Aug 21, 2024 Council Briefing

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YOU'RE WATCHING THE MEETING OF THE DALLAS CITY COUNCIL WITH MAYOR ERIC L JOHNSON, MAYOR PRO TEM TENNELL ATKINS, DEPUTY MAYOR PRO TEM ADAM BAZALDUA, COUNCIL MEMBERS CHAD WEST, JESSE MORENO, ZARIN D GRACEY, CAROLYN KING ARNOLD, JAIME RESENDEZ, OMAR NARVAEZ, PAULA BLACKMON, KATHY STUART.

JAYNIE SCHULTZ, CARA MENDELSOHN, GAY DONNELL WILLIS, PAUL E RIDLEY, INTERIM CITY MANAGER KIMBERLY BIZOR TOLBERT, CITY SECRETARY BILIERAE JOHNSON, AND CITY ATTORNEY TAMMY PALOMINO.

ALL RIGHT. GOOD MORNING.

[Call to Order]

TODAY IS WEDNESDAY, AUGUST 21ST, 2024.

THE TIME IS 9:11 A.M..

I NOW CALL THIS MEETING OF THE DALLAS CITY COUNCIL TO ORDER.

THIS MORNING WE ARE GOING TO HAVE ONE OF OUR COLLEAGUES, COUNCILMAN ZARIN GRACEY, DO OUR INVOCATION BEFORE WE HAVE OUR PLEDGE OF ALLEGIANCE TO THE UNITED STATES FLAG AND THE TEXAS FLAG.

SO JUST BUYING A LITTLE TIME FOR OUR COLLEAGUE TO GET TO THE TO THE MICROPHONE.

ALL RIGHT. IT'S ALL YOURS, CHAIRMAN GRACEY.

ALL RIGHT. GOOD MORNING.

LET US PRAY.

HEAVENLY FATHER, WE COME BEFORE YOU TODAY AS WE GATHER FOR THIS CITY COUNCIL MEETING.

LORD, WE THANK YOU FOR THIS OPPORTUNITY TO SERVE OUR COMMUNITY AND TO SEEK WISDOM IN OUR DECISIONS.

LORD, AS WE REFLECT ON YOUR WORD, WE ARE REMINDED OF PSALMS 91 ONE AND TWO, WHICH ASSURES US THAT WHOEVER DWELLS IN THE SECRET PLACE OF THE MOST HIGH WILL REST IN THE SHADOW OF THE ALMIGHTY. I WILL SAY OF THE LORD, HE IS MY REFUGE AND MY FORTRESS, MY GOD, IN WHOM I TRUST.

LORD, WE ASK FOR YOUR DIVINE PROTECTION OVER OUR CITY, ESPECIALLY FOR OUR DEDICATED DALLAS POLICE AND FIRE STAFF.

WE ARE GRATEFUL FOR THEIR UNWAVERING COMMITMENT TO KEEPING OUR COMMUNITY SAFE.

WE PRAY THAT YOU SURROUND THEM WITH YOUR SHIELD OF PROTECTION AS THEY SERVE IN THE FRONT LINES.

GRANT THEM STRENGTH AND COURAGE IN THE FACE OF CHALLENGES, AND FILL THEIR HEARTS WITH PEACE AS THEY CARRY OUT THEIR DUTIES.

AS WE PURSUE PUBLIC SAFETY, WE ALSO LIFT UP OUR COMMUNITY RELATIONS.

LORD, WE ASK THAT YOU FOSTER UNDERSTANDING, TRUST, AND COOPERATION BETWEEN OUR FIRST RESPONDERS AND THE COMMUNITY THEY SERVE.

GUIDE US IN BUILDING BRIDGES THAT ENHANCE COMMUNICATION AND PROMOTE UNITY.

HELP US TO FIND COMMON GROUND, RESPECT AND OPEN DIALOG SO THAT EVERY RESIDENT FEELS VALUED AND SAFE.

EMPOWER US TO WORK TOGETHER IN CREATING INITIATIVES THAT STRENGTHEN BONDS AND ENSURE THAT ALL VOICES ARE HEARD AND RESPECTED.

LORD, WE ALSO PRAY FOR THE FAMILIES OF OUR FIRST RESPONDERS.

MAY THEY FIND SOLACE AND SUPPORT IN KNOWING THAT THEIR LOVED ONES ARE DOING YOUR WORK IN OUR COMMUNITY.

BLESS THEM WITH PEACE AND SAFETY AS THEY AWAIT THEIR RETURN HOME EACH DAY.

FATHER, AS WE MOVE FORWARD IN TODAY'S DISCUSSION, GRANT US THE WISDOM AND DISCERNMENT TO MAKE DECISIONS THAT UPHOLD THE SAFETY AND WELL-BEING OF OUR RESIDENTS.

MAY OUR COLLECTIVE EFFORTS LEAD TO A PROSPEROUS, SECURE, AND HARMONIOUS DALLAS.

THANK YOU, LORD FOR HEARING OUR PRAYER.

WE PLACE OUR TRUST IN YOU, CONFIDENT IN YOUR PROTECTION AND GUIDANCE.

IN YOUR HOLY NAME WE PRAY.

AMEN. IF EVERYONE WHO IS ABLE WOULD PLEASE RISE FOR OUR PLEDGE OF ALLEGIANCE TO THE UNITED STATES FLAG AND THE TEXAS FLAG.

MUCH. YOU MAY BE SEATED.

AND WE HAVE A FEW ANNOUNCEMENTS AND OR MAYBE SPECIAL PRESENTATIONS.

I'M NOT SURE. WE'LL SEE.

BUT BEFORE WE GET STARTED WITH OUR BRIEFINGS FOR TODAY, I WANT TO TAKE A MINUTE TO CONGRATULATE OUR CODE COMPLIANCE DEPARTMENT

[Special Presentations]

YOU HEAR THAT? THE ONLY ONE IN THE STATE OF TEXAS THE SECOND TIME THAT'S EVER HAPPENED.

SO I'M GOING TO TURN IT OVER TO OUR INTERIM CITY MANAGER, KIM TOLBERT, TO EXPLAIN A LITTLE BIT ABOUT THIS AWARD AND WHY THIS IS SUCH A BIG DEAL.

BUT WE ARE VERY PROUD OF OUR CODE COMPLIANCE DEPARTMENT.

THEY'RE OVER THERE HIGH FIVING EACH OTHER AND, YOU KNOW, SLAPPING BACKS AND STUFF THIS MORNING.

SO, KIM, GO AHEAD AND TELL EVERYBODY WHAT WHY WE'RE SO EXCITED.

THANK YOU SO VERY MUCH.

AND GOOD MORNING, MAYOR. AND TO THE CITY COUNCIL.

THANK YOU SO VERY MUCH FOR TODAY'S RECOGNITION.

I SEE CHRIS AND THE TEAM COMING OUT AND WE JUST FIRST OF ALL, WANT TO THANK YOU FOR THE WORK THAT YOU DO DAY IN AND DAY OUT TO FOSTER A CLEAN, SAFE AND A HEALTHY COMMUNITY RIGHT

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WE APPRECIATE YOUR EFFORTS AND WE'RE VERY PROUD OF YOU EARNING THIS ACHIEVEMENT.

THE AMERICAN ASSOCIATION OF CODE ENFORCEMENT HAS BEEN AROUND FOR NEARLY 40 YEARS, SO IT'S VERY IMPRESSIVE THAT DALLAS CODE COMPLIANCE TEAM IS ONE OF 12 MUNICIPALITIES IN THE COUNTRY TO EVER RECEIVE THE HONOR, AND THE LARGEST ORGANIZATION TO RECEIVE THE HONOR.

I KNOW SOMETIMES YOU ALL MAY MAKE THE HEADLINES FOR ISSUES THAT REALLY DON'T FALL UNDER YOUR CONTROL OR OUR JURISDICTION, BUT YOU CONTINUE TO EXHIBIT PROFESSIONALISM, COURTESY, AND EMPATHY.

CONGRATULATIONS TO THE ENTIRE CODE COMPLIANCE TEAM FOR YOUR WORK.

EACH OF YOU CONTINUE TO SERVE OUR CITY WITH A SENSE OF URGENCY AT THIS TIME, WILL YOU ALL PLEASE JOIN ME IN GIVING OUR CODE COMPLIANCE TEAM A ROUND OF APPLAUSE? DID YOU WANT TO SAY A FEW WORDS? I LIKE THE WAY YOU ALL KIND OF WALKED OUT HERE LIKE THE UNTOUCHABLES.

Y'ALL KIND OF. Y'ALL KIND OF.

Y'ALL KIND OF WALKED OUT HERE KIND OF SLOW.

WALKED IT OUT HERE WITH YOUR BADGES ALL FLASHING AND STUFF LIKE THAT.

GO AHEAD, ELIOT NESS. GET IT.

SO I WOULD BE REMISS IF I DIDN'T.

THANK YOU, MADAM CITY MANAGER AND THE CITY LEADERSHIP TEAM FOR YOUR SUPPORT.

AND ALSO YOU, MAYOR JOHNSON AND YOUR TEAM AND THIS ENTIRE CITY COUNCIL AND YOUR TEAMS FOR YOUR SUPPORT AND THE INVESTMENT THAT YOU'VE MADE IN OUR TEAM OVER THE PAST FEW YEARS IS WITH THOSE RESOURCES THAT WE HAVE BEEN ABLE TO ACCOMPLISH WHAT WE'RE ABLE TO ACCOMPLISH.

SO THANK YOU. WE'RE VERY APPRECIATIVE OF THIS HONOR, AND WE'RE COMMITTED TO CONTINUE TO PUSH THE ENVELOPE FOR THIS TEAM AND FOR OUR CITY.

ABSOLUTELY. THANK YOU.

ALL RIGHT. ALL RIGHT.

GOOD MORNING, MAYOR AND COUNCIL.

BRIAN MORRIS, ASSISTANT DIRECTOR OF CODE COMPLIANCE.

I JUST WANT TO ECHO THOSE THOUGHTS OF OUR DIRECTOR, CHRIS CHRISTIAN, AND JUST WANT TO STATE THAT WHAT WE DO IS FOR OUR STAKEHOLDERS, FOR OUR OUR OUR MAYOR AND COUNCIL, OUR RESIDENTS, OUR BUSINESS OWNERS.

AND WE'RE STRIVING TO OUR FIRST PRINCIPLE IS CUSTOMER SERVICE FIRST AND ALWAYS.

SO AS WE REACH THESE HEIGHTS, IT'S ALWAYS WITH THE GOAL OF PRODUCING BETTER AND BETTER CUSTOMER SERVICE TO ALL OF OUR STAKEHOLDERS IN THE DALLAS.

AND WE JUST WANT TO THANK YOU ALL FOR THIS, THIS HONOR AND RECOGNITION.

THANK YOU SO MUCH.

THANK YOU ALL VERY MUCH.

Y'ALL LOOK GOOD THIS MORNING TOO.

THANK YOU SO MUCH.

THANK YOU.

ALRIGHT. ALL RIGHT.

SO IF THERE'S NOTHING ELSE FROM THE CITY MANAGER'S OFFICE IN TERMS OF ANNOUNCEMENTS, I JUST WANT TO TAKE A MOMENT OF PERSONAL PRIVILEGE TO ANNOUNCE THAT TODAY IS MY BABY BOY, MY SON GEORGE'S SEVENTH BIRTHDAY.

KIM. HE'S SEVEN YEARS OLD TODAY.

LITTLE GEORGIE, SWEET GEORGIE.

SO I WANT TO WISH MY SWEET GEORGE A HAPPY BIRTHDAY.

AND MAYBE SOMEDAY HE'LL BE ABLE TO WATCH THIS VIDEO AND SEE THAT.

BUT YEAH, HE'S SEVEN TODAY, AND I'M REAL.

I'M REAL HAPPY FOR HIM.

SO WITH THAT, MADAM SECRETARY, WE'RE READY FOR OUR OPEN MICROPHONE SPEAKERS.

[Open Microphone Speakers]

THE DALLAS CITY COUNCIL WILL NOW HEAR ITS FIRST FIVE REGISTERED SPEAKERS.

I'LL RECITE THE SPEAKER GUIDELINES.

SPEAKERS MUST OBSERVE THE SAME RULES OF PROPRIETY, DECORUM AND GOOD CONDUCT APPLICABLE TO MEMBERS OF THE CITY COUNCIL.

ANY SPEAKER MAKING PERSONAL, PROFANE, IMPERTINENT, OR SLANDEROUS REMARKS, OR WHO BECOMES BOISTEROUS WHILE ADDRESSING THE CITY COUNCIL, WILL BE REMOVED FROM THE ROOM.

AS ALL SPEAKERS, REGISTERED SPEAKERS ARE IN PERSON.

EACH SPEAKER WILL BE GIVEN THREE MINUTES TO SPEAK.

YOU'LL NOTICE THE TIME ON THE MONITOR AT THE PODIUM WHEN YOUR TIME IS UP.

PLEASE STOP. ALSO, SPEAKERS, PLEASE BE MINDFUL THAT DURING YOUR PUBLIC COMMENTS, YOU ARE NOT ALLOWED TO REFER TO A CITY COUNCIL MEMBER BY NAME.

AND PLEASE ADDRESS YOUR COMMENTS TO MAYOR JOHNSON ONLY.

YOUR FIRST SPEAKER.

KATELYN. DOLT.

GOOD MORNING.

HEY, GOOD MORNING EVERYBODY.

MY NAME IS CAITLIN DOLT.

I LIVE IN DISTRICT NINE AND I'M NERVOUS.

I'M ACTUALLY A LOT MORE NERVOUS THAN I THOUGHT THAT I'D BE.

I THOUGHT A LOT ABOUT HOW I WANTED TO USE THIS TIME, AND MY MOM TOLD ME IT WAS REALLY IMPORTANT TO TAILOR MY SPEECH TO MY AUDIENCE.

BUT I DON'T REALLY KNOW ANYTHING ABOUT RUNNING A CITY OR BALANCING A $5 BILLION BUDGET, OR WHAT IT'S LIKE TO BE ON A COUNCIL OF ANY KIND.

AND SO, IF YOU DON'T MIND, I'D LIKE TO SPEAK TO YOU AS A PERSON.

TO A PERSON. MY NAME IS CAITLIN DOLT, AND I LIVE 25FT AWAY FROM THE SKILLMAN LIBRARY.

I INCLUDED A SILLY PICTURE OF ME SO YOU CAN SEE IT'S FROM THE THRESHOLD OF MY FRONT DOOR SO YOU CAN SEE IT.

IT'S LIKE IN MY FRONT YARD.

THAT LIBRARY IS REALLY, REALLY IMPORTANT TO ME.

IT'S ACTUALLY WHERE I VOTED IN TEXAS FOR THE VERY FIRST TIME, AND I INCLUDED A PICTURE OF ME DOING THAT TO A VISUAL AID.

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I REMEMBER GETTING A LIBRARY CARD AT LIKE SIX YEARS OLD AND BRINGING AS MANY BOOKS AS I COULD CARRY TO CHECK OUT AND READ EACH WEEKEND.

LIBRARIES ARE WHERE I LEARNED ABOUT THE IDEA OF BORROWING, WHICH I LIKED, AND ABOUT THE IDEA OF HAVING TO GIVE BOOKS BACK, WHICH I DID NOT LIKE AS MUCH AS A YOUNG PROFESSIONAL.

I CHOSE WHERE I WANTED TO LIVE BASED OFF OF MY PROXIMITY TO THIS LIBRARY, BECAUSE IT WAS IMPORTANT TO ME TO BE ABLE TO WALK TO MY POLLING PLACE.

MR. MAYOR, I AM SO DEVASTATED TO HEAR ABOUT THE PROPOSAL OF SHUTTING DOWN THIS LIBRARY.

IT IS SO IMPORTANT TO ME AND TO MY COMMUNITY.

IT IS A SAFE AND VIBRANT PART ABOUT WHERE I LIVE.

I HAVE GROWN UP IN LIBRARIES, AND I WOULD LIKE TO CONTINUE TO GROW UP AND TO LIVE 25FT FROM THIS VERY LIBRARY.

WHAT'S ON THE TABLE HERE? THIS LIBRARY IS A LOT MORE TO ME THAN $485,000.

IT'S WORTH A LOT MORE TO ME THAN SEVEN COP CARS.

MR. MAYOR, IF I'M REALLY HONEST WITH YOU RIGHT NOW, WHAT'S AT STAKE FOR ME IS MY FAITH IN YOU AND MY BELIEF THAT THE PEOPLE IN THIS ROOM AND IN THIS BUILDING CARE ABOUT WHAT'S IMPORTANT TO ME AND ABOUT ME, BECAUSE I CARE A LOT ABOUT THIS LIBRARY.

I'VE PRINTED A THOUSAND FLIERS IN.

MY ROOMMATE AND I HAVE WALKED AROUND IN A 100 DEGREE HEAT AND CANVASED MY NEIGHBORHOOD EVERY DAY.

THIS WEEK, I'VE GONE TO BUDGET MEETINGS FOR MULTIPLE DISTRICTS, AND I TOOK A DAY OFF OF WORK TO COME AND SPEAK TO YOU BECAUSE I STILL HAVE FAITH THAT MY VOICE CAN FIGHT FOR WHAT I BELIEVE IN AND THAT I CAN DEFEND WHAT I CARE DEEPLY ABOUT.

I STILL HAVE FAITH THAT I CAN MAKE A DIFFERENCE IN MY COMMUNITY AND CAN IMPACT THE CITY THAT I WAS RAISED IN.

THE CLOSURE OF THIS LIBRARY WOULD GENUINELY AND HONEST TO GOD, DECREASE THE QUALITY OF MY LIFE.

I THINK I'D HAVE TO MOVE AND THAT WOULD BE VERY EXPENSIVE.

I DON'T WANT TO LIVE BY AN ABANDONED BUILDING OR WORSE, IF THIS LAND GETS REZONED AND I HAVE A BURGER KING 25FT FROM MY FRONT DOOR, I CAN PROMISE THAT NOBODY HERE WILL HEAR THE END OF ME. I AM OUT OF TIME, BUT THE WAY THAT YOU PROCEED WITH THIS BUDGET IS GOING TO SHAPE MY FUTURE.

PLEASE ACT WITH MY INTERESTS CLOSE TO YOUR HEART.

PLEASE FUND THIS LIBRARY OR I WILL NOT BE VOTING FOR THE $30,000 RAISES FOR EVERYBODY IN THIS ROOM.

THANK YOU SO MUCH FOR WHAT YOU DO.

I'M REALLY FRUSTRATED ABOUT THIS LIBRARY CLOSING, BUT I'M THANKFUL FOR THE OPPORTUNITY TO LEARN ABOUT LOCAL POLITICS.

THANK YOU.

JILL BRANDENBURG.

GOOD MORNING.

AS YOU JUST HEARD, MY NAME IS JILL BRANDENBURG.

I LIVE DOWNTOWN, HAVE FOR ABOUT NINE YEARS NOW, AND EVERY MORNING, FOR THE MOST PART I WALK FROM WHERE I LIVE NEAR HARWOOD PARK, DOWN TO OLD RED COURTHOUSE AND BACK TO CLEAR MY HEAD FOR EXERCISE.

AND I WENT TO A SAFETY MEETING THE OTHER NIGHT WHERE THE UNHOUSED ISSUE WAS ADDRESSED.

I AM SURE THIS IS THE FIRST TIME ANYBODY HAS EVER BROUGHT THE HOMELESS ISSUE DOWNTOWN TO YOUR ATTENTION, BUT I WAS INFORMED OF A SITUATION WHERE THEY WERE GOING TO START TRYING TO CLEAR THE PARKS, AND THAT MOVEMENT IS GOING VERY, VERY WELL.

HOWEVER, WHAT YOU ARE CREATING INSTEAD IS A MUCH MORE DIFFICULT SITUATION.

IF THE INTENTION IS TO CLEAR THE PARKS SO THAT THE RESIDENTS DOWN DOWNTOWN USE THEM, THEY ARE NOT GOING TO BE ABLE TO NAVIGATE THROUGH THE PERIPHERAL OF ALL OF THE UNHOUSED THAT HAVE BEEN PUSHED TO THE SIDEWALKS, THE STREETS, THE CORRIDORS OF THE BUSINESSES.

IN THE LAST FEW WEEKS, IT HAS BEEN WORSE THAN I HAVE EVER SEEN IT DOWN HERE.

SO I'M HERE.

KIND OF, IN THE WORDS OF FORMER FIRST LADY MICHELLE OBAMA, TO DO SOMETHING.

AND I'M GOING TO SUGGEST SOMETHING TO YOU THAT MAY HAVE BEEN TOLD TO YOU BEFORE, BUT I BELIEVE THAT THE UNHOUSED, THEY WANT A COMMUNITY WHICH YOU ALL HAVE ALL SEEN BY THEM CREATING TENT CITIES, BY THEM CONGREGATING IN THE PARKS.

AND A LOT OF THEM CAN'T BE ENTERED INTO THE SHELTER BECAUSE THEY CAN'T PASS THE ALCOHOL OR THE DRUG TEST BEFORE THEY ARE BROUGHT IN.

WITH ALL OF THE MONEY THAT THE CITY HAS SPENT ON THESE BEAUTIFUL PARKS DOWN HERE.

HERE'S MY SUGGESTION.

AND I'M A LITTLE IDEALISTIC, AND I THINK THAT THIS MAY BE KIND OF A CRAZY IDEA, BUT I WOULDN'T BE REMISS IF I DIDN'T BRING IT TO Y'ALL'S ATTENTION.

WHAT IF, WITH ALL OF THESE PARKS WE'VE BUILT, THERE WAS A PARK A LITTLE BIT ON THE OUTSIDE OF DOWNTOWN? THAT WAS I DON'T WANT TO SAY I DON'T WANT TO CREATE, LIKE A SKID ROW OR ANYTHING OR A TENT CITY.

BUT IF THERE WAS A PARK THAT WAS ON THE PERIPHERY OF DOWNTOWN THAT WAS MAYBE MORE MONITORED FOR DRUG TRAFFICKING, AN AREA WHERE THEY COULD CONGREGATE, AN OUTDOOR SHELTER, IF ANYTHING ELSE.

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NOW, SO IF YOU GAVE THEM THE OPPORTUNITY TO CONGREGATE AND THEN HAVE ALL OF THOSE SERVICES THAT WANT TO HELP THEM WHERE THEY'RE USED TO BEING. I JUST THINK THAT COULD BE WHAT THE CITY OF DALLAS NEEDS TO DO TO FINALLY COME TO TERMS AND MAKE AN ACTUAL PROGRESS TO THAT DECISION.

SO THANK YOU. THANK YOU.

EDDIE PROBST.

GOOD MORNING. CAUGHT YOU EARLIER TODAY.

YOU KNOW, I WENT TO CONGRESS.

Y'ALL SEEN THE PAPERWORK? I DID. YOU TOLD ME TO GO TO JASMINE CROCKETT TO HELP ME WITH THIS PAPERWORK.

SO, YEAH, I HAD TO GO TO CONGRESS AND GET THE CARD AND COME BACK AND ASK FOR SOME HELP.

BUT STILL, SHE SHE DON'T PRACTICE LAW.

THAT'S WHAT SHE SAY.

AND THIS GUY NAMED DAVID, WHEN I SHOWED HIM MY CARD FROM CONGRESS, HE MADE ME FILL OUT SOME PAPERWORK UP THERE AT THE OFFICE.

AND HE TOLD ME THE ONLY THING I WAS GRANTED WAS A LANDMARK.

WHAT'S A LANDMARK SINCE 1800.

FOR ALL THIS LAND THAT WAS SNATCHED.

I GOT THESE ON A LOT OF STUFF RIGHT HERE IN DALLAS COUNTY.

UNCLAIMED MONEY.

AND I STILL CAN'T GET NO HELP HERE.

YOU KNOW, I COME HERE, ASK FOR A LAWYER HERE, AND YOU RUN MY DISTRICT FOR YOU.

I DONE TOLD YOU ALL ABOUT IT.

AND THEY GOT ALL THE STUFF AT THE CORONER'S OFFICE.

IT'S JUST WHO GOING TO HELP ME REPRESENT THAT IN THE STATE OF TEXAS? OR DO I HAVE TO GO TO CAROLINA LIKE Y'ALL? BRING OTHER PEOPLES IN FROM THE NORTH AND RUN THIS BUSINESS IN THIS CITY AND GIVE THE BLACK FREEMANS NO CREDIT? AND Y'ALL, Y'ALL DON'T LIVE IN OUR COMMUNITY, SOUTHERN PART OF DALLAS, YOU KNOW? BUT I GOT ALL THE PROOF FROM HERE TO DOWNTOWN DALLAS SINCE 1800S UNTIL 1960.

I WAS BAMBOOZLED. YOU KNOW THE FAMILY NAME AND EVERYTHING.

THE KIDS ARE STILL HERE.

ALL I ASK FOR IS A LITTLE HELP IN TEXAS BEFORE I GO TO CAROLINA WITH SOMEBODY, WORK WITH ME BEFORE I CROSS THAT OTHER, BECAUSE THERE'S SOMETHING OVER THERE OLDER, I GOT TO GO PICK UP. THIS IS WHAT AUSTIN, TEXAS TOLD ME TO DO.

SO I'M DOING. I'M GOING BY WHAT THAT MAN DOWN THERE TELL ME TO DO, NOT WHAT DALLAS IS TELLING ME, BUT I'M JUST SAYING WHAT I GOT IN DALLAS.

YOU KNOW, MY HOMETOWN, YOU KNOW, I DON'T KNOW, HALF OF Y'ALL AIN'T EVEN PROBABLY AIN'T EVEN FROM TEXAS.

BECAUSE THAT'S WHY THIS. THAT'S WHY IT LOOK SO BAD AND, YOU KNOW, IT LOOK BAD.

Y'ALL JUST HERE FOR THE TAKING AND TAKE CARE OF WHERE YOU GO.

YOU'RE NOT FROM THE COMMUNITY.

AND I REALLY BELIEVE THAT.

BUT I GOT A FEW HOUSES IN THERE YOU TOOK FROM PEOPLE THAT DIDN'T KNOW HOW TO PAY TAXES.

Y'ALL DON'T GIVE THEM A BREAK ON NOTHING IN THE HOOD.

WE JUST ASKING FOR A LITTLE MERCY AND CAN'T GET IT FROM CITY HALL.

AND YOU KNOW THAT.

AND THAT CRIME RATE IS SO DAMN HIGH YOU CAN'T KEEP UP WITH IT.

AND THEY ALL IN ON BOARDING HOME THEM LIKE PILL POPPING HOMES LIKE SHE TALKING ABOUT.

THEY ALL SET UP TO BLOW THEM IN.

TAKE THAT CHECK AND KEEP THEM BACK OUT ON THE STREET.

I'VE BEEN DOING IT SINCE 1998.

MARTIN LUTHER KING IS A DESERT ZONE.

YOU CAN'T PUT NO BUSINESS OVER THERE.

BUT THIS ONE MAN CAN COME THROUGH HERE AND BUY UP THE WHOLE CITY FROM NEW YORK.

AND Y'ALL OUT THERE, THAT MEAN Y'ALL SHUTTING THE BUSINESS DOWN? SMU UNIVERSITY LAUGHING AT US IN THE BLACK COMMUNITY ON LANDMARKS.

BECAUSE THOSE WHITE UNIVERSITIES KNOW HOW TO GET IT.

AND YOU CAN'T TEACH OUR BLACK UNIVERSITY THAT, YOU KNOW, THAT'S WHAT I DO, BUT I AIN'T GOING TO GET OLD.

THAT'S YOUR TIME.

WE NEED TO TALK. THANK YOU.

ASHLEY GROSSMAN.

MY NAME IS ASHLEY GROSSMAN, AND I HAVE BEEN RAISED BY THE DALLAS PUBLIC LIBRARY SYSTEM.

EVERY TIME I THINK ABOUT THE PROPOSED CLOSURE OF THE SOUTHWESTERN SKILLMAN LIBRARY, I TRULY CANNOT CONTROL THE ANGER, FRUSTRATION, AND HURT THAT I FEEL. I LOVE THE DALLAS COMMUNITY, AND I'VE CHOSEN TO LIVE HERE AS AN ADULT BECAUSE I WANT TO BE A PART OF THE COMMUNITY THAT HAS INVESTED SO MUCH IN ME AND PASSED THOSE SAME OPPORTUNITIES ON TO MY FRIENDS, FAMILY, AND NEIGHBORS FROM MY PERSPECTIVE.

APPROVING A BUDGET WHICH CLOSES MY BELOVED LIBRARY IS UNACCEPTABLE, AND I AM ANGRY THAT I HAD TO USE MY PTO TO COME AND CONVINCE YOU THAT CLOSING DOWN A NEIGHBORHOOD LIBRARY IS A BAD IDEA. IT FEELS TO ME AS THOUGH THE CITY'S ELECTED LEADERS EITHER DO NOT UNDERSTAND HOW IMPORTANT THIS IS TO SO MANY PEOPLE, OR ARE NOT LISTENING.

[00:20:03]

YOU ARE CHOOSING TO PRIORITIZE OTHER THINGS, THINGS THAT WILL NOT MAKE AS BIG OF AN IMPACT IN MY QUALITY OF LIFE.

I KNOW YOU HAVE HEARD THIS FEEDBACK, BECAUSE EVERY TIME I REACH OUT TO YOUR OFFICES AND SPEAK TO SOMEBODY, THEY TELL ME JUST HOW MANY OTHERS HAVE CALLED EXPRESSING THEIR OWN CONCERNS ABOUT THE SOUTHWESTERN SKILLMAN LIBRARY.

FOR THE LIFE OF ME, I CANNOT FATHOM WHY YOU WOULD CONTINUE WITH THIS CHOICE FROM SO MANY HAVE SHARED THE MAGNITUDE OF THE IMPACT YOUR CHOICE TO CLOSE THEIR BELOVED LIBRARY HAS.

SO ALLOW ME TO SPELL OUT THE IMPACT THAT CLOSING MY LIBRARY WILL HAVE ON THOSE WHO DEPEND ON ITS SERVICES THE MOST.

THOSE IN UNSAFE HOMES WILL BE LACKING THE ESCAPE AND SAFETY OF THE SKILLMAN SOUTHWESTERN LIBRARY.

THOSE WHO DID NOT COMPLETE THEIR HIGH SCHOOL EDUCATION WILL BE LACKING ACCESS TO THE LOCAL GED PROGRAM AT THE GILMAN SOUTHWESTERN LIBRARY.

NON-ENGLISH SPEAKERS WILL BE LACKING LOCAL LANGUAGE TUTORS WHO TUTOR FROM THE SKILLMAN SOUTHWESTERN LIBRARY.

SINGLE PARENTS WILL BE LACKING THE FREE, SAFE AND EDUCATIONAL ENTERTAINMENT FOR THEIR CHILDREN, WHICH IS CURRENTLY PROVIDED BY THE SKILLMAN SOUTHWESTERN LIBRARY.

THOSE WITHOUT HOMES OR ACCESS TO RELIABLE UTILITIES WILL BE LACKING AC DURING TRIPLE DIGIT SUMMER DAYS, WHICH THE SKILLMAN SOUTHWESTERN LIBRARY CURRENTLY PROVIDES.

THOSE WITHOUT RELIABLE WI-FI WILL BE LACKING THE RESOURCES PROVIDED BY THE SKILLMAN SOUTHWESTERN LIBRARY TO PARTICIPATE IN THE DIGITAL WORLD.

VOTERS WILL BE LACKING OUR SKILLMAN SOUTHWESTERN LIBRARY POLLS.

READERS WILL BE LACKING THE VARIETY OF BOOKS AND RECOMMENDATIONS OF THE SKILLMAN SOUTHWESTERN LIBRARIANS.

MY ROOMMATE WILL BE LACKING HER SKILLMAN SOUTHWESTERN LIBRARY CROCHET CLUB, WHICH MEANS THAT I WILL BE FENDING OFF OUR CATS WHILE THEY TRY AND PLAY WITH HER YARN.

GETTING RID OF OUR LIBRARY ALSO REMOVES THE SERVICES, WHICH ALLOW DALLAS CITIZENS TO EXPERIENCE BOTH PHYSICAL AND EMOTIONAL SAFETY, BETTER THEIR PROFESSIONAL AND ECONOMIC CIRCUMSTANCES, AND IMPROVE THEIR QUALITY OF LIFE.

THE CHOICE TO REMOVE MY LIBRARY IS NOT A CHOICE THAT WILL IMPACT MOST OF YOU.

HOWEVER, IT IS A CHOICE THAT WILL IMPACT ME.

IT IS A CHOICE THAT WILL IMPACT THE KIND MAN AND HIS WIFE, WHO LEFT A HEARTFELT VIDEO TESTIMONY ON THE ONLINE PETITION.

IT IS A CHOICE THAT WILL IMPACT MY COMMUNITY, MY NEIGHBORS, AND IT IS A CHOICE THAT WILL IMPACT MY VOTE IN THE UPCOMING ELECTION.

I AM ASKING YOU TO LISTEN TO THOSE OF US WHO ARE SCARED AND HURTING RIGHT NOW.

THANK YOU, NORVAL THOMPSON.

NORVAL THOMPSON IS NOT PRESENT.

JOSEPH PORTER.

ALL RIGHT. GOOD MORNING EVERYBODY.

LET'S HOPE THIS ISN'T A 12 HOUR SESSION LIKE IT WAS LAST WEEK.

I COME HERE TODAY BECAUSE I'M INCREDIBLY CONCERNED ABOUT THE STATE OF OUR DEMOCRACY HERE IN DALLAS.

CERTAIN CITY COUNCIL MEMBERS ARE INTENT TO OVERTURN THE PEOPLE'S WILL.

AND THEY'RE DOING THAT BY SPREADING MISINFORMATION REGARDING THE DALLAS HERO PROJECT INITIATIVES.

HUNDREDS OF THOUSANDS OF REGISTERED LEGAL VOTERS SIGNED THESE PETITIONS TO BRING THESE SPECIFIC AMENDMENTS TO THE CITY CHARTER.

ANY ATTEMPT TO MISREPRESENT THE WILL OF THESE PEOPLE IS COMPLETELY SHAMEFUL.

SHAMEFUL. YOUR OUTWARD DISDAIN FOR THE CITIZENS OF DALLAS WILL NOT GO UNNOTICED, BECAUSE THAT'S WHAT THIS IS ANY ANY PERSON SPREADING MISINFORMATION ABOUT THESE DALLAS HERO PROJECT WHATEVER, TRYING TO SUBVERT THE WILL OF THE PEOPLE, IT'S TOTALLY SHAMEFUL.

IT COMPLETELY DISGUSTING.

THESE MEASURES ARE NECESSARY TO INCREASE THE AMOUNT OF COPS ON THE STREETS.

THIS IS NOT A SIGNIFICANT ASK.

RESPONSE TIMES ARE INCREASING AND CRIMINALS ARE GETTING WORSE.

THEY'RE EMBOLDENED TO WANDER AROUND THE VICTORY PARK AREA AND LOOK FOR SOMEONE TO ROB.

I'M CERTAIN ALL OF YOU ALL READ THAT STORY IN THE DALLAS MORNING NEWS.

WE HAVE ROAMING BANDS OF OF CROOKS AND CRIMINALS AND THUGS LOOKING FOR PEOPLE TO ROB SOMEONE VISITING UP FROM HOUSTON.

ABSOLUTELY THE UNACCEPTABLE.

CRIMINALS ARE EMBOLDENED TO STEAL MAIL FROM MAILBOXES IN SOUTH DALLAS WITHOUT ANY CONSEQUENCES.

I'M AFRAID THAT SOME PRO-CRIME MEMBERS OF THIS HONORABLE COUNCIL ARE INTENT TO SPREAD MISINFORMATION ON THESE BALLOTS.

SCARE MONGERING ABOUT BRINGING MORE COPS IS A BRAND NEW CONCEPT TO ME.

NOBODY IS BUYING YOUR LIES ANYMORE.

YOU HAVE LOST YOUR TRUSTWORTHINESS, ESPECIALLY AFTER YOUR CORRUPT DISPLAY AND THE SHADOWY, SHADOWY FIRING OF THE FORMER DISGRACED CITY MANAGER, T.C.

BROADNAX. LET'S BE CLEAR THREATENING SIGNIFICANT BUDGET CUTS IS ESSENTIAL TO ESSENTIAL CITY SERVICES IS NOTHING MORE THAN A MANIPULATIVE SCARE TACTIC TO KEEP THE PEOPLE OF DALLAS FROM VOTING THEIR INTEREST IN PUBLIC SAFETY.

THESE THREATS RING HOLLOW AFTER YOU'VE WASTED MILLIONS OF DOLLARS ON OUR CITY'S BUDGET, AND AFTER YOU THREW AWAY HUNDREDS OF THOUSANDS OF DOLLARS AS THE

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YOU THREW THE HUNDREDS OF THOUSANDS OF DOLLARS AT HIM.

HOW MUCH WAS THE SEVERANCE PACKAGE? CAN ANYONE TELL ME? IT'S QUITE A BIT OF MONEY.

COULD BE USED FOR. FOR A LOT OF THINGS.

MAYBE KEEPING A LIBRARY OPEN.

SOMETHING TO KEEP IN MIND.

THESE THREATS STILL RING HOLLOW AS YOU ATTEMPT TO SWAY VOTERS AND CONVINCE THEM FOR A 30,000 A YEAR PAY INCREASE.

REALLY? I IT'S HORRIBLE.

LET THE PEOPLE DECIDE.

PROTECT OUR DEMOCRACY.

STOP SPREADING MISINFORMATION.

THANK YOU. THIS CONCLUDES YOUR FIRST FIVE REGISTERED SPEAKERS.

SPEAKERS? THE REMAINING SPEAKER WILL HAVE AN OPPORTUNITY TO ADDRESS THE CITY COUNCIL AT THE END OF THE CITY COUNCIL MEETING.

THERE'S ONLY ONE MORE. RIGHT.

SO IS THERE ANY OBJECTION TO TO CALLING THE ONE THAT WE HAVE LEFT SO WE WON'T HAVE TO HAVE THEM AT THE END? HEARING NONE SO ORDERED, WE'LL HEAR THE LAST ONE.

IF THEY'RE THEY'RE HERE. THANK YOU, MR. MAYOR. FINAL SPEAKER.

ANITA BRACKET.

ANITA BRACKET IS NOT PRESENT.

THEREFORE, THIS CONCLUDES YOUR OPEN MICROPHONE SPEAKERS FOR THIS MEETING, MR. MAYOR. OKAY. LET'S MOVE ON TO OUR VOTING AGENDA.

[1. 24-1718 Approval of Minutes of the August 21, 2024 City Council Meeting]

AGENDA ITEM ONE IS APPROVAL OF MINUTES OF THE AUGUST 7TH, 2024 CITY COUNCIL MEETING INSTEAD OF THE AUGUST 21ST, 2024 CITY COUNCIL MEETING.

I'M LOOKING FOR A MOTION FOR APPROVAL.

I HEARD A MOTION AND A SECOND.

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

ANY OPPOSED? THE AYES HAVE IT. THE MINUTES ARE APPROVED.

NEXT ITEM PLEASE. AGENDA ITEM TWO IS CONSIDERATION OF APPOINTMENTS TO BOARDS AND COMMISSIONS.

[2. 24-1719 Consideration of appointments to boards and commissions and the evaluation and duties of board and commission members (List of nominees is available in the City Secretary's Office)]

YOUR NOMINEES FOR INDIVIDUAL APPOINTMENT TO THE BUILDING INSPECTION, ADVISORY, EXAMINING AND APPEAL BOARD.

INTERIM CITY MANAGER TOLBERT IS PRESENTING JARED FRANCHER AND STEVEN TORDILLO.

MODELO MR. FRANCHISOR IS A REGISTERED MEETS THE REGISTERED ARCHITECT SPECIAL QUALIFICATION AND MR. TORDILLO MEETS THE ACTIVELY PARTICIPATES IN COMMUNITY AFFAIRS SPECIAL QUALIFICATION TO THE SENIOR AFFAIRS COMMISSION.

PORTIA CANTRELL IS BEING NOMINATED BY COUNCIL MEMBER MORENO.

MISS CANTRELL MEETS THE 55 PLUS YEARS OF AGE SPECIAL QUALIFICATION YOUR NOMINEE FOR FULL COUNCIL APPOINTMENT TO THE REINVESTMENT ZONE 18 BOARD MAPLE MOCKINGBIRD ELIZABETH ORTON IS BEING NOMINATED BY COUNCIL MEMBER MORENO.

THESE ARE YOUR NOMINEES, MR. MAYOR. LOOKING FOR A MOTION.

I HEARD A MOTION AND A SECOND.

IS THERE ANY DISCUSSION? SEEING NONE. ALL IN FAVOR, SAY AYE.

ANY OPPOSED? AYES HAVE IT.

THOSE APPOINTEES ARE APPROVED.

NEXT ITEM. THANK YOU, MR. MAYOR. YOUR BRIEFINGS CONTINUE.

ALL RIGHT. I'LL TURN IT OVER TO OUR INTERIM CITY MANAGER TO LEAD US THROUGH OUR BRIEFING AGENDA FOR TODAY.

THANK YOU. THANK YOU SO VERY MUCH AGAIN, MAYOR.

[A. 24-1746 2017 Bond Update and 2024 Bond Program Project Prioritization]

OUR FIRST BRIEFING IS THE BOND AND CONSTRUCTION MANAGEMENT OFFICE, WHICH IS A CRITICAL PIECE OF OUR CITY'S SUSTAINABILITY PILLAR.

JENNIFER NISWANDER, THE OFFICE OF BONDS DIRECTOR, WILL PROVIDE YOU WITH AN UPDATE ON WHAT'S LEFT OF THE 2017 BOND PROGRAM.

AND THEN WE'LL ALSO PROVIDE AN OVERVIEW OF THE 2024 BOND PROPOSITIONS, PRIORITIZATION FACTORS OF THE CITYWIDE PROJECTS IN THE FIVE YEAR PLAN.

I WANT TO JUST NOTE THAT THROUGHOUT THE DELIVERY OF THE 2024 BOND PROGRAM, WE WILL CONTINUE TO ELEVATE COMMUNITY ENGAGEMENT TO ENSURE THAT WE ARE IMPROVING THAT PROCESS THROUGHOUT THE DELIVERY OF THE PROGRAM.

AT THIS TIME, I'LL TURN IT OVER TO JENNIFER.

I ALSO SEE CARLOS EVANS, OUR DIRECTOR OF THE OFFICE OF ENVIRONMENTAL QUALITY, HERE, TO PARTICIPATE IN THE BRIEFING.

AT THIS TIME. JAYNIE WILL LET YOU GET STARTED.

THANK YOU VERY MUCH.

GREAT. THANK YOU AND GOOD MORNING.

THANK YOU FOR THE OPPORTUNITY FOR HAVING US COME AND BRIEF YOU ON THE 2017 BOND AND THE 2024 BOND.

JAYNIE NISWANDER. I'M THE DIRECTOR OF THE OFFICE OF BOND AND CONSTRUCTION MANAGEMENT, AND WITH ME TODAY IS IS CARLOS EVANS, DIRECTOR OF OFFICE OF ENVIRONMENTAL QUALITY.

SORRY ABOUT THAT. AND HE'LL BE ASSISTING US IN IN SOME OF THESE SLIDES.

SO FOR TODAY'S PRESENTATION, OUR PURPOSE FOR THE FOR THIS PRESENTATION IS TO ALIGN THE BOND PROGRAM, WHICH HAS AN IMPLEMENTATION FOCUSED RESULTS.

AS WE COMMUNICATE WE COLLABORATE AND WE CONNECT.

SO TODAY WE'LL BE GOING OVER THE 2017 BOND PROGRAM, THE SUMMARY OF BOND PROPOSITIONS.

WE'LL TALK ABOUT SOME PRIORITIZATION FACTORS THAT WERE USED IN DEVELOPING THE FIVE YEAR PLAN.

WE'LL TALK ABOUT DEBT ISSUANCE EQUITY, ENVIRONMENTAL RECOMMENDATIONS YEARS ONE THROUGH FIVE.

WE'LL TALK ABOUT THOSE ALLOCATIONS PROJECTS AND NUMBER OF PROJECTS, COMMUNITY ENGAGEMENT.

AND THEN WE'LL FINALLY HAVE NEXT STEPS.

SO NEXT NEXT SLIDE.

SO AS WE AS A REVIEW OF THE 2017 BOND PROGRAM, ON THIS SLIDE, WE ARE SHOWING THE LAST NUMBERS THAT WERE PUBLISHED AS PART OF THE

[00:30:07]

STAFF HAS IDENTIFIED $28 MILLION THAT HAS EITHER BEEN ENCUMBERED OR IS IN THE PROCESS OF BEING ENCUMBERED.

THAT WILL REDUCE THIS NUMBER OF 174 MILLION IN THE NEXT REPORT.

SO STREETS, PARKS AND THE HOMELESS PROPOSITIONS HAVE THE LARGEST AMOUNTS THAT HAVE THOSE PENDING ENCUMBRANCES FOR STREETS.

THE NEW TAKING THOSE NUMBERS INTO ACCOUNT, THE NEW NUMBER FOR STREETS WOULD BE 36 MILLION VERSUS THE 51 YOU'RE SEEING.

PARKS WOULD GO DOWN TO 52, AND THE HOMELESS PROPOSITION WOULD BE AT 165,000.

PUBLIC WORKS IS PLANNING ON ROLLING OUT THE 2017 BONDS.

IN THIS NEXT FISCAL YEAR AS THE CERTIFICATE OF OBLIGATION DOLLARS BECOME AVAILABLE.

NEXT SLIDE. SO HERE THIS IS JUST AN OVERVIEW TO GIVE YOU A VISUAL OF THE 24 BOND PROGRAM, THE NUMBER OF PROJECTS BY PROPOSITION. YOU'LL NOTE ECONOMIC DEVELOPMENT, HOUSING AND HOMELESSNESS, AND WITH THE HOMELESS PROPOSITION, WITH THE EXCEPTION OF ONE PROJECT THAT WE HAVE AS A GENERATOR AT THE BRIDGE, ALL OF THOSE PROPOSITIONS DO NOT HAVE INFRASTRUCTURE PROJECTS THAT ARE IN QUEUE.

BUT AS PROJECTS ARE DEVELOPED AND THEY GO THROUGH THE PROPER PROCESS, THOSE FUNDINGS WILL BE UTILIZED.

NEXT SLIDE. SO IN PUTTING TOGETHER THE FIVE YEAR PLAN, WHICH CAN BE FOUND ON THE BOND WEBSITE, WE ARE SHOWING ON THE SLIDE THE OVERARCHING FACTORS THAT FRAME THE DEVELOPMENT OF THE FIVE YEAR PLAN.

SO FUNDING WAS CAPPED AT $250 MILLION A YEAR.

WE WORKED WITH OUR KNOWN COMMITMENTS AND SCHEDULES LIKE OUR PARTNERSHIP PROJECTS.

WE RELIED ON OUR INFRASTRUCTURE DEPARTMENTS AS THE SUBJECT MATTER EXPERTS TO PROVIDE THE PROPOSITION SPECIFIC ANALYSIS ON CONSTRUCTABILITY STAFFING AND PROJECT GROUPING.

AND AS A REMINDER, DURING THE DEVELOPMENT OF THE 2024 BOND PROGRAM, WE COMMITTED 30% OF OUR BOND FUNDS TO BE INVESTED IN THE EQUITY IMPACT AREAS THREE, FOUR AND FIVE, AND THE APPENDIX OF THIS PRESENTATION GOES INTO QUITE A BIT OF DETAIL ABOUT THE PRIORITIZATION BY PROPOSITIONS AS WELL.

SO THERE'S MORE MORE TO LOOK AT.

NEXT SLIDE. SO DEBT ISSUANCE FOR THE 2024 BOND PROGRAM.

WE HAVE THE ABILITY TO UTILIZE $350 MILLION IN COMMERCIAL PAPER TO PROVIDE THE JUST IN TIME OR INTERIM FINANCING.

WE WOULD RETIRE THAT COMMERCIAL PAPER WITH LONG TERM GENERAL OBLIGATION BONDS THAT WERE APPROVED BY THE VOTERS.

AND THOSE ARE CAPPED AT 250 MILLION A YEAR.

THE ISSUANCE SCHEDULE WAS DISCUSSED WITH COUNCIL ON AUGUST 1623.

THIS SCHEDULE COULD BE ACCELERATED IF ADDITIONAL GROWTH IS REALIZED.

AND IT'S IMPORTANT TO MENTION THAT THIS SCENARIO HAS NO IMPACT ON THE PENSION OBLIGATION.

BOND CAPACITY RESERVED.

NEXT SLIDE. SO AS WE TALK ABOUT EQUITY IN THE 2024 BOND, WE WANT TO REITERATE THAT THIS IS THE FIRST BOND PROGRAM THAT HAD AN EQUITY LENS APPLIED TO THE PROJECT SELECTION AT THE DEVELOPMENT LEVEL.

THE CITY'S COMMITMENT WAS TO INVEST 30% OF OUR BOND DOLLARS IN AREAS THREE, FOUR, AND FIVE.

AND THOSE ARE THE DARK SHADED GRAY AREAS ON THE MAP.

YEAR ONE, WE HAVE A PERFORMANCE METRIC THAT WILL BE REPORTED ON MONTHLY FOR A GOAL OF 35%, AND OUR OVERALL FORECAST FOR THE TERM OF THE FIVE YEAR BOND IS 40%. SO WE DO PLAN ON EXCEEDING THAT 30% INITIAL GOAL, AND WE WILL CONTINUE TO FOCUS ON EQUITY DURING THE PROJECT EXECUTION AS WE GO THROUGH DESIGN AND CONSTRUCTION UTILIZING THE CITY'S MWBE PROGRAM.

NEXT SLIDE. SO HERE I'M GOING TO HAND THIS OVER TO DOCTOR EVANS FOR THE NEXT FEW SLIDES.

THANK YOU JENNY.

SO OF COURSE, COUNCIL AND CITY MANAGER TOLBERT ARE COMMITTED TO ADVANCING THE CAP DURING NEXT WEEK'S COUNCIL MEETING.

WE WILL BE SEEKING ADOPTION OF A CAP BOND RESOLUTION TO BETTER ADVANCE THE CAP THROUGH THE 2024 BOND PROGRAM.

