IT IS 9:00 AM ON MONDAY MORNING, SEPTEMBER THE 9TH.
[Workforce-Education and Equity on September 9, 2024.]
[00:00:06]
WE'RE CALLING THE WORKFORCE EDUCATION AND EQUITY COMMITTEE TO ORDER.THIS MORNING WE HAVE THE PRESENTATION ON PRETTY MUCH THE BASICS OF GIVING US AN OVERVIEW AND A REVIEW OF THE WORKFORCE EDUCATION AND EQUITY COMMITTEE.
WE HAVE THE AGENDA AS PRINTED AND JUST FOR THOSE WHO ARE ONLINE AS WELL.
THE PRIMARY PURPOSE OF THIS UPDATE IS TO GIVE YOU AN OVERVIEW OF BACKTRACKING OF HOW THIS PARTICULAR COMMITTEE ORIGINATED AND WHAT IT'S PRIMARY FOCUS IS.
AS A RESULT, TODAY WE HAVE TWO BRIEFING ITEMS THE REINTRODUCTION OF THE WORKFORCE EDUCATION AND EQUITY COMMITTEE GOALS, SCOPE AND ACTION PLANS AND NEXT STEPS FOLLOWED BY UPSKILLING, PILOT PROGRAM UPDATE AND NEXT STEPS. THE BRIEFING, WELL, OF COURSE, THE APPROVAL OF THE MINUTES.
BUT WE ALSO HAVE A BRIEFING MEMOS ON EQUITY AND INCLUSION.
DALLAS YOUTH COMMISSION UPDATE UPCOMING OFFICE OF COMMUNITY CARE AGENDA FOR EARLY CHILDHOOD AND THE UPDATE ON THE PROCUREMENT FOR AMERICAN RESCUE PLAN ACT REDEVELOPMENT FOR THE GARDEN BOXES.
SECOND. IT'S BEEN MOVED AND SECOND.
IF THERE ARE NO AMENDMENTS TO THE MINUTES, THEN WE WILL PROCEED AS PRINTED.
ANY OPPOSED? SO, THE MINUTES HAVE BEEN APPROVED.
NOW, TO BACKTRACK, I'M GOING TO MAKE SURE WE FOCUSED ON THE COLLABORATIVE EFFORT THAT HAS BEEN KIND OF ADOPTED FOR A COUPLE OF YEARS NOW.
BUT OUR PRIMARY FOCUS, OF COURSE, IS ON 2024 TO 2025.
I THINK SHE WAS PRECEDED BY CHAIRMAN CASEY THOMAS.
SO YOU HAVE STRONG LEADERSHIP, IF THAT'S CORRECT, THROUGH THE YEARS.
WE ALSO WANT TO SUPPORT EXTERNAL WORKFORCE THROUGH WORKFORCE DALLAS, PART OF WHICH IS THE MAYOR'S SOME OF THE GOALS THAT HE HAS OUTLINED FOR US AS A COMMITTEE.
WE WANT TO CONTINUE TO COLLABORATE WITH OUR ANCHOR INSTITUTIONS AND PARTNERS TO CLOSE THE DISPARITIES IN EQUITY AND INCLUSION, BECAUSE WE KNOW THAT THIS CITY CANNOT DO IT ALONE, AND EQUITY IS EVERYONE'S JOB.
SO IN SPEARHEADING THE RACIAL EQUITY PLAN TO ADOPTION AND FIRST PHASES OF IMPLEMENTATION, AS A RESULT OF THAT EFFORT, FOR THE NEXT YEAR, OUR FOCUS WILL BE ON ACCOUNTABILITY, EVALUATING THE OUTCOMES AND IMPACT OF THE RACIAL EQUITY PLAN, AND STRENGTHENING COLLABORATION AND KEY INSTITUTIONS.
SO, AS I AM A TRUE BELIEVER OF THE FIVE WS AND ONE H.
BACK TO THE DAYS OF THE CLASSROOM.
THE WHO, WHAT, WHEN, WHERE, WHY AND HOW? WE'VE ASKED THAT WE GET A HIGH LEVEL OVERVIEW BECAUSE I KNOW IT WOULD BE IT WAS REPETITION FOR SOME OF US AROUND THE HORSESHOE, BUT FOR SOME WHO ARE LISTENING TO US, IT MIGHT BE A BETTER INTRODUCTION INTO WHERE WE'RE GOING AS A CITY.
SO AT THIS TIME, WITHOUT ANY FURTHER ADO, WE WILL BRING ON OUR THE INTRODUCTION BY MISS LIZ PEREIRA.
DO YOU WANT TO DO THE INTRODUCTION OF THE FIVE W'S AND ONE H? THAT WOULD WORK FOR ME.
YES. AND GOOD MORNING, ELIZABETH CEDILLO-PEREIRA, ASSISTANT CITY MANAGER.
AND I'D LIKE TO CALL DOCTOR LINDSAY WILSON, DIRECTOR OF OFFICE OF EQUITY AND INCLUSION.
JESSICA GALICIA, DIRECTOR OF OFFICE OF COMMUNITY CARE AND NINA ARIAS, DIRECTOR OF HUMAN RESOURCES AND DANIELLE THOMPSON, DIRECTOR OF OPS, OFFICE OF PROCUREMENT SERVICES.
AND WE THANK YOU, CHAIR AND VICE CHAIR AND THE FULL COMMITTEE FOR GIVING US THIS OPPORTUNITY TO DISCUSS, YOU KNOW, THE WHY BEHIND THE WORK RECENTERING EQUITY AND THE WHAT, HOW WE'RE GOING TO GET IT DONE TOGETHER AND THE WHO, WHO'S ALL INVOLVED IN THIS, INCLUDING OUR POLICY MAKERS,
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STARTING WITH THIS COMMITTEE AND THE WHAT ARE WE CONTINUING TO DO? WHAT ARE WE WHAT IS THIS WORK OF WORKFORCE EDUCATION AND EQUITY? HOW DOES IT FIT TOGETHER? WHAT HAVE WE DONE OVER THE LAST FEW YEARS TO ADVANCE THE POLICY WORK, THE PROGRAM WORK AND THE WORK OF ENGAGING OUR COMMUNITY AND OUR ANCHOR INSTITUTIONS.SO, SO WITH THAT, I'D LIKE TO TURN IT OVER TO THE TEAM.
IT LOOKS A LITTLE BIT DIFFERENT THAN PREVIOUS ITERATIONS.
WE NOW HAVE OFFICE OF PROCUREMENT SERVICES WITH US AT THE TABLE, BECAUSE WE HAVE REALIGNED SOME OF THE WORK OF WHAT WE'RE DOING AROUND WORKFORCE AND BUSINESS OPPORTUNITIES FOR OUR MWBES.
OUR SMALL BUSINESSES, OUR OPPORTUNITY, OUR CHAMBERS AND ENTREPRENEURS.
SO, WITH THAT DOCTOR WILSON WE ASK FOR YOU TO START THE PRESENTATION ON THE ON THE WHY.
COMMITTEE. THANK YOU, ASSISTANT CITY MANAGER LIZ, IF WE CAN GO TO SLIDE FIVE, I BELIEVE IS THE WHY.
WE KNOW THAT DATA, PERSONAL STORIES, EDUCATIONAL INSIGHTS ALL REVEAL THAT DISPARITIES PERSIST AT EVERY STAGE OF AN INDIVIDUAL'S LIFE AND OUR COLLEAGUES AT THE DALLAS FOUNDATION IN COLLABORATION WITH BOSTON CONSULTING GROUP, HAVE PROVIDED A COMPREHENSIVE, APOLOGIES.
AND WHILE I WON'T COVER ALL THE DETAILS ON THIS SLIDE, SOME KEY HIGHLIGHTS ARE.
BLACK WOMEN FACE A HIGHER RISK OF MORTALITY, BOTH FOR BABIES AND MOTHERS DURING CHILDBIRTH.
HISTORICALLY, DISADVANTAGED COMMUNITIES, PARTICULARLY WHEN WE'RE REFERENCING COMMUNITIES OF COLOR, ARE MORE LIKELY TO BE BORN IN AREAS OF PERSISTENT POVERTY.
EARN LESS, AND EMPLOYMENT ARE MORE FREQUENTLY DENIED.
HOME MORTGAGE LOANS EXPERIENCE HIGHER RENT BURDENS, AND ARE LESS LIKELY TO HAVE RETIREMENT ACCOUNTS.
THAT DOES UNDERSCORE THE URGENT NEED FOR TARGETED ACTIONS TO ENSURE ALL RESIDENTS CAN THRIVE.
THIS LEADS US TO THE HOW AND REALLY THE CITY'S ROLE.
WE KNOW THAT RESEARCH AND DATA HAVE SHOWN THE WAYS THAT HISTORICALLY DISADVANTAGED COMMUNITIES HAVE BEEN DISINVESTED THROUGH PRACTICES SUCH AS REDLINING AND OTHER POLICIES. GOVERNMENT AT ALL LEVELS HAVE PLAYED A SIGNIFICANT ROLE IN INEQUITIES WE SEE TODAY.
AND SO IT'S JUST AS CRITICAL TO HAVE AN ACTIVE ROLE TO ENGAGE OUR RESIDENTS, TO CREATE A DALLAS WHERE EVERYONE HAS THE OPPORTUNITY TO THRIVE. AND OVER THE LAST SEVEN YEARS, WE'VE SEEN SUBSTANTIAL PROGRESS BEING BY SHIFTING OUR ORGANIZATION.
BY NORMALIZING, ORGANIZING AND OPERATIONALIZING EQUITY.
OUR DEPARTMENT PROGRESS MEASURES AS WELL AS OUR BIG AUDACIOUS GOALS.
BUT ONE OF THE THINGS I WOULD LIKE US TO DO IS TAKE A MOMENT TO LOOK AT THAT PYRAMID, BECAUSE THAT'S REALLY THE FRAMEWORK THAT'S USED ACROSS CITY DEPARTMENTS TO ANALYZE HOW OUR SERVICES ARE NOT BENEFITING, BUT ALSO BURDENING COMMUNITIES, THE WAYS IN WHICH WE USE DATA, DISAGGREGATED DATA TO MAKE INFORMED DECISIONS, THE VARIOUS LEVELS OF COMMUNITY ENGAGEMENT, AND MOST IMPORTANTLY, ACCOUNTABILITY.
WHAT IS THE OUTCOME AND IMPACT OF THE MEASURES THAT WE'VE IDENTIFIED? SLIDE SEVEN.
AND SO AS WE TALK ABOUT EQUITY AS A CORE VALUE OF SERVICE, MORE SPECIFICALLY BEING ABLE TO OPERATIONALIZE IT, IT'S IMPORTANT TO UNDERSTAND THAT THAT INVOLVES TRANSLATING EQUITY PRINCIPLES INTO ACTIONABLE STEPS WITHIN AN ORGANIZATION.
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DISPARITIES AND ON THE SLIDE, AMPLIFY SOME OF THE WAYS THAT THE OFFICE OF EQUITY AND INCLUSION SERVES AS A HUB TO SUPPORT OTHER DEPARTMENTS THROUGH TECHNICAL ASSISTANCE.BY CREATING TOOLS AND RESOURCES SUCH AS THE EQUITY ATLAS INDICATORS REPORT, THE IMPACT ASSESSMENT TOOL, AS WELL AS SOME OF THE PARTNERSHIPS BOTH ON A NATIONAL AND A LOCAL LEVEL.
NOW, MORE SPECIFICALLY, LAST SEPTEMBER, WE IDENTIFIED SOME GOALS.
AND THE IN THE LIGHTER BLUE BOX ARE THE OUTCOMES OVER THOSE GOALS.
WE'VE BEEN ABLE TO SECURE TWO SEPARATE GRANTS THAT SUPPORTED WHAT TECHNICAL ASSISTANCE AND SUPPORT, ONE BEING WITH FINES AND FEES, IN PARTNERSHIP WITH THE OFFICE OF COMMUNITY CARE AND DALLAS ANIMAL SERVICES, AS WELL AS THE BONDS COHORT.
AND THE THIRD OR THE FOURTH IS THE PARTNERSHIPS.
AND SO WE LAST YEAR HAD A CHANCE TO MEET WITH OVER A DOZEN PHILANTHROPIC AND EDUCATIONAL LEADERS TO GATHER INSIGHT ON WHAT ARE THE NEXT ACTIONABLE SOLUTIONS.
AS WE TALK ABOUT THE BIG AUDACIOUS GOALS AND THE SECOND BOX, YOU'LL SEE IT'S TO INCREASE PROGRAM ACCESS AND ADDRESS DISPARITIES IN EQUITY PRIORITY AREAS. AND AGAIN, ALL FOUR OF THOSE BULLETS SPEAK TO HOW WITHIN THE LAST YEAR, WE'VE BEEN ABLE TO USE AN EQUITY, THE EQUITY IMPACT ASSESSMENT TOOL THAT IS BASED OFF OF DATA TO MAKE INFORMED DECISIONS TO CLOSE DISPARITIES.
AND JUST FROM A HIGH LEVEL, WE KNOW BEYOND THE RACIAL EQUITY PLAN, THE OFFICE OF EQUITY AND INCLUSION CONTINUES TO DELIVER EQUITABLE SERVICES THROUGH OTHER CHANNELS, INCLUDING FAIR HOUSING, HUMAN RIGHTS AND WELCOMING COMMUNITIES AND IMMIGRANT AFFAIRS.
SO THAT IS ACTUALLY IF YOU'LL GO AHEAD AND ADVANCE THE SLIDE ONE.
SO WE HAVE AS WE'VE BEEN REALLY WORKING THROUGH THIS YEAR OF REIMAGINING AND REALIGNING THINGS IN A THOUGHTFUL WAY, WE HAVE REALLY WORKED WITHIN HOW WE OPERATE AS A DEPARTMENT, AND WE'VE ACTUALLY UPDATED OUR MISSION.
AND SO WE ARE STRIVING TO SERVE AS THE CITY'S SOCIAL AND HUMAN SERVICES HUB FOR ALL DALLAS RESIDENTS IN ALL STAGES OF LIFE WITH ENGAGEMENT, EMPOWERMENT AND CARE THROUGH THE DELIVERY OF IMPACTFUL SERVICES.
AND SO WHAT YOU'LL SEE HERE IS WE'RE ACTUALLY LOOKING AT HOW WE SERVE PEOPLE, AND WE'RE REALLY SERVING PEOPLE THROUGHOUT THE ENTIRE LIFE CYCLE, STARTING WITH OUR WIC PROGRAM, WHICH OF COURSE REACHES MOTHERS AS EARLY AS PREGNANCY, BABIES, EARLY LIFE UP TO FIVE YEARS.
OUR COMMUNITY CARE SOCIAL SERVICES TEAM SERVES A WHOLE ROBUST COMMUNITY OF INDIVIDUALS THROUGH A VARIETY OF PROGRAMS LIKE OUR RENTAL ASSISTANCE AND CLIENT ASSISTANCE PROGRAMS, WHAT WE CALL OUR EARLY CHILDHOOD OUT OF SCHOOL TIME PROGRAM.
AND WE ARE DELIVERING OUR HOPWA PROGRAM.
SO, YOU'LL SEE THAT THERE'S A MEMO FROM OUR DEPARTMENT RELATED TO THE YOUTH COMMISSION.
THIS IS THE FIRST TIME WE HAVE BROUGHT A MEMO RELATED TO THE YOUTH COMMISSION, BECAUSE THAT'S PART OF THAT REALIGNMENT, AS WE WILL NOW BE TAKING LEADERSHIP WITH THE SUPPORT OF TAYLOR MOODY AND MANAGING THE YOUTH COMMISSION AND COLLEGE ADVISORY COMMISSION WITHIN OUR DEPARTMENT AS WELL.
WE WORK WITH OVER 60 NONPROFIT PARTNERS THERE.
