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. 
          AT THIS TIME, WE'RE ASKING FIRST FOR THE APPROVAL OF THE AUGUST 12TH WORKFORCE EDUCATION
AND EQUITY COMMITTEE MEETING MINUTES. 
          SECOND. IT'S BEEN MOVED AND SECOND. 
          IF THERE ARE NO AMENDMENTS TO THE MINUTES, THEN WE WILL PROCEED AS PRINTED. 
          I HAVE. OH, GOOD. 
          YOU'RE HERE. WE'RE HERE. SO NOW WE HAVE TO REMEMBER TO VOTE ALL THOSE IN FAVOR OF THE
MINUTES AS PRINTED WITHOUT ANY AMENDMENTS. 
          SAY AYE. 
          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. 
          AND SO, ONCE AGAIN, WE CONTINUE TO ACKNOWLEDGE THE FACT AS WE GO BACK AND REFLECT OVER
WHERE WE CAME FROM. 
          THE COMMITTEE I PICKED UP THE COMMITTEE FROM CHAIRWOMAN JANIE SCHULTZ, AND WE THANK HER
FOR HER OUTSTANDING WORK OVER THE YEARS. 
          I THINK SHE WAS PRECEDED BY CHAIRMAN CASEY THOMAS. 
          SO YOU HAVE STRONG LEADERSHIP, IF THAT'S CORRECT, THROUGH THE YEARS. 
          AND WE WANT TO CONTINUE THAT. 
          SO, WE WANT TO CONTINUE TO BUILD UP OUR INTERNAL WORK FORCE SO THE CITY BECOMES A PREMIER
PUBLIC SERVICE EMPLOYER. 
          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, 
          [00:05:09]
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. 
          GOOD MORNING. 
          COMMITTEE. THANK YOU, ASSISTANT CITY MANAGER LIZ, IF WE CAN GO TO SLIDE FIVE, I BELIEVE
IS THE WHY. 
          YEAH. GREAT. 
          WELL. GOOD MORNING. 
          WHEN WE'RE DISCUSSING EQUITY, IT'S CRITICAL TO EXPLAIN THE WHY BEHIND OUR EFFORTS, WHICH
ARE TO CLOSE DISPARITIES. 
          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. 
          I GOT TO GET TO MY SLIDE FIVE, A COMPREHENSIVE LOOK AT HOW DISPARITIES SHOW UP ACROSS
EVERY ASPECT OF LIFE. 
          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. 
          IN ADDITION TO OFTEN LESS. 
          EARN LESS, AND EMPLOYMENT ARE MORE FREQUENTLY DENIED. 
          HOME MORTGAGE LOANS EXPERIENCE HIGHER RENT BURDENS, AND ARE LESS LIKELY TO HAVE
RETIREMENT ACCOUNTS. 
          AND WHILE THE DISPARITIES DON'T DEFINE THE FULL RANGE OR STRENGTHS ASSETS OF HISTORICALLY
DISADVANTAGED COMMUNITIES. 
          THAT DOES UNDERSCORE THE URGENT NEED FOR TARGETED ACTIONS TO ENSURE ALL RESIDENTS CAN
THRIVE. 
          SLIDE SIX PLEASE. 
          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. 
          AND THIS SLIDE JUST SHOWS SOME OF THE WAYS THAT WE'VE SEEN IT SHOW UP, EITHER THROUGH
POLICIES OR CITYWIDE APPROACHES, TOOLS OR RACIAL EQUITY PLAN. 
          THAT'S TWOFOLD. 
          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. 
          THAT MEANS INTEGRATING EQUITY FOCUSED PRACTICES INTO DAILY OPERATIONS, DECISION MAKING
PROCESSES THROUGH DATA AND ORGANIZATION POLICIES TO CLOSE 
          [00:10:07]
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. 
          SLIDE EIGHT. 
          NOW, MORE SPECIFICALLY, LAST SEPTEMBER, WE IDENTIFIED SOME GOALS. 
          AND SO THIS SLIDE HIGHLIGHTS THE GOALS THAT WERE IDENTIFIED AS IT PERTAINS DIRECTLY TO
THE RACIAL EQUITY PLAN. 
          AND THE IN THE LIGHTER BLUE BOX ARE THE OUTCOMES OVER THOSE GOALS. 
          SO LAST YEAR, THIS COMMITTEE DECIDED THAT WE SHOULD REVISIT THE GOALS TO ALIGN THE RACIAL
EQUITY PLAN, BIG AUDACIOUS GOALS AND THE REP. 
          SOME OF THE OUTCOMES THAT WE'VE SEEN OVER THE YEAR IS THE PROGRESS ON THE BUSINESS CASE
FOR EQUITY IN DALLAS. 
          THAT'S THE ECONOMIC REPORT. 
          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. 
          SLIDE NUMBER NINE. 
          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. 
          AND YOU'LL SEE WITHIN THE LOWER BOX, THERE ARE JUST SOME HIGHLIGHTS ON THE WAYS THAT
WE'VE BEEN ABLE TO DO THAT WITHIN THE NEXT LAST YEAR. 
          AND WITH THAT BEING SAID, I'M HAPPY TO PASS THE MIC TO JESSICA GALLISHAW FROM THE OFFICE
OF COMMUNITY CARE. 
          HI. GOOD MORNING. 
          I'M JESSICA GALLISHAW, DIRECTOR OF THE OFFICE OF COMMUNITY CARE, AND I JUST WANT TO
HIGHLIGHT THE WAY THAT OUR OFFICE IS ALIGNED WITH THE GOALS OF THIS COMMITTEE. 
          BY FIRST UPDATING A LITTLE BIT ON HOW WE ARE KIND OF RETHINKING OUR ORGANIZATIONAL
APPROACH TO WORKING WITH WE. 
          SO THAT IS ACTUALLY IF YOU'LL GO AHEAD AND ADVANCE THE SLIDE ONE. 
          THERE WE GO. THANK YOU. 
          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. 
          AND WE'RE ALSO GOING WORKING TO REALLY ALIGN EFFORTS RELATED TO CHILDREN AND YOUTH
SERVICES WITHIN THIS TEAM. 
          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 ALSO, OF COURSE, AS YOU KNOW, ADMINISTERED THE TWO COMMUNITY CENTERS, THE MLK CENTER,
WEST DALLAS MULTI-PURPOSE CENTER. 
          WE WORK WITH OVER 60 NONPROFIT PARTNERS THERE. 
          WE DELIVER A VARIETY OF CORE SERVICES FOR THE COMMUNITY, INCLUDING FOOD DISTRIBUTION
PROGRAMS AND FOOD EQUITY ALIGNMENT. 
          [00:15:05]
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. 
          AND THAT IS VERY CRITICALLY IMPORTANT BECAUSE IN 2018 WE ACTUALLY TRANSITIONED MANAGEMENT
SYSTEMS AND TRACKING. 
          AND THE WAY THAT THAT CHANGED THE WAY IT COUNTED, WE LOST THOUSANDS OF CLIENTS IN NUMBERS
ALMOST INSTANTANEOUSLY WITH THAT TRANSITION. 