FOR AT LEAST TWO YEARS NOW, WE'VE BEEN WORKING WITH THE PARKS, TRAILS AND THE ENVIRONMENT COMMITTEE, FIRST LED BY CHAIR BLACKMON.

I SEE YOU ON ONLINE NOW AND NOW BY CHAIR STUART AND WITH THE ENVIRONMENTAL COMMISSION LED BY CHAIR CATHERINE BAZAN, AND REALLY HIGHLIGHTED BY THE GREAT EFFORTS OF JULIE HIRAMOTO, D D 15, TO ADVANCE THE SUSTAINABILITY IN THE 2024 BOND PROGRAM.

IN FEBRUARY, AFTER MULTIPLE BRIEFINGS, THE PT COMMITTEE ASKED THAT STAFF DEVELOP A RESOLUTION TO HELP ADVANCE THE CAP IN THE 2024 BOND PROGRAM ON.

ON JUNE 3RD, WE BROUGHT THAT RESOLUTION TO THE PT COMMITTEE AND NOW AND NOW TO FULL COUNCIL THIS WEEK.

NEXT SLIDE. SO THE RESOLUTION REALLY HAS TWO COMPONENTS.

THE FIRST ADVANCES SUSTAINABLE PRACTICES THAT YOU ALREADY APPROVED THROUGH THE ADOPTION OF EXISTING CITY ORDINANCES, POLICIES, GUIDELINES AND STANDARDS.

COUNCIL AND STAFF HAVE SPENT YEARS INTEGRATING PRACTICES INTO THINGS LIKE COMPLETE STREETS, DESIGN, CONSTRUCTION STANDARDS, PAVING AND DRAINAGE CRITERIA, AND THE TREE AND LANDSCAPE ORDINANCE.

[00:35:01]

THE RESOLUTION ALSO ADVANCES SUSTAINABLE PRACTICES RECOMMENDED BY OUR ENVIRONMENTAL COMMISSION, WHICH ARE OUTLINED IN THIS SLIDE.

AS YOU SEE, THERE ARE BASELINE RECOMMENDATIONS AND STRETCH GOALS FOR BUILDING PROJECTS.

THE RECOMMENDATION IS TO LEAD TO SEEK LEED GOLD AS A BASELINE, WHICH IS ALREADY THE CITY'S PRACTICE, AND THEN SEEK ONE STRETCH GOAL FOR NON-BUILDING INFRASTRUCTURE PROJECTS.

THE RECOMMENDATION IS TO SEEK ENVISION OR SITE CERTIFICATION AND ONE STRETCH GOAL.

SO, AS BACKGROUND, I KNOW WHAT SOME OF US ARE NOT AS FAMILIAR WITH SITES AND ENVISION AS LEAD SITES ADVANCES SUSTAINABLE LANDSCAPING.

IT INCLUDES CERTIFICATION FOR A WIDE VARIETY OF PROJECTS LIKE PARKS, PLAZAS AND STREETSCAPES.

AND ENVISION IS FOR LARGE, NONBUILDING CIVIL INFRASTRUCTURE PROJECTS THAT ADVANCE SUSTAINABILITY AND RESILIENCY LIKE COMPLETE STREET PROJECTS, THOROUGHFARE EXPANSION PROJECTS, AND DRAINAGE PROJECTS.

THE RESOLUTION ALSO ASKS DEPARTMENTS TO SEEK EQUIPMENT WITH A TOP 20% ENERGY STAR ENERGY RATING.

TRACKING ENERGY EFFICIENCY USING ENERGY STAR.

ENERGY STAR PORTFOLIO MANAGER AND TRACKING THE AMOUNT OF EMBODIED CARBON AND MATERIALS USED IN OUR CONSTRUCTION PROJECTS, LIKE CONCRETE AND STEEL.

ALL TOLD, EXISTING CITY STANDARDS AND THE EVC RECOMMENDATIONS WILL ALLOW THE CITY TO BETTER MEET OUR SUSTAINABILITY SUSTAINABILITY GOALS, AND MANY OF WHICH ARE LISTED IN THE LEFT HAND OR THE RIGHT HAND SIDE OF THIS SLIDE.

NEXT SLIDE. THE NEXT SLIDE SHOWS HOW WE PLAN TO MAKE OURSELVES ACCOUNTABLE TO REACH OUR CAP AND SUSTAINABILITY GOALS.

AGAIN, OF COURSE, THE CITY HAS ALREADY ADOPTED THE CAP AND THE RACIAL EQUITY PLAN.

WE'VE ALREADY ADOPTED A NUMBER OF CITY STANDARDS AND MANUALS, AND WE PLAN TO PASS THE RESOLUTION NEXT WEEK.

WE ALSO WERE ALSO UPDATING THE CONTRACT CONTRACTORS AGREEMENT, WHICH IDENTIFIES THE SUSTAINABILITY OBLIGATIONS FOR THE CONTRACTOR.

OF COURSE, OF COURSE, EACH PROJECT WILL BE DIFFERENT OR HAVE PRESENT DIFFERENT OPPORTUNITIES.

FOR EXAMPLE, THE PROJECT TEAM FOR THE POLICE ACADEMY PROJECT MIGHT FOCUS ON LEED AND SITES, WHEREAS THE PROJECT TEAM FOR COMPLETE STREET PROJECT MIGHT FOCUS ON ENVISION.

MOVING FORWARD, WE'LL BE WORKING WITH DEPARTMENTS TO TRAIN CITY STAFF TO BETTER IDENTIFY APPROPRIATE GOALS FOR EACH PROJECT.

AND WITH THAT, I'LL PASS IT TO JENNY.

SO ON THIS SLIDE OR THE NEXT FIVE SLIDES, WE'RE GOING TO BE SHOWING THE ALLOCATION BY PROPOSITION THE NUMBER, EXCUSE ME, THE NUMBER OF PROJECTS AND THE PERCENTAGE OF THE PROPOSITION THAT'S BEING ALLOCATED FOR EACH YEAR.

FOR EXAMPLE, ON THIS SLIDE, IN YEAR ONE, 18% OF THE $521 MILLION IN THE STREETS AND TRANSPORTATION PROPOSITION IS BEING ALLOCATED ACROSS 196 PROJECTS.

ACTUAL PROJECTS BEING SHOWN ON BEING LISTED ON THE SLIDE AND THE FOLLOWING SLIDES ARE ALL CITYWIDE PROJECTS.

INDIVIDUAL PROJECT LISTING CAN BE FOUND ON OUR WEBSITE, AND THERE ARE SOME ADDITIONAL TABLES IN THE APPENDIX THAT SHOW THE DISTRIBUTION OF FUNDS AND A VARIETY OF WAYS FOR THE NUMBER OF PROJECTS COLUMN.

THE PROJECTS BEING SHOWN ARE SHOWN IN THE YEAR THAT FUNDING IS ALLOCATED, SO A PROJECTS THAT'S REQUIRING DESIGN OR CONSTRUCTION COULD BE SHOWN ON IN MULTIPLE YEARS.

SO WE JUST WANTED TO SHOW THE YEAR THAT FUNDING IS BEING PROVIDED FOR YEAR ONE.

WE DO PLAN ON TAKING THE CONSTRUCTION MANAGER AT RISK CONTRACT FOR THE POLICE ACADEMY TO COUNCIL IN LATE SPRING OR SUMMER OF 25, FOR THE GUARANTEED MAXIMUM PRICE FOR THE CONSTRUCTION CONTRACT.

AS YOU CAN SEE, THAT DID IMPACT THE REST OF THE PROPOSITIONS, FROM BEING ABLE TO HAVE AN EVEN DISTRIBUTION OVER A FIVE YEAR PERIOD.

AND AS A REMINDER, IF MONEY IS NOT BEING SHOWN FOR A SPECIFIC PROJECT, THAT DOESN'T MEAN THAT WORK IN THE BACK ISN'T HAPPENING IN THE BACKGROUND.

THERE COULD BE COMMUNITY ENGAGEMENT GOING ON BEFORE DESIGN STARTS, OR IT CAN BE.

A MULTIYEAR CONSTRUCTION PROJECT COULD BE HAPPENING AS WELL.

SO NEXT SLIDE.

SO FOR YEAR TWO WE HAVE SCHEDULED 345 PROJECTS THAT WILL GET HAVE FUNDING ALLOCATED.

WE'LL HAVE A BRIDGE REPLACEMENT.

BRIDGE REHABILITATION A NEW RECREATION CENTER, MILL CREEK AND EAST PEAKS.

THE RELIEF SYSTEM PROJECTS WILL ALSO GET FUNDING FOR ECONOMIC DEVELOPMENT.

WE'RE SHOWING FUNDING AS INCREASING YEAR OVER YEAR, OVER THE COURSE OF THE BOND.

AND FOR HOUSING AND HOMELESS SOLUTIONS, WE HAVE FUNDING DISTRIBUTED EVENLY ACROSS THE BOND.

NEXT SLIDE. SO YEAR THREE WE HAVE 247 PROJECTS COMPLETE STREET THE DALLAS ZOO, THE MARTIN LUTHER KING JUNIOR CAMPUS RENOVATION, AND A SKATE PARK ARE ALL SCHEDULED TO HAVE FUNDING ALLOCATED IN YEAR THREE, AND THE PROJECT NUMBERS MAY BE GOING DOWN.

BUT AS I MENTIONED, WE ARE WORKING ON MULTI YEAR PROJECTS, SO WORK WILL BE CONTINUING ACROSS THE PREVIOUS PROJECTS.

AND NEXT SLIDE.

[00:40:02]

WE HAVE COMPLETE STREETS.

ANOTHER REC CENTER, SOUTHERN GATEWAY MILL CREEK AND THE DALLAS BLACK DANCE THEATER ARE ALL INCLUDED IN YEAR FOUR.

NEXT SLIDE. FOR YEAR FIVE, WE HAVE 106 PROJECTS SCHEDULED FOR ALLOCATIONS.

AGAIN, WE HAVE COMPLETE STREETS.

THE WHITE ROCK DREDGE, A NEW WHITE ROCK HILLS REC CENTER, MILL CREEK, EAST PEAKS, AND KALITA HUMPHREYS ARE ALL SCHEDULED FOR YEAR FIVE ALLOCATIONS.

NEXT SLIDE.

SO WE WANT TO CONTINUE TO BE TRANSPARENT AND ACCOUNTABLE AND HAVE CONTINUOUS IMPROVEMENT THROUGHOUT OUR BOND PROCESS.

AND COMMUNITY ENGAGEMENT IS A KEY PART OF ACHIEVING THOSE GOALS.

WE CURRENTLY HAVE A PUBLIC SURVEY OUT ABOUT THE 2024 BOND PROCESS IN THREE LANGUAGES, TO SEE HOW WE CAN IMPROVE THE PROCESS.

WE ALSO HAVE SURVEYS GEARED TOWARDS COUNCIL, THE COMMUNITY BOND TASK FORCE AND STAFF, ALL WITH THE GOAL OF IMPROVING ENGAGEMENT AND IDENTIFYING AREAS OF IMPROVEMENT FOR FUTURE BOND PROGRAMS. AND AS WE ALL KNOW, A BOND PROGRAM IS A LONG TERM STRATEGY FOR A COMMUNITY.

AND SO THE SOONER WE CAN ENGAGE OUR RESIDENTS, THE BETTER.

AND THAT QR CODE WILL TAKE YOU TO OUR THE BOND MANAGEMENT WEBSITE.

AND YOU CAN SEE THE SCREENSHOT OF HOW YOU CAN CLICK ONTO THE VARIOUS SURVEYS TO TAKE THOSE.

NEXT SLIDE. WE HAVE THE 2024 BOND DASHBOARD DID GO LIVE LAST NIGHT.

IT IS A CONTINUATION AND AN ENHANCEMENT OF THE 2017 DASHBOARD.

WE HAVE ADDED FILTERS SO YOU CAN SORT BY COUNCIL, DISTRICT OR CATEGORIES UNDER EACH PROPOSITION.

THE FIRST PROJECT THAT'S BEEN AWARDED FROM THE 2024 BOND PROGRAM IS THE POLICE TRAINING ACADEMY.

SO THAT'S PROBABLY THE ONE PROJECT THAT HAS THE MOST INFORMATION OUT THERE RIGHT NOW.

AND THE THE WEB ADDRESS FOR THAT IS DALLAS BOND.COM.

I THINK I HAD DALLAS BOND.GOV ON A PREVIOUS PRESENTATION OR PREVIOUS VERSION OF THIS.

AND OUR HOME. THE HOME PAGE OF THE DASHBOARD WILL HAVE A PROJECT LISTING TAB.

AND THAT'S WHERE YOU'LL FIND THE THE ENTIRE PROJECT LISTING BY YEAR FOR THE PROJECTS THAT WE'RE TALKING ABOUT TODAY.

NEXT SLIDE. SO NEXT STEPS 2024 DASHBOARD IS LIVE AND IS BEING UPDATED AS PROJECTS ADVANCE.

THE COMPLETE 2024 BOND PROJECT LISTING IS ON OUR WEBSITE, AND IT'S IT'S ACTUALLY HOUSED IN THE DASHBOARD.

SO YOU CAN GET TO THAT THROUGH OUR WEBSITE.

ALL THE SURVEYS WE MENTIONED ARE GOING TO BE DUE BY OCTOBER 31ST, AND ONCE WE COMPLETE AND COMPILE THE DATA, WE'LL REPORT THAT BACK TO COUNCIL.

WE HAVE CONTINUOUS ENGAGEMENT ON OUR REMAINING 2017 BOND AND OUR UPCOMING 24 BOND PROJECTS.

AS WE CONTINUE OUR MONTHLY INDIVIDUAL INFRASTRUCTURE MEETINGS WITH CITY COUNCIL AND 2017 BOND PROGRAM WILL CONTINUE TO BE A FOCUS AS WE ADVANCE INTO FISCAL YEAR 25.

AND WITH THAT, I BELIEVE WE'LL TAKE QUESTIONS.

MADAM SECRETARY, IN THE QUESTIONS.

WES. CHAIRMAN WEST THANK YOU, MAYOR.

GREAT JOB. AND AGAIN, I JUST WANT TO COMMEND YOU AND YOUR ENTIRE TEAM.

THIS WAS I THINK IT WAS INTERIM CITY MANAGER.

TOLBERT HAD ASKED ME, YOU KNOW, JUST TO GIVE ME AN OVERVIEW OF OF THE HOW IT WENT.

AND I MEAN, OF COURSE NOTHING'S PERFECT, BUT I THOUGHT IT WENT EXTREMELY WELL.

HAVING SAID ON THE BOND TASK FORCE MYSELF IN 2017 YOU KNOW, I GOT TO SEE THE INSIDE WORKINGS OF THE TASK FORCE, AND I JUST FELT LIKE A LOT OF COMMUNICATION, A LOT OF COMMUNITY ENGAGEMENT.

YOU GUYS LISTENED, YOU LISTENED TO COUNSEL, AND AND I'M.

I'LL LEAVE IT AT THAT.

GREAT JOB ONCE AGAIN.

I DON'T HAVE A LOT OF QUESTIONS BECAUSE YOU'VE ANSWERED THEM PREVIOUSLY, BUT IF WE CAN GO TO SLIDE SIX FOR JUST A MOMENT.

I WANT TO ASK ABOUT THE $250 MILLION A YEAR.

I MEAN, THIS IS A LITTLE INTUITIVE, BUT FOR SOME OF MY RESIDENTS THAT MIGHT BE WATCHING THIS FOR THE FIRST TIME, CAN YOU EXPLAIN WHY WE ALLOCATED OUT? WE SPREAD IT OUT OVER TIME INSTEAD OF LIKE FRONT LOADING A LOT OF THE FUNDING.

SO ABSOLUTELY.

AND THANKS FOR THE QUESTION.

SO I THINK THERE ARE A LOT OF FACTORS THAT WENT INTO THAT ONE, I THINK IS, IS HOW WE'VE TRADITIONALLY DONE IT IN THE PAST.

BUT MORE IMPORTANTLY, I THINK OUR BUDGET TEAM AND I DON'T KNOW IF ANYBODY ELSE IS HERE TO TO ANSWER THAT MORE SPECIFICALLY, BUT I THINK THEY REALLY WANTED TO TAKE A LOOK AT THAT EVENING OUT THAT $1.25 BILLION OVER FIVE YEARS TO MAKE SURE THAT IT DIDN'T HAVE ANY TYPE OF IMPACT ON OUR PENSION RESERVES AS WELL.

SO. OKAY.

AND IF YOU DON'T MIND SLOWING DOWN WHEN YOU ANSWER A LITTLE BIT, IT'S KIND OF HARD TO HEAR YOU.

SORRY ABOUT THAT. SO IT'S BASICALLY TO SPREAD.

WE'RE NOT ABLE DUE TO LIKE OUR OUR BOND RATING AND THE BOND CAPACITY TO TO PUSH EVERYTHING OUT IN YEAR ONE OR YEAR TWO.

[00:45:03]

RIGHT. OKAY.

IF TWO IS 250 MILLION A HARD NUMBER, OR IS IT A SOMEWHAT FLEXIBLE JUST DEPENDING ON HOW QUICKLY WE PAY OFF OLD BONDS? FROM MY UNDERSTANDING, IT'S A HARD NUMBER.

IT WOULD TAKE SOME SOME MORE DISCUSSIONS WITH OUR OUR BUDGET OFFICE.

AND JACK WANTS TO CORRECT ME ON THIS.

I THINK I WOULD APPRECIATE THAT IF JACK COULD CLARIFY.

GOOD MORNING.

GOOD MORNING.

JACK IRELAND CHIEF FINANCIAL OFFICER.

AS WE WORKED WITH THE BOND OFFICE TO DEVELOP THE FINANCIAL CAPACITY FOR THE BOND PROGRAM, OUR CAPACITY WAS $250 MILLION. SPREAD THAT OVER FIVE YEARS TO FULFILL THE FULL AMOUNT.

WE HAVE BEEN ASKED TO GO BACK AND LOOK AT THAT TO SEE IF THERE'S ANY ADDITIONAL CAPACITY.

BUT AT THIS POINT IN TIME, 250 IS THE CAPACITY THAT WE HAVE FOR FOR THIS YEAR.

WE WILL BE REVIEWING IT, BUT AT THIS POINT THERE'S NO ADDITIONAL FUNDS THERE.

WHAT ABOUT THAT? I APPRECIATE THAT.

AND IF THE ALLOCATION, THE CAPACITY WAS TO BE CHANGED, WOULD IT REQUIRE COMING BACK TO COUNCIL FOR US TO MAKE THAT CHANGE OR HOW WOULD THAT.

YES, SIR. IF THERE'S A CHANGE IN THE AMOUNT THAT WE WOULD APPROPRIATE THAT WOULD COME BEFORE COUNCIL.

GOT IT. OKAY, NOW I HAVE A COUPLE OF QUESTIONS ABOUT SPECIFIC PROJECTS.

I USUALLY TRY NOT TO GO DISTRICT SPECIFIC, BUT I HAVE TO DO THIS TODAY FOR MY FOR SOME VERY INTERESTED FOLKS, AND I'M HAPPY TO DO IT TOO.

IS THE OAK CLIFF CULTURAL CENTER IS NOT.

THERE'S CURRENTLY SOME ADA ISSUES WITH THAT FACILITY.

CAN YOU EXPLAIN IF THAT'S GOING TO BE A PRIORITY, SEEING AS HOW WE'RE WE'RE NOT ADA COMPLIANT? YOU KNOW, FOR THAT CULTURAL FACILITY? YEAH. SO WE HAVE A ANOTHER CONTRACT THAT WE'RE LOOKING AT THAT IS GOING TO ACCOMMODATE ADA PROJECTS, AND THAT'S GOING TO BE FUNDED WITH 2017 BOND DOLLARS FOR CITY FACILITIES AND 2024 BOND DOLLARS FOR LIBRARY FACILITIES.

AND IT'S ALL THE SAME TYPE OF WORK.

AND SO WE ARE LOOKING AT BRINGING THE OAK CLIFF CULTURAL CENTER'S FACILITY INTO THAT OVERALL PROJECT AS WELL, SINCE IT'S ALL THE SAME TYPE OF WORK.

CAN YOU GIVE ME A TIMELINE FOR THAT, PLEASE? SO WE'RE LOOKING TO DO THAT THIS YEAR.

NOW MOVING THE OAK CLIFF ONE, WE'LL NEED TO TAKE A CLOSER LOOK JUST TO MAKE SURE THAT WE HAVE THE CAPACITY AND THAT THE DOCUMENTS HAVEN'T BEEN ALREADY BEEN PUBLISHED.

I DON'T THINK THAT'S BEEN THE CASE, BUT BUT THE ADA LIBRARY PROJECTS WILL HAPPEN THIS YEAR FOR SURE.

AND WE'RE DOING EVERYTHING WE CAN TO PUT THE OAK CLIFF PROJECT IN THAT AS WELL.

DID YOU SAID THE ADA LIBRARY PROJECTS, THE BATHROOMS AND THE IN THE LIBRARIES IS THE ADA PROJECT THAT I'M TALKING ABOUT FOR YEAR ONE.

OKAY. SO FOR YEAR ONE WOULD BE STARTING OCTOBER 1ST, RIGHT? YES. SO WE WOULD BE LOOKING STARTING OCTOBER 1ST.

ADA COMPLIANCE REMEDIATION FOR OAK CLIFF CULTURAL CENTER.

WE NEED TO DO THE PROCUREMENT FOR THAT FIRST.

SO WE WOULD HAVE TO HAVE A DESIGNER.

WE'RE LOOKING AT DIFFERENT CONSTRUCTION AVENUES SO THAT WE CAN DO THAT FASTER INSTEAD OF A TRADITIONAL DESIGN BID BUILD.

SO WE WERE LOOKING AT ALTERNATE CONSTRUCTION METHODS TO DO THAT.

BUT THE WORK WILL HAPPEN THIS YEAR.

IT WON'T HAPPEN OCTOBER 1ST.

WE'LL HAVE TO GO THROUGH OUR PROCUREMENT PROCESS FIRST.

OKAY. AND I DON'T MEAN TO BE DIFFICULT, BUT I'M TRYING TO NAIL THIS DOWN FOR MY NEIGHBORS.

SO STARTING AFTER OCTOBER 1ST, NEIGHBORS CAN START TO SEE SOME DESIGN WORK HAPPENING AND THEN POSSIBLE CONSTRUCTION WORK SOMETIME LATER IN THAT FISCAL YEAR.

YEAH. AND AS WE MOVE FORWARD, IF IT SOUNDS LIKE WE PROBABLY NEED TO KEEP THE OAK CLIFF CULTURAL CENTER IN THE LIBRARIES AS WELL, JUST KIND OF UPDATED SO THEY CAN LET PEOPLE KNOW, AS YOU KNOW, WHERE WE'RE AT IN THE PROCESS FOR FOR THAT PROJECT, IF WE START A DESIGN OR WE, YOU KNOW, SIX MONTHS AWAY FROM CONSTRUCTION OR WHERE IT WAS, AND WE CAN WORK WITH THE FACILITIES ON THAT.

GOT IT. ON THE LIBRARY PROJECTS, THERE'S THERE'S TWO MAJOR ONES, OF COURSE, THERE'S THE PARK FOREST ONE, AND THEN THERE'S THE NORTH OAK CLIFF ONE.

THANK YOU AGAIN TO MY COLLEAGUES WHO SUPPORTED THE THE NORTH OAK CLIFF ONE AS A POTENTIAL MIXED USE PROJECT WITH THE LIBRARY ON THE BOTTOM AND POSSIBLY HOUSING ON TOP.

IF WE GET THERE, I NOTICE THAT THAT'S FURTHER BACK IN THE IN THE FIVE YEAR LIST.

AND I'M OKAY WITH THAT BECAUSE I KNOW PARK FOREST.

THEY NEED A LIBRARY. OURS IS A REDO AND I SUPPORT THAT THAT THAT HAPPENING FIRST.

IS THERE ANY REASON WHY WE CAN'T START THE COMMUNITY ENGAGEMENT PIECE ON THE DESIGN? DO WE HAVE TO WAIT UNTIL THE YEAR HITS FOR US TO DO ANY WORK, OR CAN WE AT LEAST START THE COMMUNITY ENGAGEMENT? CAN STAFF HELP US WITH THAT SO WE CAN START GETTING SOME IDEAS TEED UP FOR WHEN THE YEAR ACTUALLY HITS? WE'RE READY TO GO.

YEAH. YES, AND I CAN REACH OUT TO JOE ON THAT AS WELL.

BUT I BELIEVE THE COMMUNITY ENGAGEMENT CAN GET STARTED AHEAD OF DESIGN AND IT WOULD PROBABLY BE STAFF LED FOR THAT.

BUT YEAH, WE CAN. ABSOLUTELY.

YEAH. IT'S MY MY GOAL WOULD BE NOT TO WAIT UNTIL YEAR FOUR OR WHENEVER WE'RE SCHEDULED TO BEGIN THE COMMUNITY ENGAGEMENT PIECE, LIKE, LET'S HAVE IT ALL BUTTONED UP.

[00:50:08]

THAT WOULD BE MY MY HOPE. THANK YOU, THANK YOU.

MISS SCHULTZ RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR.

ON THE. THANK YOU.

ALSO, YOU MUST BE HAVING A LITTLE BIT OF PTSD SITTING HERE, BUT HOPEFULLY YOU'RE OKAY.

ON THE BOND OVERVIEW ON SLIDE THREE.

I KNOW IT'S FROM APRIL.

IS THERE ANY CHANCE OF US GETTING THAT UPDATED? BECAUSE I'M SURE SOME MORE OF IT HAS BEEN ENCUMBERED SINCE THE SUPPLY CHAIN IS LOOSENING UP AND THINGS LIKE THAT.

YES. YEAH. WE CAN WORK IN GETTING THAT THAT TO YOU THIS WEEK.

THE LAST ONE I SAW, I THINK IT WAS WE HAVE A JUNE REPORT.

IT JUST HADN'T BEEN PUBLISHED YET, BUT I CAN LOOK INTO THAT.

YEAH. I JUST AND THEN THE OTHER PIECE THAT WOULD BE VERY HELPFUL IN THAT REPORT WOULD BE TO GET THE PERCENTAGE OF THAT PROPOSITION REMAINING, BECAUSE I KNOW YOU'VE DONE AN AMAZING JOB. AND THIS, YOU KNOW, 51 MILLION MAY SEEM LIKE A LOT, BUT IT'S ACTUALLY A TINY FRACTION OF THE OVERALL PROPOSITION.

SO I THINK IT'LL HELP.

YEAH. SO THAT'S ONE QUESTION.

AND THEN OF COURSE, YOU KNOW, I'M GOING TO ASK AN ENVIRONMENTAL QUESTION, MR. EVANS. MY QUESTION IS IN THE WITHIN THE ENVIRONMENTAL PRIORITIES AND HOW WE DO THE BOTH THE ACCOUNTABILITY AS WELL AS THE, THE BASELINE RECOMMENDATIONS, DO YOU HAVE, FIRST OF ALL, REGARDING VEHICLE SELECTION, CAN YOU TALK ABOUT THE IMPACT OF THAT? I KNOW WE CAN'T PUT ELECTRIC EVERYWHERE BECAUSE THERE'S NOT THE CHARGING CAPACITY AND THINGS LIKE THAT, BUT WHERE DOES THAT FIT IN WITH MILES PER GALLON OR EMISSIONS WHATEVER. SO YOU'RE TALKING ABOUT NEW NEWLY CONSTRUCTED BUILDINGS AND INSTALLING INFRASTRUCTURE.

I'M ACTUALLY TALKING ABOUT OVERALL CAF ENVIRONMENTAL ISSUES ON THE BOND.

I GUESS THERE'S NOT THERE'S NOT ACTUAL VEHICLES PURCHASED THAT WOULD BE ON OUR OVERALL BUDGET.

I TAKE THAT QUESTION BACK.

BUT TO YOUR POINT ABOUT CONSTRUCTION MATERIALS AND ALL THAT, IF I REMEMBER CORRECTLY FROM CAP, ABOUT 30% OF OUR GREENHOUSE GASES COME FROM BUILDING MATERIALS.

IS THAT RIGHT? IS IT 30%? I THINK THAT'S RIGHT. I KNOW THAT.

BUT SO MY QUESTION IS, THE BEST WAY TO DEAL WITH NOT HAVING POLLUTANTS FROM GREENHOUSE GASES IS NOT TO REBUILD THINGS THAT DON'T NEED TO BE DEMOLISHED, BUT IN FACT COULD BE REMODELED.

RIGHT. RIGHT. RIGHT. AND SO I'M WONDERING IF THERE'S ANY IMPACT, HOW WE IS THERE ANY STATEMENT IN THAT IN SOME OF THE CAPITAL IMPROVEMENTS THAT WE'RE MAKING TO ENCOURAGE RENOVATION RATHER THAN DEMOLITION? WELL, CERTAINLY. SO THERE ARE NEWLY THERE'S SOME NEW CONSTRUCTION IN THE BOND, SOME RENOVATIONS IN THE BOND.

AND THE SIZE OF THESE PROJECTS ARE OBVIOUSLY, AS YOU KNOW, VERY DIFFERENT DEPENDING UPON WHAT WE'RE TALKING ABOUT, I THINK.

I THINK FROM THE STAFF'S PERSPECTIVE, WE WANT TO INVEST IN RECOMMENDATIONS THAT THAT DO REUSE MATERIALS.

AGAIN, GOING BACK TO LEAD GOING BACK TO LEED CERTIFICATION AND VISION AND SIGHTS, THOSE CERTIFICATION PROGRAMS. THEY INCENTIVIZE ADVISE REUSING MATERIALS AND AND CONSERVING WATER AND REDUCING ENERGY USING ENERGY EFFICIENT, ENERGY EFFICIENT TECHNOLOGIES.

SO THAT DEFINITELY WILL BE A GOAL MOVING FORWARD IS TO TO REUSE MATERIAL AS MUCH AS POSSIBLE.

IF I UNDERSTAND THE QUESTION.

YEAH, THAT'S EXACTLY RIGHT.

AND THEN MY OTHER QUESTION ON THIS SAME TOPIC IS IN THE RESOLUTION.

I KNOW IT CALLS FOR US TO SUPPORT THIS EFFORT, BUT ARE THERE ANY FOR YOU, I GUESS, JENNY, YOUR QUESTION, MY QUESTION IS, IS THERE ANYTHING THAT SAYS, NO, WE'RE NOT GOING TO DO THIS BECAUSE IT DOESN'T MEET, YOU KNOW, LEADS OR SITES OR ENVISION OR ANY OF THOSE STANDARDS, OR IS IT NICE TO HAVE OR MUST HAVE? LET ME ANSWER THE RESOLUTION.

BE NICE TO HAVE. WELL, THE IMPACT OF THE RESOLUTION.

WELL, NO, I THINK THAT'S BEEN IT'S A MUST HAVE.

YEAH. AND THEN WE ARE WORKING WITH WE ACTUALLY HAD AN INFORMAL MEETING WITH THE ARCHITECT ON THE POLICE ACADEMY, AND THAT CAME UP AS WELL.

SO I THINK EVERYBODY ACROSS ALL DEPARTMENTS ARE REALLY LOOKING AT IMPLEMENTING THIS TO.

YEAH, ACROSS ALL PROJECTS FOR THE BOND.

THE DEPARTMENTS HAVE REALLY BOUGHT IN TO THIS RESOLUTION.

WE'VE BEEN WORKING WITH, IN COORDINATION WITH, WITH ALL THE DEPARTMENTS TO, TO MAKE SURE THAT WE'RE MEETING OUR TARGETS UNDER THE CAP AND THIS RESOLUTION.

SO, SO IF YOU READ THE RESOLUTION AGAIN, WE'RE MOVING FORWARD WITH EXISTING STANDARDS, MANUALS AND PROTOCOLS.

IT SAYS THAT WE'LL, TO THE GREATEST EXTENT PRACTICABLE.

BE PUSHING FORWARD WITH THE LEAD AND VISION AND SITES AND ENVIRONMENTAL PRODUCT DECLARATIONS.

GOALS. YOU KNOW, UNDERSTANDING THAT REALLY THE PROJECT TEAM HAS TO IDENTIFY THE SPECIFIC GOALS FOR EACH PROJECT, RIGHT? EVERY PROJECT IS DIFFERENT, BUT WE WANT TO MEET THESE TARGETS THAT WE HAVE IN THESE RESOLUTION RESOLUTIONS, FOR EXAMPLE, FOR A LEAD FOR ANY NEW

[00:55:10]

OUR GOAL HAS BEEN TO SEEK LEED GOLD CERTIFICATION SINCE 2006.

RIGHT. RIGHT. AND SO SO THAT THAT WILL CONTINUE TO BE OUR GOAL.

AND IF WE CAN'T MEET THAT GOAL FOR FOR A PROJECT THAT'S A NEW CONSTRUCTION OVER 10,000FT², THEN WE'LL HAVE THAT CONVERSATION AMONGST STAFF TO SEE WHY, WHY, WHY CAN'T WE MEET THAT FOR ENVISION AND SITES? THOSE ARE RELATIVELY NEW CERTIFICATION PROGRAMS FOR FOR STAFF.

WE'VE BEEN WORKING WITH DEPARTMENTS TO, TO MAKE SURE THAT STAFF ARE TRAINED UP ON THOSE ON THOSE PROGRAMS. WE DON'T HAVE CLEAR THRESHOLDS FOR THOSE CERTIFICATION PROGRAMS YET BECAUSE THERE ARE THEY ARE RELATIVELY NEW.

RIGHT. BUT WE WE WANT TO ESTABLISH THOSE KINDS OF THRESHOLDS IF WE CAN.

BUT AGAIN, WE INTEND TO INVEST IN THESE PROGRAMS BECAUSE WE REALIZE THAT THERE'S THAT'S THE ONLY WAY WE'RE GOING TO MEET OUR SUSTAINABILITY GOALS UNDER THE CAP AND OTHERWISE. I THINK YOU SAID SOMETHING REALLY IMPORTANT THERE, AND THAT IS THAT THEY HAVE TO JUSTIFY WHY THEY CAN'T.

AND THAT WOULD BE TO ME, THE THE MEASURE, BECAUSE THAT'S AUDITABLE, IT'S MEASURABLE.

AND THAT'S HOW WE'LL DO IT.

BECAUSE IT CAN'T BE SUBJECTIVE.

YOU KNOW, IT'S JUST TOO HARD.

RIGHT. AND SO I HOPE THAT WE WILL BUILD IN THOSE STANDARDS EVEN AS ENVISION AND SITES EVOLVE.

THERE'S ENOUGH THERE, I KNOW, FOR THEM TO BE ABLE TO HAVE TO JUSTIFY ONE WAY OR THE OTHER.

AND THAT WAY WE CAN REWARD THE CONTRACTORS THAT ARE AUTHENTIC IN THEIR PURSUIT OF OUR CAP GOALS.

I ALSO THINK, AND MR. MAYOR PRO TEM, THAT IN THAT THE ENVIRONMENTAL ACTIONS AS WELL AS OUR RACIAL EQUITY EFFORTS BE HIGHLIGHTED IN THE CITY MANAGER SEARCH BROCHURE AND PROCESS, BECAUSE YOU CAN SEE HERE HOW IMPORTANT IT IS.

AND THAT IS SOMETHING THAT MAKES DALLAS VERY UNIQUE ARE BOTH OF THOSE PURSUITS.

MANY CITIES ARE NOT HEADING IN THAT DIRECTION, AND WE VERY MUCH ARE.

AND THEY SHOULD. THAT SHOULD BE LOUD AND PROUD.

AND WHOEVER LEADS US.

SO THAT'S IT. THANK YOU, MR. MAYOR. MISS WILLIS, YOU RECOGNIZED FOR FIVE MINUTES.

THANK YOU. MAYOR.

SO I THINK THAT YOUR INTENT WAS NOT NECESSARILY TO GET INTO EACH OF THESE PROJECTS AND MAYBE MEET PRIVATELY TO TO GO THROUGH SOME OF THOSE, BUT JUST IN A BROAD SENSE.

ON THE GATING, I UNDERSTAND WHY WE'RE TRYING TO HOLD THAT TO A NUMBER.

I ASSUME THAT WE'RE GOING TO BE SENSITIVE TO INTEREST RATES, WHICH I HOPE ARE GOING TO CHANGE SOON, MAYBE IN SEPTEMBER WHERE WE CAN JUST BE AGILE IN THE MARKETPLACE. AND IF THOSE NUMBERS NEED TO MOVE, I REALIZE IT HAS TO DO WITH CAPACITY, BUT THAT WE HAVE FLEXIBILITY AROUND THAT.

SO I HEARD THE WORDS TRADITIONALLY, IT'S HOW WE'VE ALWAYS DONE IT IN THE PAST.

AND I THINK THOSE ARE SUCH SCARY WORDS SOMETIMES.

SO ON THE SURVEY, I SEE YOU'RE VERY GENEROUS IN KEEPING IT OPEN TILL THE END OF OCTOBER.

I MEAN, I GUESS THAT'S GREAT.

I JUST DON'T KNOW HOW MANY PEOPLE ARE GOING TO REMEMBER WHAT THEY WENT THROUGH IN THAT THAT PROCESS.

BUT I'M GLAD TO SEE WE'RE THINKING ABOUT GIVING PEOPLE MORE TIME RATHER THAN LESS TIME TO PARTICIPATE.

SO IN LOOKING AT THESE GENERALLY, I A COUPLE OF THINGS JUMPED OUT ON ISSUES THAT HAVE TO DO WITH SAFETY OR COMPLIANCE.

IF THERE'S AN IMPERATIVE AROUND SAFETY OR COMPLIANCE, I WOULD LIKE TO SEE THAT WE'VE MOVED THOSE FORWARD IN THE LIST.

FOR INSTANCE, I SEE DALLAS MUSEUM OF ART FIRE SUPPRESSION PROGRAM IN YEAR TWO, AND THAT SEEMS LIKE IT WOULD BE A YEAR NUMBER ONE ITEM.

AND I KNOW THAT THE ARTS COMMUNITY IS HERE, AND THAT STAFF HAS BEEN WORKING WITH THEM ON THE GATING OF SOME OF THE TIMING AND AMOUNTS OF THE PROJECTS ABOUT WHAT THEY COULD ACTUALLY HANDLE.

AND SO I'M PLEASED TO HEAR THAT THAT COOPERATION IS GOING ON.

BUT ANYTHING THAT HAS TO DO WITH COMPLIANCE AS COUNCIL MEMBER WEST BROUGHT UP AROUND ADA, FIRE SUPPRESSION, ETC., I WOULD JUST THINK THAT WE WOULD WANT TO MOVE THAT FORWARD VERSUS LATER IN THE PROCESS.

AND THEN ANOTHER QUESTION IS AROUND EFFICIENCIES IN DESIGN.

AND I KNOW THAT COUNCIL MEMBER RESENDEZ AND I BOTH HAVE SPRAY GROUNDS AND WE'VE GOT DESIGN IN DIFFERENT YEARS.

AND I REALIZE THERE ARE TOPOGRAPHY DIFFERENCES AND PROBABLY ALL SORTS OF FACTORS THAT WE WOULD HAVE TO TAKE INTO CONSIDERATION.

BUT I WOULD ASK THAT IF THERE IS ANY KIND OF EFFICIENCY IN HAVING THE SAME VENDOR WORK ON THOSE, OR IF THERE ARE SOME THINGS THAT COULD RUN IN TANDEM AND THEN SEPARATE LATER IN THE PROCESS, WHERE IT GETS SPECIFIC TO THE LOCATION THAT THAT BE LOOKED AT.

AND THEN ON THE LIBRARIES, I AGREE WITH THE PUBLIC ENGAGEMENT PART HAPPENING SOONER RATHER THAN LATER, BUT ALSO RESPECTING THAT WE HAVE GREAT DREAMS FOR SOME PARCELS OF LAND THAT CAN BE SO MUCH MORE THAN JUST A LIBRARY.

THEY SHOULD BE MIXED USE, WHETHER THAT'S HOUSING OR RETAIL OR WHATEVER, AND THAT WE'RE REALLY HOPING WE CAN JV SOME SOME OF THESE DEALS AND OFFSET SOME OF THE CITY'S COSTS AND

[01:00:10]

SO I'M ALL FOR STARTING WHATEVER WE CAN AT THIS POINT TO UNDERSTAND WHAT THE COMMUNITY'S INPUT IS, TO HELP CRAFT THE DIRECTION THAT WE GO ON PURSUING THOSE JV DEALS.

SO THOSE ARE JUST MY TOP LINE THOUGHTS, AND I'M HAPPY TO SCHEDULE TIME TO GET MORE INTO SOME SPECIFICS LATER, BUT THANK YOU FOR ALL OF THE WORK ON THIS MORENO YOU RECOGNIZE FOR FIVE MINUTES.

THANK YOU, MAYOR, AND THANK YOU ALL FOR THAT PRESENTATION.

YOU GUYS WENT OVER THE PRIORITIZATION YEAR BY YEAR, BUT I WANT TO GO A LITTLE BIT DEEPER AND LOOK AT THOSE EFFICIENCIES THAT WE THAT WERE MENTIONED HVAC ISSUES, LEAKING ROOFS, SAFETY AND IN COMPLIANCE.

I'M ALSO CURIOUS TO SEE IF WE ARE LOOKING AT PROJECTS THAT CAN BE COMPLETED IN-HOUSE, SO PROJECTS THAT DON'T HAVE TO BE BID OUT FOR CONSTRUCTION OR RFP.

THE PROJECTS THAT CAN BE COMPLETED IN-HOUSE, LIKE POTENTIALLY SPRAY GROUNDS OR SMALLER PROJECTS THAT WE HAVE THE CAPACITY TO DO.

YES. FOR THE DEPARTMENTS THAT THAT HAVE THAT CAPACITY WITHIN THEIR WITHIN THEIR STAFFING.

YES. I'M SURE THAT THEY ARE LOOKING AT DOING THINGS IN-HOUSE AS WELL.

AND THAT WAS INCORPORATED INTO THE OVERALL PLAN, FIVE YEAR PLAN THAT WAS DEVELOPED.

OKAY. HISTORICALLY OR TRADITIONALLY WHEN WE'RE LOOKING AT THE CAPACITY AND YEAR BY YEAR OF WHAT WE CAN COMPLETE AGAIN, I WANT TO LOOK AT THOSE PROJECTS THAT CAN BE DONE IN-HOUSE, MOVING THOSE TO THE FRONT OF THE LIST, EVEN IF IT MIGHT GO IF IT REQUIRES SHIFTING OF THE PERCENTAGES TO KEEP TO STAY AROUND 250 WITH THAT.

HOW DID WE ARRIVE TO THE CAPACITY OF 250 A YEAR? I KNOW THAT WE HAVE TO LOOK AT BOND OBLIGATION REPAYMENTS.

WE HAVE TO LOOK AT THE INTEREST RATE.

YOU TALKED ABOUT BOND BOND RATINGS AND THE PENSION.

BUT WHAT ELSE ARE WE LOOKING AT? AND HOW DO WE ARRIVE TO 250, AND THEN WILL WE BE REEVALUATING YEAR BY YEAR IF THAT CAPACITY CAN GROW? GOOD MORNING. JACK IRELAND CHIEF FINANCIAL OFFICER YES, YOU MENTIONED SEVERAL OF THE THINGS THAT WE LOOK AT WHEN WE CONSIDER FINANCIAL CAPACITY.

WE LOOK AT THE THE VALUE OF THE TAX BASE, WHAT THE TAX RATE IS, WHAT THE INTEREST RATE IS, OTHER OUTSTANDING DEBT THAT WE'VE ALREADY ISSUED THAT WE HAVE TO PAY.

ARE WE NEEDING TO RESERVE ANY OF OUR DEBT CAPACITY FOR THINGS SUCH AS EQUIPMENT NOTES, WHICH WE HAVE IN THIS YEAR'S UPCOMING BUDGET? SO ALL OF THAT GOES INTO THE CALCULATION.

AS I MENTIONED WITH COUNCIL MEMBER WEST A FEW MINUTES AGO, OUR CURRENT CAPACITY IS $250 MILLION FOR THE BOND PROGRAM OVER FIVE YEARS.

NOW, WE HAVE BEEN ASKED TO REVIEW THAT AND SEE IF WE CAN BUDGE ON THAT ANY.

BUT RIGHT NOW, THAT'S WHERE OUR CAPACITY STANDS.

AND TO ANSWER THE REST OF YOUR QUESTION ABOUT DO WE LOOK AT IT EACH YEAR? YES WE DO. SO DEPENDING UPON WHAT TYPE OF GROWTH WE HAVE NEXT YEAR, THEN IT MIGHT BE POSSIBLE THAT IN 26 WE ACCELERATE ACCELERATE ABOVE THE 250.

SO STILL WORKING ON THAT.

BUT RIGHT NOW WE'RE WE'RE AT THE 250.

AND IF THAT CHANGES THEN WE WILL COMMUNICATE THAT TO THE BOND OFFICE.

OKAY. THANK YOU. YES, SIR.

AS I'M LOOKING AT YEAR FIVE, YEAR FIVE HAS A LOT ABOUT A LOT OF THE BIGGER PROJECTS, PROJECTS THAT ARE $15 MILLION $10 MILLION.

MY CONCERN WITH PUTTING THOSE AT THE BACK END IS THE COST OF ESCALATING CONSTRUCTION COSTS, AND SO WILL WE BE ABLE TO AFFORD THOSE PROJECTS YEAR FIVE WHEN RIGHT NOW THEY'RE ESTIMATED AT 1015 MILLION.

ARE WE PREPARED FOR THAT COST OF ESCALATION AND CONSTRUCTION, RATHER THAN DOING THOSE BIGGER PROJECTS AT THE FRONT END TO HAVE CONSTRUCTION COST SAVINGS? SURE.

SO WHEN WE WERE PUTTING TOGETHER THE OVERALL BOND PROGRAM, WE WERE WE WERE PROVIDED ESTIMATES FROM ALL THE DEPARTMENTS ON WHAT THE PROJECT WOULD COST IN, SAY, YEAR ZERO. WE PROVIDED AN OVERALL ESCALATION TO THAT COST.

SO ALL PROJECTS HAD AN ESCALATION FACTOR ASSOCIATED WITH THAT, WITH THE UNDERSTANDING THAT PROJECTS IN YEARS ONE AND TWO WOULD PROBABLY HAVE A SAVINGS THAT WE COULD THEN USE TO COVER ANY SHORTAGES IN YEARS FOUR AND FIVE.

SO THAT'S THE WAY WE WE PLANNED ON A, YOU KNOW, TAKING CARE OF WHAT JESSICA'S COSTS WILL BE MORE EXPENSIVE IN YEAR FIVE FOR SURE.

BUT BUT THAT'S WHERE HOW WE KIND OF ARE HANDLING THAT INTERNALLY.

[01:05:04]

HOW WILL THOSE PROJECTS BE DETERMINED AT A LATER DATE? SO FOR ECONOMIC DEVELOPMENT AND HOUSING, I KNOW THEY HAVE THERE, AND I'M NOT SURE IF ANYBODY'S HERE, BUT THEY HAVE THEIR STANDARD WAY OF OF MOVING PROJECTS FORWARD.

I THINK IT'S TRADITIONALLY AT LEAST WITH HOUSING, WITH A NOFA PROJECT PROCESS.

AND SO THEY WOULD JUST BE GOING THROUGH THEIR NORMAL PROCUREMENT ACTIVITIES AND IT WOULD JUST BE, YOU KNOW, SUPPLEMENTED WITH BOND FUNDS.

SO AS PROJECTS DEVELOP AND AND THEY FEEL THE NEED TO TAKE SOMETHING FORWARD, THAT'S THAT'S WHAT THEY WOULD DO.

OKAY. IS THIS DOCUMENT HOW HELP ME UNDERSTAND HOW IT'S BINDING ON THE PROJECTS THAT ARE ON JUST THE PROJECTS OVERALL, WHETHER IT'S YEAR ONE THROUGH FIVE OR WHETHER THERE'S A PROJECT IN YEAR THREE, AND WE DECIDE, GO BACK AND FIGURE OUT THAT IT SHOULD BE A PRIORITY FOR YEAR ONE OR YEAR TWO.

YEAH. IN EITHER SCENARIO, DO WE HAVE TO COME BACK TO COUNCIL TO EITHER REPLACE A PROJECT OR TO MOVE IT UP IN THE PRIORITY? RIGHT. SO THE PLAN THAT YOU SEE IN FRONT OF YOU IS THE ONE THAT THAT WE'VE DEVELOPED, YOU KNOW, IN SPEAKING WITH ALL OF OUR INFRASTRUCTURE PARTNERS AND AND, AND ADDRESSING THE RESTRICTIONS OR CAPS THAT WE HAVE IN PLACE AND, YOU KNOW, LIKE THE 250 MILLION.

SO THIS IS THE PLAN OVERALL THAT WE'VE DEVELOPED.

I DON'T THINK ANYBODY HAD THE EXPECTATION THAT EVERYBODY WAS GOING TO BE HAPPY WITH THAT PLAN.

ONCE IT WAS ONCE IT WAS PUBLISHED.

AND SO I HAD FULL EXPECTATIONS THAT THERE WOULD BE SOME FOLKS WHO MAY WANT TO BRING SOME PROJECTS FORWARD AND ARE OKAY WITH BRINGING SOME PROJECTS BACK, AND WE'RE CERTAINLY FLEXIBLE WHEN IT COMES TO THAT.

IN ORDER TO ACCOMMODATE THAT, I WOULD REQUEST THAT ANYBODY WHO WOULD LIKE TO EMAIL MY OFFICE AND THEN WE'LL SET SOMETHING UP WITH THE APPROPRIATE INFRASTRUCTURE DEPARTMENT AS WELL, SO WE CAN ALL KIND OF MEET AND BE ON THE SAME PAGE ABOUT WHAT'S MOVING FORWARD AND BACK.

AND, AND WE WOULD HANDLE IT THROUGH THAT PROCESS.

INDIVIDUAL PROJECTS DON'T HAVE TO BE TAKEN TO COUNCIL WHEN WE ARE MOVING FROM YEAR TO YEAR.

THEY WOULD BE TAKEN TO COUNCIL, OBVIOUSLY, WHEN FUNDS ARE GOING TO BE ALLOCATED THROUGH A COUNCIL RESOLUTION.

BUT BUT NOT NOT AN OVERALL FIVE YEAR PLAN.

OKAY. THANK YOU.

