Feb 19, 2025 Council Briefing

[00:00:01]

YOU'RE WATCHING THE MEETING OF THE DALLAS CITY COUNCIL WITH MAYOR ERIC L JOHNSON, MAYOR PRO TEM TENNELL ATKINS, DEPUTY MAYOR PRO TEM ADAM BAZALDUA, COUNCIL MEMBERS CHAD WEST, JESSE MORENO ZARIN D GRACEY, CAROLYN KING ARNOLD, JAIME RESENDEZ, OMAR NARVAEZ, PAULA BLACKMON, KATHY STEWART. JAYNIE SCHULTZ, CARA MENDELSOHN, GAY DONNELL WILLIS, PAUL E RIDLEY, CITY MANAGER KIMBERLY BIZOR TOLBERT, CITY SECRETARY BILIERAE JOHNSON, AND CITY ATTORNEY TAMMY PALOMINO.

ALL RIGHT. WE HAVE A QUORUM. PRAISE THE LORD.

[Call to Order]

FIVE TIMES 9:16 A.M.. AND I NOW CALL THIS A MEETING OF THE DALLAS CITY COUNCIL TO ORDER.

I SEE SO MANY OF OUR COLLEAGUES REMOTE THIS MORNING.

LOOK AT ALL OF Y'ALL. IT'S GOOD TO SEE Y'ALL.

GLAD Y'ALL ARE HERE. THIS MORNING WE HAVE A GOOD FRIEND FAMILIAR FACE AROUND HERE, RABBI ANDREW PALEY FROM TEMPLE SHALOM.

HE'S ALSO A CHAPLAIN WITH THE DALLAS POLICE DEPARTMENT. FOR THOSE OF YOU WHO DON'T KNOW THAT. AND I'M GOING TO TURN IT OVER TO HIM TO PROVIDE US WITH OUR INVOCATION FOR THIS MORNING. RABBI. WELCOME. GREAT. THANK YOU, MR. MAYOR. GOOD MORNING EVERYONE. COUNCIL MEMBERS, FRIENDS OF OUR CITY.

HOLY ONE OF BLESSING. WE PAUSE IN THIS MOMENT OF GATHERING BEFORE WE GET TO THE SACRED WORK OF OUR CITY, TO REFLECT ON THE RESPONSIBILITY AND PRIVILEGE THAT WE HAVE THIS DAY OF LEADERSHIP WE GIVE THANKS FOR THE OPPORTUNITY TO SERVE, TO LISTEN AND TO BUILD A COMMUNITY THAT REFLECTS THE BEST OF WHO WE ARE.

DALLAS, AS WE KNOW, IS A CITY OF STRENGTH, OF RESILIENCE AND HOPE.

A CITY WHERE PEOPLE OF ALL BACKGROUNDS COME TOGETHER TO DREAM AND TO WORK, AND TO CREATE A FUTURE OF POSSIBILITY.

HOLY ONE, AS THESE LEADERS TAKE UP THE WORK BEFORE THEM.

MAY THEY BE GUIDED BY WISDOM, CLARITY, AND A DEEP SENSE OF PURPOSE.

THOMAS JEFFERSON ONCE SAID, WHEN A PERSON ASSUMES A PUBLIC TRUST, THEY SHOULD CONSIDER THEMSELVES AS PUBLIC PROPERTY.

MAY THIS COUNCIL EMBRACE THAT TRUST WITH HUMILITY, REMEMBERING THAT THEIR LEADERSHIP BELONGS NOT TO THEMSELVES BUT TO THE PEOPLE OF DALLAS.

GRANT THEM THE PATIENCE TO HEAR ONE ANOTHER, THE HUMILITY TO LEARN FROM ONE ANOTHER, AND THE COURAGE TO DO WHAT IS RIGHT, EVEN WHEN IT IS DIFFICULT. MAY THEY REMEMBER THAT LEADERSHIP IS NOT JUST ABOUT MAKING DECISIONS, BUT ABOUT MAKING A DIFFERENCE, A DIFFERENCE IN THE LIVES OF THOSE THEY SERVE.

THE ANCIENT WORDS OF THE HEBREW BIBLE REMIND US TODAY OF JUSTICE.

JUSTICE SHALL YOU PURSUE. MAY THAT PURSUIT GUIDE EVERY CONVERSATION, EVERY CHOICE AND EVERY ACTION, TODAY AND ALWAYS. AND MAY THIS COUNCIL'S WORK BRING BLESSING TO ALL OF OUR CITIZENS.

AND MAY WE ALL BE PARTNERS IN SHAPING A FUTURE OF HOPE, OF JUSTICE AND OF PEACE.

AMEN. ALL RIGHT. IF YOU'RE PRESENT WITH US TODAY, PHYSICALLY HERE, PLEASE RISE FOR OUR PLEDGE OF ALLEGIANCE TO THE UNITED STATES FLAG AND THE STATE OF TEXAS FLAG. I PLEDGE ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA, AND TO THE REPUBLIC FOR WHICH IT STANDS.

ONE NATION UNDER GOD, INDIVISIBLE, WITH LIBERTY AND JUSTICE FOR ALL.

HONOR THE TEXAS FLAG. I PLEDGE ALLEGIANCE TO THEE.

TEXAS. ONE STATE UNDER GOD, ONE AND INDIVISIBLE.

THANK YOU SO MUCH, EVERYONE. YOU MAY BE SEATED.

I DON'T SEE ANY ANNOUNCEMENTS OR SPECIAL PRESENTATIONS THIS MORNING, SO THAT'S WONDERFUL.

[Open Microphone Speakers]

MADAM SECRETARY. GOOD MORNING. THANK YOU, MR. MAYOR, AND GOOD MORNING. THE DALLAS CITY COUNCIL WILL NOW HEAR ITS FIRST FIVE REGISTERED SPEAKERS.

I'LL RECITE THE SPEAKER GUIDELINES. SPEAKERS MUST OBSERVE THE SAME RULES OF PROPRIETY, DECORUM AND GOOD CONDUCT APPLICABLE TO MEMBERS OF THE CITY COUNCIL.

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

FOR THOSE INDIVIDUALS WHO ARE VIRTUAL, YOU WILL BE REMOVED FROM THE SESSION.

INDIVIDUALS WILL BE GIVEN THREE MINUTES TO SPEAK.

FOR THOSE IN PERSON SPEAKERS, YOU'LL NOTICE THE TIME ON THE MONITOR AT THE PODIUM WHEN YOUR TIME IS UP.

PLEASE STOP FOR THOSE VIRTUAL SPEAKERS. I WILL ANNOUNCE WHEN YOUR TIME HAS EXPIRED.

[00:05:02]

ONLY YOUR FIRST SPEAKER, LINDA NEWLAND, HAS CANCELED CAROL BELLE WALTON.

SO JUST MUTE IT. WELL, HERE I AM NOW. OKAY. I'D LIKE TO SPEAK ON THE WHITE ROCK LAKE MASTER PLAN. THANK YOU FOR THE OPPORTUNITY TO SPEAK.

I'VE BEEN AN ADVOCATE FOR 13 YEARS ON WHITE ROCK LAKE, AND I'VE BEEN A DRIVING FORCE FOR GIVING GETTING THE EROSION ON WHITE ROCK LAKE ADDRESSED, BUT TO ACCOMPLISH THAT, I HAD TO SUBMIT AN OPEN RECORDS REQUEST TO EVEN GET THE EROSION REPORT.

AND THAT EROSION REPORT WAS FUNDED BY PUBLIC DOLLARS, SO THAT REALLY BOTHERED ME.

I'VE ATTENDED EVERY WHITE ROCK LAKE MASTER PLAN MEETING.

I'VE SEEN THE INFORMATION ABOUT HOW MANY MEETINGS THEY'VE HAD.

I'VE SEEN THE INFORMATION ABOUT THE SURVEY RESULTS, AND I'VE SEEN SOME MAPS WITH SOME NUANCED CHANGES, BUT NO BEFORE MAPS TO COMPARE THOSE TO WHAT I HAVEN'T SEEN AFTER MONTHS AND MONTHS IS A SINGLE WORD OF TEXT.

I'VE NOT SEEN A SINGLE SENTENCE OF THE PLAN. WHEN I INQUIRED AT THE WHITE ROCK LAKE TASK FORCE MEETING, I WAS TOLD THAT THE VENDOR, DUNAWAY, HAD ISSUED INSTRUCTIONS THAT THE DRAFT WAS NOT TO BE SHARED WITH THE TASK FORCE.

NOW, THIS IS A TASK FORCE THAT'S BEEN AROUND 25 YEARS.

AND WHEREAS I'M NOT A MEMBER OF THE TASK FORCE.

I DO GO TO THE MEETINGS AND DO PARTICIPATE. SO THAT WAS PROBLEMATIC.

SO WHAT HAVE I DONE? I'VE PUT IN ANOTHER OPEN RECORDS REQUEST, AS I DON'T INTEND TO BE SIDELINED IN THIS PROCESS.

IF IN TODAY'S PRESENTATION YOU HEAR THAT THERE HAS BEEN A TASK FORCE REPORT OR REVIEW, PLEASE REMEMBER THAT WE HAVE NOT SEEN A SINGLE WORD OF THE MASTER PLAN. THERE'S 3 OR 4 PEOPLE ON THE ON THE TASK FORCE WHO ARE ALLOWED TO SEE IT, BUT THE REST OF THE PEOPLE JUST HAVE NOT. THERE'S WE'VE SEEN NOTHING EXCEPT FOR SOME MAPS AND THAT MY NEXT SUBJECT WOULD BE DREDGING.

AND WITH THE CHANGE OF ADMINISTRATION IN WASHINGTON OUR D NINE REP HAS JUST, YOU KNOW, TAKEN THE BALL TO THE END ZONE.

BASICALLY, WE'RE AT THE FIVE YARD LINE ON GETTING THE DREDGING MONEY, EXCEPT THE CHANGE IN ADMINISTRATION, THERE WAS $100 MILLION THAT COLIN ALLRED PUT INTO THE FEDERAL BUDGET TO GET TO GET WHITE ROCK LAKE DREDGED.

NOW, IF WE WANT TO CARRY THAT OVER TO THE TO INTO THE END ZONE, WE'RE GOING TO NEED A REPUBLICAN MAYOR TO DO THAT.

THIS POSITION THAT USED TO BE NONPARTISAN, THAT YOU'VE MADE VERY PARTIZAN.

I'M GOING TO ASK YOU TO PLEASE USE THAT PARTIZANSHIP TO GET US THE MONEY THAT WE NEED THAT WAS ALLOCATED BEFORE THE LAST ELECTION SO THAT WE CAN GET THE LAKE DREDGED. IT WAS $100 MILLION.

AND I KNOW, MR. MAYOR, WITH YOUR INFLUENCE AND YOUR GOOD WORK, YOU CAN MAKE SURE THAT THAT THAT PLAN IS CONTINUED.

AND WE GET THAT MONEY FROM WASHINGTON THAT MY CITY COUNCIL REP HAS WORKED YEARS AND YEARS.

THAT'S YOUR TIME. SO ANY ANY THAT'S YOUR TIME.

HOPE YOU CAN GIVE US ON GETTING THAT LAKE DREDGED.

I KNOW YOU HAVE A LOT OF INFLUENCE UP THERE. AND THEN ALSO THAT'S YOUR TIME INFLUENCE THAT YOU HAVE ON MISS WALTON.

THAT'S YOUR TIME. THANK YOU. WILLIAM MORGAN.

WILLIAM MORGAN IS NOT PRESENT. ANTHONY BRIDGES.

HELLO. MY NAME IS ANTHONY BRIDGES. I LIVE AT 11109 JOY MEADOW DRIVE.

IT'S MY INTENTION TODAY TO TALK ABOUT MY MANIFESTO TAKING BACK DEMOCRACY, WHICH YOU CAN FIND FOR YOURSELF AT TAKING BACK DEMOCRACY.COM.

I HAVE SOME HANDOUTS. I WANT TO GET DISTRIBUTED, BUT I'LL DO THAT LATER.

FIRST I WANT TO ADDRESS THE GOVERNMENT DOESN'T HAVE A SPENDING ISSUE.

IT HAS A FUNDING ISSUE. WE ARE $36 TRILLION IN DEBT BECAUSE WE HAVE A FUNDING ISSUE.

WHAT WE NEED IS A 75% WEALTH TAX ON PEOPLE WHO ARE MAKING OVER $1 BILLION.

WE ALSO NEED A VARIABLE CORPORATE INTEREST RATE OR TAX RATE SO THAT PEOPLE WHO ARE, AGAIN,

[00:10:02]

ON THE FLIP SIDE, IF YOU'RE A SMALL BUSINESS WHO'S ONLY MAKING, YOU KNOW, $200,000, THEN YOU SHOULD BE ABLE TO OPERATE TAX FREE.

THE FIRST $75,000 OF PERSONAL INCOME SHOULD BE TAX FREE.

I BELIEVE THESE IDEAS WILL FUND THE GOVERNMENT BETTER THAN OUR CURRENT SYSTEM.

EDUCATION NEEDS TO BE REIMAGINED FROM THE GROUND UP AND I DON'T HAVE ENOUGH TIME TO ELABORATE.

BUT AGAIN, I HAVE HANDOUTS. AND AGAIN, IF YOU WANT TO SEE GO TO TAKING BACK DEMOCRACY.COM.

WE NEED AFFORDABLE HEALTH CARE. WE NEED TO ELIMINATE FOR PROFIT ENTITIES IN HEALTH CARE.

WE NEED TO ELIMINATE THE NEED FOR HEALTH INSURANCE. WE NEED NO MORE PRICE GOUGING, AND WE NEED NO MORE DENIED CLAIMS. WE NEED TO EXTEND THIS TO MENTAL HEALTH AND REHABILITATION. YOU CAN'T PROVIDE SOMEBODY MENTAL HEALTH AND THEN CHARGE THEM FOR IT, BECAUSE THERE'S A STRONG CORRELATION BETWEEN DEBT AND MENTAL HEALTH ISSUES. IF YOU TRY TO HELP SOMEBODY AND YOU CHARGE THEM FOR IT, IT'S JUST NOT GOING TO HELP. WE NEED COMPETENT ABORTION RIGHTS, EVEN WITH THE GENERAL ABORTION BAN.

ABORTION SHOULD BE PERFORMED IF DEEMED MEDICALLY NECESSARY, BUT AT THE MOMENT, THERE'S TOO MANY LEGAL HOOPS, THERE'S TOO MUCH MALPRACTICE THAT GETS THREATENED. AND THEN IT JUST IF PHYSICIANS DEEM IT MEDICALLY NECESSARY, THEN IT NEEDS TO HAPPEN.

AND THAT NEEDS TO BE THE END OF THE DISCUSSION. WE NEED A MINIMUM WAGE INCREASE.

IT SHOULD BE VARIABLE, STARTING AT $17 AN HOUR FOR ADULTS AND $25 AN HOUR FOR BILLION DOLLAR COMPANIES.

INMATES ARE NOT SLAVES. MINIMUM WAGE FOR INMATES SHOULD BE $10 AN HOUR.

WE NEED TO REESTABLISH OUR ENVIRONMENTAL STANDARDS.

EPA PARIS AGREEMENT REALISTICALLY, NOT ACTUALLY ENOUGH, BUT NEED TO BE REINSTATED NONETHELESS.

WE NEED TO BEGIN THE WAR ON DISPOSABLE PLASTIC AND FINDING ALUMINUM AND PAPER ALTERNATIVES.

CREDIT CARD INTEREST RATES SHOULD BE CAPPED AT 10% 15% IN THE MOST EXTREME CASES.

WE NEED HOME LOAN SUBSIDIES FOR FIRST TIME HOME BUYERS SO THAT THEY CAN GET HELP GETTING INTO THE MARKET.

WE NEED RENTAL ASSISTANCE PROGRAMS FOR LOW INCOME FAMILIES AND FOR IMPOVERISHED FAMILIES.

WE NEED LOW COST OF LIVING GOVERNMENT HOUSING DEVELOPMENTS.

I HAVE VARIOUS IDEAS THAT I HAVE MENTIONED IN MY FULL MANIFESTO.

THIS IS A SMALL OVERVIEW AND NOT VERY IN-DEPTH.

I TRY TO GET MORE IN DEPTH. IF YOU READ MY FULL LIST OF IDEAS AGAIN AT TAKING BACK DEMOCRACY.COM AND I WILL TRY AND GET THESE HANDOUTS ISSUED, I WANT TO EXTEND EVENTUALLY TO TALKING ABOUT, YOU KNOW, RANKED CHOICE STUFF.

YOU KNOW, PEOPLE SHOULD BE ABLE TO VOTE FOR THE CANDIDATES THAT THEY MOST RESONATE WITH AND THEY SHOULD BE ABLE TO RANK THEM, YOU KNOW, ONE, TWO, THREE, FOUR AS WELL. THERE SHOULD BE MORE RETIREMENT GUARANTEES FOR PEOPLE WHO SPEND 40, 50, 60 YEARS IN THE LABOR FORCE. THE CURRENT GUARANTEES, I DON'T THINK, ARE SECURE ENOUGH.

I DON'T HAVE A FULL PLAN FOR THAT RIGHT NOW, BUT IT'S SOMETHING I DO WANT TO GET. THAT'S YOUR TIME.

THANK YOU, THANK YOU. JAMAR JEFFERSON HAS CANCELED.

LAMAR JACKSON HAS CANCELED. THESE ARE YOUR OPEN MICROPHONE SPEAKERS FOR THIS MEETING, MR. MAYOR. ALL RIGHT. LET'S MOVE ON TO OUR VOTING AGENDA.

THANK YOU. THANK YOU. AGENDA ITEM ONE IS APPROVAL OF MINUTES OF THE FEBRUARY 5TH, 2025 CITY COUNCIL MEETING.

[1. 25-663A Approval of Minutes of the February 5, 2025 City Council Meeting]

ALL IN FAVOR, SAY AYE. ANY OPPOSED? THE EYES HAVE IT AND THE MINUTES ARE APPROVED.

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

[2. 25-665A Consideration of appointments to boards and commissions and the evaluation and duties of board and commission members (List of nominees is available in the City Secretary's Office)]

ARLENE STEINFELD IS BEING NOMINATED BY COUNCIL MEMBER SCHULTZ AND TO THE YOUTH COMMISSION.

AMARA NABI IS BEING NOMINATED BY MAYOR PRO TEM ATKINS.

THESE ARE YOUR NOMINEES. IS THERE A MOTION? SO MOVED.

SECOND. IT'S BEEN MOVED. AND SECOND. IS THERE ANY DISCUSSION? SEEING NONE. ALL IN FAVOR, SAY AYE. ANY OPPOSED? THE AYES HAVE IT AND THE NOMINEES ARE APPROVED.

CONGRATULATIONS. NEXT ITEM PLEASE. MR. MAYOR, YOUR BRIEFINGS CONTINUE.