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AND TO THAT END, I DO WANT TO NOTE THAT OUR COMMUNITY CENTERS ALONE SERVE ALMOST 4200 PEOPLE MONTHLY WITH FOOD PROGRAMS. AND SIMILARLY, OUR WIC PROGRAM ACTUALLY REACHED OVER 78,000 PEOPLE LAST MONTH, WHICH IS THE HIGHEST PARTICIPATION NUMBER WE HAVE HAD SINCE OCTOBER OF 2017.SO, WHEN YOU REALIZE WHERE WE ARE NOW COMPARED TO THEN, IT'S REALLY DEMONSTRATING AN EVEN HIGHER LEVEL OF NEED BECAUSE WE'RE NOW SURPASSING THAT, THAT THOSE DATA AND OUR NEXT LEVEL OF CARE IN THAT LIFE CYCLE IS FINANCIAL EMPOWERMENT.
AND SO AS A COMPONENT OF THAT, WE LOOK AT THE REENTRY PROGRAMS. WE'RE LOOKING AT REENTRY IN A HOLISTIC WAY.
NOW, YOU ALL KNOW THAT OVER THE LAST COUPLE OF WEEK COMMITTEE MEETINGS, I HAVE COME HERE WITH ACCEPTING ADDITIONAL FUNDS FROM TEXAS DEPARTMENT OF CRIMINAL JUSTICE TO HELP US FACILITATE THAT.
SIMILARLY, THE ADOPTION OF THE DAY LABOR PROGRAM, WHICH WAS INITIALLY ESTABLISHED LAST YEAR.
WE ARE GOING TO BE WORKING TO LAUNCH THAT PROGRAM IN THE NEXT YEAR.
HOWEVER, WE ARE REVISITING SOME OF THE PLANS THAT HAVE BEEN DEVELOPED AND DOING SOME ADDITIONAL RESEARCH, AND WE'LL COME BACK WITH A MORE ROBUST PROPOSAL OR STRATEGY FOR HOW WE PLAN TO TACKLE THAT IN THE NEXT COUPLE OF MONTHS.
BUT I TELL YOU THAT WE'RE VERY EXCITED ABOUT THAT BECAUSE WE BELIEVE THAT IN A WAY, IT ALIGNS WITH THE WORK WE'RE DOING IN OUR FINANCIAL AND POVERTY EMPOWERMENT AND OUR REENTRY SPACE, BECAUSE WE'RE SERVING PEOPLE WHO HAVE BARRIERS TO BEING ABLE TO ACCESS WORK OR BEING ABLE TO ACCESS HOUSING OR OTHER NEEDS.
WELL, I WANT TO GO AHEAD AND MOVE OVER TO AGE FRIENDLY.
WE HAVE COMPLETED THE SOLICITATION, THE PROCUREMENT, THE AWARD.
AND THEN WE ALSO ADMINISTER THE VITAL STATISTICS TEAM.
SO VITAL STATISTICS IS A CORE CUSTOMER SERVICE.
IT ISSUES THE BIRTH AND DEATH RECORDS.
WE ARE IN CONTRACT WITH THE STATE OF TEXAS TO DELIVER THAT SERVICE.
HOWEVER, WE DO HAVE A REALLY EFFICIENT TEAM WITHIN VITAL STATISTICS.
WE'RE VERY PROUD THAT OVER 90% OF OUR RECORDS ARE PROCESSED FOR CLIENTS IN LESS THAN 15 MINUTES.
SO, WE'RE ALSO CONTRIBUTING DIRECTLY TO THE CITY WORK THERE AS WELL.
OF COURSE, WE ALSO ADMINISTER A VARIETY OF RPA PROGRAMS. NOW THAT IS NOT A PERMANENT.
HOWEVER, IT IS SUBSTANTIAL AND SIGNIFICANT.
SO, WE DO HAVE A CORE TEAM OF PEOPLE THAT ARE TIED TO THAT RPA WORK.
AND WILL BE SO THROUGH THE REMAINDER OF THE TIME PERIOD THAT THOSE PROGRAMS ARE IN PLACE.
WE HAVE INCREDIBLY STRONG CONTRACTS MANAGEMENT.
WE DO VERY WELL IN AUDITS AT ALL LEVELS.
WE ADMINISTER SO MANY DIFFERENT SOURCES OF FUNDING, FUNDING, PHILANTHROPIC, FEDERAL, STATE, LOCAL, A VARIETY OF GRANTS, AND WE MANAGE TO DO THAT VERY EFFECTIVELY BECAUSE WE HAVE A REALLY, REALLY STRONG CORE TEAM.
SO MOVING ON TO THE NEXT SLIDE.
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REALLY START WITH INFANCY.WE START PRE-BIRTH SERVING AND PROVIDING THOSE NUTRITION OPTIONS TO MOTHERS.
YOU KNOW, IN PREGNANCY, THROUGH THE WICK PROGRAM, ALL THE WAY THROUGH THE AGE FRIENDLY.
SO FIRST THERE WAS SEEKING GRANTS.
THAT HAS BEEN AN INCREDIBLE PROGRAM FOR US AND REALLY HELPED US TO TARGET OUR SERVICE DELIVERY.
BUT THOSE WERE UNDERSERVED IN TERMS OF PERCENTAGE OF ELIGIBLE CLIENTS BEING REACHED.
WE HAVE MADE SOME GREAT INCREASES IN THE CLINICS IN THOSE AND OF COURSE, CLINICS ALL OVER.
AND WE'RE IN THE PROCESS OF ACTUALLY PURSUING ROUND TWO OF THAT CHILD GRANT.
I THINK WE SUBMITTED IT FRIDAY, ACTUALLY.
WE ALSO ARE IN THE PROCESS OF SEEKING SOME DIGITAL EQUITY ACT FUNDING.
WE'RE WORKING WITH A LARGE NUMBER OF LOCAL COMMUNITY ORGANIZATIONS TO PARTNER STRATEGICALLY IN THAT.
NOW, OF COURSE, THERE'S NO GUARANTEEING THAT WE'RE GOING TO GET EITHER OF THOSE.
AS FAR AS YOUTH GOES, WE ARE REALLY TAKING THE GOALS OF FOCUSING ON YOUTH FROM THIS COMMITTEE, AND WE'VE REALLY REALIGNED OUR DEPARTMENT'S WHOLE ORGANIZATIONAL STRUCTURE TO CREATE THAT. YOUTH AND CHILDREN FOCUS WITHIN THE SOCIAL SERVICES TEAM.
AS I MENTIONED PREVIOUSLY, THE TRANSITION OF THE COMMISSION AND THE COUNCIL.
AS FAR AS DIGITAL DIVIDE, WE HAVE ALSO ABSORBED WORK IN THE DIGITAL DIVIDE.
WE CONTINUE WITH THE DIGITAL NAVIGATORS PROGRAM.
AND THEN WHEN IT COMES TO PUBLIC SAFETY ALIGNMENT, WE HAVE BEEN WORKING WITH THE NATIONAL LEAGUE OF CITIES LONE STAR JUSTICE ALLIANCE TO HELP CONTINUE SOME WORK THAT WAS INITIALLY STARTED IN THE INTEGRATED PUBLIC SAFETY TEAM TO CREATE A COLLABORATIVE YOUTH STRATEGY WHEN IT COMES TO YOUTH SAFETY FOR EVICTIONS.
WE HAVE CONTINUED TO ADMINISTER AVAILABLE RENTAL ASSISTANCE.
WE HAD SOME FUNDING REPROGRAMED THAT REMAINED IN THAT CDBG BUCKET.
THAT'S REPROGRAMED FOR RENTAL ASSISTANCE.
SO WE'VE BEEN ABLE TO KEEP DOING THAT WORK.
AND WE ARE VERY, VERY WE CONTINUE TO SEE HIGH LEVELS OF DEMAND, AND WE CONTINUE TO SEE CALLS AND REQUESTS FOR THAT TYPE OF SUPPORT COME THROUGH FOR FOOD EQUITY.
AS MENTIONED, WE'VE USED THAT GRANT COMMUNITY INNOVATION AND OUTREACH OR CHOW TO REALLY CONDUCT STRATEGIC ENGAGEMENT IN OUR PROGRAM AND IDENTIFY COMMUNITIES WITH LOWER PARTICIPATION RATES AND REALLY TARGET THOSE COMMUNITIES.
WE I WANT TO ADD, WHEN IT COMES TO THAT CHILD GRANT THE WIC CLINIC, OUR NEWEST WIC CLINIC ADDITION IN THE FRUITDALE COMMUNITY, GREW SPECIFICALLY OUT OF DATA FROM THE RACIAL EQUITY PLAN AND THE EQUITY INDICATORS.
AND SO JUST TO HIGHLIGHT SO WE'VE HAD SOME FEEDBACK FROM OUR REENTRY AND EMPOWERMENT PROVIDERS AND WE'VE IDENTIFIED THAT WE REALLY THAT ONE OF THE AREAS THAT OUR REENTRY CLIENTS CAN BENEFIT THE MOST FROM IS HOUSING STABILITY AND FINANCIAL STABILITY.
AND SO NOW WE'VE ACTUALLY BEEN ABLE TO REALLY STRATEGICALLY ALIGN OUR FINANCIAL EMPOWERMENT CENTERS AND OUR REENTRY PROGRAMING IN A WAY THAT WE DIDN'T SEE INITIALLY, BUT WE REALIZE IT'S SO CRITICALLY NECESSARY, AND IT'S BECOMING A REALLY MAJOR CORE OF THE REENTRY WORK AND SHOWING A LOT OF PROMISE IN TERMS OF LONG TERM BENEFITS FOR THOSE CLIENTS.
I'LL ALSO JUST HIGHLIGHT, OF COURSE, THE ADDITIONAL FUNDING FROM TDCJ.
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MANAGEMENT. OF COURSE, NOW THE EMERGENCY MANAGEMENT AND CRISIS RESPONSE TEAM TO HELP BUILD A STRATEGY FOR EMERGENCY PREPAREDNESS, WITH A FOCUS ON FINANCIAL EDUCATION AND FINANCIAL PREPAREDNESS.NINA ARIAS, DIRECTOR OF HUMAN RESOURCES.
I'M HERE TODAY TO SPEAK ABOUT OUR INTERNAL WORKFORCE OPPORTUNITIES FOR CITY EMPLOYEES.
AS YOU KNOW, THE HUMAN RESOURCES DEPARTMENT FOCUSES ON OUR WORKFORCE, OUR INTERNAL WORKFORCE, COVERING BENEFITS FOR OVER 23,000 LIVES, TOTAL REWARDS, COMPENSATION, RECRUITMENT, PERFORMANCE MANAGEMENT, EMPLOYEE RELATIONS, ENGAGEMENT AND MANY OTHER ASPECTS OF THE WORKFORCE AS IT RELATES TO EMPLOYEES.
BUT TODAY, I'M GOING TO BE FOCUSING ON THE INTERNAL WORKFORCE OPPORTUNITIES FOR CITY EMPLOYEES.
AND IN THIS SLIDE, I HAVE LISTED SEVERAL OF THE PARTNERSHIPS AND COLLABORATIONS THAT WE HAVE DONE INTERNALLY TO ENHANCE THOSE WORKFORCE OPPORTUNITIES AND AID MOBILITY. EMPLOYEE MOBILITY AND OPPORTUNITY IS A PILLAR OF EMPLOYEE RETENTION.
WE ALSO ENGAGE IN EXTERNAL PARTNERSHIPS, AS IS OUR PARTNERSHIP WITH THE WORKFORCE DALLAS.
WE HAVE TEAMED WITH THEM BECAUSE WE HAVE A COMMON GOAL OF UPSKILLING LOW WAGE WORKERS FOR HIGHER PAYING JOBS, AND THAT IS DONE BY THEM IN THE COMMUNITY, BUT IS ALSO SOMETHING THAT WE CAN DO INTERNALLY.
AND I WILL BE PRESENTING LATER TODAY IN MORE DETAIL ABOUT HOW ARE WE DOING THAT AT THE CITY OF DALLAS? WE ALSO HAVE PARTNERSHIPS WITH LOCAL AND NATIONAL VOCATIONAL INSTITUTIONS PROVIDING EMPLOYEES AND THEIR FAMILIES WITH OPPORTUNITIES TO FURTHER THEIR EDUCATION.
WE HAVE A PAGE THAT DESCRIBES ALL OF THE CURRENT PARTNERSHIPS, AND I INVITE YOU TO FOLLOW THAT LINK FOR MORE DETAILS. NEXT SLIDE PLEASE.
IN ORDER TO DO THIS WORK, WELL, WE RELY ON SEVERAL SOURCES OF DATA.
AND HERE YOU HAVE, YOU KNOW, ILLUSTRATED THERE ARE THREE TYPES OF DATA THAT WE SOURCE.
WE LOOK AT PERFORMANCE REVIEWS, ENGAGEMENT SURVEYS, ABSENTEEISM, TURNOVER RATES.
WE HAVE A VERY ROBUST SYSTEM IN WORKDAY TO ALLOW US TO LOOK AT THAT INFORMATION IN A VERY GRANULAR MANNER THROUGH OUR PAYROLL MODULE. WE ALSO LOOK AT ECONOMIC AND INDUSTRY DATA, LABOR MARKET TRENDS, INDUSTRY TRENDS, ECONOMIC INDICATORS, AND OBVIOUSLY THEY OR MOST RECENTLY, THE TECHNOLOGICAL DATA HAVE BECOME EVEN INCREASINGLY MORE IMPORTANT.
THE SURVEY DATA COLLECTED VIA QUESTIONNAIRES, EITHER BECAUSE OF, YOU KNOW, WE DO OUR BIANNUAL EMPLOYEE ENGAGEMENT SURVEY OR OTHER SURVEYS THAT WE DO THAT ARE MORE TARGETED, AND THEN THE ORGANIZATIONAL DATA THAT INCLUDES INTERNAL RECORDS AND WHICH IS USED TO ANALYZE TRENDS AND SUPPORT DATA DRIVEN DECISIONS.
THIS DATA IS REPORTED TO EXECUTIVE ACTIVE MANAGEMENT ON A MONTHLY BASIS TO AID IN THEIR DECISION MAKING PROCESS AND TO HELP THEM CHAMPION CHANGE FOR IMPROVEMENT. NEXT SLIDE PLEASE.
SO HERE'S A SLIDE THAT SHOWS WHAT SOME OF THE OPPORTUNITIES THAT WE HAVE AND WHAT WE'RE WORKING ON WITH WORKFORCE DALLAS IN YOU KNOW MORE. FIRST AND FOREMOST, WE WANT TO CONTINUE TO BUILD.
EXCUSE ME. NINA, WOULD YOU SPEAK UP A LITTLE BIT LOUDER? I CAN'T HARDLY HEAR YOU.
YOU'RE NOT CLOSE ENOUGH. THANK YOU.
SORRY. SO, BUILDING ON OUR SUCCESSES IN WORKING WITH WORKFORCE DALLAS, LEVERAGING THE EXISTING PARTNERSHIP WITH THEM, AND IN PARTICULAR WITH THE WORKFORCE SA, WHO, YOU KNOW, IS ACTUALLY SOMEONE WHO'S HAS BEEN REALLY INSTRUMENTAL AND PROACTIVE IN PURSUING THAT PARTNERSHIP TO ADDRESS THE CRITICAL WORKFORCE GAPS IN DALLAS, BUT IN PARTICULAR WITHIN THE CITY.
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CONTINUE OUR COLLABORATIVE APPROACH, DEVELOPING JOINT COMPREHENSIVE PLAN THAT WHICH DOESN'T CURRENTLY EXIST.WE HAVE A PLAN INTERNALLY AND THEN THEY HAVE A PLAN.
BUT JOINING FORCES AND WORKING IN ON A JOINT PLAN WOULD BE ONE OF OUR NEXT STEPS AND MAKING SURE THAT WE ALIGN OUR EFFORTS TO CREATE A MORE ROBUST AND INCLUSIVE AND COMPETITIVE WORKFORCE THROUGH OUR SHARED GOALS.
AND WITH THAT, I WILL IF YOU COULD PLEASE GO TO THE NEXT SLIDE.
I WILL PASS THE MIC TO MY COLLEAGUE DANIEL.
DANIELLE THOMPSON, DIRECTOR OF THE OFFICE OF PROCUREMENT SERVICES.
PROCUREMENT IS USUALLY NOT THOUGHT ABOUT WHEN YOU THINK ABOUT EQUITY, BUT IT'S A VERY CRITICAL PART.
BUT WE ALSO HAVE THE EXPRESS BUSINESS CENTER, THE CITY STORE, AND NOW THE BUSINESS ENTERPRISE HUB.