THANK YOU, MR. MAYOR. CHAIRMAN GRACE, YOU ARE RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR. THANK YOU AGAIN FOR THIS PROPOSAL.

THANK YOU FOR YOUR PATIENCE.

WITH ALL OF US, I'M SURE THROUGH ALL OF THIS PROCESS A COUPLE OF THINGS.

STATEMENT FIRST, LOOKING AT THESE PROJECTS, AND PARTICULARLY IN YEAR ONE, I THINK I SAW THAT I WANT TO MAKE SURE I SAW IT RIGHT.

BUT I'M EXCITED THAT GLENDALE PARK WILL BE IN YEAR ONE PROJECT, AS WELL AS BIG CEDARS, WHICH IS AT 282 ACRES OF PARK THAT WILL START THE DESIGN PHASE OF THAT. AS I GO ON MY ONGOING JOURNEY TO MAKE DISTRICT THREE THE OUTDOOR DESTINATION OF THE CITY.

THANK YOU. SPREAD THE RUMOR.

NOW, WITH THAT SAID, I JUST A COUPLE OF THINGS ON THAT LIST.

THANK YOU FOR THE LIST THAT YOU SENT OUT FOR THE DISTRICTS THAT ARE WE ABLE TO INCLUDE ONE? AND IT WAS REALLY AROUND SLIDE SEVEN.

I THINK THAT WAS THE EQUITY INVESTMENT AREAS WHEN IT SAYS EQUITY AREAS THREE, FOUR AND 5 A.M., I IS THAT DISTRICT OR IS THAT A PARTICULAR DIFFERENT TYPE OF SURE.

SO AND WE, I THINK WE HAVE AN ENTIRE PRESENTATION.

I COULD PROBABLY I'M TRYING TO I WAS TRYING TO REMEMBER IN THE PAST.

YEAH. SO THAT EQUITY INVESTMENT AREAS WAS A, I GUESS, A CATEGORY THAT WE THAT APPLIES ACROSS ALL PARCELS OF THE CITY OR AREAS OF THE CITY, AND IT TAKES INTO ACCOUNT FIVE DIFFERENT FACTORS.

AND OFF THE TOP OF MY HEAD I CAN'T REMEMBER.

AND I'M NOT I'M NOT ASKING YOU TO GO THROUGH THAT.

YOU KNOW, I GUESS WHAT I WAS I'M SORRY.

WHAT I WAS REALLY LOOKING FOR WAS ON THAT LIST.

IF YOU COULD BUY DISTRICT, IF YOU COULD ADD A COLUMN THAT INDICATES WHETHER OR NOT IT IS IN ONE OF THOSE AREAS.

JUST SO AND AGAIN, THIS IS ME THINKING ABOUT HOW I CAN COMMUNICATE THIS OUT AND MANAGE EXPECTATIONS AND THINGS LIKE THAT.

I THINK THAT WOULD BE A A GOOD IDENTIFIER.

WHEN YOU SAY THERE'S 30% OF IT GOING TOWARDS THOSE EQUITY INVESTORS, I THINK PEOPLE NEED TO I'D LIKE PEOPLE TO KNOW WHERE IT'S GOING IN THEIR DISTRICT IF IT APPLIES TO THAT CONVERSATION ABOUT THE CAP POTENTIAL AND ALL OF THOSE, AGAIN, A COLUMN THAT AND AGAIN, I KNOW YOU SAID YOU REALLY CAN'T IDENTIFY WHAT THEY ARE UNTIL THE PROJECT KIND OF GETS GOING.

AND I GUESS THE DESIGN PHASE, BUT IS THERE A WAY TO IDENTIFY IS.

I GUESS ALL OF THESE PROJECTS WILL HAVE SOME TYPE OF POTENTIAL, RIGHT? YEAH. SO SO THE GOAL IS FOR ALL THE PROJECTS TO ADVANCE SUSTAINABILITY.

SO FOR YOUR SIMPLE HVAC REPLACEMENT RESULTS IN ENERGY EFFICIENCY INCREASES.

AND SO ALL THE WAY TO THE MAJOR POLICE ACADEMY TRYING TO FIGURE OUT IF WE CAN ADVANCE LEED AND SITES.

[01:10:02]

OF COURSE, WE AGAIN, COUNCIL AND STAFF AND CITY MANAGER'S OFFICE DID A GREAT JOB OF ALREADY BAKING IN A LOT OF THE SUSTAINABLE THINGS IN OUR MANUALS AND STRATEGIES ALREADY WHEN IT COMES TO ENVIRONMENTAL COMMISSION RECOMMENDATIONS.

YOU KNOW, OUR PLAN IS TO MAKE SURE THAT WE USE ENERGY EFFICIENT TECHNOLOGY, THAT THIS IS A TOP 20% ENERGY EFFICIENT TECHNOLOGY RATING, RIGHT? SO WE WANT TO USE THAT FOR ALL OF OUR TECHNOLOGY, REGARDLESS OF THE PROJECT.

AND IF WE CAN'T, THEN WE NEED TO FIGURE OUT WHY WE CAN'T DO THAT.

WHEN IT COMES TO ENVIRONMENTAL PRODUCT DECLARATIONS, THAT'S ESSENTIALLY ALL THE MATERIAL THAT FOR NEW CONSTRUCTION OR MAJOR RENOVATIONS, THE STEEL, THE ALUMINUM, THE GLASS, THE MATERIAL THAT WE USE TO CONSTRUCT THESE, THESE PROJECTS, THEY ALL BRING ALONG WITH THEM A CERTAIN ESSENTIALLY GREENHOUSE GAS OR GREENHOUSE GAS SCORE.

SO GREENHOUSE GAS EMISSIONS ARE EMITTED IN THE MINING AND MANUFACTURING OF THE GLASS, OF THE STEEL, OF THE ALUMINUM AND OF THE TRANSPORTATION OF THOSE PRODUCTS.

SO THE ENVIRONMENTAL PRODUCT DECLARATION WILL ALLOW US TO SEE HOW MUCH, HOW MANY, HOW MUCH GREENHOUSE GAS EMISSIONS ARE EMITTED IN THE PRODUCTION AND TRANSPORTATION OF THE MATERIALS USED IN A, IN A PROJECT LIKE POLICE ACADEMY.

AND SO WE WE WANT TO MAKE AND I GUESS AND NOT TO INTERRUPT YOU, BUT I APPRECIATE ALL OF THAT.

BUT LIKE, HOW DO WE COMMUNICATE THAT TO THE PUBLIC ON WHEN THESE PROJECTS COME? AND THEN HOW DO WE.

BECAUSE THERE ARE SOME AND I'VE LEARNED ABOUT DISTRICT THREE RESIDENTS.

EVERYBODY HAS SOME THING THAT THEY'RE FIXED ON.

AND IF THIS IS SOMETHING THAT SOME OF MY RESIDENTS COULD BE FIXED ON, HOW DO WE THEN REPORT THE SUCCESS OR THE OPPORTUNITIES WITH EACH ONE OF THESE PROJECTS? AND I THINK THAT'S WHERE I'M GETTING AT.

AND MAYBE I DON'T KNOW IF THAT'S DONE ON A WEBSITE OR WHAT, BUT AS THESE PROJECTS PROGRESS TO SHOW THE POTENTIAL OF IT AND THE REPORTING OF IT ON THE ON THE, ON THE BACKSIDE, I GUESS IT'S JUST A RECOMMENDATION.

AND I THINK WE GET A SLIDE ON COMMUNITY OUTREACH AND COMMUNITY ENGAGEMENT.

AND OUR STAFF ARE REALLY ENGAGED IN THIS, THIS CONVERSATION.

SO I'M SURE WE CAN COORDINATE AND MAKE SURE THAT WE CAN HIGHLIGHT ALL THE SUSTAINABLE, SUSTAINABLE, SUSTAINABLE PRACTICES THAT WE PLAN FOR EACH OF THESE PROJECTS.

OKAY. I THINK AS WE MOVE FORWARD, WE OUR OFFICES CAN WORK ON PROBABLY DEVELOPING SOME TYPE OF COMMUNICATION TOOL.

I THINK WE HAVEN'T REALLY FOCUSED ON THAT YET, BUT IT'S CERTAINLY THE NEXT STEP, I THINK, BECAUSE THERE ARE SOME SOME FOLKS OUT THERE THAT KEEP WATCH FOR US AND HELP US IN THAT SPACE. SO I THINK GIVING THEM A SPACE TO DO THAT, I THINK WOULD BE GREAT.

AND THEN THE LAST ONE AND THIS IS PROBABLY AN OFFLINE CONVERSATION, BUT I WOULD WANT TO SET UP SOME TIME TO TALK ABOUT HOW THESE PROJECTS ALIGN WITH, YOU KNOW, WHEN HE TOOK THE SURVEY, THE COMMUNITY NEEDS AND THINGS LIKE THAT.

SO I CAN AGAIN, I'M JUST THINKING ABOUT HOW I COMMUNICATE THIS OUT.

BUT I'LL TALK TO YOU OFFLINE ABOUT THAT.

THANK YOU, MR. MAYOR. CHAIRWOMAN ARNOLD, YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU. JUST QUICKLY, I'M TRYING TO DO A COUPLE OF THINGS HERE IN MY PREPARATION FOR OUR MEETING THAT I KNOW WE HAVE TO HAVE.

I DID WANT TO COMMENT ON A QUESTION I HEARD COUNCILWOMAN ADDRESS.

I THINK THE EV STATIONS OR WHAT HAVE YOU MAYBE WAS THAT YOU WHO MENTIONED THAT? BUT AS I'VE STATED EARLIER, IN OVER THE PAST COUPLE OF MONTHS, OUR COMMUNITY HAS BEEN DEALING WITH THE THEFT OF COPPER AND FIBER.

AS IT RELATES TO THE CABLES THAT AFFECT OUR TELECOMMUNICATIONS.

AND SO NOW WE'RE AT A CRITICAL, A CRITICAL PERIOD IN TIME WHERE WE NOW REALIZE EVEN MORE SO HOW IT IMPACTS OUR PUBLIC SAFETY, TRANSPORTATION, JUST OVERALL COMMUNICATIONS AND CONNECTIVITY.

AND SO I MENTIONING THAT BECAUSE I'M WE ARE WORKING WITH THE MEETING WITH THE MAJOR TELECOMMUNICATIONS OPERATORS IN THE NEXT FEW WEEKS BECAUSE IT'S BECOMING MORE OF A CHALLENGE FOR OUR COMMUNITY AND OF COURSE, THE PUBLIC SAFETY PIECE. BUT LONG TERM, WE DON'T WANT OUR CRITICAL INFRASTRUCTURE TO BE TO BE AFFECTED.

AND SO IT WAS IN THAT CONVERSATION THAT I REALIZED THAT THESE STATIONS, EV STATIONS, ARE BEING HIT BY THIEVES.

AND SO THE QUESTION FOR US WOULD BE, HAVE YOU SEEN HAVE YOU SEEN ANY DO WE HAVE ANY THAT WE CAN MEASURE? IT'S NOT WHERE IT'S NOT OPERABLE BECAUSE OF THEFT OF THE COPPER.

WE COULD WE CAN WORK WITH I GUESS IT WOULD BE CODE AND THE MARSHAL'S OFFICE TO TO FIGURE OUT, IDENTIFY A STRATEGY TO WHAT I'M SAYING.

DO YOU HAVE ANY PERSONAL KNOWLEDGE OF STATIONS THAT ARE NOT OPERATING?

[01:15:03]

I DON'T HAVE ANY SPECIFIC EXAMPLES, BUT I DO KNOW THAT JUST GENERALLY I MEAN MAINTENANCE ISSUES WITH ELECTRIC VEHICLES EV CHARGING STATIONS AND SOLAR PANELS AND THE LIKE ARE ALWAYS AN ISSUE AND YOU HAVE TO MAKE SURE THEY'RE SECURE.

YOU HAVE TO MAKE SURE THAT YOU HAVE SOME SOMEONE MAINTAINING THOSE THOSE THAT EQUIPMENT.

I KNOW, FOR EXAMPLE, FOR OUR AIR SENSOR AIR SENSORS SOMEONE HAS STOLEN ONE OF OUR AIR SENSORS, RIGHT.

AND SO IT'S A, YOU KNOW, FOR ALL THIS EQUIPMENT, YOU JUST HAVE TO MAKE SURE THAT YOU'RE KEEPING AN EYE ON IT AND AND MAINTAINING IT.

WELL. BUT AGAIN, WE CAN WE CAN WORK WITH OUR FELLOW DEPARTMENTS TO, TO COME UP WITH A STRATEGY TO IDENTIFY WHICH ONES HAVE BEEN ARE NOT WORKING BECAUSE OF THEFT. ALL RIGHT.

SO I'M NOT GOING TO BELABOR THE POINT HERE.

MY, MY, THE OVERALL POINT THAT I WANT TO ADDRESS IS, AS I'M RESEARCHING, WHEN YOU LOOK AT THESE CABLES, WHAT ABOUT, I THINK 50, 50 POUNDS OF CABLE ON THESE STATIONS? POSSIBLY YOUR ELECTRIC CARS ARE RUNNING ABOUT 130.

SO WHEN IT WHEN IT'S THEFT TAKES PLACE, YOU'RE SHUTTING AN INDIVIDUAL DOWN.

THEY CAN'T GET TO WORK.

THEY MAY BE IN A SITUATION WHERE IT'S A PUBLIC SAFETY PIECE AND EVEN IF YOU'RE DEALING WITH STAFF.

SO I THINK WHAT WE NEED TO BE CONSCIOUS OF IS, IS YOU TALK ABOUT THE BUDGET IS THE SECURITY, YOU KNOW, AND REPLACEMENT COSTS, BECAUSE WE CAN'T JUST LET THEM SIT THERE AND HOPE THAT, YOU KNOW, ANOTHER TECHNOLOGY WOULD KICK IN AND ALL OF A SUDDEN WE'LL BE ABLE TO GET IT SOLVED IN TWO DAYS.

I DON'T THINK THAT'S THE WAY IT WORKS.

SO I DID WANT TO MENTION THAT BECAUSE IT IS BECOMING AND AS YOU DO THE RESEARCH ON OTHER STATES, IT IS BECOMING AN EPIDEMIC.

AND IT'S SOMETHING THAT WE MUST STAY WOKE ON.

AND SO I'M MENTIONING THAT AND AS I STATED TO YOU ALL EARLIER, COUNCIL MEMBERS, WE ARE WORKING TOWARD LEGISLATION, LEGISLATIVE PRIORITIES, BECAUSE SOME STATES ARE MOVING TO DEFINING A, CATEGORIZING THIS THEFT ON A FEDERAL LEVEL AND SO THAT YOU IT HAS MORE OF AN IMPACT BECAUSE RIGHT NOW THEY'RE HAVING A GREAT OPPORTUNITY TO JUST STEAL.

YOU STILL HAVE A BLACK MARKET.

AND SO WE KNOW SENATOR WEST A FEW YEARS AGO DID ADDRESS THIS.

SO IN TERMS OF COPPER THEFT AND RESALE.

SO I DID WANT TO MENTION THAT LAST BUT NOT LEAST ON THE TARGETED AREAS, I DEFINITELY WANT TO GET WITH YOU ALL ON THAT SO THAT WE CAN MAKE SURE THAT AND WE APPRECIATE ALL THE WORK THAT YOU'VE DONE AND COUNCIL MEMBERS, YOUR VOTES AND STAFF MEMBERS.

BUT WE WANT TO MAKE SURE, ABSOLUTELY SURE IN THE TARGETED AREAS THAT THE SERVICES THAT WE APPROPRIATED OR VOTED ON THROUGH COUNCIL ACTION, THAT WE FOLLOWED THROUGH SO THAT THE COMMUNITY WILL ACTUALLY BELIEVE THAT WE THEIR VOTE DID COUNT AT IN TERMS OF THE BOND AND THE BONDS IN THE PAST.

AND I BELIEVE OVERALL, THAT'S MY REAL CONCERN.

OH, THE LAST ONE HAD TO DO WITH THE GATEWAY.

IF YOU LOOK AT THAT, SOMEONE CAN ANSWER THAT QUESTION.

IT DEALT WITH GATEWAY PHASE TWO.

IS THAT ON THIS PRESENTATION HERE, AM I MOVING TOO FAST? I THINK I DID SHOW IT ON ONE OF THE SLIDES I'VE GOT.

I NEED TO KNOW WHAT YOU. WHAT DO YOU MEAN BY THAT? I BELIEVE THAT WAS IN OUR I WAS ON SLIDE 14.

WE WERE SHOWING THE SOUTHERN GATEWAY DECK PARK AS HAVING FUNDS ALLOCATED IN YEAR FOUR.

AND IF ANY OTHER DETAILS, I'D PROBABLY HAVE TO TO WOULD YOU? BECAUSE IN PHASE TWO, MICHAEL MORRIS HAS TOLD US BASICALLY WE DON'T NEED TO WORRY ABOUT PHASE TWO.

SO LET'S DO SOME COMPARISON OF NOTES.

HE'S WRAPPED UP EVERYTHING AND I APPRECIATE EVERYTHING THAT MICHAEL MORRIS IS DOING FOR US.

I THINK HIS DIRECTIVE TO APRIL ALLEN WAS FOR HER AND HER TEAM TO CONTINUE RAISING MONEY ON PHASE ONE, AND HE'S PUT TOGETHER SOME GRANTS AND OTHER THINGS.

I BELIEVE THAT WAS PART OF WHAT PETE BUTTIGIEG WAS, IS AM I PRONOUNCING YOUR NAME CORRECT? I THINK HE WAS HERE WITH A CZECH SECRETARY.

SO I THINK THAT WAS WHAT? SO PLEASE HELP ME TO UNDERSTAND ANY OTHER FUNDING THAT IS NEEDED, BECAUSE MICHAEL MORRIS IS TAKING CARE OF PRETTY MUCH EVERYTHING ON PHASE TWO.

THANK YOU. WE'LL FOLLOW UP.

THANK YOU. CHAIRWOMAN MENDELSOHN, YOU RECOGNIZED FOR FIVE MINUTES.

THANK YOU. MY FIRST QUESTION IS BACK TO 2017.

IS THERE A DATE WHERE YOU'RE EXPECTING TO HAVE COMPLETED THAT BOND? I THINK WE PROBABLY NEED SOME MORE COMMUNICATION WITH THE DEPARTMENTS THAT HAVE THE LARGER PROJECTS AND WHERE THEY STAND.

IT'D PROBABLY BE ANOTHER YEAR OR TWO IF CONSTRUCTION STARTS IN FISCAL YEAR 25.

AND IT'S A MULTI, YOU KNOW, MULTI YEAR CONSTRUCTION PROCESS.

BUT I DON'T HAVE THAT INFORMATION.

BUT I CAN CERTAINLY REACH OUT TO TO THOSE DEPARTMENTS AND SEE IF THEY HAVE AN OVERALL IDEA OF WHEN THOSE PROJECTS WILL BE COMPLETED.

[01:20:07]

IT'S OF COURSE BEEN SEVEN, AND IT DOESN'T SEEM TO BE THAT THERE'S AN END DATE ON THE HORIZON.

YES. I THINK PART OF THAT I COULD BE GOING INTO THE HISTORY OF ALL THAT, BUT I KNOW THERE WAS SOME ESCALATION COSTS AND WE DIDN'T HAVE THE MONEY TO COMPLETE THOSE PROJECTS.

AND SO WE WERE WAITING ON THE CERTIFICATE OF OBLIGATION FUNDS THAT I BELIEVE WERE PASSED THIS YEAR IN ORDER TO MOVE FORWARD AND COMPLETE THE PROJECTS.

SO I CAN GET YOU MORE DETAILS ON THAT AS WELL AS WE LOOK AT THE OVERALL SCHEDULE.

I JUST COMMITTED TO ALL OF THE 2017 PROJECTS.

CORRECT. I'M SORRY, COULD YOU SAY THAT AGAIN? THE CITY IS.

IT'S COMMITTED.

YES, MA'AM. ABSOLUTELY.

ALL OF THE PROJECTS.

YES, MA'AM. COUNCIL MEMBER.

NELSON. MISS DEVEREAUX, ACM.

I JUST WANTED TO FOLLOW UP ON YOUR QUESTION AND COMMENT ABOUT 2017.

YOU KNOW, WE'RE AS AS JENNY NOTED, WE ARE LOOKING AT A SIMILAR PLAN TO WHAT WE'VE DONE FOR FOR THIS PRESENTATION IN TERMS OF OF IDENTIFYING THE PROJECTS AND, AND PUTTING FORWARD A SCHEDULE.

SO YOU KNOW, THAT'S SOMETHING THAT THAT WE ARE FOCUSED ON THROUGH THE, THROUGH THE BOND OFFICE.

AND, AND WE SHOULD EXPECT TO BRING THAT FORWARD TO, TO SHARE WITH THE COUNCIL.

AND WHEN WOULD THAT BE? I DON'T HAVE A HAVE A TIMELINE FOR THAT, SINCE WE'VE BEEN REALLY FOCUSED ON ROLLING OUT AND MOVING FORWARD WITH THE 2024 PROGRAM.

BUT LET US GET BACK TO YOU ON A DATE.

AND THEN WOULD THAT INCLUDE BONDS PRIOR TO 2017? ALSO HAVE OUTSTANDING PROJECTS? WE WOULD BE LOOKING AT THE ENTIRE BOND PROGRAM AND UNALLOCATED FUNDS.

OKAY. WELL, I MEAN, THERE ARE SIGNIFICANT DOLLARS THERE.

SO I'M VERY INTERESTED TO HEAR HOW THOSE ARE GOING TO BE MANAGED AND IF THEY'VE BEEN CONSIDERED WITH OUR DEBT CAPACITY.

UNDERSTOOD. THANK YOU.

OKAY, SO MY LAST QUESTION IS REALLY FOR CARLOS, AND IT'S ONE OF THE THINGS THAT YOU SAID ABOUT C-CAP AND THE LEED CERTIFICATION. AND AS YOU WERE TALKING, ALL I COULD THINK ABOUT WERE THE THREE FIRE STATIONS WHERE AN ALTERNATIVE COOLING SYSTEM WAS PUT IN. THAT WAS PROBABLY DOUBLE A TRADITIONAL MODEL, AND IT WAS DONE SO THAT ALL THREE COULD BECOME LEED CERTIFIED.

BUT UNFORTUNATELY, THEY NEVER ACTUALLY COOLED THE FIRE STATIONS.

SO TEMPORARY AIR CONDITIONING SYSTEMS WERE PUT IN, AND EVENTUALLY ALL THREE STATIONS HAD TO HAVE A RETROFIT WITH A REGULAR HVAC SYSTEM. AND SO MY CONCERN IS THAT IN CHASING THE LEED CERTIFICATION, ESPECIALLY FOR THE POLICE ACADEMY.

WE MIGHT INADVERTENTLY SELECT SYSTEMS THAT WOULDN'T BE AS EFFECTIVE, ESPECIALLY FOR COOLING IN OUR TEXAS HEAT.

NO THANK YOU. NO, THANK YOU FOR THAT QUESTION.

I THINK OVER TIME, I THINK OUR EXPERIENCE WITH HVAC SYSTEM HAS GOTTEN A LOT BETTER.

I THINK WE UNDERSTAND NOW WHAT SYSTEMS TO USE AND WHAT NOT TO USE.

ON THE WHOLE, I THINK THE LEED, THE LEED CERTIFICATION PROGRAM ACTUALLY OFFERS MINIMAL COST MINIMAL COST UPFRONT COSTS WHILE OFFERING SIGNIFICANT LONG TERM SAVINGS.

RIGHT. WE DID A 2013 STUDY ON OUR DALLAS LEED FIRE STATION AND LIBRARY, FIRE STATIONS AND LIBRARIES, AND THE INITIAL CONSTRUCTION COSTS WERE ONLY 0.24 0.24% GREATER THAN NON-LEAD BUILDINGS, WHILE THOSE SAME BUILDINGS USE APPROXIMATELY 13% LESS ELECTRICITY AND NATURAL GAS, RESULTING IN A THREE YEAR ENERGY SAVING OF APPROXIMATELY $200,000 AND USE APPROXIMATELY 50% LESS WATER.

SO WE'RE TALKING ABOUT SIGNIFICANT COST REDUCTIONS LONG TERM.

AND THAT'S ONE OF THE REASONS WHY I THINK THE CITY AND EVEN THE PRIVATE SECTOR HAVE BEEN MOVING TOWARDS LEED AND VISION SITES BECAUSE THEY PRODUCE REAL WORLD COST SAVINGS IN THE LONG TERM, ESPECIALLY AS AS PROPERTY OWNERS.

IF I COULD ADD THIS.

SURE. SORRY. IF I COULD ADD TO THAT.

YEAH. ONE OF THE THINGS WE'VE ALSO DONE IS REACHED OUT TO JOHN JOHNSON AND BUILDING SERVICES AND, AND MAKE SURE THAT THEY'RE GOING TO BE INCLUDED IN OUR DESIGN AS WE MOVE FORWARD, JUST KNOWING HOW IMPORTANT MAINTENANCE IS ON OUR FACILITIES.

AND I THINK, AS CARLOS MENTIONED, ONE OF OUR LESSONS LEARNED FOR WHEN IT COMES TO LEAD IS TO TO NOT RELY ON THE HVAC SYSTEM FOR ALL THE POINTS THAT WOULD ACCOMMODATE

[01:25:06]

AND THAT'S SOMETHING WE ARE CERTAINLY TAKING INTO ACCOUNT ON NEW AND LARGE RENOVATIONS.

WELL, I KNOW THAT EARLY ON AS A COUNCIL MEMBER, CARLOS, I DON'T I DON'T KNOW THAT YOU'VE DONE THIS, IS THAT WE ACTUALLY WENT BACK AND LOOKED AT THE COST FOR THOSE FIRE STATIONS, WHICH WAS MUCH MORE EXPENSIVE BECAUSE WE HAD TO RIP OUT THE TWICE AS EXPENSIVE LEAD COOLING SYSTEM AND THEN BUY THE WHOLE OTHER SYSTEM AGAIN.

SO, YOU KNOW, I JUST WANT TO MAKE SURE THAT WE DO EVERYTHING WE CAN TO BE ENVIRONMENTALLY SENSITIVE.

A LOT OF TIMES I THINK THAT HAS TO DO WITH SITING THE BUILDING PROPERLY, BUT ALSO WE NEED TO BE FISCALLY RESPONSIBLE AND MAKE SURE THE BUILDING ACTUALLY PERFORMS. BECAUSE WHILE YOU MAY HAVE USED LESS ELECTRICITY, IT WAS AS OUR FIREFIGHTERS WERE SUFFERING BECAUSE THEY ACTUALLY WEREN'T GETTING COOLED DOWN.

SO I'M JUST CONCERNED THAT WE DON'T MAKE THE SAME MISTAKES.

SO I'M GLAD THAT YOU'RE GOING TO BE SENSITIVE TO THAT.

AND THAT THE FULL NEEDS ANALYSIS WILL BE DONE BEFORE WE START LOOKING AT THE CAP ISSUES.

THANK YOU. CHAIRWOMAN STEWART, YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU. MAYOR.

DIRECTOR EVANS, I JUST WANT TO SAY THANK YOU FOR BRINGING THE IDEA OF THE RESOLUTION TO THE ATTENTION OF THE PARKS, TRAILS AND ENVIRONMENT COMMITTEE FOR THE WORK THAT YOU PUT IN TO CRAFTING THAT RESOLUTION AND UNDERSTANDING THAT THIS WAS A GREAT WAY TO MAKE THIS A PRIORITY IN THE BOND PROJECTS.

AND I THINK JUST LISTENING TO MY COLLEAGUES, WHAT THEY MAY BE INTERESTED IN THEN IS HOW WE TAKE POLICY AND IMPLEMENT IT.

AND I THINK THAT'S ALWAYS THE HARDEST PART.

I THINK IN GETTING A PROJECT DONE IS WE HAVE OUR LOFTY GOALS, BUT THEN WE'VE GOT TO TAKE THOSE AND ACTUALLY MAKE THEM WORK.

SO PERHAPS WE CAN PUT TOGETHER JUST A REPORTING PIECE IN THERE, OR JUST A NOTE TO PARKS, TRAILS AND THE ENVIRONMENT THAT WE WILL PULL TOGETHER SOME IMPLEMENTATION PROGRESS.

AND THAT CAN BE THEN SHARED WITH THE FULL COUNCIL AS WELL.

NOW, THANK YOU FOR THAT. AND THANK YOU FOR YOUR LEADERSHIP FOR THE RT COMMITTEE.

AND THAT'S A THAT'S A GREAT POINT.

AND I THINK YOU MAY HAVE RAISED OR SOMEBODY RAISED.

AND IF YOU LOOK AT SECTION FIVE, OUR GOAL IS TO PROVIDE AN UPDATE, A STATUS UPDATE AT LEAST ANNUALLY TO EITHER THE RT COMMITTEE OR THE FULL COUNCIL ON HOW WE'RE ADVANCING THE CAP AND SUSTAINABILITY THROUGH THE BOND PROGRAM.

SO THAT'S THAT'S BUILT INTO THE RESOLUTION.

BUT WE CAN WE CAN AMEND THAT IF THAT'S IF THAT'S APPROPRIATE.

YEP. THAT'S GREAT.

THAT'S AWESOME. THANK YOU SO MUCH.

THANK YOU, MR. MAYOR. MISS BLACKMON, YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU.

AND THANKS FOR THE BRIEFING.

JENNY AND CARLOS, APPRECIATE YOUR WORK ON THIS.

I JUST HAVE A FEW QUESTIONS AND YOU CAN EITHER ADDRESS THEM HERE OR WE CAN DO THEM OFFLINE.

BUT WE DO HAVE A LOT OF PARTNER DOLLARS THAT ARE COMING THROUGH THIS BOND.

I KNOW WHITE ROCK LAKE IS ONE WITH THE GOVERNMENT PARTNER, AND WE HAVE ARTS AND THE ZOO.

I ASSUME THAT WE ARE WORKING CLOSELY WITH THEM.

SO THAT WAY IF THEY'VE GOT PRIVATE MONEY COMING IN, WE'RE NOT GETTING AHEAD OF THEM.

BUT WE'RE WORKING TOGETHER THROUGH THIS PROCESS.

YES. SO THE PARTNERSHIP AND THE TIMING OF THOSE THOSE MATCHING FUNDS THAT THAT WAS ABSOLUTELY INCLUDED AS WE WERE PUTTING TOGETHER THE BOND PROGRAM.

AND WE REALLY DID RELY ON OUR INFRASTRUCTURE DEPARTMENTS WHO WERE HANDLING THOSE PARTNERSHIP PROJECTS TO KIND OF TAKE THE LEAD AND MAKE SURE THAT THOSE PROJECTS ARE PRIORITIZED APPROPRIATELY.

AND AND SO LOOKING AT THAT, I CAN I GUESS IT'S GOING TO BE A CONTINUED COMMS COMMUNICATIONS THROUGHOUT THE WHOLE PROCESS.

IT'S NOT JUST GOING TO BE ONE AND DONE.

AND THEN WE'RE MOVING ON.

IT'S YOU WILL CONTINUE TO WORK WITH THEM.

AND AND I AGREE, WE NEED TO MAKE SURE THAT PROTECTION OF PROPERTY PEOPLE, ETC.

IS, YOU KNOW, THE FIRST THING ON OUR MIND AND THEN MOVING FORWARD DOWN THE LIST IN PRIORITIES.

THE SECOND THING IS I ASSUME THAT BECAUSE THERE ARE SO MANY VARIABLES, THAT THE LIST IS ALWAYS GOING TO BE FLEXIBLE AND HOW THIS ALL MOVES AROUND.

YEAH. AND I BELIEVE WE WERE LIKE THAT IN THE 2017 BOND PROGRAM TOO.

BUT BUT YEAH, WITH THIS ONE FIRST OUT OF THE GATE, I WAS EXPECTING THAT THERE WE WOULD NEED TO BE FLEXIBLE AS WE LOOK AT THE PROGRAM AND THE PROJECTS OVER THE FIVE YEARS. AND AND YOU MAY HAVE TALKED ABOUT THIS BECAUSE I HAD TO JUMP OFF FOR A QUICK MOMENT, BUT HOW ARE WE HANDLING THE DISCRETIONARY DOLLARS THAT HAVE BEEN ALLOCATED TO THE DISTRICTS? SO I KNOW I BELIEVE PARKS HAS WORKED VERY CLOSELY WITH THE COUNCIL MEMBERS TO IDENTIFY WHAT PROJECTS THOSE ARE GOING TO BE ASSOCIATED WITH, AND THOSE ARE INCLUDED IN

[01:30:01]

I BELIEVE TRANSPORTATION PUBLIC WORKS IS GOING THROUGH THAT SAME EXERCISE WHEN IT COMES TO HOUSING AND HOMELESS.

I THINK WE'D BE WORKING WITH COUNCIL AS WE MOVE FORWARD ON THAT.

THOSE DOLLARS HAVE NOT BEEN ALLOCATED SPECIFICALLY.

THAT WOULD ALSO HAVE TO, YOU KNOW, HAVE A DEGREE OF FLEXIBILITY IF THERE'S A PROJECT THAT WANTS TO HAPPEN IN ONE YEAR VERSUS ANOTHER, BECAUSE I THINK SOME OF MY DOLLARS ARE RELATED TO TRANSPORTATION STUDIES THAT ARE COMING THROUGH, AND SOME OF THOSE ARE NOT COMPLETED YET.

AND SO I SAW ONE TRANSPORTATION PROJECT THAT I WAS JUST MAKING SURE THAT AS THOSE STUDIES ARE COMPLETED, HOW WE INCORPORATE THOSE FUNDING, THOSE THAT FUNDING STREAM.

OKAY. AND I CAN FOLLOW UP ON THAT ONE.

OKAY. THANK YOU.

THAT'S IT. THANK YOU.

MAYOR PRO TEM.

RECOGNIZED FOR FIVE MINUTES.

YEAH. THANK YOU VERY MUCH FOR THE PRESENTATION.

I JUST HAD A COUPLE OF QUESTIONS ON THE 2017 BOND PACKAGE.

I KNOW THERE IS ONE STREET IN DISTRICT EIGHT, CROSSROADS.

IT HAS NOT BEEN COMPLETED.

AND I'M TRYING TO FIND OUT WHAT THE STATUS AND WHAT IS THE BALANCE OF.

IT'S AN OVERRUN OF WHAT? SO I DON'T HAVE THE INFORMATION ON THAT SPECIFIC PROJECT, BUT I CAN CERTAINLY GET WITH TRANSPORTATION PUBLIC WORKS WITH YOU ON THAT.

IT'S MY UNDERSTANDING THAT THE 2017 BOND PROJECTS WERE REALLY WAITING ON THE CERTIFICATE OF OBLIGATION FUNDS, SO I'LL CONFIRM, BUT I'M SURE IT'S GOING TO BE IN THE QUEUE FOR SOME TIME BETWEEN NOW AND THE END OF THE YEAR TO TO GET THAT PROJECT STARTED.

BUT BUT LET ME CONFIRM BEFORE I THE REASON WHY I ASK THAT, YOU KNOW, I GUESS WHEN THE FIRST ALLOCATION PROBABLY ROUGHLY OVER $5 MILLION IN 97 YEARS LATER.

SO I KNOW THE COST PROBABLY THAT ESCALATED PRETTY HIGH.

SO AND THAT'S MY CONCERN SOMETIMES WHEN WE SAY, YOU KNOW, WE DO A BOND PACKAGE IN FIVE YEARS TO GET IT DONE.

AND THAT'S PROBABLY BEEN SEVEN YEARS.

IT'S STILL NOT COMPLETED.

RIGHT. AND THAT AND THAT WAS WHY WE NEEDED THAT FINANCING FROM THE CERTIFICATE OF OBLIGATIONS TO, TO TO HAVE THE MONEY TO FINISH THE PROJECT.

SO REGARDLESS, THERE WOULD NOT BE ANY FINANCIAL ISSUES TO COMPLETE THEIR PROJECT.

NOT THAT I'M AWARE OF, BUT I'LL CONFIRM THAT.

OKAY. THANK YOU, MR. MAYOR. IS THERE ANYONE ELSE ON ITEM A THAT I SEE MR. RIDLEY'S HAND? MR. RIDLEY RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR.

SO EXCELLENT PRESENTATION.

THANK YOU. I'D LIKE TO ADDRESS THE RESOLUTION WITH CARLOS.

I'M A STRONG SUPPORTER OF ADVANCING OUR CAP IMPLEMENTATION GOALS AND MAKING OUR COMMUNITY MORE SUSTAINABLE, RESILIENT ONE.

I HAVE TO ASK, THOUGH I DON'T SEE ANY INDICATION THAT ANYONE HAS LOOKED AT THE COST OF IMPLEMENTING THIS RESOLUTION, THE NEW PROVISIONS IN THE RESOLUTION, AND I'D BE DERELICT IN MY DUTY AS A COUNCIL MEMBER IF I DIDN'T ASK ABOUT THE COST BENEFIT RATIO HERE.

HAS ANYONE DONE AN ANALYSIS OF WHAT IT WILL COST TO DO THIS IMPLEMENTATION, VERSUS WHAT ADVANCE ADVANCEMENT THERE WILL BE IN OUR ENVIRONMENTAL GOALS? THAT'S A GREAT POINT AGAIN.

SO SO THESE PROJECTS, A PROJECT SPECIFIC ANALYSIS, COST ANALYSIS IS DIFFICULT TO DO BECAUSE EACH PROJECT IS DIFFERENT.

BUT WE HAVE DONE COST ANALYSIS.

AND SO AGAIN, THE CITY ACTUALLY DID A 2013 STUDY ON OUR FIRE STATION AND LIBRARY LEED BUILDINGS.

AND AGAIN IT PRESENTED GOOD, GOOD NUMBERS.

IT'S A SLIGHTLY OLD STUDY, BUT AGAIN PRESENTING GOOD NUMBERS.

AGAIN, THE INITIAL CONSTRUCTION COSTS WERE ONLY 0.24% GREATER THAN NON-LEAGUE BUILDINGS, WHILE THOSE SAME BUILDINGS USED APPROXIMATELY 13% LESS ELECTRICITY AND NATURAL GAS, RESULTING IN A THREE YEAR ENERGY SAVING OF APPROXIMATELY $200,000.

AND WE USED APPROXIMATELY APPROXIMATELY 50% LESS WATER, SAVING US ON THE WATER PRODUCTION SIDE, SAVING THE CITY ON THE WATER PRODUCTION SIDE.

RIGHT. AND ALSO, AND THAT'S NOT EVEN COUNTING THE SIGNIFICANT INDIRECT COST SAVINGS TO OUR RESIDENTS WHO ARE USING OUR LIBRARIES AND OUR STAFF WHO ARE USING OUR FIRE STATIONS THAT ARE CONDUCTING THEIR ACTIVITIES IN IMPROVED AND IMPROVED ENVIRONMENTAL SPACES AND REDUCED HEAT.

RIGHT. REDUCING THEIR HEALTH CARE COSTS.

SO THAT'S THAT'S THE INFORMATION WE HAVE.

AND I CAN I CAN SHARE THAT REPORT TO COUNCIL IF APPROPRIATE.

AGAIN, I'M NOT SURE IF I THINK WE HAVE COMMISSIONER JULIE HIRAMOTO ON THE ON ON THE LINE AS WELL.

SHE'S A PARTNER AT HKS AND PERHAPS SPEAK TO SOME OF THE COST ANALYSIS.

[01:35:02]

COUNCIL MEMBER RIDLEY, I THINK WHAT'S IMPORTANT TO TAKE INTO CONSIDERATION IS THAT NONE OF THESE REQUIREMENTS ARE PRESCRIPTIVE.

THERE ARE NO REGULATIONS TO USE A CERTAIN MANUFACTURER OR A CERTAIN TYPE OF TECHNOLOGY.

AND THIS REALLY COMES DOWN TO THE CREATIVITY OF THE DESIGN TEAMS, BALANCING THE NEEDS OF THE COMMUNITY AND THE OCCUPANTS OF THE SPECIFIC BUILDINGS THAT THE BOND FUNDING WILL SUPPORT, AS WELL AS BALANCING HOW THAT INFRASTRUCTURE NEEDS TO PERFORM OVER ITS LIFETIME.

AND AS DIRECTOR EVANS MENTIONED, IT'S NOT ONLY THE CONSTRUCTION COST, IT'S ALSO THE ENVIRONMENTAL COST OF THE NATURAL RESOURCES, THE UTILITY COSTS, THE PUBLIC HEALTH COSTS, NOT ONLY FOR THE OCCUPANTS, BUT ALSO THE PERFORMANCE OF THE INDIVIDUALS THAT ARE OCCUPYING THESE BUILDINGS.

AND THE SAME COULD GO ALSO FOR THE INFRASTRUCTURE AND THE PARKS PROJECTS.

THE BENEFITS THAT THESE CREATE FOR THE COMMUNITY AND FOR THE PEOPLE THAT ARE OCCUPYING THESE SPACES WILL BE SIGNIFICANT.

WELL, THANK YOU FOR THAT RESPONSE, JULIE.

I THINK YOU WOULD BE THE FIRST TO ACKNOWLEDGE THAT SINCE 2013, WHEN THIS STUDY WAS LAST DONE, THAT ENERGY COSTS HAVE CHANGED, CONSTRUCTION COSTS HAVE CHANGED, BUILDING CODES HAVE CHANGED.

AND SO BACK TO YOU, DIRECTOR EVANS.

IS THIS THE LATEST INFORMATION THAT YOU HAVE FROM 11 YEARS AGO? OH, SORRY. THAT'S THE LATEST CITY DATA THAT WE HAVE.

WE HAVE ADDITIONAL INFORMATION.

SO FOR EXAMPLE WELL, I SHOULD SAY WE DO HAVE SOME ADDITIONAL DATA.

SO SO PUBLIC WORKS PROVIDED A GENERAL OVERALL ANALYSIS.

SO FOR A $25 MILLION PUBLIC WORKS PROJECT, THE THE COST FOR ENVISION WOULD COST ROUGHLY THE UPFRONT COST FOR ENVISION WOULD COST ROUGHLY $100,000, OR A 0.4% INCREASE IN THE UPFRONT CONSTRUCTION COSTS.

AND AGAIN ON THE BACK END, AS LONG TERM PROPERTY OWNERS, WE WOULD BE BENEFITING FROM REDUCED YOU KNOW, WATER USAGE AND WE'D BE BENEFITING INDIRECTLY, INDIRECTLY, THE HEALTH BENEFITS OF OUR, OUR RESIDENTS WHO ARE USING OUR SPACES THAT USE ENVISION CERTIFIED PROJECTS.

SO AND AGAIN, THESE ARE NOT BUILDING LARGE CAPITAL PROJECTS FOR ENVISION.

SO WHEN YOU TALK ABOUT THE UPFRONT CONSTRUCTION COSTS, AGAIN THEY'RE ALL THE DATA WE'RE WE'RE SHOWING IT'S MINIMAL UPFRONT CONSTRUCTION COSTS FOR SIGNIFICANT LONG TERM COST SAVINGS FOR THE CITY AND FOR OUR RESIDENTS.

FOR SITES, THE CERTIFICATION COSTS ABOUT $6,500.

AGAIN, WHICH IS SMALL COMPARED TO THE LONG TERM COST SAVINGS FOR A PARK PROJECT, FOR EXAMPLE, THAT'S GOING TO BE REDUCING WATER CONSUMPTION FOR US AND FOR OUR RESIDENTS.

AND AGAIN, REDUCING OR REDUCING URBAN HEAT ISLAND IMPACTS FOR OUR RESIDENTS USING OUR PARKS SO THEY CAN REDUCE THEIR HEALTH CARE COSTS. SO AGAIN, LONG TERM SAVINGS FOR US AND OUR RESIDENTS WHEN WE TALK ABOUT THESE THESE OPTIONS.

AND AGAIN FOR FOR SIGHTS AND VISION AND LEAD.

THE. THE GOAL IS TO USE THESE TOOLS TO THE GREATEST EXTENT PRACTICABLE, AND WE INTENTIONALLY USE THAT LANGUAGE FOR TWO REASONS.

NUMBER ONE, THAT'S THE SAME USE.

THAT'S THE SAME LANGUAGE THE CITY HAS USED JUST STRICTLY AS PRECEDENT.

WHEN WE PASS OUR GREEN BUILDING POLICY IN 2003, IT SAID, TO THE GREATEST EXTENT PRACTICAL, WE'RE GOING TO WE'RE GOING TO ADVANCE LEED SILVER AT THE TIME.

NOW WE USE NOW WE ADVANCE LEED GOLD.

BUT THAT RESOLUTION SAID TO THE GREATEST EXTENT PRACTICAL, REALIZING THAT WE CAN'T MEET LEED SILVER OR LEED GOLD IN EVERY PROJECT.

RIGHT. IT WOULDN'T BE APPROPRIATE FOR EVERY PROJECT BECAUSE COST IS A CONSIDERATION FOR EACH PROJECT.

SO IT HAS TO BE A PROJECT SPECIFIC CONSIDERATION FOR FOR FOR EACH PROJECT NUMBER.

NUMBER TWO, NOT JUST PRECEDENT.

AGAIN. WELL, I GUESS I ALREADY SAID THE REASON NUMBER TWO.

NUMBER TWO IS THIS IS A VERY PROJECT SPECIFIC ANALYSIS THAT EACH PROJECT TEAM HAS TO CONDUCT.

WE UNDERSTAND THAT NOT EVERY PROJECT IS GOING TO MEET LEED GOLD OR ENVISION OR SITES.

AND BUT YOU KNOW, BUT THEY STILL SHOULD GO THROUGH THAT ANALYSIS.

THEY SHOULD STILL TRY TO FIGURE OUT IF THEY CAN USE TECHNOLOGY THAT RANKS IN THE TOP 20% IN ENERGY USAGE OR ENERGY STAR RATING.

[01:40:02]

THAT'S THE DATA THAT WE WANT EVENTUALLY MOVING FORWARD.

WELL, MR. EVANS, I'M GLAD TO HEAR THAT YOU ARE SENSITIVE TO THIS COST EFFECTIVENESS ISSUE, AND I HOPE THAT YOU WILL COMMUNICATE THAT TO THE VARIOUS DEPARTMENT DIRECTORS WHO ARE GOING TO BE INVOLVED IN CONTRACTING FOR VARIOUS CONSTRUCTION PROJECTS.

BUT I WOULD ASK THAT YOU INCLUDE, IN THE LANGUAGE OF THE RESOLUTION, A REFERENCE TO COST EFFECTIVENESS OF THESE KINDS OF INITIATIVES, SO THAT THAT IS SOMETHING THAT THE CONTRACTING AGENCIES CAN TAKE INTO EFFECT, AND SO THAT WE CAN ENSURE THAT OUR MONEY IS USED EFFECTIVELY.

AND WE'RE NOT CHASING DIMINISHING RETURNS SOLELY WITH OUR EYE ON A PERCENT INCREASE, RATHER THAN WHAT THAT 1% INCREASE IS GOING TO COST US.

THAT'S JUST A FORMULA TO ENSURING THAT WE EFFECTIVELY USE OUR FUNDS FOR THE GREATEST ENVIRONMENTAL IMPACT.

THANK YOU FOR THAT.

THAT COMMENT. WE CAN WE CAN TAKE THAT COMMENT BACK TO THE TEAM.

GREAT. THANK YOU, MR. MAYOR.

THANK YOU. IS THERE ANYONE ELSE? I DON'T SEE ANYONE ONLINE I DON'T BELIEVE AND NO ONE ELSE HERE.

SO MADAM CITY MANAGER, WE'RE READY FOR YOU TO PROCEED WITH YOUR BRIEFINGS.

THANK YOU SO VERY MUCH.

WE'RE GOING TO ACTUALLY GO RIGHT INTO THE BRIEFINGS FOR OUR POLICE OVERTIME AND AS WELL AS DALLAS FIRE AND RESCUE.

ALTHOUGH THESE ARE TWO SEPARATE BRIEFINGS, I'M GOING TO GO AHEAD AND INTRODUCE BOTH OF THEM TO YOU.

THESE TWO DEPARTMENTS, AS YOU KNOW, ARE CRITICAL TO OUR OVERALL SAFE PORTFOLIO FOR THE CITY, IN ALIGNMENT WITH OUR RECRUITMENT AND OUR RETENTION FOCUS AREA, IN ADDITION TO HOW WE CONTINUE TO RECRUIT FROM A CIVILIAN STANDPOINT, WE UNDERSTAND HOW IMPORTANT IT IS FOR THE CITY TO REMAIN COMPETITIVE AS IT RELATES TO ATTRACTING AND RETAINING TOP FIRST RESPONDER TALENT.

I DO BELIEVE THAT OUR POLICE AND OUR FIRE DEPARTMENT ARE SOME OF THE FINEST IN THE COUNTRY.

AND WE WANT TO CONTINUE, AS YOU KNOW, AS WE'VE TALKED ABOUT IT BEING THE SAFEST, LARGEST CITY IN AMERICA, WE DO KNOW THAT THERE ARE CHALLENGES.

WE'VE ADDRESSED SOME OF THOSE CHALLENGES AS WE'VE APPROACHED THIS BUDGET, AND WE WILL CONTINUE TO FIND WAYS AS WE COLLABORATE AND PARTNER WITH THE CITY COUNCIL TO ENSURE THAT WE ARE EFFECTIVE AS IT RELATES TO THE REALITY ACROSS THE COUNTRY.

YOU HAVE HEARD THIS NOT ONLY FROM THE CHIEF, BUT ALSO FROM ME, THAT WE KNOW THAT THIS IS A DIFFICULT CHALLENGE THAT IS NOT JUST FACED BY THE CITY OF DALLAS AND RECRUITING POLICE OFFICERS.

WE'VE SEEN AN UPTICK IN OVERTIME, BUT WE'RE CONFIDENT THAT THROUGH THE CONTINUATION OF THE WORK THAT WE'VE DONE WITH A LOT OF THE OPERATIONAL EFFICIENCIES THAT YOU WILL HEAR ABOUT TODAY, THAT WE ARE BEING GOOD STEWARDS OF OUR TAXPAYER DOLLARS.

I WANT TO THANK THE POLICE DEPARTMENT TEAM, AS WELL AS DALLAS FIRE AND RESCUE, WHO WILL FOLLOW THIS BRIEFING FOR THEIR ONGOING EFFORTS.