          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. 
          SO, WE'RE WORKING TO REALLY STRATEGICALLY ALIGN OUR EMPOWERMENT WORK ALONG WITH THE OTHER
WORK THAT WE DO. 
          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. 
          WE ARE NOW GOING TO BE INTEGRATING SOME OF THE WORK THAT THE SMALL BUSINESS CENTER HAD
PREVIOUSLY ADMINISTERED RELATED TO REENTRY. 
          AND THAT'S ALL GOING TO BE UNDER THE MANAGEMENT, WITHIN OUR DEPARTMENT, UNDER A MANAGER,
TO KIND OF BRING ALL OF THOSE THINGS TOGETHER AND ALIGNED AND COHESIVE WAY. 
          SIMILARLY, THE ADOPTION OF THE DAY LABOR PROGRAM, WHICH WAS INITIALLY ESTABLISHED LAST
YEAR. 
          THE SMALL BUSINESS CENTER HAD MADE SOME PROGRESS IN DOING RESEARCH AND DEVELOPING SOME
STRATEGIES IN IN THAT DIRECTION, BUT HADN'T YET OFFICIALLY LAUNCHED A PROGRAM. 
          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. 
          SO FROM THERE, I WANT. 
          WELL, I WANT TO GO AHEAD AND MOVE OVER TO AGE FRIENDLY. 
          SO YOU ALL KNOW THAT WE ARE REALLY EXCITED AND EAGER TO BE LAUNCHING OUR AGE FRIENDLY
STRATEGIC PLANNING PROCESS IN THE VERY NEAR FUTURE. 
          WE HAVE COMPLETED THE SOLICITATION, THE PROCUREMENT, THE AWARD. 
          WE'RE WORKING TO FINALIZE A CONTRACT AND GET THAT AUTHORIZED BY COUNCIL THIS MONTH SO
THAT WORK CAN GET STARTED VERY QUICKLY. 
          AND OF COURSE, AS I SAID, WE REALLY ARE SERVING PEOPLE FROM BIRTH THROUGH THE ENTIRETY OF
THEIR LIVES POST RETIREMENT AND ON. 
          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. 
          WE ACTUALLY CHARGE THE FEE THAT'S SET FORTH BY THE STATE, SO WE DON'T HAVE ANY CONTROL
OVER THE FEES AND THE FINES THAT GO INTO THE CUSTOMER TO THE 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. 
          AND EVEN WITH THAT GREAT OUTCOME, WE ARE ALSO ABLE TO DELIVER THE SERVICE WITH REVENUE OF
ABOUT 400,000 IN EXCESS OF COSTS. 
          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. 
          AND THEN OF COURSE, WE HAVE OUR ADMINISTRATION AND BUDGET, WHICH REALLY UNDERGIRDS THE
WORK THAT WE DO. 
          I KNOW THAT PEOPLE DON'T OFTEN HIGHLIGHT THEIR ADMINISTRATION AND BUDGET TEAM, BUT I WANT
TO BECAUSE I'M VERY PROUD OF THE INCREDIBLY HARD WORK THAT OUR TEAM DOES. 
          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. 
          I'M JUST GOING TO KIND OF BRING YOUR ATTENTION AGAIN TO THE WAY THAT WE'RE REALLY TRYING
TO LOOK AT HOW WE'RE SERVING PEOPLE THROUGHOUT THIS LIFE CYCLE. 
          I LOVE THIS VISUAL OF THE KIND OF DUAL GEN HERE THAT SHOWS AN OLDER AND YOUNGER
GENERATION MEMBERS INTERACTING, BUT OF COURSE, LIKE I ALREADY HIGHLIGHTED, WE 
          [00:20:06]
REALLY START WITH INFANCY. 
          WE START BEFORE 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 NEXT SLIDE. 
          SO I WANT TO NOW TAKE SOME TIME TO HIGHLIGHT OUR PROGRESS AGAINST SOME OF THE KEY
SPECIFIC GOAL AREAS THAT WERE IDENTIFIED BY THIS COMMITTEE LAST YEAR. 
          SO FIRST THERE WAS SEEKING GRANTS. 
          SO WITHIN GRANTS AND EXTERNAL FUNDING, WE DID RECEIVE FUNDING FOR THE COMMUNITY
INNOVATION AND OUTREACH GRANT FOR WIC. 
          THAT HAS BEEN AN INCREDIBLE PROGRAM FOR US AND REALLY HELPED US TO TARGET OUR SERVICE
DELIVERY. 
          FOR WEST, NORTHWEST AND SOUTHERN DALLAS, WHICH ARE ALL AREAS THAT OUR DATA SHOWED HAD A
LARGE NUMBER OF LIKELY ELIGIBLE CLIENTELE. 
          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. 
          SO WE'RE IN THE PROCESS OF SUBMITTING FOR ROUND TWO FOR THAT GRANT SO THAT WE CAN
CONTINUE THAT WORK. 
          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. 
          AND WE HAVE SUBMITTED A GRANT FOR BUREAU OF JUSTICE ASSISTANCE FUNDING, WHICH WOULD BE
FOR A HOUSING PILOT FOR REENTRY CLIENTS. 
          NOW, OF COURSE, THERE'S NO GUARANTEEING THAT WE'RE GOING TO GET EITHER OF THOSE. 
          BUT I WANT YOU TO KNOW THAT WE ARE DOING THAT BECAUSE THAT IS WHAT WE ARE STRIVING TO DO
TO BRING ADDITIONAL RESOURCES TO OUR COMMUNITY. 
          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. 
          AND WE'RE ALSO AIMING TO LAUNCH AND PARTNER IN SOME NEW COLLABORATIVE YOUTH COMMISSION
COUNCILS, COMMITTEES. 
          OVER THE NEXT YEAR. 
          AS FAR AS DIGITAL DIVIDE, WE HAVE ALSO ABSORBED WORK IN THE DIGITAL DIVIDE. 
          WE CONTINUE WITH THE DIGITAL NAVIGATORS PROGRAM. 
          WE HOPE TO BE ABLE TO CONTINUE THAT AND SOME OTHER THINGS WITH THIS ADDITIONAL FUNDING
THAT WE'RE SEEKING. 
          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 OF COURSE, WE CONTINUE TO PARTNER WITH OUR OFFICE OF EQUITY AND INCLUSION FOR THE
EVICTIONS ASSISTANCE INITIATIVE AND LEGAL SUPPORTS. 
          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. 
          IT WAS TARGETING SPECIFIC ZIP CODES WHERE WE KNOW THAT THE MATERNAL HEALTH INDICATORS AND
THE INFANT HEALTH INDICATORS HAVE THE LARGEST DISPARITIES. 
          AND SO THAT'S A DIRECT REACTION AND RESPONSE TO THE DATA COMING FORTH THROUGH OUR RACIAL
EQUITY PLAN AND GOALS, AND THEN FINALLY REENTRY AND EMPOWERMENT. 
          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. 