ALL RIGHT, WELL, I'LL TURN IT OVER TO OUR CITY MANAGER FOR OUR BRIEFINGS FOR TODAY.

THANK YOU VERY MUCH. THANK YOU VERY MUCH, MAYOR.

GOOD MORNING AND GOOD MORNING TO THE MEMBERS OF THE CITY COUNCIL.

[A. 25-666A Dallas Police Department Budget and Hiring Plan Attachments: Presentation]

TODAY, YOU WILL RECEIVE AN OVERVIEW OF THE ACTUAL OVERTIME PROGRESS REPORT FOR THE DEPARTMENT, THE PROACTIVE GROWTH INITIATIVES, FINANCIAL IMPACT ON FUTURE DEPARTMENTAL GROWTH, AND THE NEXT STEPS.

WE ARE LOOKING FORWARD TO DISCUSSING THIS PRESENTATION WITH YOU THIS MORNING AND BEING ABLE TO SHARE WITH YOU OUR ONGOING EFFORTS AS IT RELATES TO INCENTIVES FOR HIRING AND TO INCREASE THE NUMBER OF NEW POLICE OFFICERS FOR THE DALLAS POLICE DEPARTMENT.

WITH THAT, I'D NOW LIKE TO TURN IT OVER TO OUR INTERIM POLICE CHIEF MIKE IGOE AND ASSISTANT DIRECTOR MARTIN RIOS JUNIOR, AND THEY WILL TAKE YOU THROUGH TODAY'S PRESENTATION.

THANK YOU SO VERY MUCH. THANK YOU. CITY MANAGER.

INTERIM CHIEF, POLICE EGO DALLAS POLICE DEPARTMENT.

TO MY RIGHT IS DIRECTOR MARTIN RIOS OF OUR FINANCIAL DEPARTMENT.

AND TO HIS RIGHT IS ASSISTANT CHIEF HERRERA. TO MY LEFT IS CHIEF OF PUBLIC SAFETY DOMINIC ARTIS AND ALSO ERNIE LAMPKIN OF

[00:15:01]

GOOD MORNING. THANK YOU SO MUCH FOR ALLOWING US TO GIVE YOU AN UPDATE ON OUR BUDGET AND HIRING PLAN.

WE'LL START ON SLIDE TWO. THIS IS A PRESENTATION OVERVIEW OF THINGS WE'LL TALK ABOUT.

WE'LL FIRST START WITH A PROGRESS REPORT ON OVERTIME.

WE'LL DISCUSS OUR GROWTH INITIATIVES THINGS THAT WE'RE PROACTIVELY DOING TO GROW THE DEPARTMENT.

AND THEN WE'LL TALK ABOUT THE FINANCIAL IMPACTS OF THE DEPARTMENT GROWTH AND THEN DISCUSS NEXT STEPS.

WE CAN GO TO SLIDE THREE. SO THE VERY THIS SLIDE IS AN OVERTIME PROGRESS REPORT.

IF WE LOOK AT THE AMOUNT OF OVERTIME HOURS THAT WE'VE USED FROM OCTOBER TO JANUARY AND COMPARE THEM TO THE OVERTIME HOURS USED LAST YEAR, WHAT WE SEE IS THAT WE ARE USING LESS OVERTIME HOURS, 9.3% LESS THAN LAST YEAR.

THAT'S BECAUSE WE HAVE A FEW THINGS IN PLACE THIS YEAR THAT ARE HELPING US TO BE MORE ACCOUNTABLE AND TO WATCH OUR SPENDING AND TO MAKE INVESTMENTS WHERE NEEDED.

ONE OF THOSE THINGS IS WE HAVE A TOP DOWN APPROACH TO MONITORING OVERTIME.

CHIEF EGO IS USING HIS STAFF MEETINGS WITH HIS ASSISTANT CHIEFS TO DISCUSS OVERTIME.

AT EVERY SINGLE MEETING WE DISCUSS OVERTIME, WE LOOK AT TRENDS.

WE TALK ABOUT WAYS TO MITIGATE OR REDUCE OVERTIME, IF SCHEDULES CAN BE ADJUSTED, OR IF THERE'S ANY MODIFICATIONS THAT WE CAN MAKE.

WE DO MAKE THEM AND WE'RE DISCUSSING IT AT EVERY SINGLE STAFF MEETING, AND THE ASSISTANT CHIEFS COME PREPARED TO TALK ABOUT OVERTIME.

THAT TOP DOWN APPROACH IS A NEW CULTURE IN THE POLICE DEPARTMENT, A WAY TO REDUCE AND MITIGATE AND SAVE MONEY.

AND THAT'S WHAT WE'RE DOING EVERY SINGLE STAFF MEETING.

ANOTHER THING THAT WE'VE DONE IS TO INVEST IN OUR GATES, BECAUSE LAST YEAR AT THIS TIME, WE HAD ABOUT $1.2 MILLION THAT WE WERE SPENDING ON STATION SECURITY BECAUSE OUR GATES WERE IN DISREPAIR AND NOT FUNCTIONAL.

WE WERE POSTING OFFICERS AT THE GATES TO PROTECT THE STATION THAT WAS STATIONED SECURITY OVERTIME.

THAT LAST YEAR WE SPENT 1.2 MILLION. WE INVESTED IN A CONTRACT TO HAVE A VENDOR ON CALL AND READY TO RESPOND AND REPAIR THE GATES WHEN NEEDED.

THEY ALSO PERFORM REGULAR ROUTINE MAINTENANCE TO MAKE THE GATES FUNCTIONAL.

THAT HAS BROUGHT STATION SECURITY OVERTIME TO ALMOST BE NON-EXISTENT.

THAT'S A VERY THAT'S A GREAT IMPROVEMENT FOR US.

AND SO RIGHT NOW, WE THINK THAT BY THE END OF THE YEAR, WE'LL BE AT ABOUT 10% LESS IN OVERTIME HOURS.

THAT AND SO THAT'S WHERE WE FORECAST OUR OVERTIME TO BE THIS YEAR.

SLIDE FOUR. THESE ARE THE THINGS THAT WE'RE PROACTIVELY DOING TO GROW THE DEPARTMENT.

WE ARE INVESTING IN PROFESSIONAL DEVELOPMENT.

WE HAVE RETENTION INCENTIVES. AND WE HAVE FOCUSED AND TARGETED RECRUITING EFFORTS.

AND WE'LL DISCUSS ALL OF THESE IN THE NEXT FEW SLIDES.

NEXT SLIDE. SO ON SLIDE FIVE WE CHIEF EGO LAUNCHED A PILOT CAREER PLANNING PROGRAM FOR PATROL OFFICERS TO ALLOW OFFICERS TO APPLY AND AND CHOOSE ONE OF THREE PATHWAYS THE INVESTIGATIVE, PROFESSIONAL DEVELOPMENT AND OPERATIONAL.

IF THEY'RE ACCEPTED INTO THIS PROGRAM, THEY THEY WILL SPEND ONE YEAR ROTATING IN DIFFERENT UNITS THAT IS DESIGNED TO GIVE THEM THE EXPERIENCE THAT THEY DESIRE AND THAT HELPS THEM TO. BECOME A BETTER OFFICER.

IT HELPS THEM TO DEVELOP AS LEADERS WHEN THEY.

WHEN IT'S TIME FOR THEM TO PROMOTE, THEY WILL HAVE A BETTER IDEA ABOUT ABOUT THE AREA OF THE DEPARTMENT THEY WANT TO SERVE.

AND IT HELPS. IT HELPS TO STRENGTHEN OUR DEPARTMENT.

IT'S ALSO A RETENTION TOOL AND A RECRUITING TOOL THAT'S AN ATTRACTIVE THING FOR YOUNG OFFICERS.

SLIDE SIX. THIS SLIDE SHOWS A GRAPH OF OUR PROMOTIONS, AND IT SHOWS OUR PROMOTIONS THIS YEAR.

AND COMPARE IT TO THE LAST SEVERAL YEARS. WHAT WE CAN SEE IS THAT IN JANUARY OF 2025, WE HAD THE LARGEST CLASS OF PROMOTIONS THAT WE'VE HAD IN THE LAST SEVERAL YEARS.

SO WE KNOW IF WE WANT TO GROW THIS DEPARTMENT, WE HAVE TO PREPARE THIS DEPARTMENT.

WE NEED WE NEED LIEUTENANTS TO LEAD, SERGEANTS TO MANAGE AND SENIOR CORPORALS TO TRAIN.

AND WE HAVE TO PREPARE FOR THE GROWTH. AND THAT'S EXACTLY WHAT WE'RE DOING WITH OUR PROMOTIONS.

SLIDE SEVEN. WE ALSO HAVE RETENTION INCENTIVES THAT WE ARE USING TO AS A TOOL TO KEEP OFFICERS AND MAKE OUR DEPARTMENT ATTRACTIVE. ONE OF THOSE PROGRAMS IS THE SICK EXCHANGE PROGRAM, WHICH ALLOWS OFFICERS TO EXCHANGE UNUSED SICK HOURS FOR PAY AND OFFICERS THAT HAVE AT LEAST TWO YEARS OF SERVICE WITH A CERTAIN AMOUNT OF SICK LEAVE IN THE BANK, CAN PARTICIPATE IN THIS PROGRAM. THIS YEAR, WE'VE HAD 566 OFFICERS ALREADY RECEIVE PAYMENT.

THERE ARE ANOTHER 28 OFFICERS UNDER THE UNDER REVIEW THAT WILL PROBABLY RECEIVE PAYMENT.

AND SO THIS IS VERY ATTRACTIVE. OFFICERS ARE PARTICIPATING.

IT'S A RETENTION TOOL. AND WE SEE IT AS ALSO A PRODUCTIVITY TOOL FOR US.

[00:20:06]

IT'S ALSO A RECRUIT A RECRUITING TOOL. AND TO DATE WE'VE HAD 53 PEOPLE REFERRED.

OF THOSE 53, SIX HAVE ACTUALLY MADE IT TO THE ACADEMY.

IT DOES TAKE TIME FOR THE APPLICATION PROCESS AND TO GO THROUGH BACKGROUND.

SO WE ANTICIPATE THAT AS THE YEAR CONTINUES, WE'LL SEE MORE AND MORE OFFICERS BEING REFERRED TO THE ACADEMY.

NEXT SLIDE. THIS IS A SLIDE THAT IS DISCUSSING OUR 30 YEAR INCENTIVE PROGRAM.

WE LAUNCHED IT IN 23. AND I'LL BRING YOUR ATTENTION TO THE GRAPH.

THIS GRAPH SHOWS ALONG THE X AXIS FISCAL YEARS.

AND ON THE Y AXIS, IT SHOWS THE AVERAGE TENURE OF AN OFFICER THAT RETIRED.

SO YOU CAN SEE THAT IN FISCAL YEAR 19, AS OFFICERS RETIRED, THE AVERAGE WAS RIGHT AT ABOUT 30 YEARS OF SERVICE.

BUT THEN YOU SEE, IN FISCAL YEAR 2021, 22 AND 23, THE AVERAGE TENURE BEGAN TO DROP.

AND WE DIDN'T KNOW AT THE TIME WE WERE NOT CERTAIN ABOUT WHERE THE BOTTOM WOULD BE, HOW, YOU KNOW, WE SAW A TREND. AND SO WE TOOK ACTION. AND SO WE IN 23, WE IMPLEMENTED A PROGRAM THAT ALLOWED OFFICERS WITH AT LEAST 28 YEARS OF SERVICE TO AGREE TO STAY FOR TWO MORE YEARS. AND AT THE CONCLUSION OF TWO YEARS, THEY WOULD RECEIVE A $40,000 PAYOUT.

AND THAT ESSENTIALLY, YOU CAN SEE FROM THE GRAPH THAT FROM FISCAL YEAR 23, YOU SEE A DRAMATIC INCREASE IN 24 AND 25.

THE AVERAGE TENURE OF A RETIRED OFFICER IS NOW BACK UP TO 30, WHICH IS EXACTLY WHERE WE WERE DESIGNING IT TO BE.

THIS THIS PROGRAM HAD 69 OFFICERS DEEMED ELIGIBLE.

OF THE 69, 63 ARE STILL WITH US AND ARE ANTICIPATED TO RECEIVE A PAYMENT, A PAYMENT IN MAY, THIS COMING MAY OF 2025. THIS PROGRAM HAS NOT BEEN RENEWED, BUT WE WILL CONTINUE TO LOOK AT IT AS AS WE LOOK AT OUR ATTRITION IN FUTURE YEARS.

NEXT SLIDE. THIS SLIDE HAS A LOT GOING ON, SO I'LL TAKE A LITTLE TIME TO EXPLAIN IT.

BUT YOU'LL SEE A TABLE. AND ON THE TABLE YOU SEE FISCAL YEAR HIRING ATTRITION AND END OF YEAR.

AND THAT'S THE END OF YEAR STRENGTH NUMBER. THERE'S SOME THINGS THAT WE CAN WE CAN DETERMINE FROM THIS TABLE TRENDS THAT WE CAN SPOT.

AND I'LL BRING YOUR ATTENTION TO SOME OF THEM.

SO YOU'LL NOTICE THAT IN IN FISCAL YEAR NINE, WE HIRED 394 OFFICERS.

THAT'S QUITE A LOT. NOW, WE KNOW THAT DURING THIS TIME THE POLICE DEPARTMENT WAS OFFERING GRADUATION INCENTIVE PAY.

AND THIS WOULD ALLOW OFFICERS OR, I'M SORRY, RECRUITS TO JOIN THE DEPARTMENT.

AND IF THEY PASSED THE ACADEMY, THEY WOULD GET A CHECK.

AND THEN IF THEY PASS PROBATION, THEY WOULD RECEIVE ANOTHER CHECK.

IN TOTAL, THE AMOUNT WAS $10,000. AND SO IT WAS A INCENTIVE PAY THAT WAS OFFERED TO INCOMING RECRUITS.

THIS WAS OFFERED BETWEEN 2006 AND 2009. NOW WE ALSO SHOULD MAKE NOTE THAT IN 2008 AND 2009, THE COUNTRY WAS GOING THROUGH A FINANCIAL CRISIS.

AND SO WE KNOW THAT UNEMPLOYMENT WAS HIGH. AND WHEN THAT HAPPENS, PEOPLE ARE LOOKING FOR JOBS AND THEY'LL LOOK TO THE PUBLIC SECTOR.

AND AT THE TIME POLICE HAD THIS PROGRAM WHERE WE WERE HIRING AND WE WERE OFFERING THIS INCENTIVE PAY.

AND ALSO WE BELIEVE THAT AT THIS, AT THIS SAME TIME, THE POLICE DEPARTMENT HAD A COPS GRANT THAT HELPED TO OFFSET SOME OF THE COSTS.

SO THIS IS THESE ARE ALL VERY IMPORTANT THINGS TO KEEP IN MIND ABOUT THE TRENDS IN THIS PERIOD OF TIME.

ANOTHER THING THAT WE NOTICED IS THAT BETWEEN FISCAL YEAR 16 TO 18, WHAT WE SAW WERE VERY LOW HIRING NUMBERS AND WE SAW A VERY HIGH NUMBER OF ATTRITION. SO OUR HIGHEST ATTRITION NUMBERS WERE THERE IN FISCAL YEAR 17.

THIS IS DURING THE TIME WHEN THERE WAS A LOT OF CONCERN ABOUT THE POLICE AND FIRE PENSION, AND OFFICERS BEGAN TO LEAVE IN MASS NUMBERS. AND IT'S BEEN IT'S BEEN VERY HARD FOR THE DEPARTMENT TO RECOUP SINCE THAT TIME.

NOW, THE FINAL TREND I'LL BRING YOUR ATTENTION TO IS IN FISCAL YEAR 24.

[00:25:04]

WE ACTUALLY EXCEEDED OUR GOAL. OUR HIRING GOAL LAST YEAR WAS 250.

WE EXCEEDED IT. WE BELIEVE THAT THE TREND NOW ON OUR RECRUITING IS PICKING UP.

AND I'LL TALK A LITTLE MORE ABOUT IT ON THE NEXT SLIDE.

SLIDE 11. SO HERE I'LL FOCUS A LITTLE MORE ABOUT RECRUITING AND WHAT'S HAPPENING IN REGARDS TO OUR EFFORTS TO ONBOARD NEW PEOPLE. SO SINCE CLASS 400 AND NOW YOU CAN SEE A GRAPH.

THERE'S A BAR GRAPH CLASS 400. YOU SEE YOU SEE DIFFERENT CLASS PERIODS GOING ON.

CLASS 400 IS IN THE MIDDLE. THAT WAS MAY OF LAST YEAR.

SINCE THAT TIME AND ONWARD, THE AVERAGE, THE AVERAGE RECRUITING CLASS SIZE IS 50.

BEFORE THAT, THE YEAR BEFORE THAT, THE AVERAGE RECRUIT RECRUIT CLASS SIZE WAS 26.

SO FROM THAT TIME ONWARD, OUR CLASS SIZES HAVE INCREASED BY 88%.

THAT'S BECAUSE WE'VE DONE SOME NEW THINGS. WE'VE FOCUSED SOME IN-STATE STRATEGY TACTICS.

WE HAVE FOCUSED ON SOCIAL MEDIA. WE HAVE VERY SPECIFIC AND TARGETED BILLBOARDS AND BANNERS.

AND SO WE HAVE A VERY FOCUSED RECRUITING STRATEGY THAT APPEARS TO BE WORKING.

AND SO YOU CAN SEE THAT THE CURRENT CLASS SIZE, THE AVERAGE IS 50.

AND WE HAVE SIX CLASSES A YEAR. SO IF WE HAVE SIX CLASSES OF CLASSES A YEAR AT 50 WE'RE ON PACE TO REACH 300.

THAT'S THE CURRENT THAT'S THE CURRENT PACE IN WHICH WE'RE AT RIGHT NOW.

SLIDE 12 PLEASE. SO NOW WE'LL START TALKING ABOUT THE FINANCIAL IMPACT.

AND TO DO THAT, IT'S BEST TO TAKE A STEP BACK AND LOOK AT FISCAL YEAR 24.

BECAUSE IN LOOKING AT 24 WE CAN BETTER UNDERSTAND THE CURRENT BUDGET.

AND SO THE TABLE IS IS IS A TABLE OF NUMBERS OF OUR HIGHER NUMBERS IN 24, AND WE HAVE AN ADOPTED ROW, A JULY. FORECAST, AND AN END OF YEAR ACTUAL. AND I'LL BRING YOUR ATTENTION TO THE JULY.

FORECAST. AND THAT'S WHERE WE'LL START. SO YOU CAN SEE THAT IN JULY LAST YEAR WHEN WE.

WERE FORECASTING OUR BUDGET, WE THOUGHT THAT WE WOULD HAVE BEGUN THE YEAR HAVING.

THE NUMBER OF OFFICERS OF 3058. WE ESTIMATED THAT WE WOULD HIRE 237.