AND WITH THAT, I'LL TURN IT OVER TO CHIEF GARCIA, AND HE WILL INTRODUCE HIS TEAM TODAY FOR THE OVERTIME PRESENTATION.

[C. 24-2107 Dallas Police Department Overtime Projections & Reduction Options]

AND THANK YOU, MAYOR AND COUNCIL.

WE WANT TO TAKE THIS OPPORTUNITY TO REALLY BE AS TRANSPARENT AS POSSIBLE WITH OUR OVERTIME.

WE WANT TO BE INFORMATIONAL.

EDUCATIONAL. WE RECOGNIZE IT'S AN IMPORTANT INVESTMENT, AN INVESTMENT THAT'S VERY IMPORTANT FOR OUR CITY AND FOR OUR MEN AND WOMEN.

WITH ME, I HAVE EXECUTIVE ASSISTANT CHIEF MIKE IGOE.

I HAVE I'M SORRY TO DO THIS TO YOU, CHIEF.

IS THERE ANY CHANCE YOU COULD PULL THE MIC JUST A TOUCH CLOSER TO YOU? SO WE CAN HEAR YOU JUST A LITTLE BIT BETTER? SORRY, MR. MAYOR. NORMALLY, BEING LOUD ISN'T A PROBLEM FOR ME.

THANK YOU. WE JUST WANT TO. WE JUST WANT TO BE ABLE TO HEAR YOU.

WITH ME, I HAVE EXECUTIVE ASSISTANT CHIEF MIKE IGOE AND MARTIN RIOS, ASSISTANT DIRECTOR FOR OUR DEPARTMENT.

AND HE WILL WALK US THROUGH THIS BRIEFING.

GOOD MORNING. WE CAN START ON SLIDE TWO.

SO THIS IS A PRESENTATION OVERVIEW.

THE PRESENTATION WILL CONSIST OF A CATEGORIES OF OVERTIME.

WE'LL DISCUSS HUMAN CAPITAL THE FULL COST TO ONBOARD AN OFFICER.

WE'LL LOOK AT OVERTIME COST CONSIDERATIONS A STAFFING PLAN FORECAST THAT THE STAFFING IMPACT ON OVERTIME WILL SPECIFICALLY LOOK AT OUR NEXT YEAR OVERTIME REDUCTION STRATEGIES.

WE'LL TALK ABOUT ACCOUNTABILITY AND FUTURE OPPORTUNITIES TO REDUCE OVERTIME.

SLIDE THREE PLEASE.

SO THIS IS OUR CATEGORIES OF OVERTIME RIGHT NOW.

[01:45:01]

AND THERE'S OVER 50 DIFFERENT OVERTIME PROJECT CODES.

BUT THOSE DIFFERENT CODES CAN BE CATEGORIZED INTO FOUR MAIN CATEGORIES.

THE FIRST ONE IS LATE RELIEF, WHICH COVERS SITUATIONS WHERE OFFICERS STAY PAST THEIR SHIFT OR WHEN THERE'S A SHORTAGE OF OFFICERS PLANNED OPERATIONS, WHICH INCLUDES PRE-PLANNED ACTIVITIES SUCH AS PATROLS AND HIGH ACTIVITY AREAS.

REIMBURSED. REIMBURSED OVER TIME, WHICH INCLUDES WORK THAT WE DO FOR OTHER DEPARTMENTS OR ORGANIZATIONS IN WHICH THEY PAY US BACK AND THE CITY GETS COMPENSATED FOR THAT WORK. AND THEN FINALLY, EXTRAORDINARY ACTIVITIES, WHICH ARE USUALLY ONE TIME EVENTS OR HARD TO PREDICT EVENTS SUCH AS PROTESTS, WEATHER, EVENT EMERGENCIES, OR ALSO IT INCLUDES OUR SPEEDING AND RACING TASK FORCE THAT WE CURRENTLY HAVE RIGHT NOW.

NEXT SLIDE.

THIS IS AN OVERTIME BREAKDOWN.

AND THERE'S A GRAPH AND THERE'S TWO BARS.

AND I'LL WALK YOU THROUGH BOTH OF THEM.

THE FIRST BAR REPRESENTS OUR CURRENT OVERTIME SPENDING OF $55.5 MILLION.

NOW EMBEDDED IN THAT COST ARE THREE CATEGORIES THAT I WANT TO TALK ABOUT.

NUMBER ONE REIMBURSED ACTIVITY, WHICH IS $5.4 MILLION.

EXTRAORDINARY ACTIVITY, WHICH IS $6.7 MILLION, AND MARKET AND STEP ADJUSTMENTS, WHICH IS, IF WE WERE TO COMPARE OURSELVES TO TO FISCAL YEAR 18, THE TWO, IT WOULD BE $7.5 MILLION.

MARKET AND STEP ADJUSTMENTS ARE DONE EVERY YEAR TO MAKE SURE THE POLICE DEPARTMENT IS COMPETITIVE WITH THE MARKET.

THOSE ARE NECESSARY ADJUSTMENTS, BUT IT'S IMPORTANT THAT WE LOOK AT THE IMPACT OVER A PERIOD OF TIME.

AND IF WE COMPARE OURSELVES TO FISCAL YEAR 18 TO TODAY, THE IMPACT IS $7.5 MILLION.

SO WE THINK IT'S IMPORTANT TO JUST RECOGNIZE THAT IMPACT.

AND IF WE WERE TO BACK THOSE COSTS OUT, WE WOULD BE SPENDING 35 MILLION VERSUS THE 55 MILLION.

AND SO IT IS SIGNIFICANT WE BELIEVE.

NEXT SLIDE.

THIS IS A VIEW OF OUR HUMAN CAPITAL OVER A PERIOD OF TIME, GOING BACK FROM FISCAL YEAR TEN ALL THE WAY TO A FORECAST OF TODAY IN THE NEXT COUPLE OF YEARS.

THE GRAPH SHOWS TO A BAR WITH TWO SHADES.

THE BLUE REPRESENTS PEOPLE.

THAT'S THE AVERAGE HEADCOUNT FOR THAT YEAR.

THE ORANGE REPRESENTS OVERTIME FTES.

IF WE COMBINE THE TWO, WE CAN SEE A HOLISTIC PICTURE OF THE HUMAN CAPITAL FOR THAT YEAR.

WHAT YOU'LL NOTICE IS THAT OVER TIME, AS THE BODIES, AS THE NUMBER OF STAFF AVAILABLE HAS DECREASED, THE OVERTIME FTES HAVE INCREASED.

AND SO YOU SEE THAT TREND OVER TIME, ESPECIALLY WHEN YOU LOOK AT FISCAL YEAR TEN GOING FORWARD TO TO THE FUTURE AS OF TODAY.

AND ANOTHER THING YOU'LL NOTICE IS THAT EVEN WITH OUR OVERTIME SPENDING, OUR HUMAN CAPITAL IN FISCAL YEAR 24 IS FAR SHORT OF WHERE IT WAS IN FISCAL YEAR TEN.

353 FTES SHORT.

NEXT SLIDE. THIS IS A SLIDE THAT SHOWS THE TOTAL COST TO TO CONVERT A CIVILIAN TO.

TO BECOME AN OFFICER, IT INCLUDES.

IT INCLUDES 18 MONTHS OF TRAINING, WHICH IS THE ACADEMY AND FIELD TRAINING.

IT INCLUDES COSTS THAT WE'RE GOING TO PAY THEIR SALARY, PENSION AND FICA OVER THAT PERIOD OF TIME.

WE'RE GOING TO PROVIDE UNIFORM CLOTHING, EQUIPMENT.

WE'RE GOING TO MAKE SURE THEY HAVE A VEHICLE IN WHICH TO DRIVE.

WE'RE GOING TO PAY THE TRAINERS AT THE ACADEMY, AND WE'RE GOING TO ALSO PAY THE BACKGROUND DETECTIVES THAT PROCESS THEIR APPLICATION.

THE FULL LOADED COST, THE FULLY LOADED COST TO ON BOARD AN OFFICER AND CONVERT A CIVILIAN TO BECOME AN INDEPENDENT OPERATING OFFICER IS $273,000. NEXT SLIDE.

THIS IS A SLIDE THAT SHOWS WORK TIME AVAILABILITY FOR AN EMPLOYEE.

EVERY EMPLOYEE IS BUDGETED TO WORK 20 80 HOURS A YEAR.

THAT'S 40 HOURS A WEEK TIMES 52 WEEKS OF THE YEAR.

BUT EVERY EMPLOYEE ALSO HAS TIME AWAY.

WE KNOW THAT EMPLOYEES HAVE HOLIDAY HOLIDAYS IN WHICH THEY'RE AWAY FROM WORK, SICK TIME, VACATION TIME AND OTHER FORMS OF LEAVE IN WHICH THEY'RE NOT AT WORK.

FOR THE POLICE DEPARTMENT, THE AVERAGE WORK TIME AVAILABILITY IS IN TERMS OF HOURS IS 16 TO 24.

NOW, US AS A POLICE DEPARTMENT, IF WE WANT TO, IF WE WANT TO CLOSE THE GAP AND MAKE UP FOR THAT TIME AWAY, WE HAVE TO BUDGET AN ADDITIONAL 585 HOURS OF ANOTHER OFFICER.

NEXT SLIDE.

THIS SLIDE IS GOING TO SHOW A GRAPH.

AND THERE'S TWO BARS, ONE ON THE LEFT AND ONE ON THE RIGHT.

I'LL WALK YOU THROUGH BOTH OF THEM.

THE ONE ON THE LEFT SHOWS OUR CURRENT FISCAL YEAR PROJECTED OVERTIME SPENDING.

[01:50:01]

NOW THAT MONEY IS BEING SPENT TO PAY FOR 732,000 32,000 HOURS OF OVERTIME.

732,000. NOW, IF WE WANTED TO MAKE.

IF WE WANTED THAT WORK TO BE DONE BY REGULAR TIME OFFICERS, WE WOULD HAVE NEEDED AN ADDITIONAL 451 OFFICERS AT THE BEGINNING OF THE YEAR.

THE COST? THE BAR ON THE RIGHT SHOWS THE COST OF ONBOARDING THOSE 451 ADDITIONAL OFFICERS.

THE BLUE SHADED PORTION IS FOR THEIR BASE PAY.

THE ORANGE SHADED PORTION IS FOR FICA PENSION AND BENEFITS, AND THE GREEN PORTION IS THE PORTION THAT IS THE ONE TIME FIRST YEAR COST THAT IS USED TO COVER THEIR UNIFORM, THEIR EQUIPMENT, THEIR TRAINING, AND THE VEHICLE.

AND SO AS YOU CAN SEE, THE COST ON THE RIGHT IS FAR GREATER THAN THE COST ON THE LEFT.

IN OTHER WORDS, TO HIRE 451 ADDITIONAL OFFICERS, WE WOULD BE WE WOULD SPEND $113 MILLION, WHICH IS 103% HIGHER THAN OUR CURRENT OVERTIME PROJECTED SPENDING.

NEXT SLIDE. THIS IS A GRAPH THAT HAS THREE THREE DIFFERENT GRAPHS ON THE SLIDE.

THE TOP LEFT IS OUR HIRING.

THAT SHOWS OUR PREVIOUS YEARS OF HIRING AND OUR CURRENT YEAR PROJECTED COMPARED TO THE TARGET.

THE GRAPH TO THE RIGHT SHOWS ATTRITION, AND WHAT YOU'LL NOTICE IS THAT ATTRITION IS TRENDING DOWN.

AND THE MOST IMPORTANT GRAPH IS THE ONE ON THE BOTTOM, WHICH IS THE NET CHANGE IN HEADCOUNT.

I'LL BRING YOUR ATTENTION TO THE FACT THAT IN FISCAL YEAR 21, 22 AND 23, WE ACTUALLY HAD A NET DECREASE IN HEADCOUNT, MEANING WE LOST MORE OFFICERS, IN WHICH IN THAN WHAT WE HIRED.

SO THE IMPACT FOR THE DEPARTMENT WAS A DECREASE.

HOWEVER, IN 24 WE WE DO PROJECT A NET INCREASE AND WE ALSO PROJECT INCREASES IN 25 AND 26.

SLIDE TEN. THIS IS A STAFFING PLAN FORECAST FOR THE FUTURE.

IF WE'RE ABLE TO HIRE 250 OFFICERS AND HAVE AN ATTRITION OF A 190 OR LESS, WE ESTIMATE THAT WE CAN GROW THE DEPARTMENT BY 60 PER YEAR, AND OUR DESIRED STRENGTH IS 3600.

WITH THOSE NUMBERS, WE COULD ACHIEVE OUR DESIRED STRENGTH IN NINE YEARS.

THE TOTAL AMOUNT OF DOLLARS TO PAY FOR THAT WOULD BE HIGHER THAN THE DOLLARS THAT WE PAY TODAY.

HOWEVER, I'LL BRING YOUR ATTENTION TO THE FACT THAT OVER TIME, SPENDING WILL DECREASE.

WE IF WE HAD THOSE OFFICERS, IF WE HAD THAT STAFFING TODAY OR OVER TIME SPENDING IS PROJECTED WOULD BE PROJECTED TODAY IN TODAY'S DOLLARS TO BE 22 MILLION VERSUS THE 55 MILLION THAT WE HAVE.

NEXT SLIDE.

THIS IS A GRAPH THAT SHOWS TWO VARIABLES ONE OUR PRIORITY ONE CALLS OVER TIME FROM FISCAL YEAR 18 TO TODAY AND IS SHOWING THE PERCENT CHANGE.

THE OTHER IS SHOWING THE SWORN STRENGTH AND IT'S ALSO SHOWING THE PERCENT CHANGE.

WHAT YOU'LL NOTICE IS THAT PRIORITY ONE CALLS HAVE INCREASED 26% OVER THAT PERIOD OF TIME, WHILE THE SWORN STAFFING HAS INCREASED 2.4%. THE THE DEMANDS FOR WORK ARE OUTPACING THE STAFFING LEVELS, AND PRIORITY ONE CALLS ARE THE MOST RESOURCE INTENSIVE CALLS THAT WE HAVE.

AND WE ESTIMATE THAT TODAY, IN FISCAL YEAR 24, THE IMPACT OF PRIORITY ONE CALLS INCREASE YEAR OVER YEAR FROM THE PREVIOUS YEAR IS $1.7 MILLION.

NEXT SLIDE.

THIS IS A SLIDE THAT SHOWS OUR VIOLENT CRIME REDUCTION PLAN.

THE TOTAL OPERATING COST FOR OUR VIOLENT CRIME REDUCTION PLAN IS ALMOST $11 MILLION.

7.6 OF THAT IS DIRECT COSTS FOR STAFF THAT ARE DEDICATED TO WORK.

THE PLAN AND $3.6 MILLION.

OVERTIME DOLLARS IN PATROL BECAUSE WE ARE REDIRECTING RESOURCES TO BE IN HOTSPOT AREAS.

AND WHILE THEY'RE THERE, THEY'RE MARKED OUT, UNAVAILABLE FOR CALLS.

AND SO THERE IS OVERTIME ASSOCIATED WITH THAT WORK AS WELL.

TOTAL COST BEING $11 MILLION.

NEXT SLIDE.

THIS IS A VIEW OF OUR STAFFING IMPACT ON OVERTIME.

WE HAVE LOOKED AT DATA TO ASSESS HOW ABSENTEEISM AFFECTS OVERTIME OR HOW IT'S CORRELATED.

THAT'S MORE APPROPRIATE, HOW IT'S CORRELATED.

AND THE CORRELATION RIGHT NOW SHOWS US THAT FOR EVERY EIGHT HOURS OF ABSENCE, WE COULD EXPECT UP TO FOUR HOURS OF OVERTIME.

AND SO WE BELIEVE THAT WITH THIS RATIO, WE CAN ESTIMATE THAT FOR EVERY 100 ADDITIONAL OFFICERS, WE COULD REDUCE OVERTIME BY $4.5 MILLION.

[01:55:05]

AND THE EQUIPMENT WOULD BE ANOTHER $8 MILLION.

SO THE TOTAL COST IS IS GREATER THAN THE THAN THE OVERTIME REDUCTION.

HOWEVER THAT'S WHAT THE ESTIMATE SHOWS.

NEXT SLIDE.

THIS IS A SLIDE TALKING ABOUT RIGHT CARE.

IT WAS IMPLEMENTED IN 2018.

IT IS A TEAM.

IT IS IT IS A TEAM OF PEOPLE DEDICATED TO RESPOND TO MENTAL HEALTH CALLS PRIOR TO RIGHT CARE.

THE POLICY FOR POLICE WAS TO SEND FOUR OFFICERS AND ONE SUPERVISOR FOR EVERY MENTAL HEALTH CALL.

WHEN RIGHT CARE WAS DEVELOPED, THAT THE CONCEPT WAS TO SEND ONE OFFICER, ONE PARAMEDIC AND ONE CLINICIAN TO THESE MENTAL HEALTH CALLS.

AND WE BELIEVE THAT THAT THAT WAS AN IMMEDIATE EFFICIENCY FOR POLICE BECAUSE INSTEAD OF SENDING FIVE OFFICERS, WE'RE NOW SENDING ONE.

AND WE ALSO BELIEVE IT'S NOT ONLY IS IT EFFICIENT, BUT IT PROVIDES BETTER OUTCOMES FOR THE COMMUNITY.

AND SO IN THE DALLAS POLICE DEPARTMENT TODAY IS OPERATING 18 TEAMS AND WE BELIEVE DIVERTING AS MUCH AS 64 FULL TIME FTES.

SO IT'S A IT'S AN EFFECTIVE AND EFFICIENT STRATEGY.

NEXT SLIDE.

THIS SLIDE IS SHOWING OTHER EFFICIENCIES THAT WE'VE ACHIEVED OVER THE PREVIOUS YEARS.

IN 2020 WE LAUNCHED DOORS, WHICH IS THE DIGITAL ONLINE REPORT SYSTEM THAT ALLOWS THE PUBLIC TO FILE A POLICE REPORT AT THE AT THEIR COMPUTER WITHOUT HAVING TO WAIT FOR AN OFFICER.

WE HAVE ALSO INCREASED OUR USE OF EXPEDITERS, WHICH ARE TAKING PHONE REPORTS OVER THE PHONE.

AND AND AND SO THOSE TWO THINGS ARE COMBINED HAVE ARE PROJECTED TO DIVERT AS MUCH AS 47 FTES, MEANING FOR EVERY ONE OF THOSE THAT WE HANDLE WITH DOORS OR EXPEDITERS.

THAT'S A PATROL OFFICER THAT WE'RE NOT DISPATCHING TO A CALL.

SO IT'S VERY EFFICIENT.

AND WE BELIEVE AVOIDING AS MUCH AS $3.4 MILLION IN OVERTIME.

CIVILIANIZATION IS ANOTHER STRATEGY THAT WE HAVE USED, WHICH IS TO SAY THAT IF WE CAN IDENTIFY SWORN OFFICERS HANDLING ADMINISTRATIVE WORK THAT COULD BE DONE BY A CIVILIAN, WE WANT TO CIVILIANIZE THAT POSITION, THEREBY RELEASING THAT SWORN OFFICER BACK INTO FIELD OPERATIONS.

WE DID 95 POSITIONS IN 21 AND IN 24 THIS YEAR.

WE'VE ALSO IMPLEMENTED ANOTHER 20 INVESTIGATIVE SUPPORT SPECIALISTS THAT ARE EMBEDDED IN THE DETECTIVE BUREAUS TO HELP DETECTIVES WITH THE ADMINISTRATIVE PAPERWORK THAT THEY DO WHEN FILING CASES.

ANOTHER STRATEGY THAT WE HAVE IS TO TRANSFER CALLS FOR A POSSIBLE TO OTHER DEPARTMENTS THAT ARE BETTER SUITED TO RESPOND.

SO, FOR EXAMPLE, WE WE HAVE LAST YEAR TRANSFERRED STREET BLOCKAGE AND PARKING VIOLATIONS TO THE TRANSPORTATION DEPARTMENT, DIVERTING AS MUCH AS 8000 CALLS PER YEAR.

AND FINALLY, OUR AUTO RETURN CONTRACT, WHICH WE IMPLEMENTED LAST YEAR, HAS MADE US MORE EFFICIENT WHEN IT WHEN IT COMES TO DISPATCHING TOWS TO ACCIDENT SCENES.

PREVIOUS BEFORE THAT CONTRACT WENT IN PLACE, THE AVERAGE WAIT TIME FOR AN OFFICER ON THE SIDE OF THE ROAD WAITING FOR A TOW TRUCK WAS ONE HOUR, AND TODAY IT'S DOWN TO 20 MINUTES, SO WE'VE BECOME MUCH MORE EFFICIENT.

NEXT SLIDE.

THIS THESE ARE GRAPHS THAT ACTUALLY SHOW THE RESULTS OF THE EFFICIENCIES THAT I JUST SPOKE ABOUT.

YOU CAN SEE ON THE LEFT THERE'S EXPEDITER AND DOORS SHOWING FROM 2020 TO 2023.

AND THE INCREASED USAGE OF BOTH OF THOSE TOOLS.

AND ON THE RIGHT YOU CAN SEE THE ACTUAL CALLS FOR SERVICE FOR POLICE.

AND YOU CAN NOTICE THAT PRIORITY THREES AND FOURS HAVE DECREASED OVER THAT TIME.

SO THAT'S A DIRECT OFFSET, MEANING WE'VE BECOME MORE EFFICIENT WITH RESOURCES THAT WE HAVE.

SLIDE 17.

THESE THIS IS TWO SLIDES TWO GRAPHS ON THE LEFT YOU'LL SEE A COUPLE OF THINGS.

YOU'LL NOTICE PRIORITY ONE CALLS WHICH IS A GREEN LINE SHOWING AN UPWARD TREND.

YOU'LL NOTICE THAT THE DFW POPULATION ALSO HAS AN UPWARD TREND.

AND IT'S THAT IT'S THAT POPULATION WE BELIEVE IS VERY IMPORTANT FOR THE CALLS FOR SERVICE FOR POLICE, BECAUSE PEOPLE MIGHT LIVE IN COLLIN COUNTY OR DENTON COUNTY OR ANY SURROUNDING COUNTY, BUT THEY PROBABLY THEY WORK HERE OR THEY VISIT HERE.

THEY GET THEIR ENTERTAINMENT IN DALLAS.

THEY FLY OUT OF LOVE FIELD, THEY COME HERE TO SHOP.

THEY COME TO DALLAS.

DALLAS IS A DESTINATION FOR THE METROPLEX.

AS THE METROPLEX GROWS, CALLS FOR SERVICE FOR POLICE WILL ALSO GROW.

AND IT HAS AN IMPACT ON THE ON THE CALLS ON THE DEMANDS FOR SERVICE.

ON THE RIGHT, HOWEVER, OVER THAT SAME PERIOD OF TIME, YOU'LL NOTICE THAT VIOLENT CRIME HAS DECREASED 24% OVER THAT PERIOD OF TIME.

AND THAT'S FROM 2020 TO 2023.

AND IN THIS YEAR, WE'RE ON TARGET TO HAVE ANOTHER YEAR OF VIOLENT CRIME REDUCTION.

[02:00:01]

ALTHOUGH WE HAVE LESS STAFF AND WE'RE HANDLING MORE CALLS, BUT WE'RE PRODUCING EXCELLENT RESULTS.

NEXT SLIDE.

THIS IS AN OPPORTUNITY FOR EFFICIENCY THAT WE WE PILOTED.

AND WE'RE LOOKING TO EXPAND NEXT YEAR.

THE EFFICIENCY IS CALLED THE 410 PILOT.

SO IN THE PATROL BUREAU WE HAVE EXPERIMENTED WITH TWO STATIONS TO CHANGE THE SCHEDULE FROM EIGHT HOURS A DAY, FIVE DAYS A WEEK, TO FOUR DAYS, 10 TO 4 DAYS A WEEK AT TEN HOURS EACH DAY.

SO IT'S A 410 PILOT.

AND WHAT WE NOTICED IS THAT WHEN WE LAUNCHED IT IN BOTH SOUTHWEST AND SOUTH CENTRAL, THE OVERTIME CODE THAT'S SPECIFIC TO LATE CALL, LATE ARREST DECREASED IN SOUTHWEST BY 34% AND IN SOUTH CENTRAL BY 9%.

AND SO WE NOTICED THAT ABSENTEEISM IS DOWN AND THERE ARE FEWER SICK HOURS USED AND THE MORALE IS HIGHER.

SO WE BELIEVE THIS IS A MUCH IMPROVED STRATEGY, AND WE PLAN TO EXECUTE A STRATEGY TO IMPLEMENT THIS IN THE REST OF THE PATROL BUREAU NEXT YEAR.

NEXT SLIDE.

THIS ADDITIONAL REDUCTION PLAN STRATEGIES THAT WE HAVE INCLUDE.

IN 25, WE HAVE A SICK LEAVE BUYBACK PILOT PROGRAM.

I TOLD YOU EARLIER THAT THERE IS A CORRELATION WITH ABSENTEEISM AND OVERTIME.

AND WE ALSO KNOW THAT OFFICERS HIRED AFTER 2003 DO NOT HAVE THE ABILITY TO SELL BACK TIME AT THE POINT THAT THEY RETIRE.

SO WE'RE LOOKING FOR STRATEGIES TO INCENTIVIZE OFFICERS TO NOT USE SICK EXCESSIVELY IF THEY DON'T NEED TO, AND INSTEAD SHOW UP TO WORK AND SELL BACK THE TIME AND GET PAID FOR IT.

WE ALSO ARE LOOKING AT A RECRUITING REFERRAL BONUS PROGRAM, WHICH IS TO SAY THAT AN OFFICER CAN REFER SOMEONE TO THE DALLAS POLICE DEPARTMENT, AND IF THAT PERSON BECOMES AN OFFICER, THEN THERE'S A REFERRAL FEE THAT CAN BE PAID TO THE OFFICER THAT REFERRED THEM.

AND FINALLY, WE WILL CONTINUE TO MAINTAIN INDUSTRY BEST PRACTICES, SUCH AS RECENT CHANGES THAT WE DID WITH OUR GROOMING STANDARDS FOR TATTOOS AND BEARDS. NEXT SLIDE.

THE FOLLOWING ITEMS ARE ADDITIONAL EFFICIENCIES THAT WE'RE LOOKING TO DO NEXT YEAR.

SO WE ARE GOING TO INVEST IN OUR GATE SECURITY BECAUSE RIGHT NOW WHEN A PATROL STATION HAS A GATE THAT IS INOPERABLE, WE WILL POST AN OFFICER AT THE GATE TO PROTECT THAT STATION.

THAT IS TIME THAT COULD BE BETTER SPENT OF THAT OFFICER ANSWERING CALLS AND THAT TIME THAT THEY SPEND SOMETIMES IT.

THE FACT IS, IS THAT IF THEY'RE NOT AVAILABLE TO ANSWER CALLS, THAT RESULTS IN OVERTIME ELSEWHERE IN THE DEPARTMENT.

AND SO THE SO WE ARE LOOKING TO INVEST IN OUR GATE SECURITY.

WE ARE ALSO LOOKING TO INVEST IN OUR 911 CALL CENTER FOR THESE CRITICAL POSITIONS THAT HAVE BEEN HARD TO FILL.

AND WE'RE GOING TO CREATE A CAREER SERIES FOR CALL TAKERS, DISPATCHERS, AND POLICE REPORT REPS.

WE BELIEVE THAT WILL HELP TO REDUCE THE VACANCY RATE.

AND FOR EVERY CIVILIAN THAT'S SITTING IN THE SEAT, THAT'S ONE SWORN OFFICER THAT WE DON'T HAVE TO SEND ON OVERTIME TO THE CALL CENTER TO ANSWER CALLS.

AND THEN FINALLY, WE'RE GOING TO CONTINUE TO LEVERAGE CIVILIANS WHERE POSSIBLE IN OUR YOUTH OPERATIONS DIVISION.

THE LAW HAS CHANGED RECENTLY, WHICH IS MAKING IT REQUIRED FOR MORE WORK TO BE DONE IN THAT YOUTH OPERATIONS CENTER.

AND EITHER WE HANDLE THAT ADDITIONAL WORKLOAD WITH OVERTIME, OR WE SEND ADDITIONAL SWORN OFFICERS TO THAT UNIT, OR WE FILL IT WITH CIVILIANS.

AND IN THIS PARTICULAR CASE, WE THINK IT'S MORE EFFICIENT TO FILL IT WITH CIVILIANS.

AND SO THERE'S CIVILIAN MONEY IN 25 TO GO TO THAT, TO THAT UNIT TO BECOME MORE EFFICIENT THERE.

NEXT SLIDE.

SO THE DEPARTMENT HAS A NUMBER OF POLICIES IN PLACE THAT GOVERN NOT ONLY OUR USAGE, BUT THE RESPONSIBILITIES TO THE PATROL LEVEL THAT ADDRESS OUR ACCOUNTABILITY AND OVERTIME.

GENERAL ORDER FOUR 2103 TALKS ABOUT THE NUMBER OF OFFICERS, NUMBER OF HOURS OFFICERS CAN WORK IN ANY GIVEN DAY, WHICH IS 16 HOURS, AND THE MAX NUMBER DURING THE WEEK IS 80 HOURS.

EXCEPTIONS TO THIS IS WHEN THE CHIEF OF POLICE OR ASSISTANT CHIEF OF POLICE DIRECTS AN OFFICER TO WORK MORE THAN THAT.

WHEN WHEN COURT IS MANDATED WHERE AN OFFICER HAS TO GO TO COURT TO TESTIFY.

AND THOSE HOURS, COMBINED WITH THEIR TOTAL WORK HOURS, MAY BE PERMITTED TO GO PAST THAT TIME.

ADDITIONALLY, IF THEY GET A LATE CALL IN ADDITION TO THEIR REGULAR HOURS, THOSE COMBINED HOURS MAY EXCEED THE TOTAL AMOUNT OF 16 HOURS PER DAY.

NEXT SLIDE. SECTION 206 OF THE GENERAL ORDERS OR PAYROLL PROVISION THAT TALKS ABOUT, NUMBER ONE, THE DEPARTMENT HAVING AN OBLIGATION TO GUARD AGAINST INDISCRIMINATE PAYMENT OF OVERTIME.

IT WILL MANDATE SUPERVISORS TO REVIEW ALL REQUESTS FOR COMPENSATION TO GUARD AGAINST ANY INACCURATE OR UNJUSTIFIED PAYMENTS.

[02:05:03]

EMPLOYEES HAVE AN OBLIGATION TO REPORT TO THEIR SUPERVISORS ANY DISCREPANCIES IN SALARY OR COMPENSATION IF IF THEY FAIL TO DO THIS WITHIN 30 DAYS, THE EMPLOYEE WILL THEN BE RESPONSIBLE FOR PAYING THIS MONEY BACK.

NEXT SLIDE.

THE PATROL STANDING OPERATING PROCEDURE 1608 TALKS ABOUT SUPERVISORS AND THEIR DUTIES, DAILY DUTIES TO MONITOR LATE RELIEF OVERTIME FOR HABITUAL PATTERNS.

IF THEY NOTICE THESE PATTERNS, THEY WILL THEN COUNSEL WITH THE EMPLOYEE TO MAKE SURE THAT THEIR SCHEDULE AND THEIR WORKLOAD IS IN LINE WITHOUT WORKING SO MUCH OVERTIME, WHICH IS ALSO A WELLNESS ISSUE.

AN EMPLOYEE WHO'S GOING TO BE MORE THAN 15 MINUTES LATE MUST CONTACT A SUPERVISOR AND NOTIFY HIM OR HER OF THE REASON FOR BEING LATE, AND THEY'LL HAVE TO PROVIDE JUSTIFICATION. THIS JUSTIFICATION GIVES THE SUPERVISOR AN OPPORTUNITY EITHER TO RELIEVE THAT OFFICER OR MAKE SOME OTHER ADDITIONAL ARRANGEMENTS IF NEED BE. NEXT SLIDE.

OKAY. AND THIS IS OUR SLIDE WHERE WE TALK ABOUT CREATING A WORKDAY REPORT THAT WE ARE CURRENTLY DEVELOPING.

NOW THAT IS GOING TO IDENTIFY IT'S AN EXCEPTION REPORT THAT WILL IDENTIFY ANY OFFICER THAT HAS A COMBINED TOTAL WORK HOURS IN ONE GIVEN DAY.

THAT IS 16 HOURS OR MORE.

AS WE TALKED ABOUT IN THE PREVIOUS COUPLE SLIDES, WE DO HAVE GENERAL ORDERS THAT CAP THE NUMBER OF HOURS IN ONE GIVEN DAY.

AND SO THIS REPORT WOULD BE AN EXCEPTION REPORT THAT WILL HELP THE COMMANDERS AND AND THE BUREAU CHIEFS MONITOR WHAT'S GOING ON IN THEIR BUREAU AND IDENTIFY ANY OFFICERS THAT EXCEED THAT THRESHOLD.

THE FINANCIAL BUREAU WILL CONTINUE TO SEND BIWEEKLY REPORTS, LIKE WE DO NOW, TO THE DEPARTMENT, SHOWING TOP OVERTIME EARNERS OVERTIME USAGE BY AUG, AND WE'LL CONTINUE TO DO THAT NEXT SLIDE.

FUTURE OPPORTUNITIES.

AND THESE ARE THINGS THAT WE HAVE ON THE HORIZON.

WE'RE GOING TO CONTINUE TO LOOK AT AND SEE WHERE WE CAN FIND ADDITIONAL EFFICIENCIES, SUCH AS LOOK FOR WAYS TO EXPAND THE USE OF DOORS AND EXPEDITERS.

WE WILL ALSO HAVE A STUDY IN THE CRIME SCENE UNIT TO MAKE SURE THAT IT IS OPTIMAL, AND LOOK AT THE STAFFING LEVELS FOR THAT UNIT.

WE WILL ADJUST SCHEDULES WHERE POSSIBLE, SUCH AS OUR SPEEDING AND RACING TASK FORCE.

WE MIGHT LOOK AT A HYBRID SCHEDULE THERE.

AND THEN ALSO WE WILL LOOK AT BENCHMARKING OTHER SIMILAR SIZED AGENCIES FOR THEIR OVERTIME USAGE AND THEIR PRACTICES.

AND THAT CAN. OH I'M SORRY.

AND THE CHIEF HAS SOME FINAL COMMENTS.

THANK YOU. FIRST, LET ME JUST I WANT TO THANK ASSISTANT DIRECTOR RIOS FOR PUTTING THIS TOGETHER.

I KNOW THE TREMENDOUS AMOUNT OF WORK THAT IT TOOK.

ONE, ONE QUESTION, AND I KNOW MARTIN HIT IT IN ONE OF THE SLIDES IS REALLY.

WHAT IS THE RETURN ON INVESTMENT? WHAT IS THE RETURN ON THIS IMPORTANT INVESTMENT? AND WHAT DO OUR RESIDENTS GET FOR THIS INVESTMENT? YOU KNOW, AS YOU LOOK CURRENTLY AND AS YOU ARE ALL AWARE, WE'RE NOW IN OUR FOURTH, CURRENTLY IN OUR FOURTH CONSECUTIVE YEAR OF TOTAL VIOLENT CRIME REDUCTION.

AS WE STAND TODAY, WE HAVE 830 LESS VICTIMS OF VIOLENT CRIME THIS YEAR AT THIS TIME THAN WE HAD LAST YEAR WITH THE REDUCTIONS WE MADE LAST YEAR.

OUR AGGRAVATED ASSAULTS ARE DOWN ALMOST 17 NONFAMILY VIOLENCE DOWN ALMOST 17%.

TOTAL AGGRAVATED ASSAULT DOWN OVER 13% MURDER IS DOWN OVER 21%, ROBBERY IS DOWN.

AND IN ADDITION TO THAT, AS WE LOOK AT OUR PROPERTY CRIMES, AUTO THEFT IS DOWN ALMOST 15%.

BURGLARY IS DOWN.

BREAKING INTO MOTOR VEHICLES IS DOWN.

OUR NONVIOLENT CRIME IS ALSO DOWN OVER 12%.

AND SO AS WE HAVE THESE DISCUSSIONS, I JUST WANT TO THANK THE MEN AND WOMEN.

I WANT TO ALSO THANK YOU FOR THE CONTINUED SUPPORT THAT YOU GIVE THIS POLICE DEPARTMENT.

BUT THAT RETURN ON INVESTMENT ONE LIFE IS TOO MANY THAT'S IMPACTED.

BUT WE FEEL THAT THE INVESTMENT IS BEING WELL MANAGED.

THANK YOU. WELL THANK YOU VERY MUCH FOR THAT PRESENTATION.

I WILL SAY I THINK IT WAS NOT ONLY VERY WELL DONE, BUT VERY IMPORTANT AND TIMELY.

I THINK IT'S SOMETHING THAT A LOT OF MEMBERS OF THIS COUNCIL WANTED AND NEEDED TO, TO HEAR.

SO I JUST WANT TO SAY REALLY QUICKLY BEFORE I START GOING TO, TO MEMBERS THAT, YOU KNOW, THE POLICE OVERTIME BUDGET IS SOMETHING THAT WE'VE DISCUSSED BEFORE.

OVER THE YEARS SINCE I'VE BEEN MAYOR.

AND I THINK IT'S JUST REALLY IMPORTANT THAT WE GET THIS RIGHT AND THAT WE UNDERSTAND THE FACTS AROUND OVERTIME, WHY WE HAVE IT, HOW MUCH IT COSTS, HOW MUCH THE ALTERNATIVES TO OVERTIME COST, AND SO WE

[02:10:10]

I DON'T THINK THERE'S ANYBODY ON THE DALLAS CITY COUNCIL.

I CAN SPEAK FOR MYSELF, FOR SURE, BUT I THINK I'M ON SAFE GROUND WHEN I SAY, I DON'T THINK THERE'S ANYBODY ON THE CITY COUNCIL WHO DOESN'T APPRECIATE THE THE VALUE TO OUR RESIDENTS AND TO THE VISITORS TO OUR CITY OF HAVING A SAFE CITY.

AND I DON'T THINK THERE'S ANYONE WHO, AT LEAST I'VE NOT HEARD ANYONE ARTICULATE ANY ISSUE WITH OUR GOAL OF BECOMING THE SAFEST LARGE CITY IN AMERICA.

AND THE REASON I SAY ALWAYS EMPHASIZE SAFE, LARGE CITIES, BECAUSE I WANT PEOPLE TO UNDERSTAND THAT WE'RE NOT WE'RE NOT CONFUSED ABOUT WHAT DALLAS IS.

DALLAS IS A VERY LARGE MAJOR AMERICAN CITY.

IT HAS THE CHALLENGES OF A LARGE, MAJOR METROPOLIS.

IT'S NOT A LITTLE QUAINT LITTLE TOWN IN THE MIDDLE OF NOWHERE.

WE ARE WE HAVE SEVERAL INTERSTATE HIGHWAYS THAT GO THROUGH OUR CITY.

TAKING FOLKS FROM, YOU KNOW, MINNEAPOLIS TO MEXICO.

SO IT'S A IT'S A IT'S A CHALLENGE OF THE HIGHEST ORDER.

IF YOU TALK TO ANYONE FROM OUR FEDERAL LAW ENFORCEMENT PARTNERS DOWN TO OUR DALLAS POLICE DEPARTMENT.

WE'VE GOT A LOT OF THINGS GOING ON HERE, AND I THINK OUR POLICE DEPARTMENT DOES CLEARLY A FANTASTIC JOB IN KEEPING US ALL SAFE.

BUT IT'S A WORK IN PROGRESS.

WE'RE ALWAYS TRYING TO GET BETTER OVER TIME IS AN IMPORTANT PART OF THAT, THOUGH.

IT'S A REALLY IMPORTANT PART OF THAT.

AND I THINK THE, YOU KNOW, BOILING IT ALL DOWN, THERE'S A LOT OF INFORMATION THAT GOT SHARED TODAY, BUT BOILING IT ALL DOWN UNTIL YOU HAVE THE OFFICERS, YOU HAVE TO HAVE THE OVERTIME UNTIL UNTIL YOU HAVE THE, THE, THE BODIES, YOU HAVE TO RELY ON OVERTIME TO GET THE BODIES.

YOU HAVE TO WORK MORE HOURS.

AND IT'S JUST IT'S JUST A TRADE OFF.

AND THEN YOU SEE THE COST ASSOCIATED EVEN ONCE YOU DO HAVE THE, THE BODIES.

IT'S, IT'S, IT'S AN EXPENSIVE, YOU KNOW, OPERATION TO GET THEM HIRED, TRAINED AND ON THE STREETS.

SO YOU HAVE TO ALWAYS BE MINDFUL OF, YOU KNOW, WHAT IT IS YOU'RE ACTUALLY SAYING WHEN YOU SAY WE DON'T WANT TO RELY SO HEAVILY ON OVERTIME, THE QUESTION BECOMES, WELL, THEN RELY ON WHAT? AND SO THAT'S SORT OF MY SOAPBOX FOR TODAY ABOUT THAT.

I APPRECIATE THE PRESENTATION.

I KNOW WE HAVE A LOT OF PEOPLE WHO WANT TO JUMP IN, BUT I BELIEVE MISS BLACKMON GOT TO ME FIRST WITH HER REQUEST TO JUMP IN.

SO I WILL START OFF THE COMMENTS AND QUESTIONS WITH HER FOR FIVE MINUTES.

THANK YOU AND APPRECIATE THOSE REMARKS AND APPRECIATE THE PRESENTATION.

I'LL JUST JUMP IN. SO, MARTIN I'VE GOT A QUESTION ON THE SLIDE WHERE YOU WERE TALKING ABOUT HOURS RELATED TO I GUESS I DIDN'T WRITE DOWN THE SLIDE NUMBER, BUT IT WAS HOURS RELATED TO HOW MUCH IT WOULD COST TO PUT SOMEBODY ON THE STREET, AND IT WAS LIKE AN EVALUATION. OH.

SLIDE EIGHT THERE. I WROTE IT DOWN.

SO SLIDE EIGHT, IS THAT A SHORT TERM COST.

BECAUSE I'M LOOKING AT WHAT WOULD THE LONG TERM COST BE TO ONCE YOU GET TO OPTIMAL, THEN OF COURSE YOUR OVERTIME SHOULD COME DOWN SO YOU HAVE A INCREASE IN YOUR SHORT TERM COSTS, BUT YOUR LONG TERM COSTS SHOULD BALANCE OUT.

IS THAT A FAIR STATEMENT? I THANK YOU FOR THAT QUESTION, COUNCIL MEMBER.

SO HERE IS THE REALITY OF OF THE TWO OF THAT SLIDE.

AND IT SHOWS TWO BARS, THE LEFT AND THE RIGHT.

ON THE RIGHT YOU'LL HAVE THIS IS THE COST THAT DEPICTS THE, THE ACTUAL AMOUNTS OF DOLLARS IT WOULD TAKE TO ONBOARD AND PAY FOR 451 ADDITIONAL OFFICERS.

THE REALITY IS THE GREEN PORTION IS ONE TIME AND WOULD GO AWAY, BUT THE BLUE AND THE ORANGE WOULD REMAIN.

AND SO EVEN THE REALITY, BECAUSE OF THE FACT THAT THERE'S ADDITIONAL DOLLARS ASSOCIATED WITH REGULAR TIME, SUCH AS PENSION AND BENEFITS, AND ALSO THE FACT THAT WE IF YOU WANT 732,000 HOURS WORKED YOU YOU CAN'T WE NEED 451 ADDITIONAL OFFICERS AND SO THAT THAT AMOUNT OF MONEY IS JUST HIGHER.

IT'S JUST HIGHER THAN THE OVERTIME AMOUNT.

SO IT IT WOULD BE IF WE TOOK THE GREEN PORTION AWAY, IT WOULD STILL BE $10 MILLION HIGHER.

OKAY. SO SO WE THE PRESENTATION IS BASICALLY SAID WE'RE PROBABLY GOING TO HAVE SOME TYPE OF OVERTIME ALLOCATION IN A BUDGET, CORRECT? YES.

NEXT YEAR WE DO HAVE OVERTIME IN THE BUDGET.

[02:15:02]

AND AND I THINK THERE IS TRADE OFFS.

WHILE IT MAY NOT BE DOLLARS, I MEAN IF YOU HAVE SOMEBODY WORKING 16 HOURS A DAY OR PLUS OR EVEN UP TO TEN AND THIS KIND OF JOB THAT CAN REALLY WEIGH ON YOUR MENTAL MENTAL SELF AND SO YOU DON'T WANT SOMEBODY TO GO THROUGH THAT.

AND SO I DO THINK THERE IS OTHER COSTS THAT ARE NOT HARD COSTS THAT ARE THAT COULD BE FACTORED IN INTO JUST A WORK ENVIRONMENT.

AND SO NEXT THING IS YOU PUT UP THE GENERAL ORDERS AND I GUESS, AND THEN YOU SHOWED HOW THEY'RE GOING TO BE TRACKED, IF YOU WILL.

IS THAT SAYING THAT THEY HAVEN'T BEEN TRACKED IN THE PREVIOUS YEARS AND THAT YOU'RE TRYING TO PUT SOME GUARDRAILS ON THAT? NO. SO THE GENERAL ORDERS HAVE BEEN OKAY.

SO THE GENERAL ORDERS HAVE BEEN THERE.

AND WHEN WE TALKED ON SLIDE 24 ABOUT ABOUT WHAT WE'RE DOING, WE HAVE ALSO WE'VE ALWAYS BEEN SENDING OUT BI WEEKLY REPORTS SHOWING THE OVERTIME USAGE.

WHAT IS NEW, THOUGH, IS THAT WE'RE DEVELOPING A NEW WORK DAY REPORT THAT'S GOING TO ACTUALLY COMBINE THE TOTAL HOURS WORKED BETWEEN REGULAR AND OVERTIME, SO THAT WE CAN SEE A HOLISTIC PICTURE OF ACTIVITY WITHIN ONE GIVEN DAY.

AND IT'S GOING TO BE AN EXCEPTIONAL REPORT, SO THAT WE ONLY SEE THOSE OCCURRENCES WHERE IT EXCEEDS THE GENERAL ORDER.

AND SO THAT THAT IS A NEW REPORT.

AND SO IT'S NOT THAT WE HAVEN'T MONITORED IT, BUT WE DIDN'T HAVE THIS REPORT STRUCTURED IN THIS WAY.

AND WE THINK THAT THIS REPORT IS GOING TO BE A HELP FOR US IN TERMS OF GUARDRAILS TO MONITOR THE USAGE OF OVERTIME AND REGULAR TIME AND COMPARE IT TO THE GENERAL ORDERS.

SO, MARTIN, IT SOUNDS LIKE YOU'RE GOING TO GET A A BIGGER PICTURE.

IT'S NOT JUST A FEW SNAPSHOTS.

IT'S GOING TO BE A PANORAMIC, SO TO SPEAK.

THAT'S CORRECT.

OKAY. AND ON SLIDE 15 YOU PUT UP SOME NUMBERS AND OR PUT UP SOME STATEMENTS.

SO YOU'RE SAYING THAT IT COULD ACTUALLY BE MORE IF WE HADN'T IMPLEMENTED THESE, THESE THINGS? YES. THE REALITY IS, IS THAT THESE, THESE EFFICIENCIES HAVE HAVE HELPED US TO AVOID OVERTIME, HAD HAD WE NOT DONE THESE THINGS, IT WOULD IT WOULD HAVE BEEN MORE, I CAN SAY, PRETTY ALMOST CERTAIN WITH CERTAINTY.

IT WOULD HAVE BEEN MORE SO THESE THESE ACTIONS THAT WE'VE DONE IN THE PREVIOUS YEARS HAVE HELPED US BECOME MORE EFFICIENT AND WORK BETTER WITH THE TOOLS THAT WE HAVE. SAVING OFFICER TIME AND REDUCING OUR OVERTIME.

OKAY, AND A COUPLE MORE QUESTIONS.

SO IF ALMOST HALF OF OUR HOURS ARE LATE RELIEF.

HAVE YOU ALL DUG IN TO SEEING WHAT IS LATE RELIEF? YOU KNOW, NOT EVERY I GUESS LATE RELIEF IS EQUAL.

YES. WE WE HAVE AND WE ARE.

SO PART OF THAT LATE RELIEF INCLUDES ABOUT 45 OR 46% OF OUR OVERTIME IS IS FROM PATROL.

SO SOME OF THAT, SOME OF THAT LATE RELIEF DOES INCLUDE THINGS IN WHICH A SITUATION IN WHICH AN OFFICER IS AT THE END OF THEIR SHIFT, THEY ENCOUNTER A PRIORITY 1 OR 2 CALL AND NOW THEY'RE GOING TO WORK BEYOND THERE.

THEY'RE GOING TO. WORK BEYOND THERE.

AND THE END TIME OF THEIR SHIFT.

THAT CALL IS GOING TO REQUIRE THEM TO STAY LATER.

SO THAT'S AN EXAMPLE OF LATE RELIEF.

ANOTHER CATEGORY WITHIN THAT BUCKET IS ALSO MINIMUM STAFFING.

AND THAT INCLUDES WHEN WE KNOW THAT WE NEED X NUMBER OF PEOPLE TO ANSWER THE CALLS, THE DEMANDS OF THAT DAY.

BUT WE DON'T HAVE THAT MANY PEOPLE.

WE WILL WORK OVERTIME TO, TO MEET THAT, TO MEET THAT NEED.

OKAY. SO THERE'S MANY FACTORS IN THERE.

AND I ASSUME THAT Y'ALL ARE WORKING TO UNDERSTAND ALL OF THOSE.

AND THEN FINALLY YOU'VE MADE SOME SUGGESTIONS.

I KNOW THE FOR TEN, THERE WERE SOME OTHER THINGS THAT YOU WERE THAT YOU PUT UP THERE.

I ASSUME THAT THEY MEET, THEY ARE UNDER THE MEET AND CONFER THAT WILL THEY COULD THEY BE COULD IT BE ENFORCED IMMEDIATELY BECAUSE YOU'VE DONE IT AS A PILOT IN ONE AND NOT HAVE TO GO BACK TO GET, I GUESS APPROVAL IF YOU WILL, AND WILL IT ALSO, I MEAN, SO IT'S SOMETHING THAT CAN BE DONE WITHOUT A LONG TERM APPROACH. THANK YOU.

COUNCIL MEMBER. YOU KNOW, THE 410 PROGRAM RIGHT NOW, THOUGH, IT'S A PILOT.