          AND ANOTHER AREA OF INTEGRATION WITH OUR EMPOWERMENT WORK IS THE GRANT THAT WE WORKED ON
ALONGSIDE OF THE OFFICE OF EMERGENCY 
          [00:25:01]
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. 
          SO WITH THAT, I'M GOING TO GO AHEAD AND TURN IT OVER TO MY COLLEAGUE NINA ARIAS TO TAKE
US THROUGH THE HUMAN RESOURCES WORK. 
          THANK YOU. THANKS. 
          THANK YOU. NEXT SLIDE PLEASE. 
          THANK YOU. GOOD MORNING. 
          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. 
          SO THAT IS WHY THIS IS SUCH AN IMPORTANT WORK AND IS SOMETHING THAT WE NEED TO DO AS A
CITY IN COLLABORATION WITH ALL DEPARTMENTS. 
          WE ALSO ENGAGE IN EXTERNAL PARTNERSHIPS, AS IS OUR PARTNERSHIP WITH THE WORKFORCE DALLAS. 
          AND WE HAVE THEME. 
          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 LEVERAGE, OBVIOUSLY THE MOST BASIC DEMOGRAPHIC DATA AGE, GENDER, ETHNICITY, TENURE,
WHICH IS VERY IMPORTANT. 
          WE ALSO LOOK AT HOW MANY EMPLOYEES ARE READY FOR RETIREMENT, AS THAT IS A VERY IMPORTANT
DEMOGRAPHIC THAT WE TRACK FOR PERFORMANCE AND ENGAGEMENT. 
          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. 
          AS YOU KNOW, WHAT IS HAPPENING IN TERMS OF AUTOMATION, AI AND THE DIGITAL TRANSFORMATION
AS WELL AS THE FUTURE OF WORK. 
          IN ADDITION TO THAT, WE LOOK AT SOME TARGETED DATA SPECIFIC TO DEPARTMENTS OR ROLES,
ADDRESSING SPECIFIC SKILL GAPS OR DIVERSITY INITIATIVES. 
          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. 
          ABSOLUTELY BETTER. 
          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. 
          [00:30:01]
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. 
          THANK YOU. NINA. 
          DANIELLE THOMPSON, DIRECTOR OF THE OFFICE OF PROCUREMENT SERVICES. 
          THE NEXT FOUR SLIDES, I'M GOING TO EXPLAIN THE CONNECTIVITY BETWEEN PROCUREMENT AND THE
EQUITY GOALS THAT WE'VE SET. 
          PROCUREMENT IS USUALLY NOT THOUGHT ABOUT WHEN YOU THINK ABOUT EQUITY, BUT IT'S A VERY
CRITICAL PART. 
          SO THE OFFICE OF PROCUREMENT SERVICES IS RESPONSIBLE FOR PURCHASING ALL OF THE CITY'S
GOODS AND SERVICES. 
          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. 
          NEXT SLIDE. 
          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. 
          IT'S A MEETING FACILITATED BY OPS WHERE WE BRING IN THE EVALUATORS AND WE GO THROUGH
BASICALLY A SWOT ANALYSIS. 
          THESE WERE YOUR STRENGTHS. 
          THESE WERE YOUR OPPORTUNITIES. 
          AND THE GOAL AGAIN IS EDUCATION. 
          SO IT MAY BE QUITE DISCOURAGING TO NOT GET A CONTRACT. 
          A VENDOR DEBRIEF FILLS IN THE GAPS SO YOU KNOW EXACTLY WHAT TO DO OR NOT TO DO THE NEXT
TIME YOU PROPOSE. 
          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. 
          IN TERMS MOST BUSINESSES, LARGE AND SMALL, REALLY DON'T PAY ATTENTION TO THE 21 PAGES OF
TERMS AND CONDITIONS THAT REALLY GOVERN YOUR CONTRACT. 
          SO WE GO THROUGH THOSE ITEMS IN DETAIL AGAIN TO INFORM AND EMPOWER THEM TO BE PREPARED
AND SUCCESSFUL TO DO BUSINESS WITH THE CITY OF DALLAS. 
          OUR LOCAL PREFERENCE PROGRAM IS OUR PROGRAM THAT REALLY FOCUSES ON HIGHLIGHTING AND GIVING
OUR LOCAL VENDORS PREFERENCE. 
          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. 
          NEXT SLIDE. OKAY. 
          SO, THIS IS MY MOST EXCITING SLIDE. 
          THIS IS THE INTRODUCTION OF THE NEW BUSINESS ENTERPRISE HUB. 
          SO, THE SMALL BUSINESS CENTER SUNSET JULY 31ST OF THIS YEAR AND EFFECTIVE AUGUST 1ST, THE
OFFICE OF PROCUREMENT SERVICES NOW MANAGES THE BUSINESS 
          [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. 
          AND THIS IS TO ESTABLISH AND REALLY SHOW THE CONNECTIVITY BETWEEN OUR BUSINESSES,
PROCUREMENT AND THE WE COMMITTEE. 
          FOR OFFICE OF PROCUREMENT SERVICES, WE PROVIDE EDUCATION THROUGH PROJECT PARTICIPATION
OUTREACH. 
          AND THAT'S REALLY A HANDS ON. 
          WE GO OUT TO THE COMMUNITY AND WE EXPLAIN THE PROJECTS. 
          ONE EXAMPLE IS THE KAY BAILEY CONVENTION CENTER. 
          THERE WAS A ROBUST EFFORT TO DO OUTREACH WITH THE PROCUREMENT SERVICES AND THE FORMER
SMALL BUSINESS CENTER. 
          WE PROVIDE SUBCONTRACTOR VENDOR LISTS FOR UPCOMING PROJECTS. 
          THE IMPORTANT PART ABOUT THIS IS WE DON'T LEAVE AN OPPORTUNITY FOR PEOPLE TO SAY, THERE'S
NO VENDORS OUT THERE. 
          WE PROVIDE THE LIST THAT SHOWS YOU WHO IS ALL OUT THERE TO DO THE SCOPE OF WORK, AND WE
ADVANCE OUR COMMUNITY AND PARTNERSHIP ENGAGEMENT ON A REGULAR BASIS. 
          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 EDUCATE THROUGH THE DALLAS ACCELERATOR PROGRAM WITH OUR COMMUNITY PARTNERS IN BOTH THE
OFFICE OF PROCUREMENT SERVICES AND THE BUSINESS ENTERPRISE HUB. 
          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. 
          I MEAN, HISTORICALLY DISADVANTAGED COMMUNITIES SUCH AS VETERANS, THAT WORK IS ACTUALLY IN
PLACE TO START RESEARCHING. 
          HOW DO WE SUPPORT A MORE INCLUSIVE CONTRACTING PROGRAM HERE AT THE CITY OF DALLAS? NEXT SLIDE. AND THAT'S IT. 
          I'LL TURN IT OVER TO ACM LIZ. 
          THANK YOU SO MUCH. 
          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. 
          INSTEAD OF TRYING TO START PROGRAMS FROM SCRATCH AND COMPLETE THEM TO COME AND FULFILL
THEM TO COMPLETION, REALLY WORKING WITH OUR STAKEHOLDERS. 