AND WE THOUGHT WE WOULD LOSE 193. BUT WHAT ACTUALLY HAPPENED ON THE END OF YOUR ACTUAL, YOU CAN SEE THAT WE STARTED THE YEAR WITH 360 AND THAT WHY THE REASON WHY THERE'S A DISCREPANCY THERE IS BECAUSE IN THE VERY LAST PART OF THE YEAR, WE HAD TWO OFFICER REINSTATEMENTS. AND SO THAT RETROACTIVELY CHANGES THE NUMBER.

AND SO WE ACTUALLY STARTED THE YEAR WITH 30 60 WE ENDED UP HIRING 253.

WE LOST 192 FOR A GRAND TOTAL OF 3121. THIS WAS 19 OFFICERS MORE THAN WHAT WE HAD BEEN PLANNING FOR.

SO WHEN WE WERE BUDGETING THIS YEAR, WE WERE BUDGETING WITH 19 LESS OFFICERS, RIGHT? AND SO WHEN WE ENDED UP HAVING 19 MORE OFFICERS, THAT IMMEDIATELY, IMMEDIATELY PUT US OVER BUDGET IN THIS CURRENT YEAR AND IN OCTOBER OF THIS CURRENT YEAR, WE HAD ONE MORE REINSTATEMENT.

AND SO NOW THE GRAND TOTAL IS 20 OFFICERS. WE HAVE 20 OFFICERS MORE THAN WHAT WE HAVE BEEN BUDGETED FOR.

AND SO THE THE FINANCIAL IMPACT OF THAT IS $2.1 MILLION.

WE CAN GO TO SLIDE 13. AND SO I'LL SO THIS TABLE HAS ON THE LEFT DIFFERENT BUDGET ITEMS. AND THEN YOU SEE A COLUMN FOR 250 HIRES WHICH WAS OUR CURRENT BUDGET GOAL.

AND THEN YOU SEE ANOTHER COLUMN THAT SAYS HIRE 300 AND YET ANOTHER COLUMN THAT SAYS HIRE 325.

AND THE LAST COLUMN SAYS CUMULATIVE IMPACT. OKAY.

SO THE CUMULATIVE IMPACT IS WHAT IS THE FINANCIAL IMPACT AS WE DECIDE TO HIRE AT DIFFERENT TIERS THE CUMULATIVE IMPACT.

THAT'S THE FINANCIAL IMPACT FOR THE DEPARTMENT.

AND SO IN OUR CURRENT YEAR, YOU KNOW, WE SPOKE ABOUT WE SPOKE ABOUT THE ADDITIONAL OFFICERS THAT WE STARTED THE YEAR WITH.

WE ALSO APPLIED FOR A COPS GRANT THAT WE DID NOT RECEIVE.

AND SO THAT IMPACT IS IS WE HAVE A FINANCIAL IMPACT THERE.

OUR CURRENT FINANCIAL GAP IS $5.4 MILLION. THAT'S OUR CURRENT FINANCIAL GAP.

IF WE WERE TO INCREASE OUR HIRING UP TO 300, WE WOULD HAVE A CUMULATIVE IMPACT OF $10 MILLION.

AND THEN IF WE GO UP TO 325, OUR CUMULATIVE IMPACT IS 12.3.

THAT'S THE AMOUNT OF MONEY THAT WE NEED IN OUR BUDGET TO MAKE IT WHOLE TO HIRE THAT NUMBER OF OFFICERS.

AND I SHOULD SAY THAT ON THIS TABLE IT DOES NOT INCLUDE ADDITIONAL SUPPORT STAFF, NOR DOES IT INCLUDE ADDITIONAL OVERTIME

[00:30:05]

ALL RIGHT. THANK YOU. MAYOR. MAYOR PRO TEM COUNCIL MEMBERS FOR THE OPPORTUNITY TO DISCUSS OUR STAFFING RECOMMENDATIONS.

NOT ONLY FOR THIS YEAR, BUT MOVING INTO FUTURE FISCAL YEARS.

TODAY, I'M GOING TO ADVOCATE THE STRATEGIC HIRING OF 300 OFFICERS TO ENHANCE PUBLIC SAFETY WHILE MAINTAINING FISCAL RESPONSIBILITY.

MY GOAL IS TO OPTIMIZE OUR RESOURCES STRATEGICALLY AND EFFECTIVELY WHILE ENSURING COMMUNITY SAFETY.

I WANT TO TALK ABOUT SOME OF THE METRICS RIGHT NOW.

IN 2023, WE HAD A STAFFING OF 3060 OFFICERS. WE DISPATCHED APPROXIMATELY 560,000 CALLS DURING THAT TIME PERIOD WITH OUR PRIORITY RESPONSE ONE END OF.

YEAR TIME AT 11.37. WHEN WE LOOKED AT 2024 DATA, OUR STAFFING WENT UP BY 60.

OFFICERS INCREASED TO 3120. OUR CALL VOLUME ON DISPATCH CALLS WENT TO 520,000.

HOWEVER, DURING THAT SAME TIME PERIOD, WE HAD A SMALL UPTICK IN PRIORITY ONE RESPONSE TIMES FROM 11.37 IN THE PRIOR YEAR TO 11.5 IN THAT YEAR. AS OF TODAY'S DATE WE HAVE DISPATCHED A LITTLE OVER 56,000 CALLS. HOWEVER, OUR RESPONSE TIME REMAINS IN THAT 11.10 RANGE.

AS DIRECTOR RIOS HAS ILLUSTRATED IN HIS BRIEFING, HIRING 300 VERSUS 300 OR EXCUSE ME, 325 FIVE PROVIDES A COST SAVINGS OF 2.3 PLUS MILLION IN SALARIES, BENEFITS AND TRAINING COST.

OUR CURRENT STAFFING ACROSS THE BOARD, WHICH INCLUDES PATROL AND INVESTIGATIVE SUPPORT, AND OUR CHIEF OF STAFF OFFICE THAT COMES OUT TO APPROXIMATELY 324 SWORN OFFICERS AND 114 PROFESSIONAL STAFF, WHERE WE SHOW VACANCIES.

MOVING THE NEEDLE FROM 300 TO 325 WOULD INCREASE.

MOVING ADDITIONAL 40 PLUS SWORN RESOURCES OUT OF OUT OF MY PATROL BUREAU.

TO ANSWER THIS ADDITIONAL HIRING, I'M GOING TO PROPOSE THE HIRING OF 300 OFFICERS FOR THIS FISCAL YEAR.

AFTER THIS FISCAL YEAR, I CAN REASSESS AND EXPAND STAFFING AND AS COMMUNITY NEEDS IN CRIME TRENDS EVOLVE.

WE CAN STRATEGICALLY IMPLEMENT THIS PLAN AS A PILOT PHASE GOING INTO THE NEXT FISCAL YEAR.

REVIEWING THAT INFORMATION, EVALUATING IT, GETTING COMMUNITY FEEDBACK, AND GUIDING FUTURE STAFFING DECISIONS.

THIS PHASED APPROACH ENSURES FLEXIBILITY AND RESPONSIVENESS WITHOUT PREMATURE BUDGET COMMITMENTS, BASED ON A REFOCUSED EFFORT TO HIRE MORE OFFICERS WITHIN THE STATE OF TEXAS.

IN FUTURE BRIEFINGS TO THIS COMMITTEE ON MODIFYING HIRING STANDARDS, INCREASING SWORN STRENGTH GROWTH OVER THE NEXT SEVERAL YEARS IS ACHIEVABLE UNDER THIS RECOMMENDATION. FURTHER REVIEWS OF HIRING 350 FOR 2026 AND 400 FOR 2027 WOULD BE TAKEN INTO CONSIDERATION AFTER THIS FISCAL YEAR. HIRING 300 OFFICERS RIGHT NOW ALLOWS US TO EFFECTIVELY BALANCE PUBLIC SAFETY NEEDS WITH FISCAL RESPONSIBILITY. THIS APPROACH MAXIMIZES OUR CURRENT OPERATIONAL EFFICIENCY WHILE MAINTAINING A VISIBLE AND EFFECTIVE PRESENCE IN OUR COMMUNITY, REINFORCING SAFETY AND PUBLIC CONFIDENCE.

I'M ASKING THE COUNCIL FOR YOUR MOTION TO APPROVE THE HIRING OF 300 OFFICERS AS THE MOST STRATEGIC AND RESPONSIBLE CHOICE AT THIS TIME.

THANK YOU. AND WE CAN WE CAN MOVE TO SLIDE 14 AND ON.

OH I'M SORRY. ONE MORE BACK, PLEASE. OKAY. AND THIS IS ANOTHER SLIDE THAT ESSENTIALLY DOES A FEW THINGS.

IT'S GOING TO TALK ABOUT THE FUTURE. IF YOU LOOK AT THE TABLE AND WE SEE WHERE WE'RE AT IN 25 AND WE ASSUME THAT WE'RE GOING TO HIRE 300 AND LOSE 190. THEN WE CAN WE CAN FORECAST WHERE WE'LL BE IN FISCAL YEAR 28.

WE THE DEPARTMENT FROM A SWORN STRENGTH PERSPECTIVE WOULD HAVE GROWN BY 14%, AND THAT'S QUITE A LOT IN A SHORT PERIOD OF TIME.

SO WE DO NEED TO PLAN FOR THE FUTURE. THIS WOULD INCLUDE AS WE GO INTO THIS NEXT BUDGET CYCLE,

[00:35:01]

WE HAVE TO LOOK AT OUR PARKING AND OFFICE SPACE, AND SO WE'LL BE PLANNING ON ALL OF THESE THINGS TO GROW THE DEPARTMENT IN OUR NEXT BUDGET REQUESTS. SLIDE 15. SO NEXT STEPS IN, YOU KNOW, IN CONCLUSION, THE DEPARTMENT HAS TAKEN VERY CONTROLLED AND MEASURED STEPS TO CONTROL OVERTIME. WE DO BELIEVE THAT WE'LL END THE YEAR AT ABOUT 10% LESS IN OVERTIME HOURS COMPARED TO LAST YEAR.

THAT'S ASSUMING THAT THERE'S NOTHING THAT OCCURS IN THE NEXT HALF OF THIS YEAR THAT OBVIOUSLY WE CANNOT FORESEE.

WE ARE PROACTIVELY PLANNING FOR GROWTH. WE HAVE RECRUITING STRATEGIES THAT APPEAR TO BE WORKING AND WILL CONTINUE TO DO THAT.

WE WILL CONTINUE TO REVIEW OUR HIRING INCENTIVES AND RETENTION INCENTIVES.

AND AS ALWAYS, WE'LL EVALUATE WAYS TO LEVERAGE TECHNOLOGY AND TO CIVILIANIZE WHERE POSSIBLE.

AND THIS CONCLUDES THE PRESENTATION. WE'RE HERE FOR ANY QUESTIONS. THANK YOU.

ALL RIGHT. THANK YOU VERY, VERY MUCH. I THE FIRST HAND I SAW WAS JAYNIE SCHULTZ.

SO MISS SCHULTZ, CAN YOU HEAR ME? YOU'RE RECOGNIZED FOR FIVE MINUTES FOR THE PUBLIC.

WE ARE ON BRIEFING ITEM A OF OUR BRIEFING AGENDA FOR TODAY.

MISS SCHULTZ, YOU HAVE FIVE MINUTES. THANK YOU.

CAN YOU HEAR ME? OKAY. YES. WE JUST NEED TO UP YOUR VOLUME.

PROBABLY ON OUR END. SO THANK YOU VERY MUCH FOR THIS PRESENTATION.

I HAVE A FEW QUESTIONS. FIRST OF ALL, JUST GOING FROM THE END.

WHY WILL ATTRITION NOT INCREASE IF YOU INCREASE TO 300? OKAY, SO IF I UNDERSTAND YOUR QUESTION, IF WE'RE HIRING 300, YOUR QUESTION IS WHY WOULD ATTRITION NOT ALSO INCREASE.

OKAY. ALL RIGHT. WELL ATTRITION IS A THERE ARE TWO SEPARATE THINGS.

AND THEY'RE BOTH VERY IMPORTANT RIGHT. WE CAN IF WE HIRE 200 AND WE AND WE LOSE 200, WE HAVE A NET GAIN OF ZERO.

SO WE HAVE TO KEEP OUR EYES ON BOTH OF THOSE THINGS.

WE ARE WE DO HAVE RETENTION INCENTIVES AND WE DO THINK THEY'RE WORKING.

SO RIGHT NOW WITHOUT ANY WITHOUT ANY ABILITY TO FORECAST THE FUTURE, THE ONLY THING THAT WE CAN DO IS ASSUME THE CURRENT ATTRITION NUMBER. IF I, IF I HAD INSIGHT INTO THE MINDS OF PEOPLE AND WHAT THEY WERE GOING TO DO, THEN I COULD CHANGE THE NUMBER. BUT RIGHT NOW I DON'T.

AND SO THE BEST, THE BEST THING I KNOW TO DO IS LEAVE IT AT 190 AT THIS TIME.

COUNCIL MEMBER. LET ME ADD A LITTLE BIT MORE TO THAT DISCUSSION AS WELL.

SO HISTORICALLY, AS WE LOOK AT HISTORICAL NUMBERS ON ATTRITION, THEY HOVER AROUND 190 TO 200.

REALLY MY CONCERN AT THIS POINT IN TIME IS OUR OFFICERS THAT ARE LEAVING BETWEEN THE ACADEMY AND FIVE YEARS TENURE.

WHAT I'VE DONE OVER THAT TIME PERIOD IS START TO HAVE DISCUSSIONS WITH THOSE OFFICERS AS THEY LEAVE TO TRY TO FIGURE OUT MORE OF A REASON WHY THEY'RE LEAVING.

WE HAVE PUT OTHER THINGS IN PLACE. AS DIRECTOR HOSS IS MENTIONED AS A CAREER PATH FOR OUR YOUNGER OFFICERS AS AN INCENTIVE TO PROVIDE THEM A DIRECTION IN THEIR CAREERS, WHICH WE BELIEVE TO TO HOLD ON TO OUR RETENTION NUMBERS.

YOU'RE MUTED. JAYNIE YOU'RE MUTED SO I GUESS IT.

THERE YOU GO. THANK YOU. SINCE WE AREN'T VOTING TODAY, I WOULD LIKE TO GET THE TOTAL BUDGET OF ALL OF THE ADDITIONAL EXPENSES THAT WILL BE INCLUDED IN THIS BEFORE THE VOTE ON THAT. COULD YOU SHARE WHAT YOU THINK WILL BE THE IMPACT ON THE CRIME RATES WITH THIS ADDITIONAL, LARGER FORCE? IN JUST A LITTLE MORE CLARIFICATION ON THAT, COUNCIL MEMBER, PLEASE.

ARE YOU TALKING ABOUT HIRING MORE OFFICERS? I'M ASSUMING IN ORDER TO REDUCE CRIME FURTHER IN OUR CITY, THEN WHAT DO WE ANTICIPATE, GIVEN THE LARGER FORCE, TO BE THE IMPACT ON CRIME ITSELF, NOT JUST TO HIRE FOR THE SAKE OF HIRING? YEAH. SO IN THE SHORT RUN, IF IN MY OPINION AND FROM FROM WHAT I'VE LOOKED AT, I THINK IF WE MOVE THAT NEEDLE PAST 300 AT THIS POINT IN TIME, IT WILL HAVE AN IMPACT NOT ONLY ON CRIME BUT EARN A RESPONSE TIMES WITH THE FLEXIBILITY OF SCALING THIS INTO FUTURE FISCAL YEARS FROM 300 PLUS. AFTER THIS YEAR, I THINK IT WILL HAVE A POSITIVE CORRELATION BOTH ON CRIME AND FROM OUR COMMUNITY ENGAGEMENT AS WELL.

[00:40:02]

IS THAT RIGHT? DID I DO THE MATH RIGHT ON THAT? BASED ON YOUR 560,000 AT 560,000 A YEAR, WE'RE GETTING ABOUT 4300 CALLS A MONTH. IS THAT CORRECT? YES, MA'AM. IT VARIES ANYWHERE FROM ABOUT 4500 RANGE TO 5000 A MONTH.

OKAY. AND THEN FINALLY CAN YOU TALK ABOUT I GUESS IT'S GOING TO BE INTERESTING WITH ALL OF THE FEDERAL FIRINGS THAT WE'RE EXPECTED.

IT SHOULD BE MUCH EASIER FOR US TO BE ABLE TO RECRUIT PEOPLE TO THE FORCE.

I MEAN, ARE YOU ANTICIPATING BEING ABLE TO RECRUIT FROM WITHIN THE FORMER FEDERAL EMPLOYEE BASE IN ADDITION TO YOUR AS PART OF YOUR CAMPAIGN? YEAH. SO IN MY CONVERSATIONS WITH NOT ONLY EXECUTIVE ASSISTANT CHIEF REYES, BUT ASSISTANT CHIEF HERRERA, WE ARE LOOKING AT EVERY POTENTIAL PERSON AS A RESULT OF THESE LAYOFFS, AS WELL AS ACROSS THE STATE, WITH OUR FOCUS MORE ON THE STATE BEING OUR HIRING GROUND FOR FUTURE APPLICANTS ON THIS DEPARTMENT.

WELL, I'D LIKE TO SEE A PART OF, YOU KNOW, THAT, JUST TO UNDERSTAND AS WELL.

I MEAN, THERE'S A LOT GOING TO BE A LOT OF UNEMPLOYED PEOPLE WHO MIGHT BE TERRIFIC, PARTICULARLY.

AND THIS IS MAYBE A QUESTION FOR OUR CITY MANAGER.

I DON'T HAVE. I DON'T SEE WHERE ON THIS I HAVE MY TIME, SO I'M ASSUMING I'M OKAY.

YOU HAVE THREE MINUTES AND TWO SECONDS. SO YOU'RE DOING GREAT.

THANK YOU, MR. MAYOR. CITY MANAGER, COULD YOU SHARE WHAT IS GOING TO BE HOW OR IF IT'S ALL THROUGH THE FORCE? FORGIVE ME FOR NOT KNOWING THAT. ALL OF THE ADMINISTRATIVE AND ALL THE OTHER HIRING THAT WAS MENTIONED, THAT NEEDS TO HAPPEN AS A RESULT OF MOVING THIS GOALPOST.

HOW ALL OF THAT WILL BE AFFECTED IN TERMS OF BEING IT? BECAUSE I KNOW WE HAVE A CHALLENGE IN A LOT OF DEPARTMENTS BEING ABLE TO HIRE THE PEOPLE WE NEED FOR OUR REGULAR BUDGET.

SO ADDING THIS IS CONCERNING TO ME IN TERMS OF ALL THE ADMINISTRATIVE SUPPORT AND EVERYTHING ELSE THAT WE'RE GOING TO NEED.

THANK YOU SO VERY MUCH, COUNCILMEMBER SCHULTZ, FOR THE QUESTION.

SO THERE DEFINITELY WILL BE AN IMPACT AS IT RELATES TO THE MAGNITUDE OF IT.