THE DATA RIGHT UNDER THE INTRODUCTION IS REALLY THE INFORMATION THAT WE UTILIZE TO BUILD OUT OUR RACIAL EQUITY GOALS AND THE EXTRA SERVICES THAT WE ROLLED OUT THREE YEARS AGO FOR OUR VENDORS AND COMMUNITY PARTNERS.
SO THE OFFICE OF PROCUREMENT SERVICES, EVEN BEFORE ACQUIRING THE BUSINESS ENTERPRISE HUB, BEGAN TO WORK WITH THE OFFICE OF EQUITY TO DEVELOP OUTREACH AND REALLY SOME PROGRAMMATIC STRUCTURE TO MAKE SURE THAT WE ARE NOT EXCLUDING OR MAKING PROCUREMENT AND CONTRACTING INACCESSIBLE.
SO HERE IS A FEW OF THE ITEMS, THE PROGRAMS RATHER, THAT HAVE BEEN CREATED TO MAKE SURE THAT THE EQUITY COMPONENT OF CONTRACTING IS INSTILLED IN THE SUSTAINABLE. THE FIRST IS THE PROCUREMENT QUARTERLY REPORT.
THIS REPORT PROVIDES A PROJECTED LIST OF EVERY UPCOMING CONTRACT FOR GOODS, SERVICES, CONSTRUCTION, AND ALL OF THOSE ARE PUT INTO THIS REPORT IN DETAIL.
THE AMOUNT, THE SCOPE OF SERVICES, AND THE SUBCONTRACTING OPPORTUNITIES.
THE IMPORTANT PART ABOUT THE PROCUREMENT QUARTERLY IS THAT IT GIVES OUR VENDORS TIME TO PREPARE.
SO IN ADVANCE OF THESE BEING ADVERTISED, THEY CAN ASK QUESTIONS.
THEY CAN WORK WITH THEIR CHAMBER TO HAVE MEETINGS TO DISCUSS THESE OPPORTUNITIES.
SO THAT'S A VERY IMPORTANT COMPONENT OF CONTRACTING PREPAREDNESS.
THE NEXT ITEM IS VENDOR DEBRIEFS.
THIS IS A STANDARD BEST PRACTICE, ESPECIALLY WHEN YOU'RE TALKING ABOUT EQUITY AND CONTRACTING.
VENDOR DEBRIEFS BRINGS VENDORS TO THE CITY OF DALLAS.
THESE WERE YOUR OPPORTUNITIES.
AND THE GOAL AGAIN IS EDUCATION.
SO IT MAY BE QUITE DISCOURAGING TO NOT GET A CONTRACT.
A MEET AND GREET SESSIONS IS A BRIDGE.
I LIKE TO THINK BECAUSE WE TAKE THESE VENDORS, SMALL VENDORS, LOCAL VENDORS WHO HAVE MINIMAL OR EVEN IF THEY'RE VERY FAMILIAR CONNECTION TO THE CITY, AND WE BRING THEM BEFORE THE DEPARTMENTS IN PROCUREMENT FOR THEM TO DO A PITCH FOR THEM TO UNDERSTAND HOW THE CITY WORKS AND THEN HOW THEY FIT IN.
THE MASTERCLASS SERIES WAS STARTED MORE THAN TWO YEARS AGO, AND IT'S THE SIX MONTH SERIES THAT WE DEVELOPED TO PROVIDE THIS TECHNICAL SERVICE THAT IS NOT AVAILABLE.
SO ONE OF THE CLASSES, FOR EXAMPLE, WAS YOUR CONTRACT.
SO FOR OUR RFBS AND OUR RFPS, WE GO IN AND SAY, IF YOU ARE A LOCAL VENDOR AND THERE'S A TIE, WE WILL LOOK AT THE LOCAL VENDOR FIRST AND THERE IS A PREFERENCE THERE. AND THE FAQ WITH ALL THE DETAIL OF HOW THAT WORKS IS ON OUR WEBSITE.
THE NEXT ITEM THAT OR SERVICE THAT WE PROVIDE IS OUR LIVING WAGE.
AND THIS IS THE MINIMUM WAGE THAT'S SET FORTH BY MIT THAT ADJUSTS BASED ON DIFFERENT FACTORS THAT MIT PROVIDES. COST OF LIVING, FOOD, CHILDCARE.
IT'S A HOST OF ITEMS THAT ARE INCLUDED IN THIS CALCULATION.
AND SINCE 2015 WE UPDATED EACH YEAR PER THAT GUIDANCE.
SO, THIS IS MY MOST EXCITING SLIDE.
THIS IS THE INTRODUCTION OF THE NEW BUSINESS ENTERPRISE HUB.
[00:35:04]
ENTERPRISE HUB.THIS IS THE REIMAGINED POSITION OF THE CITY TO REALLY INVEST IN BUILDING THIS ROBUST, STREAMLINED ECOSYSTEM FOR ALL OF OUR HISTORICALLY DISADVANTAGED COMMUNITIES.
OUR MISSION IS TO PROVIDE A SUSTAINABLE ECOSYSTEM OF EQUITABLE ACCESS, CONTRACT COMPLIANCE AND RESOURCES TO EMPOWER AND GROW OUR DISADVANTAGED BUSINESSES.
WE DO THAT THROUGH OUR STRATEGIC PARTNERSHIPS, EDUCATIONAL DEVELOPMENT, AND MEANINGFUL TRANSPARENCY.
SO A LOT OF THE SERVICES THAT WE PROVIDE ARE CONTINUATION OF THE SMALL BUSINESS CENTER'S WORK.
BUT ONE THING THAT WE ARE FOCUSING ON INTENTLY IS CONTRACT COMPLIANCE AND VENDOR PAYMENT TO ENSURE THAT OUR VENDORS ARE GETTING PAID AND THE CONTRACTS ARE BEING PROPERLY MANAGED. NEXT SLIDE.
FOR OFFICE OF PROCUREMENT SERVICES, WE PROVIDE EDUCATION THROUGH PROJECT PARTICIPATION OUTREACH.
WE GO OUT TO THE COMMUNITY AND WE EXPLAIN THE PROJECTS.
ONE EXAMPLE IS THE KAY BAILEY CONVENTION CENTER.
WE PROVIDE SUBCONTRACTOR VENDOR LISTS FOR UPCOMING PROJECTS.
THE BUSINESS ENTERPRISE HUB ESTABLISHES THE MWBE AND DBE CONTRACT GOALS, AND WE INVESTIGATE THE VALIDITY IN APPROVAL OR REJECTION OF GOOD FAITH EFFORTS.
WE ENFORCE CONTRACT COMPLIANCE.
WE PROVIDE THE MWBE AND DBE UTILIZATION REPORTING THAT YOU GET IN YOUR MEMO BEFORE EACH COUNCIL.
AND WE RESEARCH NEW OPPORTUNITIES TO SUPPORT OUR HISPANIC LEAD.
HOW DO WE SUPPORT A MORE INCLUSIVE CONTRACTING PROGRAM HERE AT THE CITY OF DALLAS? NEXT SLIDE. AND THAT'S IT.
AND WE HOPE THAT YOU COMMITTEE MEMBERS HAVE SEEN THAT THROUGH THESE PRESENTATIONS.
WE'RE SERIOUSLY AND INTENTIONAL ABOUT ALIGNING OUR EFFORTS TO ONE, THE FEEDBACK THAT WE HAVE RECEIVED FROM ALL OF YOU ABOUT WHAT THE PRIORITIZATION SHOULD BE AND TWO, SHIFTING WITH NEW MOMENTS RIGHT IN TIME ABOUT HOW WE'RE WORKING WITH THEM, FILLING GAPS, AS WE'VE HEARD, IS A BIG GOAL.
AND SO HERE YOU HAVE KEY DEPARTMENTS.
THE WORKFORCE DEPARTMENTS ARE HR, PROCUREMENT SERVICES AND OFFICE OF COMMUNITY CARE.
AND OVER THIS YEAR, WE HAVE ALIGNED THE TASKS TO WHAT WE INTEND TO WORK ON TOGETHER WITH YOU ALL, COLLABORATING WITH OUR WORKFORCE CZAR AND CONVENING WORKFORCE DALLAS PARTNERS TO ASSESS THE ECOSYSTEM NEEDS FOR THIS MOMENT IN TIME.
INTERNAL FOCUS ON UPSKILLING ACROSS MULTIPLE DEPARTMENTS.
YOU'RE GOING TO HEAR MORE ABOUT THAT IN HIS NEXT PRESENTATION.
AND ADVANCING OPPORTUNITIES FOR HISTORICALLY DISADVANTAGED COMMUNITIES IN ESTABLISHING MWBE AND DBE CONTRACT GOALS, AS YOU HEARD, DIRECTOR THOMPSON DISCUSSED, AS WELL AS ADVANCING THE WORK OF OUR DAP, ADVANCING THE WORK OF REENTRY EFFORTS INTERNALLY AND EXTERNALLY, AS DISCUSSED BY DIRECTOR GALLISHAW. AND OF COURSE, THE DISCUSSION AROUND DAY LABOR AND WHERE WE'RE MOVING WITH THAT, WE REALLY WOULD NEED FEEDBACK FROM YOU.
IN TERMS OF WHAT YOU'RE SEEING AS AS A PRIORITY IN THAT REGARD.
AGAIN, JUST MOVING THROUGH THE EDUCATION.
YOU HEARD FROM DIRECTOR GALLISHAW THAT WE HAVE REALIGNED OUR SOCIAL, OUR OFFICE OF COMMUNITY CARE TO ADDRESS THE FULL SPECTRUM OF HUMAN AND SOCIAL NEEDS, FOCUSING ON YOUTH, FOCUSING ON REENTRY WORK, FOCUSING ON OUR DIGITAL EQUITY, ETC..
WE ARE TRYING TO ALIGN ALL WE DO AT THE CITY AROUND THE PRINCIPLES OF EQUITY AND OUR FRAMEWORK.
[00:40:10]
ASSISTANCE TO THE VARIOUS PORTFOLIOS, AS WELL AS WORKING WITH PHILANTHROPY AND BUSINESS TO DEVELOP THE CORPORATE EQUITY COUNCIL THAT OUR VICE CHAIR, SCHULTZ, HAS BEEN SO INSTRUMENTAL IN HELPING US TO DEVELOP AS WE WORK TOWARD PUBLISHING AN ECONOMIC CASE FOR EQUITY AND ADVANCING OUR WORK AROUND VETERANS DISABILITY, INCLUSION, WELCOMING AND HUMAN RIGHTS.SO OUR EXTERNAL COLLABORATORS ARE MANY, TOO MANY TO NAME.
BUT WE'RE WE'RE EXCITED TO WITH YOU WORK WITH THEM ON FURTHERING OUR COMMUNITY ENGAGEMENT, WORKING WITH OUR ANCHOR INSTITUTIONS, NONPROFIT AGENCIES, AND PHILANTHROPY AND PRIVATE SECTOR TO MOVE THESE GOALS FORWARD.
AND AS YOU KNOW, WE ARE UNDER ICM TOLBERT'S LEADERSHIP.
WE ARE BUILDING A SAFE, VIBRANT AND GROWING DALLAS BY TRANSFORMING AND OUR FOUNDATIONAL STRUCTURE TO BECOME A MORE LIVABLE, SUSTAINABLE AND FISCALLY SOUND CITY WITH STRONG ALLIANCE SYSTEMS AT ITS CORE.
AND SO IN THAT RESPECT, WE WILL BE BRINGING EACH OF THOSE PORTFOLIOS TO THE WEE COMMITTEE TO REPORT OUT ON EACH PORTFOLIOS RESPECTIVE DEPARTMENT PROGRESS MEASURES WITHIN THE RACIAL EQUITY PLAN, AS WELL AS DISCUSS HOW THEY ARE WORKING TOGETHER TO MOVE OUR BIGGER, AUDACIOUS GOALS.
SO SENIOR LEADERS AND DEPARTMENT LEADERS WILL REPORT OUT ON CROSS-DEPARTMENTAL BIG, AUDACIOUS GOALS AT THE NEXT FEW MONTHS MEETINGS, AND THE WE COMMITTEE WILL PROVIDE US FEEDBACK. IS OUR INTENTION FOR OUR DEPARTMENT MEASURES TO SEE WHERE WE HAVE MADE, WHERE WE HAVE, WHERE WE ARE MOVING THE NEEDLE AND WHERE WE NEED TO WORK, AND WHERE WE MAY NEED TO SHIFT TO ADDRESS NEW POLICIES AND PRIORITIES FROM THE CITY COUNCIL.
PLAN TO SEEK YOUR INPUT ON EXTERNAL STAKEHOLDERS AND COLLABORATORS THAT YOU WOULD LIKE TO HEAR FROM HERE AT THE WEE COMMITTEE MANY, AND WE WILL ALSO BE WORKING IN TANDEM WITH ONE ANOTHER TO DRAFT MEASURABLE GOALS FOR THIS COMMITTEE'S WORK.
BASED ON THE FEEDBACK THAT WE RECEIVED FROM YOU TODAY.
THANK YOU. AND I'LL TURN IT OVER TO CHAIR.
CITY MANAGER. ASSISTANT CITY MANAGER PEREIRA, ON YOUR LEADERSHIP FOR THIS PARTICULAR PRESENTATION, I THOUGHT IT VERY IMPORTANT THAT THE PUBLIC, ALONG WITH THE COUNCIL MEMBERS, REVISIT THE COMMITMENT AROUND EQUITY AND THE TENETS THAT COME WITH THAT.
ONE OF THE THINGS BEFORE WE START ASKING QUESTIONS IS I CONSTANTLY GET QUESTIONS IN TERMS OF HOW ARE YOU ALL MEASURING THE EFFECTIVENESS OF THAT COMMITMENT AND THE IMMERSION IN THE THROUGH THE DEPARTMENTS.
I'M FOLLOWING UP WITH THE CONVERSATION WE HAD LAST WEEK AROUND EQUITY DOLLARS THAT WERE TARGETED BUT REDIRECTED. SO THE QUESTION FOR US IS, HOW DO YOU HOW DO YOU BUILD YOUR DATA? I NEED YOU TO JUST PUT THAT IN THE AND PUT IT IN A PARTICULAR CORNER OR SEGMENT AND PUT A LITTLE BIT ZIPPER ON THAT, BECAUSE I'M NOT GOING TO GO INTO DEEP DETAILS RIGHT NOW.
WHERE ARE YOU GETTING YOUR DATA FROM? HOW ARE YOU BUILDING YOUR DATA SO THAT WE'RE ABLE TO JUSTIFY THE EQUITY INVESTMENT IN THESE AREAS? AND TWO, OF COURSE, I THINK I HEARD ASSISTANT CITY MANAGER SPEAK TO THE MEASUREMENT.
HOW ARE YOU MEASURING? YOU KNOW, IT'S SIMILAR TO A REPORT CARD WE USED TO GET IN SCHOOL.
WHAT IS YOUR. YOU HAD DIFFERENT CATEGORIES AND MEASUREMENTS.
HOW YOU MEASURING MEASURING YOUR SUCCESS AND HOW DO YOU DETERMINE JUST WHERE YOU NEED TO GO NEXT.
AND THAT'S PART OF WHAT WE'RE TALKING ABOUT TODAY.
SO THOSE ARE THINGS I WANT TO MAKE SURE I ADDRESS I SEE THAT.
WELL, I WAS TRYING TO GO ONLINE IN THE VIRTUAL WORLD SO I WOULDN'T FORGET HIM.
SO COUNCIL MEMBER BAZALDUA IS NOT ONLINE, SO I WANT TO GO AHEAD TO CHAIR.
[00:45:06]
VICE CHAIR SCHULTZ, BECAUSE I KNOW YOU HAVE TO LEAVE A LITTLE BIT EARLIER, BUT I WANT TO MAKE SURE I START WITH YOU FIRST.BUT I DIDN'T WANT TO FORGET THE VIRTUAL SPACE.
AND I THINK YOUR QUESTION IS EXACTLY MY FIRST QUESTION IS OVERALL DATA, BUT ALSO WHERE ARE THE DEPARTMENT MEASURES THROUGHOUT ALL OF THIS? BECAUSE I DON'T WANT TO LOSE THAT PROCESS THAT WE BEGAN.