          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.. 
          EQUITY, OF COURSE. 
          WE ARE TRYING TO ALIGN ALL WE DO AT THE CITY AROUND THE PRINCIPLES OF EQUITY AND OUR
FRAMEWORK. 
          AND SO DOCTOR WILSON'S TEAM WILL BE WORKING WITH ALL PORTFOLIOS TO OPERATIONALIZE OUR REP
FURTHER AND PROVIDE TECHNICAL 
          [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. 
          SO IF YOU WOULD TURN TO THE NEXT SLIDE IN THE NEXT MONTHS, STARTING IN OCTOBER, THE WE
COMMITTEE WILL BE BRIEFED BY EACH PORTFOLIO. 
          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. 
          SO, THE INTENDED OUTCOME IS THAT WE'RE GOING TO BE ABLE TO MEASURE OUR IMPACT AND UPDATE
OUR REP, OUR RACIAL EQUITY PLAN AS NEEDED. 
          SO WITH THAT, WE ARE VERY MUCH INTERESTED IN GETTING YOUR FEEDBACK AND YOUR INPUT TODAY
RELATED TO THIS WORK. 
          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. 
          YOU CAN ADVANCE THAT SLIDE. 
          THANK YOU. AND I'LL TURN IT OVER TO CHAIR. 
          THANK YOU. OF COURSE. 
          THANK YOU VERY MUCH. 
          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. 
          AND SO I WANT YOU. 
          WHILE QUESTIONS ARE BEING ASKED, MY DEEPER DIVE ON IT WILL BE FOR THE PUBLIC TO HEAR
BECAUSE I FOLLOWED. 
          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. 
          I WILL AS I CLOSE. 
          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. 
          THANK YOU VERY MUCH. 
          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. 
          MADAM CHAIR, THANK YOU. 
          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. 
          ON SLIDE FIVE. 
          I LOVE THIS. OBVIOUSLY, I WAS THERE WHEN IT WAS SHARED WITH US BY DALLAS FOUNDATION. 
          I'D LIKE TO SEE SOME WAY TO SEE ABOUT ALIGNING IT WITH OUR WORK AND WHERE OUR CITY'S WORK
TOUCHES EACH ONE OF THESE DISPARITY POINTS. 
          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. 
          RIGHT. THANK YOU. 
          ON SLIDE NINE WE AND IT MAY BE BROUGHT UP LATER. 
          I THINK IT MAY BE IN A MEMO, JUST MAKING SURE THAT THE HUMAN RIGHTS DISCUSSION THAT WE
HAD PREVIOUSLY IS ALSO INFUSED IN THIS BIGGER WORK. 
          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. 
          YES. YEAH. 
          I'LL DO MY BEST TO ANSWER. 
          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. 
          THE INITIAL WAS 2015. 
          THERE WAS A GAP IN 2017, AND FROM THAT THERE WAS DEFINITELY A DESIRE TO BRING THAT BACK
AND AND SUCH. 
          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. 
          OH, THEY DEFINITELY DO. 
          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. 
          THANK YOU FOR THE QUESTION. 
          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. 
          SO NOW WE'RE IN THE IMPLEMENTATION OF NOT ONLY THE PROCESS IMPROVEMENT, BUT ALSO THE
INTRODUCTION AND ROLLOUT OF SALESFORCE. 
          PRIOR TO THIS PROCESS IMPROVEMENT, ALL OF THE PROCUREMENTS WERE EMAILED CALLED IN TO
PROCUREMENT STAFF. 
          NOW WE HAVE A CENTRALIZED SYSTEM THAT STREAMLINES GETTING THE REQUEST TO US MONITORING
THE STATUS. 
          SO WE ACTUALLY ALREADY HAVE A TOOL INTERNALLY WHERE EVERY DEPARTMENT CAN GO IN AND SEE
ALL OF THEIR PROCUREMENTS, 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 WE'RE TAKING OUR PEERS AND OUR LEADERSHIP HERE IN THE CITY TO TAKE ANOTHER LOOK AT OUR
PROCESS IMPROVEMENT TO FURTHER REFINE IT. 
          SO WE'RE DOING A LOT OF INTERNAL WORK BEHIND THE SCENES TO GET PROCUREMENT UP TO PACE AND
MEETING OUR INTERNAL CUSTOMERS NEEDS. 
          GREAT. I HAVE A FEELING THAT THERE'S GOING TO BE MANY DEPARTMENTS THAT ARE ASKING THE
SAME QUESTIONS. 
          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. 
          THANK YOU. THANK YOU. 
          I'M LOOKING FOR. OH. 
          I'M SORRY, I THINK I SAW COUNCILWOMAN. 
          NO, I DON'T HAVE A QUESTION. I WAS TRYING TO REDIRECT TO YOU. 
          THANK YOU. 
          MR.. COUNCILWOMAN WILLIS. 
          THANK 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. 
          ASSESS AND FILL GAPS TO ENSURE MIDDLE SKILLED JOBS IN DALLAS ARE FILLED TO CREATE A
FUTUREPROOF WORKFORCE. 
          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. 
          WE I THINK WE SETTLED LAST YEAR, BUT CORRECT ME IF I'M WRONG, THAT OUR, OUR DIRECTIVE WAS
TO LOOK TO SEE WHERE GAPS WERE. 
          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 JUST MET WITH THE HEAD OF PRESBY, DALLAS, AND HE WAS TALKING ABOUT SOME OF THOSE
ENTRY JOBS THAT HE'S JUST GOT SO MANY OPENINGS ON. 
          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. 
          SO YOU SAID THE BUSINESS CASE IS IN PROCESS, AND I THINK YOU ALSO MENTIONED GETTING
GRANTS TO HELP FUND THAT, WHICH I APPLAUD. 
          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. 
          THANK YOU FOR THAT UPDATE. 
          WHEN WE TALK ABOUT REENTRY AND WE TALK ABOUT I'M GOING TO GET THE LETTERS WRONG, BUT SO
AT THE STATE LEVEL. 
          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 THAT IS TYPICALLY BEEN DESIGNED IN A WAY TO SERVE CLIENTS THAT MAY NOT BE ELIGIBLE
UNDER THE TDCJ FUNDS. 
          NOW, THROUGH THIS REALIGNMENT, THERE'S OBVIOUSLY, YOU KNOW, SOME ADJUSTMENTS BEING MADE
WITH THE SMALL BUSINESS CENTER REENTRY WORK TRANSITIONING TO US. 
          AND SO WE'RE GOING TO BE THINKING REALLY CLEARLY AND SPECIFICALLY ABOUT THE FUTURE PLAN
FOR THAT. 
          SO WE DO HAVE A COUPLE OF PROVIDERS THAT ACTUALLY DO SPECIFICALLY SERVE PEOPLE THAT ARE
NOT ELIGIBLE RIGHT NOW WITH SOME REENTRY AND WRAPAROUND SERVICES. 
          [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. 
          AND THEN ALSO, VICE CHAIR SCHULTZ'S HIGHLIGHT AROUND THE NEED FOR THOSE YOUTH THAT ARE
AGING OUT OF THE FOSTER CARE SYSTEM. 