WE ARE ROLLING IT OUT CITYWIDE.

WE'RE JUST WORKING WITH WE NEED TO GET VEHICLES.

THE ONE HOLDUP. WE WOULD HAVE ROLLED THIS OUT CITYWIDE IF WE HAD THE THE AMOUNT OF CARS THAT WE NEEDED FOR IT.

SO WE'RE ROLLING IT OUT TO ENSURE WE'RE MEASURING.

WE'RE MEASURING TWICE, CUTTING ONCE TO ENSURE THAT WE DON'T HAVE ANY HICCUPS ALONG THE WAY.

AND TO MAKE SURE THAT WE HAVE THE PROPER EQUIPMENT AS WE ROLL IT OUT.

AND SO IT'S NOT IT WOULD BE IT IS CONTINUING TO ROLL OUT THROUGHOUT THE CITY.

BUT IT IT DOES FALL UNDERNEATH ALL OF OUR OBLIGATIONS UNDER MEET AND CONFER.

I CAN'T SPEAK TO THE SPECIFICS ON THAT.

I KNOW THAT I'VE HAD WE'VE HAD CONVERSATIONS WITH THE ASSOCIATIONS, AND WE'RE MOVING FORWARD WITH IT AS WE SPEAK BECAUSE IT IS A 35% REDUCTION.

[02:20:08]

SO I DO APPRECIATE THAT BRINGING FORTH, AND I HOPE WE CAN PUT IT OUT CITYWIDE.

THAT'S IT. MR. MAYOR, THANK YOU.

ALL RIGHT, MISS SCHULTZ, YOU'RE RECOGNIZED FOR FIVE MINUTES.

WE'RE ON ITEM C, EVERYONE.

THANK YOU. THANK YOU, MR. MAYOR AND I. THIS WAS A GREAT PRESENTATION.

VERY, VERY INFORMATIVE.

THERE'S CERTAINLY NO CHALLENGE.

I DON'T THINK THERE'S EVER BEEN THERE'S QUESTIONS, BUT THAT'S NOT A CHALLENGE.

SO JUST IN UNDERSTANDING THE BUDGET CAN YOU I'M GOING TO SLIDE SEVEN PLEASE.

IF I DID MY MATH ON 2080 I GOT 456 HOURS.

HOW DID YOU GET TO THE 585.

RIGHT. THAT'S CORRECT.

IF YOU DO THE MATH, IF YOU DO THE MATH AND YOU JUST SUBTRACT THE TWO YOU'LL GET, YOU'LL GET A DIFFERENT AMOUNT THAN WHAT WE HAVE LISTED.

BUT WITH WHEN YOU DO THE MATH AND YOU GET THAT 400 SOMETHING NUMBER, THOSE HOURS, ALSO, YOU HAVE TO CALCULATE THAT THERE'S TIME AWAY FROM THOSE HOURS AS WELL.

IN OTHER WORDS, IF I HAVE IF I HAVE 400 HOURS OF REGULAR TIME, EVEN WITHIN THOSE 400 OFFICERS WILL BE OUT OUT SICK VACATION.

THEY'LL BE AWAY. SO.

SO WHEN WE LOOK AT REGULAR TIME, WE ALWAYS HAVE TO LOOK AT WHAT'S IT GOING TO TAKE TO ACTUALLY HAVE SOMEONE AT THE JOB WORKING, OKAY.

BECAUSE IN OTHER WORDS, IF WE KNOW THAT REGULAR TIME HAS BUILT INTO IT TIME AWAY, WE HAVE TO USE THAT IN OUR CALCULATION TO DETERMINE THE NUMBER OF HOURS SO THE AVAILABLE HOURS FOR WORK, THAT'S WHY YOU'VE GOT IT AT HIGHER.

THAT'S RIGHT. OKAY, OKAY.

AND THEN I JUST WANT TO MAKE A VERY CLEAR STATEMENT FOR THE PUBLIC WHAT YOU'RE SAYING ABOUT WHY THE PRIORITY ONE CALLS ARE INCREASING IS NOT BECAUSE WE HAVE MORE RESIDENTS, BUT BECAUSE WE JUST HAVE MORE PEOPLE IN DALLAS.

THAT IS CORRECT. WE HAVE MORE PEOPLE IN DALLAS DAYTIME POPULATION TRAVELING IN DALLAS WEEKENDS, ENTERTAINMENTS, THE THE CITY OF DALLAS HAS IS GROWING AS THE METROPLEX GROWS.

OUR CALLS FOR SERVICE GROWS AS THE METROPLEX GROWS.

I THINK THAT'S A REALLY IMPORTANT STATEMENT FOR THE PUBLIC TO UNDERSTAND WHEN THEY WHEN, YOU KNOW, WE GET DINGED FOR OUR POPULATION NOT GROWING.

THERE'S LOTS OF REASONS WHY OUR RESIDENTS MAY NOT BE GROWING, BUT THE NUMBER OF PEOPLE IN DALLAS IS SIGNIFICANTLY LARGER.

AND IT WOULD ACTUALLY BE INTERESTING TO GET THOSE NUMBERS.

BE FASCINATING.

IS RIGHT CARE REQUIRING OVERTIME? I THINK IT'S A TREMENDOUS PROGRAM THAT I'D LOVE TO SEE EVEN MORE INVESTMENT IN.

AND SO I'M WONDERING WHAT THE IMPACT OF OVERTIME ON RIGHT CARE IS.

IS THAT GROWING? SO LET ME GET TO THAT SLIDE.

YEAH 14.

YEAH. SO RIGHT CARE.

SO I'LL PUT IT THIS WAY.

THE IMPACT OF BEING MORE EFFICIENT WITH RIGHT CARE WE BELIEVE IS $4 MILLION.

DOLLARS. WE. THAT'S $4 MILLION.

WE HAVE AVOIDED SPENDING BECAUSE OF THAT RIGHT CARE PROGRAM.

RIGHT. AND I'D LOVE TO SEE EVEN MORE.

SO WHAT I'M SAYING IS THAT IF IT'S ACTUALLY HAVING IN ADDITION TO THE QUALITY OF THE GREAT PROGRAM, IF IF IT'S ALSO SAVING OVERTIME, THEN LET'S INVEST MORE IN THAT, BECAUSE IT'S JUST A FANTASTIC OPPORTUNITY, I THINK, TO HELP MORE PEOPLE IN A VERY COST EFFICIENT WAY.

SO THAT'S JUST MY COMMENT ON THAT.

DOES THE OVERTIME AND WHEN YOU WORK WITH YOUR OFFICERS DOES THAT INCLUDE OUTSIDE EMPLOYMENT? OKAY. IF YOUR QUESTION IS LET ME, LET ME LET ME SAY IT THIS WAY.

WHEN WE LOOK AT OFFICERS AND THEIR WORK SCHEDULES AND WHAT THE GENERAL ORDER IS SAYING THAT THEY CAN DO, THAT DOES INCLUDE OFF DUTY EMPLOYMENT.

SO THE 16 HOUR LIMIT IN A, IN A, IN IN A ONE DAY TIME PERIOD INCLUDES ALL HOURS WORKED INCLUDING OFF DUTY BUT BUT JUST TO BE CLEAR, OFF DUTY WORK IS NOT A PART OF OUR OVERTIME BUDGET.

NO, OF COURSE NOT. OF COURSE NOT.

I JUST DIDN'T KNOW IF WE WERE ALSO CALCULATING THAT.

AND PEOPLE UNDERSTAND THE IMPACT.

AND THAT GOES TO MY NEXT QUESTION IS WHAT? AND I THINK COUNCIL MEMBER BLACKMON ALLUDED TO IT.

I JUST WANT TO DIG IN A LITTLE BIT DEEPER.

AND THAT IS THE IMPACT ON WORK PRODUCT, FOR LACK OF A BETTER DESCRIPTION OF OF THIS MASSIVE WHEN PEOPLE DO WORK WAY MORE THAN THEY SHOULD PSYCHOLOGICALLY, PHYSICALLY, THEIR SERVICE LEVELS, ALL OF THAT.

COULD YOU SPEAK TO THAT A LITTLE BIT? NO, THAT'S A VERY IMPORTANT POINT.

AND THANK YOU FOR THAT.

IT WASN'T NOT TOO LONG AGO WE WERE ALLOWING OUR OFFICERS TO WORK UP TO 112 HOURS A WEEK.

SO WE ACTUALLY REDUCED THAT NUMBER.

AND WE DO CONSIDER THAT AS WELL, THEIR OVERALL MENTAL AND PHYSICAL WELLNESS AS THEY'RE WORKING EITHER AN OFF DUTY JOB OR HAVING TO GO TO COURT AND WORK

[02:25:03]

OR OR IF THEY'RE COMING BACK DUE TO MINIMUM STAFFING AND HAVING TO WORK ADDITIONAL HOURS.

SO THOSE CONSIDERATIONS ARE TAKEN INTO INTO PLACE.

OBVIOUSLY IT'S IMPORTANT WITH THE STAFFING THAT WE HAVE ON THE DEPARTMENT.

WE'RE ASKING OFFICERS, OUR OFFICERS TO DO MORE, AND THEY ARE THEY'RE STEPPING UP TO THE PLATE AND THEY ARE DOING A WHOLE LOT MORE.

BUT WE DO LOOK AT THAT.

WE ASK OUR SUPERVISORS, THEIR IMMEDIATE SUPERVISORS TO, TO PAY ATTENTION TO THOSE THINGS, WHETHER AN OFFICER'S FATIGUE.

WHETHER THEY'RE GETTING POTENTIALLY MORE COMPLAINTS AS A FROM BEING TIRED.

WHETHER THEIR ACTIVITY IS DROPPING OR THERE'S A CHANGE IN JUST IN THEIR PERSONALITY.

BUT WE DO MONITOR THAT AND DO ARE THERE ARE THERE OBJECTIVE MEASURES.

I KNOW LIKE IN MEDICAL SCHOOL AND RESIDENCY, THERE'S THOSE KINDS OF THEY NOW HAVE MORE AND MORE TESTS WHERE PEOPLE MAY SAY, OH I'M FINE, I'M FINE.

BUT ACTUALLY THEY'RE NOT.

AND SO ARE THERE WITHIN THE WORLD OF PUBLIC SAFETY, WAYS THAT WE CAN REALLY MEASURE SOMEONE'S, YOU KNOW, HOW THEY'RE DOING BECAUSE OF THE NUMBERS OF HOURS THAT THEY'RE WORKING OR THE TRAUMA THEY MAY HAVE EXPERIENCED OR ANYTHING LIKE THAT.

COUNCIL MEMBER ACTUALLY, ONE OF THE ONE OF THE UNITS THAT WE ESTABLISHED LAST YEAR REALLY WAS OUR OUR WELLNESS UNIT WHERE WE'RE GETTING A LOT OF OFFICERS THAT ARE REACHING OUT THAT WOULD NOT HAVE OTHERWISE.

WE BELIEVE IT'S INCREDIBLY IMPORTANT.

OBVIOUSLY, OUR ALCOHOL REHABILITATION PROGRAM THAT WE HAVE FOR THE DEPARTMENT.

AND SO WE KNOW TO YOUR QUESTION, THERE'S TREMENDOUS STRESS AND PRESSURES JUST WORKING A REGULAR JUST, JUST JUST WORKING 40 HOURS A WEEK.

YEAH. THERE'S THINGS.

AND SO WHEN YOU DO INCLUDE THE OVERTIME, CERTAINLY WE DO, BUT WE'RE VERY MINDFUL OF THAT.

AND WE'RE VERY PROUD OF OUR WELLNESS PROGRAM.

AND CERTAINLY IT'S THERE FOR OFFICERS TO REACH OUT.

WE HAVE THERE'S COUNSELING SERVICES THAT ARE AVAILABLE WORKING WITH ASSIST THE OFFICER FOUNDATION AND OTHER GROUPS THAT WE'RE VERY PROUD OF.

AND IT IS IT IS THE MODEL THAT'S BEING LOOKED AT ALSO.

SO WE'RE VERY MINDFUL OF IT.

YEAH, I MEAN, THAT'S AN INVESTMENT I KNOW I'D BE VERY INTERESTED IN MAKING.

IN OUR OFFICERS, BECAUSE I WOULD THINK THAT IT WOULD HAVE A HUGE IMPACT ON RETENTION.

AND SO AS YOU SURVEY OFFICERS WHO HAVE GONE THROUGH THAT, IT MAY HELP THEM STAY ON THE FORCE EVEN LONGER BECAUSE THEY KNOW THEY'RE BEING SUPPORTED IN SUCH A NEW AND BETTER WAY. COUNCIL.

MEMBERS. IT'S A GREAT POINT. I MEAN, THERE ARE TIMES, YOU KNOW, THAT, YOU KNOW, THERE HAVE BEEN WIVES OF OFFICERS THAT WE'VE JUST HIRED IN THE ACADEMY THAT HAVE COME UP AND HAVE TOLD US HOW HAPPY THEY ARE THAT WE DO HAVE A PROGRAM FOR THE MENTAL WELLNESS OF OUR OF OUR RANK AND FILE WHICH IS UNFORTUNATELY LONG OVERDUE IN LAW ENFORCEMENT.

AND SO TO YOUR POINT, IT IS A RECRUITMENT TOOL FOR MEN AND WOMEN TO RECOGNIZE AND REALIZE THAT THIS DEPARTMENT CARES DEEPLY ABOUT THEIR MENTAL WELLNESS AND RECOGNIZES THE STRESSES THAT THEY GO THROUGH AND RETENTION AS WELL.

YES, ABSOLUTELY.

THE THE OTHER THING IS, SO JUST TO CLARIFY A LITTLE BIT MORE, BECAUSE I THINK SOME OF THIS INFORMATION MAY BE RELATIVELY NEW TO THE PUBLIC, AND THAT IS REALLY UNDERSTANDING THE INVESTMENT OF NEW OFFICERS THAT I'M BACK ON SLIDE EIGHT A LITTLE BIT.

SO WHAT IF I HEARD YOU SAY THIS RIGHT? AFTER THE INITIAL INVESTMENT OF THAT TRAINING, THEN IT'S REALLY 10 MILLION TO HIRE AFTER THE FIRST YEAR, AND THE OVERTIME IS GOING TO DECREASE SIGNIFICANTLY OVER TIME AS WE'RE ABLE TO FULLY STAFF UP.

SO THE DELTA BETWEEN THAT INITIAL YEAR AFTER THAT INITIAL YEAR AND THE ONGOING OVERTIME IS NOT THAT SIGNIFICANT.

IS THAT CORRECT? SO IN OTHER WORDS, IF PEOPLE ARE SAYING, WELL THEN JUST DON'T HIRE, JUST KEEP YOU KNOW, OVERTIME SEEMS TO BE CHEAPER.

IT'S ACTUALLY ONLY AFTER THE FIRST YEAR.

AFTER THE FIRST YEAR IT'S NOT CHEAPER.

I MEAN, IT IS CHEAPER.

SORRY. YOU KNOW WHAT? I'M GOING TO YOU KNOW WHERE I'M GOING.

YEAH. OKAY. SO.

WELL, THE REALITY IS, IS THAT WE HAVE TO GROW THE FORCE BECAUSE IT'S NOT SUSTAINABLE TO HAVE OFFICERS WORKING EXCESSIVE HOURS TO COVER THE NEEDS OF THE DEPARTMENT.

SO FROM A FROM A WELLNESS STANDPOINT, WE HAVE TO GROW THE FORCE.

I MEAN, THAT'S JUST THE BOTTOM LINE.

THE OVERTIME IS A STRATEGY TO COVER THE GAP RIGHT NOW.

RIGHT. RIGHT.

AND SO MY POINT IS IF YOU WERE WHAT YOUR WHAT YOU WERE SAYING IS THAT AFTER THAT FIRST YEAR INITIAL INVESTMENT, WHICH WE MUST MAKE TO BE ABLE TO HIRE AND GET TO THE FORCE THAT WE WANT TO GET TO, IT'S ACTUALLY A IT'S GOING TO REALLY PAY OFF BECAUSE THAT THAT COST IS NOT THAT HIGH AFTER THE FIRST YEAR IS MY POINT OR YEAR? 18 MONTHS? YES. IS THAT RIGHT? THAT 10 MILLION? I JUST WANT TO CLARIFY THAT $10 MILLION NUMBER.

[02:30:01]

THE ONE THING THAT WILL GO AWAY IN SUBSEQUENT YEARS IS THE GREEN PORTION, RIGHT? BUT THE BLUE AND THE ORANGE WILL REMAIN.

SO IT IS STILL TRUE THAT REGULAR TIME IS MORE EXPENSIVE.

WE'RE NOT SUGGESTING, THOUGH, THAT WE MEET ALL OF OUR NEEDS WITH OVERTIME BECAUSE IT'S CHEAPER.

THAT'S NOT IT. BECAUSE FROM A WELLNESS PERSPECTIVE, WE NEED MORE OFFICERS.

WE WE KNOW THAT.

BUT WE'RE JUST DISPLAYING THE FACT THAT WHEN YOU LOOK AT REGULAR TIME AND WHEN YOU ACCOUNT FOR TIME AWAY, WHICH I SPOKE ABOUT IN A COUPLE OF OTHER SLIDES, WHEN YOU ACCOUNT FOR THAT, REGULAR TIME IS MORE EXPENSIVE.

GOT IT. AND THEN FINALLY, CHIEF, YOU MENTIONED SOME REALLY IMPORTANT STATISTICS AT THE END OF YOUR PRESENTATION.

I WOULD LOVE TO GET THOSE THAT WE COULD JUST HAVE IN A ONE PAGER THAT WE CAN USE AND PROMOTE.

THANK YOU. THANK YOU, MR. MAYOR. MAYOR PRO TEM, YOU'RE RECOGNIZED FOR FIVE MINUTES.

WE'RE ON ITEM C.

THANK YOU, MR. MAYOR. THANK YOU, CHIEF GARCIA.

IT WAS A GREAT PRESENTATION THAT I'M LOOKING AT.

I'M JUST GOING TO MAKE A COUPLE OF STATEMENTS, AND I DON'T THINK WE'RE GOING TO GET RID OF OVERTIME ANYTIME SOON TO HIRE MORE OFFICERS.

IF YOU GO TO PAGE FIVE AND THE HUMAN CAPITAL CAPITAL, YOU SEE THAT IN 2010 TO 2026, IT LOOKED LIKE MORE OVERTIME IS INCREASING BECAUSE THE LESS OFFICERS.

IS THAT CORRECT? YES.

OVERTIME. OVERTIME HAS INCREASED DUE TO LESS OFFICERS.

OKAY. AND AND YOU ALSO GO BACK THAT WHEN YOU DID NOT HAVE SOUTH CENTRAL, WE ASKED SOUTH CENTRAL BACK IN 2007.

THEY HAD LESS OFFERS AND YOU HAD TO GET MORE OFFICERS.

THAT'S CORRECT. OKAY.

SO IF YOU LOOK AT THAT SO YOU HAVE TO ADD ANOTHER STATION.

SOUTH CENTRAL HAVE MORE OFFICERS.

SO THEREFORE BACK AND YOU BACK BACK UP A LITTLE BIT THAT THE RIKER CAME IN TO BE A PILOT PROGRAM IN THE CITY OF DALLAS, BUT NOT CITYWIDE, BUT NOW IT'S CITYWIDE.

SO THEREFORE YOU HAD TO GET MORE OFFICERS.

RIGHT. AND DO THAT, CONTRIBUTE TO OVERTIME ALSO THE RIGHT CARA AT FIRST IT WAS A GRANT.

YEAH. SO RIGHT CARE THE RIGHT CARE TEAM WILL HAVE OVERTIME.

THEY DO EXPERIENCE OVERTIME.

THAT'S CORRECT. BUT IT IT IS.

WE BELIEVE THAT IT'S SAVING THE REST OF THE BUREAU FROM MUCH MORE HOURS.

IT'S OVER.

OVERALL, IT'S A SAVINGS.

THE RIGHT CARE IS AN EFFICIENCY AND A SAVINGS OF OVERTIME.

OKAY, SO IF WE'RE GOING TO GO FORWARD WITH ALL THE CHANGES THAT WE'RE DOING, CHIEF GARCIA, THAT WHEN DO YOU SEE A TREND THAT OVERTIME WOULD GO DOWN? DO WE EVER GO DOWN OVERTIME.

DO OVERTIME EVER GO DOWN? IT WOULD CONTINUE TO KEEP GOING UP.

YES. COUNCIL MEMBER THERE IS.

YOU KNOW, IF YOU LOOK AT SLIDE TEN, YOU KNOW, WE CAN, YOU KNOW, AND AGAIN, YOU KNOW, YOU'RE WE'RE LOOKING AT WHAT THE IMPACTS ON THE DEPARTMENT ARE TODAY.

BUT IF YOU USE THE SAME, THE SAME ISSUES THAT WE HAVE TODAY AND YOU FAST FORWARD AGAIN, ONCE WE GET TO A POINT WHERE WE HAVE APPROXIMATELY 3600 OFFICERS, IS WHEN WE WOULD SEE OVERTIME BEING BEING REDUCED.

AND THEN DID WE SEE A TREND AT ONE TIME THAT MOST OFFICERS WOULD COME TO THE CITY DALLAS THEY GET TRAINED AND THEY LEAVE BECAUSE OF PAY.

AND DID I CAUSE A TREND OF OVERTIME GO UP BECAUSE WE LOSE AN OFFICER BECAUSE HE WAS LIKE, YOU COME, YOU GET ALL THE TRAINING FOR FREE.

YOU KNOW, WE SPEND $10,000 A YEAR FOR THE TRAINING FOR THE OFFICER AND THEY GO SOMEWHERE ELSE.

DID THAT CAUSE A WELL, THAT WOULD, YOU KNOW, OBVIOUSLY WITH THE REDUCTION OF STAFF WOULD, WOULD CAUSE, WOULD CAUSE AN AMOUNT OF OVERTIME.

SO DO YOU THINK THAT WHEN WE DID MEET AND CONFER, HELP US SUSTAIN OVERTIME TO TO MAKE SURE THE PAY IS CORRECT TO, TO MAINTAIN OUR OFFICERS? I PERSONALLY BELIEVE WHENEVER THE BENEFITS ARE INCREASED AND ON PAR THAT IT CERTAINLY HELPS.

YES. WAS THAT CONSIDERED IN THIS PRESENTATION? I'M NOT UNDERSTANDING YOUR QUESTION.

OKAY. MY QUESTION WAS, NUMBER ONE, IF IF YOU WANT TO HAVE THE BEST OFFICERS TO STAY HERE, YOU WILL MAKE SURE THE PAY SCALE IS CORRECTED TO MAKE SURE THEY STAY HERE AND IN THE WORST CONDITIONS OF CORRECTION.

SO IN YOUR PRESENTATION DO YOU PUT IN THE PRESENTATION? SAID, HOW CAN I MAKE SURE OFFICERS STAY IN THE CITY OF DALLAS? WE GOT TO GIVE THEM A MEETING TO CONFER, YOU KNOW, WHATEVER'S THERE.

AND I DIDN'T SEE THAT IN THE PRESENTATION.

IF I DID, I OVERLOOK IT.

LET ME LET ME JUST JUMP IN REAL QUICK IF I CAN.

SO WE DID SPEAK ABOUT MARKET AND STEP ADJUSTMENTS, RIGHT.

[02:35:01]

SLIDE FOUR.

AND WE, WE TALK ABOUT THERE AS IT PERTAINS TO OVERTIME.

THAT'S WHAT THIS SLIDE IS ABOUT ANYWAY.

WE WE DO SEE SIGNIFICANT INCREASES YEAR OVER YEAR AS A RESULT OF OUR MARKET AND STEP ADJUSTMENTS, THEIR NEEDED ADJUSTMENTS.

WE WANT TO BE COMPETITIVE.

AND SO WE DO TALK ABOUT THAT ON SLIDE FOUR.

WE TALK ABOUT THE IMPACT OVER A PERIOD OF TIME.

AND ESSENTIALLY IF WE WERE TO HOLD THE RATES STEADY IN 18 AND COMPARE THEM TO TODAY, THE DIFFERENCE IS ABOUT $7.5 MILLION IN OUR OVERTIME SPENDING.

OKAY. AND SO WHAT I'M SAYING IS, NUMBER ONE.

WE ARE DOING MAJOR INVESTMENT TO MAKE SURE WE HAVE ONE OF THE SAFEST CITY IN AMERICA.

THAT'S NUMBER ONE.

ALSO, WE HAD THE BEST OFFICER IN AMERICA.

THAT'S NUMBER TWO. WE ARE ALSO LOOKING AT THE TRAINING FACILITY.

WE'RE TRYING TO GET IN THIS BOND PACKAGE.

SO WHEN WE PUT MORE INVESTMENT INTO OFFICERS THAT WILL REDUCE OVERTIME.

AND SO LIKE THE TRAINING FACILITY WE'RE TRYING TO GET YOU KNOW AND I SAW EARLIER TODAY IN THE FIRST YEAR OF THE BOND PACKAGE, WE ARE TRYING TO SPEND THE FIRST $50 MILLION TO START A TRAINING, TRAINING TRAINING FACILITY THERE.

BUT I JUST WANT TO MAKE SURE THAT PEOPLE DO UNDERSTAND THAT WE ARE INVESTING INTO OUR PUBLIC SAFETY.

THAT'S NUMBER ONE, TO MAKE SURE THE CITY IS SAFE.

AND WE ARE NOT GOING TO CONTROL OVERTIME, NOT RIGHT TODAY.

WE'RE GOING TO MAKE STIR IT DOWN A LITTLE BIT MORE.

BUT WE ARE TRYING TO MAKE SURE WE ARE MONITORING OUR OVERTIME TO MAKE SURE WE ARE GETTING THE BEST FOR THE TAXPAYER DOLLARS.

IS THAT CORRECT? THAT'S CORRECT.

WE DO MONITOR OVER TIME TO MAKE SURE WE'RE USING IT, USING IT WISELY AND WHERE APPROPRIATE.

OKAY. SO IF YOU IF YOU HAD TO SUM THIS UP, WHAT WOULD BE YOUR TAKEAWAY.

THE BEST THING THAT THIS PRESENTATION SHOW THAT WE ARE DOING A GREAT TIME, A GREAT THING TO MONETIZE OUR OVERTIME AND SAID THIS IS WHAT WE NEED TO DO NOW.

AND WHAT DO WE NEED TO DO IN THE FUTURE TO MAKE SURE THAT OVER TIME IS SPENT IN THE PROPER WAY? SO I THINK WE HIGHLIGHT IN THE PRESENTATION, WE DO HIGHLIGHT PREVIOUS ACTIONS THAT WE'VE TAKEN TO BECOME MORE EFFICIENT, TO HIGHLIGHT EXACTLY THE THINGS THAT WE'VE BEEN DOING, AND THEN WE TALK ABOUT OUR FUTURE INVESTMENTS THAT ARE DESIGNED, THAT ARE SCHEDULED FOR 25 TO HELP US BE EVEN MORE EFFICIENT.

AND THEN WE HAVE FUTURE NEXT STEPS ABOUT THINGS WE'RE GOING TO CONTINUE TO LOOK AT.

WE ALSO TALK ABOUT THE ACCOUNTABILITY PORTION, WHICH IS TO SAY THAT WE HAVE GENERAL ORDERS THAT MANDATE AUDITS, REVIEWS, AND WE'RE DEVELOPING AN EXCEPTION REPORT THAT'S GOING TO HELP US USE AS GUARDRAILS TO MAKE SURE THAT WE'RE WITHIN THE BOUNDS OF GENERAL ORDERS.

RIGHT. AND I'M GLAD YOU MADE THAT STATEMENT.

GUARDRAIL. WE DO HAVE GUARDRAILS.

I DO LIKE THAT. WE KIND OF USE THAT IN THE PENSION GUARDRAILS.

SO WITH THAT, MAYOR, I JUST WANT TO SAY, MAYOR, THAT I LOVE THE PRESENTATION.

GREAT PRESENTATION.

AND THANK YOU, CHIEF GUASTELLA, FOR SITTING HERE.

AND NUMBER ONE WE NEED TO INNER CITY MANAGER, YOU KNOW, PUBLIC SAFETY IS NUMBER ONE, YOU KNOW, CRIME IS DOWN.

SO WE GOT TO MAKE SURE THAT WE DO MAKE SURE THAT THIS OVERTIME IS TAKEN CARE OF.

WE GOT TO MAKE SURE THAT WE ARE FOLLOWING THE RULES, PROCESS AND PROCEDURE.

THANK YOU FOR YOUR SERVICE.

THANK YOU. I JUST WANTED TO JUMP IN FOR JUST A SECOND.

AND THANK YOU, MAYOR PRO TEM, FOR YOUR COMMENTS.

I THINK WHAT YOU SEE TODAY, AND MARTIN DID A GREAT JOB OF SUMMING IT UP IS THAT WE ARE TRULY LOOKING AT THIS ONGOING.

THIS IS NOT THE ONLY TIME THIS YEAR THAT WE'LL BE TALKING ABOUT THIS.

WE HOPE TO CONTINUE TO PROVIDE UPDATES AS WE GO THROUGH THE PUBLIC SAFETY COMMITTEE ABOUT OUR PROGRESS.

BUT THESE OVERALL OPERATIONAL EFFICIENCIES, WE TAKE THEM SERIOUSLY.

AND I JUST WANTED TO THANK THIS TEAM AGAIN FOR THE EFFORT AND THE WORK THAT WE KNOW THAT WE'RE DEFINITELY DOING TO MAKE SURE THAT WE'RE NOT ONLY MAXIMIZING OUR EXISTING RESOURCES, BUT CONTINUING TO FIND WAYS TO BE MORE EFFICIENT.

SO THANK YOU FOR YOUR COMMENTS, CHAIRMAN WEST.

YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU MAYOR.

I APPRECIATE THE CHIEFS HERE.

AND MARTIN, APPRECIATE YOU BEING UP HERE AND AND PROVIDING THIS INFORMATION.

I AGREE WITH WHAT THE MAYOR SAID.

YOU KNOW, THIS IS A BALANCE BETWEEN FISCAL RESPONSIBILITY AND MAKING SURE OUR RESIDENTS, WHICH THIS IS THE NUMBER ONE MOST IMPORTANT THING FOR MY RESIDENTS YEAR AFTER YEAR.

AND AND THAT'S WHY WE DO WHAT WE CAN TO SUPPORT YOU GUYS.

SLIDE EIGHT.

MISS BLACKMON DID A GOOD JOB OF WALKING THROUGH THIS, AND YOU GUYS DID A GREAT JOB OF EXPLAINING IT.

I WISH WE'D HAD THIS SLIDE A FEW YEARS AGO WHEN WE WERE GRILLING YOU GUYS ON.

NOT YOU GUYS. DIFFERENT DIFFERENT CREW ON ON OVERTIME.

THIS REALLY OPENS MY EYES TO UNDERSTANDING YOU KNOW, WHAT THE COST IMPLICATIONS ARE FOR OVERTIME VERSUS A FULL TIME OFFICER.

AND AND IT'S VERY HELPFUL.

THESE SLIDES ARE REALLY FANTASTIC FOR CLEARING UP A COMPLICATED FINANCE AND TIME DRIVEN SCENARIO HERE.

[02:40:07]

AND I WANT TO MAKE SURE I, IF I WANT TO CAPTURE THIS FOR MY RESIDENTS TO EXPLAIN THIS IN A QUICK TALKING POINT.

LET'S GO TO SLIDE FIVE.

THIS ONE'S PRETTY USEFUL, I THINK, FOR ME AT LEAST.

CAN WE PULL IT UP? SLIDE FIVE PLEASE.

ALL RIGHT. SO JUST KIND OF CAPTURING THE WHOLE PICTURE FOR TODAY.

LOOKING FROM LIKE 2019, THAT'S WHEN I CAME ON AND A LOT OF US TO NOW AND OF COURSE WE WENT THROUGH COVID AND HAD THE CHALLENGES THERE HASN'T BEEN LOOKING AT THIS GRAPH A WHOLE LOT OF GROWTH IN THE FORCE SINCE THEN.

THERE'S BEEN WE'VE SUSTAINED IT.

THERE'S BEEN A LITTLE BIT OF GROWTH.

BUT IN THIS YEAR, THE NEXT YEAR, 2026, WE ARE PROJECTING MORE GROWTH IN OFFICERS.

AND WE'RE AND I'M HEARING FROM YOU GUYS THAT THAT'S IN PART OF THAT IS BECAUSE OF WE'RE MEETING THE MEET AND CONFER THE BEARD AND TATTOO POLICIES HELPFUL WITH THAT.

IS THERE ANYTHING ELSE THAT, YOU KNOW, I CAN TELL MY RESIDENTS IS GOING TO HELP US WITH INCREASING THE GROWTH OF OUR FORCE THAT I MISSED? YEAH. SO YES, THERE'S ANOTHER THING THAT IS VERY IMPORTANT WHEN IT COMES TO GROWTH.

IT ISN'T IT'S WELL IT'S REALLY TWO THINGS.

IT'S OUR HIRING STRATEGIES AND OUR RETENTION STRATEGIES.

YOU KNOW I TALKED A LITTLE BIT ABOUT NEXT YEAR HOW WE HAVE A REFERRAL A RECRUITING REFERRAL PROGRAM TO, TO INCENTIVIZE OFFICERS TO REFER SOMEONE TO THE DEPARTMENT.

AND IF THEY DO, THEY GET A REFERRAL FEE.

THAT'S ONE. NUMBER TWO, WE TALKED ABOUT THE SICK LEAVE BUYBACK PROGRAM, WHICH IS TO SAY THAT WE'RE GOING TO WE'RE GOING TO OFFER OFFICERS THE ABILITY TO SELL BACK SICK TIME IF THEY MEET CERTAIN QUALIFICATIONS.

AND THEN THAT SHOULD OR AT LEAST WE HOPE THAT IT WOULD BE AN INCENTIVE FOR PEOPLE TO STAY TO NOT TO NOT USE SICK TIME WHERE THEY DON'T NEED TO AND TO BE AT WORK.

AND SO THOSE ARE THE THOSE ARE THE BASICALLY THE RETENTION STRATEGIES.

GO AHEAD CHIEF. YEAH. IF I CAN ADD AS WELL.

AND WHEN YOU LOOK AT THE 410 STRATEGY, YOU KNOW, ALTHOUGH WE WE INCLUDED THE 410 STRATEGY AND IT'S COME UP WITH SOME POSITIVE REDUCTIONS, HOWEVER IT WAS BORN.

THE 410 STRATEGY WAS BORN OUT OF BUILDING MORALE WITHIN THE DEPARTMENT.

IT CAME OUT OF LISTENING TO THE ASSOCIATIONS AND WHAT THE OFFICERS, WHAT OTHER DEPARTMENTS, CONTEMPORARY DEPARTMENTS ARE DOING.

AND SO THAT 410 WAS REALLY, TRULY DONE AT FIRST AS A PILOT FOR BUILDING MORALE FOR THE MEN AND WOMEN.

AND THEN WE'VE SEEN THESE POSITIVE RESULTS THAT HAVE BEEN BORN OUT OF THAT.

AND SO LOOKING THOSE LOOKING AT, AT, AT AT THOSE TECHNIQUES, YOU KNOW, WHEN YOU THINK ABOUT RECRUITING INCENTIVES ONLY HELP RECRUITING RETENTION INCENTIVES HELP BOTH RECRUITING AND RETENTION.

AND SO WE DO FEEL THAT WE'RE HEADING IN THE RIGHT DIRECTION AS WE'VE MADE NOTE THAT WE HAVE SEEN THAT ATTRITION NUMBERS HAVE STARTED TO DECLINE WHILE ACADEMY NUMBERS HAVE RISEN.

WE'RE NOT GOING TO CALL THAT A TREND, ALTHOUGH IT'S DEFINITELY THE DIRECTION THAT WE WANT TO GO.

AND SO WE FEEL THAT WE'RE MOVING IN THE, IN THE RIGHT DIRECTION.

YEAH. WE HAVEN'T DONE THIS COST ANALYSIS IN MY BUSINESS LIKE YOU DID ON SLIDE SIX OF THE COST TO ONBOARD AN OFFICER.

BUT WE JUST KNOW INTRINSICALLY, IT'S A LOT MORE EXPENSIVE TO BRING SOMEONE NEW ON, RATHER THAN KEEP WHO YOU HAVE AND KEEP THEM HAPPY AND MAKE SURE YOU RETAIN THEM.

SO I'M GLAD YOU GET THAT IN THIS SLIDE ON SLIDE SIX IS REALLY GREAT AS WELL.

MOVING ON TO SLIDE 14 AND I'LL TRY TO GO THROUGH THESE QUICKLY HERE.

THIS IS THE RIGHT CARE FOLLOW UP QUESTION ON THE DIVERSION.

SO I SEE HOW MANY OFFICERS HAVE BEEN DIVERTED FROM HAVING TO DEAL WITH THE RIGHT OR DEAL WITH THE RIGHT CARE CALLS, BECAUSE WE'VE READJUSTED I'M GREAT TO SEE THAT.

AND THE COST SAVINGS.

IT WOULD BE NICE TO KNOW, IN A FOLLOW UP HOW MANY POTENTIAL ARRESTEES WERE DIVERTED AS WELL.

SO IF WE HAVE THE NUMBER FOR THAT, ACTUALLY WAS ASKED THAT IN A TOWN HALL AND DIDN'T KNOW THE ANSWER.

AND THEN SLIDE 15, YOU TALK ABOUT CIVILIANIZATION OF SOME OF THE POSITIONS.

I REMEMBER THAT BEING PART OF THE KPMG STAFFING STUDY, AND I DIDN'T HEAR ANYONE MENTION THAT? ARE WE GOING TO GET AN UPDATE ON WHERE THAT'S AT OR CAN IN A FOLLOW UP? SURE. LET ME LET ME JUST SAY THIS.

EVERYTHING ACTUALLY, THE TRUTH IS EVERYTHING LISTED ON SLIDE 15.

EVERY SINGLE ONE OF THOSE IS A PLAYBOOK RIGHT OUT OF THE KPMG STUDY.

ALL ALL OF THESE ARE RIGHT OUT OF KPMG STUDY.

AWESOME. OKAY.

WHAT ABOUT AI, ARTIFICIAL INTELLIGENCE? IS THAT PART OF YOUR STRATEGY AT ALL MOVING FORWARD? IT WILL BE A PART OF OUR STRATEGY MOVING FORWARD WHEN WE START LOOKING AT OUR NEW RECORD MANAGEMENT SYSTEM DOWN THE ROAD AND AS WELL AS OUR CAD SYSTEM TO BE A TIME SAVER

[02:45:03]

AND ALSO ON THOSE CALLS GETTING PROCESSED BY THE OFFICERS TO MOVE THOSE CALLS QUICKLY, MORE QUICKLY THROUGH THE SYSTEM.

THAT WAY WE GET OFFICERS BACK ON THE STREETS QUICKER.

ALL RIGHT. JUST ON ON THE AI AS WELL.

AND WHAT ARE THE CONVERSATIONS THAT WE'VE BEEN HAVING AS WELL.

WE TALK ABOUT THE IMPACTS TO PATROL BUT SELDOM.

AND WE NEED TO TALK ABOUT THE IMPACTS ON OUR INVESTIGATIVE BUREAUS WHO ARE JUST AS UNDERSTAFFED AS OUR PATROL DIVISION IS.

AND SO WHEN WE TALK ABOUT AI, PARTICULARLY, WE'VE DISCUSSED FACIAL RECOGNITION IN THE PAST.

WE KNOW AND AND HOPE THAT THAT IS ALSO GOING TO TAKE A BURDEN OFF OF OUR INVESTIGATORS AND HELP THEM INVESTIGATE MORE CASES MORE THOROUGHLY.

AND SO WE DO WE DO I DO WANT TO, THOUGH, WE TALK ABOUT PATROL AND THINGS OF THAT NATURE.

I JUST WE HAVE TO BE MINDFUL AS WELL THAT OUR INVESTIGATION BUREAU IS IS ALSO STRUGGLING AS WELL.

THANK YOU. CHAIRWOMAN MENDELSOHN, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU. FIRST I WANT TO JUST SAY MARTIN.

CHIEF. CHIEF GARCIA, YOU ALL HAVE DONE A FABULOUS JOB WITH THIS PRESENTATION.

THESE ARE ALL THE QUESTIONS THAT I THINK ARE ASKED ANNUALLY, ESPECIALLY AT BUDGET TIME AND EVEN THROUGH THE PUBLIC SAFETY COMMITTEE.

BUT YOU'VE PUT THEM ALL TOGETHER AND LAID IT OUT IN A REALLY UNDERSTANDABLE WAY.

SO GREAT JOB.

CHIEF GARCIA, JUST TO CONFIRM, ARE YOU SAYING 3600 IS STILL YOUR NUMBER TO BE FULLY STAFFED? COUNCIL MEMBER. I THINK, YOU KNOW.

3600 IS A PLACE THAT SHOULD BE OUR FIRST BENCHMARK.

GET TO 3600 AND THEN REASSESS WHERE WE'RE AT.

AND INTERIM CITY MANAGER, IS THERE STILL A COMMITMENT TO HIRE MORE THAN THE 250 OFFICERS IF THEY'RE ABLE TO RECRUIT THAT MANY? THANK YOU SO MUCH FOR THE QUESTION.

YES, MA'AM.

THAT WILL BE OUR FOCUS.

AND WE DO BELIEVE THAT THE TEAM HAS SEVERAL RECRUITMENT STRATEGIES UNDERWAY CURRENTLY TO MAKE SURE THAT WE NOT ONLY CAN MEET THAT GOAL, BUT IF POSSIBLE, WE CAN EXCEED IT AS WELL. SO THANK YOU.

THANK YOU. AND THEN, CHIEF, CAN YOU TELL US THE FLEET THAT YOU WOULD NEED TO BE ABLE TO IMPLEMENT THE TEN FOR EVERYWHERE.

SO RIGHT NOW WE'RE LOOKING AT I DON'T HAVE THOSE NUMBERS IN FRONT OF ME RIGHT THIS MINUTE, BUT WE DO HAVE THE ISSUE IS WE HAVE CARS IN THE PIPELINE THAT ARE ON ORDER THAT ARE GOING TO BE DELIVERED.

AND AS WE RECEIVE CARS, WE SHOULD BE ABLE TO ROLL OUT THE 410.

IN OTHER WORDS, WHAT I'M SAYING IS I THINK WE'RE GOING TO BE OKAY FROM A CAR PERSPECTIVE.

WE'RE JUST WAITING ON SOME OF THE DELIVERIES TO TAKE PLACE.

AND SO I DON'T I DON'T BELIEVE I, I DON'T HAVE THE NUMBERS IN FRONT OF ME, BUT I CAN CERTAINLY GET THEM.

BUT I AFTER WE'VE STUDIED IT, IT ISN'T AN ISSUE OF WE DON'T HAVE ENOUGH CARS RIGHT NOW.

IT'S THAT I'M SORRY.

IT'S WE DON'T HAVE ENOUGH CARS RIGHT NOW.

IT'S JUST THAT AS CARS ARE DELIVERED, WE'LL BE ABLE TO THEN ROLL IT OUT.

AND SO WE THINK IN FISCAL YEAR 25 WE'LL BE OKAY TO DO THAT.

CAN CAN I JUST JUMP IN.

I WOULD I WANTED TO JUST TO REMIND THE COUNCIL THAT IN THE PROPOSED BUDGET FOR 25, WE HAVE AN ADDITIONAL 200 VEHICLES SLATED FOR POLICE AND IN 26 ANOTHER 200.

SO A TOTAL OF 400 THAT WE ARE CURRENTLY THAT WE'VE CURRENTLY INCLUDED IN THE PROPOSED BUDGET OVER THE BIENNIUM.

SO PUBLIC SAFETY COMMITTEE, WE'VE BEEN DOING AN EQUIPMENT REPORT EVERY MONTH FOR FIRE.

WE'RE GOING TO IMPLEMENT THAT FOR DPD AS WELL SO THAT WE CAN UNDERSTAND WHAT'S HAPPENING WITH FLEET.

BUT I'M WONDERING IF THERE'S ANYBODY IN THE CHAMBERS WHO MIGHT BE ABLE TO SHARE HOW MANY CARS WE HAVE TODAY THAT ARE FOR PATROL, AND HOW MANY ARE GOING TO BE DECOMMISSIONED BECAUSE OF MILEAGE OR HOURS.

I THINK WE CAN COME BACK ON COUNCILWOMAN MENDELSOHN AND ACTUALLY GIVE YOU A MORE ACCURATE NUMBER.

IF YOU'LL ALLOW US TO DO THAT, WE'LL SEND BACK OUT COMMUNICATION AND GIVE YOU THE TOTAL NUMBER THAT WE HAVE ON HAND NOW AND WHAT'S CURRENTLY IN PROCESS OF BEING EITHER ORDERED OR THAT'S ON ORDER. SO WE'LL SEND YOU BACK A WRITTEN RESPONSE.

THANK YOU. THANK YOU.

SO THE ONE OF THE DISCUSSIONS THAT YOU'RE HAVING WITH THE OVERTIME IS ABOUT OVERTIME HOURS VERSUS MAYBE OVERTIME COSTS.

AND WOULD YOU SAY IT'S FAIR TO SAY THAT POLICING AND LAW ENFORCEMENT PAY IN GENERAL IS INCREASING AT A FASTER RATE FOR SALARY THAN MANY OTHER INDUSTRIES? I'M SORRY, I'M NOT ABLE TO SPEAK TO A COMPARISON OF OTHER INDUSTRIES.

I CAN ONLY SPEAK TO WHAT I KNOW WITH THE WITH THE POLICING PAY THAT I'VE SEEN.

SO IN POLICING PAY THAT YOU'VE SEEN, WHAT IS THE INCREASE IN PERCENTAGE OF PAY THAT YOU'VE SEEN JUST THIS YEAR AND LAST YEAR?

[02:50:05]

NOW THERE'S A DIFFERENCE BETWEEN POLICE BASE SALARY PAY AND THEN OVERTIME.

SALARY. OVERTIME RATE.

AND WHAT I'VE STUDIED OVER THE PAST FEW DAYS IS THE OVERTIME RATE TO GET READY FOR THIS PRESENTATION.

IN THE LAST TEN YEARS, WE'VE SEEN AN AVERAGE INCREASE OF 3.8% A YEAR.

SO THE AVERAGE THE ANNUALIZED RATE IS 3.8% OVER THE LAST TEN YEARS.

THAT'S FOR THE OVERTIME RATE.

OKAY, I'M NOT SURE THAT'S WHAT I WAS GETTING AT, BUT I'LL JUST MOVE ON TO THE NEXT ONE.

THE REFERRAL AND RETENTION PLAN THAT IS BEING ROLLED OUT.

AS A PILOT, I WANT TO FIRST SAY THANK YOU TO EVERYONE ON THE PUBLIC SAFETY COMMITTEE SINCE IT WAS UNANIMOUSLY APPROVED TO GO FORWARD.

ARE YOU ABLE TO TALK A LITTLE BIT ABOUT THAT PROGRAM NOW? WE WE WOULD LIKE TO GO TO PUBLIC SAFETY COMMITTEE TO TALK ABOUT MORE GRANULAR DETAILS.

I CAN TELL YOU IN GENERAL.

WE'RE GOING TO HAVE A $100,000 FOR THE PLAN, FOR THE PROGRAM, FOR THE PILOT PROGRAM.

AND THE FIRST 100 REFERRALS WOULD GET A $1,000 PAYMENT.

SPECIFICS ABOUT WHEN THEY GET THE PAYMENT AND HOW THAT WOULD HOW THAT WOULD TAKE PLACE.

I WOULD LIKE TO GO TO COMMITTEE TO DISCUSS THAT FURTHER.

SO THE COMMITTEE SAID THAT THE PLAN SHOULD BE $6,000 FOR EACH REFERRAL PAID OUT OVER A SERIES OF PAYMENTS.

IS THAT STILL YOUR INTENTION? NO. AT THIS TIME, THE PILOT PROGRAM ONLY IS BUDGETED AT $100,000, WHICH IS WHICH WOULD AFFORD US A ONE TIME PAYMENT OF $1,000. IF THAT'S NOT THE PLAN THAT THE COMMITTEE MOVED FORWARD, IF I COULD JUMP IN FOR JUST A MINUTE. WE SHARED PREVIOUSLY THAT IN THE PROPOSED BUDGET THAT WE WERE LOOKING AT THIS FROM A PILOT.

SO WE'RE LOOKING AT YEAR ONE SO WE CAN WORK OUT ALL OF THE DETAILS ABOUT WHAT HAPPENS IN YEAR TWO AND THREE.

WE HAVE NOT COMPLETED THAT PROCESS.

AND AS WE GO INTO THE IMPLEMENTATION OF THE BUDGET, IF THE IF THE PILOT IS APPROVED, WE'LL COME BACK TO THE PUBLIC SAFETY COMMITTEE AND TALK ABOUT THAT FURTHER.

BUT IN YEAR ONE, WE'RE CURRENTLY STARTING IT AS THE PILOT TO MAKE THAT FIRST PAYMENT OUT TO THOSE OFFICERS WHO ARE ACTIVELY RECRUIT NEW OFFICERS INTO THE ACADEMY.

SO WE'RE STARTING WITH YEAR ONE FIRST.

SO THE PROBLEM IS THAT IF YOU'RE PROMOTING A PLAN WHERE THE BONUS IS 6000 WITH MULTIPLE PAYMENTS, INCLUDING THE FIRST ONE WHEN THEY START THE ACADEMY, THE SECOND ONE WHEN THEY GRADUATE, THE THIRD ONE WHEN THEY FINISH FIELD TRAINING OFFICE, THEIR FIELD TRAINING SERVICE, AND THEN A YEAR OR TWO AFTER THAT. SO FOUR DIFFERENT PAYMENTS.

THOSE DOLLARS SHOULD BE ACCRUED AT THE BEGINNING AND NOT RELY ON FUTURE COUNCIL BUDGETS TO BE ABLE TO FUND THE COMMITMENT THAT'S MADE AT THE BEGINNING. I'LL JUST RESTATE AGAIN, THE THE GOAL IN THE UPCOMING YEAR IS TO START THE PILOT.

WE ARE STILL WORKING THROUGH THE DETAILS AROUND THE LOGISTICS OF THE PROGRAM, THE MARKETING OF THE PROGRAM.