AND SO I DON'T KNOW THAT WE HAVE UPDATED DEPARTMENT MEASURES.
AND WHERE THOSE TIE INTO THAT MAY BE RINGING WITH YOURS.
AND HOW THOSE ARE INFUSED THROUGHOUT BECAUSE SO MUCH OF THIS WORK IS INTERNAL.
SO I'M GOING TO JUST LIST MY QUESTIONS AND THEN YOU MAY DECIDE BASED ON ALL OF OUR QUESTIONS, YOU WANT TO DO A MEMO OR A FOLLOW UP SINCE WE'RE GOING TO BE BRIEFING EVERY MONTH, WHICH I LOVE, BY THE WAY.
I LOVE THIS. OBVIOUSLY, I WAS THERE WHEN IT WAS SHARED WITH US BY DALLAS FOUNDATION.
I THINK IT WOULD BE VERY FASCINATING TO SEE WHERE WE SHOULD BE AND WHERE WE SHOULDN'T BE.
THANK YOU. AND I SHOULD NOTE THAT WE HAVE REFERENCED THE REFERENCE POINT IS THE DALLAS FOUNDATION.
SO THANKS TO OUR PARTNERS THERE FOR SHARING THAT INFORMATION WITH US.
ON SLIDE NINE WE AND IT MAY BE BROUGHT UP LATER.
ALL OF THE HUMAN RIGHTS ASPECTS, NOT JUST FOR FIFA, WHICH I KNOW IS WHAT'S BROUGHT UP IN THE MEMO.
ON THE THERE'S AN INTERESTING SORT OF DICHOTOMY BETWEEN THE SENIOR AFFAIRS AND VETERANS AND, YOU KNOW, ALL OF OUR PARTICULAR DEMOGRAPHIC ISSUES.
AND SO I THINK IT WOULD HELP TO SORT OF ADDRESS WHY SENIORS IS IN ONE BUCKET.
BUT WE HAVE OUR OTHER VETERANS AND LGBTQ AND OTHER ISSUES IN OTHER BUCKETS DOWN THE ROAD.
ALSO, I DON'T SEE I THINK IT'S TIME FOR OUR CITY TO REALLY PUT A EMPHASIS ON POST HIS FOSTER CHILDREN AND THAT PARTICULAR DEMOGRAPHIC AND WEAVING THAT IN, BECAUSE I KNOW THERE ARE A HUGELY DISPROPORTIONATE NUMBER OF OUR HOMELESS POPULATION.
THEY'RE UNDERSERVED, BUT WE'RE ALLOWED TO BECAUSE THEY'RE OVER 18.
ALSO IT MAY BE TIME TO GET AN UPDATED REPORT ON FOOD EQUITY.
AND THEN TWO VERY QUICK QUESTIONS.
ONE IS, WHAT'S THE PLAN FOR THE CONTINUATION OF THE TDCJ GRANT AFTER 2025? THAT'S SOMETHING MAYBE YOU COULD ANSWER RIGHT NOW.
JESSICA GAO, DIRECTOR OF OFFICE OF COMMUNITY CARE.
SO THE TDCJ GRANT IS, OF COURSE, APPROPRIATED ON THE BIENNIUM THROUGH THE TEXAS LEGISLATURE.
SO THAT HAS CONSISTENTLY TAKEN PLACE THE LAST THREE LEGISLATIVE SESSIONS.
IT HAS CONTINUED THE LAST THREE SINCE THEN.
SO THE EXPECTATION IS THAT WE WOULD HOPE THAT IT WOULD BE CONTINUED AGAIN IN 2025.
WELL, LET'S MAKE SURE OUR LEGISLATIVE TEAM KNOWS HOW MUCH WE WANT THIS.
I HAVE COMMUNICATED AND HAD CONVERSATIONS WITH CLIFF ABOUT THAT, AND WE'RE VERY HOPEFUL FOR AND THEN AND THEN I THINK FINALLY ON REGARDING WE'RE GOING TO HAVE A LATER DISCUSSION I THINK ABOUT IN PROCUREMENT, BUT I MADE A NOTE THAT SAYS, WHAT ARE WE DOING INTERNALLY TO IMPROVE OUR PROCUREMENT OPPORTUNITIES? SO I WOULD BESIDES OUR, YOU KNOW, THE GREAT STUFF THAT YOU'RE DOING TO SHOWCASE WAYS, WHAT ARE WE DOING INTERNALLY TO IMPROVE THOSE OPPORTUNITIES? BECAUSE A LOT OF PEOPLE CAN'T WAIT A YEAR OR MORE FOR PROCUREMENT TO GO THROUGH.
SO A COUPLE OF EFFORTS INTERNALLY HAVE TAKEN PLACE.
MORE THAN TWO YEARS AGO WE STARTED THE PROCESS IMPROVEMENT PROCESS.
SO THAT PROCESS AND THIS CAN BE INCLUDED WHEN WE PRESENT TOOK OUR PROCESS FROM 68 STEPS TO 23.
NOW WE HAVE A CENTRALIZED SYSTEM THAT STREAMLINES GETTING THE REQUEST TO US MONITORING THE STATUS.
SO WE'RE REALLY TRYING TO REFINE THE PROCESS.
[00:50:03]
WE ARE NOW FULLY STAFFED.AND SO NOW WE HAVE MORE OPPORTUNITIES TO ACTUALLY WORK THE NEW PROCESS.
SO WE ACTUALLY HAVE ANOTHER THING THAT'S GOING ON NOW IS A STRIKE TEAM.
SO YOU MAY WANT TO JUST FIGURE OUT HOW TO GET THAT ACROSS TO ALL OF US.
SO YOU DON'T HAVE TO KEEP DOING THE SAME ANSWER OVER AND OVER.
I'M SORRY, I THINK I SAW COUNCILWOMAN.
NO, I DON'T HAVE A QUESTION. I WAS TRYING TO REDIRECT TO YOU.
SO I THINK WE WENT RIGHT TO THE Y AND SKIPPED OVER SLIDE THREE.
SO I JUST WANTED TO ASK A FEW QUESTIONS SINCE WE'RE COMING BACK AND REVISITING THE GOALS.
AND THIS IS AROUND IT'S THE NUMBER ONE BULLET.
SO I'M JUST WONDERING ABOUT WHAT DROVE US TO THIS MIDDLE SKILLED ZONE.
I'LL START. AND THAT CAME FROM MAYOR JOHNSON'S ORIGINAL COMMITTEES.
AND THEN WE HAVE BEEN ITERATING IT THROUGH THE COMMITTEE AND FEEDBACK FROM THE OFFICE AS WELL.
RIGHT. AND LOOK TO SEE WHERE PARTNERS WERE FOCUSING ON THE WHOLE SPECTRUM OF JOBS GENERALLY.
IT WOULD BE GREAT TO HEAR WHERE WE ARE TODAY AND SEE WHERE THE FOCUS, THE FOCUSED INTENTION IS.
AND THAT'S WHAT I'M GETTING AT BECAUSE I THINK WAS THAT FROM 2019.
OKAY. SO NOW WE'RE WORKING ON FIVE YEARS.
AND I THOUGHT, YOU KNOW, ONCE YOU CAN GET PEOPLE INTO THAT PIPELINE, I MEAN, THEY'RE JUST, YOU KNOW, THEY JUST NEED PEOPLE THERE TO START AND THEN YOU CAN MOVE UP THROUGH THEIR SYSTEM OR BE EDUCATED AND MOVE INTO SOMETHING ELSE OR BETTER PAYING.
AND SO IT JUST MADE ME WANT TO ASK THAT QUESTION.
LET ME BACK UP ONE MORE STEP ON THE VISION STATEMENT.
I DON'T KNOW THAT THIS IS A COUNCIL VOTED UPON STATEMENT.
WAS THIS WHERE DID THIS VISION STATEMENT COME FROM? ON PAGE TWO.
OH, WAS THIS FROM. THIS IS A THIS IS PART OF OUR CITY MANAGER'S REALIGNMENT OF SERVICE DELIVERY.
YEAH. I NOTICED THE DISTINCTION BETWEEN THE NEW ALIGNMENTS AND WHAT'S LISTED IN HERE.
BUT WHEN IT SAYS CITY'S VISION STATEMENT, I THOUGHT, YOU KNOW, I DON'T KNOW THAT WE'VE REALLY ENTERTAINED THAT I DON'T DISLIKE THAT MAY BE THAT MAY BE MAYBE WE NEED TO WORK ON THE WORDING THERE. BUT THAT IS, THAT COMES FROM THE CITY MANAGER'S REALIGNMENT OF SERVICES.
OKAY. IT SEEMED LIKE THERE WERE A LOT OF SIMILARITIES THERE.
SO AND I THINK YOU ALL MAY HAVE TOUCHED ON THIS.
YOU'RE CORRECT. IT IS IN PROCESS AND WE WERE ABLE TO WORK WITH OUR PHILANTHROPIC COMMUNITY.
SPECIFICALLY, THE DALLAS FOUNDATION DID FUND THAT REPORT, AND SO THEY ARE FINALIZING IT NOW.
OKAY. ONE OTHER QUESTION IS ON.
BUT I'M CONCERNED AND I THINK LATER THIS AFTERNOON WE'RE GOING TO BE TALKING ABOUT THE DALLAS COUNTY JAIL AND THE NEED TO RELEASE A LOT OF PEOPLE, PROBABLY TO MAKE ROOM BECAUSE THEY'RE ALMOST AT CAPACITY.
AND SO I'M I THINK WE NEED TO WE PROBABLY NEED TO START EXPANDING OUR SCOPE ON THAT.
AND ALSO LOOK AT DALLAS COUNTY JAIL, BECAUSE THIS IS A CHURN AND IT SEEMS LIKE IT'S IMMINENT.
AND I KNOW THAT WE CAN'T JUST, YOU KNOW, DEVELOP A PROGRAM AT THE DROP OF A HAT.
BUT IF WE'VE BEEN FOCUSING ON OUR STATE ENTITIES, WE MAY WE PROBABLY NEED TO BE LOOKING LOCALLY TO? OR IS THERE SOMETHING ALREADY GOING ON? YEAH. SO TO THAT, YES.
SO WE HAVE TALKED A LOT ABOUT THE TDCJ.
THAT'S WHERE MOST OF THE FUNDING COMES FROM.
BUT WE HAVE SINCE THE KIND OF INITIAL EMPHASIS OF SERVING REENTRY.
AND I ALSO LIKE TO EXTEND THAT LANGUAGE TO INCLUDE JUSTICE IMPACTED RESIDENTS.
WE HAVE ACTUALLY HAD A FUNDING THROUGH THE CITY'S CORE FUNDS AS WELL TO SUPPORT THAT.
AND SO WE'RE GOING TO BE THINKING REALLY CLEARLY AND SPECIFICALLY ABOUT THE FUTURE PLAN FOR THAT.
[00:55:05]
BUT I THINK WE NEED TO PUT SOME REAL STRATEGIC THOUGHT INTO EXACTLY THE BEST USE FOR THAT BUCKET OF FUNDS MOVING FORWARD.I ALSO DID MENTION THIS WORK THAT WE'VE DONE WITH THE NATIONAL LEAGUE OF CITIES, WHICH IS THAT CAME INITIALLY THROUGH DPD AND IPS, BUT HAS REALLY BEEN ALIGNED WITH KIND OF YOUTH SAFETY.
AND SO I THINK THAT THERE'S SOME OPPORTUNITIES BOTH WITH WHAT YOU'RE SAYING.
THERE ARE SOME OVERLAPS, UNFORTUNATELY, IN SOME OF THOSE POPULATIONS.
SO WE DEFINITELY NEED TO PUT SOME MORE REAL STRATEGIC WORK INTO THAT.
WE HAVE BEEN DOING A TON OF WORK TO REALLY RETHINK AND REALIGN OUR REENTRY SERVICES.
I'M JUST THINKING, I MEAN, AT THE COUNTY LEVEL.
THERE'S A DIRECT LINE HERE IN PUBLIC SAFETY.
I THINK A LITTLE BETTER. KIND OF LIKE WE'RE DOING WITH FOCUSED DETERRENCE.
I MEAN, LIKE IF WE HAD THAT AT THE COUNTY LEVEL THAT THAT'S GREAT FEEDBACK.
THANK YOU. AND WE INTEND TO COME BACK WITH A REENTRY STRATEGY TO GET MORE FEEDBACK FROM YOU ALL.
ALL RIGHT. THEN THE VERY LAST POINT WAS SOMETHING WAS ON DAY LABOR.
IT JUST SEEMS LIKE THIS HAS FOUNDERED.
AND SO WE TALK ABOUT ADVANCING IT.
SO I KNOW SOME RESEARCH IN THE FIELD HAS GOTTEN IT WAS REALLY RICH AND GOOD.
AND SO I JUST WHATEVER IT TAKES I'M HERE TO HELP WITH THOSE POCKETS ALL AROUND THE CITY BECAUSE YOU KNOW, THEY'RE VERY VULNERABLE AND THEY'RE VICTIMIZED IN SO MANY DIFFERENT WAYS.
AND WE'VE JUST WE'VE GOT WE'VE GOT TO LAUNCH THAT.
OKAY, SO I'M PROBABLY WE NEED TO TIGHTEN THIS UP.
IT JUST SEEMS LIKE YOU'RE DOING A LOT AND YOU'VE GOT TO PRIORITIZE.
I MEAN, I THINK YOU'VE TALKED ABOUT PROCESSES.
YOU SAID PROCESSES EIGHT TIME.
BECAUSE IT'S NOT BEING MEASURED.
AND SO MY THING IS FIND YOUR TEN GOALS.
I MEAN, POOR JESSICA, YOU'VE GOT I THINK THERE WAS NINE PILLARS THERE.
AND IF YOU AND I LEARNED THIS EARLY ON WORKING FOR MAYOR RAWLINGS, IF YOU DON'T FOCUS YOUR RESOURCES AND DO A LOT OF EVERYTHING, THEN YOU CAN'T SHOW SUCCESS.
SO MY SUGGESTION TO YOU GUYS IS CREATE A TOP TEN, CREATE A TOP 25 AND START WORKING ON THEM.
AND WHAT ARE THOSE THREE THINGS IN EACH OF YOUR DEPARTMENTS THAT'S GOING TO SET A TRAJECTORY FOR SUCCESS? BECAUSE WHAT I'VE, I'VE READ IS LIKE, IT'S ALMOST LIKE TASKS COLLABORATE.
WELL, IT'S LIKE, WHY ARE WE DOING THAT? WHAT DO WE WANT? WHY DO WE WANT TO DO THESE THINGS? AND THEN YOU CAN.
AND IF ONE OF THEM IS FINDING BASELINE DATA IN WHICH TO DEVELOP A PLAN, THEN SO BE IT.
BUT IT'S JUST LIKE, I DON'T YOU KNOW, WE HAVE THIS THIS CITY VISION THAT IS ADOPTED, WHICH, I MEAN, IT'S A START.
BUT HOW DOES ALL OF THIS DO THOSE THINGS, CREATE A SAFE ENVIRONMENT, HAVE VIBRANCY IN A COMMUNITY AND GROW OUR TAX BASE, WHATEVER THAT IS.
BUT I THINK THE THING IS, IS THAT YOU'RE NOT BRINGING IT BACK AND YOU'RE DOING TASKS VERSUS WRAPPING IT UP IN A BOW TO SAY, IF WE DO THESE THINGS NOW, THEN THE NEXT YEAR WE'LL DO THESE THINGS, AND THE NEXT YEAR WE'LL DO THESE THINGS BECAUSE YOU CAN'T BE.
YOU CANNOT DO 100,000 THINGS AND BE SUCCESSFUL.
YOU JUST CAN'T. THEY BECOME TASKS AND IT'S NOT NECESSARILY A PLAN.
AND SO LIKE I WAS TRYING TO FIND OUR BIG AUDACIOUS GOALS.
HOW ARE THESE WRAPPING UP INTO YOUR RACIAL EQUITY PLAN.
