONLY OTHER PART WAS $2.3 MILLION FOR SUPPORTING VEHICLE PURCHASES AND THE CLOSEOUT OF OLD BOND FUNDS FROM PRIOR BOND PROGRAMS. BUT WITH THAT, I'LL TURN IT BACK OVER TO DIRECTOR WEEDEN.
SO CONCLUDING ON SLIDE NUMBER 18, WE TALK ABOUT RECOMMENDATIONS AND NEXT STEPS.
AND SO STAFF RECOMMENDS AMENDING THE FISCAL YEAR 24 BUDGET APPROPRIATION ORDINANCE.
CITY COUNCIL WILL CONSIDER THIS AMENDMENT ON MAY 8TH.
BUT JUST A REMINDER FOR THIS GROUP.
WE ARE SCHEDULED TO PRESENT ARPA RECOMMENDATIONS TO CITY COUNCIL NEXT WEDNESDAY ON THE FIRST.
AS HAS BEEN OUR PRACTICE FOR MANY YEARS, WE WILL CONTINUE TO MONITOR AND FORECAST REVENUES AND EXPENDITURES IN THE BUDGET ACCOUNTABILITY REPORT, WILL REPORT BACK TO GPFM, AS WE DO EVERY MONTH.
AND THEN WE'LL BE BACK BEFORE YOU IN SEPTEMBER FOR YEAR END BUDGET ADJUSTMENTS.
[01:45:01]
THIS CONCLUDES OUR PREPARED REMARKS.WE ARE AVAILABLE TO ANSWER ANY QUESTIONS YOU MAY HAVE.
AND I KNOW THAT CHAIR MENDELSOHN WAS GOING TO COME BACK ON FOR A MOMENT FOR THIS.
AND JUST SO MY COLLEAGUES UNDERSTAND, WE HAVE TWO OPTIONS HERE.
BUT IT HAS TO GO FORWARD TODAY BECAUSE IT'S ALREADY SCHEDULED FOR.
SO I'LL TURN IT OVER TO CHAIR MENDELSOHN.
THANK YOU. AT SOME POINT, THERE'LL BE A MOTION.
I'M NOT SURE IF I'LL STILL BE ON THE CALL OR NOT.
BUT I WILL JUST SAY THAT I'M NOT IN SUPPORT OF WHAT'S BEEN LAID OUT.
THE CLOSEST I CAN GIVE YOU AS AN ANALOGY IS IF YOU'RE LISTENING TO A DEAR FRIEND WHO'S DECIDING BETWEEN TWO SPORTS CARS THAT THEY WANT TO BUY, BUT THEY'RE ALSO ABOUT READY TO DECLARE BANKRUPTCY.
AND WHAT I DIDN'T HEAR ANYWHERE IN HERE IS HOW WE'RE GOING TO PAY FOR PENSION, HOW WE'RE GOING TO DEAL WITH LOTS OF DIFFERENT CHALLENGES THAT ARE FACING US, AND INSTEAD WE'RE FUNDING NEW PROGRAMS. AND I JUST DON'T THINK REALITY HAS HIT CITY HALL WHEN I SEE THIS PRESENTATION.
I'M NOT PREPARED TO DO THAT TODAY.
I WAS ACTUALLY PLANNING TO BE OFF THIS MEETING BY TWO.
SO I'VE BEEN LISTENING IN FOR THE PARTS THAT I HAVEN'T HAD MY CAMERA ON, BUT.
I THINK THERE'S A LOT OF PROBLEMS HERE.
AND THERE'S A LOT OF FISCAL ISSUES HERE, AND I DON'T THINK THAT THIS BUDGET AMENDMENT HITS THEM.
MY COLLEAGUES MAY FEEL DIFFERENTLY, BUT THAT'S WHAT I NEEDED TO SAY.
AND I APPRECIATE YOU LETTING ME GO FIRST SO I CAN DROP OFF.
I WILL LISTEN TO THE REST OF THE CONVERSATION, BUT THIS IS A VERY IMPORTANT ISSUE.