THERE ARE SOME LEGAL RAMIFICATIONS THAT WE STILL HAVE TO WORK THROUGH, BUT WE DID NOT WANT TO MISS THE OPPORTUNITY TO START WITH THE PILOT IN 2025.

AND SO THAT'S HOW WE'VE PRESENTED IT, AND WE DEFINITELY WANT TO BE ABLE TO WORK THROUGH IT.

SINCE WE HAVE NOT DONE ANY MARKETING ON THE PROGRAM AT THIS TIME.

AND SO WE'LL BE TALKING ABOUT HOW WE ROLL IT OUT IN THIS FIRST YEAR AS A PILOT, AND THEN WE CAN GET INTO THE DETAILS AROUND WHAT HAPPENS IN YEAR TWO AND THREE.

THERE IS A VERY SPECIFIC VOTE AT THE PUBLIC SAFETY COMMITTEE ABOUT THIS PLAN.

SO I'D LIKE TO HAVE THIS CONVERSATION WITH YOU OFFLINE.

LET'S SEE. THOSE WERE ALL MY QUESTIONS.

THANK YOU, MISS WILLIS.

YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU SO MUCH.

YOU KNOW, WE'RE ACCUSTOMED TO HAVING ROCK STARS AT THE HORSESHOE IN UNIFORM.

BUT, MR. RIOJAS, TODAY, YOU WERE SUCH A ROCK STAR ON THESE NUMBERS.

AND IT IS SO CLEAR IN YOUR DELIVERY AND YOUR BODY LANGUAGE THAT YOU ARE REALLY LIVING THESE NUMBERS.

AND I THINK IN THE PAST THERE HAD BEEN HESITATION AROUND OVERTIME AT TIMES, BUT IT WAS REALLY NOT ABOUT THE NEED FOR IT.

IT WAS MORE ABOUT THE ACCOUNTABILITY OF IT.

AND YOU HAVE JUST DELIVERED TODAY.

SO THANK YOU SO MUCH FOR ALL OF THIS DEPTH THAT IS MAKING ME VERY COMFORTABLE AND UNDERSTANDING WHERE WE ARE AND WHERE WE'RE GOING.

OVERTIME IS A FACT OF LIFE.

I MEAN, EVEN IN OUR BEST STAFFED CAPACITY, THERE ARE GOING TO BE INSTANCES WHERE THAT TAKES PLACE.

AND SO WE'RE IN A TRANSITION.

SO I WANT TO LOOK AT AS I LOOK AT THIS DECK AT PAGE FIVE HAS BEEN VERY POPULAR IN LOOKING AT OUR HUMAN CAPITAL.

AND I NOTICED FROM YEAR 2010 UP TO 26, YOU KNOW, OUR STAFFING LEVELS WERE DOING WELL BETWEEN 10 AND 16.

[02:55:09]

SO WE KNOW WE'D ALWAYS HAVE SOME OF THIS.

BUT THE WAY IT IS LAID OUT NOW AND SO WELL ILLUSTRATED IN ON THE CHART ON PAGE FIVE IS VERY TIMELY BECAUSE OVER TIME IN FUNDING, IT COMES OUT OF OUR, OUR FUNDS, OUR TAXPAYER DOLLARS.

AND SO THIS GIVES US ALL A GOOD REASON TO DEMAND A STRONG PERFORMING FUND TO REDUCE THE UNFUNDED LIABILITY IN THE PENSION FUND IN A WAY THAT IS RESPONSIBLE TO TAXPAYERS AS WELL AS TO THE MEMBERS OF THE FUND, AND IN HAVING STRONG GOVERNANCE AND IN IN PARTICIPATION BY THE FUND, IN BEING AS STRONG AS THEY CAN BE, SO THAT WE'RE SPENDING OUR TAXPAYER DOLLARS THE SMARTEST WAYS THAT WE CAN.

SO AND IT ALL TIES BACK INTO THIS ON, ON OVERTIME AND THE SPEND ON THAT.

SO I JUST I THINK WE'RE LOOKING AT THIS CHART IN ONE WAY, BUT THIS HAS SUCH BROAD IMPLICATIONS THAT I WANT TO BE SURE THAT THAT IS NOT LOST.

AND IT IS IMPORTANT TO ADD OFFICERS, WE WANT TO DO IT FAST, BUT WE ALSO HAVE TO DO IT THOUGHTFULLY.

AND THIS THE WAY THAT YOU'VE LINED OUT ON CHART EIGHT REALLY ILLUSTRATES HOW THAT BALANCE HAS GOT TO OCCUR.

NOT 0 TO 60, BUT, BUT OVER TIME.

SO THANK YOU FOR THAT.

ON CHART NINE, WE TALK ABOUT THE NET CHANGE FORECAST AND THE THE ATTRITION RATE AND THAT 44% OF THE ATTRITION RATE IS ATTRIBUTED TO FIVE YEARS OR LESS.

AND I'D LOVE TO KNOW DEPTH AROUND SOME OF THOSE REASONS.

COUNCIL MEMBER IT'S ACTUALLY A GREAT QUESTION YOU ASKED.

I SAID MY ASSOCIATION MEETING YESTERDAY WITH MY WITH MY ASSOCIATION TO DISCUSS THIS.

OFTENTIMES WHEN INDIVIDUALS LEAVE, THEY DON'T HAVE TO GIVE A REASON.

AND SO IT'S A LITTLE NEBULOUS AS TO WHY.

THERE BUT WORKING WITH THE ASSOCIATIONS THERE, WE'RE GOING TO BE HAVING THOSE DISCUSSIONS TO FIGURE OUT EXACTLY WHY INDIVIDUALS ARE LEAVING AT THAT, AT THAT, AT THAT PARTICULAR RANGE. AND SO THAT'S IT'S A TESTAMENT TO THE RELATIONSHIP THAT, THAT WE HAVE WITH OUR ASSOCIATIONS.

THERE ARE ISSUES WHETHER YOU KNOW, THAT THAT WE'VE DISCUSSED BUT CERTAINLY WE'RE TRYING TO GET A DEEPER DIVE AS TO WHY THEY ARE LEAVING.

UNFORTUNATELY, OFTENTIMES WE WE DON'T NECESSARILY GET THAT.

SO WE DON'T HAVE AN EXIT INTERVIEW TYPE OF SCENARIO.

YES. OKAY.

WELL, AND I APPRECIATE THE ASSOCIATION'S HELP ON THIS, BECAUSE THAT'S A BIG NUMBER.

AND IT'S IN THIS TIME FRAME THAT, YOU KNOW, FRESHLY TRAINED AND ALL OF THAT YOU KNOW, THE PROGRAMS AND IDEAS AROUND.

AND I LOVE THAT YOU CONTINUALLY DRIVE IN THAT RETENTION HELPS WITH RECRUITMENT.

AND SO THE WHAT YOU'VE HIGHLIGHTED TODAY, AND IT'S JUST THE TIP OF THE ICEBERG, THE REFERRAL BONUSES, THE SICK TIME BUYOUTS, THE 410 SCHEDULE THE MENTAL HEALTH BENEFITS THAT HAVE BEEN DIALED UP LATELY I LOVE IT.

YOU KNOW, INTERIM CITY MANAGER, I HAVE SHARED THAT I WOULD LIKE A ZERO HESITANCY POLICY ON IF YOU'VE GOT AN IDEA THAT YOU THINK WOULD HELP WITH THIS, TO BRING IT FORWARD, AND THAT WE SHOULD ALWAYS WANT TO HEAR THAT AND SEE HOW WE CAN MAKE IT WORK, BUT JUST LOOKING AT WHAT HAS BEEN ENACTED TO GET TO THESE GOALS IS IMPRESSIVE, BECAUSE THAT'S WHAT IT'S GOING TO TAKE TO BUILD AND RETAIN OUR POLICE FORCE.

SO IF WE DON'T DO A FORMAL EXIT INTERVIEW, BUT WE CAN GET THAT INFORMATION FROM OTHER SOURCES, I WOULD BE INTERESTED IN HAVING PUBLIC SAFETY COMMITTEE DRILL INTO THAT MORE ON PAGE 12, WHERE YOU BREAK OUT A COST ASSOCIATED WITH PMI.

PLACE NETWORK INVESTIGATIONS FOCUSED DETERRENCE.

ET CETERA. IS THAT JUST SALARY AND EQUIPMENT? WHAT ELSE DOES THAT THAT NUMBER EQUATE TO.

IT'S MOSTLY SALARY.

IT'S THOSE OFFICERS AND THEIR SALARY AND THEN ANY ANY CONTRACTS OR SUPPLIES ASSOCIATED WITH IT.

BUT THE LARGE PORTION IS THEIR SALARY.

OKAY. ON ON RIKERS, I'LL JUST ECHO WHAT EVERYONE HAS SAID.

I REALLY APPRECIATE THAT YOU ALL LOOKED AT THIS AND STREAMLINED IT FROM THE FOUR TO THE THE THREE PARTICIPANTS.

AS I LOOK AT PAGE 15, YOU KNOW, WE ALWAYS LOOK TO YOU ALL WHEN IT COMES TO PUBLIC SAFETY.

BUT OUR RESIDENTS ARE VERY MUCH PARTICIPANTS IN PUBLIC SAFETY.

AND, YOU KNOW, WE NEED THEM TO LIGHT THEIR HOUSE AND GET A DOG AND A RING DOORBELL AND GET TO KNOW YOUR NEIGHBORS.

BUT YOU'VE LISTED SOME THINGS ON HERE THAT ARE WAYS THAT RESIDENTS CAN PARTICIPATE IN HELPING TO BRING THESE OVERTIME HOURS DOWN.

IS THERE ANYTHING ELSE AROUND THAT? I MEAN, THAT WE CAN SAY TO OUR RESIDENTS TO HELP THEM GRASP THAT THIS TECHNOLOGY THAT'S BEEN RECOMMENDED, I THINK, IN THE KPMG REPORT, IS CRITICAL FOR THEM TO PLAY A ROLE IN.

[03:00:10]

AND THEN AS FAR AS UTILIZING DOORS WHERE POSSIBLE, YOU KNOW, THAT'S THAT'S A, THAT'S A KEY THING.

THAT'S A KEY THING.

WE EVERY TIME WE CAN FILE A REPORT ON DOORS OR EXPEDITERS.

THAT'S AN OFFICER WE'RE NOT DISPATCHING.

OKAY. I'M POLICING MYSELF.

MAYOR. WE'RE ARGUING ABOUT WHETHER OR NOT WE'RE GOING TO GO TO LUNCH RIGHT AFTER THIS ONE.

OR LET THE FIRE DEPARTMENT GO BY.

I THINK WE'RE GOING TO GO THROUGH THE FIRE DEPARTMENT.

SORRY, GUYS. ALL RIGHT.

CHAIRMAN GRACE, YOU ARE RECOGNIZED FOR FIVE MINUTES.

WHAT ARE SOME FIREHOUSE SUBS OR SOMETHING? NO. BA DUM BUM.

SORRY. LISTEN, MARTIN.

PHENOMENAL. PHENOMENAL PRESENTATION.

THERE'S A CERTAIN CERTAIN SWAG THAT YOU CAN TELL YOU WERE LOCKED ALL THE WAY IN ON THIS THING.

TRULY, IN THE AMOUNT OF INFORMATION THAT YOU'VE PROVIDED PLEASES ME.

BECAUSE YOU CAN LOOK THROUGH THIS STUFF AND YOU CAN TELL WHAT'S MISSING.

WHEN IT'S NOT THERE.

AND THERE ARE THERE'S VERY FEW THINGS THAT ARE MISSING FROM THIS REPORT.

SO THANK YOU FOR JUST THE THE OPENNESS AND TRANSPARENCY TO THIS SLIDE FIVE, WHICH IS WHAT EVERYONE'S BEEN TALKING ABOUT.

IT MY COLLEAGUE HAS ALREADY.

EXCUSE ME. COUNCILWOMAN DANIELLE WILLIS HAS ALREADY ALLUDED TO THIS.

YOU CAN LOOK AT SLIDE FIVE AND KIND OF SEE THE CAUSE AND EFFECT.

RIGHT. WE DON'T HAVE TO GO INTO THOSE THINGS.

SHE'S ALREADY TOUCHED ON THAT.

BUT FOR ME, WHAT I CAN SEE IS AND I GUESS THE QUESTION TRYING TO COMPARE SLIDE TEN AND SLIDE FIVE.

IF YOU LOOK AT FISCAL YEAR 11 WHEN YOU WERE STAFFED AND YOU HAD VERY LITTLE OVERTIME FTES, HAVE YOU DONE A COMPARISON TO WHAT THAT LOOKS LIKE FOR IN WHEN YOU GET TO THE 3600, I FORGET WHICH WHAT YEAR THAT WAS.

WAS THAT 20 BY FISCAL YEAR 33? WHAT DOES THAT COMPARISON LOOK LIKE? AND WHY IS THAT OVERTIME GAP JUST A LITTLE BIT.

AND I THINK YOU KIND OF ALLUDED TO IT, BUT I DON'T WANT TO LEAD YOU IN THE RESPONSE.

SO CAN YOU JUST TELL ME OKAY.

SO YEAH, IF YOU LOOK AT THE IF YOU LOOK AT SLIDE TEN SO IT'S SLIDE TEN DOES PUT FORWARD A PROJECTION OF FUTURE YEARS.

AND IT'S ALL BASED ON OUR NUMBERS OF BEING ABLE TO ADD TO THE FORCE.

60 A YEAR. AND IF WE GET TO THAT 3600 NUMBER IN FISCAL YEAR 33, WE DO YOU IDENTIFY THE COMPENSATION AND THE OVERTIME FOR THAT YEAR.

AND IT IS A IT WOULD BE A SHARE.

SO THE WAY WE LOOK AT IT IS HOW HOW MUCH OVERTIME IS AS A SHARE OF THE COMPENSATION TODAY IT'S 13%.

IN THAT FUTURE YEAR.

IN 33 IT WOULD BE 4%.

SO OVERTIME WOULD GO DOWN AS A SHARE OF COMPENSATION.

IT WOULD GO DOWN TO 4%.

RIGHT. AND I GUESS I, I GET THAT MATH OF IT.

AND I THINK I WAS JUST LOOKING MORE FROM A SIMPLISTIC STAFFING FROM THE NUMBER OF PEOPLE IN 2011, Y'ALL HAD.

I DON'T KNOW WHAT THAT NUMBER EQUATES TO, BUT THEN HOW DOES THAT RELATE TO THE BUDGET? CHIEF COUNCIL MEMBER ONE OF THE THINGS THAT I'LL SAY AND I'LL AND MARTIN CAN SPEAK MORE NUMBERS IN SENSE, BUT I THINK ONE OF THE, ONE OF THE DYNAMICS AS WELL THAT HAS CHANGED IN LAW ENFORCEMENT IS WHAT THE AVERAGE POLICE OFFICER OR SERGEANT OR SUPERVISOR DID IN 2011.

YOU COULD PROBABLY ADD A DOZEN TO 20 MORE THINGS THAT EACH OF THOSE HAVE TO DO TODAY.

GOT IT. WE HAVE TO REMEMBER, RIGHT, THIS WAS BEFORE THE ADVENT OF BODY WORN CAMERA AND THE MYRIAD OF REPORTS THAT HAVE TO BE GENERATED NOW THAT WEREN'T GENERATED BEFORE.

THE THINGS THAT INVESTIGATORS HAVE TO DO WITH REGARDS TO DIFFERENT THINGS FROM A PATROL OFFICER'S PERSPECTIVE.

THE SANDRA BLAND ACT, WHEN YOU TALK ABOUT MICHAEL, THE MICHAEL MYERS ACT FROM INVESTIGATORS AND THINGS OF THAT NATURE, THE WORK THAT'S DONE TODAY IS SO DIFFERENT THAN IT WAS BEFORE THAT, THAT THAT ANSWERS A LITTLE BIT OF WHY.

BECAUSE THAT STOOD OUT TO ME AS WELL.

YEAH. BUT, YOU KNOW, HAVING DONE THIS JOB FOR ALMOST 33 YEARS IN FEBRUARY, I CAN TELL YOU WHAT THE OFFICERS DO TODAY IS ASTRONOMICALLY DIFFERENT THAN WHAT THEY HAD TO DO IN 2011.

OKAY. THANK YOU. NOW, I APPRECIATE THAT ANSWER.

AND I THINK THAT THAT DOES ADDRESS WHERE I WAS KIND OF GOING WITH THAT.

AND THEN FINALLY, FROM A BUDGETING PERSPECTIVE, COMPARING FISCAL YEAR 11 AND AGAIN, DIFFERENT TIMES AND THINGS LIKE THAT.

BUT WHAT WAS THE BUDGET COMPARISON ROUGHLY? AND IF YOU DON'T HAVE THAT NOW, I'D JUST BE CURIOUS TO KNOW.

I DON'T THINK I DO GOING BACK THAT FAR.

LET ME SEE. AND IT'S NOT TERRIBLY IMPORTANT.

I JUST AGAIN, LOOKING AT THE COMPARISONS WHERE IT SEEMS LIKE WE WERE KIND OF STAFFED.

SO I WILL TELL YOU THIS.

IT'S IT'S IMPORTANT TO LOOK AT OURS, YOU KNOW, BECAUSE DOLLARS ARE BASED OFF OF OVERTIME RATES, WHICH DO CHANGE OVER TIME.

[03:05:07]

SO IN 2011, THE OVERTIME EXPENSE WAS 3.8 MILLION VERSUS TODAY AT 55.6.

NOW FROM AN HOURS PERSPECTIVE, THE HOURS IN 2011 WERE 78,000 HOURS.

AND TODAY IT'S 732,000 HOURS.

GOT IT. OKAY.

ALL RIGHT. WELL, I THINK THAT'S ALL I.

OH, AND THEN THE LAST THING, THE OTHER PIECE I'M REALLY PLEASED TO SEE IS THAT ACCOUNTABILITY PIECE IN THE GAME FOR ME.

I'M PLEASED EVERYTHING THAT WE'VE GONE THROUGH AND MAYOR PRO TEM ATKINS HAS GONE THROUGH TO KIND OF HELP KIND OF WRITE THIS PENSION SITUATION.

I'M VERY PLEASED THAT WE WERE ABLE TO GET THERE A LITTLE BIT, WHATEVER.

BUT WE GOT THERE NONETHELESS, AND I'M GLAD THAT WE'RE THERE.

THE PIECE THAT I'M EXCITED TO SEE IN ALL OF THIS, AND THE AMOUNT OF EFFORT THAT WE'VE ALL BEEN WORKING TO TRY TO FIX THIS FOR ME, I STRUGGLED WITH KIND OF THAT ACCOUNTABILITY PIECE, AND I'M GLAD THAT WE CAN SEE THAT FISCALLY, WE'RE SHOWING SOME ACCOUNTABILITY IN TERMS OF HOW WE'RE MANAGING THAT.

AND I GUESS MY QUESTION TO THAT IS, WILL THIS REPORT THAT WORKDAY EXCEPTION REPORT, WILL THAT BE BROUGHT TO THE PUBLIC SAFETY COMMITTEE REGULARLY, OR IS THAT SOMETHING WE WOULD HAVE TO ASK FOR? WELL, IT'S CERTAINLY SOMETHING THAT WE COULD BRIEF PUBLIC SAFETY COMMITTEE ON ONCE ONCE WE GET THAT ESTABLISHED AS A MATTER OF PROTOCOL, I'M REQUESTING THAT TO. MADAM CHAIR.

THANK YOU, MR. MAYOR. ALL RIGHT.

DID YOU. WERE YOU TRYING TO GET BACK IN, MISS WILLIS? YOU WERE SO. YOU SELF-POLICED SO WELL BEFORE.

I KIND OF WANTED TO REWARD YOU FOR IT AND GO RIGHT BACK TO YOU.

BUT I THINK CHAIRWOMAN ARNOLD MIGHT JUMP ON ME IF I DO THAT.

SO. AND I SEE MR. RIDLEY'S HAND UP, TOO, SO I GOTTA WAIT JUST A MINUTE.

I'M GOING TO GO.

I'M GOING TO GO. LET ME GO VIRTUAL REAL QUICK.

I HAVEN'T GONE TO THOSE FOLKS IN A MINUTE.

SO CHAIRMAN RIDLEY, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C, AND THEN WE'LL GO TO YOU, CHAIRWOMAN ARNOLD, AND THEN BACK TO MISS WILLIS.

THANK YOU, MR. MAYOR.

AND THANK YOU, MR. RIOJAS, FOR ALL THE WORK THAT YOU'VE DONE IN PRESENTING A TREMENDOUS AMOUNT OF STATISTICS TO US, BUT I'D LIKE YOUR CLARIFICATION ON SOMETHING THAT APPEARS TO BE AN ANOMALY IN YOUR STATISTICS.

AND THAT IS JUST AFTER YOUR BRIEFING, CHIEF GARCIA CHIMED IN TO TALK ABOUT THE TREMENDOUS REDUCTION THAT WE'VE HAD IN VIOLENT CRIME OVER THE LAST FOUR YEARS.

24%, WHICH I KNOW WE ALL APPLAUD AS A TREMENDOUS SUCCESS FOR THE CHIEF AND FOR THE VIOLENT CRIME PLAN.

BUT I COMPARE THAT WITH SLIDE 11, WHICH INDICATES THAT PRIORITY ONE CALLS, WHICH I BELIEVE ARE PREDOMINANTLY VIOLENT CRIMES, HAVE INCREASED 26% SINCE 2018.

AND SO I'M WONDERING HOW YOU SQUARE THOSE TWO STATISTICS.

IF WE'RE REDUCING VIOLENT CRIME THAT MUCH, WHY AREN'T THE PRIORITY ONE CALLS DECLINING? COUNCIL MEMBER, THANKS FOR THE QUESTION.

AND IT'S A GOOD QUESTION TO ASK BECAUSE ALL VIOLENT CRIMES ARE PRIORITY ONE CALLS.

HOWEVER, NOT ALL PRIORITY ONE CALLS ARE VIOLENT CRIME.

THERE ARE DIFFERENT LEVELS OF PRIORITY ONE CALLS THAT DON'T EQUATE TO VIOLENT CRIME.

THERE ARE CALLS THAT MAY COME OUT AS A VIOLENT CRIME.

THAT'S PRIORITY ONE THAT IS THEN ESTABLISHED.

THAT IS NOT THERE'S VEHICLE ACCIDENTS, MAJOR VEHICLE ACCIDENTS THAT THAT OCCUR WHETHER A VEHICLE ON VEHICLE OR PEDESTRIAN.

AND SO, YOU KNOW, THERE'S A THERE'S A LONG LIST OF WHAT PRIORITY ONE CALLS ARE THAT DON'T NECESSARILY THAT AREN'T NECESSARILY VIOLENT CRIME CRIMES THAT OCCURRED.

SO WHAT'S CAUSING THE UPTREND IN PRIORITY ONE CALLS IF IT'S NOT VIOLENT CRIME.

IT'S NOT IF IT'S NOT VIOLENT CRIME IT WOULD BE OTHER OTHER OTHERS IN THAT PRIORITY ONE CATEGORY.

WELL, LET ME PUT IT ANOTHER WAY.

ARE YOU SEEING ANY DECREASE IN DEMAND FOR DPD SERVICES AS A RESULT OF YOUR SUCCESS IN REDUCING VIOLENT CRIME? WE ARE SEEING IT IN SOME AREAS AS IT RELATES TO VIOLENT CRIME.

PARTICULARLY, WE HAVE SEEN A REDUCTION IN PRIORITY ONE CALLS IN CERTAIN GRID AREAS.

THERE'S NO QUESTION ABOUT IT.

WITH REGARDS TO IT HOWEVER IT'S STILL AGAIN, VIOLENT CRIME IS A PRIORITY ONE CALL, BUT NOT ALL PRIORITY ONE CALLS ARE VIOLENT CRIME.

AND SO THERE'S STILL A DEMAND, OBVIOUSLY A GREAT DEMAND ON PRIORITY ONE RESPONSE FROM THE DEPARTMENT THAT ARE NOT NECESSARILY VIOLENT CRIME RELATED.

WELL, I UNDERSTAND THAT NOW.

I BELIEVE MR. RIOJAS MENTIONED THAT VIOLENT CRIME IS A PARTICULARLY LABOR INTENSIVE ASSIGNMENT FOR INDIVIDUAL CALLS.

[03:10:02]

WHAT I THINK WHAT WAS MENTIONED WAS PRIORITY ONE CALLS ARE VERY STAFF INTENSIVE, NOT NECESSARILY VIOLENT CRIME CALLS.

AND AGAIN YOU TAKE A VEHICLE ACCIDENT ON 75 AS AN EXAMPLE.

THAT WILL TAKE PROBABLY 4 OR 5 OF MY OFFICERS OFF THE STREET FOR A VERY LONG PERIOD OF TIME.

AND SO AGAIN, IT WAS THE PRIORITY ONE CALL THAT IS VERY STAFF INTENSIVE AND NOT NECESSARILY ALTHOUGH VIOLENT CRIME IS AS WELL.

WHAT WAS MADE MENTION WAS THE PRIORITY ONE CALL OF STAFF IN INTENSIVE.

WELL, OKAY. LET ME MOVE ON TO ANOTHER ISSUE.

AN EPIPHANY THAT I RECEIVED FROM THIS PRESENTATION IS THAT THERE IS SOME LEVEL OF OVERTIME THAT IS DESIRABLE BECAUSE IT'S MORE EFFICIENT TO EMPLOY OUR EXISTING PERSONNEL FOR OVERTIME THAN IT MAY BE TO REPLACE THEM, OR REPLACE THEIR OVERTIME WITH NEW OFFICERS WHO REQUIRE TRAINING, UNIFORMS, EQUIPMENT AND VEHICLES.

AND SO I WOULD BE CURIOUS IF ANYONE IN THE POLICE DEPARTMENT HAS IS BENCHMARKED DALLAS OVERTIME RATE AGAINST A NATIONAL STANDARD.

THROUGH YOUR NATIONAL ASSOCIATION OF POLICE CHIEFS, OR JUST BY COMPARISON WITH OTHER CITIES AS TO WHAT THE IDEAL LEVEL OF OVERTIME IS. SO THANK YOU FOR THAT QUESTION, COUNCIL MEMBER.

ON SLIDE 25, THE LAST BULLET WE DO TALK ABOUT JUST WHAT YOU SAID BENCHMARKING OT USAGE AND OTHER SIMILAR SIZED AGENCIES AND ALSO LOOKING AT THEIR PRACTICES.

AND PART OF THAT WOULD INCLUDE WHAT I WOULD CONSIDER THE AMOUNT OF OVERTIME RELATIVE TO THE COMPENSATION.

IN OTHER WORDS, IS IT 10% RELATIVE TO THE COMPENSATION? 5%. WE KNOW WE'RE AT 13%, BUT WHAT ABOUT OTHER AGENCIES? AND SO WHEN WE START BENCHMARKING OURSELVES, WE CAN LOOK AT THAT.

IN ADDITION TO BECAUSE IF WE LOOK AT THE DOLLAR AMOUNTS, WE KNOW THAT IT'S HARD TO COMPARE OURSELVES TO SAN JOSE, FOR EXAMPLE.

THAT'S THE HIGHEST PAID POLICE FORCE, I THINK, IN THE COUNTRY.

SO I COULD BE WRONG, BUT IT'S VERY HIGH COMPARED TO US.

LET ME PUT IT THIS WAY.

WE WOULD LOOK AT IT RELATIVE TO THE TOTAL COMPENSATION AND WE WOULD LOOK WE WOULD COMPARE OURSELVES IN THE SAME WAY.

IT'S TRUE. ARE WE ARE WE GOOD THERE? AND WHAT CONCLUSIONS HAVE YOU ARRIVED AT FROM THAT ANALYSIS? I'M SORRY. I COULDN'T UNDERSTAND WHAT YOU SAID.

WHAT CONCLUSIONS HAVE YOU ARRIVED AT FROM THAT BENCHMARK COMPARISON? OH, THANK YOU KNOW.

SO THESE ARE FUTURE OPPORTUNITIES.

WE HAVE NOT YET DONE THIS.

WE THIS IS SOMETHING ON THE ON THE PATH FORWARD WE'RE LOOKING TO DO AND TO STUDY IT IN THE WAY THAT I SPOKE ABOUT.

AND SO TO YOUR QUESTION, IT'S SOMETHING THAT WE WANT TO DO.

WHAT YOU MENTIONED IS EXACTLY WHAT WE'RE SAYING WE WANT TO DO.

OKAY. WELL, I WOULD BE VERY INTERESTED IN SEEING A FOLLOW UP REPORT ON THAT.

WHEN YOU GET INTO THAT SUBJECT, PERHAPS TO THE PUBLIC SAFETY COMMITTEE.

WITH REGARD TO THE SICK LEAVE BUYBACK PLAN THIS SOUNDS LIKE A GREAT IDEA TO REDUCE THE AMOUNT OF SICK LEAVE THAT'S TAKEN, BUT HAVE YOU CONSIDERED THAT THAT MAY BE AN INCENTIVE FOR OFFICERS TO COME TO WORK WHEN THEY'RE REALLY SICK AND MAY BE CONTAGIOUS, AND PARTICULARLY FOR INFECTIOUS DISEASES, SPREAD IT TO OTHERS IN THE DEPARTMENT? COUNCIL MEMBER, THANKS FOR THE QUESTION.

YOU KNOW, I'LL SAY THIS.

YOU KNOW, OBVIOUSLY, IF ONE OF OUR OFFICERS IS IS SICK IS WE DON'T WE DEFINITELY DON'T WANT THEM COMING INTO WORK AND SPREADING IT.

THERE'S NO QUESTION ABOUT IT. HOWEVER, I WILL SAY THIS, I WILL SAY THE TIMES WHERE WE DON'T WANT ABUSE.

THERE ARE TIMES WHEN THERE ARE OFFICERS THAT HAVE CHILD CARE NEEDS AS AN EXAMPLE, AND ONE OF THEIR CHILDREN IS SICK.

WELL, YOU KNOW WHAT? WHEN IT'S INCENTIVIZED THOSE EMPLOYEES WILL TURN EVERY STONE THEY POSSIBLY CAN TO SEE IF SOMEONE CAN COME HELP THEM SO THEY CAN COME INTO WORK. AS OPPOSED TO NOW, IF IT'S NOT INCENTIVIZED AND IF IF MY SON OR DAUGHTER IS SICK, I'M I'M NOT GOING TO I'M NOT GOING TO SPEND TIME TRYING TO FIND DIFFERENT ALTERNATIVES. I'M JUST GOING TO USE WHAT'S WHAT'S AUTHORIZED TO USE.

AGAIN, IF IT AND WE REALLY WANT IT TO CURTAIL ABUSE BUT CERTAINLY WE'RE NOT WE'RE NOT ADVOCATING FOR LEGITIMATELY SICK OR CONTAGIOUS

[03:15:04]

WELL, I KNOW YOU'RE NOT ADVOCATING FOR THAT, BUT YOU MUST RECOGNIZE THAT YOU'RE BUILDING IN AN INCENTIVE FOR PEOPLE TO ON THE SIDE OF COMING INTO WORK SO THAT THEY CAN ULTIMATELY SAVE THEIR SICK LEAVE AND GET PAID FOR IT, EVEN THOUGH THEY MAY BE SICK.

SO HOW DO YOU COUNTERACT THAT? WELL, AGAIN, I MEAN, NOT TOO DISSIMILAR THAN THAN NOW WITH REGARDS TO THE FACT THAT WE DON'T WANT ABUSE TO OCCUR IN THE FIRST PLACE.

BUT WHAT WE'LL WHAT WE'LL SAY ABOUT, ABOUT THAT ISSUE IS, YOU KNOW, IT'S, YOU KNOW, I HARKEN BACK TO WHEN I STARTED 32 YEARS AGO.

YOU KNOW, IF YOU'RE LEGITIMATELY SICK AND YOU CAN'T COME INTO WORK THEN YOU DON'T COME INTO WORK.

BUT YOU KNOW WHAT? IF IF AT TIMES YOU'RE NOT FEELING GREAT AND YOU COME INTO WORK AND AGAIN, I DON'T KNOW HOW ELSE TO ANSWER THAT QUESTION OTHER THAN, YOU KNOW.

AND I KNOW TODAY IS DIFFERENT THAN WHEN I STARTED IN 1992.

BUT IF YOU DIDN'T FEEL WELL, YOU CAME INTO WORK.

YOU HAD A JOB TO DO.

AND THAT'S, THAT'S REALLY WHAT THE MESSAGE WOULD BE.

AND WE WOULD CONTINUE TO MESSAGE THAT OUT TO RANK AND FILE.

NOT TO MENTION THE FACT THAT THIS IS NOT THAT YOU CAN'T USE SICK LEAVE.

YOU JUST COULD NOT YOU COULD NOT USE AN AMOUNT OVER 40 HOURS OF YOUR 96 HOURS.

SO THERE IS STILL SICK LEAVE THAT YOU COULD USE.

YOU JUST AGAIN, WE WERE JUST WE JUST WANT TO CURTAIL IT AS MUCH AS WE CAN.

OF COURSE. AND FINALLY MR. RIOJAS AND SLIDE 15, YOU TALKED ABOUT INVESTING IN EFFICIENCY, AND THIS WAS VERY REVEALING.

ONE THING THAT I HAVE NEVER SEEN STATISTICS ON IS SOMETHING THAT MAY NOT BE UNDER YOUR DEPARTMENT, BUT I THINK IT AFFECTS YOUR DEPARTMENT, AND THAT'S INTEGRATED PUBLIC SAFETY SOLUTIONS.

DO YOU HAVE ANY INFORMATION ABOUT HOW THAT IS IMPACTING CRIME RATES AND YOUR WORKLOAD? I IN TERMS OF FROM A FINANCIAL PERSPECTIVE, FROM OVERTIME OR HOW IT IMPACTS OVERTIME, I DO NOT.

THAT IS NOT SOMETHING THAT I HAVE TODAY OR ARE PREPARED TO TALK ABOUT.

IF YOU'RE ASKING ABOUT FROM THE FINANCIAL PERSPECTIVE, I DON'T I DO NOT HAVE THAT.

WELL, I'M ASKING ABOUT IT FROM A WORKLOAD PERSPECTIVE IN OUR EFFORTS TO REDUCE BLIGHT, INCREASE LIGHTING IN HIGH CRIME AREAS. I'M JUST WONDERING IF THERE IS ANY WAY TO TRACK WHAT EFFECT THAT IS HAVING FOR OUR INVESTMENT IN THOSE MEASURES.

THEY HAVE HAD THEY HAVE HAD AN EFFECT.

THEY HAVE HAD HELPED.

THEY HAVE HELPED, PARTICULARLY WITH THE CRIME PLAN AS WELL.

SO IT HAS HAD A POSITIVE EFFECT.

I CAN'T TELL YOU THE SPECIFICS.

I MEAN, OBVIOUSLY THEY WOULD BE BAKED INTO THE VIOLENT CRIME REDUCTIONS THAT WE'VE HAD IN CERTAIN PLACES, BUT THERE'S NO QUESTION THAT THEY HAVE ASSISTED WITH US IN THAT ENDEAVOR.

AND PARTICULARLY ALSO AS WITH RIKER.

GREAT. WELL, I WANT TO APPLAUD THE TIME THAT YOU HAVE SPENT IN PREPARING THIS OVERTIME REDUCTION PLAN AND THE ACCOUNTABILITY PLAN. I THINK THOSE ARE VERY CONSTRUCTIVE IN ADDRESSING THE AMOUNT OF OVERTIME COST AND TO MAKE THE FORCE MORE EFFECTIVE IN TERMS OF ITS NEED FOR OVERTIME.

SO THANK YOU, MR. MAYOR.

CHAIRWOMAN ARNOLD, READY FOR YOU TO GO FOR FIVE MINUTES ON ITEM C AND THEN WE'LL GO BACK TO MISS WILLIS.

THANK YOU. MAYOR.

I THINK THE MAIN THING I WANT TO PUT ON THE RECORD, BECAUSE WE COME OFF THOSE YEARS, WE TALKED ABOUT TALKING ABOUT OVERTIME.

I NEED TO BE VERY CLEAR AGAIN, I THOUGHT I WAS CLEAR THEN.

I'VE NEVER HAD A CHALLENGE WITH UNDERSTANDING OVERTIME.

WHAT I DO UNDERSTAND IS THE COMMUNITY THAT I SERVE.

AND I DO KNOW THAT WE HAVE A CONSTANT REQUEST FOR POLICE PRESENCE.

AND SO THIS IS A GOOD OPPORTUNITY FOR EDUCATION FOR THE PUBLIC THAT'S LISTENING.

AND AS I STATED THE OTHER DAY ABOUT THIS IS BACK WHEN CHIEF BROWN WAS HERE, YOU KNOW, WE THE POLICE WERE 25 DIFFERENT HATS IN OUR COMMUNITY.

REALLY, WE GET THAT REQUEST.

IF YOU JUST HAVE A POLICE OFFICER DRIVE THROUGH, SOME FOLKS FEEL GOOD ABOUT THAT BECAUSE THEY TEND TO FEEL SAFE.

IT'S JUST A NATURAL REACTION.

AND SO WHEN WE TALK ABOUT POLICE PRESENCE, I GET A REQUEST FOR THAT EVERY TIME I TURN AROUND.

I NEVER HAVE SOMEONE I NEVER HAVE A COMMUNITY LEADER SAY, LOOK, DON'T SEND ANY MORE POLICE AROUND HERE.

WE'RE TIRED OF LOOKING AT THEM.

I DON'T GET THOSE COMMENTS.

AND SO FOR ME, JUST QUICKLY, SO THAT WE CAN RESPECT THE TIME.

[03:20:04]

AND THOSE WHO NEED TO UNDERSTAND.

WE CAN'T GET A THOUSAND OFFICERS.

YOU CAN'T GET A THOUSAND OFFICERS, SO YOU'RE GOING TO HAVE TO HAVE OVERTIME.

LET'S BE REALISTIC.

SO WITH THE COMMUNITY IS IT FAIR STATEMENT TO SAY THAT EVERY TIME A CONSTITUENT DIALS 911, THEY EXPECT TO HAVE AN OFFICER OR OFFICERS TO COME OUT? WOULD THAT BE PROBABLY LOGICAL FOR YOU TO ASSUME THAT WE EXPECT TO GET AN OFFICER? YES, THAT WOULD BE LOGICAL.

SO EVERY TIME YOU CALL, YOU EXPECT TO GET AN OFFICER.

THAT'S THAT'S A NORMAL THING FOR ME.

TO, TO TO BE ABLE TO, TO SAY IT'S HEARTBREAKING WHEN I HAVE TO TELL THE CONSTITUENTS NOW IT'S A PRIORITY.

THIS IS DALLAS IS THE NINTH LARGEST CITY.

SO IF YOU'RE CALLING ME AND YOU'RE CONCERNED THAT THAT YOU'RE THE, THE, YOUR, YOUR PLANTER WITH YOUR FAVORITE PLANTS WERE STOLEN ON THE FRIDAY NIGHT, I HAVE TO EXPLAIN TO THEM, THAT'S FRIDAY NIGHT.

IT'S A PRIORITY NIGHT.

SO THEY'RE NOT GOING TO BE ABLE TO GET TO THAT FLOWER POT SITUATION.

YOU UNDERSTAND THAT.

AND SO WE KNOW THAT WE WANTED.

BUT BUT THERE ARE SITUATIONS THAT WE CAN'T GET IT BECAUSE OF THE NATURE OF WHERE WE ARE.

THE NEXT PIECE I WANTED TO ASK YOU CLEARLY AS WE TALK ABOUT OVERTIME, IS THAT THROUGH YOUR EXPERIENCE, WHOEVER ANSWERED IT, THAT THERE ARE SOME THINGS YOU YOU CAN GAUGE AND ANTICIPATE WITH EVENTS? AM I CORRECT? ARE YOU SAYING ARE THERE WITH OFFICERS? YOU CAN JUST ANTICIPATE AN EVENT, LET'S SAY THE FAIR.

YOU CAN PROBABLY ANTICIPATE.

OH, YES, THAT'S A GOOD A PERFECT EXAMPLE OF SOMETHING WE ANTICIPATE.

BUT YOU ALSO, IN THE BACK OF YOUR MIND, KNOW THAT YOU MAY HAVE TO HAVE SOME OVERTIME BECAUSE YOU'RE DEALING WITH THE HUMAN BEING, HUMAN BEINGS.

AM I CORRECT? YEAH, 100%.

COUNCIL MEMBER. SO ANYTHING COULD POP OFF.

WE CALL THEM POP OFF AND POP UPS AND AND AND TO YOUR POINT, THINGS HAVE.

AND WE'VE HAD TO RESPOND TO THAT BY THE USE OF OVERTIME.

THERE'S NO QUESTION ABOUT IT.

SO WOULD YOU ALSO SAY, AS WE TALK ABOUT THE MENTAL HEALTH, DON'T YOU GET TO THE DON'T YOU SEE OFFICERS WHO GET TO THE POINT WHERE THEY HAVE WORKED, THEY'VE GIVEN OVERTIME AND THEY'RE JUST TIRED? YES. AND SO WHEN THEY'RE TIRED, IN YOUR PROFESSIONAL OPINION AND WITH YOUR EXPERIENCE THERE, WE OFTEN SEE CHALLENGES WHEN OFFICERS ARE PUSHED OUT BECAUSE OF DIFFERENT EVENTS.

THEY'RE TIRED. AND THEN YOU'RE MORE LIKELY WILL HAVE SITUATIONS WHERE THERE MAY BE CLAIMS OF AN OFFICER DIDN'T RESPOND RIGHT, OR YOU DIDN'T GET THAT SMILEY FACE, OR AND THEN YOU UNDERSTAND WHERE I'M GOING.

IS THAT NORMAL? IT'S NOT I WOULDN'T SAY NORMAL.

NORMAL. BUT WHAT I'LL SAY IS THERE'S DEFINITELY A PROPENSITY FOR THAT TO OCCUR.

YOU KNOW, A TIRED OFFICER.

IT DOESN'T MATTER WHAT PROFESSION YOU'RE IN.

CORRECT. THE MORE WORN OUT YOU ARE THE POOR DECISIONS CAN BE MADE AT TIMES.

THANK YOU. AND WE SPENT ALMOST 11 HOURS HERE LAST.

I THINK IT WAS WEDNESDAY.

THURSDAY. I WAS TRYING TO FIGURE OUT WHAT CITY I WAS IN THURSDAY MORNING.

EARLY. SERIOUSLY.

AND SO WE WANT YOU TO RESPECT THAT.

BUT I ALSO WANT AND SO FOLKS, WE HAVE TO KEEP REITERATING THE FACT THAT POLICE OFFICERS ARE HUMAN BEINGS BECAUSE THEY I THINK SOMETIMES WE THINK THAT YOU'RE NOT AND THAT YOU HAVE FAMILY AND YOU HAVE RESPONSIBILITIES, AND YOU KNOW THAT YOU'RE THE NINTH LARGEST CITY.

SO JUST CASE IN POINT.

LAST WEEK WE WERE COMING FROM A FUNERAL THAT WE, THOSE OF YOU MAY NOT KNOW.

COUNCILWOMAN LOST HER HUSBAND, AND WE WERE AT THE FUNERAL.

WE DIDN'T EVEN GET OFF THE LOT.

ALL OF A SUDDEN, I HEARD ALL OF THIS LOUD CONCERT LEVEL MUSIC IN SOMEONE'S BACKYARD.

SERIOUSLY? AND I'M TRYING.

HERE I GO, I'M DRIVING UP.

LOOK, WE'RE. WE'RE WOULD GET.

I COULDN'T BELIEVE IT. IT WAS SERIOUSLY LOUD.

AND SO WHEN YOU RUN ACROSS AND OFTENTIMES WHEN WE'RE IN THE FIELD LIKE THAT, THERE ARE TIMES I'M GOING TO HAVE TO DO SOME CALLING AND SOMETIMES IT MAY.

AND THAT WAS ON A FRIDAY NIGHT.

SO WHEN YOU HAVE THOSE TYPES OF SITUATIONS WHICH EVIDENTLY THE REGULAR THINGS CAN POP OFF DURING THAT TIME, THAT MIGHT REQUIRE OVERTIME, IT JUST MIGHT.

SO THOSE ARE THAT'S SOME OF WHAT I'M NOT GOING TO GO TOO DEEP INTO BECAUSE I SEE MY TIME IS WANDERING.

SO WHEN YOU HAVE THOSE POP UPS, FOLKS WHO HAVE POP UP PARTIES AND CONCERTS ON SHOPPING CENTER LOCATIONS AND ALL THESE THINGS NEIGHBORHOOD, BACKYARD, WE WANT SOMEONE TO SHOW UP.

NOW THE QUESTION.

SO I'M GOING TO LEAVE THAT THERE SO THAT WE CAN MOVE ON TO THIS QUESTION.

YOU HAD A SLIDE ABOUT OVERTIME WITH PROTESTS AND MARCHES.

ARE YOU REIMBURSED AT THE POLICE DEPARTMENT, REIMBURSED FOR THOSE EVENTS? FOR PROTESTS.

WE ARE NOT REIMBURSED.

[03:25:01]

DO THOSE ORGANIZATIONS PAY TO PROTEST WHEN THEY HAVE FIRST AMENDMENT ISSUES? NO. WE KNOW THEY DO NOT.

SO WHO ABSORBED THE COST FOR THAT? WELL, THE DALLAS POLICE DEPARTMENT, IT'S REFLECTED IN OUR OVERTIME SPENDING.

ALL RIGHT. AND I NEEDED FOLKS TO UNDERSTAND THAT WHEN FOLKS SAY THEY JUST WANT A MARCH 1ST AMENDMENT, IT'S FREE, IS WHAT I UNDERSTAND.

IS THAT CORRECT? GRATIS.

IS THAT. IS THAT WHAT YOU UNDERSTAND THAT THAT IS CORRECT.

ALL RIGHT. I JUST NEED TO MAKE SURE YOU UNDERSTOOD THAT.

SO WITH THAT BEING SAID, I'M GOING TO WRAP UP JUST BY SIMPLY SAYING, ONCE AGAIN, WE NEED THE POLICE OFFICERS.

WE NEED YOU ALL TO ALL UNDERSTAND WE IN DALLAS, THE NINTH LARGEST CITY, OVERTIME IS NOT GOING TO GO DOWN.

THIS IS A NINTH LARGEST CITY.

PEOPLE ARE COMING HERE. WE'RE TELLING THEM TO VISIT DALLAS.

AND THE MORE YOU ADD ALL THE ENTERTAINMENT AND ALL THESE OPTIONS, WE'RE GOING TO NEED TO STRENGTHEN OUR PUBLIC SAFETY.

SO, MAYOR, I'LL LEAVE IT AT THAT.

AND I THANK YOU SO VERY MUCH FOR JUST ALLOWING US TO HAVE THIS CONVERSATION.

BUT I'VE NEVER HAD A PROBLEM WITH OVERTIME.

WE JUST DON'T HAVE A BLANK CHECK.

MAYOR. IS THAT CORRECT? IT'S TRUE.

ALRIGHT, TRUE. BUT IT'S ALSO TRUE THAT THE NEXT TIME YOU ARE IN YOUR DISTRICT, IT'S FRIDAY NIGHT AND YOU DRIVE BY SOMEBODY'S HOUSE AND THERE'S MUSIC THAT LOUD FROM THE BACKYARD, YOU CALL ME.

I GOT YOU MAYOR, OKAY? BECAUSE I DIDN'T WANT TO BE ONE OF THOSE.

I'LL GO BY AND SEE WHAT'S UP.

YOU KNOW WHAT I MEAN? I GOT YOU MIGHT STICK AROUND FOR A WHILE.

THANK YOU, THANK YOU.

ALRIGHT, MR. RESENDEZ, YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR. I JUST HAD ONE QUESTION.

BUT FIRST OF ALL, THANK YOU FOR THE PRESENTATION.

I THINK IT'S GREAT INFORMATION.

I WAS WONDERING, THOUGH, IN ORDER TO REDUCE THE DEMAND FOR OVERTIME AND IN ORDER TO WORK ON REDUCING CRIME AND VIOLENCE IN OUR CITY, I'M WONDERING IF MAYBE THE CITY MANAGER CAN ANSWER THIS QUESTION.

WHAT ARE OUR PLANS AS A CITY TO CONTINUE TO INVEST IN OUR COMMUNITIES AND OUR PEOPLE IN ORDER TO ADDRESS THE ISSUES THAT WE SEE WITH, WITH CRIME AND THE DEMAND FOR POLICE.

THANK YOU SO VERY MUCH.

COUNCIL MEMBER RESENDEZ FOR THE QUESTION.

I THINK IT'S A HOLISTIC RESPONSE THAT WE HAVE TO DO ACROSS THE CITY, WHETHER THAT'S THE ONGOING INVESTMENT THAT WE HAVE TO MAKE THROUGH, AS YOU'LL SEE IN THE THE PROPOSED BUDGET FOR THE OFFICE OF COMMUNITY CARE.

WE UNDERSTAND THAT THERE'S A WHOLE LIFE CYCLE, WHETHER INVESTING IN OUR CHILDREN, OUR YOUTH, YOUNG ADULTS, THE WHOLE NINE YARDS.

AND AND SO TO ANSWER YOUR QUESTION, IT IS A BROAD LOOK THAT I THINK WE HAVE TO HAVE ACROSS THE BOARD.

AS YOU KNOW, OVER THE LAST FEW YEARS, WE'VE BEEN TALKING ABOUT THE DRIVERS OF POVERTY AND HOW THOSE TYPES OF THINGS ARE CONTRIBUTORS, OFTENTIMES TO WHAT ENDS UP BEING SOME TYPE OF ACTIVITY THAT IS NOT WARRANTED, WHETHER IT'S CRIMINAL ACTIVITY.

AND SO AS WE LOOK AT WAYS THAT WE CAN LOOK AT THOSE TRIGGERS, WORKING VERY CLOSELY WITH THE COMMUNITY, THE VARIOUS ORGANIZATIONS THAT ARE OUT THERE DOING WORK. I THINK THOSE INVESTMENTS WILL NEED TO CONTINUE.

I THINK THE CONVERSATION CAME UP ABOUT RIGHT CARE, AND WE ARE IN THIS BUDGET CONTINUING THE FOCUS.

WE HAVE 18 TEAMS WORKING 24 HOURS A DAY.

AND THEY'RE ANSWERING ON AVERAGE, 15 TO 20,000 CALLS ANNUALLY.