IF YOU'RE IF PROCUREMENT, YOU WANT TO GET 30% OUT THE DOOR WITHIN 90 DAYS OR I DON'T KNOW WHAT IT IS, WHAT CHANGES DO YOU NEED? BECAUSE I WAS READING WHERE YOU SAID BLACKS DO NOT HAVE ACCESS BASICALLY TO CONTRACTS, BUT WHAT WAS YOUR PLAN TO GET MORE FAMILIES OR MORE BLACK ENTERPRISES IN THE SYSTEM? BECAUSE YES, THAT IS A IT'S A IT'S A WELL, IT'S A GOOD THING TO HAVE WHEN EVERYBODY CAN HAVE ECONOMIC FREEDOM.
SO THAT THAT'S MY I MEAN, I DON'T WANT TO GO DOWN AND GO, OKAY, NOW LET'S EXPLAIN THIS AND EXPLAIN THIS, BUT A GET TOGETHER AND SAY IN OUR LITTLE COLUMN OF WORKFORCE EQUITY EDUCATION, THIS IS WHAT WE CAN INFLUENCE AND THIS IS WHAT WE'RE GOING TO DO, AND THEN COME BACK TO US THROUGH
[01:00:09]
A MEMO OR WHATEVER SAYING THIS IS OUR TOP TEN, BECAUSE THEN WE CAN SAY, HERE ARE OUR TOP TEN THINGS, AND THEN THIS IS HOW WE'RE GOING TO ACHIEVE THAT, AND THIS IS HOW WE'RE GOING TO MEASURE SUCCESS.SO THAT THAT'S MY SUGGESTION TO YOU GUYS.
AND LIKE I SAID, IF YOU HAVE A YEAR ZERO THAT IS FINE BECAUSE IF YOU CAN'T MEASURE IT, YOU CAN'T.
AND BECAUSE IF AND IF WE WANT TO LOOK AT A CENSUS TRACT AND SAY WE WANT X AMOUNT TO COME OUT OF POVERTY BY IN FIVE YEARS, THEN WHAT DO WE NEED TO DO TO GO TO THAT CENSUS TRACK? WORKING WITH DISD, WORKING WITH DALLAS COLLEGE, LOOKING AT OUR FEDERAL PARTNERS, WHAT DOES THAT LOOK LIKE? AND SO THAT'S WHEN YOU START MOVING THE NEEDLE ON, ON PEOPLE AND ON A COMMUNITY IS WHEN YOU CAN ACTUALLY GET REALLY DEEP AND GET REALLY FOCUSED AND BROADEN.
SO THAT'S JUST MY SUGGESTION TO THIS DISCUSSION.
BUT IT'S LIKE YOU'RE ALL DOING GREAT WORK.
BUT LET'S HAVE THIS WORK INTENTIONAL AND FOCUSED AND REALLY DIGGING DEEP AND MEANINGFUL.
AND THEN YOU WILL SEE MOVEMENT IN IN IN IN YOUR WORK.
AND SO THAT'S JUST MY I MEAN THAT'S WHAT WE DID WITH GROW SOUTH TEN THINGS.
THEY CAME OFF THE LIST WHEN IT WAS, IT WAS FINE.
AND YOU ADDED ANOTHER ONE. IT'S NOT THAT YOU'RE NOT STILL WORKING ON THE OTHERS.
IT'S JUST THESE ARE THE TEN THINGS OR THE 12 THINGS SINCE YOU'VE GOT THREE.
SO FOR EACH THAT WE'RE FOCUSED ON AND THAT AND THEN YOU HAVE A ONE YEAR, FIVE YEAR, TEN YEAR PLAN.
AND SO NOW YOU CAN REALLY START CREATING THAT THOSE OUTPUTS RIGHT.
AND UNDERSTANDING THEM AND MEASURING THEM.
SO THANK YOU AND THANK YOU FOR YOUR WORK BECAUSE THIS DOES MATTER.
I JUST THINK WE NEED TO PACKAGE IT A LITTLE DIFFERENTLY AND REALLY WHITEBOARD IT AND LOOK AT IT IN A, IN A VERY BROAD SENSE AND GET REALLY THEN GET NARROW FOR A YEAR AND THEN BUT SHOW THAT THERE IS A FIVE YEAR, THREE YEAR, FIVE YEAR, TEN YEAR PLAN.
ARE THERE ANY OTHER QUESTIONS THAT I'M NOT SEEING? WE'RE TRYING TO MONITOR AND MAKE SURE WE HAVE TIME FOR THE QUESTIONS, BUT WE ALSO HAVE ANOTHER PRESENTATION THAT WE MUST GET THROUGH.
RIDLEY. THANK YOU, MADAM CHAIR.
I WAS INTERESTED IN YOUR COMMENTS ABOUT THE REENTRY PROGRAM BEING OF PARTICULAR IMPORTANCE, GIVEN THE OVERCROWDING OF THE JAIL, THE LIKELIHOOD OF ADDITIONAL RELEASES.
AND IT JUST STRUCK ME TO ASK THE QUESTION, WHAT IS THE COUNTY DOING ABOUT REENTRY PROGRAMS? SO WE ACTUALLY HAVE A CONVERSATION WITH THEM COMING UP TO TALK A LITTLE BIT MORE ABOUT THE WORK THAT THEY DO AND GET A BETTER UNDERSTANDING SO WE CAN ALIGN MORE CLOSELY.
WELL, I THINK THAT'S IMPORTANT, NOT JUST IN THIS LIMITED CONTEXT, BUT GENERALLY WITH YOUR CHARGE OF COMMUNITY CARE, BECAUSE THE COUNTY DOES A LOT OF THESE KINDS OF PROGRAMS AS WELL.
AND SO I JUST WANT TO MAKE SURE THAT WE'RE NOT DUPLICATING SERVICES UNNECESSARILY, AND THAT WE'RE COORDINATING SO THAT WE CAN EACH DO WHAT WE'RE BEST EQUIPPED TO DO AND PROVIDE THE COVERAGE THAT'S NECESSARY IN THE COMMUNITY WITHOUT WASTING OF RESOURCES THROUGH DUPLICATION OF EFFORT.
AT YOUR NEXT OPPORTUNITY TO REPORT BACK.
OKAY. MAY I OFFER A RESPONSE? AND THANK YOU. SURE. THANK YOU FOR THAT FEEDBACK, BECAUSE THAT IS ONE OF THE THINGS THAT WE'RE ASKING FOR TODAY IS WHAT STAKEHOLDERS DO YOU WANT TO SEE OR INSTITUTIONAL ANCHORS THAT YOU WANT TO SEE. AND SO HOW WE ARE DEVELOPING THE AGENDAS THIS YEAR, THE RECOMMENDATION IS FOR EACH PORTFOLIO TO COME TO REPORT OUT ON, ON THEIR PROGRESS MEASURES THAT THEY OFFERED DURING THE RACIAL EQUITY PLAN AND HOW THEY MIGHT UPDATE THEM OR CHANGE THEM, OR KEEP GOING WITH THEM, ETC..
[01:05:04]
THEN TO INVITE A STAKEHOLDER THAT'S RELEVANT, RIGHT.SO THANK YOU FOR THAT FEEDBACK.
GREAT. THANK YOU, MADAM CHAIR.
RESENDEZ. THANK YOU, MADAM CHAIR.
AND THANK YOU ALL SO MUCH FOR THE PRESENTATION AND ALL OF Y'ALL'S WORK.
I'M SUPER PASSIONATE, AS SOME OF Y'ALL MAY KNOW, ABOUT ENSURING THAT PEOPLE, REGARDLESS OF THEIR BACKGROUND, HAVE ACCESS TO OPPORTUNITIES IN ORDER FOR THEM TO, YOU KNOW, REACH THEIR FULL POTENTIAL. AND I WAS AND AM CURIOUS AS WELL ABOUT WHAT WE'RE DOING TO MONITOR THE OUTCOMES AND, YOU KNOW, ENSURING THAT THEY'RE BENEFITING THE TARGETED COMMUNITIES.
AND THEN IF WE'RE ADJUSTING PROGRAMS AND POLICIES BASED ON THE DATA THAT WE'RE GETTING.
AND A VERY SPECIFIC QUESTION THAT I HAVE, I'M NOT SURE IF IT CAN BE ANSWERED RIGHT NOW, BUT ARE THERE ANY METRICS OR WHAT METRICS ARE WE USING TO MEASURE DIGITAL EQUITY? THANK YOU FOR THAT QUESTION.
I WILL START AS IT REGARDS TO THE TYPES OF PROCEDURES, PROTOCOLS THAT ARE IN PLACE TO MEASURE THE DEPARTMENT PROGRESS MEASURES AND SO ON A QUARTERLY BASIS.
AND SO EACH OF THE PROGRESS MEASURES HAS AN END DATE.
WE'RE REALLY EXCITED ABOUT BRINGING THE PORTFOLIOS TO WEE COMMITTEE, BECAUSE WE KNOW THAT THERE IS A DIFFERENCE BETWEEN OUTCOME AND IMPACT, RIGHT? SO WE CAN DO EVERYTHING THAT WE SAID WE WERE GOING TO DO.
BUT WHAT IS THE ACTUAL IMPACT ON THE COMMUNITY? AND NO ONE CAN SPEAK BETTER TO THAT THAN THE ACTUAL DEPARTMENTS, RIGHT.
WE'VE COLLABORATED WITH THEM TO CREATE A DASHBOARD SO THAT OUR RESIDENTS CAN EITHER GET ONLINE AND OR WHEN WE DO COMMUNITY PRESENTATIONS, WE HIGHLIGHT WHERE DEPARTMENTS ARE AT.
THE INTENTION BEHIND ONE OF THE INTENTIONS BEHIND THE RACIAL EQUITY PLAN WAS TO CONTINUE TO ENGAGE RESIDENTS TO SAY, HEY, OKAY, I'M GOING TO USE YOU, NINA, BECAUSE YOU'RE SITTING SO CLOSE TO ME. HR SAID THEY WERE GOING TO DO THIS.
AND SO I THINK AS WE APPROACH THIS NEXT YEAR, THERE IS A LOT OF OPPORTUNITY FOR US TO.
REALLY ANALYZE THE IMPACT OF WHAT WE'RE DOING AND WHERE WE NEED TO SHIFT, PIVOT OR.
JUST COMPLETELY CHANGE THE MEASURES.
RIGHT. IT MAY BE A FUNDING ISSUE.
IT MAY BE ACTUALLY THEY NO LONGER OVERSEE SOME BODIES OF WORK.
AND IF THAT MEASURE ACTUALLY DOES NOT HAVE AN IMPACT, WE SHOULD WE BE DOING IT RIGHT JUST BECAUSE WE WROTE IT DOWN, IF WE DON'T KNOW OR IF IT'S NOT GOING TO HAVE AN IMPACT, WHAT DO WE NEED TO DO DIFFERENTLY? YEAH, I THINK THAT'S A GOOD RESPONSE AND I THINK IT'S A FAIR STATEMENT.
AND I ALSO THINK THAT THIS OVERALL DISCUSSION IS TIMELY, GIVEN THAT WE'RE IN BUDGET SEASON AS WELL.
AND PART OF THE PROPOSED BUDGET INCLUDES REDUCING FUNDING FOR WI-FI HOTSPOTS.
AND SO I'M WONDERING YOU KNOW, DO WE KNOW HOW HOW THE PROPOSED REDUCTION WOULD IMPACT THE RESIDENTS THAT RELY ON THESE SERVICES? MAY I START? AND I KNOW THAT JOE GEDDES IS ON BY WEBEX.
IF JOE COULD COME ON ALSO AND JOIN JESSICA.
AND WE KNOW THAT THIS IS A HIGH PRIORITY FOR YOU.
AND WHEN WE DEPLOYED THE HOTSPOTS AND THE LAPTOPS ET CETERA.
IT WAS DURING COVID WHEN EVERYBODY WAS HOME AND OUR KIDS NEEDED TO GET ON.
AND WE KNEW THAT THERE WERE STORIES AROUND KIDS HAVING TO DO THEIR HOMEWORK.
BUT OF COURSE, THAT'S NOT THE IDEAL WAY TO DEAL WITH THE DIGITAL EQUITY PROBLEM.
[01:10:10]
BUT WE HAVE NOT BEEN ABLE TO, QUITE FRANKLY, GAUGE THE IMPACT OR THE EFFECTIVENESS OF THAT USAGE.AND SO THIS YEAR, WE'RE LOOKING TO SEE HOW DO WE BRING PEOPLE BACK INTO OUR LIBRARIES, RIGHT.
SO THEY CAN USE THE WI-FI AND THE COMPUTERS OR, OR THE RESOURCES ARE THERE UNDERSTANDING THAT THERE'S ALSO FISCAL CONSTRAINTS WITH THE WITH THE PASSAGE OF TIME AND THE DOLLARS OF ARPA NOT BEING AVAILABLE TO US AS THEY HAD BEEN PREVIOUSLY.
INTERNET ACCESS BECAME SOMETHING THAT WE'VE BEEN WE WERE WIDELY AWARE OF DURING COVID, BUT WE KNEW OF IT THROUGH THE EQUITY INDICATORS REPORT FROM 2019 THAT THERE IS A GREAT DISPARITY BETWEEN THOSE HOUSEHOLDS FROM BLACK AND LATINO NEIGHBORHOODS, HOUSEHOLDS AND MORE AFFLUENT NEIGHBORHOODS, ETC..
AND SO WE'VE BEEN TRYING TO FIGURE OUT HOW DO WE INVEST IN OUR NEIGHBORHOODS WHERE WE KNOW THAT INTERNET IS NOT AVAILABLE AT ALL TIMES? AND SO THAT'S WHY WE CAME UP WITH VARIOUS TO PROGRAMS. AND I KNOW THAT OUR TRANSPORTATION DEPARTMENT THIS YEAR IS, IS WORKING TO INTENTIONALLY LOOK TO SEE WHERE THERE'S OPPORTUNITIES, WHEN THEY'RE WHEN THEY ARE LAYING, WHEN THEY'RE WORKING ON, ON STREETS, WHERE CAN THEY LAY FIBER AS WELL.
AND, AND ONE OF THOSE PROJECTS IS AROUND THE PERIMETER OF FAIR PARK, AS I UNDERSTAND IT THIS YEAR.
ET ETC. SO WE WANT TO BE ALIGNED ACROSS DEPARTMENTS.
JESSICA'S WORK IS GOING TO BE DEALING WITH HOW DO WE GET RESOURCES THROUGH GRANTS, ETC..
JOE'S WORK, THE LIBRARY'S WORK WILL BE HOW DO WE BRING PEOPLE INTO THE LIBRARY SO THAT WE CAN ENGAGE AND ADDRESS THE RESOURCES THEY NEED? AND THEN FROM AN INFRASTRUCTURE STANDPOINT, HOW DO WE LAY FIBER AND THEN WORK WITH OUR PARTNERS WHERE WE KNOW THAT THERE ARE GAPS AND CONTINUE TO BE GAPS? AND I SEE THAT JOE IS ON THE LINE.
I DON'T KNOW IF SHE WANTS TO ADD ANYTHING.
YEAH, I APPRECIATE THAT RESPONSE.
AND I KNOW THAT THIS IS THE HOTSPOTS GENERALLY ARE DESIGNED TO BE A SHORT TERM TYPE OF SOLUTION.
AND WE'LL CONTINUE TO MAKE THAT A PRIORITY.
THANK YOU. THANK YOU, DEPUTY MAYOR.
DO YOU HAVE ANY INPUT OR QUESTIONS BEFORE WE MOVE ON TO OUR NEXT PRESENTATION? JUST ABOUT ANYTHING THAT I WOULD HAVE ASKED HAS BEEN ASKED.
I'LL JUST SAY THANK YOU TO ALL THAT HAVE PRESENTED.
Y'ALL KNOW I'M A BIG SUPPORTER.
I WILL MEET WITH YOU OFFLINE TO DISCUSS A COUPLE OF THINGS ON HOW I'D LIKE TO SEE ON IMPLEMENTATION.
I THINK THAT I ALSO WOULD LIKE TO HEAR FEEDBACK.
I THINK ONE THING THAT WE DIDN'T HEAR ABOUT IS WHERE THE COUNCIL HAS EITHER HELPED OR HINDERED THESE GOALS, AND I THINK THAT THOSE ARE IMPORTANT CONTEXTS BECAUSE WE CAN DISCUSS INTER-DEPARTMENTAL COMPLIANCE ALL DAY LONG.