          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. 
          OUR CORE RIGHT NOW IS GETTING THE TDCJ FUNDS KIND OF OUT, BECAUSE WE GOT A LOT OF THEM IN
THE LAST YEAR. 
          SO WE KIND OF HAVE TO MOVE REAL QUICK THERE, BUT WE'RE GOING TO BE PUTTING A LOT OF
THOUGHT INTO THAT AS WELL. 
          AND THAT SOUNDS GREAT. 
          I'M JUST THINKING, I MEAN, AT THE COUNTY LEVEL. 
          THERE'S A DIRECT LINE HERE IN PUBLIC SAFETY. 
          I MEAN, SO WE'RE JUST TURNING PEOPLE OUT AND THEY JUST THEY DON'T THEY'VE GOT TO
UNDERSTAND THEIR OPTIONS. 
          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 I THINK WE ALL KNOW THAT. 
          AND SO WE TALK ABOUT ADVANCING IT. 
          WE NEED TO START 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. 
          THANK YOU. THANK YOU. 
          COUNCILWOMAN BLACKMON. 
          THANK YOU. 
          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. 
          YOU KNOW WHAT I MEAN. SO IT'S LIKE WE YOU'VE GOT I'M LOOKING AT THIS FROM IF PEOPLE DON'T
UNDERSTAND WHAT WE'RE DOING THEN HOW CAN WE DO THE WORK. 
          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. 
          IT'S NOT REAL. 
          AND WE ALL WANT MEASUREMENTS. 
          I MEAN, WE DO. 
          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. 
          NO QUESTIONS. 
          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. 
          RIGHT. AND YOU MEASURED THEM AND YOU LOOKED AT THEM AND YOU AND YOU GAINED KNOWLEDGE
EVERY DAY ON THOSE THINGS. 
          AND THEN THEY CAME OFF. 
          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. 
          SO THAT'S JUST MY THOUGHTS BECAUSE, YOU KNOW, WE'RE PUTTING A LOT OF INVESTMENT, WHETHER
IT'S A BOND OR OR WORKING WITH OUR PARTNERS. 
          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. 
          THANK YOU, THANK YOU. 
          CHAIR COUNCILWOMAN BLACKMON. 
          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. 
          THE CHAIRMAN. 
          RIDLEY. THANK YOU, MADAM CHAIR. 
          SURE. JESSICA. 
          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. 
          BUT I REALLY DON'T THINK THAT I WOULD BE ABLE TO SPEAK VERY ARTICULATELY AS TO WHAT THE
COUNTY DOES, AND PERHAPS WE CAN GET SOME INFORMATION AND SHARE IT BACK. 
          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. 
          SO I. 
          AT YOUR NEXT OPPORTUNITY TO REPORT BACK. 
          I THINK IT WOULD BE INSTRUCTIVE TO THE COMMITTEE TO UNDERSTAND HOW WE CAN COORDINATE OUR
SERVICES WITH THOSE OF THE COUNTY. 
          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.. 
          AND THEN THE NEXT THING IS FOR ONE OF THESE FOUR DEPARTMENTS TO COME BACK AND TO TALK TO
YOU ABOUT WHAT MARKS THEY'RE HITTING WITH IN RELATION TO THE WORK THAT THEY ARE DOING, AND 
          [01:05:04]
THEN TO INVITE A STAKEHOLDER THAT'S RELEVANT, RIGHT. 
          AND SO IF JESSICA'S TALKING ON REENTRY WORK, WE WILL INVITE THE DALLAS COUNTY TO COME AND
SPEAK ON THE WORK THAT THEY'RE DOING AS WELL. 
          SO THANK YOU FOR THAT FEEDBACK. 
          GREAT. THANK YOU, MADAM CHAIR. 
          THANK YOU. CHAIR. 
          CHAIR. VICE 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. 
          THE OFFICE OF EQUITY AND INCLUSION REACHES OUT TO THE CITY DEPARTMENTS TO ASK THEM THEIR
PROGRESS ON WHAT THEY HAVE DONE WITH THEIR PROGRESS MEASURES. 
          SPECIFICALLY, WHEN WE THINK ABOUT THE DEPARTMENT PROGRESS MEASURES, THEY HAVE AN END DATE
TO THEM, RIGHT. 
          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. 
          AND SO AS IT REGARDS TO MEASURING, THERE ARE SYSTEMS SET IN PLACE IN ADDITION TO THE
QUARTERLY MEETINGS, DATA ANALYTICS AND BUSINESS INTELLIGENCE DEPARTMENT. 
          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. 
          LET ME REACH OUT TO THE HUMAN RESOURCES DEPARTMENT TO SEE IF, IN FACT, THAT PROGRESS
MEASURE HAS BEEN MET AND WHAT HAS HAPPENED SPECIFICALLY IN MY COMMUNITY. 
          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. 
          NOW, IN OUR QUARTERLY MEETINGS, WE TALKED TO SOME DEPARTMENTS WHO SAY WE CAN'T DO THIS
BECAUSE OF X, Y, AND Z. 
          RIGHT. IT MAY BE A FUNDING ISSUE. 
          IT MAY BE ACTUALLY THEY NO LONGER OVERSEE SOME BODIES OF WORK. 
          AND SO AS THAT'S EVOLVING, WE'RE TRYING TO SUPPORT DEPARTMENTS TO ALSO UNDERSTAND WHAT IS
THE NEXT STEP. 
          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. 
          COUNCIL MEMBER FOR ALL THE COUNCIL MEMBERS WE'VE HEARD FROM, AND THAT WE HAVE BEEN WORKING
INCREDIBLY INTENTIONALLY AROUND IT DURING THE PANDEMIC AND BEYOND. 
          AND SO NOW IT'S TIME TO LOOK TO SEE WHAT WE CAN DO, WHERE WE CAN, WHERE WE, THE CITY
COULD HAVE MOST IMPACT, WHERE WE ARE IN THIS MOMENT. 
          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. 
          RIGHT. AND SO WE DEPLOYED WI-FI THROUGHOUT ALL OF OUR LIBRARY SYSTEMS SO PEOPLE COULD
COME AND GET THEM, BUT NOT ALL OF OUR PARKING LOTS YET HAVE IT. 
          BUT OF COURSE, THAT'S NOT THE IDEAL WAY TO DEAL WITH THE DIGITAL EQUITY PROBLEM. 
          SO THEN WE SAID, LET'S INVEST IN HAVING HOTSPOTS SO PEOPLE COULD TAKE THEM HOME AND DO
THEIR HOMEWORK OR THEIR WORK, OR LOOK FOR WORK FROM THEIR HOME. 
          [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. 
          SO INTERNET ACCESS. 
          YOU ASKED FOR THE DATA. 
          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. 
          NO, I THINK YOU COVERED IT. 
          ACM LIZ. THANK YOU. 
          YEAH, I APPRECIATE THAT RESPONSE. 
          I JUST WANT TO MAKE SURE THAT WE UNDERSTAND WHO WILL BE IMPACTED BY THIS AND HOW THEY'LL
BE IMPACTED. 