WE'LL HAVE TO LOOK AT THE THE DIFFERENT LEVERS THAT WE'LL HAVE TO PULL IF THERE'S ADDITIONAL STAFF THAT WE HAVE TO HAVE TO ONBOARD NEW OFFICERS IF THERE'S ADDITIONAL STAFF.

I THINK THE CHIEF MENTIONED NEEDING THOSE ADDITIONAL TRAINERS THAT WE NEED TO BE IN THE FIELD.

AND SO THERE WILL BE A CIVILIAN IMPACT, BUT WE WOULD HAVE TO GO THROUGH THE PROCESS OF BEING ABLE TO DETERMINE THE MAGNITUDE OF IT.

AS WE'RE BRINGING THOSE NEW OFFICERS ON BOARD, YOU WOULDN'T HAVE ALL OF THE NEW NUMBER HIRED THAT SAME DAY.

IT WOULD BE KIND OF SPREAD THROUGHOUT THE CYCLE OF WHEN THEY'RE DOING RECRUITMENT AND WHEN THEY WOULD ACTUALLY START IN THE ACADEMY.

SO WE WOULD DEFINITELY HAVE TO MODEL THAT OUT TO DETERMINE THE ADDITIONAL CAPACITY THAT'S NEEDED FROM AN ADMINISTRATIVE STANDPOINT.

BUT WE WOULDN'T HAVE THAT NECESSARILY NUMBER TODAY.

BUT THANK YOU FOR THE QUESTION. NO, THANK YOU, MR. MAYOR. MY, MY I IN NO WAY WANT TO OPPOSE WHAT OUR PUBLIC WANTS TO HAVE IN TERMS OF PUBLIC SAFETY.

THAT SAID, I THINK IT WOULD BE FISCALLY IRRESPONSIBLE TO DO ANYTHING OTHER THAN TO FULLY UNDERSTAND THE FINANCIAL IMPACT OF THIS HOLISTICALLY, AS WELL AS THE IMPACT ON OUR REALLY MEASURING OUT OUR IMPACT ON OUR RESPONSE TIMES, OUR RESPONSE ABILITY. IN OTHER WORDS, MAYBE WE'LL GET TO MORE PRIORITY 2 OR 3 CALLS THAN WE CAN GET TO NOW.

THINGS LIKE THAT, WITH HAVING THIS CHANGE IN OUR IN OUR PLANNING AS OPPOSED TO, YOU KNOW, DOING IT IN A PLANFUL WAY. NOT THAT WE'RE DOING THAT, CHIEF.

I DON'T MEAN IT THAT WAY, BUT THIS WHOLE THING AND THIS MOVE IS A RESPONSE TO LAY PEOPLE SUGGESTING HOW YOU IMPROVE YOUR DEPARTMENT AS OPPOSED TO YOU ALL INITIATING THIS. AND SO I THINK IT NEEDS TO BE AS THOUGHT THROUGH AS YOU DO WHEN YOU DO YOUR ANNUAL BUDGETING AND YOUR ANNUAL PLANNING BEFORE IT COMES TO US FOR THAT, SO THAT I CAN SHARE THIS SIGNIFICANT INCREASE IN EXPENSE TO OUR CONSTITUENTS, I WANT TO UNDERSTAND IF WE'RE GOING TO GET TO MORE CALLS, ALL THOSE NUMBERS, I THINK, JUST LIKE YOU DO EVERY YEAR WHEN YOU GOT TO THE 250, I'D LIKE TO SEE THE SAME THING. IF YOU'RE GOING TO RECOMMEND 300 OR IF A HIGHER NUMBER IS GOING TO BE FORCED UPON YOU.

SO WITH THAT. THANK YOU, MR. MAYOR. YOU JUST SO YOU KNOW, YOU HAVE 54 SECONDS IF YOU NEEDED IT, BUT THANK YOU. I'LL PASS IT ON TO YOU. OKAY. SO WHAT I'M GOING TO DO, GUYS, IS WE HAVE HALF THE COUNCIL REMOTE AND HALF OF IT HERE PRACTICALLY.

SO I'M JUST GOING TO GO BACK AND FORTH BETWEEN.

I'LL TAKE A REMOTE PERSON, I'LL TAKE AN IN-PERSON PERSON.

[00:45:01]

THANK YOU, MR. MAYOR. WITH REGARD TO SLIDE SIX, YOU SHOW A TREMENDOUS INCREASE IN PROMOTIONS IN JANUARY OF THIS YEAR, THREEFOLD OVER THE PREVIOUS SEVERAL MONTHS. AND I'M JUST CURIOUS, IS THAT NUMBER THAT INCREASE DRIVEN BY SIMPLY THE SENIORITY OF OFFICERS WHO ARE IN LINE FOR PROMOTIONS, OR IS IT DRIVEN BY THE DEPARTMENT'S ACTUAL NEED FOR MORE SENIOR OFFICERS? AND I WOULD NOTE THAT AT A TIME WHEN THIS NUMBER INCREASED THREEFOLD, THE ACTUAL HIRING OF RECRUITS WENT UP 2% LAST YEAR. YES. SO TO ANSWER YOUR QUESTION, BOTH YES TO TO YOUR QUESTIONS.

THE HIRING OF THE 175, WHICH WAS A MIXTURE OF SENIOR CORPORALS, SERGEANT AND ONE LIEUTENANT, WAS A RESULT OF PROMOTIONAL PROCESS AS WELL AS A GREATER NEED FOR SENIOR CORPORALS TO BE ABLE TO TRAIN FUTURE OFFICERS ON THIS DEPARTMENT.

OKAY. DO YOU ANTICIPATE THAT TREND CONTINUING, OR WAS THIS A ONE TIME BLIP IN THE STATS BECAUSE OF OFFICERS REACHING A CERTAIN LEVEL OF SENIORITY AND EXPECTATION OF PROMOTION.

I STILL ANTICIPATE SOME SMALL GROWTH OVER THE NEXT YEAR OR TWO, AND PART OF THAT IS DUE TO ATTRITION.

PART OF THAT IS DUE TO FUTURE PROMOTIONS TO HIGHER RANKS.

HOWEVER, PART OF WHAT I'VE LOOKED AT IS OUR TENURE SHIP IN OUR SENIOR CORPORAL RANK, WHICH IS OUR TRAINERS, AND THAT IS REALLY WHERE OUR OFFICERS ARE GROWN, WHERE THEY DEVELOP LEADERSHIP SKILLS AND REALLY THE STARTING GROUND OF FUTURE OFFICERS ON THIS DEPARTMENT.

SO PART OF THAT IS REALLY WORKING WITH THAT SPECIFIC GROUP, AS WELL AS LOOKING AT DIFFERENT VARIABLES TO ENSURE THAT THEY STAY IN THE TRAINING PROCESS. SO I DO ANTICIPATE WITH ANY PROMOTIONS MOVEMENT AROUND THE DEPARTMENT OVER A TIME PERIOD, BUT MY HOPES IS TO DEVELOP SOME TENURESHIP IN THOSE RANKS.

WITH REGARD TO THE SICK EXCHANGE PROGRAM PILOT AND SLIDE SEVEN.

THIS SOUNDS LIKE A GREAT IDEA. IF IT'S AN INCENTIVE TO OFFICERS TAKING LESS SICK LEAVE.

BUT I'M CONCERNED AS TO WHETHER YOU HAVE EXPERIENCED ANY INSTANCES OF OFFICERS HEEDING THE CALL OF THE MONEY, AS OPPOSED TO STAYING HOME WHEN THEY ARE TRULY SICK, PREVENTING THE SPREAD OF DISEASE IN THE DEPARTMENT.

SO ARE YOU SEEING ANY REPORTS BY LEADERSHIP THAT OFFICERS ARE SHOWING UP SICK ON THE JOB BECAUSE THEY DON'T WANT TO TAKE SICK LEAVE? I PERSONALLY HAVE NOT HAD ANY FEEDBACK, NEGATIVE FEEDBACK IN THAT REGARD. I'VE I'VE, I'VE HEARD NOTHING BUT GOOD THINGS WITH OFFICERS EXCITED ABOUT THE PROGRAM, BUT I'VE NOT HEARD ANYTHING NEGATIVE TO THE DEGREE OF WHAT YOU'RE ASKING.

AND CHIEF HERRERA HAS SOMETHING TO ADD. YEAH, THAT'S A GREAT QUESTION.

I CAN ALSO ADD THAT THEY ARE ALLOWED TO USE UP TO 40 HOURS, BECAUSE WE DO REALIZE THAT OUR EMPLOYEES CAN AND WILL GET SICK AT TIMES, BUT ALSO IT DOESN'T COUNT IF THEY DO HAVE USE OF THE FAMILY MEDICAL LEAVE ACT.

SO THOSE ARE THINGS THAT WE WILL MAKE SURE THAT THEY'RE PROTECTED AND TAKEN CARE OF.

SO IF THEY'RE REALLY SICK, WE WANT THEM TO STAY HOME.

RIGHT. BECAUSE I THINK THAT'S IMPORTANT THAT YOU NOT ONLY RISK SPREADING DISEASE TO OTHERS WHO ARE OTHERWISE WOULD BE HEALTHY AND IF THEY WERE NOT EXPOSED. AND ALSO, IT ALLOWS THE OFFICERS TO RECUPERATE QUICKER IF THEY'RE AT HOME RESTING.

SO I WOULD JUST ASK THAT LEADERSHIP LOOK FOR SIGNS THAT PEOPLE ARE REPORTING SICK.

ON SLIDE 13. THE BUDGET GAP. HAVE YOU TAKEN INTO ACCOUNT THAT AS WE HIRE MORE OFFICERS, THE NEED FOR OVERTIME WILL BE REDUCED, SINCE WE'RE USING OVERTIME IN VERY HIGH AMOUNTS NOW TO FILL THE GAP IN THE NUMBER OF OFFICERS. SO IT IS IMPORTANT TO REALLY UNDERSTAND THAT.

WHAT'S THE ANSWER TO YOUR QUESTION IS YES. BUT THAT WOULD BE IN A FUTURE FUTURE YEARS.

THOSE ARE THAT WOULDN'T AFFECT. THAT'S NOT GOING TO IMPACT THIS YEAR OR EVEN THE NEXT YEAR, BECAUSE IT DOES TAKE A GOOD 18 MONTHS BEFORE AN OFFICER CAN BE INDEPENDENT AND OPERATING AS AN INDIVIDUAL OFFICER AND CONTRIBUTING.

SO IT'S IT'S GOING THERE'S GOING TO BE A LAG AND A DELAY FROM THE TIME WE, WE REALIZE THOSE BENEFITS.

[00:50:04]

WELL, IT DOESN'T TAKE 18 MONTHS TO GET AN OFFICER ON THE STREET, DOES IT? I UNDERSTAND HE'S IN THE ACADEMY FOR SIX MONTHS WHEN HE IS NOT ADDING TO THE FORCE.

BUT AFTER THAT TIME, EVEN THOUGH HE'S ON PROBATION, HE'S STILL BOOTS ON THE GROUND.

WELL, THE ACADEMY IS TEN MONTHS, AND THEN AFTER THAT THEY GO THROUGH THE FTL PROCESS.

SO I THINK THAT'S WHAT MR. RIOS IS REFERRING TO.

WHAT'S THE FTO PROCESS? WELL, THEY GO THROUGH ONCE THEY FINISH TRAINING AT THE ACADEMY, THEY GO TO, THEY GET ASSIGNED TO A POLICE STATION. THEY SPEND A FEW MONTHS WITH THEIR PHASE ONE TRAINER.

AND THEN THERE'S THREE OTHER PHASES WHERE THEY SPEND A COUPLE OF MONTHS WITH THEM BEFORE THEY'RE RELEASED TO, TO WORK ON THEIR OWN INDIVIDUAL. OKAY, NOW IT SEEMS LIKE ALL OF YOUR STATISTICS ARE FOCUSED ON HIRING OF RECRUITS, NEW YOUNG OFFICERS, WHICH IS FINE, BUT WHAT EFFORTS ARE WE USING TO ATTRACT LATERAL OFFICERS WHO HAVE EXPERIENCE, WHO MAYBE DON'T NEED TO GO THROUGH THE ACADEMY AGAIN BECAUSE THEY'RE EXPERIENCED OFFICERS? THAT'S A GREAT QUESTION, SIR. AND SO AND PART OF OUR MARKETING AND STRATEGIES ARE TRYING TO BE MORE APPEALING TO OUR LATERAL OFFICERS.

SO WE'RE NOT JUST FOCUSING ON, YOU KNOW, BRAND NEW RECRUITS.

WE'RE LOOKING AT LATERAL OFFICERS AS WELL. I CAN TELL YOU THAT HAVING A COMPETITIVE SALARY IS IS HELPING US A LOT.

AND SO WE'RE GETTING A LOT OF LOOKS. AND SO WE'RE GOING TO CONTINUE AND HOPEFULLY THE TREND STARTS TO CLIMB.

SO AS THE MEET AND CONFER PAY RAISE OF OVER 7% THIS YEAR HELPING IN RECRUITING, I WOULD SAY THAT AS LONG AS WE'RE STAYING COMPETITIVE, WE'RE GOING TO BE DOING WELL. NOW, WE WERE TOLD REPEATEDLY DURING DISCUSSIONS LAST FALL THAT THE CAPACITY OF THE ACADEMY, THE CURRENT ACADEMY, WAS ONLY 250 OFFICERS A YEAR.

CHIEF, HOW WERE YOU ABLE TO INCREASE THAT TO 300 WITHOUT ANY IMPROVEMENT IN THE FACILITY? YEAH. SO IN DISCUSSIONS WITH CHIEF HERRERA AND THE REST OF HIS TEAM.

WE WILL HAVE TO MAKE CERTAIN ACCOMMODATIONS, CERTAIN MOVES TO INCLUDE THE USE OF OUR IN-SERVICE FACILITY AND THEIR TRAINING CLASSROOMS THERE, WHICH IS A VERY SHORT WALKING DISTANCE FROM BASIC ACADEMY.

BUT CHIEF, I KNOW CHIEF HERRERA IS ALREADY WORKING ON THAT TO SUPPORT 300.

AND WHEN THAT TIME IS READY, WE CAN MAKE THOSE ADJUSTMENTS VERY QUICKLY.

SO AS THE IN-SERVICE ACADEMY, A SEPARATE BUILDING FROM THE RECRUIT ACADEMY, IT IS, BUT THEY'RE CO-LOCATED.

THEY'RE VERY, VERY CLOSE TO EACH OTHER. YES. WITHIN WALKING DISTANCE.

SO YOU'RE PROPOSING TO USE THE IN-SERVICE ACADEMY PART OF THE SPACE TO TRAIN RECRUITS? YES. WILL THAT DISPLACE OR INTERRUPT THE IN-SERVICE TRAINING? IT WILL NOT. OKAY. IS IT IMPORTANT THAT THOSE FACILITIES BE LOCATED WITHIN A CLOSE DISTANCE, OR COULD SOME OTHER FACILITY BE EMPLOYED, FOR EXAMPLE, TO HANDLE IN-SERVICE TRAINING AND DEVOTE THE CURRENT IN-SERVICE TRAINING BUILDING SOLELY TO RECRUITS? NO, I THINK RIGHT NOW FOR FOR THE TIME BEING, ANYWAY, AND AS WE AS WE LOOK INTO THE FUTURE YEARS OF FUTURE DEVELOPMENT OF A NEW ACADEMY WHERE THEY'RE LOCATED NOW, WE'LL WE'LL MEET OUR NEEDS.

OKAY. WELL, I SUPPORT THE NOTION OF INCREASING RECRUITING TO 300 A YEAR.

I THINK THAT'S IMPORTANT TO REDUCE OUR RESPONSE TIMES AND TO ACCEDE TO THE REQUESTS OF OUR CONSTITUENTS.

I'M JUST CONCERNED AS TO WHETHER WE HAVE THE CAPACITY TO DO THAT.

IT'S GREAT TO HIRE THAT MANY. BUT I HOPE THAT YOU WILL KEEP THE COUNCIL APPRIZED OF ANY NEEDS FOR ADDITIONAL FACILITIES TO MEET THAT KIND OF GOAL.

I HAD ONE FINAL QUESTION UNDER SLIDE EIGHT. THE RETENTION INCENTIVES.

YOU INDICATE THAT THE REFERRAL INCENTIVE HAS RESULTED IN 53 APPLICANTS BEING REFERRED, BUT ONLY SIX HAVE ENTERED THE ACADEMY.

I'M WONDERING WHY THAT SHORTFALL IS IT THAT THE CURRENT OFFICERS ARE REFERRING PEOPLE WHO JUST AREN'T QUALIFIED OR AREN'T INTERESTED IN GOING THROUGH THE ACADEMY? YES, I'LL TAKE THAT ONE. SO IN THE PROCESS, WHEN THEY REFER THEM, THERE IS THE, THE THE BACKGROUND PROCESS.

SO THERE IS A TIME THERE WHERE THEY MAY NOT PASS.

THEN THERE'S THE PSYCH AND THE MED, BUT THIS 53 NUMBER INDICATES THAT PEOPLE THAT HAVE EITHER BEEN REFERRED AND OUT OF THE PROCESS,

[00:55:05]

DOES THAT MAKE SENSE? YES. THANK YOU, MR. MAYOR.

DEPUTY MAYOR PRO TEM, ARE YOU READY? CAN YOU HEAR ME? FINE. YOU HAVE FIVE MINUTES. THANK YOU. MAYOR.

I WANT TO SAY THANK YOU, CHIEF, FOR YOUR PRESENTATION.

AND FOR ALL OF THIS WORK, I THINK THAT THIS IS HAS REALLY SHOWN A LOT.

THIS IS THIS IS GREAT ACCOUNTABILITY FOR NEW LEADERSHIP.

AND CITY MANAGER, I WOULD LIKE TO GIVE YOU THE SAME KUDOS TO SEE A TREND OF ATTRITION DROPPING AND STAYING CONSISTENT IS, OF COURSE, WHAT WE'VE ALL BEEN WANTING TO SEE.

OUR OVERTIME DECREASING. I COULD SAY I'VE BEEN PRETTY LOUD ABOUT OVERTIME FOR SIX YEARS NOW AND SEEING ACTUAL TANGIBLE CHANGE MEANS THAT YOU ARE TAKING THAT ACCOUNTABILITY SERIOUS.

I ALSO WANT TO THANK YOU FOR YOUR DEFINITIVE DIRECTION THAT YOU GAVE TODAY.

IT WAS I WAS I WAS AT THE PUBLIC SAFETY COMMITTEE, AND IT SEEMED THAT THERE WAS AN ATTEMPT TO GO HIGHER THAN WHAT YOU SAID IS IS NEEDED. AND I JUST I WANT TO HIGHLIGHT SOME OF THE THINGS THAT YOU MENTIONED DURING THAT COMMITTEE MEETING.