AND I'D ALSO JUST LIKE TO SAY ONE MORE THING, WHICH IS THAT I WAS CORRECTED AT THE HORSESHOE SAYING THAT THERE WEREN'T MULTIPLE BUDGET AMENDMENTS, BUT HERE WE GO AGAIN WITH ANOTHER BUDGET AMENDMENT.
ALL RIGHT. THANK YOU FOR THAT.
AND I WANTED TO HOUSEKEEPING NOTE REAL QUICK.
I'VE PULLED MY COLLEAGUES ITEMS E THROUGH I WE ARE NOT GOING TO BRIEF AND WE HAVE NO QUESTIONS ON.
SO STAFF THAT'S HANGING AROUND FOR THOSE.
YOU CAN GO NOW BACK TO THE THAT'S E THROUGH I SO GOING BACK TO THIS.
A LOT OF THESE, AND I'M HEARING WHAT CHAIRWOMAN MENDELSOHN IS SAYING.
A LOT OF THESE ITEMS IN HERE CANNOT BE USED FOR THE PENSION, ISN'T THAT RIGHT? LIKE, CAN WE USE ENTERPRISE FUNDS FOR THE PENSION? CAN WE USE CAPITAL, CAPITAL FUNDS FOR THE PENSION? I MEAN, I'M HEARING WHAT SHE'S SAYING IN THE PENSION IS HERE AND WE'VE GOT TO TAKE CARE OF IT.
BUT LET'S JUST BE VERY CLEAR ABOUT WHAT FUNDS CAN AND CANNOT BE USED FOR THE PENSION.
CAN YOU CLARIFY IF COUNCIL WANTED TO TAKE ALL OF THE AVAILABLE FUNDING FROM THIS BUDGET AMENDMENT AND PUT IT TOWARDS THE PENSION, WHAT WOULD THAT AVAILABLE FUNDING BE AND WHICH WOULD NOT BE INCLUDED IN THAT? SO THANK YOU FOR THE QUESTION.
IF YOU WANT TO GO TO SLIDE NUMBER 11.
SO PART OF THE RECOMMENDATION INCLUDES AN AMENDMENT FOR THE REMAINING ARPA FUNDING.
THERE WAS A VERY ROBUST DISCUSSION ABOUT HOW TO ALLOCATE THE REMAINING ARPA FUNDING.
SO THE RECOMMENDATION THAT YOU SEE BEFORE YOU IS THE SAME RECOMMENDATION FROM FEBRUARY THE 28TH.
BUT IN TERMS OF THE OTHER FUNDING SOURCES LISTED WITHIN THE PRESENTATION, YOU ARE CORRECT.
CAPITAL FUNDING CANNOT BE USED FOR PENSION.
AND SO THERE ARE MOST OF THE MAJORITY OF THE RECOMMENDATIONS ADDRESS ITEMS THAT YOU'VE ALREADY DONE.
WE HAVE ALREADY ISSUED THE CERTIFICATES OF OBLIGATION FOR THE MAJORITY OF THESE FUNDS.
THIS IS AN INTERNAL SERVICE FUND THAT BUILDS DEPARTMENTS FOR THE WORK TO BE DONE.
[01:50:09]
SO THE REVENUE THAT THEY COLLECT IS USED FOR THE EXPENSES FOR THE WORK THAT THEY DO.SO THAT'S THAT'S NOT AN OPTION.
HOWEVER THERE ARE ACTION ITEMS THAT HAVE BEEN DISCUSSED WITH YOU ALL.
AND SO THE RECOMMENDATION ACTUALLY ADDRESSES THOSE ITEMS. SO WHEN YOU LOOK AT PARK AND RECREATION, THERE WAS AN EXECUTIVE SESSION REGARDING HOW TO MOVE FORWARD WITH FAIR PARK.
FIRST. THIS FUNDING ADDRESSES THAT THERE'S AN UPCOMING AGENDA ITEM RELATED TO THE OLD CITY PARK.
AND SO THERE IS A DESIRE TO PROGRAM.
AND SO THAT THAT'S SOMETHING THAT IS NOT IN THE BUDGET.
THIS IS TO FACILITATE THAT WORK.
AND SO THAT'S A QUICK SUMMARY OF WHAT'S WHAT'S WHAT'S IN THE RECOMMENDATION.
THANK YOU. THAT'S ALL MY QUESTIONS I'M LOOKING FOR A MOTION.