          AND I KNOW THAT THIS IS THE HOTSPOTS GENERALLY ARE DESIGNED TO BE A SHORT TERM TYPE OF
SOLUTION. 
          AND I KNOW WE'RE WORKING ON LONG TERM THINGS, BUT IN THE INTERIM WE STILL NEED TO BE
AWARE OF THE PEOPLE THAT NEED THESE TYPES OF SERVICES. 
          SO THANK YOU. SO NOTED. 
          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. 
          BUT THE REALITY IS, IS WHEN IT GETS TO THE POLICYMAKERS, WE SEEM TO BE THE ONES THAT
COMPROMISES SOME OF WHERE THIS PLAN CAN GO. 
          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. 
          THANK YOU FOR YOUR PRESENTATION, BUT I WANT TO MAKE SURE I HIGHLIGHT A COUPLE OF POINTS
BEFORE WE MOVE. 
          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. 
          SO THANK YOU VERY MUCH. 
          WE ARE PREPARING FOR THE NEXT PRESENTATION. 
          THANK YOU. THANK YOU. 
          THANK YOU FOR THAT FEEDBACK, ALL OF YOU. 
          AND FOR THOSE FINAL FIVE POINTS THAT WE'VE NOTED, I'D LIKE TO ASK OUR HR DEPARTMENT TO
COME JOIN THE DIRECTOR AT THE TABLE. 
          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. 
          THANK YOU. 
          GOOD MORNING AGAIN. 
          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. 
          NEXT SLIDE PLEASE. 
          THIS IS AN OVERVIEW OF TODAY'S PRESENTATION. 
          NEXT SLIDE PLEASE. 
          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. 
          THIS THRESHOLD WAS DETERMINED IN 2022, IN CONJUNCTION WITH OUR BENEFITS DEPARTMENT HELP,
AS THE SALARY NEEDED FOR SUSTAINABLE LIVING WAGES. 
          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. 
          NEXT SLIDE PLEASE. EXCUSE ME. 
          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 THAT DOCUMENT WE'RE LOOKING TO SEE THE DOCUMENTATION
ON THAT 46,000. 
          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. 
          ALL RIGHT. THANK YOU. 
          YES, MA'AM. NEXT SLIDE PLEASE. 
          SO UPSKILLING REFERS TO THE SKILL DEVELOPMENT AND TRAINING TO SKILL DEVELOPMENT AND
TRAINING EMPLOYEES TO UNLOCK CAREER GROWTH AND EARNING POTENTIAL. 
          OBVIOUSLY THAT GIVES THE EMPLOYER ADVANTAGES. 
          THE CITY OF DALLAS WILL HAVE IMPROVED RETENTION, REDUCED SKILL GAPS, INCREASE EMPLOYEE
ENGAGEMENT. 
          IT WILL BE EASIER TO RECRUIT, AND THERE WILL BE MORE CUSTOMER SATISFACTION BECAUSE YOU
HAVE EMPLOYEES WITH MORE TENURE THAT ARE MORE SKILLED IN DOING THEIR JOB FOR THE EMPLOYEE 
          [01:20:07]
THERE GROWTH OPPORTUNITIES, GREATER EMPLOYABILITY, AND INCREASED JOB SECURITY. 
          SO IT'S A WIN WIN. 
          NEXT SLIDE PLEASE. 
          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. 
          TO BRIDGE THE SKILL GAPS AND ENHANCE EMPLOYABILITY AND CAREER OPPORTUNITIES OF CITY
DALLAS EMPLOYEES. 
          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. 
          NEXT. NEXT SLIDE. 
          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. 
          HE WAS NOMINATED BY HIS MANAGER, ERIC, AND HUTCH FILLED OUT THE FORM AND WE STARTED
MEETING ABOUT ONCE A MONTH. 
          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. 
          HE WAS A MECHANIC ONE, AND HE'D BEEN WITH THE DALLAS WATER UTILITIES DEPARTMENT FOR
APPROXIMATELY TEN YEARS. 
          IT WAS DETERMINED THAT THE BEST NEXT STEP FOR HIM WAS THAT CDL LICENSE, AND HE JUST
HADN'T MADE THAT STEP. 
          SO WITH THE ENCOURAGEMENT OF THE UPSKILLING PROGRAM, HIS LEADERSHIP TEAM, HE WAS ABLE TO
GET HIS CDL LICENSE. 
          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. 
          OKAY. SO YEAH. 
          THANK YOU. OKAY. 
          THANK YOU. GUYS, I KNOW THAT YOU'VE BEEN WAITING FOR A LONG TIME, SO DON'T FEEL LIKE YOU
HAVE. 
          THANK YOU SO VERY MUCH. 
          THANK YOU. HAPPY BIRTHDAY. 
          I'LL TALK TO YOU SOON. 
          ALL RIGHT. WE APPRECIATE THAT. 
          WHERE'S OUR NEXT ITEM? OKAY, SO NOW WE'RE BACK ON. 
          ONE MORE WITH THE GRAPH. 
          OKAY. ONE MORE. 
          SORRY, I THINK IT'S SEVEN. 
          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 THE TEN DEPARTMENTS LISTED HERE HAD THE HIGHEST PERCENTAGE OF EMPLOYEES MAKING A
SALARY BELOW 46,000. 
          SO THIS DATA WAS PULLED A LITTLE OVER A YEAR AGO WHEN WE FIRST STARTED WITH THE ORIGINAL
MEMO. 
          SO MAY OF 2023. 
          EXCUSE ME, I HAVE ONE OTHER POINT I WANT TO GET, BECAUSE WE DO HAVE THE PUBLIC THAT'S
LISTENING AND THEY CAN'T SEE THIS. 
          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. 
          YES, MA'AM. SO LIBRARY, PARKS AND RECREATION DALLAS ANIMAL SERVICES, OFFICE OF COMMUNITY
CARE 311 AT THE TIME. 
          COURT AND DETENTION SERVICES. 
          EQUIPMENT AND FLEET SERVICES. 
          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. 
          NEXT SLIDE PLEASE. 
          SO KEEPING IN MIND THAT THE PILOT PROGRAM, WE WANTED IT TO BE SUCCESSFUL AND WE NEEDED TO
KEEP IT SMALL. 
          WE KNEW THAT THAT NUMBER OF 1700 WOULD BE LARGE TO TACKLE IN THIS THIS FIRST YEAR. 
          ZERO. SO ONCE THOSE TEN DEPARTMENTS WITH THE GREATEST PERCENTAGE OF EMPLOYEES WAS WERE
ESTABLISHED, WE DEFINED LOW MOBILITY. 
          AND LOW MOBILITY IS DEFINED AS EMPLOYEES WHO HAVE BEEN WITH THE CITY FOR TEN OR MORE
YEARS AND ARE STILL MAKING LESS THAN $46,000. 
          SO WITH THOSE FACTORS AS A CONSIDERATION, WE WERE ABLE TO NARROW DOWN THE RECOMMENDED TEN
DEPARTMENTS TO SEVEN. 