AND SO JUST AS MR. RIDLEY MENTIONED, I THINK ONE OF THE BIGGEST BENEFITS THAT THE, THE, THE RESIDENTS OF DALLAS ARE LOOKING TO SEE AND FEEL WITH HIRING MORE OFFICERS IS BETTER RESPONSE TIMES.

AND I REMEMBER YOU SAYING THAT GOING ABOVE 300 WOULD BE COUNTERPRODUCTIVE TO RESPONSE TIMES FOR WHAT IT WOULD TAKE TO ACCOMPLISH THAT. CAN YOU GO INTO MORE DETAIL ON WHAT IT WOULD DO TO RESOURCES IN ORDER FOR US TO TRY AND ACCOMPLISH A HIGHER GOAL THAN WHAT YOU HAVE LAID OUT, TO BE FEASIBLE AND BEST FOR THE DEPARTMENT.

YES. THANK YOU. RIGHT NOW, AS WE STAND WITH THE HIRING GOAL OF 300, I CAN KEEP ALL OF MY RESOURCES WHERE THEY'RE AT WITHOUT ADJUSTING RESOURCES.

THOSE ADJUSTMENT RESOURCES, IF WE GO ABOVE 300, WOULD HAVE TO COME OFF FROM THE PATROL LEVEL.

AND THERE'S NO DOUBT IN MY MIND EITHER FROM A RESPONSE TIME.

AND I CAN EVEN MAKE THE ARGUMENT, EVEN FROM A VIOLENT CRIME STANDPOINT, WE WOULD SEE NEGATIVE IMPACTS FROM BOTH OF THOSE AREAS.

SO LOOKING GOING BACK AT THIS TO MOVE TO THE 325 MARK, IN GREATER THAN THAT, WE WOULD HAVE TO MOVE AN ADDITIONAL APPROXIMATE 40 SWORN STAFF OUT OF OUR PATROL RANKS, PLUS ADD ADDITIONAL PROFESSIONAL STAFF TO THE TOTAL OF ABOUT FIVE.

TO MEET THESE HIRING GOALS. SO MY I WOULD HAVE DEFINITE CONCERNS BOTH FROM A RESPONSE TIME ISSUE AND A CRIME ISSUE.

VIOLENT CRIME ISSUE OF SUPPORTING THAT. THANK YOU.

I WANTED TO MAKE SURE THAT THAT WAS STATED ON RECORD HERE TODAY FOR THE PUBLIC SPECIFICALLY BECAUSE I THINK THE LAST THING THAT ANYBODY WHO I HEAR FROM THAT SAYS WE NEED MORE OFFICERS WOULD WANT TO SEE, IS THAT BE ACCOMPLISHED BY COMPROMISING THE ALREADY LONGER RESPONSE TIMES THAT WE HAVE AND TO STRAIN THE RESOURCES. I THINK THAT IT'S IMPORTANT FOR US TO FOLLOW THE LEADERSHIP OF THE DEPARTMENT.

AND THIS IS NOT JUST WITHIN THE POLICE DEPARTMENT.

THIS IS WHY WE HAVE THE EXPERTISE THAT WE HAVE IN THESE POSITIONS.

I THINK THAT ESPECIALLY YOU COMING INTO THE ROLE AND GIVING US CLEAR DIRECTION FOR US TO MICROMANAGE AND TAKE YOU IN ANOTHER DIRECTION IS ULTIMATELY SETTING YOU UP FOR FAILURE AND NOT ALLOWING FOR US TO SEE WHAT CHANGES CAN BE MADE IN THE DEPARTMENT UNDER YOUR LEADERSHIP.

SO I'M FULLY SUPPORTIVE OF THE 300 NUMBER THAT YOU ARE SUGGESTING.

THIS IS NOT ONLY VERY FEASIBLE OF A PLAN THAT YOU'VE LAID OUT, BUT IT'S ALSO ONE THAT IS RESPONSIVE TO WHAT WE'VE HEARD FROM OUR RESIDENTS IN HIRING MORE OF DALLAS POLICE OFFICERS.

IT'S RESPONSIVE TO THE COMMITMENT WE'VE MADE EVERY YEAR THAT IF WE HAVE THE CAPABILITY OF GOING HIGHER THAN WHAT WE'VE SET AT BUDGET SEASON, THAT WE WOULD INCREASE THAT. AND IT'S ALSO A COMMITMENT TO OUR LAW ENFORCEMENT WHO HAVE STUCK THROUGH PATIENTLY A TIME WHERE WE HAVE DIPPED BELOW IDEAL NUMBERS. AND I THINK THAT WHAT WE'VE SEEN IS A COMBINATION OF THINGS IN RESTRUCTURING THE DEPARTMENT TO BE MORE EFFECTIVE AND

[01:00:03]

SO SOMETHING IS BEING DONE RIGHT. AND IT'S IMPORTANT TO NOTE THAT AND GIVE YOU KUDOS WHERE THEY'RE EARNED.

SO I WILL BE SUPPORTING YOUR SUGGESTION FOR 300.

I THINK THAT FOR US TO ARBITRARILY PICK NUMBERS OUT OF A HAT OR TO APPEAR AS IF WE KNOW MORE THAN THE CHIEF OF POLICE IS ULTIMATELY NOT SUPPORTIVE OF OUR POLICE. AND WE NEED TO BE DILIGENT, AND WE NEED TO BE THOUGHTFUL ON WHAT PLANS WE SET FORTH AND MAKE SURE THAT THEY'RE ACCOMPLISHABLE AND THAT THEY'RE NOT ONES THAT WILL HINDER THE DEPARTMENT AS A WHOLE.

SO THANK YOU AGAIN FOR THE PRESENTATION. THANK YOU FOR YOUR HARD WORK TO GET THESE NUMBERS TO US AND LOOK FORWARD TO SUPPORTING YOU TO CONTINUE TO GROW THE DEPARTMENT. THANK YOU, MR. MAYOR. CHAIRWOMAN STEWART, YOU'RE RECOGNIZED FOR FIVE MINUTES.

AGAIN, WE ARE ON ITEM A. THANK YOU, MR. MAYOR.

I WANT TO START BY SAYING THANK YOU FOR THE FRESH LOOK AT WHAT HAS GOT TO BE DATA THAT YOU'VE LOOKED AT FOR YEARS.

I APPRECIATE I'VE JUST HAD A SHORT PERIOD OF TIME SERVING ON PUBLIC SAFETY TO HEAR THESE NUMBERS REPORTED EVERY MONTH.

AND I GET BOGGED DOWN IN THEM AND FEEL HELPLESS AT TIMES.

RIGHT. WHAT ARE WE GOING TO DO? HOW CAN WE DO THIS? BUT IT FEELS LIKE YOU ALL KIND OF STARTED FROM THE TOP AND LOOKED AT THIS.

OVERALL I THINK THE OPPORTUNITY FOR PROFESSIONAL DEVELOPMENT IS GENIUS.

PEOPLE, VERY OFTEN WE ARE JUST GETTING THROUGH OUR DAYS, AND WE DON'T LOOK OUT INTO THE FUTURE, AND WE DON'T SEE HOW WE COULD DEVELOP OUR PERSONALLY AND OUR PROFESSION SO THAT THERE WOULD BE OTHER OPPORTUNITIES FOR GROWTH FOR US.

SO GIVING THESE OFFICERS THAT PERSPECTIVE AND THAT OPPORTUNITY IS, I THINK, GOING TO BE INVALUABLE TO THE FUTURE OF THE DEPARTMENT.

SO THANK YOU FOR DOING THAT. LET'S SEE HERE. AND FINDING ROOM FOR SIX CLASSES.

WE HAVE HEARD OVER AND OVER WE COULD ONLY DO FIVE CLASSES A YEAR.

AND SO THANK YOU FOR FINDING. AND WE'RE THINKING OF USING THE IN-SERVICE SPACE FOR FOR TRAINING SO THAT WE COULD ACTUALLY INCREASE BY 50 OFFICERS TO GO FROM 250 TO 300.

I UNDERSTAND IT'S A BIG LEAP. WHICH LEADS ME TO HOW WE GOT TO OUR 325.

IF YOU WERE IN AND AROUND THAT MEETING, YOU'LL KNOW THAT THERE WAS ALSO A RECOMMENDATION TO MOVE IT TO 400 AND THEN POTENTIALLY TO 350.

AND SO THE 325 WAS ME GRABBING FOR A NUMBER. I THINK THAT WAS MAYBE POSSIBLE, MAYBE DOABLE.

BUT WE KNEW AT THE TIME AND AND YOU WERE FORTHRIGHT IN HELPING US UNDERSTAND THAT IT WAS GOING TO HAVE AN IMPACT ON THE NUMBER OF OFFICERS WHO WERE ON PATROL. AND I THINK THAT NOT KNOWING EXACTLY WHAT THAT NUMBER WAS, WE WE DID THE STRETCH OF 325, BUT KNOWING THAT THAT'S 40 OFFICERS THAT WE TAKE OFF OF PATROL, THAT CLARIFIES FOR ME THE DECISION AND THAT THAT 325 WOULD BE TOO BIG OF A SACRIFICE TO TO LOSE 40 OFF OF PATROL.

SO THANK YOU FOR THAT NUMBER AND LOOKING AT THAT AND HELPING US UNDERSTAND SPECIFICALLY WHAT THAT IS.

LET'S SEE, I THINK THAT'S PRETTY MUCH EVERYTHING I HAVE.

I THINK ULTIMATELY WE'VE GOT TO BE PATIENT, RIGHT? IT'S TO PUT THESE MEASURES IN PLACE AND THE RETENTION INCENTIVES, AS WELL AS THE PROFESSIONAL DEVELOPMENT, AS WELL AS BEING ABLE TO TRAIN MORE PER YEAR.

I THINK IF WE'RE PATIENT, WE'RE GOING TO GET TO WHERE THE CITIZENS OF DALLAS WANT US TO BE.

AND PATIENCE IS HARD WHEN, WHEN, WHEN WE KNOW OUR RESPONSE TIMES ARE WHAT THEY ARE, AND WE HAVE PEOPLE KNOCKING AT OUR DOOR AND SENDING US EMAILS AND SAYING, PLEASE GET US MORE OFFICERS.

BUT WE WILL ACTUALLY HAVE 50 MORE OFFICERS THIS YEAR.

AND, AND THAT'S A CREDIT TO ALL OF YOU AND YOUR STAFF FOR WORKING ON THAT.

AND SO AGAIN, THANK YOU FOR THE FRESH LOOK AND THE THE GOOD NEWS.

ALL RIGHT. I'M GOING TO GO FIRST TO MISS BLACKMON AKA JESSE MORENO TODAY.

GO AHEAD. OH, THAT'S. OR ACTUALLY. WHO'S FIRST? YOU'RE CHAD. OH, YOU'RE CHAD TODAY. OKAY. ALL RIGHT.

WELL, I'M GOING TO GO FIRST, THEN TO ZARIN D GRACEY, AKA PAUL BLACKMON.

ALL RIGHT. CAN YOU BELIEVE THEY'RE PLAYING GAMES WITH Y'ALL'S SEATS? PAULA AND CHAD.

[01:05:02]

EITHER PAY RENT. THERE'S NO STRESS IN DALLAS.

WHAT ARE YOU TALKING ABOUT? SHE'S ALL RIGHT. THANK YOU FOR THIS PRESENTATION.

REALLY GREAT JOB. ALWAYS A WELL, JOB AND THOROUGH IN ALL OF THOSE THINGS.

I HAVE A SERIES. FIRST QUESTION. JUST IMPRACTICAL.

I KNOW IT'S GOING TO SOUND LIKE A REALLY DUMB QUESTION, BUT WHY THE INCREASE? I MEAN, WE ARE, YOU KNOW, MOVING TOWARDS ONE OF THE SAFEST CITIES, AND CRIME IS CONTINUING TO BE REDUCED AND ALL OF THAT.

CAN YOU JUST HELP ME UNDERSTAND THE INCREASE FOR THE NUMBER, HOW THEY WILL BE POTENTIALLY UTILIZED AND WHERE THEY WOULD BE UTILIZED? CAN YOU JUST KIND OF TALK ABOUT WHAT THAT LOOKS LIKE FROM YOUR PERSPECTIVE? ABSOLUTELY.

OUR CITY IS GROWING AND WITH THAT COMES CHALLENGES.

AND I FULLY ADVOCATE GROWING OUR NUMBERS WITHIN THE POLICE DEPARTMENT TO MATCH THE NEEDS OF OUR CITY ACROSS ALL COMMUNITIES.

YOU KNOW, AND I THINK BY DOING IT WITH A SCALABLE APPROACH IN THIS MANNER IS THE BEST WAY TO APPROACH IT.

IT'S NEEDED. BECAUSE I HAVE TO MAKE SURE THAT THOSE FIRST RESPONDERS, THOSE OFFICERS THAT ARE ASSIGNED AT THE PATROL DIVISIONS, THAT WILL ANSWER THOSE CALLS FIRST, THAT STARTS THAT INVESTIGATIVE PROCESS, ARE PROPERLY ALIGNED WITH THE STAFFING RESOURCES ACROSS THE DEPARTMENT. SO I FULLY ADVOCATE GROWING OUR NUMBERS INTO THE NEXT FISCAL YEARS TO MAKE SURE WE ACHIEVE THOSE GOALS THAT ARE IMPORTANT TO OUR COMMUNITIES. AND IN THAT 300 GETS US TO THAT OR GETS US CLOSE TO IT.

OKAY, PERFECT. THE SECOND QUESTION ON SLIDE 13, WE'RE LOOKING AT WHAT THIS WOULD, YOU KNOW, COST THE 300. BASICALLY, I'M TRYING TO MAKE SURE I UNDERSTOOD THIS SLIDE.

SO IF WE KEEP IT CURRENTLY AT 250, THAT'S 5.4 MILLION.

IF WE JUMP TO 300 THEN THAT'S AN ADDITIONAL 6 MILLION BASICALLY THERE.

SO WHAT YOU'RE SAYING TO HIRE 300 NEW OFFICERS IS GOING TO COST AN ADDITIONAL 10 MILLION.

CORRECT. THAT'S THE 10 MILLION IS THE CUMULATIVE EFFECT OF OF OF 300.

THANK YOU. AND THEN BUT YOU ALSO SAID IT DOES NOT INCLUDE SUPPORT STAFF.

SO. CORRECT. RIGHT. OKAY. SO WILL THERE BE ANY IMPACT ON THE SUPPORT STAFF OR OR OTHER PROGRAMS AS WE MOVE TOWARDS THIS 300 HIRE, WHICH I COMPLETELY SUPPORT? YES. I MEAN, IF 300 IS THE NEW NORMAL, THEN YES, WE WOULD NEED TO INCREASE CERTAIN AREAS OF THE DEPARTMENT AS AN EXAMPLE.

THE QUARTERMASTER HAS JUST JUST PICK ONE. ONE EXAMPLE.

IF WE'RE THERE, THEY THEY WOULD NEED UNIFORM, STAFF, ALL THIS STUFF.

YEAH. TO HELP THE RECRUITS AND ON BOARD THEM.

AND AS THE DEPARTMENT GROWS, THERE ARE CERTAIN UNITS WHOSE WORKLOAD WILL ALSO INCREASE AS BECAUSE THEY'RE SUPPORTING ALL OFFICERS.

AND SO WHEN THE DEPARTMENT GROWS, THERE'S GOING TO BE SOME PROFESSIONAL STAFF THAT WILL NEED TO GROW AS WELL. AND AS I'M SURE, EQUIPMENT AND ALL THOSE THINGS AS WELL, ALL OF THAT.

SO I'D BE CURIOUS TO KNOW KIND OF WHAT THE TOTAL BUDGET WOULD BE OR DOES THAT THIS IS JUST TO HIRE.

THIS IS JUST TO HIRE. RIGHT. OKAY. PERFECT. ALL RIGHT.

I HAD ONE MORE. I MAY COME BACK. I THANK YOU ALL.

I TOOK TWO IN PERSON, SO I'M GOING TO TAKE TWO VIRTUAL.

AND I SAW THEM IN ORDER OF GAY WILLIS AND CAROLYN KING ARNOLD.

SO, MISS WILLIS, YOU RECOGNIZED FOR FIVE MINUTES. THANK YOU VERY MUCH FOR TAKING WHAT WAS DISCUSSED AT PUBLIC SAFETY AND GOING BACK AND THINKING ABOUT IT AND PUTTING A LITTLE BIT MORE DEPTH AROUND THE IMPACT, FINANCIALLY AND OTHERWISE, ON OUR OFFICER HIRING NUMBERS.

AND WHAT, FROM LAW ENFORCEMENT'S PERSPECTIVE, A MORE THOUGHTFUL PLAN TO GET AT A GOAL OF INCREASING OUR POLICE OFFICERS, WHICH WE KNOW OUR PUBLIC WANTS AND THAT WE WANT AND THAT DPD WANTS AND HOW WE COULD GET THERE? I DO HAVE A COUPLE OF QUESTIONS, THOUGH. I MEAN, YOU KNOW, WE'RE TALKING ABOUT THIS IN TERMS OF NUMBER OF OFFICERS, BUT, YOU KNOW, WE'VE ALSO HAD SOME DIRECTION AROUND WHAT'S, YOU KNOW, WHAT'S A GOOD PATROL OPTIMIZATION SCHEDULE.

I MEAN, WE'RE ULTIMATELY TRYING TO GET IT SHORTER RESPONSE TIMES AND LESS CALL STACKING.

AND SO I JUST I STILL WANT TO PUSH THIS A LITTLE WITH SOME QUESTIONS.

SO WHEN YOU TALK ABOUT 40 SWORN STAFF OFF OF THE STREETS? I DON'T KNOW IF THAT'S KIND OF MORE THE ACUTE PART OF TRAINING WHERE IT'S JUST DURING THE REALITY BASED TRAINING, OR IF THAT'S ACROSS THE TEN MONTHS OR HOW THAT'S DISTRIBUTED.

BUT I AM CURIOUS ABOUT WHAT KIND OF PROFESSIONAL OUTSIDE PROFESSIONAL TRAINERS CONSULTANTS COULD, COULD HELP ALLEVIATE HOW MANY WE ARE PHYSICALLY HAVING TO PULL OFF OF THE STREETS.

[01:10:05]

WHEN WE TALK ABOUT RESPONSE TIMES, AND I MENTIONED THIS BRIEFLY IN PRIOR BRIEFINGS WE ARE CONDUCTING A STUDY WITH OUR RESEARCH SPECIALISTS WITHIN THE DEPARTMENT AND AN OUTSIDE VENDOR TO TAKE A LOOK AT THAT.

ONE OF THE THINGS I WANT TO TAKE A LOOK AT IS WE'VE USED A 30 PLUS YEAR OLD RESPONSE TIME METRICS, WHICH IS OUTDATED. I'M LOOKING AT A MODEL THAT I BELIEVE WILL BE MORE ACCURATE TO THE NEEDS OF THE DEPARTMENT, THE NEEDS OF THE CITY, AND TRULY REFLECT TRU RESPONSE TIMES PER DIVISION AS OPPOSED TO CITYWIDE.