SO I'D LIKE TO HAVE A DEEPER CONVERSATION WITH Y'ALL TO FIGURE OUT WHERE WE CAN BE BETTER SUPPORT, TO SEE IMPLEMENTATION THROUGH, AND HOW WE CAN ENSURE THAT WITH THE METRICS THAT HAVE BEEN MENTIONED HERE, BUT LARGELY IN MY BOOK, ARE THE RESPONSIBILITY OF THE CITY MANAGER, NOT EACH INDIVIDUAL DEPARTMENT TO FEND FOR THEMSELVES. SO I'LL GET WITH Y'ALL OFFLINE AND APPRECIATE THE WORK THAT Y'ALL ARE DOING.
THANK YOU, MADAM CHAIR. THANK YOU SO VERY MUCH.
ASSISTANT CITY MANAGER PEREIRA AND TEAM THIS MORNING.
TRANSITION. YOU'VE HEARD THIS MORNING, I THINK 5 OR 6 MAJOR POINTS THAT I WANT TO MAKE SURE THAT YOU DOCUMENT, I BELIEVE I HEARD US TALK ABOUT HISTORIC FROM THE HISTORIC TO THE PRESENT VISION INFRASTRUCTURE BEING CLEAR ON WHAT WE ARE BUILDING ON IN TERMS OF OUR VISION.
AND IS THE CONNECTIVITY PIECE.
I THINK THAT'S PART OF WHAT I SEE THIS CITY MANAGER FOCUSING ON.
TWO WOULD BE YOUR MEASUREMENTS.
HOW DO YOU MEASURE THE WORK THAT YOU'RE PUTTING IN, IN THE DOCUMENTATION THAT YOU'RE PUTTING ON PAPER? HOW DO YOU MEASURE THE SUCCESS OF THAT? NUMBER THREE WOULD BE THE NEED TO STRENGTHEN THE PARTNERSHIPS, PARTICULARLY WHAT I HEARD THIS MORNING THROUGH THE DIFFERENT JURISDICTIONAL COLLABORATIONS, MAKING SURE THAT WE ARE NOT JUST, YOU KNOW, WE'RE USING WHAT WE CALL EFFICIENT USE OF ENERGY.
[01:15:03]
THAT WAS SOMETHING I EVEN LEARNED BACK IN THE DAYS OF THE KARATE LESSONS IS LIKE EFFICIENT USE OF ENERGY.HOW DO YOU HOW DO YOU DO THAT? ALSO THE UTILIZATION OF YOUR RESOURCES MAKE SURE YOU'RE MAXIMIZING THOSE RESOURCES AND THAT THEY'RE NOT DUPLICATIVE.
AND LAST, THE COMMITMENT OF THE COUNCIL MEMBERS AS VOTED ON THROUGH RESOLUTION.
HOW DO WE MEASURE WHERE WE ARE AND EVALUATE WHERE WE ARE AS A COUNCIL? THROUGH THE ENFORCEMENT OF SUPPORT OF THE POLICY.
WE ARE PREPARING FOR THE NEXT PRESENTATION.
THANK YOU FOR THAT FEEDBACK, ALL OF YOU.
THEY WILL BE SPEAKING ON SOMETHING THAT WAS MENTIONED IN THE PREVIOUS PRESENTATION ABOUT HOW WE'RE FOCUSING THIS YEAR ON UPSKILLING IN OUR OWN WORKFORCE AND ALSO WORKING ACROSS WITH OUR WORKFORCE DALLAS WITH OUR WORKFORCE CZAR WHO'S FOCUSING ON EXTERNAL.
BUT HERE WE LIKE TO ZONE IN ON WHAT WE'RE DOING INTERNALLY TO SUPPORT OUR INTERNAL WORKFORCE.
AND WITH THAT, I'D LIKE TO HAND IT OVER TO NINA ARIAS, DIRECTOR AND TEAM.
I'M HERE TODAY ALONG WITH SONIA BATTS, HEATHER WOODS AND LAURA DIZIEN FROM THE HR DEPARTMENT TO TALK ABOUT THE UPSKILLING PROGRAM AND WILL BE PROVIDING YOU SOME UPDATES AND NEXT STEPS.
THIS IS AN OVERVIEW OF TODAY'S PRESENTATION.
SO THE UPSKILLING PROGRAM WAS MODELED AFTER MAYOR JOHNSON'S NOVEMBER 2021 UPSKILLING DATA REPORT.
THIS REPORT ACKNOWLEDGED THE INCREASING SKILL GAPS BETWEEN THE WORKFORCE AND EMPLOYERS, AND THE DANGEROUS IMPACT THIS GAP POSED ON THE CITY'S GROWTH AND DEVELOPMENT. THE REPORT'S WORK WAS GROUNDED BY A NORTH STAR, WHICH STATED THE CITY OF DALLAS GOAL OF BECOMING A CITY WHERE WORKING AGE ADULTS HAVE ACCESS TO THE INFORMATION AND RESOURCES NECESSARY TO MAINTAIN OR INCREASE THEIR SKILLS AND ABILITY TO EARN SUSTAINABLE LIVING WAGE.
WITH ICM TOLBERT'S SUPPORT, THE HR DEPARTMENT STAFF BROUGHT THIS FRAMEWORK INTERNALLY AND ESTABLISH A NEED TO SUPPORT OUR CURRENT WORKFORCE. THE OBJECTIVE OF THE UPSKILLING PILOT PROGRAM IS TO GIVE COD EMPLOYEES, CITY OF DALLAS EMPLOYEES, THE OPPORTUNITY TO INCREASE THEIR SKILLS AND ABILITY TO EARN A SUSTAINABLE LIVING WAGE.
THIS PROGRAM TARGETS EMPLOYEES WHO FALL BELOW THE $46,000 WAGE THRESHOLD.
AT THE INCEPTION OF THIS PILOT PROGRAM IN NOVEMBER OF 2023, THERE WERE 295 JOB TITLES AND APPROXIMATELY 2430 EMPLOYEES THAT FELL BELOW THAT $46,000 DOLLAR WAGE THRESHOLD AT THE CITY OF DALLAS.
THAT IS ROUGHLY 19% OF OUR WORKFORCE.
BEFORE YOU GO BACK, WOULD YOU ESTABLISH THE POINT AGAIN ABOUT THE WORKERS? AROUND 46,000.
I WANTED YOU TO MAKE SURE YOU'RE CLEAR ON THAT AND SPEAK CLEARLY INTO THE MIC.
ABSOLUTELY. THIS PROGRAM TARGETS EMPLOYEES.
CITY OF DALLAS EMPLOYEES WHO FALL UNDER $46,000.
AND WE ARE ALSO LOOKING AT EMPLOYEES WITH LOW MOBILITY.
IN OTHER WORDS, THEY HAVE BEEN EARNING LESS THAN $46,000 FOR A LONG PERIOD OF TIME.
WHEN YOU SAY LONG PERIOD OF TIME, IS IT ABOUT TEN YEARS OR SOMETHING? I READ SOMEWHERE ABOUT TEN YEARS.
THERE HAVE BEEN ABOUT TEN YEARS PRETTY MUCH IN THAT INCOME BRACKET.
THAT IS CORRECT. IN OTHER WORDS, THEY'VE BEEN AT THE CITY FOR OVER TEN YEARS, AND THEY HAVE NOT INCREASED THE AMOUNT OF, YOU KNOW, MONEY THAT THEY'RE EARNING, WHICH MEANS THAT THEIR CAREERS, THEIR OPPORTUNITIES ARE STAGNANT.
WE WILL BE PRESENTING SPECIFIC DATA AND BY DEPARTMENT LATER IN THE PRESENTATION.
YES, MA'AM. NEXT SLIDE PLEASE.
OBVIOUSLY THAT GIVES THE EMPLOYER ADVANTAGES.
THE CITY OF DALLAS WILL HAVE IMPROVED RETENTION, REDUCED SKILL GAPS, INCREASE EMPLOYEE ENGAGEMENT.
[01:20:07]
THERE GROWTH OPPORTUNITIES, GREATER EMPLOYABILITY, AND INCREASED JOB SECURITY.THIS SLIDE PRESENTS THE OBJECTIVES OF OUR PROGRAM IN DETAIL.
SO IT IS TO EMPOWER EMPLOYEES WITH THE KNOWLEDGE AND SKILLS NEEDED TO UNLOCK CAREER GROWTH.
ALSO TO CULTIVATE A HIGHLY QUALIFIED AND VERSATILE WORKFORCE TO MEET FUTURE DEMANDS.
AND WE WANT TO DO THAT ACROSS DEPARTMENTS AND TO PROMOTE PUBLIC SERVICE AS AN INNOVATIVE AND GRATIFYING CAREER WITH OPPORTUNITIES FOR ADVANCEMENT. SO THOSE ARE THE OBJECTIVES OF OUR PROGRAM.
SO THIS THIS SLIDE ACTUALLY PROVIDES AND I'M GOING TO ASK LAURA TO EXPLAIN IT IN DETAIL AS SHE HAS BEEN WORKING ON IT FOR ABOUT A YEAR AND HAS THOSE DETAILS MORE READILY AVAILABLE.
GO AHEAD. BEFORE WE CONTINUE WITH THIS SLIDE, I WAS HOPING THAT WE COULD TURN TO SLIDE 21.
I WANT TO HIGHLIGHT OUR CANDIDATE HERE SO THAT HE CAN GO BACK TO WORK.
RIGHT. I NEED FOR YOU TO SPEAK UP VERY CLEARLY.
SO YOU NEED TO PULL THE MIC UP AND SPEAK INTO THE MIC FOR US.
THANK YOU. DO YOU MIND INTRODUCING YOURSELF, LAURA? YES. I'M LAURA DIZIEN, SENIOR TRAINING SPECIALIST ON THE TALENT ENGAGEMENT AND DEVELOPMENT TEAM IN HUMAN RESOURCES.
SO I WOULD LIKE TO HIGHLIGHT HUTCH, CLARENCE HUTCHINS, THE THIRD, AND HIS MANAGER ERIC JONES.
HUTCH ENTERED THE UPSKILLING PILOT PROGRAM IN FEBRUARY.
I WOULD GO OUT TO HIS FACILITY, WE WOULD DISCUSS HIS CAREER GOALS AND INCLUDE HIS MANAGER ON THOSE CONVERSATIONS TO SEE WHAT OPPORTUNITIES THERE WERE TO CONTINUE GROWING.
IT WAS A SCHOLARSHIP THROUGH THE SOUTH DALLAS DRIVING ACADEMY.
HE GOT IT IN JULY AND VERY SOON AFTER HE WAS PROMOTED TO INTERIM CREW LEADER.
AND TODAY IS ALSO HIS BIRTHDAY AND SO WE'RE JUST GRATEFUL THAT THEY WERE ABLE TO COME DOWN TODAY.
YES. SO HUTCH WAS REALLY THE IDEAL FIRST CANDIDATE THAT HAD A REALLY STRONG LEADERSHIP TEAM FROM HIS MANAGER, ERIC, ALL THE WAY TO THE VERY TOP WITH A DIRECTOR STANDIFER AND THE CDL LICENSE WAS SOMETHING WE WERE ABLE TO SOURCE AND GET THE SCHOLARSHIP, AND HE WAS ABLE TO DO IT QUICKLY AND BECAUSE WE HAD BEEN PREPARING HIS RESUME AND TALKING ABOUT OTHER THINGS THROUGHOUT THAT TIME THAT WE WERE MEETING TOGETHER, HE WAS READY FOR THAT INTERIM CREW LEADER ROLE AS SOON AS IT OPENED.
THANK YOU. GUYS, I KNOW THAT YOU'VE BEEN WAITING FOR A LONG TIME, SO DON'T FEEL LIKE YOU HAVE.
ALL RIGHT. WE APPRECIATE THAT.
WHERE'S OUR NEXT ITEM? OKAY, SO NOW WE'RE BACK ON.
OH, THERE WE GO. OKAY, SO AT THE START OF THIS PROGRAM, TO ENSURE THE SUCCESS OF THE CITY OF DALLAS UPSKILLING PILOT PROGRAM, IT WAS CRUCIAL FOR US TO ESTABLISH PARTNERSHIPS WITH THOSE DEPARTMENTS BASED ON THE NUMBER OF EMPLOYEES MAKING BELOW THAT 46,000 WAGE THRESHOLD.
SO THIS DATA WAS PULLED A LITTLE OVER A YEAR AGO WHEN WE FIRST STARTED WITH THE ORIGINAL MEMO.
WOULD YOU LIST FOR US PUBLIC SO THAT WE CAN HEAR THE TEN, THE DEPARTMENTS THAT YOU HAVE IDENTIFIED AS BEING IN THAT $46,000 WAGE THRESHOLD. THANK YOU.
SANITATION DALLAS WATER UTILITIES AND CODE COMPLIANCE.
[01:25:01]
SO ON THE GRAPH, THE BLUE STANDS FOR THE TOTAL NUMBER OF EMPLOYEES IN THE DEPARTMENT AND THE GREEN SHOWS THE NUMBER OF EMPLOYEES BELOW THE 46,000 WAGE THRESHOLD. SO THOSE TEN DEPARTMENTS LISTED HAD APPROXIMATELY 71% OF THE TOTAL NUMBER OF EMPLOYEES, WHICH WAS THAT 2430 NUMBER THAT WERE AT THAT 46,000 WAGE THRESHOLD OR BELOW.WE KNEW THAT THAT NUMBER OF 1700 WOULD BE LARGE TO TACKLE IN THIS THIS FIRST YEAR.
THOSE DEPARTMENTS INCLUDED OFFICE OF COMMUNITY CARE AT THE TIME, COURT AND DETENTION SERVICES, DALLAS WATER UTILITIES, PARKS AND RECREATION, LIBRARY EQUIPMENT AND FLEET SERVICES AND SANITATION.
WE ALSO UNDERSTOOD THAT THERE COULD BE NUMEROUS REASONS WHY THOSE EMPLOYEES WERE STILL SITTING IN THOSE ROLES, MAKING THAT WAGE THRESHOLD WHERE IT COULD BE THAT THEY HAVE A SUPPLEMENTAL INCOME OR THEY'RE WORKING OVERTIME.
THE PARTICIPATING PILOT DEPARTMENTS INCLUDED DALLAS WATER UTILITY EQUIPMENT AND FLEET MANAGEMENT.
TRANSPORTATION WAS NOT AN ORIGINALLY PILOTED DEPARTMENT, BUT AFTER OUR MEETING HERE IN MAY, AS SUGGESTED BY COUNCIL, AND ALSO JUST WITH WORD OF MOUTH AND MEETING WITH SOME OF A TRANSPORTATION MANAGER, WE INCLUDED THEM IN THE PILOT STUDY BECAUSE THEY HAD A HIGH NEED AND INTEREST.
WE ALSO MET WITH CITY MARSHAL'S OFFICE AFTER OUR APRIL PRESENTATION AND WE MET WITH THEM AND WERE ABLE TO START MEETING WITH THEIR SECURITY OFFICERS, WHICH WE'LL DETAIL LATER.
SO OUR PROGRAM UPDATE AND CURRENT DATA.
WE'RE GOING TO FIRST TALK ABOUT THE CITY MARSHAL'S OFFICE UPDATE.
SO, WHEN WE PRESENTED IN MAY, I GUESS IT WAS MAY AT THE WEEK COMMITTEE MEETING, WE PROVIDED THE DATA TO SHOW THE NUMBER OF SECURITY OFFICERS, AVERAGE SALARY AND THEIR TIME IN THEIR POSITION, AS WELL AS THEIR TIME AT THE CITY OF DALLAS.
SO, WE CAN SEE THAT IN MAY OF 2024, THERE WERE 34 SECURITY OFFICERS WITH AN AVERAGE SALARY OF $44,732.67, WITH AN AVERAGE TIME IN THE POSITION OF THREE YEARS.
THEIR AVERAGE LENGTH OF SERVICE AT THE CITY OF DALLAS FOUR YEARS.
OVER THE LAST SEVERAL MONTHS, WE HAVE HAD MEETINGS STARTING WITH A CITY MARSHAL, PEW'S CHIEF CHILDS, CAPTAIN HERRERA, AND TALKING ABOUT THE BEST WAY THAT WE CAN SERVE THE SECURITY OFFICERS TO OFFER THEM UPSKILLING OPPORTUNITIES.