          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. 
          BUT WE WANTED TO MAKE SURE TO MAKE AN EFFORT TO REACH OUT TO THOSE EMPLOYEES TO SEE IF
THERE WAS AN INTEREST IN GAINING MORE SKILLS TO MOVE INTO A HIGHER PAYING POSITION. 
          NEXT SLIDE PLEASE. 
          THE PARTICIPATING PILOT DEPARTMENTS INCLUDED DALLAS WATER UTILITY EQUIPMENT AND FLEET
MANAGEMENT. 
          LIBRARY. OFFICE OF COMMUNITY CARE, WIC PARK AND RECREATION, SANITATION, TRANSPORTATION
AND CITY MARSHAL'S OFFICE. 
          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. 
          NEXT SLIDE PLEASE. 
          SO OUR PROGRAM UPDATE AND CURRENT DATA. 
          WE'RE GOING TO FIRST TALK ABOUT THE CITY MARSHAL'S OFFICE UPDATE. 
          NEXT SLIDE PLEASE. 
          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. 
          AND THEN THIS TABLE WILL TAKE YOU ALL THE WAY THROUGH TO THE SECURITY ADMINISTRATION
LEVEL, WHICH WOULD BE THE CHIEF. 
          NEXT SLIDE PLEASE. 
          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. 
          I'M SORRY. THANK YOU. 
          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. 
          THEY ALSO INCLUDED IN THEIR SURVEY THE SENTIMENTS OF HELPING THEIR DEPARTMENT TO CONTINUE
TO GROW IN A POSITIVE WAY. 
          MANY HAD THE GOAL OF MAKING A POSITIVE IMPACT, AS WELL AS CONTINUING IN POLITICS OR
SITTING ON CITY COUNCIL. 
          [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. 
          NEXT SLIDE PLEASE. 
          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. 
          MANAGERS WERE ASKED TO COMPLETE THE SURVEY AFTER ATTENDING AN INFORMATION SESSION ABOUT
THE UPSKILLING PILOT 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. 
          NEXT SLIDE PLEASE. 
          MANAGERS WERE ALSO ASKED TO INDICATE THEIR LEVEL OF AGREEMENT WITH THE FOLLOWING
SENTENCES, INCLUDING. 
          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. 
          MANAGERS WERE ALSO ASKED TO FILL IN THE BLANK OR WRITE IN THE CONCERNS THAT THEY HAVE
ABOUT THE UPSKILLING PILOT PROGRAM. 
          NEXT SLIDE PLEASE. 
          IF I MAY. THANK YOU. 
          THANK YOU, LAURA. 
          AND I JUST WANTED TO TAKE A MOMENT TO SPEAK TO THE SLIDE, AS THIS WAS A QUESTION THAT WAS
PRESENTED PREVIOUSLY. 
          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. 
          AND PART OF IT IS THAT WE ABSOLUTELY NEED TO ENGAGE MANAGERS, OTHERWISE THE PROGRAM WILL
NOT BE SUCCESSFUL. 
          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. 
          YET IT IS A RISK THAT TO SOME POINT WE NEED TO TAKE BECAUSE THE OPTION IS BASICALLY NOT
GIVE PEOPLE OPPORTUNITY AND MOST LIKELY THEY'LL LEAVE ANYWAYS. 
          SO WHY NOT ENGAGE IN PARTICULAR PEOPLE THAT HAVE BEEN AT THE CITY FOR A WHILE. 
          THEY ARE READY, HAVE DEMONSTRATED THEIR COMMITMENT TO THE CITY SO THAT THEY CAN CONTINUE
TO GROW IN THE CITY, AND WE SHOW THEM OPPORTUNITIES WITHIN THE CITY. 
          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. 
          SO I THINK THIS SLIDE IS EXTREMELY IMPORTANT BECAUSE GIVE US THE KEY ON WHAT TO FOCUS
BASED ON THOSE CONCERNS, TO ENGAGE THOSE MANAGERS, TO HELP US MAKE THIS PROGRAM 
          [01:35:03]
SUCCESSFUL. NEXT SLIDE PLEASE. 
          WE NEED TO GET CLARITY. 
          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. 
          THEY HAVE BEEN ADVERTISED MULTIPLE TIMES OR FOR A VERY LONG TIME, AND WE ARE NOT
RECRUITING PEOPLE INTO THOSE POSITIONS. 
          GIVE YOU AN EXAMPLE, ELECTRICIAN. 
          ELECTRICIAN IS A VERY DIFFICULT POSITION TO HIRE FOR OR CDLS, WHICH IS, YOU KNOW, IT'S A
CONSTANT NEED FOR CDL DRIVERS. 
          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. 
          NEXT SLIDE PLEASE. 
          OKAY. HERE THIS SLIDE TALKS ABOUT THE MANAGER SURVEY FINDINGS. 
          AND WE ASKED THEM OKAY. 
          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. 
          NEXT SLIDE PLEASE. 
          LAURA, IF YOU COULD PLEASE CONTINUE WITH THE CURRENT INTEREST IN THE PROGRAM. 
          THANK YOU. OKAY. 
          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. 
          THEY RANGE WITH THE MAJORITY 27 SITTING BELOW THE 46,000 WAGE THRESHOLD, WHICH IS OUR
TARGETED DEMOGRAPHIC. 
          BUT WE HAVE ALSO HAD 11 EMPLOYEES BETWEEN PAY GRADES SEVEN AND 13 REACH OUT WITH INTEREST
IN THE PROGRAM. 
          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. 
          BUT WE CAN SEE THAT BASED ON THIS DATA, WHEN EMPLOYEES COME IN, THEY ARE INTERESTED IN
RIGHT AWAY KNOWING WHAT THEY CAN CONTINUE TO DO TO GROW. 
          NEXT SLIDE PLEASE. 
          CURRENT FEEDBACK. 
          CURRENT CANDIDATES WERE SURVEYED TO ASK ABOUT THEIR PARTICIPATION. 
          PARTICIPATION IN THE PROGRAM. 
          ONE PARTICIPANT SAID THAT I WILL BE ATTENDING TRAINING CLASSES SOON AND WORKING TOWARDS
APPLYING FOR HIGHER PAYING POSITIONS WITH THE CITY. 
          ANOTHER STATED I HOPE I CAN PROGRESS IN MY JOB WHILE IN THIS PROGRAM. 
          A THIRD STATED THIS PROGRAM HAS HELPED ME LOOK AT SOME THINGS MORE PROFESSIONALLY AND HOW
TO TAKE THINGS HEAD ON TO TRY TO ADVANCE MY CAREER AND ACCOMPLISH MY GOALS. 
          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. 
          ALL RIGHT, SO THIS IS WHAT WE NEED TO DO NOW, ESPECIALLY BECAUSE THE PUBLIC DOESN'T HAVE
ACCESS TO WHAT WE HAVE. 
          AND I KNOW THE COMMITTEE MEMBERS WILL CONTINUE TO WORK. 