AND THERE'S A NUMBER OF FACTORS THAT GO INTO THAT.

EACH DIVISION HAS ITS OWN DIFFERENT CHARACTERISTICS, ITS TRAFFIC PATTERNS, ITS GROWTH.

DIFFERENT THINGS. IT HAS TO DEAL WITH THAT, GO INTO THOSE RESPONSE TIMES.

SO I'M HOPING TO BRING THAT BACK TO FULL COUNCIL WITHIN THE NEXT COUPLE OF MONTHS TO BRIEF COUNCIL ON THAT.

IS THIS THE PATROL BASED RESPONSE TIME MODEL? IT IS. OKAY. WELL, I WAS LOOKING AT THAT TOO.

I MEAN, WHEN YOU LOOK, I MEAN, SOMETIMES OUR GEOGRAPHY WORKS AGAINST US.

I MEAN, WHEN I LOOK AT SOUTHEAST WITH 64MI² NORTHEAST, WHERE COUNCIL MEMBER STEWART AND I WILL TELL YOU, WE HAVE SOME SERIOUS ISSUES IN COUNCIL MEMBER BLACKMON, TOO.

AND THAT IS 86MI². SO YOU DEFINITELY HAVE DISPARITIES IN SIZE.

AND I KNOW THERE'S A STUDY, YOU'RE EXPECTING A REPORT OR SOME KIND OF DIRECTION ON WHERE IF WE WERE TO RETHINK OUR PATROL DIVISION DISTRIBUTION, THAT WOULD HELP ALSO HELP ASSIST NOT JUST IN NUMBERS OF OFFICERS, BUT BEING GEOGRAPHICALLY CLOSER TO OUR RESIDENTS. WHAT WAS THE TIMING ON THAT? WE ARE STILL IN THE DISCUSSIONS WITH THAT VENDOR.

AND I THINK WHAT YOU'RE REFERENCING, COUNCIL MEMBER, WHICH BEEN BROUGHT UP IN PAST PUBLIC SAFETY BRIEFINGS AS WELL AS COUNCIL BRIEFINGS, IS LOOKING AT A POTENTIAL ANOTHER SATELLITE DIVISION OR A DIVISION TO BE ADDED IN THE FUTURE YEARS.

BUT AS FAR AS THE RESPONSE TIME STUDY, I'M HOPING TO HAVE THAT BACK IN FRONT OF THIS COUNCIL BY EARLY MAY.

OKAY, SO IT'S THE RESPONSE TIME STUDY THAT WOULD SHIFT US FROM SOMETHING MORE GENERAL TO MORE PATROL BASED, AND THEN THAT WOULD BE FOLLOWED ALONG. IT SOUNDS LIKE, BY REALLY LOOKING AT THE GEOGRAPHY OF WHERE OUR BRICK AND MORTAR PATROLS THAT OFFICERS MAY BE OPERATING OUT OF OR DISPATCHED OUT OF, OR, I MEAN, THEY'RE ON THE STREET, BUT IT JUST GIVES THEM A NEW HOME BASE BY ADDING AT LEAST ONE THAT COULD ALSO WORK IN THIS DIRECTION. SO I STILL WANT TO GO BACK ON THE TRAINER.

SO IT SOUNDS LIKE THIS IS BEING DISCUSSED, BUT YOU'RE FEELING LIKE THIS COULDN'T BE IMPLEMENTED IN THIS YEAR.

AND I REALIZE, YOU KNOW, THIS DISCUSSION WAS OPENED FIVE MONTHS INTO THE FISCAL YEAR.

SO, YOU KNOW, IN ANY BUSINESS, CHANGING THE GOALS, YOU KNOW, ALMOST HALFWAY THROUGH THE YEAR CAN BE TRICKY.

BUT I AM STILL WANTING TO EXPLORE FROM THE 300 OFFICERS, WHICH WAS YOUR STRETCH GOAL.

AND YOU'VE MADE A VERY GOOD CASE FOR WHY THAT COULD MAKE SENSE IN 2024.

BUT, YOU KNOW, AT THE COMMITTEE, WE WERE ASKING FOR ABOUT AN 8% INCREASE TO 325.

SO YOU ALSO MENTIONED THAT TRAINING HAS TO BE DONE BY OR SOME TRAINING HAS TO BE DONE BY SWORN PERSONNEL.

DO THEY HAVE TO BE DPD PERSONNEL OR CAN WE WORK OUT SOME SORT OF ARRANGEMENT WHERE WE COULD HAVE, YOU KNOW, SWORN OFFICERS WHO COULD COME IN AND ASSIST, AT LEAST IN A, YOU KNOW, 1 TO 2 YEAR PERIOD.

SO THEY WOULD HAVE TO BE DONE BY DPD PERSONNEL.

IT WOULD NOT INTERRUPT ANY OF THE TRAINING CYCLES.

AS IF WE'RE BRINGING IN OUTSIDE INSTRUCTORS. THEY WOULD IT WOULD TAKE TIME TO GET UP TO THE FULL TRAINING THAT WE DO ON THE DEPARTMENT.

SO WE CAN QUICKLY IMPLEMENT THOSE TRAINERS INTO THAT ATMOSPHERE AND SUPPORT OUR BASIC TRAINING ACADEMY FACILITIES

[01:15:02]

YES. OKAY. SO I MEAN, THAT'S THAT'S THE RUB HERE IS THAT WE KNOW WE WANT MORE OFFICERS.

WE WANT TO TRAIN MORE OFFICERS, INCREASE THAT NUMBER.

BUT YOU KNOW, WHEN YOU'RE SAYING THAT THIS WILL BE PULLED FROM PATROL.

YOU KNOW, THE REALITY FOR THE PUBLIC IS, DOES THAT MEAN THERE'S AN ASSAULT THAT THEN TURNS INTO A DEATH STATISTIC? OR, YOU KNOW, WHAT DOES IT MEAN WHEN WE'RE PULLING THAT NUMBER OF OFFICERS OFF OF THE STREET? AND SO, YOU KNOW, IT'S NOT AN EASY EQUATION TO SOLVE.

BUT THANK YOU FOR PUTTING MORE NUMBERS AROUND WHAT THE BUDGET IMPACT AND THE NUMBER OF OFFICERS OFF THE STREET TO GET TO THIS GOAL OR THESE INCREASES WOULD BE. THANK YOU. MISS ARNOLD, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM A, THANK YOU ON ITEM A, I WILL MORE THAN LIKELY COME BACK.

THIS YOU ALL KNOW THIS IS A VERY SENSITIVE TOPIC.

AND AS IT RELATES TO PUBLIC SAFETY, I REMAIN COMMITTED TO DALLAS POLICE DEPARTMENT.

AND I KNOW ULTIMATELY WE HAVE TO TIE IN TO THE FIRE AS WELL AROUND PUBLIC SAFETY.

BUT WHAT I WANT TO EXCUSE ME, JUST COMMENT A LITTLE BIT THIS MORNING ON CHIEF EGO.

YOU KNOW, I ALWAYS SAY I GO WITH, I GO, BUT I WANT TO ASK THIS QUESTION AS WE ARE ROLLING OUT, YOU'RE ROLLING OUT THAT INFORMATION FROM THE PUBLIC SAFETY COMMITTEE ABOUT, YOU KNOW, ESPECIALLY TRYING TO MOVE UP WITH THE 300 AND JUST THE OVERALL PLAN.

HOW HOW MUCH TIME HAVE YOU HAD TO ENGAGE YOUR OFFICERS SO THEY UNDERSTAND WHAT'S GOING ON, ESPECIALLY IN THIS HEAVY, HEAVILY POLITICIZED ARENA THAT WE'RE IN NOW WITH THE PRESSURE OF THOSE AMEND THAT AMENDMENT.

AND AND I THINK THAT THAT IS PRESSURE. BUT HOW ARE YOU GETTING THIS OUT SO THAT YOU CAN GET INFORMATION AND FEEDBACK TO THESE OFFICERS? FEEDBACK FROM THEM? YEAH. THANK YOU FOR THAT QUESTION.

COUNCIL MEMBER. IT'S IT'S BEEN A CHALLENGE. OBVIOUSLY, THERE'S A LOT OF THINGS THAT ARE MOVING AND TRYING TO KEEP UP WITH THOSE.

OUR OFFICERS ARE AWARE AND OF WHAT OUR GOALS ARE FOR THIS DEPARTMENT.

BUT THEY'RE ALSO AWARE THAT WE WANT TO DO THOSE GOALS IN THE RIGHT WAY, IN THE RIGHT MANNER, AND TO HAVE THE SUPPORT THAT THEY NEED. AND THAT'S THE BIGGEST THING.

ONE OF THE THINGS I'VE MENTIONED MOVING FORWARD AS I SIT IN THIS POSITION IS TO ENSURE THE HEALTH AND WELFARE OF THE DEPARTMENT.

AND I THINK LOOKING AT THIS FROM A SCALABLE APPROACH 300 THIS YEAR, REASSESSING AND LOOKING AT RECOMMENDATIONS NOT ONLY BY THE COUNCIL BUT MY BY MY TEAM, AS WELL AS FEEDBACK FROM THE COMMUNITY TO SUPPORT LARGER INCREASES GOING INTO THE NEXT FISCAL YEAR, IS REALLY THE MOST PRUDENT WAY TO LOOK AT THIS.

SO TO YOUR POINT, YES, WE'RE LOOKING AT IT FROM FROM EVERY ANGLE.

WE'VE GOT APPROXIMATELY THREE CLASSES TO FILL THIS YEAR.

AND TO GET TO THAT 300 MARK CHIEF HERRERA AND HIS TEAM IS GOING TO HAVE TO LOOK AT AN AVERAGE OF GETTING 55 PLUS RECRUITS INTO THOSE CLASSES, AND HE IS WORKING HARD ON THAT. I KNOW HIS TEAM IS WORKING EXTREMELY HARD ON THAT.

AND OUR FORECAST RIGHT NOW IS BETWEEN 280 AND 300.

WE'RE WORKING VERY HARD TO GET TO THAT 300 GOAL.

NOW, ONE OF THE OTHER THINGS I THINK IS VERY IMPORTANT, AND I'M GOING TO UNDERSCORE THAT AGAIN, IS WE MUST NOT ONLY MAKE SURE THAT WE PUT MORE EMPHASIS ON COMMUNICATING WITH OUR OFFICERS AS IT IMPACTS THEM IN TERMS OF THEIR SERVICE AND THEIR LONG TERM, THEIR THEIR QUALITY OF LIFE WHEN THEY CHOOSE TO STEP DOWN.

BUT I'M GOING TO ASK ALSO THAT YOU WORK HARD AND YOU'RE GOING TO HAVE TO WORK WITH YOUR TEAM.

WE'VE GOT TO EXPLAIN TO THE COMMUNITY WHAT'S REALLY GOING ON.

ONCE AGAIN, IT'S MY KISS PLAN. YOU'VE GOT TO KEEP IT SIMPLE AND YOU GOT TO KEEP IT SUCCINCT.

THEY NEED TO UNDERSTAND WHAT WHAT WE MEAN WHEN WE TALK ABOUT NUMBER ONE TRAINING.

SOME PEOPLE THINK WE CAN JUST GO OUT AND I DON'T KNOW WHERE THEY GET THESE OFFICES OFF THE CORNER SOMEWHERE.

TRAIN THEM UP 30 DAYS AND THEY GET ON THE STREET.

WE NEED TO MAKE SURE WE'RE GETTING THE CLEAR MESSAGE OF WHAT HAPPENS WHEN YOU HAVE TO TAKE OFFICERS FROM POINT A TO POINT B TO GET TO SEE.

WE KNOW I'M AN ADVOCATE. I WAS BORN AND RAISED IN THE COMMUNITIES WHERE THE FIRST THING WE SAID WAS CALL THE POLICE.

I SUPPORT THAT. YOU KNOW, AND I'M TRYING MY BEST TO GET OFF OF THAT DEPENDENCY.

BUT WE LOOK FORWARD TO FOR POLICE TO COME. BUT WE NEED NOT TO TO GIVE FOLKS THE THE FALSE SECURITY THAT

[01:20:02]

THERE ARE SOME CONSEQUENCES AND SOME PRIORITIES AND SOME DECISIONS THAT HAVE TO BE MADE.

SO LET ME ASK YOU THIS. HOW ARE YOU ALL GOING TO OR IS THAT YOUR RESPONSIBILITY? OR WHAT CAN WE DO TO HELP YOU TO GET THE MESSAGE OUT SO THE COMMUNITY UNDERSTANDS WHAT THESE DECISIONS MEAN WHEN WE TALK ABOUT TRAINING, RECRUITMENT, RETENTION? NO. THANK YOU. LOOK, I, I'VE SAID THIS BEFORE WHEN YOU'RE INVOLVED IN A MEETING, WE WOULD LIKE TO BE IN THOSE INVOLVED IN THOSE MEETINGS AS WELL TO GET THAT MESSAGE OUT.

IT'S IMPORTANT. OUR OUR COMMUNITY ENGAGEMENT.

WHEN WE DISCUSS CRIME, RECRUITING OR WHATEVER QUALITY OF LIFE ISSUE THAT'S PRESENTED TO YOU IS ALSO A CONCERN OF MINE AND MY TEAM.

SO YOUR COMMUNICATION TO YOUR CONSTITUENTS THROUGH YOUR FORUMS, WHENEVER WE CAN BE OF ASSISTANCE TO COMMUNICATE THOSE SAME THINGS, WE WANT TO BE A PART OF THAT. OKAY. WELL, I THINK ONCE AGAIN, I DON'T KNOW.

I DON'T HAVE MY CLOCK IN FRONT OF ME IN TERMS OF TIMING, WHERE AM I? IF YOU DON'T MIND, YOU ARE AT TWO MINUTES AND FIVE SECONDS.

THANK YOU. I JUST THINK THAT. AND MAYBE WE CAN DEFER TO THE CITY MANAGER.

LET ME ASK THE CITY MANAGER. CITY MANAGER, LET ME ASK YOU THIS QUESTION.

WE KNOW THAT I'VE JUST PUT ANOTHER RESPONSIBILITY ON ON ON DPD.

WHAT CAN WE DO IN TERMS OF OUR MARKETING TO WORK WITH OUR TEAM HERE TO MAKE SURE PEOPLE WE, THE COMMUNITY, UNDERSTANDS RIGHT NOW. YOU KNOW, IF I COULD TAKE ALL THE OFFICERS IN THE CITY AND PUT THEM IN, IN, IN DISTRICT FOUR TO MAKE SURE EVERY CORNER IS SAFE AND THAT WE SEE BLUE EVERYWHERE.

I WOULD DO THAT, BUT WE KNOW WE HAVE TO MAKE PRIORITY DECISIONS.

WHAT IS THE WHAT CAN WE DO SO FOLKS WILL UNDERSTAND? YOU CANNOT GROW AN OFFICER IN 30 DAYS AND PUT THEM ON THE STREET.

AND WHEN YOU'RE TRAINED RECRUITMENT THAT COSTS MONEY.

TRAINING COSTS MONEY. EQUIPMENT COSTS MONEY. SO WE CAN JUST PICK ALL THESE NUMBERS OUT OF THE SKY AND SAY, OH, WE KNOW WE NEED, YOU KNOW 15,000 OFFICERS.

YOU KNOW, I THINK WHAT WE IN NEW YORK, WE DON'T EVEN HAVE THE LEVELS OF NEW YORK.

I FOUND ONE OFFICER WHEN I WAS IN NEW YORK WHO SAID HE TRIED TO COME TO DPD AND HE DIDN'T MAKE IT, SO I TOLD HIM TO TRY AGAIN. SO WHAT CAN WE DO AS A CITY IN TERMS OF EDUCATING AND COMMUNICATING? CITY MANAGER, THANK YOU SO VERY MUCH, COUNCILWOMAN ARNOLD, FOR THE QUESTION.

I BELIEVE THAT IT HAS TO BE A PART OF THE ONGOING DIALOG THAT WE HAVE TO HAVE AS IT RELATES TO OUR ENGAGEMENT EFFORTS AND THE OUTREACH ACROSS THE CITY.

WE KNOW THAT OFTENTIMES CITY COUNCIL MEMBERS ARE REQUESTED OR WE ARE BEING REQUESTED FOR INFORMATION FROM YOUR VARIOUS CONSTITUENTS.

I THINK IT'S IT'S ABOUT US HAVING THAT UNIFIED, COMPREHENSIVE COMMUNICATION PERSPECTIVE THAT WE CAN GIVE THAT INFORMATION, BUT WE ALSO HAVE TO BE OUT THERE TALKING TO THE COMMUNITY AND DOING IT IN A PROACTIVE WAY TO WHERE THEY CLEARLY UNDERSTAND WHAT WE'RE TRYING TO DO.

I THINK OFTENTIMES YOU'RE ABSOLUTELY RIGHT. IT'S THE LACK OF AWARENESS, IT'S THE LACK OF REALLY UNDERSTANDING HOW WE GO ABOUT STAFFING. AND SO I DO BELIEVE THAT THIS IS AN OPPORTUNITY.

WE ARE WORKING NOW TO MAKE SOME ADDITIONAL IMPROVEMENTS IN HOW WE COMMUNICATE.

OVERALL, I THINK UTILIZING A LOT OF OUR COMMUNITY STAKEHOLDERS, I THINK IS GOING TO BE HELPFUL.

I KNOW THAT MANY OF YOU HAVE ONGOING MEETINGS OUT IN THE NEIGHBORHOODS ABOUT JUST PUBLIC SAFETY AND SOME OF THOSE HOT TOPICS, SO IT'S ABOUT US MAKING SURE THAT WE'RE ENGAGING WITH YOU, WE'RE PARTNERING WITH YOU, AND WE CAN CONTINUE TO UTILIZE ALL OF OUR TRUSTED STAKEHOLDERS TO MAKE SURE THAT WE'RE COMMUNICATING EXACTLY WHAT OUR APPROACH IS.

SO I THINK THAT YOU'LL SEE US RAMP UP THOSE EFFORTS IN THE COMING WEEKS, BECAUSE WE DO KNOW THAT THIS IS A PRIORITY.

AND IT'S REALLY ABOUT MAKING SURE THAT WE'RE PROVIDING THAT INFORMATION AND WE'RE INFORMING THE PUBLIC OF OUR OF OUR INTENTIONS AND THE STRATEGIES THAT WE'RE USING.

SO THANK YOU FOR THE QUESTION. ALL RIGHT. SO WHAT I WOULD THINK FOR ME, FOR OUR DISTRICT IS THAT WE WILL WORK WITH YOU AND WORK WITH THE CHIEF AS WELL, OR THE TEAM SO THAT WE WILL HAVE MAYBE A FACT SHEET, BECAUSE WHEN THEY SEE SOMETIMES MY COMMUNITY SEE ALL THESE STATS THAT SOME OF THESE OTHER PUBLICATIONS ARE PUTTING OUT, THEY PAINT THE PICTURE OF CERTAIN COMMUNITIES AS IF THEY ARE JUST AT RISK.