I MOVE TO, ALL RIGHT, IS THAT WITH APPROVAL OR JUST..
ALL RIGHT. SO WE HAVE A MOTION TO MOVE IT TO COUNCIL WITH A RECOMMENDATION OF APPROVAL.
DO WE HAVE A SECOND? MR. RESENDEZ, CAN YOU GET, CAN YOU GIVE US THAT? I DON'T KNOW IF HE CAN HEAR US. AND I'LL SECOND IT.
AYE. ANY OPPOSED? NO. WE HAVE ONE OPPOSED AND THREE IN FAVOR.
NEXT WE'RE GOING TO MOVE ON TO ITEM D.
LET'S SEE IF HE CAN COME ON FOR A SECOND.
YOU HAVE COUNCIL MEMBER RESENDEZ ON, RIGHT? NO, WE LOST HIM.
CAN YOU STICK AROUND FOR 4 OR 5 MORE MINUTES? YEAH. HOLD ON, HOLD ON ONE SECOND.
OKAY. NEVER MIND. WE'VE GOT HIM.
HE'S JUST, FOR WHATEVER REASON, NOT SHOWING UP ON OUR COMPUTERS.
HE'S ON THE LAPTOP, SO YOU CAN PROBABLY SEE HIM.
THAT'S WHAT MATTERS. THAT'S RIGHT, THAT'S RIGHT.
MY QUESTION IS, IS THAT IT SEEMS LIKE IT WAS MORE OF A WITH THIS AUDIT THAT YOU RELEASED, THAT IT JUST SEEMS LIKE THERE NEEDS TO BE SOME TIGHTENING OF PROCEDURES.
DO WE HAVE A, BECAUSE ALL OVERTIME HAS ALWAYS BEEN DISCUSSED IN THESE IN TWO PLACES.
SPECIFICALLY IS WHEN IS THE TIMELINE FOR GETTING THOSE THOSE RECOMMENDATIONS TIGHTENED.
WHY DON'T YOU COME ON UP, CHIEF, AND JUST TELL US WHAT YOUR PLAN IS? WELL, I WOULD SAY ON THE ON THE MARK SWANN, CITY AUDITOR.
OKAY, I MUST HAVE MISSED THAT.
MATRIX. ARE YOU ALL WORKING NOW TO.
SO I'M JUST CURIOUS ON WHAT WHAT THE PLAN IS.
YES, MA'AM. DOMINIC ARTIS, FIRE CHIEF WE'RE WORKING ON THE GETTING THE THE RECOMMENDATIONS TAKEN CARE OF PRETTY SWIFTLY. MOST OF THEM WERE PRETTY, PRETTY MODERATE WITH WHAT WE WERE ASKED TO DO.
AND SO WE FEEL VERY CONFIDENT IN SAYING THAT WE'LL GET THOSE TAKEN CARE OF PRETTY QUICKLY.
OKAY. AND I'M SORRY THAT Y'ALL HAD TO WAIT FOR TWO HOURS FOR THAT.
ANY MORE QUESTIONS ON ITEM D? ALL RIGHT. JUST TO WRAP IT UP ON ITEM J, THAT'S OUR TWO MONTH FORECAST.
IF YOU GUYS WANT TO TAKE A LOOK AT THAT THERE'S I'VE ADDED TO THAT A REQUEST FOR AN ALL EMAIL JACK.
[01:55:03]
JEANETTE. SO YOU KNOW, THIS A TALENT ACQUISITION TALENT AUDIT BRIEFING.AND THEN ALSO A FOLLOW UP ON THE BUDGET BRIEFING WITH THE THE GRID AND THE CHART.
DOCTOR PEREZ, WE WHENEVER YOU THINK YOU'LL BE READY FOR THAT, WE'D LIKE TO BRING REALLY JUST ONE PERSON FROM THE BUDGET OFFICE UP WITH THE CHART TO EXPLAIN EVERYTHING TO US.
WITH THAT BEING SAID, IT IS 2:58 P.M.
AND THIS MEETING IS ADJOURNED.
GOT OUT OF HERE BEFORE THREE.
* This transcript was compiled from uncorrected Closed Captioning.