SO IN JULY, WE MET WITH A SMALL GROUP OF THE OFFICERS, APPROXIMATELY 12, AND WE SURVEYED THEM AND WE DISCUSSED CAREER OPPORTUNITIES. THE SECURITY OFFICERS TOOK AN IN-PERSON SURVEY ON JULY 24TH TO DISCUSS CAREER GOALS AND UPSKILLING OPPORTUNITIES.
SO AS YOU CAN SEE LET'S SEE IF YOU'LL GO BACK ONE.
SO THEIR CAREER GOALS WITH THE NEXT 3 TO 5 YEARS INCLUDED HIGHER PAY, EXCELLING AT THEIR CURRENT POSITION, TRANSITIONING TO DPD, PROMOTING TO SERGEANT AND JUST A GENERAL PROMOTION.
[01:30:09]
NEXT SLIDE PLEASE.WE ALSO ASKED THE SECURITY OFFICERS ABOUT THEIR DEVELOPMENT NEEDS, WHAT TRAININGS THEY FELT THAT THEY NEEDED TO UPSKILL INTO HIGHER PAYING POSITIONS, AND THAT INCLUDED ASSISTANCE WITH LOCATING COMMUNITY RESOURCES, CAREER COACHING, TECHNOLOGY TRAINING, ASSISTANCE WITH CONTINUING EDUCATION PROGRAMS, LOCATING PROFESSIONAL LICENSES AND CERTIFICATIONS, AND INTERVIEW SKILLS.
IN ADDITION TO MEETING WITH THE SECURITY OFFICERS, WE ALSO FURTHER SURVEYED MANAGERS TO GET TO BE ABLE TO QUANTIFY THEIR FEELINGS ABOUT THE PROGRAM.
APPROXIMATELY 14 FILLED OUT THE SURVEY OUT OF 70 RESPONDENTS.
MANAGERS LOOKED FOR IMPROVED RETENTION IN THE PROGRAM, REDUCED SKILLS GAPS, INCREASED EMPLOYEE ENGAGEMENT, IMPROVED RECRUITMENT, AND INCREASED CUSTOMER SATISFACTION.
THE PURPOSE OF THE UPSKILLING PILOT PROGRAM HAS BEEN CLEARLY COMMUNICATED.
THE UPSKILLING PILOT PROGRAM WILL POSITIVELY IMPACT THE DEPARTMENT.
THE UPSKILLING PILOT PROGRAM WILL POSITIVELY IMPACT DIRECT REPORTS.
I WILL COLLABORATIVELY, COLLABORATIVELY WORK WITH THE UPSKILLING PROGRAM TO MANAGE PARTICIPATING DIRECT REPORTS INTO HIGHER PAYING POSITIONS, AND I WILL ALLOW MY EMPLOYEE TO PARTICIPATE IN THE PROGRAM DURING WORK HOURS.
THIS MAY INCLUDE TRAINING, ONE ON ONE MEETINGS, AND JOB SHADOWING OPPORTUNITIES.
WITH THE EXCEPTION OF THE FIRST QUESTION, THE PURPOSE OF THE UPSKILLING PILOT PROGRAM PARTICIPANTS ARE MANAGERS AGREED OR STRONGLY AGREED WITH ALL OF THE QUESTIONS LISTED.
WHY ARE MANAGERS OR OUR MANAGERS SUPPORTIVE OF THIS INITIATIVE? AND WE WANTED TO UNDERSTAND WHAT BARRIERS MANAGERS WERE SEEING OR WHAT CONCERNS THEY HAD.
BECAUSE MANAGERS ARE ESSENTIAL IN THE SUCCESS OF THIS PROGRAM.
AND LATER ON, WE'LL TALK ABOUT OPPORTUNITIES AND WHAT WE LEARNED THROUGHOUT THIS TIME.
SO ONE OF THE FIRST THINGS THAT WE HEARD FROM MANAGERS IS THAT THEY'RE CONCERNED THAT LOW PERFORMING EMPLOYEES MAY WANT TO MOVE UP, EVEN THOUGH THEY'RE NOT DOING WELL. SO THEY WERE CONCERNED ABOUT ARE WE IDENTIFYING HIGH PERFORMING EMPLOYEES TO GIVE THEM THIS UPSKILLING OPPORTUNITIES, OR IS ANYONE THAT CAN COME IN AND TAKE ADVANTAGE? ANOTHER CONCERN THEY HAD IS EMPLOYEES WILL LEAVE THE CITY TO USE THEIR SKILLS ELSEWHERE AND MAKE MORE MONEY, WHICH IS A VALID CONCERN.
SO WHY NOT ENGAGE IN PARTICULAR PEOPLE THAT HAVE BEEN AT THE CITY FOR A WHILE.
THAT DOESN'T MEAN THAT WE'RE GOING TO BE ABLE TO ADVERT EVERY SINGLE YOU KNOW, CHANCE THAT SOMEONE WILL LEAVE WHEN WE CANNOT DO THAT, BUT OUR CHANCES OF RETAINING THOSE EMPLOYEES WILL BE HIGHER.
ALSO, THEY WERE CONCERNED THAT PEOPLE MAY BE DISCOURAGED IF THEY GO THROUGH THIS PROCESS AND THEY DO NOT GET THE PROMOTION, OR THAT THEY WILL NOT HAVE ENOUGH OPENINGS IN THEIR DEPARTMENT TO KEEP THE PROGRAM SUCCESSFUL.
SO THAT'S ANOTHER REASON WHY WE WANT TO MAKE SURE THAT THE UPSKILLING PROGRAM TARGETS A POSITIONS THAT FOR WHICH WE HAVE MANY OPENINGS OR FOR WHICH WE ARE HAVING DIFFICULTY RECRUITING.
[01:35:03]
SUCCESSFUL. NEXT SLIDE PLEASE.YOU STATED WHICH DEPARTMENTS ARE DIFFICULT.
YOU SAID YOU MADE A STATEMENT ABOUT DIFFICULTY IN RECRUITMENT.
WHAT WAS THAT STATEMENT? YES. THERE ARE POSITIONS THAT HAVE BEEN IDENTIFIED AS DIFFICULT TO FILL.
GIVE YOU AN EXAMPLE, ELECTRICIAN.
SO THOSE ARE POSITIONS THAT WE WANT TO STIR PEOPLE TOWARDS IF THEY HAVE AN INTEREST IN THOSE POSITIONS, BECAUSE WE KNOW THAT IF THEY GET TRAINED IN THOSE AREAS, THEY WILL HAVE A JOB. ALL RIGHT.
I'M JUST TRYING TO MAKE SURE THAT THE PUBLIC IS LISTENING.
WE HEAR THOSE CRITICAL POINTS.
ALL RIGHT. SO YOU CAN PROCEED.
I JUST WANT TO MAKE SURE YOU KNOW THAT MY STYLE IS A LITTLE BIT DIFFERENT.
I MAY HAVE TO STOP YOU SO THAT WE CAN UNDERLINE THE STATEMENTS FOR CLARITY.
THANK YOU. THANK YOU, MADAM CHAIR.
OKAY. HERE THIS SLIDE TALKS ABOUT THE MANAGER SURVEY FINDINGS.
WHAT ARE THE ROLES IN YOUR DEPARTMENT THAT YOU FEEL SHOULD BE TARGETED IN THE UPSKILLING PROGRAM.
SO COMPUTER SKILLS ADVANCED DEGREES COMMUNICATION SKILLS AND MANAGEMENT SKILLS CAME UP AS THE AREAS WHERE A SUPERVISORS WANTED US AND MANAGERS WANTED US TO FOCUS ON.
LAURA, IF YOU COULD PLEASE CONTINUE WITH THE CURRENT INTEREST IN THE PROGRAM.
LAURA DIZIEN, SENIOR TRAINING SPECIALIST.
THE CURRENT UPSKILLING PARTICIPATION INTEREST.
SO THIS IS A COMBINATION OF EMPLOYEES WHO WE HAVE REACHED OUT TO, EMPLOYEES WHO HAVE SEEN FLIERS IN DIFFERENT COMMON AREAS ACROSS DIFFERENT DEPARTMENTS, WHO HAVE FOUND THE SHAREPOINT SITE OR HAVE CLICKED ON OUR SIGNATURE.
THERE IS A LINK TO THIS, THE SHAREPOINT SITE AT THE BOTTOM OF OUR EMAIL SIGNATURE AND STARTING WITH THE TOP LEFT CANDIDATE BY MANAGEMENT LEVEL. SO THERE ARE 35 CURRENTLY INTERESTED PARTICIPANTS WHO ARE AT AN INDIVIDUAL CONTRIBUTOR LEVEL FOR WHO CURRENTLY SERVE IN A LEAD POSITION, THREE WHO ARE CURRENTLY MANAGERS AND TWO WHO ARE CURRENTLY SUPERVISORS.
LOOKING AT THE DONUT GRAPH, THE CANDIDATE CURRENT PAY GRADES.
ADDITIONALLY, WE'VE HAD SIX EMPLOYEES ABOVE A PAY GRADE 14 WHO ARE ALSO INTERESTED IN UPSKILLING OPPORTUNITIES TO CONSIDER TO CONTINUE TO GROW THEIR WAGE AT THE CITY. FINALLY, THE CANDIDATES LENGTH OF SERVICE BY YEAR.
MOST EMPLOYEES 16, HAVE BEEN WITH THE CITY FOR 0 TO 2 YEARS.
ORIGINALLY, OUR TARGETED DEMOGRAPHIC WAS THOSE THAT HAD BEEN WITH THE CITY FOR TEN YEARS OR LONGER.
CURRENT CANDIDATES WERE SURVEYED TO ASK ABOUT THEIR PARTICIPATION.
ANOTHER STATED I HOPE I CAN PROGRESS IN MY JOB WHILE IN THIS PROGRAM.
I HOPE THAT THE UPSKILLING PROGRAM WILL HELP ME, WILL HELP YOU AS IT HAS HELPED ME THROUGH THIS PROGRAM, I WAS ABLE TO CONNECT WITH STAKEHOLDERS AND OTHER DEPARTMENTS WHILE ALSO HELPING OTHERS INTERESTED IN MY CURRENT DEPARTMENT.
AND I KNOW THE COMMITTEE MEMBERS WILL CONTINUE TO WORK.
AND WE HAVE BRIEFING MEMOS AND YOU'VE BEEN PRETTY GOOD.
THANK YOU, LAURA, IF I MAY, I'LL TAKE IT FROM THIS POINT.
SO HERE IS A, YOU KNOW, A OVERVIEW OF DIFFERENT POSITIONS THAT WE'RE FOCUSING ON.
[01:40:02]
WE'RE LOOKING AT WIC EMPLOYEES, CREW LEADERS, PROJECT MANAGERS, MANAGERS AND ELECTRICIANS.AND EACH ONE THERE IS A PATH TO SUCCESS FOR EACH ONE OF THOSE AREAS.
WHICH, YOU KNOW, WE'LL BE HAPPY TO, TO SHARE IN DETAIL WITH YOU.
HERE'S THE INFORMATION ABOUT OUR SUCCESS STORY, WHICH WE ALREADY SPOKE ABOUT.
NEXT SLIDE. THERE'S QUITE A BIT OF CROSS-DEPARTMENTAL COLLABORATION THAT WENT INTO THIS PROGRAM.
INFORMATION TECHNOLOGY DALLAS PUBLIC LIBRARY, THE OFFICE OF COMMUNITY CARE AND EDUCATIONAL PARTNERS IN THE COMMUNITY, THEY ALL HELP US MAKE THIS HAPPEN.
NEXT SLIDE. HERE'S A COMPARISON BETWEEN THE CDL PROGRAM FOR THE TRANSPORTATION AND PUBLIC WORKS DEPARTMENT. YOU HAD A PRESENTATION, AN OVERVIEW AND THE UPSKILLING DEVELOPMENT RESOURCES SO THAT YOU CAN SEE WHAT ARE THE DIFFERENCES.
HOWEVER, THE OBJECTIVES ARE DIFFERENT FOR EACH ONE OF THOSE PROGRAMS. SO WE WANTED TO HIGHLIGHT THAT FOR YOU.
HERE IS INFORMATION ABOUT OUR UPSKILLING PROGRAM AND HOW HOW CAN WE BRING IN OUR YOU KNOW, MORE PEOPLE INTO THE PROGRAM? THIS THIS JUST PROVIDES THE INFORMATION, THE CONTACT INFORMATION.
AND WE ARE DISPLAYING THIS ALL AROUND DIGITAL FORMAT.
AND, YOU KNOW, ALL THROUGHOUT THE, THE, THE CITY'S VENUES.
HERE IS WHAT YOU WILL FIND IN OUR SHAREPOINT SITE.
AND WE INVITE YOU TO EXPLORE THIS SITE.
AND WE HAVE THE STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS THAT WE IDENTIFIED THROUGHOUT THE TIME THAT THIS PILOT PROGRAM HAS BEEN GOING ON.
AND WHAT I WOULD SAY, I'M GOING TO FOCUS ON OUR OPPORTUNITIES, JOB SHADOWING AND ON DEMAND, ON THE JOB TRAINING, I THINK IS ONE OF THE AREAS THAT WE NEED TO FOCUS ON. ALSO MOST IMPORTANT, WHAT WE LEARNED IS WE HAVE AN OPPORTUNITY TO DEVELOP A CULTURE OF DEVELOPMENT BASED ON THE HIRING MANAGER FEEDBACK. THERE'S A LOT OF OPPORTUNITY FOR US TO HELP MANAGERS UNDERSTAND THE IMPORTANCE OF THIS PROGRAM.
THERE ARE PENDING RESOURCES THAT WERE IN THE PROCESS OF IMPLEMENTING.
WE ALSO ARE BUILDING A DATABASE LOOKING AT CITY OF DALLAS JOBS AND OPPORTUNITIES.
WITH THAT, WE ARE AVAILABLE FOR ANY QUESTIONS YOU MAY HAVE.
THANK YOU. I SEE, CHAIRMAN RIDLEY.
THANK YOU, MADAM CHAIR, AND THANK YOU FOR THE PRESENTATION.
ALL OF YOU. I THINK THIS IS A GREAT CONCEPT TO UPSKILL EMPLOYEES, TO MAKE THEM MORE INVESTED IN WORKING AT THE CITY, TO PROVIDE THEM OPPORTUNITIES FOR PROMOTION AND HIGHER JOB SATISFACTION.
I REALLY WANT TO SEE THIS CONTINUE.
I JUST WONDERED WHAT KIND OF SUPPORT YOU WOULD LIKE TO SEE FROM THE COUNCIL IN THE BUDGET, IF ANY, TO ADVANCE YOUR GOALS OF UPSKILLING? I WOULD SAY THAT WE ARE WELL RESOURCED FOR THE NEXT YEAR, BUT IN FUTURE YEARS, IF WE ARE TO SCALE IT NEXT YEAR, WE'LL NEED TO MAKE A BIGGER INVESTMENT.
AND CURRENTLY WE ARE, WE'RE EXHAUSTING ALL COMMUNITY AND PARTNERSHIP RESOURCES FIRST TO SEE WHAT CAN WE DO AND WHAT WAS PART OF THE PILOT. WHAT CAN WE DO WITH EXISTING RESOURCES? YOUR SUPPORT, JUST YOUR STATED SUPPORT MEANS A LOT.
I THINK IT MEANS A LOT TO EMPLOYEES TO HEAR YOU SAY THAT.
[01:45:03]
FROM ONE POSITION TO ANOTHER.TYPICALLY, YOU KNOW THE DEPARTMENT THAT IS LETTING THEM GO.
SO THAT'S WHAT WE'RE GOING TO NEED HELP IN THE FUTURE.
WELL, ONE OF THE OTHER COMMENTS I HAVE WAS ABOUT JOB DESCRIPTIONS I SEE FROM THIS THAT YOU WILL BE BUILDING THE JOB DESCRIPTION SKILLS ANALYSIS DATABASE. I KNOW MANY TIMES IN LARGE ORGANIZATIONS, JOB DESCRIPTIONS CAN BECOME OUTDATED AND PARTICULARLY WITH THE ADVANCE OF TECHNOLOGY, AND THAT CAN HINDER UPWARD MOBILITY.