AND PEOPLE CAN'T EVEN WAKE UP IN THE MORNING OUT OF THEIR OWN BED BECAUSE THEY'RE GOING TO GET KILLED. SO I WANT TO MAKE SURE THAT I'M PUTTING ON THE RECORD FOR ME.

WHATEVER I CAN DO, WHATEVER YOU CAN DO TO HELP US GET AN ACCURATE COMMUNICATION IN TERMS OF ACTUAL AND FACTUAL.

I WOULD LIKE TO DO THAT, BUT UNDERSTAND TOO, CHIEF ARGO AND TEAM, I SUPPORT YOU.

YOU KNOW, AS COUNCIL MEMBERS, WE ARE NOT PUBLIC SAFETY CERTIFIED OR BONA FIDE.

[01:25:03]

THANK YOU, MAYOR AND I WILL COME BACK TO WRAP UP.

NO PROBLEM. I'M SORRY ABOUT THAT. I, YOU KNOW, DISAPPEARED ON ME.

NORMALLY I SEE A COUNTDOWN, AND THEN IT'S FLASHES FOR A LITTLE BIT.

OKAY. WE'RE COMING BACK TO THE PEOPLE WHO ARE HERE IN PERSON.

WE'RE GOING TO CHAD WEST, AKA JESSE MORENO THIS TIME, AND THEN I'LL GO BACK TO VIRTUAL TO CHAIRWOMAN MENDELSOHN.

THANK YOU MAYOR. THANK YOU ALL FOR THE PRESENTATION THIS MORNING.

SO WE ALL KNOW PUBLIC SAFETY CONTINUES TO BE ONE OF THE TOP PRIORITIES FOR RESIDENTS AND BUSINESS OWNERS.

I WANT TO START OFF BY THANKING OUR CITY MANAGER FOR TAKING ATTENTION TO OUR SECURITY GATES AT OUR STATIONS.

THAT'S SOMETHING THAT WAS A BIG PRIORITY OF MINE. AND I THINK YOU DID IT BEFORE THE ANTICIPATED DATE.

AND SO, SO THANK YOU FOR DOING THAT. I WANT TO MAKE SURE THAT WE KEEP THOSE GATES IN WORKING ORDER, MAKING SURE THOSE OFFICERS ARE SECURED AND THAT THEY HAVE A SAFE PLACE IN THEIR IN THEIR WORKPLACE, BUT ALSO KNOWING THAT THAT'S GOING TO DECREASE OUR OVERTIME.

SO SO THANK YOU FOR YOUR EFFORTS IN REDUCING OVERTIME.

CHIEF, CONGRATS ON THE LARGEST PROMOTION CLASS.

I THINK THAT'S A HUGE ACCOMPLISHMENT, NOT ONLY FOR FOR THOSE OFFICERS THAT WERE ABLE TO GET A HIGHER RANKING, BUT IT SHOWS A LOT TO OUR ROOKIE OFFICERS THAT IN DALLAS THEY CAN GROW.

WE KNOW THAT WE HAVE THAT EDGE OVER OUR SUBURBAN FORCES, WHERE THEY'RE LIMITED IN HOW FAST AND HOW THEY CAN GROW IN A DEPARTMENT.

A LOT OF EFFORTS HAVE BEEN DONE WHETHER IT BE THE SICK HOURS TO PAY THE RECRUITMENT PAY ON THE RECRUITMENT PAY.

I KNOW YOU MENTIONED THAT IT TAKES SOME TIME IN ORDER TO SEE THAT THOSE NUMBERS COME THROUGH.

HOW IS THAT BUDGET WORKING FOR YOU? ALL RIGHT.

NOW, IS THAT SOMETHING THAT YOU GUYS HAVE EVALUATED OR NEED A LITTLE MORE TIME.

WELL, IT JUST STARTED THIS YEAR. IT BEGAN IN OCTOBER, SO IT IS STILL FAIRLY NEW.

WE PROBABLY DO NEED MORE TIME. WE DO HAVE $100,000 IN OUR BUDGET THIS YEAR TO PAY FOR THIS PROGRAM.

OKAY. CHIEF, YOU MENTIONED SOMETHING THAT I THINK IS GREAT IS SORT OF AN EXIT INTERVIEW.

WHY ARE PEOPLE LEAVING THE DEPARTMENT WHETHER THEY'RE ELIGIBLE FOR RETIREMENT OR WHETHER THEY'RE GOING TO A DIFFERENT DEPARTMENT OR PUBLIC SAFETY WAS JUST NOT WHAT THEY HAD IN WHAT THEY COULD TELL.

RIGHT. AND BUT YOU CAN'T FORECAST THE NUMBER OF RETIREES WHO ARE ELIGIBLE.

AND SO WHAT DOES THAT LOOK LIKE IN THE NEXT 1 TO 5 YEARS? YEAH. SO AS IT STANDS NOW, I THINK WE'RE CLOSE TO ABOUT 800 OFFICERS THAT COULD LEAVE THE DEPARTMENT IF THEY CHOSE TO TODAY, OBVIOUSLY THAT WOULD NOT INCUR. BUT WE DO PLAN ON THAT END OF IT.

THE 0 TO 5 RANGE. IT'S BEEN VARIED RESPONSES AND I'VE HAD THE OPPORTUNITY TO SIT DOWN AS WELL WITH MY EXECUTIVE TEAM, CHIEF HERRERA AND CHIEF REYES, AND TALK TO THESE RECRUITS AND GET SOME OF THESE REASONS.

THE REASONS HAVE BEEN ACROSS THE BOARD. SOME HAVE FOUND OUT THAT LAW ENFORCEMENT IS JUST NOT WHERE THEY WANT TO BE, AND THEY DON'T SEE SPENDING THEIR CAREERS HERE.

SOME OF IT IS JUST BECAUSE OF FAMILY REASONS.

SINGLE PARENTS HAVING TO MOVE TO OTHER STATES.

BECAUSE OF CHILDCARE. ONE OF THE THINGS THAT WE'RE DOING NOW AS A DEPARTMENT IS WORKING WITH A NONPROFIT VENDOR.

THAT HAS AGREED TO GO INTO THIS LEGISLATIVE SESSION TO WORK ON GRANT FUNDING FOR THE DEPARTMENT FOR SINGLE PARENTS, FOR FOR TWO PARENTS IN A HOUSEHOLD THAT ARE WORKING THAT HAVE SPLIT SCHEDULES WHERE THEY HAVE YOUNG CHILDREN AT HOME.

24 HOURS, SEVEN DAYS A WEEK WHERE THEY CAN SUPPORT THIS.

AND I THINK THIS WILL BE A HUGE LIFT TO OUR DEPARTMENT.

SOME HAVE JUST SAID THAT THEY WANT TO GO TO A SMALLER DEPARTMENT, AND WE HAVE THOSE DISCUSSIONS WITH THEM.

AND OFTEN WHAT WE FIND OUT AFTER A SHORT TIME PERIOD OF GOING TO OTHER DEPARTMENTS, THEY COME BACK TO THE DEPARTMENT.

IT'S A CONCERN OF MINE. ONE OF THE THINGS I, AS I SAID IN THE INTERIM POSITION, IMMEDIATELY WAS LOOKED AT WAYS TO INCREASE OUR RETENTION FROM THAT 0 TO 5 MARK. HENCE STARTING THE CAREER PATH FOR OUR YOUNGER OFFICERS.

OUR YOUNGER OFFICERS COMING ON, ON THE DEPARTMENT TODAY ARE EXTREMELY SHARP.

AND THAT'S WHERE I CAME ON 33 YEARS AGO WHEN AND WAS, WAS HAPPY TO JUST GO TO WORK EVERY SINGLE DAY.

THEY'RE LOOKING INTO THEIR CAREERS FIVE AND TEN YEARS DOWN THE ROAD OF WHERE THEY WANT TO BE.

THAT INCLUDES PROMOTIONS. SO ON TOP OF THE CAREER GROWTH PLAN THAT I HAVE IN PLACE, I'M ALSO DISCUSSING SOME OTHER OPTIONS WITH THE CIVIL SERVICE ON THE TIMELINES FOR

[01:30:08]

AND IS THAT INDUSTRY STANDARD OR IS THAT SOMETHING THAT'S JUST HERE IN DALLAS? HELP ME UNDERSTAND WHAT OTHER CITIES ARE DOING.

I'D HAVE TO CHECK TO SEE WHAT THE INDUSTRY STANDARD IS, BUT THAT IS THAT IS THE STANDARD THAT WE'VE SET AND WE'VE BEEN PRETTY SUCCESSFUL WITH IT.

AND WHAT TYPE OF TRAINING DOES AN INSTRUCTOR UNDERGO? SO THE INSTRUCTOR DOES A A T COLE BASIC PEACE OFFICER COURSE SO THAT THEY MAKE SURE THAT THE INSTRUCTION THAT WE'RE GIVING IS WITHIN THE GUIDELINES THAT'S THAT'S PROVIDED BY THE STATE. THAT IS A WEEK LONG COURSE THAT THEY GO THROUGH. AND THEN THEY SPECIALIZE IN THE AREA THAT THEY'RE TRAINING IN OR BECOME THE SUBJECT MATTER EXPERT IN THAT AREA.

OKAY. AND SO HOW DO WE AS A DEPARTMENT RECRUIT INSTRUCTORS.

HOW WHAT'S HOW DO WE GET THOSE. THAT'S A GREAT QUESTION.

SO EVERY TIME FOR FOR EXAMPLE, OUR REALITY BASED TRAINING, WHICH I MIGHT ADD IS ONE OF THE THINGS THAT SETS US APART FROM EVERYBODY IN THE COUNTRY.

WE DO AN EXTREMELY WELL JOB WITH THAT. AND SO WHEN WE GO THROUGH THE REALITY BASED TRAINING COURSES, OUR INSTRUCTORS ARE LOOKING FOR THOSE PRACTITIONERS THAT ARE GOING THROUGH THIS COURSE, AND THEY'RE LOOKING AT THEM AND THINKING, THIS PERSON COULD BE A REALLY GOOD INSTRUCTOR. SO WE APPROACH THEM THROUGHOUT TIME.

WE WATCH THEM AND WE LET THEM GIVE US THE FEEDBACK AND SAY, YEAH, SOMETHING I'D BE INTERESTED IN.

AND THIS IS ALSO ONE OF THOSE OPPORTUNITIES THAT WE TALKED ABOUT FOR PEOPLE WHO ARE COMING TO OUR ORGANIZATION TO TO WANT TO GIVE BACK AND TO TO BE A PART OF SOMETHING, YOU KNOW, IN OUR TRAINING ENVIRONMENT. SO, SO I CAN I AGREE, WE DON'T WANT TO PULL PATROL OFFICERS.

HOW CAN WE GET CREATIVE IN LOOKING AT WHETHER IT'S OUR RESERVES OR WHETHER IT'S PEOPLE WHO ARE AT A DESK JOB CURRENTLY? HOW CAN WE LOOK BEYOND THE PATROL DIVISION TO GET INSTRUCTORS IN? THAT'S A GREAT QUESTION TOO. SO WE GET PEOPLE ALL THE TIME THAT WANT TO BRING BACK LIKE OUR OUR LEGAL SECTION IS TAUGHT BY FOLKS FROM OUR CITY ATTORNEY'S OFFICE.

WE HAVE PEOPLE THAT GO THROUGH THE ONBOARDING PROCESS THROUGH FROM HR.

SO WE'RE EXPLORING ALL OF THOSE THINGS. OKAY.

AND WE WENT FROM 5 TO 6 CLASSES. WHAT IS SIX CLASSES ARE MAX IN THE FACILITIES THAT WE HAVE TODAY. OR DO WE FEEL THAT ONCE WE HAVE A NEW FACILITY, WE'LL BE ABLE TO GO ABOVE AND BEYOND SIX CLASSES.

WE'LL HAVE TO GAUGE THAT, BUT IT'S DEFINITELY A POSSIBILITY.

OKAY. AND WITH THE NEW THE CURRENT FACILITY THAT WE HAVE, WHAT IS OUR CAPACITY? HAVE WE DONE AN ASSESSMENT OF IF WE CAN RECONFIGURE THESE ROOMS OR HAVE WE YOU KNOW, DID CLASSES IN A DIFFERENT WAY? HAVE WE DONE THAT EVALUATION? SO AS I MENTIONED EARLIER, WE ARE EXPLORING, ONCE WE GET TO THE WHERE WE'RE BURSTING AT THE SEAMS, SO TO SPEAK, WE'LL BEGIN TO MOVE SOME OF THE SENIOR CLASSES.

YOU KNOW, TO THE IN-SERVICE BUILDING. AND SO BUT WE'RE VERY MINDFUL OF THE FACT THAT THESE FOLKS NEED SHOWERS, THEY NEED PARKING SPACES. AND SO RIGHT NOW WE FEEL COMFORTABLE WITH THE BETWEEN THE 250 AND 300 NUMBER.

OKAY. SO ONE OF MY CONCERNS WITH STAYING AT 300 AND NOT GOING ABOVE IS THAT NOW WE HAVE A CONCERN.

I HAVE CONCERNS THAT OUR NEW TRAINING FACILITY MIGHT BE DELAYED AND NOT BEING ABLE TO ACHIEVE THOSE HIGHER NUMBERS SOONER THAN WHAT WE HAD ANTICIPATED. REPEAT THAT AGAIN. SO WITH THE NEW TRAINING FACILITY WITH THE SCHEDULE, THERE CONCERNS THAT, YOU KNOW, I KNOW THAT WE'RE TALKING ABOUT HIGHER NUMBERS UP THE ROAD.

TO ME, IT SEEMS LIKE WE'RE GOING TO BE PUSHING THAT A LITTLE BIT FURTHER BACK. IT APPEARS THAT WAY.

OKAY. OKAY. OKAY. CHIEF, CAN YOU REMIND ME OF YOUR GOAL FOR OUR FORCE FOR DALLAS AS OUR CITY CONTINUES TO GROW? MY GOAL GOING INTO THE FUTURE YEARS, I WOULD LIKE TO BE AT THE 3600 NUMBER.

OKAY. ALL RIGHT. THANK YOU. THANK YOU. MAYOR.

COUNCILWOMAN I THIS IS CHIEF ORTIZ. I JUST WANTED TO ADDRESS YOUR QUESTION.

AS WE LOOK AT THE NEW FACILITIES FOR THE DALLAS POLICE DEPARTMENT, WE ARE FACTORING IN GROWTH TO MAKE SURE WE HAVE LARGER SPACES TO ACCOMMODATE LARGER CLASSROOMS, BECAUSE WE FEEL LIKE THE CHIEF HAS EXPRESSED EARLIER THAT IT'S IMPORTANT AS OUR CITY GROWS, WE CONTINUE TO GROW ALSO AS A DEPARTMENT. AND SO THAT IS PART OF THE CONSIDERATIONS THAT ARE HAPPENING AT THIS TIME AND LATER,

[01:35:06]

ALL RIGHT. I'M GOING TO GO TO CHAIRWOMAN MENDELSOHN.

NOW THE CHAIR OF PUBLIC SAFETY, YOU ARE RECOGNIZED FOR FIVE MINUTES ON ITEM A, AND THEN I'M COMING BACK HERE TO GET THE MAYOR PRO TEM.

THEN I'LL GO TO YOU, CHAIRMAN WEST. OKAY. THANK YOU.

MAYOR. WHEN YOU ACTUALLY APPOINTED ME CHAIR OF PUBLIC SAFETY, WE HAD A CONVERSATION AND YOU ASKED ME TO PRIORITIZE STAFFING.

YOU WERE SHOCKED AT THAT POINT. THE NUMBERS DON'T MATCH UP WITH PAGE.

SLIDE TEN. BUT AT THAT POINT, OVER THE FOUR YEARS THAT YOU AND I HAD SERVED ON COUNCIL TOGETHER, WE HAD ADDED FIVE TOTAL POLICE OFFICERS AS A NET TO THE STAFFING.

AND YOU WERE SHOCKED BECAUSE WE TALK ABOUT IT ALL THE TIME.

AND COUNCIL REPEATEDLY SAYS THEY WANT TO GROW THE POLICE FORCE, AND THE PUBLIC TELLS US THEY WANT TO GROW THE POLICE FORCE.

BUT THERE ARE ONLY FIVE ADDITIONAL OFFICERS. SO YOU ASKED ME TO MAKE THIS A PRIORITY.

AND WE HAVE THE COMMITTEES WORKED REALLY HARD ON THIS ISSUE.

WE'VE PUT IT AS THE TOP AGENDA ITEM EVERY SINGLE MEETING.

I'VE GONE OUT ON A TRIP TO CHICAGO WITH DPD TO UNDERSTAND BETTER THEIR RECRUITING.

I'VE TOURED THEIR OFFICES. WE'VE ASKED FOR THEM TO DO BANNERS AT OUR FIRE STATIONS AND OTHER PUBLIC SAFETY FACILITIES.

I WANT TO FIRST SAY CHIEF HERRERA AND MAJOR ASHFORD HAVE TRULY DONE A REMARKABLE JOB.

THEY HAVE BEEN CREATIVE. THEY HAVE ENGAGED THEIR ENTIRE RECRUITING STAFF, WHO WE RECOGNIZE ACTUALLY AT OUR LAST MEETING BECAUSE OF THEIR OUTSTANDING EFFORTS. SO I DEFINITELY WANT TO MAKE SURE THAT THE NARRATIVE IS OUT THERE, THAT WE ARE HIRING.

WE ARE WE ARE LOOKING AT EVERY DIFFERENT WAY THEY'RE ENGAGING SOCIAL MEDIA IN A NEW WAY.

BILLBOARDS. AND THEY'RE REALLY DOING ALL THE THINGS THAT THEY SHOULD.

AND SO I WANT TO REALLY COMMEND THEM ON THAT.

THE NEXT THING I WANT TO SAY IS A THANK YOU TO THE CITY MANAGER.

SHE AND THE BUDGET OFFICE ARE PUTTING FORWARD A BUDGET AMENDMENT FOR ARPA FUNDS, $7.7 MILLION TO GO TOWARDS THIS EFFORT.

AND SO I APPRECIATE IT, I SUPPORT IT, AND I THINK SHE SHOULD BE COMMENDED FOR THAT.

BUT THE NEXT THING IS TO TALK ABOUT THE STAFFING GOAL.

SO WE STARTED TALKING ABOUT THE BUDGET. WE STILL HAD CHIEF GARCIA WHO TALKED ABOUT NEEDING TO GET TO THE 3600 NUMBER.

WE ENDED UP WITH 25 200. I'M SORRY. WE ENDED UP WITH A 250 GOAL FOR OUR BUDGET, BUT THE COMMITTEE IMMEDIATELY, THE PUBLIC SAFETY COMMITTEE IMMEDIATELY STARTED TALKING ABOUT 300.