THOSE TYPES OF INVESTMENTS.

I THINK WHAT WE NEED TO CONTINUE TO LOOK AT, HOW DO WE DIVERT CALLS AND HOW DO WE ENSURE THAT WE'RE PROVIDING SERVICES THAT ARE APPROPRIATE FOR THE CITY TO PROVIDE, AND LOOKING FOR THOSE PARTNERSHIP OPPORTUNITIES TO MAKE SURE THAT THAT ONGOING INVESTMENT IN THE COMMUNITY WILL HELP US IN JUST OVERALL REDUCTION IN CRIMINAL ACTIVITY AS A WHOLE. THANK YOU FOR THAT RESPONSE.

I JUST WANT TO MAKE SURE THAT WE DO KEEP THOSE THINGS IN MIND, BECAUSE OBVIOUSLY, INVESTING IN OUR PEOPLE, IN OUR COMMUNITIES CAN HELP THE DALLAS POLICE DEPARTMENT INDIRECTLY. SO THANK YOU, MR. MAYOR. CHAIRMAN MORENO, YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU.

MR. MAYOR, AND AGAIN, THANK YOU ALL FOR THAT PRESENTATION.

THIS BRIEFING HAS PROVIDED A LOT OF ANSWERS AND TO A LOT OF THE QUESTIONS THAT I, THAT I HAD COMING INTO THIS, I JUST WANT TO THANK THE DEPARTMENT FOR THEIR COMMITMENT TO BEING TRANSPARENT AND ACCOUNTABILITY WHEN IT COMES TO OVERTIME.

I'M GRATEFUL FOR THE NEW IMPLEMENTATIONS THAT HAVE BEEN PUT IN PLACE TO HELP RECRUIT AND THE RETENTION.

I THINK THAT'S GOING TO GO A LONG WAY IN THE WAY WE ADDRESSED OVERTIME IN THE FUTURE.

CHIEF HERRERA, THANK YOU FOR FOR WHAT YOU'RE DOING TO TO GET THOSE CLASSES LARGER AND GRADUATING THEM ALL TOGETHER.

I THINK IT'S CRITICAL THAT, AS I MENTIONED EARLIER, WE WANT OFFICERS TO BE ABLE TO RESPOND WHEN WHEN SOMEONE CALLS THE 911.

AND SO I JUST WANT YOU ALL TO KNOW THAT WE ARE HERE, WHETHER IT BE AT THE COMMITTEE LEVEL, TO LOOKING AT NEW PROGRAMS AND INITIATIVES TO IMPLEMENT THAT WE'RE HERE.

[03:30:02]

I THINK WE'RE IMPLEMENTING IT SO MUCH IN THE PAST TWO YEARS, BUT LET'S KEEP THAT GOING.

AND SO I LOOK FORWARD TO TO WORKING WITH YOU ALL HERE AT THE, AT THE FULL COUNCIL AND AT PUBLIC SAFETY.

AND REALLY, A LOT OF THE QUESTIONS THAT I HAVE HAVE ALREADY BEEN ANSWERED.

I JUST WANTED TO MAKE SURE THAT WE EXPRESSED OUR APPRECIATION FOR THE DEPARTMENT AND FOR ALL THE MEN AND WOMEN.

THANK YOU, CHAIRWOMAN STEWART.

YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR. JUST AS THIS CONVERSATION HAS EVOLVED, A COUPLE OF THOUGHTS AND I JUST REALLY WANT TO SHARE THESE AS EXPERIENCES.

ONE, IN RESPONSE TO COUNCIL MEMBER RESENDEZ, WHAT ARE WE DOING TO RESPOND TO THE NEEDS IN THIS COMMUNITY? I ALWAYS TALK ABOUT FOREST AND ADELIA.

IT'S MY FOCUS.

BUT AND I DO WANT MY DISTRICT TO UNDERSTAND THAT WHILE WE ARE VERY CONCERNED ABOUT CRIME THERE, THERE IS NO DOUBT, AND WE NEED RESOURCES THERE TO ADDRESS THAT.

IT'S ALSO BEEN VERY, VERY IMPORTANT THAT WE INVEST IN THE COMMUNITY AS INTERIM CITY MANAGER TOLBERT JUST MENTIONED.

AND SO THAT IS WHY THERE IS A BOXING GYM THERE.

AND THAT IS WHY THAT BOXING GYM WILL EXPAND TO A COMMUNITY CENTER SO THAT WE WILL HAVE ACTIVITIES, RESOURCES AND SERVICES THAT COULD BE FOR THAT COMMUNITY. IT'S WHAT I SAW IN 2015 WHEN I WENT TO FOREST.

DELIA. NOT THAT I DIDN'T GO TO PICASSO'S PIZZA THERE FOR A LONG TIME, BUT I KIND OF DIDN'T FOR A WHILE, AND THEN WENT BACK IN 2015 AND REALIZED THAT THAT NEIGHBORHOOD HAD CHANGED DRAMATICALLY.

BUT WHAT I DIDN'T SEE WERE ANY CITY SERVICES OR EVEN CHURCHES AT THE TIME.

THERE WASN'T A CHURCH IN THIS AREA FROM ARDELIA TO LBJ ALONG FOREST.

THERE WASN'T A CHURCH, THERE WASN'T A LIBRARY.

THERE WASN'T A REC CENTER, THERE WASN'T A PARK.

THERE WAS NOTHING.

WE ALLOWED THE DEVELOPERS TO JUST FILL IT WITH APARTMENTS.

AND THAT WAS A RECIPE FOR DISASTER THAT WE WILL DIG OURSELVES OUT OF FOR YEARS, IF NOT DECADES.

WE'RE STILL WORKING ON THAT.

BUT YOU'RE EXACTLY RIGHT TO SAY IT'S NOT JUST ENFORCEMENT OF OF LAWS.

IT IS ALSO THE SERVICES CONNECTING WITH THOSE STUDENTS AND THOSE PEOPLE AND MAKING SURE THAT THEY HAVE THE RESOURCES THEY NEED TO PERHAPS MAKE SOME HEALTHIER, BETTER CHOICES IN THEIR LIVES.

AND THEN JUST ON OVERTIME IN GENERAL, I WILL SAY AND CHIEF HERRERA WILL REMEMBER ME ASKING FOR THIS.

WHEN I WAS A DIRECTOR IN UPTOWN POST-COVID, WE HAD A LOT OF CRIME IN UPTOWN LATE AT NIGHT, AND IT WAS VERY, VERY CHALLENGING.

HAD IT NOT BEEN FOR THOSE OVERTIME SHIFTS, RIGHT, WE WOULD HAVE BEEN IN MUCH WORSE SHAPE.

SO I GAINED A KEEN APPRECIATION FOR THE NEED FOR THE OVERTIME AND FOR HOW IT WAS VERY CAREFULLY AND WELL PLACED FOR NEIGHBORHOODS, FOR TIME OF DAY, WHERE THERE REALLY WAS JUST A NEED FOR MORE OFFICERS.

SO I THINK THAT IS ALL I HAVE TO ADD TO THE CONVERSATION OTHER THAN AN APPRECIATION, MARTIN, FOR THIS PRESENTATION.

I DON'T HAVE THE HISTORY OF THE BACK CONVERSATIONS OR WHAT HAPPENED YEARS AGO, BUT THIS ONE'S BEEN GREAT, AND I THINK YOU PROVIDED SOME VERY SUBSTANTIAL COMPARISONS AND INFORMATION SO THAT WE COULD HAVE A GOOD CONVERSATION.

SO THANK YOU. MISS WILLIS, YOU RECOGNIZED FOR THREE MINUTES.

THANK YOU. PICKING BACK UP ON SLIDE 15 YOU NOTE ON THE AUTO RETURN CONTRACT.

SO IT'S GREAT THAT WE'VE CUT DOWN THE TIME AT THESE SITES FROM AN HOUR TO 20 MINUTES.

HOWEVER, AS CHIEF ARTIST AND I THINK CITY MANAGER TOLBERT KNOW THERE THERE'S DEBRIS BEING LEFT BEHIND ON THESE SITES.

AND MY UNDERSTANDING IS THAT WHOEVER IS AT THAT ACCIDENT IS SUPPOSED TO MAKE SURE THE TOWING COMPANY CLEANS UP AFTER THEMSELVES.

AND WE'VE GOT FENDERS AND BUMPERS AND ALL KINDS OF CAR PARTS, TIRES ALL OVER THE CITY THAT NOW WE'RE HAVING TO BUDGET A LOT MORE MONEY TO CLEAN UP.

AND SO I'M JUST REGISTERING THAT WITH YOU TO SEE IF MAYBE THAT CONDENSED TIME IS COSTING US IN SOME OTHER WAYS.

WE DON'T HAVE TO GET INTO IT ALL NOW.

BUT I WOULD LOVE FOR YOU ALL TO TO LOOK INTO THAT.

I'VE ASKED CHIEF ARTIS TO CONTACT THESE VENDORS, AS I DID JOHN FORTUNE BEFORE HIM, TO LET THEM KNOW THAT IT'S JUST NOT GETTING DONE.

I'LL LEAVE IT AT THAT. ON THE 16 HOURS ON SLIDE 24, IT SAYS CREATING A WORKDAY EXCEPTION REPORT THAT TRIGGERS WHEN AN OFFICER WORKS 16 HOURS PLUS IN A SINGLE DAY.

SO THAT'S JUST A LITTLE CONCERNING.

IS THERE AN OPPORTUNITY FOR SOMEONE TO GO OVER ON THAT? I'M SORRY. WHEN YOU SAY GO OVER, YOU MEAN WORK IN EXCESS OF 16 HOURS? YES. THERE IS.

AND OF COURSE, KEEP IN MIND THIS THIS REPORT IS GOING TO TAKE REGULAR TIME AND OVERTIME TOGETHER TO

[03:35:03]

SO YOU COULD HAVE YOU COULD HAVE AN OFFICER WORKING TEN HOURS ON A SHIFT AND THEN SIX HOURS OF OVERTIME OR SEVEN HOURS OF OVERTIME THAT WOULD THAT WOULD BE EXCEEDING THE THRESHOLD. SO IT SOUNDS LIKE THERE IS A REPORTING MECHANISM NOW TO PULL THIS IN HIGH OVERTIME.

USERS WILL BE.

YOU SAID A REPORT SENT DAILY OR WEEKLY OR SOMETHING LIKE THAT.

AND IT SAYS THE FINANCIAL BUREAU WILL SEND THIS.

I MEAN, ALL OF THIS REVIEW FEELS VERY INTERNAL.

AND SO I'M JUST TRYING TO UNDERSTAND THAT.

SURE. AND THEN WE GO TO THE NEXT PAGE WHERE IT TALKS ABOUT IN THE GENERAL ORDERS ABOUT ON PAGE 21, ABOUT THERE'S THE ABILITY FOR A FEE FOR ASSISTANT CHIEF TO OKAY, SOMEONE WORKING LONGER THAN THAT.

AND I JUST I MEAN, I READ THAT AND I JUST DIDN'T LIKE IT.

AND I IMAGINE THERE ARE CERTAIN CIRCUMSTANCES WHERE THAT MUST HAPPEN, BUT IT JUST MADE ME KIND OF UNCOMFORTABLE TO THINK OF THAT MUCH BEING HEAPED ONTO AN INDIVIDUAL THAT IS ALREADY IN A HIGHLY DEMANDING JOB.

IS THAT VERY INFREQUENT? I MEAN, MAYBE, CHIEF, YOU COULD SPEAK TO IT.

WELL, YOU KNOW, IT DOESN'T HAPPEN OFTEN, BUT I THINK WE ALWAYS NEED TO CARVE OUT EXCEPTIONS BECAUSE IN THE CASE OF AN EMERGENCY, WE DON'T HAVE THE OPTION OF GOING HOME. SO IT'S REALLY THE EXCEPTION, NOT THE RULE.

IT'S PROBABLY THE EXCEPTION MORE THAN THE RULE.

BUT I MEAN, AS YOU LOOK AT WHETHER WE'RE TALKING ABOUT, YOU KNOW, NATURAL DISASTERS OR WE LOOK AT OTHER THINGS OFTENTIMES THAT, THAT THAT THERE IS A DEMAND ON THE DEPARTMENT. THERE HAS TO BE THAT EXCEPTION IN THERE.

AND I GET THAT WHEN WE'RE TALKING ABOUT EMERGENCY SITUATIONS.

AND ONE OTHER THING THAT'S NOT NECESSARILY ADDRESSED HERE.

IT MAY BE TOUCHED ON SOMEWHERE, BUT IT'S JUST THE MORE EQUITABLE DISTRIBUTION OF THE OVERTIME OPPORTUNITIES.

I MEAN, I KNOW THERE ARE APPROVALS OR WHO GETS TO APPROVE CERTAIN THINGS, AND I JUST I DON'T KNOW ENOUGH ABOUT IT, BUT I'VE JUST HEARD ABOUT IT AND THAT THERE MAY NEED TO BE OPPORTUNITIES FOR OTHERS OR SOME ARE REALLY HEAVILY LOADED ON OVERTIME AND MAYBE OTHERS AREN'T.

SO I WILL JUST SAY, DO WITH THAT WHAT YOU WILL.

AND THEN FINALLY ON PAGE 25, YOU IDENTIFY AN AREA THAT YOU ARE SAYING COULD USE SOME STREAMLINING.

THIS IS THE CRIME SCENE STUDY CONDUCTING SIX SIGMA TO IMPROVE THAT PROCESS.

AND I'M WONDERING WHAT GOT YOU ALL TO THAT POINT.

IS THIS JUST A LEADERSHIP DISCUSSION WHERE YOU ALL ARE LOOKING AT AREAS THAT YOU COULD STAND TO TIGHTEN OR IMPROVE IN, OR HOW DO YOU IDENTIFY THESE OPPORTUNITIES.

WELL, THE THE TEAM MEMBERS IN THAT UNIT HAVE MADE IT KNOWN TO US THAT THEY DO HAVE A HARD TIME RECRUITING.

SOMETIMES THEY HAVE A HARD TIME KEEPING FOLKS.

IT CAN BE THAT THAT CAN.

BECAUSE THE TRUTH IS, IS THAT HOW WE COMPARE TO OTHER AGENCIES IS REALLY WHAT MATTERS, BECAUSE WE ARE IN COMPETITION FOR TALENT.

AND SO THE THE MANAGEMENT IN THAT AREA HAS LET US KNOW THAT THEY'RE HAVING DIFFICULTY TO KEEP PEOPLE ON STAFF.

WE ALSO WANT TO MAKE SURE THAT WE HAVE SO WE HAVE THE APPROPRIATE PAY, WE HAVE THE APPROPRIATE STAFFING LEVELS AND THAT THE PROCESSES WITHIN THE UNIT ARE OPTIMAL BECAUSE WE KNOW THAT CRIME SCENE, YOU KNOW, AS THEY GO OUT TO THE FIELD, THERE'S OFFICERS THAT ARE WAITING ON CRIME SCENE TO APPEAR AND DO THE WORK. THEY GOT TO DO. SO.

SO THEIR WORK IMPACTS A BIGGER BODY OF OF PATROL OFFICERS AT LARGE.

SO WE WANT TO MAKE SURE THAT UNIT IS OPTIMAL.

AND SINCE WE HAVE HAD COMPLAINTS, OR AT LEAST CONCERNS FROM THE MANAGEMENT IN THAT AREA ABOUT THEIR STAFFING LEVELS AND ABOUT THEIR PAY, WE WANT TO WE WANT TO LOOK AT IT HOLISTICALLY, PROCEDURALLY, PROCESSES AND STAFFING LEVELS.

I SAW HEADS NODDING TO THAT.

IT'S JUST IT SOUNDS LIKE IT'S LEADERSHIP DISCUSSIONS.

THESE THINGS COME UP ORGANICALLY AND THEN YOU INVESTIGATE AND STREAMLINE.

OKAY. THANK YOU. DO YOU NEED ANOTHER MINUTE? NO. THANK YOU. OKAY THEN HERE'S THE PLAN.

GUYS ROLL INTO THE FIRE.

OVERTIME PRESENTATION.

BREAK FOR LUNCH.

HAVE EXECUTIVE SESSION AND THEN COME BACK IN ABOUT AN HOUR AFTER THAT.

SO THANK YOU VERY MUCH.

APPRECIATE IT.

OBVIOUSLY, MR. RIOS, YOUR PRESENTATION WAS OBVIOUSLY VERY POPULAR.

PEOPLE LIKED THAT. SO GOOD JOB.

AND WHILE YOU'RE GETTING SET UP, MADAM INTERIM CITY MANAGER, YOU CAN TEE UP THE NEXT BRIEFING.

THANK YOU SO VERY MUCH. AND AGAIN, THANK YOU TO OUR DPD TEAM FOR THE IN-DEPTH BRIEFING.

[D. 24-2184 Dallas Fire-Rescue Department Overtime Projections & Reduction Options]

THIS BRIEFING WILL BE PRESENTED BY OUR FIRE CHIEF, INTERIM FIRE CHIEF JUSTIN BALL, AND WE'LL GO AHEAD AND HAVE HIS TEAM TO COME ON DOWN.

AND THANK YOU ALL AGAIN FOR YOUR PATIENCE AND FOR BEING HERE THIS MORNING.

THANK YOU.

[03:40:08]

I'M INTERIM FIRE CHIEF JUSTIN BALL.

I'D LIKE TO START OUT FIRST WITH JUST SAYING THAT WE, AS DALLAS FIRE RESCUE ARE FULLY AWARE AND VERY APPRECIATIVE OF THE CONTINUED SUPPORT THAT INTERIM CITY MANAGER MISS KIMBERLY TOLBERT, MAYOR ERIC JOHNSON, CHIEF OF PUBLIC SAFETY, CHIEF ARTISTS, AND EACH AND EVERY COUNCIL MEMBER PROVIDERS.

WITHOUT YOUR UNWAVERING SUPPORT, WE WOULD NOT BE ABLE TO DO WHAT WE DO IN THE MANNER THAT WE DO IT.

AND THAT EQUATES TO SAVING LIVES AND SAVING PROPERTY.

SO I'LL SAY THANK YOU FOR YOUR YOUR SUPPORT, YOUR KINDNESS AND YOUR RESPECT THAT I CONTINUALLY SEE FROM THIS TEAM.

SO THANK YOU VERY MUCH.

HAVING SAID THAT, WE DO NEED TO REDUCE OUR OVERTIME.

SO WE HAVE A PLAN.

OUR PLAN IS NOT TO ELIMINATE OVERTIME BECAUSE THAT DOESN'T PUT US IN THE BEST AREA.

OUR PLAN IS TO PUT US IN A STAFFING AREA THAT PROVIDES FOR THE VERY BEST EMERGENCY RESPONSE TO EVERY PERSON, IN EVERY PART OF THIS CITY.

TO DO THAT IN THE MOST FISCALLY EFFICIENT MANNER, AND AT THE SAME TIME TO KEEP AND MAINTAIN A HAPPY AND NOT OVERWORKED WORKFORCE. AND THIS PLAN COVERS ALL THREE OF THOSE.

SO I'M PROUD TO INTRODUCE OUR ASSISTANT DIRECTOR OF FINANCE, ALEX RODRIGUEZ, WHO IS GOING TO PRESENT OUR PLAN.

THANK YOU. THANK YOU CHIEF.

WELL, GOOD AFTERNOON, HONORABLE MAYOR.

MADAM. CITY MANAGER AND COUNCIL.

CITY COUNCIL MEMBERS.

OUR TOP PRIORITY REMAINS, AS YOU KNOW, THE SAFETY OF OUR RESIDENTS AND OUR CFR MEMBERS, WHILE AT THE SAME TIME BEING FISCALLY RESPONSIBLE.

THANK YOU FOR THE OPPORTUNITY FOR ALLOWING US TO TELL THE CFR STORY REGARDING OUR OVERTIME PROJECTIONS, AS WELL AS STRATEGIES THAT HAVE EITHER BEEN IMPLEMENTED OR ARE UNDERWAY. I WILL USE I WILL ALSO LIST STRATEGIES THAT ARE SET TO BEGIN ON OCTOBER 1ST, WITH THE START OF THE NEW FISCAL YEAR.

AS I GO THROUGH THIS PRESENTATION, WE WILL DEMONSTRATE HOW WE HAVE USED DATA IN OUR DECISION MAKING AND TECHNOLOGY TO TRACK PROGRESS.

DURING THIS MULTIYEAR PROCESS, WE HAVE CONNECTED WITH AND COLLABORATED WITH OTHER CITY DEPARTMENTS, AND WE ARE NOW COMMUNICATING THOSE RESULTS WITH YOU AND THE PUBLIC ON OUR OVERVIEW SLIDE.

AS YOU SEE, WE WILL BE TALKING ABOUT THE RETENTION STRATEGIES, THE THREE MAJOR CATEGORIES OF OVERTIME, OUR ATTRITION TO INCLUDE INTERNAL ATTRITION, AS WELL AS THE STAFFING AND OVERTIME PROJECTIONS FOR FISCAL YEAR 24 TO 26.

AND OUR NEXT STEPS WILL BE AT THE END.

NEXT SLIDE PLEASE.

NEXT SLIDE. SINCE OUR RECRUITING AND RETENTION STRATEGIES WE'VE THESE ARE SOME OF THE MAJOR THINGS THAT WE'VE DONE.

WE'VE ADDED RESOURCES SUCH AS THE SINGLE FUNCTION PARAMEDIC UNITS SO THAT WE CAN SUPPLEMENT THE FRONTLINE UNITS AND TAKE SOME OF THE WORKLOAD OFF OF THE HEAVILY WORKED UNITS. WE'VE ELIMINATED THE REQUIREMENT FOR THE 45 COLLEGE HOURS FOR APPLICATION TO BECOME A FIREFIGHTER.

AND THANK YOU TO THE CITY COUNCIL FOR DOING THAT LAST WEEK.

WE HAVE A MENTAL HEALTH AND WELLNESS PROGRAMS. WE HAVE A LEADERSHIP DEVELOPMENT PROGRAM WHICH IS GEARED ON SERVANT LEADERSHIP, AND I THINK THAT IS THAT IS KEY TO PROVIDING THE THE LEADERSHIP THAT OUR YOUNG FOLKS NEED.

OUR YOUNG MEMBERS NEED YOUNG MEN AND WOMEN.

WE ALSO HAVE AN INTERNAL TRANSFER POLICY.

AND THIS IS SO THAT THE FIRE CHIEF HAS THE ABILITY TO MOVE PERSONNEL TO MORE APPROPRIATE POSITIONS WITHIN DFR.

NEXT SLIDE PLEASE.

HERE'S ANOTHER RETENTION STRATEGIES.

WE HAVE FIRE STATION VISITS FROM BOTH OUR FIRE FIRE COMMAND STAFF AS WELL AS THE FIRE CHIEF AS WELL AS DIGNITARIES AS YOU SEE ON THIS SLIDE.

WE'VE ALSO JUST AS DPD HAS DONE, WE'VE UPDATED OUR GROOMING STANDARDS IN ORDER AND IN ORDER TO EMPLOYEE ENGAGEMENT, INCREASE THE EMPLOYEE ENGAGEMENT.

[03:45:06]

WE ALSO HAVE FAMILY EVENTS SUCH AS PROMOTIONAL CEREMONIES AND GRADUATION CEREMONIES.

AND JUST AS A SIDE NOTE, WE HAVE A GRADUATION CEREMONY ON FRIDAY AT THE MOODY PERFORMANCE CENTER.

WE'RE EXPECTING TO GRADUATE 29 GRADUATES THAT STARTED 14 MONTHS AGO.

SO NEXT SLIDE PLEASE.

THIS IS ANOTHER RETENTION STRATEGY.

THE FIRE CHIEF AND THE COMMAND STAFF WILL GO OUT TO FIRE STATIONS.

CAN YOU. I'M SORRY.

COULD YOU GO BACK, PLEASE.

SO THIS IS A IS A IS A LIFE SAVING AWARD.

SOMETIMES THE CHIEF OR THE COMMAND STAFF WILL GO OUT AND PRESENT LIFE SAVING AWARDS WHEN THAT HAS HAPPENED.

THEY ALSO DO UNIT CITATIONS OUT IN THE FIELD.

NEXT SLIDE PLEASE.

THE CATEGORIES OF OVERTIME.

AS I MENTIONED, THERE ARE THREE MAJOR CATEGORIES.

AND AS YOU'LL SEE HERE, THE MAJOR THE LARGEST ONE IS 82% OF OUR OVERTIME IS SPENT FOR MANDATORY DAILY STAFFING.

NOW THIS IS THE STAFFING THAT IT TAKES TO STAFF 20.

EXCUSE ME. 58.

FIRE ENGINES, 23.

LADDER TRUCKS, 47 FRONT LINE AMBULANCES, AS WELL AS OTHER SUPPORT VEHICLES THAT ARE AN EMERGENCY.

THE SECOND CATEGORY, AND THIS IS NOT WELL KNOWN THROUGHOUT THERE IS IN THE INHERENT IN THE WORK SCHEDULE.

AS YOU KNOW, FIREFIGHTERS, THEY DON'T GET OVERTIME UNTIL AFTER THEY WORK MORE THAN 53 HOURS IN A WEEK.

AND SO OUR SCHEDULE IS THAT THEY WORK 54 HOURS A WEEK.

SO WITHIN THAT 28 DAY CYCLE, AS REQUIRED BY FEDERAL LAW.

AND IT'S ALSO IN THE CITY PERSONNEL RULES THAT THEY WOULD GET OVERTIME FOR THOSE FOUR HOURS.

SO THAT IS A 12.1%.

I BELIEVE IT'S 12.1.

AND SO THAT EQUATES TO ABOUT $4.6 MILLION A YEAR.

WE ALSO HAVE EXTRAORDINARY EVENTS THAT THAT IS DEMONSTRATED THERE IN THE 82% AS WELL AS ATTRITION.

AND I'M GOING TO INTRODUCE A NEW TERM TODAY.

AND IT'S CALLED INTERNAL ATTRITION.

NOW DPD, WHEN THEY MADE THEIR PRESENTATION THEY CALLED IT DIVERSION OR DIVERT PEOPLE.

BUT FOR US WE'RE GOING TO WE'RE GOING TO CALL IT INTERNAL ATTRITION BECAUSE YOU DON'T ACTUALLY SEE THAT WE LOST PEOPLE, BUT THEY MOVED FROM ONE BUREAU TO ANOTHER.

AND THAT CREATES AN OVERTIME SITUATION FOR US IN THE BUREAU WHERE THEY LEFT.

AND SO WE ALSO HAVE STAFF OVERTIME.

AND THAT'S YOUR SMALLEST AMOUNT THERE THAT IS SOMETIMES DONE.

SOMETIMES THE STAFF.

RIGHT NOW WE'RE SO UNDERSTAFFED OR IN THE RECENT PAST THAT SOMETIMES THE STAFF FROM A WILL WORK IN THE FIELD.

AND SO ACTUALLY BUT BECAUSE OF WORKDAY AND THE WAY THE OVERTIME IS TRACKED, IT ACTUALLY HITS IN THE OTHER OVER OVER OVER.

EXCUSE ME THE OVERTIME CATEGORY.

NEXT SLIDE PLEASE.

THIS SLIDE WHAT YOU'RE SEEING HERE.

THIS SLIDE WILL SHOW YOU OUR PROJECTED HIRING GOALS.

LAST YEAR OUR HIRING GOAL WAS 240.

WE'RE ACTUALLY ABLE TO HIRE 245.

AND THEN THE TOTAL OF THE NEXT GRAPH OVER TO THE TO THE RIGHT OF THAT IS THE TOTAL ATTRITION BY FISCAL YEAR.

SO WE'RE WE'RE PROJECTING THAT WE'RE GOING TO LOSE BETWEEN 130 TO 137.

THE NEXT TWO YEARS. 2 TO 3 YEARS.

THE LAST. THE BOTTOM SLIDE THAT SHOWS THE END OF YEAR HEADCOUNT.

AND AS YOU CAN SEE, WE'VE BEEN SHOWING SOME REALLY GOOD NET GAINS.

AND IT'S GETTING US CLOSER TO WHERE WE WHERE WE TERM RIGHT SIZE.

AND IT'S BEEN CALLED OPTIMAL STAFFING.

IT'S BEEN CALLED RIGHTSIZING.

IT'S BEEN CALLED THE SWEET SPOT.

THERE'S DIFFERENT THINGS THAT THEY CALL IT.

BUT THIS WAS THIS IS GOING TO GET US TO WHERE WE NEED TO BE.

AND SO AS I GET TO THAT, I'LL SO LET ME GO TO SLIDE TEN AND THIS WILL SHOW YOU THE UNIFORM COUNT BY TENURE.

SO THE BLUE BAR REPRESENTS THE PERCENTAGE THAT ARE IN EACH OF THE THREE CATEGORIES.

SO WE HAVE THREE CATEGORIES LISTED HERE 0 TO 5 YEARS WHICH IS SIMILAR TO WHAT DPD DID.

WE HAVE A MID-CAREER AND THEN WE HAVE THE RETIREMENT ELIGIBLE.

SO THE ORANGE BAR REPRESENTS THE NUMBER THAT WE PROJECT ARE GOING TO BE ATTRITION NEXT YEAR.

SO AS YOU CAN SEE, 65% OF THE PEOPLE WE THAT WE THINK WE WILL LOSE NEXT YEAR ARE GOING TO BE FROM THE 0 TO 5 GROUP.

SO. ALL RIGHT.

NEXT SLIDE PLEASE.

SLIDE 11.

THIS IS THE KEY SLIDE IF THERE'S NO OTHER KEY.

THE MOST IMPORTANT ONE OF THE MOST IMPORTANT SLIDES IN THIS WHOLE PRESENTATION IS THIS SLIDE RIGHT HERE.

AND THE REASON IT DOES IS IT DEMONSTRATES WHY WE HAVE HAD SO MUCH OVERTIME IN THE PAST.

AND I KNOW YOU REMEMBER LAST YEAR OUR OVERTIME WAS 44 MILLION.

AND THIS YEAR WE'RE GOING TO BE RIGHT AT 41 MILLION.

AND SO BUT THE REASON IS, IS BECAUSE WHEN WE STARTED THE FISCAL YEAR, WE WERE IN THE EMERGENCY RESPONSE BUREAU, WHICH IS WHERE 82% OF THE OVERTIME HITS, THESE ARE THE STATION PERSONNEL. WE ONLY HAD THE 1948 HEADCOUNT.

AND SO WE'VE BEEN AGGRESSIVELY WE STARTED AGGRESSIVELY HIRING.

AND NOW I'LL GET MORE INTO THAT ON OUR REDUCTION PLAN.

AND SO YOU CAN SEE HOW THE NUMBERS HAVE GONE UP.

SO WE JUST CROSSED THE 1600 LINE FOR EMERGENCY RESPONSE BUREAU.

SO THIS DOES NOT I WANT TO MAKE SURE THIS DOES NOT INCLUDE ALL THE OTHER BUREAUS.

[03:50:05]

THE OTHER BUREAUS DO OVERTIME AS WELL, BUT NOT TO THE NOT FOR THE REASONS THAT OCCUR HERE AT THE EMERGENCY RESPONSE BUREAU.

AND SO NEXT SLIDE PLEASE.

SO OUR OVERTIME REDUCTION PLAN IS IN THE NEXT SLIDES.

AND AS YOU CAN SEE KIND OF GIVE A HINT TO HOW WE'RE GOING TO PLAN TO DO THAT.

SO NEXT SLIDE PLEASE.

SO WE FOCUSED OUR EFFORTS ON REDUCING THE TWO MAJOR CATEGORIES THAT YOU SAW.

THE 12.1% I MEAN EXCUSE ME THE THE 82% AND THE 12%.

WE'RE FOCUSING OUR EFFORTS THERE.

SO HOW WE WE DID THAT BY INCREASING THE HIRING CAPACITY SO THAT WE COULD RIGHTSIZE AND REDUCE THE OVERTIME.

WE'RE PLANNING TO EXPAND THE KELLY KELLY LEAVE USAGE THAT I MENTIONED TO ALLOW THE FOR OUR INCREMENTAL USAGE.

AND I'LL GET MORE INTO THAT IN A LITTLE BIT ON HOW WE PLAN TO ROLL THAT OUT.

WE REDUCED THE TRAINING ACADEMY BY FOUR WEEKS WITHOUT NEGATIVE IMPACT.

SO IT WENT FROM 16 WEEKS, EXCUSE ME, FROM 15 WEEKS TO 14 WEEKS WITHOUT A NEGATIVE IMPACT.

SO THAT ALLOWED US TO GET THE FIREFIGHTERS INTO THEIR ROLES FASTER BY REDUCING OVERTIME THERE.

WE'RE PROPOSING TO ADD FOUR SINGLE FUNCTION PARAMEDICS TO CURTAIL THE OVERTIME.

NOW I'M NOT SAYING IT'S GOING TO REDUCE IT'S GOING TO ELIMINATE IT.

IT'S GOING TO CURTAIL IT.

SO ON THAT ONE AND I'LL SHOW YOU WHY IN A MINUTE.

ALSO WE'RE DOING THE SAME THING.

WE'VE BEEN DOING THIS ALREADY, BUT WE'RE CURTAILING THE USE OF STAFF OVERTIME FOR NON-EMERGENCY ACTIVITIES.

SO THE ESTIMATED SAVINGS FOR THIS IS ROUGHLY $10 MILLION.

SO NEXT SLIDE PLEASE.

SO IN ORDER TO TAKE TO INCREASE THE OBJECTIVE OF HIRING INCREASED HIRING AND TRAINING CAPACITY, THIS IS WHAT WE DID.

WE INCREASED TRAINING STAFF TO ACCOMMODATE THE FOURTH CLASS BECAUSE WE WERE DOING THREE CLASSES IN THE PAST.

WE ADDED A FOURTH CLASS AND WE INCREASED THE NUMBER OF IN THE CLASS SIZES FROM 45 TO 60.

SO THAT'S HOW WE GOT THE 240.

WE GOT 240 WAS OUR GOAL LAST YEAR.

AND THEN WE'RE ALSO USING THE LATERAL HIRE PROGRAM.

SO THANK YOU COUNCIL FOR THAT BECAUSE YOU GAVE US THE ABILITY TO GO OUTSIDE AND HIRE PEOPLE THAT ARE ALREADY CERTIFIED AS FIREFIGHTERS.

THEY WANT TO COME IN, THEY ARE ALREADY CERTIFIED.

IT JUST TAKES US 2 OR 3 MONTHS TO GET THEM READY TO GO.

AND THEN THEY'RE THEY'RE HELPING US OFFSET THE OVERTIME.

A NEW PROGRAM THAT'S JUST COMING ON BOARD IS THE SKILLBRIDGE PROGRAM.

AND THIS IS WHERE MILITARY MEMBERS THAT ARE GETTING READY TO EXIT OUT OF THE MILITARY, THEY THEY GET SIX MONTHS OF TRAINING PAID FOR BY THE MILITARY.

AND THEY'RE THEY'RE TRAINING WITH US.

NEXT SLIDE PLEASE.

SO THIS IS SLIDE 15.

THIS IS HOW WE PLAN TO ADDRESS THE SECOND HIGHEST LEVEL CATEGORY.

AS I MENTIONED IT IS THE FAIR LABOR STANDARDS ACT.

OVERTIME IS WHAT WE'D LIKE TO CALL IT AT THE FIRE DEPARTMENT.

SO WHAT THIS DOES.

SO IMAGINE FOR ME FOR JUST A MINUTE.

IMAGINE YOU'RE A FIREFIGHTER AT A AT A FIRE STATION AND YOU'RE THERE 24 HOURS.

YOU CANNOT LEAVE.

AND SO IMAGINE THAT YOU'RE ONE OF YOUR KIDS IS HAVING A BIRTHDAY PARTY OR YOU WANT TO GO, JUST GO HAVE LUNCH WITH THEM AND MEET THE WIFE AND KIDS IN DOWNTOWN OR OR SOMETHING LIKE THAT. WOULDN'T IT BE NICE IF YOU COULD JUST GET UP AND GO FOR THOSE FOUR HOURS AND COME RIGHT BACK WITHOUT ANY COST TO YOU? AND SO THIS IS WHY WE CAME UP WITH THE IDEA, BECAUSE IN THE PAST WE ALWAYS THOUGHT, THERE'S NOTHING WE CAN DO ABOUT THOSE THAT $4.6 MILLION.

BUT WE'RE THINKING THAT THERE IS.

AND SO THE, THE WE ALSO THINK OF IT AS A RETENTION TOOL, BECAUSE I DON'T KNOW HOW MANY TIMES AS A AS A YOUNG FIREFIGHTER I MISS BIRTHDAYS AND I MISS ANNIVERSARIES. MY WIFE CAN TELL YOU HOW MANY I MISSED, I FORGOT, BUT I HAVE I'VE MISSED A LOT AND SO OR JUST TO HAVE LUNCH WITH THEM.

SO. SO THIS IS WHAT WE PLAN TO DO.

OUR ESTIMATED SAVINGS.

IF 50% OF THE FIREFIGHTERS TAKE ADVANTAGE OF IT.

AND WE THINK THAT THEY WILL BECAUSE REMEMBER THE THE GROUP THAT WE'RE PLANNING TO WE THINK WILL LOSE NEXT YEAR IS 0 TO 5 YEARS.

WELL, IN A NATIONAL SURVEY, THOSE SAME GROUP TOLD THE FIRE CHIEFS THAT THE REASON THAT THEY'RE LEAVING IS BECAUSE TIME OFF IS MORE IMPORTANT THAN MONEY.

AND SO THIS IS WHY WE THINK THIS WILL WORK.

SO WE HAVE 50% OF THEM.

TAKE IT. THEN WE'RE ANTICIPATING A SAVINGS OF $2.3 MILLION FOR THAT ONE.

SO THAT'S VERY INNOVATIVE I THINK.

CONGRATULATE CHIEF BALL FOR COMING UP WITH THAT.

IF IT WORKS. IT WAS HIS IDEA.

IF IT DOESN'T IT'S MINE. SO NEXT SLIDE PLEASE.

SO THIS IS WHERE WE CAN RELATE TO DPD'S DILEMMA.

AND SO BECAUSE THE SINGLE FUNCTION PARAMEDICS THEY'RE NOT CROSS-TRAINED.

SO THEY GET OVERTIME AFTER 40 HOURS.

SO THEY'RE KNOWN AS 40 HOUR WEEK PERSONNEL.

SO WE HAD A WE HAD A DILEMMA.

SO THE PROBLEM WAS SHOULD WE HIRE EIGHT OR SHOULD WE HIRE FOUR.

BECAUSE EIGHT WOULD HAVE GOTTEN US TO WHERE OVERTIME WOULD HAVE BEEN SIGNIFICANTLY CUT, BUT NOT TO THE POINT THAT IT OVER THAT IT WAS MORE COST EFFECTIVE TO HIRE THE EIGHT. SO AS YOU CAN SEE, THE BLUE BAR IS WHAT IT WOULD COST TO HIRE EIGHT FULLY LOADED.

IT'S ABOUT 148,000 FOR A FIREFIGHTER FOR THE FOR THE FULL YEAR, FULLY LOADED.

AND THEN THE OVERTIME THAT THEY WENT OVER AND NOT NOT NOT ALL THE OVERTIME, BUT JUST THE AMOUNT THAT THEY WENT OVER.

WHAT THEY HAD BUDGETED WAS 658,000.

[03:55:03]

I CAUGHT THE MISTAKE YESTERDAY OR THE DAY BEFORE WHEN I WAS PRACTICING THIS PRESENTATION, BUT AND THEN SO TO HIRE FOUR, AS YOU CAN SEE, IT'S A LITTLE BIT LESS THAN THE OVERTIME THAT WE'RE GOING TO TRY TO OFFSET.

SO WE'VE GOT A LITTLE BIT OF A SAVINGS THERE.

BUT IT ALSO THE IMPORTANT POINT IS THAT WE'RE GOING TO HAVE PEOPLE IN THE FIELD AS OPPOSED TO RELYING ON OVERTIME.

AND YOU KNOW, WE DON'T WANT TO BURN PEOPLE OUT.

THAT'S THAT'S THE THING.

SO NEXT SLIDE PLEASE.

SO THESE ARE THE INTERNAL CONTROLS.

AND SOME PEOPLE CALL THEM GUARDRAILS.

THEY ARE GUARDRAILS FOR US.

WE DO HAVE THE GUARDRAILS TO PREVENT THE ABUSE OF OVERTIME.

AND BEFORE I GET INTO THESE I WANT TO TELL YOU ONE THING THAT I FORGOT TO PUT ON HERE.

AND THAT IS WE HAVE A PAYROLL TEAM THAT DOES AN AUDIT.

THEY THEY AUDIT THE OVERTIME.

AND SO IF WE CATCH WE CATCH A OVERPAYMENTS, THEN THE MEMBER IS NOTIFIED RIGHT AWAY.

WE COLLABORATE WITH THE CITY CONTROLLER'S OFFICE AND WE GET WE SEEK REPAYMENT AND WE GET IT IN FULL.

SO THERE IS THAT AS WELL.

THAT'S NOT NOT LISTED HERE.

BUT WHEN SOMEONE WORKS OVERTIME, THEIR FIRST LINE OR SECOND LINE SUPERVISOR MUST APPROVE THAT OVERTIME.

AND SIMILAR TO DPD, WE HAVE A BIWEEKLY REPORT THAT IT'S AN INTERNAL REPORT THAT GOES TO THE FIRE CHIEF AND THE COMMAND STAFF SO THAT THEY CAN LOOK AT WHERE THE OVERTIME IS HITTING. AND SO NOW THE BUREAU CHIEFS, WHICH IS THERE'S ONE ASSISTANT CHIEF OVER EACH OF THE BUREAUS, EXCEPT FOR MINE, AND I'M ASSISTANT DIRECTOR OVER THE FINANCIAL BUREAU.

BUT SO THEY'RE RESPONSIBLE TO LOOK AT WHAT THE OVERTIME HAS BEEN DOING.

SO. AND THEN STAFF OVERTIME.

THESE ARE THE PEOPLE THAT WORK THE 40 HOUR WORK WEEKS, AND THEN THE OTHER BUREAUS THAT MUST BE PRE-APPROVED BY A SUPERVISOR.

SO NEXT SLIDE PLEASE.

SO THESE ARE THIS IS PROBABLY THE SLIDE THAT YOU'RE LOOKING FOR.

SO AS NEW AS NEW HIRES GRADUATE.

AND SO THAT'S AFTER 14 MONTHS, THEY GRADUATE.

THEY GO TO THE FIELD. THE ONES THAT GRADUATE ON FRIDAY ARE GOING TO BE GOING TO THE FIELD.

AND SO THEY'LL BECOME PART OF THIS NUMBER.

SO AS YOU CAN SEE, OUR RIGHT SIZE IS 1726 FOR THE EMERGENCY RESPONSE BUREAU.

NOT NOT ALL THE OTHER BUREAUS.

IF YOU COUNT ALL THE OTHER BUREAUS TOGETHER, THEN OUR GOAL IS TO GET TO 2259.

AND SO WE'VE COLLABORATED WITH WITH THE BUDGET MANAGEMENT SERVICES.

WE BUILT A MODEL TO BE ABLE TO BECAUSE WE DID IT MATHEMATICALLY.

FIRST I DID IT MATHEMATICALLY.

WE CAME UP WITH A MODEL, THIS IS HOW MANY WE NEED.

AND THEN WE BUILT A MODEL THAT PROVED IT.

AND SO WHEN WE WILL WE PLAN TO GET TO THE MAGIC NUMBER, NOT THE MAGIC NUMBER.

THAT'S NOT A GOOD WORD.

THE WE PLAN TO GET TO THE RIGHT SIZE.

AND JUST SHORTLY AFTER JANUARY OF 2026, THAT'S WHEN WE'LL BE AT 1726.

ONCE WE GET TO THAT POINT, WE'RE GOING TO START HIRING JUST FOR ATTRITION BECAUSE OF THE ATTRITION OF 140.

SO NEXT SLIDE PLEASE.

OKAY. SO THESE NEXT THREE SLIDES THIS IS WHERE I'M GOING TO BE ABLE TO EXPLAIN INTERNAL NUTRITION.

SO THE DARK BLUE CIRCLE THAT IS WHERE THE EMERGENCY RESPONSE BUREAU IS.

AND THAT AS YOU CAN SEE, THAT IS THE LARGEST HEADCOUNT THAT WE HAVE.

BUT THERE'S FOUR OTHER SECTIONS.

AND SO THE THE ORANGE AND THE BROWN AND THE AND THE ORANGE IS WHERE, I MEAN THE, THE I GUESS IT'S BURNT ORANGE.

SO THAT IS WHERE PEOPLE CAN, CAN TRANSFER FROM THE DARK BLUE SECTION INTO THOSE OTHER BUREAUS.

SO WHEN THAT HAPPENS, THOSE OTHER BUREAUS, AS I MENTIONED, THEY HAVE SOMEONE THAT'S READY TO GO TO WORK, YOU KNOW, TOMORROW.

BUT IT TAKES THE THE IRB AT LEAST 14 MONTHS TO GET SOMEONE TRAINED AND BE ABLE TO WORK IN THOSE POSITIONS.

SO THOSE, THOSE VACANCIES EXIST FOR AND THAT'S WHAT I CALL INTERNAL ATTRITION.

IT'S ALMOST LIKE A PATIENT THAT'S BLEEDING INTERNALLY.

YOU DON'T KNOW HOW MUCH BLOOD THEY'RE LOSING, BUT THEY'RE LOSING IT.

AND SO THAT BUT YOU GOT TO REPLACE IT.

AND SO THIS IS FOR FISCAL YEAR 2024.

WE'RE AT 2184 AT THE END OF THE FISCAL YEAR IS WHAT WE'RE PROJECTING.

THE NEXT SLIDE PLEASE.

THIS IS FOR FISCAL YEAR 2025.

AND SO AS YOU CAN SEE WE'RE STARTING TO GAIN GROUND.

AND THAT'S WHEN YOU'LL START TO SEE OVER TIME COME DOWN EVEN MORE.

AND THEN THE NEXT SLIDE IS THE 2026 WHEN WE ACTUALLY GET WHEN WE FINALLY REACH THE RIGHT SIZING FOR THE EMERGENCY RESPONSE BUREAU.

SO NEXT SLIDE PLEASE.

OKAY. AND SO THIS IS THE ONE YOU'VE BEEN WAITING FOR.

I WOULD JUMP THE GUN.

SO THIS IS WHAT WE PROJECT OVER TIME TO BE FOR BETWEEN NOW AND FISCAL YEAR 2026.

SO AS YOU CAN SEE AND NOW I'VE SHOWN YOU WHY OR DEMONSTRATED WHY WE ONLY HAD 38 MILLION BUDGETED.

I SAY ONLY THAT'S A LOT OF MONEY.

BUT WE'RE PROJECTING TO BE 40 MILLION WHEN WE FINISH THIS YEAR.

AT LEAST 40, MAYBE 41.

BUT IN 2025, AS YOU CAN SEE, WE WERE THE CURRENT FORECAST WAS THAT WE WOULD BE AT $34.6 MILLION.

I'M SORRY, I'M IT'S HARD TO READ THIS SMALL NUMBERS, BUT BECAUSE OF OUR RETENTION STRATEGIES AND BECAUSE OF OUR OUR AGGRESSIVE HIRING STRATEGIES, WE'RE ABLE TO WE'RE PROJECTING THAT WE WILL BE AT 28.3 MILLION OR AN 18% REDUCTION FOR 25, AND THEN ANOTHER 7.9%

[04:00:01]

SO AND WITH LET'S SEE.

NEXT SLIDE PLEASE.

OKAY. SO OUR NEXT STEPS.

I WANTED TO JUST REAL QUICKLY GO OVER THESE WHAT WE PLAN TO DO GOING FORWARD, WE PLAN TO CONTINUE TO INCREASE THE AMOUNT OF REIMBURSABLES RELATED TO OVERTIME AND WORK ON THOSE FOR NEXT YEAR.

WE PLAN TO HIRE 203 FOR NEXT FISCAL YEAR.

AND THEREAFTER, AS I MENTIONED, WE'RE GOING TO GO DOWN TO JUST FOR ATTRITION.

WE WILL CONTINUE TO USE THE LATERAL HIRE PROGRAM SO THAT WE CAN CONTINUE TO ONBOARD FIREFIGHTERS THAT ARE ALREADY TRAINED AND CERTIFIED AND READY TO GO.

AND THEN THERE ARE SOME ADDITIONAL SLIDES.

MR. MAYOR, AT THE END OF THIS PRESENTATION THAT I WANTED TO PUT IN HERE SO YOU CAN SEE MY WORK OR SEE OUR WORK.

IT WASN'T JUST ME. I'M SORRY.

I DIDN'T MEAN THAT. NO, YOU SAID IT THE WAY YOU WANTED TO SAY IT.

AND SO. SO, CHIEF.

CHIEF BALD IS REALLY GOOD.

SO. SO HONORABLE MAYOR, SUBJECT TO YOUR QUESTIONS OR COMMENTS.

THAT CONCLUDES OUR PRESENTATION.

WONDERFUL. WE DO HAVE SOME QUESTIONS AND COMMENTS.

CHAIRWOMAN ARNOLD, YOU'RE RECOGNIZED FOR FIVE MINUTES.

WE'RE ON ITEM D FOR THE PUBLIC ITEM D OF TODAY'S BRIEFINGS.

THANK YOU. AS IT RELATES TO THE SERVICE AND THE OVERTIME, WHAT HAVE YOU.

YOU KNOW, OFTENTIMES YOU HEAR US TALK ALL ABOUT THE POLICE.

THE FIRE DEPARTMENT IS A VERY INTEGRAL PART OF PUBLIC SAFETY.

AND I'LL REPEAT THAT.

THE FIRE DEPARTMENT IS A VERY INTEGRAL PART OF PUBLIC SAFETY IN THE CITY OF DALLAS.

AND WE COULD NOT FUNCTION WITHOUT THE FIRE DEPARTMENT.

BUT I BELIEVE JUST AS THE EDUCATIONAL PIECE IS GOOD FOR FOLKS TO KNOW THAT WE ARE HAVING THIS CONVERSATION.