          SO WE WANT TO HIT THE HIGH POINTS AS WE WRAP UP, BECAUSE WE NEED TO WRAP UP IN ABOUT FIVE
MINUTES SO THAT WE CAN ADDRESS ANY QUESTIONS. 
          AND WE HAVE BRIEFING MEMOS AND YOU'VE BEEN PRETTY GOOD. 
          BUT WE WANT TO MAKE SURE THAT WE ARE GETTING TO THE MEAT SO THE PUBLIC UNDERSTANDS THE
PURPOSE OF US BEING HERE FROM 9 TO 11. 
          THANK YOU, LAURA, IF I MAY, I'LL TAKE IT FROM THIS POINT. 
          SO NEXT SLIDE PLEASE. 
          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. 
          COUNCIL. NEXT SLIDE, PLEASE. 
          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 PLEASE. 
          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. 
          WE WORK TOGETHER WITH THEM. 
          HOWEVER, THE OBJECTIVES ARE DIFFERENT FOR EACH ONE OF THOSE PROGRAMS. SO WE WANTED TO HIGHLIGHT THAT FOR YOU. 
          NEXT SLIDE PLEASE. 
          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. 
          NEXT SLIDE PLEASE. 
          HERE IS WHAT YOU WILL FIND IN OUR SHAREPOINT SITE. 
          SO THERE'S INTERNAL RESOURCES, EXTERNAL RESOURCES, QUITE A BIT OF INFORMATION FOR PEOPLE
INTERESTED IN THE PROGRAM. 
          AND WE INVITE YOU TO EXPLORE THIS SITE. 
          THERE'S A LOT OF RESOURCES AND INFORMATION THAT IS HELPFUL AND GIVE US YOUR FEEDBACK FOR
IMPROVEMENT. 
          WE'RE ALWAYS UPDATING IT. 
          NEXT SLIDE PLEASE. 
          HERE'S WHAT WE'VE LEARNED. 
          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. 
          NEXT SLIDE PLEASE. 
          AND HERE ARE THE NEXT STEPS. 
          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. 
          AND WE WANT TO FOCUS ON SUPERVISOR DEVELOPMENT AND ENGAGEMENT, INCLUDING TRAINING AND A
STAFF DEVELOPMENT TOOLKIT FOR MANAGERS. 
          WITH THAT, WE ARE AVAILABLE FOR ANY QUESTIONS YOU MAY HAVE. 
          WE'LL BE HAPPY TO ANSWER. 
          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. 
          SO I APPLAUD THE WHOLE IDEA. 
          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. 
          BUT IN ADDITION TO THAT, I THINK IN FUTURE YEARS, WE'RE GOING TO NEED A GREATER
INVESTMENT TO MAKE SURE THAT THOSE OPPORTUNITIES EXIST WHEN EMPLOYEES ARE TRANSITIONING 
          [01:45:03]
FROM ONE POSITION TO ANOTHER. 
          TYPICALLY, YOU KNOW THE DEPARTMENT THAT IS LETTING THEM GO. 
          IT'S JUST THEY HAVE TO THEY HAVE TO BE GENEROUS WITH THEIR TIME AND THEIR BUDGET AND
THEIR RESOURCES. 
          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. 
          THANK YOU. THANK YOU. CHAIR. 
          COUNCILWOMAN WILLIS. 
          THANK YOU. 
          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 THEN THERE'S A REAL HEADLINE THAT WAS IN THE LAST DECK AND IN THIS ONE TOO, THAT I
WAS THRILLED WITH, ESPECIALLY WITH PUBLIC SAFETY COMING UP AT 1:00. 
          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. 
          HAVE THERE BEEN ANY CONVERSATIONS WITH THEM AROUND THESE FINDINGS THAT THAT IS A VERY
EXCITING OPPORTUNITY. 
          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. 
          AND THAT'S ONE OF THE WORK THAT, YOU KNOW, IT'S PART OF THE WORK THAT WE'RE DOING FOR
SECURITY OFFICERS. 
          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. 
          AND THEN, YOU KNOW, THIS REALLY HIGHLIGHTS THE IMPORTANCE OF OUR MANAGERS AND HELPING TO
IDENTIFY EMPLOYEES. 
          AND THERE WERE A COUPLE OF THINGS THAT JUMPED OUT AT ME ON PAGE 16 WHERE YOU'RE TALKING
ABOUT MANAGER CONCERNS. 
          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. 
          YOU COMPLETE THIS SURVEY. 
          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. 
          WE'LL SEE THESE ANSWERS MOVE. 
          AND SO IT'S REALLY IMPORTANT THAT WE GET MORE THAN 20% PARTICIPATION IN SOMETHING LIKE
THIS, ESPECIALLY IF IT'S SOMETHING WE CAN CONTROL BY SAYING YOU MUST COMPLETE THIS. 
          SO THOSE ARE MY THOUGHTS ON THAT. 
          THANK YOU. COUNCIL MEMBER. 
          AND WHAT I WOULD SAY, ONE OF THE LESSONS LEARNED THROUGH THIS PILOT IS WE WORKED IT FROM
THE GROUND UP ENTIRELY. 
          WE MADE IT REALLY VOLUNTARY. 
          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. 
          SO POINT WELL-TAKEN. 
          THANK YOU. ALL RIGHT. 
          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. 
          NUMBER TWO, THE NEED. 
          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. 
          THANK YOU SO VERY MUCH. 
          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. 
          ALL RIGHT. SO NEXT. 
          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. 
          I THINK IT HAS PASSED, BUT IT'S GOOD THAT WE HAVE RECOGNIZED THEM AND CONTINUED TO BE THE
MODELS FOR THOSE YOUNG PEOPLE. 
          MS. CHAIR, I HAVE A QUESTION. 
          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. 
          ALL RIGHT. THANK YOU. 
          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. 
          WELL, IF YOU HAVE OTHER QUESTIONS, WE ARE, WE JUST WANT TO MAKE SURE WHEN YOU PROVIDE
THAT FEEDBACK, PROVIDE IT TO ALL THE COMMITTEE MEMBERS. 
          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. 
          [01:55:06]
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 THE ESTIMATED NUMBER SERVED IS REALLY BASED ON THE ESTIMATED NUMBER OF CHILDREN WE
EXPECT WILL BE SERVED BY THE FUNDING AMOUNT WITHIN THOSE CONTRACTS. 
          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. 
          THEY DO HAVE SOME SLIGHT VARIATIONS, BUT THEY DO HAVE TO HAVE REGULAR AND CONSISTENT
ATTENDANCE, YOU KNOW, WEEK TO WEEK. 
          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. 
          SPECIFIC TO THE OTHER ONE. 
          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. 
          WE DO RECEIVE THE RECORDS, THE ATTENDANCE RECORDS AND THE CLIENT ENROLLMENT DETAILS, AND
WE REVIEW THOSE THROUGH OUR MANAGEMENT OF THOSE CONTRACTS. 
          OKAY. THANK YOU. 
          THANK YOU, COMMITTEE MEMBERS AND OF COURSE, THE PUBLIC FOR LISTENING TO THIS SESSION. 
          IT WAS A VERY INFORMATIVE. 
          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.