IT CAN HINDER PLACEMENT AND HIRING.
AND SO I WOULD ENCOURAGE YOU IN THIS PROCESS TO LOOK AT THE JOB DESCRIPTIONS IN CONJUNCTION WITH THE DEPARTMENT MANAGERS WHO OVERSEE THOSE JOBS TO ENSURE THAT THEY ARE UPDATED AND CURRENT.
ABSOLUTELY. THANK YOU, MADAM CHAIR.
SO, ON PAGE FIVE, YOU'RE TALKING ABOUT SOME OF THE TRAINING THAT'S NEEDED.
AND A LOT OF IT IS TRULY ABOUT THE SKILLS THAT ARE NEEDED.
BUT THERE'S A SOFT SKILLS COMPONENT, AND ALSO AS SOMEONE MOVES UP THROUGH THE RANKS AND THEY ARE MORE PUBLIC FACING, THAT BRINGS A WHOLE OTHER SET OF SKILLS THAT YOU NEED WITH REGARD TO SITUATIONS AND THAT SORT OF THING.
SO I JUST WANT TO BE SURE THAT WE ARE LOOKING AT THAT SOFT SKILLS SIDE AS WELL AS THE, YOU KNOW, THE CRITERIA THAT YOU NEED TO BE ABLE TO MEET IN ORDER TO BE SUCCESSFUL IN A ROLE.
AND THAT IS THE DESIRE FOR SECURITY OFFICERS TO MOVE TO DPD.
SO THAT IS THAT IS GREAT NEWS.
AND I THINK WE OUGHT TO THINK ABOUT HOW WE CULTIVATE THAT.
AND I'M SURE DPD WOULD BE WILLING TO PAY ATTENTION TO THAT.
WE ARE CURRENTLY LOOKING AT HOW CAN WE TAKE A CAREER LADDER AND LINK IT TO ANOTHER, LIKE FOR INSTANCE, 911 LINKING 911 TO DPD OR LINKING SECURITY OFFICERS TO DPD.
SO CREATING A CAREER LADDER THAT STARTS FROM VERY ENTRY LEVEL.
AS YOU SEE, THERE'S ONLY TWO LEVELS CURRENTLY WE COULD EXPAND THAT.
SO THERE IS AN OPPORTUNITY TO MOVE UP IN THE RANKS AND INCREASE SALARY, INCREASE RESPONSIBILITY, INCREASE THEIR PREPAREDNESS TO JUMP INTO THAT WORK WITH DPD. WELL, AT CITY HALL, I MEAN THAT THAT COULD BE AN ENTRY POINT AND THEN IT COULD CULTIVATE SOMETHING ELSE.
SO I WAS VERY EXCITED TO SEE THAT.
YOU KNOW, THE MANAGERS NEED A CAREER PATH TO I'M SURE THIS COULD BE PERCEIVED AS A THREAT TO THEM.
YOU KNOW, WHY DO I WANT TO BRING SOMEBODY UP AND THEN LOSE THEM? AND THEN THAT MIGHT NOT MAKE ME LOOK GOOD OR, YOU KNOW, THEN THEY MAY REPLACE ME.
WELL, YEAH, YOU MIGHT BE REPLACED BECAUSE YOU'RE ON YOUR OWN CAREER PATH.
AND SO IDEALLY THAT IS BEING PURSUED AS WELL WITH THEM.
BUT IF YOU GO BACK TO SLIDE 13, BECAUSE THEY ARE SUCH AN IMPORTANT PART OF THIS, TO BE THE ON THE GROUND PERSON WHO KNOWS THEIR STAFF, THE FACT THAT THERE WAS ONLY 20% PARTICIPATION IN THAT SURVEY IS CONCERNING TO ME, AND IT SAYS THAT THEY WERE ASKED TO COMPLETE A SURVEY.
I MEAN, I WOULD CALL THAT A DIRECTIVE.
WE NEED TO KNOW WHAT YOUR THOUGHTS ARE BECAUSE HOPEFULLY, AS THEY HAVE THEIR OWN CAREER PATHS WORKED ON AND FEEL THAT IS AFFECTING THEM, THAT IT'S BENEFICIAL TO SEE THIS SUCCEED.
SO THOSE ARE MY THOUGHTS ON THAT.
AND WE AND WE LEARNED THAT WE NEED TO MAKE IT A LITTLE BIT MORE FORMALIZED AND DIRECTIVE, AND WE NEED TO INVOLVE EVERYONE IN THAT CHAIN, FROM THE EXECUTIVE ALL THE WAY TO THE EMPLOYEE TO MAKE IT SUCCESSFUL.
THANK YOU. I THINK AS WE WRAP UP BEFORE WE GO TO OUR BRIEFING ITEMS, WHAT I HEARD AND I HEARD DO THE PRESENTATION, THE NEED FOR US TO AS COUNCIL WEIGH IN MORE ON THE EAR TO THE GROUND AND GETTING INFORMATION AND OF COURSE THE SUPPORT I
[01:50:06]
THINK IS THERE. BUT WE WANT TO STRENGTHEN THAT SUPPORT INFRASTRUCTURE AS A COUNCIL.SO COMMUNICATION IS VERY IMPORTANT.
THE QUESTION AROUND WHAT IS THE CONUNDRUM THAT LEADERSHIP SEEMS TO BE IN BY NOT GIVING FEEDBACK, AS COUNCILWOMAN WILLIS JUST ALLUDED TO, THEIR ENGAGEMENT IS VERY INSTRUMENTAL IN US BUILDING A STRONGER UPSKILLING PROGRAM AND OF COURSE, UNDERSCORING THE NEED IT REALLY, IT'S INSPIRATIONAL, I THINK AND MOTIVATIONAL IF LEADERSHIP IS ENGAGED OR GETTING FEEDBACK AND WE'RE RESPONDING TO THAT.
AND SO THAT'S GOING TO BE VERY IMPORTANT.
AND I BELIEVE JUST IN ALL OF IT AND I'M SURE THE CITY MANAGER IS LISTENING WE CANNOT HAVE A SUCCESSFUL DALLAS AND SUCCESSFUL ATMOSPHERE THAT'S CONDUCIVE TO PRODUCTION AND GROWING THE CITY OF DALLAS AS IT RELATES TO BRINGING EVERYONE TO A LEVEL OF QUALITY OF LIFE.
IF WE DON'T HAVE, IF WE DON'T HAVE COMMUNICATION, AND SO THAT THAT COMMUNICATION SHOULD TRANSCEND THE SILOS AND SO I WANTED TO PUT THAT ON THE RECORD JUST FOR ME AND WE CAN DO THIS BY BRIEFING MEMO.
I NEED TO FIND OUT, I'M LISTENING, ABOUT TO DETERMINE ABOUT MERIT PAY OR ANY OF THESE DEPARTMENTS ON MERIT PAY CONTINUE, REMAIN CONCERNED ABOUT THE PUBLIC SAFETY COMPONENT.
AND WE CAN BRIEF BY MEMO, AS I STATED, BECAUSE IT'S GREAT TO BE ABLE TO PREP, I THINK THE STAFF THAT'S IN THIS BUILDING, FOR EXAMPLE, SECURITY ONTO HIGHER PAYING POSITIONS, BUT WE HAVE TO EQUIP THEM.
I CAN'T IMAGINE A PERSON WITH A GUN AND A MAZE OR WHATEVER OTHER EQUIPMENT THEY HAVE BEING HERE FOR TEN YEARS, AND THEY'RE STILL MAKING $10,000, AND THEY'RE UP HERE TRYING TO CONTROL THOSE WHO POSE A THREAT TO US AS THEY COME INTO THIS BUILDING.
SO, WE DON'T WANT TO HAVE FOLKS WHO ARE JUST HERE FOR THE PAYCHECK.
AND NUMBER TWO, WE DON'T WANT EMPLOYEES WHO ARE BORDERLINE HOMELESS.
SO WE NEED TO MAKE SURE THAT THIS IS IN FRONT OF US.
AND WE'RE COMMUNICATING THOSE CHALLENGES WITH THE CITY MANAGER.
SO WE AS A COUNCIL KNOW WHAT TO DO IN TERMS OF RESPONDING.
LET'S LOOK NOW. WE HAVE JUST A FEW MINUTES COMMITTEE MEMBERS, WHEN WE LOOK AT THE AND IF I'M, I THINK I'M ON TRACK HERE WITH THE BRIEFING MEMOS, WE HAVE A BRIEFING MEMO ON THE HUMAN RIGHTS WORKSHOP UPDATE.
I'M LOOKING AT A PAGE THE SECOND PAGE OF THE MEMO ON THAT DECEMBER 2024.
I UNDERSTAND THE CITY ASSISTANT CITY MANAGER THAT WE'LL HAVE A STRATEGY POSTED BY 2024.
IS THAT CORRECT? THAT'S OUR PLAN, MA'AM.
AND SO IF YOU ALL ARE COMING UP, WE JUST HAVE A FEW MINUTES.
IF YOU DO. BUT NEXT IS THE YOUTH AWARENESS COMMITTEE YOUTH CIVIC AWARENESS WEEK.
AS YOU'RE TOUCHING ON THESE, SHOULD I JUMP IN ON LIKE ON D? I HAD A QUESTION. OKAY. I'M GOING TO COME BACK AND TOUCH AND WRAP IT UP.
AND THE THIRD ONE IS JUST ON THE UPCOMING FOR COUNCIL MEMBERS AND THE PUBLIC UPCOMING AGENDA ITEMS ON EARLY CHILDCARE, CHILDHOOD AND OUT OF SCHOOL TIME SERVICE PROGRAM CONTACTS.
THOSE ARE THE AND LAST BUT NOT LEAST, THE POSITION TO NOT SUPPORT THE GARDEN BOX KITS.
THAT IS, IS THAT DOA DEAD ON ARRIVAL AS WE SPEAK THIS MORNING, ASSISTANT CITY MANAGER? OUR INTENTION IS TO CANCEL THAT PROCUREMENT.
QUESTION. QUESTIONS? I THINK COUNCILWOMAN WILLIS HAS A QUESTION REAL FAST HERE.
ON D, ON THE HUMAN RIGHTS WORKSHOP UPDATE.
UNFORTUNATELY, COUNCILMEMBER SCHULTZ HAD TO STEP OUT, BUT SHE WANTED TO BE SURE THAT THE ATTORNEY GENERAL IS INCLUDED IN THIS BECAUSE SHE SAID THERE'S A HUMAN RIGHTS OR TRAFFICKING DIVISION THAT WE'D WANT TO INCLUDE IN THAT.
I WAS I NEED TO LEARN MORE ABOUT THAT MYSELF.
I'M ASKING OFFICE OF EQUITY AND INCLUSION TO TAKE THE SEAT.
DO WE HAVE THEM ON OUR LIST? YOU HAVE THREE MINUTES.
QUICKLY. HELLO, THIS IS CHRIS GRAVES, HUMAN RIGHTS OFFICER.
WE'LL BE HAPPY TO CHECK ON THAT AND PROVIDE YOU AN UPDATE.
I BELIEVE THEY ARE, BUT WE'LL GO AHEAD AND CONFIRM WITH OUR LIST.
OKAY. YOU MIGHT CHECK WITH HER OFFICE ON THAT.
SO ARE WE JUMPING AHEAD TO OTHER.
ARE THERE ANY OTHER QUESTIONS ON ANY OF THE BRIEFING MEMOS THAT ARE IN OUR PACKET THIS MORNING? YES, ON F I'VE GOT A QUESTION.
YES, MA'AM. SO IT'S ON OUR PARTNERS ON CHILDCARE, AFTER SCHOOL CARE AND SO ON.
DO WE CHECK? I MEAN, I SEE NUMBERS OF WHO'S SUPPOSED TO BE SERVED, BUT IS THIS GAUGED BY ENROLLMENT OR BY ACTUAL ATTENDANCE IN PROGRAMS.
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I'M LOOKING AT VOGEL. I THINK ON BRIAN'S HOUSE.THAT'S KIND OF A DIFFERENT CATEGORY.
HI. JESSICA GALLISHAW, DIRECTOR OF OFFICE OF COMMUNITY CARE.
I HAVE DANITA WILLIAMS. SHE'S OUR PROGRAM ADMINISTRATOR OF OUR SOCIAL SERVICES TEAM HERE WITH ME.
I THINK I CAN ANSWER THAT QUESTION, BUT PLEASE CHIME IN IF I IF I MISSPEAK ON ANYTHING AT ALL.
SO, FOR THE TWO CONTRACTS, THE ONE WITH VOGEL ALCOVE SPECIFICALLY, AND THEN BRIAN'S HOUSE, THOSE ARE ACTUALLY A FEE PER CLIENT BASIS BECAUSE THESE ARE CDBG FUNDS. ALL THE FUNDING IS SPECIFIC TO THE CLIENT VERSUS THE PROGRAM.
SO THEY HAVE TO ENROLL EACH INDIVIDUAL CLIENT, EACH INDIVIDUAL FAMILY OR HOUSEHOLD.
THEY HAVE TO BE CERTIFIED AS ELIGIBLE AND THEN ARE CHARGING US ON A CLIENT BY CLIENT BASIS.
SO THAT'S YOU'RE TALKING ABOUT ENROLLMENT.
SO WHAT DO WE KNOW ABOUT ATTENDANCE.
LIKE WHAT'S THE ACCOUNTABILITY ON WHERE YOU KNOW THEY'RE BEING PAID BY THE CLIENT.
BUT ARE THEY ATTENDING OR WHAT PERCENTAGE OF ATTENDANCE? OR I MEAN, ARE THEY GETTING THE VALUE THAT WE WOULD HOPE? YEAH. SO THE PROGRAMS DO HAVE ATTENDANCE POLICIES.
OTHERWISE THEY COULD BE REMOVED FROM ENROLLMENT.
SO IT OBVIOUSLY THERE ARE A LOT OF SITUATIONS THAT COULD CAUSE A CHILD TO MISS ONE OR EVEN MULTIPLE DAYS, ESPECIALLY WHEN YOU'RE LOOKING AT THE CONTRACT FOR BRIAN'S HOUSE WHERE A LOT OF THOSE CHILDREN HAVE, YOU KNOW, MEDICAL AND HEALTH ISSUES OR PARTS OF FAMILY.
AND THEN I DON'T THINK THERE'S A LIBRARY THERE ANYMORE.
SO I DON'T KNOW IF THAT HAS ANY BEARING ON WHO WE LOOK AT OR WHY.
BUT YOU KNOW, THAT'S CERTAINLY A BENEFIT TO THOSE FAMILIES.
SO I WOULD JUST BE CURIOUS ABOUT HOW WE VERIFY THE ATTENDANCE ON THAT, TO BE SURE.
AND YOU'RE SAYING THAT THEY HAVE TO MANAGE THAT THEMSELVES, BUT HOW DO WE KNOW THAT'S BEING DONE? SO, IT'S JUST KIND OF A SPOT CHECK.
THANK YOU, COMMITTEE MEMBERS AND OF COURSE, THE PUBLIC FOR LISTENING TO THIS SESSION.
THE HISTORIC REFLECTION OF HISTORIC AND HOW WE GOT HERE IN TERMS OF POLICY AND JUST ISSUES AND POLICIES AND JUST THE PROGRESS WE MADE IS VERY GOOD, BUT WE HAVE MORE WORK TO DO.
AND SO, THE PUBLIC IS LISTENING FOR, FOR THE OUTCOMES AS WE ALIGNED EARLIER TODAY THEY WANT US TO KNOW WHAT THEY WANT US TO SHOW THEM WHAT WE ARE WORKING WITH.
SO WITH THAT BEING SAID, THE WORKFORCE EDUCATION AND EQUITY COMMITTEE ASSISTANT CITY MANAGER PEREIRA, IN YOUR STAFF, WE APPRECIATE EVERYTHING THIS MORNING AND THE WORKFORCE EDUCATION AND EQUITY COMMITTEE STANDS AT ADJOURNMENT AT 10:58 THIS MORNING.
THANK YOU. SEPTEMBER 9TH.
* This transcript was compiled from uncorrected Closed Captioning.