OFTENTIMES, YOU KNOW, YOU MAY START OUT WITH A CALL ABOUT A FIRE AND THEN YOU END UP WITH OTHER POP UPS AND POP OFFS THAT WILL REQUIRE A FURTHER INVESTIGATION, BECAUSE MOST OF THE TIME WHEN YOU HAVE A FIRE, WHAT IS THE ONE QUESTION EVERYBODY WANTS TO KNOW? HOW DID IT GET STARTED? HOW DID IT GET STARTED? SO I THINK THAT'S VERY IMPORTANT FOR US TO HAVE THIS CONVERSATION.

ONCE AGAIN, THIS IS NOT A BLANK CHECK THAT WE'RE GIVING ANY OF OUR PUBLIC SAFETY DEPARTMENTS.

BUT THIS IS THIS IS DALLAS IT'S THE NINTH LARGEST CITY.

AND AS WE CONTINUE TO GROW, WE WILL MOVE UP AND WE'RE STILL DEALING WITH HUMAN BEINGS.

BUT I ALSO WANT TO PUBLICLY THANK THE FIRE DEPARTMENT.

THERE WAS A FIRE SIX ALARM FIRE LAST YEAR AT CENTERVILLE CHURCH OF CHRIST.

AND THAT WAS A TREMENDOUS EXPERIENCE FOR ME BECAUSE I'VE NEVER BEEN THERE BEFORE.

AND TO SEE THE TOLL THAT IT TOOK ON THE ON THE MEMBERS OF THE FIRE DEPARTMENT, IT WAS AMAZING.

YOU HAVE HAD AN AMAZING VOLUNTEER GROUP THAT I'VE MET, HAD MET THEM BEFORE AT ANOTHER FIRE, BUT THAT WAS A I THINK IT WAS ABOUT 135 DEGREES THAT DAY ON TOP OF THAT.

AND SO I WATCHED THEM GOING ON TOP OF THE BUILDINGS, GOING IN AND OUT, HAVING TO WEAR ALL OF THIS EQUIPMENT.

AND FOLKS DON'T REALIZE THIS IS HOW MUCH MORE, HOW MANY MORE POUNDS YOU ACTUALLY HAVE TO ADD TO YOUR BODY AS A FIRE FIRE FIREMAN.

I BELIEVE IT'S APPROXIMATELY 90 POUNDS.

90 POUNDS? YEAH.

SO THAT'S WE WERE THERE AT THAT NINE ZERO.

YEAH, WE WERE THERE WITH EVERYTHING.

YEAH. OKAY. WE WERE THERE AT THAT INCIDENT ALSO, AND IT WAS VERY HOT THAT DAY.

SO WE NEED A LOT OF FIREFIGHTERS THERE BECAUSE WE ROTATE THEM AND SEND THEM TO REHAB.

WE. IT'S A RULE OF THUMB IS ABOUT 15 MINUTES, BUT WHEN IT'S THAT HOT, IT MIGHT BE TEN MINUTES.

I JUST HAD TO MAKE SURE YOU SAID THAT AGAIN.

LIKE YOUR ACCIDENT. BUT WHAT WE DO UNDERSTAND IS THIS.

NO FIREMAN OR FIRE WOMAN COULD LEAVE THE SITE TO SAY, OH, THIS IS.

I'M TIRED, BUT THIS IS DATE NIGHT.

I'VE GOT TO LEAVE.

AM I CORRECT? YEAH. SO THEY HAVE TO STAY IF IT MEANS OVERTIME.

OKAY. IT RUINS DATE NIGHT, AND IT TAKES.

IT REALLY TAKES THAT MANY TO.

WE HAVE TO THROW A LOT OF PEOPLE, A LOT OF APPARATUS, A LOT OF WATER TO STOP FIRES THAT LARGE.

SO I THANK YOU FOR THAT.

I DON'T HAVE A PROBLEM WITH WITH THE OVERTIME.

ONCE AGAIN, WE WILL JUST REPEAT THIS EDUCATION.

THERE'S NO BLANK CHECK.

WE WANT TO MAKE SURE THERE'S NO ABUSE.

BUT I ALSO STAFF I MEAN COMMUNITY COLLEAGUES.

I'VE LEARNED THIS EXPERIENCE TOO.

WHETHER YOU START OFF WITH A FIRE DEPARTMENT, THE PARAMEDICS COME AND EVERYONE ELSE.

BUT WITH CHIEF BARRY, I JUST RECENTLY LEARNED THE ROLE THAT FIRE DEPARTMENT PLAYS WITH FIRE WITH THE FOOD TRUCKS, YOU KNOW, IN THE INSPECTION.

AND I THOUGHT, OH MY GOSH.

AND SO THAT'S ANOTHER SITUATION WHERE YOU HAVE TO GO OUT AND SOMETIMES YOU MAY HAVE A BIG EVENT AND SOMETHING HAPPENS.

HERE COMES THE FIRE DEPARTMENT.

BUT IT COMES WITH THAT NEW INSPECTION, WITH THE NEW LAW THAT CHANGES, THAT PROBABLY REQUIRES ADDITIONAL BOOTS ON THE GROUND.

SO THANK YOU. BUT I WANTED TO MAKE SURE ON BEHALF MOST DEFINITELY WITH THAT EXPERIENCE AT SAINTS CHURCH, THEY WILL BE OPENING UP THEIR CHURCH BACK TO

[04:05:06]

AND I'M PROUD TO BE A PART OF THAT EVENT.

AND IF I GET AN OPPORTUNITY, I'M GOING TO PROBABLY INVITE SOME OF YOU ALL TO COME BECAUSE YOU DESERVE A ROUND OF APPLAUSE AND A THANKS FOR SAVING THAT CHURCH.

THANK YOU SO VERY MUCH.

THANK YOU VERY MUCH FOR YOUR KIND WORDS, MISS ARNOLD.

ALL RIGHT. MISS SCHULTZ, YOU ARE RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR.

THE OVERTIME PROJECTIONS SHOW A SIGNIFICANT REDUCTION.

I SHOULD HAVE STARTED OFF BY SAYING THANK YOU.

GREAT REPORT. LEARNED A LOT AND YOUR WORK IS, AS ALWAYS, EXCELLENT.

YOUR WHOLE DEPARTMENT.

WHAT DO YOU THINK? ARE THERE RISKS THAT YOU'RE ANTICIPATING THAT COULD THROW THIS OFF, THAT COULD THROW OFF THESE PROJECTIONS? NO, NOT THAT WE'RE ANTICIPATING.

CAUSE YOU NEVER KNOW.

LIKE THERE'S ECONOMIC DISASTERS NATIONWIDE.

THERE'S THINGS THAT AFFECT APPLICATIONS LIKE WE'RE ON A GOOD TRACK, BUT THIS IT COMES IN WAVES.

WE'VE SEEN IT WHERE THE ECONOMY, THE ECONOMY MIGHT GET BETTER AND WE LOSE MORE PEOPLE.

IT IT MAY GET WORSE AND WE GAIN MORE PEOPLE.

IT'S SOMETIMES HARD TO PREDICT, BUT I'M NOT FORESEEING ANY ISSUES WITH OUR PLAN.

I BELIEVE WE WILL REACH OUR GOAL.

AND IN ADDITION TO THE 24 HOUR CHALLENGE, YOU KNOW THE WORK.

WHAT ARE THE OTHER CAUSES FOR SUCH HIGH ATTRITION SO EARLY IN THEIR CAREERS? YEAH WE'RE TRYING TO FIGURE THAT OUT.

WE DO THE EXIT INTERVIEW.

WE. THERE'S DIFFERENT REASONS.

YOU KNOW, SOME SOME FOLKS WILL GET ON OUR DEPARTMENT AND THERE'S A 14 MONTH ACADEMY, AND THEY MIGHT HAVE WATCHED CHICAGO FIRE OR SOME ROMANTIC SHOW ABOUT FIREFIGHTING.

AND THEN ALL OF A SUDDEN THEY GET INTO THE FIELD AND IT'S NOT QUITE AS ROMANTIC, AND IT'S, IT'S REAL AND AND AND THE STUFF THEY SEE SOMETIMES ON AN AMBULANCE, THE DANGEROUS SITUATIONS THAT THEY GO IN, THEY MAY JUST SIMPLY REALIZE THAT THIS IS NOT FOR ME. AND SO THEY MOVE ON.

THEN WE DO HAVE SOME THAT GET THE TRAINING AND AND THEY'LL LEAVE TO A, ANOTHER DEPARTMENT.

IT MAY NOT BE MONEY.

IT MAY BE A LESS, LESS WORKLOAD.

I BELIEVE OUR MORALE IS PRETTY HIGH AT THE MOMENT.

WE'RE DOING GOOD.

BUT I WOULD SAY THOSE TWO WOULD BE THE PRIMARY REASONS THAT PEOPLE LEAVE.

WE DO AN EXIT INTERVIEW.

WE'RE TRYING TO GET MORE INSIGHT.

IF IF IF THERE'S ANY PATTERNS, YOU KNOW, CERTAIN AREAS THAT THESE NEW FIREFIGHTERS ARE LEAVING, WE WOULD LOOK INTO THAT.

GREAT. THANK YOU.

COULD YOU SHARE ONE OF THE THINGS THAT WE HAD IN THE DPD REPORT THAT I WOULD LOVE TO HAVE LATER IS THAT COST OF ONBOARDING? OH, ACTUALLY, I ACTUALLY HAVE THAT.

OH, GREAT. IT'S IN THE APPENDIX, I THINK.

BUT IF NOT, I'LL TELL YOU WHAT IT IS.

IT'S SO FOR A FIREFIGHTER.

FULLY LOADED.

I MENTIONED THE 148,000 SOMETHING, SO ROUGHLY JUST UNDER 150,000 FOR THE ONE YEAR.

SO. BUT FOR FIREFIGHTERS, SINCE THEY'RE 14 MONTHS, IT'S ABOUT 175,000.

AND I KNOW BECAUSE I JUST MADE THAT SPEECH TO THE NEW RECRUITS THAT WE JUST HIRED AND SAID, LOOK, THE CITY OF DALLAS TAXPAYERS ARE GOING TO SPEND $175,000 ON YOU.

SO PLEASE GIVE US FIVE YEARS.

DON'T DON'T LEAVE. I SAID, IF YOU DON'T LOVE US AT THE END OF FIVE YEARS, THEN BY ALL MEANS.

BUT GIVE US FIVE YEARS.

AND SO I DON'T KNOW IF WHETHER THAT'LL TAKE OR NOT, BUT THAT THAT IS THE PRICE.

IT'S ABOUT 175,000 FOR THE 14 MONTHS.

GOTCHA. MAYBE WE'LL SAY MAYBE YOU MOVE IT TO TEN YEARS AND THAT MAY HELP THAT ATTRITION PROBLEM.

THE LAST QUESTION THAT I HAVE IS I DO IN THE INTERIM, IF I SAW YOUR SLIDE RIGHT ON THE SINGLE FUNCTION COST, THE FOUR VERSUS EIGHT.

IT LOOKS TO ME LIKE SIMILAR TO THAT INITIAL INVESTMENT THAT IN THE END IT'S BETTER TO HAVE MORE.

AND SO IS THAT ONE OF THE THINGS YOU'RE REALLY WORKING TOWARD IT SOMETIMES, LIKE WHEN AT THE BEGINNING WHEN I SAID WE DON'T WANT TO ELIMINATE OVERTIME, IT'S BECAUSE WE HAVE WE WANT TO HAVE SOME OVERTIME BECAUSE IF WE DON'T, WE WOULD HAVE TO STAFF AT A LEVEL THAT WE'RE OVERSTAFFED.

AND ANY DAY THAT WE'VE GOT MORE FOLKS THAN WE NEED.

[04:10:03]

SO WITH OUR PLAN THE, THE, THE SINGLE FUNCTION WOULD FALL IN LINE WITH OUR STAFFING PLAN TO WHERE WE GET THE OPTIMUM TO WHERE THERE'S A MINIMAL AMOUNT OF OVERTIME.

BUT WE TRY TO AVOID ANY DAYS THAT WE HAVE MORE PEOPLE THAN WE NEED.

THAT'S GREAT. THANK YOU.

AND THANK YOU FOR YOUR LEADERSHIP, BOTH OF YOU.

THANK YOU VERY MUCH. THANK YOU, MR. MAYOR.

CHAIRMAN WEST, YOU ARE RECOGNIZED FOR FIVE MINUTES ON ITEM D.

THANK YOU MAYOR.

GREAT JOB. THANK YOU FOR THE PRESENTATION AND FOR BEING HERE TODAY.

I KNOW A LOT OF YOUR YOUR CALLS AND THE TIME THAT YOUR OFFICERS SPEND OUT RESPONDING TO CALLS INVOLVE TRAFFIC COLLISIONS, TRAFFIC ACCIDENTS.

RIGHT. AND YOU HAVE YOU HAVE THE BREAKDOWN OF THAT VERSUS FIRE CALLS, RIGHT? YEAH. WE DO.

I DON'T HAVE IT WITH ME, BUT WE COULD SEND YOU HOW MUCH TIME IS SPENT ON EACH? WOULD LOVE TO DEEP DIVE ON THAT.

NOT TODAY.

BUT I WILL TELL YOU THAT ABOUT A YEAR AGO, CHAIR MORENO AND I PUT TOGETHER A WORK GROUP ON REVIEWING THE STREET DESIGN MANUAL.

AND YOUR YOUR FOLKS HAVE BEEN A PART OF THAT.

AND I'VE HEARD ESPECIALLY RECENTLY THAT THEY HAVE BEEN VERY PROGRESSIVE IN HELPING US THINK ABOUT WAYS TO REDESIGN OUR ROADS SO THAT YOU DON'T HAVE SO MANY CALLS, SO YOU DON'T HAVE AS MUCH OVERTIME.

AND WE CAN FOCUS ON THE REAL PROBLEMS. SO I LOOK FORWARD TO CONTINUING THAT DISCUSSION.

THANK YOU. THANK YOU VERY MUCH.

IS THERE ANYONE WHO'S REMOTE THAT I DIDN'T? OKAY, MISS WILLIS, YOU'RE RECOGNIZED FOR FIVE MINUTES.

THANK YOU SO MUCH FOR THIS PRESENTATION.

IT REALLY HELPS THE WAY YOU'VE DRILLED INTO THE NUMBERS FOR US TO UNDERSTAND MORE ABOUT OVERTIME.

AND I YOU KNOW, I LOVE THE IDEA OF THE 28 HOUR AND THE FOUR HOURS OFF.

I MEAN, IT'S JUST PAINFUL SOMETIMES TO HEAR PEOPLE TELL STORIES OF WHAT THEY'VE MISSED.

AND SO WE I'M SORRY THE RESPONSIVENESS HAS COME LATE, BUT I AM GLAD IT IS HERE TODAY.

SO GREAT WORK ON THAT.

I HAD ASKED A QUESTION OF DPD TO YOU HAVE A SIMILAR CHART ON PAGE NINE WHERE YOU TALK ABOUT THE ATTRITION RATE 65% IN FIVE YEARS OR LESS.

AND I MEAN, WE KNOW THIS IS A DEMANDING JOB, BUT DO YOU ALL OPERATE DIFFERENTLY? DO YOU DO AN EXIT INTERVIEW OR DO THE ASSOCIATIONS ALSO FEED YOU INFORMATION, OR WILL THEY EXPLORE INFORMATION ON HOW WE CAN GET AT SOME OF THE FACTORS THAT ARE CAUSING THE DEPARTURE, THAT WE CAN THEN WORK ON MORE POLICY TO CHANGE? YEAH, YEAH, WE WE'VE WE'VE ALWAYS DONE AN EXIT INTERVIEW.

IT'S BEEN DONE BY HR.

BUT WE'VE AS AS WE SEE THESE NUMBERS, WE, WE ALSO NOTICE THAT WE NEED TO DO BETTER.

SO WE HAVE GOT A NEW EXIT INTERVIEW THAT WE'VE BEEN DOING.

AND SO WE CAN GET MORE INSIGHT TO WHY THEY'RE LEAVING AND WHAT WE CAN DO TO CORRECT THINGS.

IT'S NOT ALWAYS ABOUT MONEY.

IT'S ABOUT BECOMING PART OF A TEAM, HAVING, YOU KNOW, AND THAT'S WHERE, YOU KNOW, I'VE BEEN GOING AROUND THE STATIONS.

WE MEET MYSELF AND COMMAND STAFF MEMBERS HAVE BEEN GOING AROUND TO THESE FIRE STATIONS AND JUST SIMPLY SITTING THERE AND CHATTING, AND I REALLY FEEL THEY JUST A LOT OF TIME, THEY JUST NEED SOME ENCOURAGEMENT AND TO FEEL LIKE THEY'RE PART OF A TEAM.

SO THAT'S SOMETHING I'M TALKING ABOUT AS I GO AROUND, AND I HOPE THAT THAT WORKS OUT IN SOME OF THE NUMBERS.

YOU KNOW, WE HAVE SOME WE HAVE WE HAVE SOME MEMBERS THAT JUST SIMPLY DON'T GET THROUGH THE ROOKIE SCHOOL ALSO.

SO DALE RIDGE, WOULD YOU LIKE TO.

GOOD AFTERNOON. I'M CHIEF WILLIAMS OVER TRAINING AND RECRUITING.

SO AS CHIEF SAID WE ARE STARTING TO COLLECT DATA FROM NOT ONLY THOSE THAT ARE LEAVING, BUT WE'RE ALSO COLLECTING DATA FROM OUR NEW RECRUITS THAT ARE COMING IN AS WELL AS WE'RE ALSO COLLECTING IT ONCE THEY LEAVE THE ACADEMY AS WELL.

SO OUR PLAN IS TO TRY TO FIGURE OUT NOT ONLY WHAT BROUGHT YOU HERE BECAUSE IT'S EVEN ALLOWING US TO EVALUATE OUR RECRUITING METHODS.

YOU KNOW, QUESTIONS LIKE WHERE DID YOU FIRST HEAR ABOUT IT? WHERE ELSE DID YOU HEAR ABOUT THE JOB? SO OUR HOPE IS THAT IF WE CAN FIND OUT WHAT GOT YOU HERE, WHAT'S KEEPING YOU HERE AND WHAT'S NOT KEEPING YOU HERE, THEN WE CAN BETTER FOCUS NOT ONLY OUR RETENTION EFFORTS, BUT OUR RECRUITING EFFORTS AS WELL.

YEAH, IT'S BASIC CONSUMER INSIGHT.

SO AS THEY'RE RECRUITS, THEY'RE OUR CONSUMER.

AND SO WE'VE GOT TO UNDERSTAND THEM AND THEN UNDERSTAND HOW TO KEEP THEM AND WHAT'S MEANINGFUL TO THEM.

SO IT SOUNDS LIKE STEPS ARE BEING TAKEN IN THE RIGHT DIRECTION ON THAT.

SO THANK YOU. ON PAGE 17 AGAIN WE'RE GETTING INTO THE INTERNAL CONTROLS ON OVERTIME.

AND BUREAU CHIEFS ARE REQUIRED TO MONITOR OVERTIME STAFF OVERTIME BEING PRE-APPROVED BY A SUPERVISOR.

[04:15:06]

WHAT KIND OF CHECKS AND BALANCES DO YOU HAVE TO BE SURE THAT CERTAIN PEOPLE ARE GETTING OVERTIME AND CERTAIN PEOPLE ARE NOT.

AND YOU KNOW THAT MAYBE AN EQUITABLE FORMAT FOR MAKING SURE THAT IT'S NOT LOPSIDED.

YEAH, WE WE DO HAVE AN EQUITABLE FORMAT.

WE WE ROTATE THE OVERTIME.

SO YOU'RE WHEN IF YOU WOULD LIKE OVERTIME, YOU ARE BOUND BY THE NUMBERS THAT YOU HAVE ACCUMULATED.

SO IF, IF, IF ONE PERSON WAS REQUESTING OVERTIME AND THEY HAD 100 HOURS FOR THE YEAR, THE PERSON THAT HAD 90 HOURS WOULD GET THE FIRST OPPORTUNITY FOR OVERTIME.

SO IT'S MONITORED.

IT'S DONE IN. IT IS DONE IN A VERY FAIR.

SOUNDS LIKE YOU HAVE A SYSTEM IN PLACE.

YES. OKAY. THANK YOU VERY MUCH, MR. RESENDEZ. YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM D.

THANK YOU, MR. MAYOR. JUST A COUPLE QUESTIONS.

FIRST, I WANTED TO KIND OF ECHO THE COMMENTS THAT COUNCIL MEMBER WEST MADE REGARDING CONTINUING TO WORK ON OUR ON REWORKING OUR STREETS IN ORDER TO TRY TO REDUCE THE NUMBER OF CALLS RELATED TO CAR ACCIDENTS THAT BFR HAS TO RESPOND TO.

OBVIOUSLY, THIS IS A VISION ZERO STATEMENT.

I WANT TO MAKE SURE THAT STAFF IS LISTENING AND UNDERSTANDS THAT WE'RE TAKING THIS GOAL SERIOUSLY.

THE SPECIFIC QUESTION THAT I HAD, THOUGH, WAS RELATED TO UNIFORM RECRUITERS.

HOW MANY FULL TIME UNIFORM RECRUITERS DOES BFR HAVE AND WHAT IS ITS BUDGET? CURRENTLY THE DEPARTMENT WE HAVE FOUR RECRUITERS AND ONE CAPTAIN THAT THAT'S ON OUR RECRUITING TEAM.

WE SUPPLEMENT THAT WITH ADJUNCTS FROM FROM THE FIELD WHEN WE NEED TO FILL IN.

AND DO YOU FEEL LIKE THAT THAT'S SUFFICIENT.

SO WE'VE BEEN WORKING WITH THE WITH THE CITY MANAGER'S OFFICE AND MOST OF OUR NEEDS.

WE'RE WORKING WITH THEM. WE FEEL CONFIDENT THAT WE'LL BE ABLE TO TO DO THE JOB WE NEED TO DO, AND WE HAVE BEEN FILLING OUR POSITIONS.

THANK YOU SO MUCH. THOSE ARE ALL MY QUESTIONS, MR. MAYOR. MR. RIDLEY, YOU RECOGNIZED FOR FIVE MINUTES.

THANK YOU, MR. MAYOR.

CHIEF BALL, I AM CURIOUS IF YOU TRACK THE TREND IN EMERGENCY CALLS LIKE WE SAW WITH THE GRAPH IN THE DPD'S PRESENTATION.

SORRY, DID YOU SAY THE TYPES OF EMERGENCY CALLS? NO. THE TREND IN EMERGENCY CALLS.

HOW MANY DO YOU HAVE? WHAT'S THE TREND OVER THE LAST FIVE YEARS? YEAH. WE DO.

WE TRACK THAT.

WE WE.

MATTER OF FACT, WE'VE JUST WE'VE JUST LOOKED AT ALL THE CALLS AND MODIFIED OUR RESPONSE.

NOT SOME SOME SOME CALLS.

TAKE MORE OF A RESPONSE, SOME TAKE LESS.

WE JUST WANT TO PROVIDE THE OPTIMUM RESPONSE TO EACH CALL.

I UNDERSTAND THAT TRADITIONALLY THE TREND IS IT GOING UP OR DOWN? IT, IT IT USUALLY GOES UP.

LATELY IT'S SORT OF STEADY, BUT OVER TIME IT ALMOST ALWAYS GOES UP.

WELL, I'M CURIOUS ARE THE NUMBER OF OVERTIME HOURS THAT YOUR COMPLEMENT WORKS DRIVEN MORE BY THE INCIDENT CALLS OR BY THE NEED TO PROVIDE MINIMAL STAFFING AT EACH OF THE STATIONS? THE THE NOW BOTH IF IF IF AS IF AS FIRES AND WE HAVE FOLKS GET INJURED WHICH SOMETIMES HAPPENS THEN THAT'S GOING TO CREATE OVERTIME.

BUT BUT USUALLY IT OUR OVERTIME WOULD JUST FALL IN LINE WITH OUR STAFFING LEVELS TO, TO A LEVEL WHERE WE CAN PREDICT IT.

IF WE HAVE THIS MUCH STAFF, WE'RE GOING TO HAVE TO HIRE THIS MANY OVERTIME SHIFTS.

AND IN OUR PLAN.

SO RIGHT NOW, WE KNOW THAT OUR OVERTIME SHIFTS, BECAUSE OF OUR MANDATORY MINIMUM STAFFING, IS GOING TO BE CLOSE TO 50 A DAY TO, TO TO COVER EVERY POSITION THAT WE MANDATORILY FILL. SO WITH OUR STAFFING PLAN THAT INJECTS THAT THIS MANY OUT INTO THE FIELD, WHICH WILL REDUCE OUR OVERTIME FROM 50 SHIFTS, 50 SHIFTS A DAY, 24 HOUR SHIFTS TO 6 OR 7, AND

[04:20:09]

THAT'S STILL SOME, BUT THAT ENSURES THAT WE WON'T BE OVERSTAFFED AND WE WON'T BE THROWING MONEY AWAY.

SO YEAH, WE CAN, WE CAN, WE CAN.

WE HAVE FORESEEN WHAT WE CAN GET TO AND WILL BE QUITE ACCURATE IN WHAT THAT OVERTIME WILL BE.

SO YOU MENTIONED MANDATORY MINIMUM STAFFING LEVELS.

WHAT MAKES THOSE MANDATORY AND WHAT IS THAT DRIVEN BY.

IT'S WELL WE GO BY NFPA STANDARDS.

BUT LIKE WE WE HAVE FOUR MEMBERS ON THE FIRE ENGINE, FOUR MEMBERS ON THE FIRE TRUCK, TWO MEMBERS ON AN AMBULANCE.

AND YOU KNOW, WE IT'S SOMETIMES HARD TO EXPLAIN WHY WE NEED THAT, BUT LIKE WHEN WE'VE ALL BEEN CHIEFS IN THE FIELD AND CHIEFING FIRES AND YOU REALIZE WHY YOU NEED IT, YOU NEED THAT MANY PEOPLE TO GET THINGS DONE.

AND IF YOU'VE GOT TOO MANY APPARATUS WITH THREE ON, YOU CAN'T GET THE FIRE OUT WITH YOUR RESPONSE.

IT'S IT'S JUST THAT WAY.

SO IN ORDER TO BE SAFE AND BE THE MOST EFFICIENT FIRE FORCE WE CAN BE, IT ENTAILS FOUR ON AN ENGINE, FOUR ON A TRUCK, TWO ON AN AMBULANCE.

SO WE STICK WITH THAT.

SURE. I UNDERSTAND THERE'S MINIMUM STAFFING TO OPERATE A PIECE OF EQUIPMENT.

THAT MAKES SENSE.

SO YOUR YOUR GOAL OF 2259 FIRE POSITIONS, IS THAT DRIVEN BY THE REQUIRED STAFFING ON EACH APPARATUS.

TIMES THE NUMBER OF APPARATUSES.

HOW DID YOU GET TO 2259? THE SO THAT AND THE DRIVING FORCE AND THE STAFFING THAT WE'RE TRYING TO INCREASE IS SOLELY THE EMERGENCY RESPONSE STAFFING. SO WE'RE ADDING 64 POSITIONS.

WE'RE TRYING TO GET. SO THE EASIEST WAY FOR ME TO BREAK IT DOWN IS WE'VE GOT APPROXIMATELY 1600 PEOPLE RIGHT NOW ASSIGNED TO EMERGENCY RESPONSE.

WE HAVE 460 SEATS A DAY TO FILL.

FOR FOR US TO COVER EVERYBODY'S DAYS OFF, WE NEED ABOUT 130 MORE THAN WE HAVE NOW. AND THAT GETS US IN THE FIELD TO 1726.

AND THAT REDUCES OUR 50 HIGHER BACKS IN THEM SEATS A DAY TO 6 OR 7.

SO IT'S PRIMARILY DRIVEN BY MANDATORY MANDATORY STAFFING IN THE FIELD.

THE THE THE OTHER NUMBER, WE'RE NOT REALLY UPPING STAFF.

THAT'S JUST THE STAFF.

OUR OTHER BUREAUS WE'VE GOT INSPECTIONS.

WE'VE GOT AN MS BUREAU RIGHT CARE SINGLE FUNCTION AND STAFF POSITIONS.

SO WHAT I'M UNDERSTANDING IS THAT BUT FOR OVERTIME, YOU WOULD HAVE A CERTAIN NUMBER OF APPARATUSES THAT YOU ONLY HAVE THREE WHEN YOU NEED FOR PERSONNEL TO OPERATE THEM.

AND YOU NEED THAT OVERTIME TO FILL THAT FOURTH POSITION.

IS THAT IT? THAT'S CORRECT TO THE POINT WHERE WHEN WE WERE WHEN WE ARE UNDERSTAFFED, WE WE STICK BY WHAT WE BELIEVE LEAVE AND WHAT WE BELIEVE TO BE THE SAFEST WAY TO STAFF OUR APPARATUS AND PROVIDE THE BEST EMERGENCY RESPONSE TO THIS CITY THAT WE MANDATORY MEMBERS TO WORK. PEOPLE THAT DON'T WANT TO WORK OVERTIME, WE MANDATORY MAKE THEM COME IN AND WORK SO WE CAN FULFILL WHAT WE BELIEVE IS THE SAFEST, MOST EFFICIENT WAY TO STAFF OUR FLEET.

OKAY. THANK YOU CHIEF.

THANK YOU. ANYONE ELSE REMOTE? ANYONE ELSE IN PERSON? SEEING NO ONE.

I'LL READ YOU SOME STATUTORY LANGUAGE.

AND THEN WE WILL GO INTO EXECUTIVE SESSION AND COME BACK AT 2:00.

[CLOSED SESSION]

2:00 IS. WE HAVE TO GIVE A TIME.

IT IS 1:34 P.M.

ON AUGUST 21ST, 2024.

THE CITY COUNCIL MEETING WILL NOW GO INTO CLOSED SESSION UNDER SECTION 551 .072 OF THE TEXAS OPEN MEETINGS ACT.

ON THE FOLLOWING MATTER DESCRIBED ON TODAY'S AGENDA.

DELIBERATE THE PURCHASE, EXCHANGE, LEASE OR VALUE OF REAL PROPERTY LOCATED AT 7800 STEMMONS.

[04:25:02]

SEEKING THE ADVICE OF THE CITY ATTORNEY REGARDING CITY OF DALLAS VERSUS EMPLOYEES RETIREMENT FUND OF THE CITY OF DALLAS.

AND THE AUGUST 13TH, 2024 ATTORNEY GENERAL LETTER TO THE CITY OF DALLAS REGARDING THE STATE FAIR OF TEXAS ENHANCED WEAPONS POLICY.

WE STAND AT RECESS AND WE WILL RECONVENE AT 2 P.M..

THANK YOU. ALL RIGHT.

CITY COUNCIL MEETING IS COMPLETED.

ITS CLOSED SESSION UNDER SECTIONS FIVE, 51.071 AND 551 .072 OF THE TEXAS OPEN MEETINGS ACT.

AND AT 4:07 P.M.

ON AUGUST 21ST, 2024, WE RETURN TO OPEN SESSION.

I JUST WANT TO CORRECT THE RECORD FOR EARLIER OF THE CASE THAT WE WENT INTO EXECUTIVE SESSION ON WAS THE DALLAS POLICE AND FIRE PENSION VERSUS CITY OF DALLAS.

DASH 1--24004948.

ALL RIGHT. MADAM SECRETARY.

OH. I'M SORRY. I GUESS I CAN TURN IT OVER TO THE CITY MANAGER FOR THE REST OF THE BRIEFINGS.

I THINK I KNOW WHERE WE ARE IN THE AGENDA.

THANK YOU VERY MUCH.

AND WE'RE GOING TO GO BACK TO BRIEFING ITEM NUMBER B.

[B. 24-1927 Health Benefits Budget Overview and Plan Design FY 2024 - 2025]

IT'S ON OUR 20 2425 PROPOSED HEALTH BENEFITS PACKAGE.

YOU KNOW, EVERY YEAR WE COME TO THE CITY COUNCIL, WE TALK ABOUT THE REVIEW OF OUR BENEFITS PROGRAM.

WE'VE LOOKED AT FEASIBLE ENHANCEMENTS FOR THE UPCOMING YEAR.

WE CONTINUE TO ENSURE THAT OUR BENEFIT PROGRAM ALLOWS FOR US TO CONSISTENTLY REMAIN COMPETITIVE AND AT THE SAME TIME ATTRACT, ATTRACT, EXCUSE ME, AND RETAIN THE BEST TALENT.

AND SO WE ARE VERY PROUD OF OUR CONTINUATION OF OUR PROGRAM.

AS AN ORGANIZATION, WE UNDERSTAND THE IMPORTANCE OF PRIORITIZING OUR PEOPLE.

AND WITH THAT, I'M GOING TO TURN IT OVER TO NINA ARIAS, OUR DIRECTOR OF HUMAN RESOURCES.

HER TEAM IS HERE, AND WE ALSO HAVE OUR THIRD PARTY BENEFITS.

ADMINISTRATOR HOLMES MURPHY REPRESENTATIVES WITH US TODAY AS WELL, AND THEY CAN RESPOND TO QUESTIONS WITH THAT.

NINA. THANK YOU.

GOOD AFTERNOON.

NINA ARIAS, DIRECTOR OF HUMAN RESOURCES.

I THANK YOU FOR THE OPPORTUNITY TO PRESENT THE CITY OF DALLAS HEALTH BENEFITS, BUDGET OVERVIEW AND PLAN DESIGN FOR THE UPCOMING YEAR.

AS AS WE DO EVERY YEAR, WE MANAGE THE RISING HEALTH INSURANCE AND HEALTH CARE COSTS WHILE REMAINING STEADFAST IN OUR COMMITMENT TO THE WELL-BEING OF OUR WORKFORCE.

OUR EMPLOYEES ARE INVALUABLE PARTNERS WHEN IT COMES TO MANAGING HEALTH INSURANCE COSTS, AND BY PRIORITIZING THEIR WELL-BEING.

WE ARE NOT ONLY EMPOWERING THEM, BUT WE SIGNIFICANTLY IMPACT THE FINANCIAL HEALTH OF OUR CITY.

WE BELIEVE THIS APPROACH WILL RESULT IN A MORE EFFECTIVE AND EFFICIENT CONTROL OF THE HEALTH INSURANCE COSTS, WHILE SIMULTANEOUSLY FOSTERING A MORE PRODUCTIVE AND ENGAGED WORKFORCE. THE NEXT SLIDE, PLEASE.

OUR TABLE OF CONTENTS INCLUDE THE STRATEGIC BENEFITS OVERVIEW A VIEW OF OUR BENEFITS, ENHANCEMENTS AND ACCOMPLISHMENTS.

KEY HEALTH PLAN FEATURES, BENCHMARK COMPARISON, OUR FOCUS ON EQUITY AND AFFORDABILITY WITH OUR PROPOSED PLAN DESIGN, REVENUES AND EXPENDITURES. PROPOSED 2025 RATES AND TIMELINE AND NEXT STEPS.

YOU ALSO HAVE ADDITIONAL DATA IN THE APPENDIX.

NEXT SLIDE PLEASE.

OUR BENEFITS PROGRAM, WHICH IS OFFERED TO THE CITY OF DALLAS EMPLOYEES AND RETIREES, INCLUDES THE FOLLOWING STRATEGIC FOCUS AREAS WHICH HAVE SERVED AS OUR GUIDING PRINCIPLES SINCE PRESENTED TO COUNCIL IN EARLY 2019.

THESE PRINCIPLES WERE DEVELOPED AFTER CONDUCTING NUMEROUS EMPLOYEE AND MANAGEMENT TEAM FOCUS GROUPS IN 2018, AND HAVE REMAINED CURRENT BASED ON THE PROGRAM OUTCOMES AND THE FEEDBACK WE RECEIVE EVERY YEAR THROUGH OPEN ENROLLMENT.

THE PLAN DESIGN OFFERS, THE VENDORS WE PARTNER WITH, AND THE VENDORS WE PARTNER WITH ARE ALIGNED WITH THE STRATEGIC FOCUS AREAS, AND THEY WILL BE IN PILLARS LISTED.

NEXT SLIDE PLEASE.

THIS SLIDE PROVIDES THE BENEFITS, ENHANCEMENTS AND ACCOMPLISHMENTS OF 2020 FOR A SAMPLE OF THOSE.

AND I WOULD LIKE TO HIGHLIGHT THE INCREASED PARTICIPATION IN OUR WELLNESS INCENTIVE.

WE CURRENTLY HAVE OVER 9000 EMPLOYEES ENROLLED IN THAT PROGRAM.

ALSO, WE MARKET AND SIGN CONTRACTS FOR HEALTH ADVOCATE FOR RHETORIC CONCIERGE SERVICES TO PROVIDE THEIR SERVICES TO OUR KIDS.

IN THE NEXT SLIDE.

YOU CAN SEE KEY HEALTH PLAN FEATURES THAT ARE MAINTAINED THROUGHOUT THIS YEAR.

[04:30:01]

I WOULD LIKE TO HIGHLIGHT OUR COMMITMENT TO WELLNESS THROUGH OUR ANNUAL CATAPULT AND, WELL, ADULT EXAMS FOR EMPLOYEES AND RETIREES COVERED BY THE CITY OF DALLAS HEALTH PLAN THAT PROVIDES CONVENIENCE, EARLY INTERVENTION, AND PREVENTIVE CARE.

IN THE NEXT SLIDE.

YOU CAN SEE THE CITY OF DALLAS COMPARED TO THE NORTH TEXAS MUNICIPAL PARTNERS OR OUR COUNTERPARTS.

THE CITY OF DALLAS COST SHARE FOR EMPLOYEE ONLY COVERAGE IS ALIGNED WITH THE NORTH TEXAS MUNICIPAL MARKET AND IS MORE COMPETITIVE FOR ITS BETTER THAN THE MERCER NATIONAL LARGE EMPLOYEES BENCHMARK.

SO AS COMPARED TO OUR PEER CITIES, WE ARE PRETTY COMPETITIVE.

AND AS COMPARED TO THE GENERAL MARKET, OUR PLAN IS IS SOLID IS VERY GOOD.

NEXT SLIDE PLEASE.

THIS SLIDE PROVIDES THE PROPOSED ACTIVE AND PRE 65 PLAN DESIGN DETAIL.

AND THERE ARE NO CHANGES.

WE CONTINUE TO OFFER THREE PLANS.

AND THERE IS AN UPDATE OF THE ANNUAL DEDUCTIBLE FOR THE HIGH DEDUCTIBLE HEALTH PLAN THE HSA PLAN TO $3,300.

AND THAT IS ACTUALLY A REQUIREMENT OF THE IRS.

THAT IS THAT IS THE ONLY CHANGE IN THAT PLAN DESIGN.

I WOULD LIKE TO HIGHLIGHT THE DIFFERENCES BETWEEN THE THREE PLANS.

THE COPAY PLAN IS A BROAD PPO NETWORK HAS THE HIGHEST PLAN COST AND THE HIGHEST EMPLOYEE PREMIUM, SO IT'S THE MORE COSTLY PLAN.

IT OFFERS A LOT OF FLEXIBILITY FOR NETWORK AND IT HAS A VERY BROAD NETWORK.

AND ALSO THERE IS FULL ACCESS TO THAT NETWORK WITHOUT HAVING TO GO THROUGH A PRIMARY CARE PROVIDER.

THE SECOND PLAN, THE PCP, IS THE LOW PLAN COST.

IT'S VERY REASONABLY COST AND STILL OFFERS GOOD QUALITY, IS THE MOST FINANCIALLY EFFICIENT PLAN NOT ONLY FOR EMPLOYEES BUT ALSO FOR THE CITY BECAUSE IT HAS A STRONG COMPONENT OF MANAGED CARE.

THE THIRD PLAN IS OUR HIGH DEDUCTIBLE HEALTH PLAN, THE HDHP, THAT HAS A BROAD PPO NETWORK.

AND IT ALSO HAS A TAX ADVANTAGED HSA THAT IS OUR MIDDLE OF THE ROAD PLAN.

IT'S NOT AS COSTLY AS THE CO-PAY PLAN AND IS NOT AS EFFICIENT AS THE PCP PLAN.

IN THE NEXT SLIDE.

THIS IS OUR STATEMENT OF REVENUE AND EXPENDITURES SHOWING THE ACTUALS FOR 20 2223, THE FORECAST FOR 24, AND ALSO OUR BUDGET FOR 25 AND 26. IN THE NEXT SLIDE.

THIS IS THE LIST OR ACTUALLY THE DETAIL REGARDING OUR 2025 ACTIVE RATES.

THESE RATES PROVIDE A CONTINUE TO UTILIZE THE TIER APPROACH TO ENSURE THAT WE MAKE THE PLANS OR AFFORDABLE, ACCESSIBLE TO EMPLOYEES IN DIFFERENT POSITIONS, IN DIFFERENT ROLES IN THE ORGANIZATION.

BUT ALSO THE INCREASES ARE CORRESPONDING TO THE TYPE OF PLAN AND THE COST TO THE CITY, SO THAT WE CAN INCENTIVIZE EMPLOYEES THAT CHOOSE TO USE THE PCP.

VERSUS EMPLOYEES THAT MAY WANT TO HAVE THE COPAY PLAN, WHICH IS THE MORE COSTLY TO THE CITY.

SO OVERALL, THE CONTRIBUTIONS THERE IS A 10% INCREASE TO THE COPAY PLAN, A 5% TO THE HSA PLAN, AND A 0% TO THE PCP.

NEXT SLIDE PLEASE.

SO THIS SLIDE TALKS ABOUT OUR NEXT STEPS.

WE'RE HERE DISCUSSING BENEFITS PLANS AND BUDGETS.

AND WITH COUNCIL APPROVAL WE WILL THROUGH THE BUDGET IN SEPTEMBER, WE WILL CONDUCT OPEN ENROLLMENT IN MID SEPTEMBER TO OCTOBER OF 2024.

THESE PLANS WILL GO INTO EFFECT JANUARY 1ST, 2025, WHICH IS THE EFFECTIVE DATE TO PLAN FOR THESE PROPOSED RATES.

SO WITH THAT, I CONCLUDE MY PREPARED PRESENTATIONS.

IF THERE ARE ANY QUESTIONS, I'LL BE HAPPY TO ANSWER ANY QUESTIONS YOU MAY HAVE.

THANK YOU NINA.

I REALLY APPRECIATE IT.

MEMBERS JAYNIE SCHULTZ, YOU'RE RECOGNIZED FOR FIVE MINUTES FOR THE MEMBERS OF THE PUBLIC.

WE TOOK ITEMS OUT OF ORDER TODAY.

WE ARE ON ITEM B OF TODAY'S BRIEFINGS.

THANK YOU, MR. MAYOR.

AND THIS THESE QUESTIONS MAY BE ANSWERED IN THE APPENDIX.

[04:35:01]

YOU CAN JUST TELL ME WHICH SLIDE I CAN LOOK LATER.

FIRST OF ALL, DO YOU HAVE THE DATA BREAKDOWN ON THE ENHANCEMENTS AND HOW SUCCESSFUL THEY WERE? HOW MANY PEOPLE SHOWED UP FOR THIS OR HOW MANY PEOPLE ENROLLED IN THAT KIND OF.

HOW DID YOU WANT TO TAKE THAT ONE? YEAH. THANK YOU. KAMAL, ASSISTANT DIRECTOR OF HR.

WE DO HAVE THOSE NUMBERS.

COUNCIL MEMBER SCHULTZ AND I CAN GET THOSE TO YOU BECAUSE WE HAVE WE TRACK ALL THE ACTIVITY, ALL THE ATTENDANCE ALL THE.

SO I CAN GET THAT FOR YOU.

YEAH. AND I THINK RATHER THAN TO ME, MAYBE TO COUNCIL.

THAT WOULD BE GREAT. THAT'S GREAT. SECOND IS, ARE WE WORRIED ABOUT THE DWINDLING FUND BALANCE? THE FUND BALANCE, AS WITH ALL SELF-INSURED PROGRAMS, YOU KNOW, BENEFITS PLANS GO UP AND DOWN SOMETIMES BECAUSE THIS IS ACTUALLY PREDICATED ON A AN ASSUMPTION, ASSUMPTION OF ENROLLMENT, ETC..

SOME YEARS OUR FUND PLAN IS IT MAY BE IN THE POSITIVE, SOME YEARS IN THE NEGATIVE.

SO OUR PHILOSOPHY HAS BEEN WHENEVER THERE IS AN I WILL SAY THERE IS A ADDITION OF FUNDS OR WE HAVE SAVINGS, THOSE ARE PRESERVED WITHIN THE BENEFIT FUND SO THAT WE CAN SMOOTH ANY ROUGH YEARS LATER ON.

HOWEVER, THE FUND BALANCE OF THE ORGANIZATION IS WHAT COVERS ANY UNEXPECTED INCREASES OR DECREASES IN THE PLAN. WE HAVE NOT HAD TO USE ANY FUND, ANY FUNDS OUTSIDE OF OUR BENEFITS PLAN OTHER THAN WHAT IS EXPECTED AS AN INCREASE YEAR OVER YEAR FOR THE HEALTH INSURANCE PLAN.

SO I GUESS THE ANSWER IS NO.

YOU'RE NOT WORRIED? I'M NOT WORRIED.

NO, I BELIEVE OUR PLAN IS PERFORMING REALLY WELL.

AND EVEN THOUGH SOME YEARS IT'S HIGHER, SOME YEARS IT'S LOW, WE ARE MAINTAINING ACTUALLY A VERY HEALTHY AND UNDER THE NATIONAL TREND COST FOR PLANS OF THIS NATURE AND THE AND THE BENCHMARK OR THE, YOU KNOW, BEST PRACTICE OR WHATEVER IN TERMS OF FUND BALANCE, WHERE DO WE STAND ON THAT? YES. THE PRACTICE IS TYPICALLY TO HAVE THREE MONTHS AS RESERVES.

AND, YOU KNOW, WE THAT IS CONTEMPLATED WITHIN THE FINANCIALS THAT WE'RE MANAGING CURRENTLY.

OKAY. AND COUNCIL MEMBER SCHULTZ, IF I MAY ADD TO THAT PLEASE.

WE HAVE HAD MANY DISCUSSIONS ABOUT HAVING A FUND BALANCE IN THE BENEFITS FUND VERSUS, YOU KNOW, WE HAVE A FUND BALANCE IN THE GENERAL FUND.

WE HAVE A FUND BALANCE IN OUR ENTERPRISE FUNDS.

AND SO THERE'S NOT REALLY A NEED TO HAVE A DUPLICATE IF YOU WILL FUND BALANCE WITHIN ANOTHER ONE OF OUR SUB FUNDS.

SO WE HAVE SUFFICIENT FUND BALANCE IN OUR OPERATING FUNDS.

SO IF THERE EVER WAS AN ISSUE WITHIN THE BENEFITS FUND, WE WOULD RELY BACK ON OUR OPERATING FUNDS GENERAL FUND AND ENTERPRISE.

OKAY. THANK YOU.

MY LAST QUESTION, IF I MAY, MR. MAYOR, IS I LOOK AT THE DIFFERENT PLANS AND I LOOK AT THE DIFFERENT SALARY RANGES.

I HAVE NO IDEA HOW THAT CORRELATES TO THE ACTUAL EMPLOYMENT.

RIGHT. HOW MANY OF OUR EMPLOYEES ARE EARNING UNDER 47, BUT UNDER 70, ETC.? AND SO WHAT I WANT TO MAKE SURE OF IS AT FIRST GLANCE, THE LOWER THE SALARY, THE LOWER THE ENROLLMENT.

AND SO I JUST WANT TO MAKE SURE THAT THAT ACTUALLY CORRELATES TO OUR ACTUAL EMPLOYEE RATES AS WELL, SO THAT WE'RE NOT.

SO THAT PEOPLE OF LOWER SALARY AREN'T ACTUALLY ENROLLING AT A LOWER RATE THAN PEOPLE WHO ARE MAKING MORE MONEY BECAUSE WE NEED TO HELP THEM THE MOST.

AND FIRST. SO, YOU KNOW, IF YOU'VE GOT THOSE PERCENTAGES SOMEWHERE ELSE ALONG WITH THOSE NUMBERS FOR THE BENEFITS, I'D LIKE TO SEE WHAT PERCENTAGE OF THE EMPLOYEES AT THOSE THREE DIFFERENT PAY SCALES ARE ACTUALLY ENROLLING IN THE DIFFERENT PLANS, JUST PERCENTAGES.

YES. AND WE CAN DEFINITELY PROVIDE THAT INFORMATION.

WE DO HAVE SOME CENSUS INFORMATION IN ONE OF THE SLIDES.

AND ACTUALLY WE HAVE SOME INFORMATION ALSO IN THE APPENDIX.

BUT I'LL BE HAPPY TO.

YEAH, I JUST WANT TO MAKE SURE BECAUSE IF WE NEED TO MAKE SOME ADJUSTMENTS FOR OUR LOWER IN OUR LOWER PAY EMPLOYEES, THEN WE SHOULD TO MAKE SURE THAT THEY HAVE THE HEALTH COVERAGE THAT THEY DESERVE AS WELL, AND THAT THEY CAN AFFORD.

ABSOLUTELY. OKAY.

THANK YOU. THAT'S ALL, MR. MAYOR. PAUL RIDLEY OR GAY WILLIS, ANYTHING BECAUSE I DON'T SEE ANYONE ELSE HERE IN PERSON.

GUYS, THAT'S IT FOR TODAY.

I THINK WE'RE DONE IF THERE'S NO ONE HERE.

NINA AND TEAM.

WONDERFUL JOB.

THANK YOU VERY MUCH.

JACK IRELAND, CITY MANAGER'S OFFICE.

CITY CHIEF, FINANCIAL OFFICERS OFFICE.

EVERYBODY DID A GREAT JOB TODAY.

LET ME JUST SEE IF THERE'S ANYTHING ELSE I HAVE, MADAM SECRETARY.

ANYTHING ELSE? YOU. YOU GOT THAT WE DIDN'T DO TODAY?

[04:40:01]

DID WE, DID WE GET THEM ALL? I THINK WE HAD FIVE ALREADY, AND I THINK WE TOOK THAT LAST ONE, BUT THEY WEREN'T PRESENT.

I JUST WANT TO MAKE SURE WE GOT IT ALL DONE.

THAT IS CORRECT, MR. MAYOR.

THERE IS NO FURTHER BUSINESS.

ALRIGHT THEN, IT'S 422 AND THIS MEETING OF THE CITY COUNCIL IS ADJOURNED.

THANK YOU VERY MUCH.

* This transcript was compiled from uncorrected Closed Captioning.