AND IN FACT, THE CHIEF, BOTH GARCIA AND AND NOW EGO ALSO STARTED TALKING ABOUT 300 AS THE GOAL.

AND THEN WHAT WE SAW IN NOVEMBER WITH PROP U IS OUR RESIDENTS SAY WE ACTUALLY WANT 900 MORE OFFICERS. WE WANT TO HAVE 4000 OFFICERS. NOW, THERE'S NOT A PERSON AROUND THIS HORSESHOE THAT DIDN'T SAY, DON'T VOTE FOR THAT. WE ALL DID. BUT IT PASSED AND IT PASSED BECAUSE THE RESIDENTS ARE TELLING US VERY CLEARLY THEY WANT MORE POLICE OFFICERS.

AND COMMENTS HAVE BEEN MADE THAT WE'RE NOT POLICE PROFESSIONALS AND WE'RE NOT, AND NEITHER ARE THE PUBLIC.

BUT THEY KNOW WHEN THERE'S WHEN THERE'S NOT ENOUGH STAFF, AND OUR OWN POLICE OFFICERS ARE TELLING US THEY'RE STRETCHED TOO THIN.

THEY'RE EXHAUSTED. THEY NEED MORE HELP. SO WHEN WE WERE TALKING ABOUT OVERTIME EARLIER, BECAUSE THIS IS GETTING A LITTLE BIT OFF THE BRIEFING, I DO WANT TO MENTION THAT EVEN IF WE COME IN A LITTLE BIT UNDER FOR OVERTIME, OUR OVERTIME BUDGET COMPARED TO LAST YEAR IS 17 MILLION MORE THAN WHAT WE HAD LAST YEAR. 17 MILLION MORE.

AND WE'RE ASKING A LOT OF OUR POLICE OFFICERS.

THERE'S A DISCUSSION ABOUT DO WE INVEST NOW? DO WE INVEST LATER? THE PUBLIC IS TELLING US INVEST NOW. WE HAVE TO INVEST FOR OUR FUTURE.

AND THERE'S A COST TO OUR COMMUNITY FOR CRIME.

CRIME IS GOING DOWN. I LITERALLY HOLD UP THE THE THE TRAJECTORY OF CRIME.

I TRY TO HIGHLIGHT IT. ESPECIALLY VIOLENT CRIMES GOING DOWN.

AND THIS HAS MEANT HUNDREDS, THOUSANDS OF LIVES IMPACTED.

BECAUSE IT'S NOT JUST THAT ONE VICTIM, IT'S ALSO THEIR FAMILIES.

IT'S ALSO THE COMMUNITY. AND WE HAVE TO REMEMBER WHAT THAT MEANS FOR OUR CITY.

IT'S EVEN WHAT IT MEANS, NOT JUST FOR THE PEOPLE IN THE CITY, BUT ALSO THE BUSINESSES, BUSINESSES THAT ARE THINKING OF LEAVING,

[01:40:01]

MADAM CHAIR, I JUST WANT TO MAKE SURE YOU KNOW YOU HAVE 30S.

THANK YOU. I'LL END UP WITH ANOTHER ROUND. I'M GOING TO TELL YOU THAT THE RESIDENTS HAVE SPOKEN, AND WE CAN CHOOSE TO LISTEN OR NOT. THAT WILL BE OUR CHOICE.

THE. THE QUESTION I WANT TO ASK YOU, THE IN-SERVICE ACADEMY.

THERE WAS A COMMENT ABOUT. OH, WE MIGHT HAVE TO MOVE THEM THERE.

I'M JUST GOING TO TELL YOU RIGHT NOW AT BASIC ACADEMY, MOST OF THOSE RECRUITS ARE PARKING AT THE IN-SERVICE ACADEMY BEHIND IT.

THAT'S YOUR TIME. SO IF YOU HAVE A QUESTION, GO AHEAD AND PUT A QUESTION MARK AT THE END AND WE'LL COME BACK TO YOU.

WELL, THE QUESTION IS I'M GOING TO I'M GOING TO I'M GOING TO PAUSE.

OKAY. THE NEXT ALL TOGETHER. THANK YOU. FAIR ENOUGH.

THANK YOU. MAYOR PRO TEM, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM A.

THANK YOU. MAYOR. ALSO ALSO THANK YOU, CHIEF.

FOR THE PRESENTATION. AND ALSO THANK YOU, CITY MANAGER, FOR BRINGING THIS US TO US.

SO URGENCY. QUESTION. CHIEF, I WANT TO ASK YOU, IF YOU'RE OUT THERE RECRUITING, WHY WOULD A POLICE OFFICER SAID, I WANT TO BE A POLICE OFFICER IN THE CITY OF DALLAS.

LOOK, AS I'VE SPOKE TO COLLEAGUES ACROSS THE STATE, ACROSS THE COUNTRY.

DALLAS STILL REMAINS A PLACE OF DESTINATION THAT OFFICERS WANT TO COME TO BASED ON OUR REPUTATION THROUGHOUT THE COUNTRY. IT'S MY GOAL. IT WAS MY PREDECESSOR'S GOAL.

AND IT'S THE DEPARTMENT'S GOAL TO MAKE THIS THE SAFEST CITY IN THE COUNTRY AND TO ALIGN WITH THE CITY MANAGER'S GOALS UNDER SAFE PERFORMANCE PORTFOLIO. WE OFFER MORE AVENUES OF OF CAREER ENHANCEMENT, COMPARATIVELY SPEAKING, TO ANY OTHER DEPARTMENTS IN THE IN THE SURROUNDING CITIES.

WE ARE A PREMIER AGENCY WHEN IT COMES TO CRIME FIGHTING EFFORTS.

I THINK I RECENTLY MENTIONED THAT THE DOJ AND NATIONAL POLICING INSTITUTE HAS SELECTED US AS A KNOWLEDGE AND INNOVATION SITE. AND THAT ACKNOWLEDGMENT ONLY GOES TO A HANDFUL OF DEPARTMENTS ACROSS THE COUNTRY.

AND THEY SELECTED DALLAS POLICE DEPARTMENT AS THE PREMIER KNOWLEDGE AND INNOVATION SITE BASED ON OUR CRIME FIGHTING.

AND FOR THOSE REASONS, THERE SHOULD NOT BE A REASON.

IF YOU'RE OUT THERE AND YOU'RE LOOKING INTO LAW ENFORCEMENT PROFESSION, WHY YOU SHOULD NOT COME TO THE DALLAS POLICE DEPARTMENT FIRST.

OKAY. ON PAGE TEN. CAN SOMEONE CAN EXPLAIN TO ME, IF YOU LOOK AT YOUR 2009 THROUGH 2011, YOU LOOK AT ATTRITION AND YOU LOOK AT THE YEAR 2017 AND YOU LOOK AT THOSE NUMBERS. THOSE ARE BIG DIFFERENCE. EXPLAIN TO ME WHAT HAPPENED IN THOSE YEARS.

WELL, IN. OKAY. SO FISCAL YEAR 17, THAT WAS A THAT WAS A VERY HIGH ATTRITION NUMBER.

THAT'S THE HIGHEST NUMBER ON ON THE GRID. ON THIS TABLE.

WELL, THAT'S BECAUSE IT WAS DURING THIS TIME THERE WAS A MAJOR CONCERN AMONGST OFFICERS ABOUT THE POLICE AND FIRE PENSION.

AND IT WAS DURING THIS TIME IN THOSE YEARS THERE WAS A LARGE EXODUS AND PEOPLE WERE LEAVING.

AND SO THAT'S WHY YOU SEE SUCH A HIGH ATTRITION NUMBER IN THAT YEAR AND THE YEARS AROUND THAT TIME.

OKAY. SO THEREFORE WE STILL IN A PENSION CRISIS RIGHT NOW.

WE HAVE NOT SETTLED THE PENSION. SO THEREFORE DO YOU THINK IT'S A CRISIS NOW OR DO IT SOMETHING THAT WE NEED TO.

I'M TRYING TO MAKE SURE IT'S NOT A LEGAL AND A LEGAL VERSION, BUT DO THAT.

COUNCILOR HENRY. THE OFFICER UNTIL THIS GET BECAUSE WE LOOK AT THE RETIREES OFFICER AND THE CURRENT OFFICER, THERE IS A DIVISION THERE, THERE IS A ISSUE THERE.

AND I'M TRYING TO MAKE SURE THAT I SAY THIS CORRECTLY, THAT THIS IS SOMETHING THAT WE NEED TO RESOLVE REAL QUICK, GET THAT CLOUD OUT OF OUR MIND, GET THAT FALL OVER WITH TO GET THERE.

IS THAT HURTING THERE? HELPING OR HURTING US OR HELPING US? COUNCIL MEMBER I THINK THAT'S IT CAN BE LOOKED AT FROM VARIOUS DIFFERENT REASONS ON THAT.

TO YOUR POINT YES, I DO THINK THE PENSION ISSUE IS A CONCERN TO CONCERN GOING BACK TO THE PREVIOUS YEARS, I DO NOT THINK THERE WERE THERE YET. BUT I HAVE BEEN PERSONALLY SPOKEN TO BY OFFICERS, AND THEY WANT TO KNOW AT LEAST THAT WE'RE MOVING IN THE RIGHT DIRECTION AND THAT WE'RE HAVING THOSE CONVERSATIONS SO THAT THEIR THEIR FUTURES CAN BE SECURED.

[01:45:03]

AND WE ARE TRYING TO HEAD IN THE RIGHT DIRECTION.

AND I JUST WANT TO JUST GET IT OUT THERE. WE EXPECT PUBLIC SAFETY IS THE NUMBER ONE CONCERN.

I HAVE BEEN HERE IN THOSE YEARS AND RIGHT NOW, IN 2017.

NOW WE FAST FORWARD TO 2025. WE END UP IN THE SAME SITUATION BUT A DIFFERENT APPROACH.

YOU KNOW AT THE BEGINNING WE DIDN'T HAVE MEETING AND CONFER WAY BACK THEN, BUT NOW WE GOT MEET AND CONFER.

NOW WE ARE NEGOTIATING AND MEETING AND CONFIRMING THAT THE ACTORS, YOU KNOW, DO GET A 7.23% INCREASE IN PAY.

BUT, CITY MANAGER, I WANT TO MAKE SURE THAT IN THIS PRESENTATION AND GOING FORWARD, THAT DALLAS IS ONE OF THE BEST CITIES TO WORK IN AND TO BE A SAFE CITY.

I REMEMBER THE CITY THAT WAS NOT CONSIDERED AS A SAFE CITY, BUT NOW WE'RE GOING TO GROW TO BE A SAFE CITY.

AND THANK YOU, CHIEF, FOR SAYING PEOPLE WANT TO COME TO DALLAS TO BECAUSE OF OUR PUBLIC SAFETY.

AND ALSO, MAYOR, WITH YOUR LEADERSHIP. THEY'RE SAYING PUBLIC SAFETY IS NUMBER ONE, AND WE GOT TO MAKE SURE IT STAYS ON NUMBER ONE.

BUT WE DO NOT WANT TO PUT A CLOUD OUT THERE THAT WE DO CARE ABOUT PUBLIC SAFETY.

AND I WANT TO MAKE SURE THAT WE DO CARE ABOUT PUBLIC SAFETY BECAUSE WE HAVE TO DO THAT.

AND I KNOW THAT WHEN WE ASK THE QUESTION AND COUNCILWOMAN STEWART WAS ON PUBLIC SAFETY, HE SAID, HEY, AFTER WE CAN MAKE THIS NUMBER, GO TO 303 25 AND WE'RE HEARING TODAY, YOU CAN YOU CAN DREAM UP A NUMBER, BUT CAN YOU MAINTAIN THAT NUMBER, HOW YOU GET THERE? SO CAN YOU JUST EXPLAIN TO US THAT IF YOU DID GO FROM 300 TO 325? I KNOW YOU SAID 40, BUT TELL ME WHAT THAT MEANS.

WHAT WOULD HAPPEN IF WE TRIED TO GO TO 303 25 IN LAYMAN'S TERMS? SO THE RESIDENTS AND PEOPLE KNOW THAT. YEAH. FROM GOING TO 300 TO 325, IT MEANS SHIFTING RESOURCES OUT OF CRITICAL AREAS ON THE DEPARTMENT THAT I CANNOT AFFORD TO DO RIGHT NOW.

IT WOULD CAUSE ME CONCERNS BOTH FROM A CRIME ISSUE MEANING A POTENTIAL IMPACT IN INCREASE IN VIOLENT CRIME AND OTHER CRIMES, AS WELL AS DELAYED RESPONSES TO SERVICE CALLS TO OUR RESIDENTS WHICH MYSELF AND MY TEAM ARE WORKING VERY HARD ON TO REDUCE THOSE NUMBERS.

SO IN THOSE TERMS, THOSE WOULD BE THE TWO BIGGEST CATEGORIES.

I WOULD HAVE CONCERNS ABOUT INCREASING THAT NUMBER.

I'M GLAD YOU SAID I DON'T PUT ON A RECORD. IT'S NOT A BUDGET ISSUE.

IT'S AN ISSUE THAT YOU CANNOT DO. I MEAN, I WANT TO PUT IT WE DO HAVE THE MONEY.

IT'S NOT A BUDGET. IT'S GOT A WHOLE LOT OF PEOPLE SAY WE DON'T HAVE ENOUGH MONEY GOING TOWARDS PUBLIC SAFETY.

SO I WANT TO MAKE SURE THAT PEOPLE REALIZE IT'S NOT A BUDGET.

IT'S A MATTER OF WHAT YOU CAN DO. A TRAINING OFFICER PUTTING PUTTING OFFICER OFF OTHER THE DUTIES TO DO SOMETHING ELSE WHICH THEY SHOULD NOT BE DOING RIGHT NOW.

CITY MANAGER, I GUESS WITH THIS WE'RE TALKING ABOUT A 300 ARE WE ARE IN THE SAME SCALE.

HOW DO WE GO TO 300 TO 325? UP TO 350, UP TO 400.

SO WHAT WOULD THAT TIMELINE WOULD BE? THANK YOU SO VERY MUCH FOR THE QUESTION.

MAYOR PRO TEM ATKINS. AS WE'VE DEMONSTRATED THROUGH THE PRESENTATION, THE GOAL WOULD BE TO DEFINITELY STRETCH ABOVE THE 250 THAT WAS INCLUDED IN OUR PROPOSED IN OUR ADOPTED BUDGET. AND WHAT WE'VE LAID OUT IS THAT WE WOULD GROW THAT NUMBER BY 50 GOING INTO 2026, ANOTHER 50IN 2027, WHICH ALLOWS FOR THAT SCALABILITY THAT WE'VE TALKED ABOUT, BUT ALSO ALLOW FOR US TO CONTINUE TO LOOK AT ALL OF THE INCENTIVES, ALL OF THE NEW THINGS THAT WE'VE PUT IN PLACE TO SEE IF THOSE THINGS ARE ACTUALLY WORKING.

SO THE PROPOSED. FROM MY PERSPECTIVE AS IT RELATES TO HOW WE THEN WOULD DEVELOP THE BUDGET.

THE BUDGET IS TO MAKE SURE THAT THAT GROWTH IS ACTUALLY BEING DEMONSTRATED AND HOW WE'RE PLANNING FOR OUR BIENNIAL BUDGET, AND BEING ABLE TO INCLUDE THE APPROPRIATE RESOURCES IN THERE TO BE ABLE TO CONTINUE TO GROW THE DEPARTMENT EACH YEAR.

THANK YOU, MR. MAYOR. ALL RIGHT. I'M GOING TO CHAIRMAN WEST AND THEN COMING BACK TO JUST TO GIVE EVERYBODY A HEADS UP. I THINK I TOLD MISS BLACKMON I WOULD TAKE HER.

AND THEN I SEE TWO PEOPLE HERE WHO ARE IN THE QUEUE.

SO WE'LL DO TWO REMOTE OR TWO VIRTUAL AND THEN TWO IN PERSON.

SO WE'LL DO A STEWART MR. WEST AND MISS BLACKMON AND THEN COME BACK AND DO MR.

[01:50:07]

THANK YOU, MAYOR, AND I APPRECIATE THE REPORT AS WELL AND THE UPDATE.

AND GLAD TO KEEP THIS AS AS MR. MORENO SAID, THIS IS A MAJOR PRIORITY FOR ACROSS THE CITY, INCLUDING MY DISTRICT. ALSO REALLY APPRECIATE WHAT CHIEF, I KNOW YOU SAID IN RESPONSE TO MAYOR PRO TEM THAT, YOU KNOW, YOUR GOAL IS TO MAKE THIS THE SAFEST CITY IN THE COUNTRY.

I THINK THAT IS A GOAL THAT WOULD RESONATE WITH ALL MY RESIDENTS.

AND JUST LIKE IT WOULD ACROSS THE CITY. SO I JUST REALLY HAVE ONE QUESTION THAT HASN'T ALREADY BEEN ASKED THAT I HAVEN'T HEARD AT LEAST.

AND THAT IS YOU KNOW, WHEN WE A LOT OF US CAME IN IN 2019, THE KPMG STAFFING STUDY HAD JUST BEEN PASSED.

I THINK THE ONLY PERSON THAT WAS HERE WAS MAYOR PRO TEM ATKINS WHEN THE STUDY TOOK PLACE.

BUT I HAVEN'T HEARD THAT REFERENCED. I DON'T KNOW IF THAT WAS ADDRESSED IN COMMITTEE.

BUT HOW DOES YOUR PRESENTATION TODAY PLAY INTO THAT STAFFING STUDY? THANK YOU. YEAH. THANK YOU FOR THAT QUESTION.

OBVIOUSLY WHEN THAT STUDY WAS DONE IT WAS INITIALLY LOOKED AT THE EIGHT HOUR SHIFTS AND WE MADE ADJUSTMENTS TO OUR EIGHT HOUR SHIFTS AT THAT POINT IN TIME. THERE WAS A DECISION ALONG THAT WAY TO START LOOKING AT OUR 410 SHIFTS.

AND AS WE PILOTED THE 410 SHIFTS, WHAT WE SAW IS INCREASED EFFICIENCIES BOTH INITIALLY IN OUR OVERTIME ASPECT, OVERTIME USED AS WELL AS SOME OF THE INITIAL RESULTS ON RESPONSE TIMES.

PART OF THE RESPONSE TIME STUDY THAT WE'RE HAVING DONE NOW WE WILL READDRESS OUR STAFFING STUDIES TO LOOK AT THAT. WE HAVE THREE DIVISIONS RIGHT NOW THAT ARE OPERATING ON THE EIGHT HOUR SHIFT.

AND AT SOME POINT IN TIME I'LL BE LOOKING TO MOVE THEM AS WELL INTO A 410 SHIFT IS MOVING FORWARD.

ONE OF THE MAJOR TENANTS THAT I RECALL OF THE STUDY WAS MOVING UNIFORMED OFFICERS THAT WERE IN ROLES THAT ARE REALLY COULD BE DONE BY CIVILIANS OVER INTO PATROL.

AND I THINK YOU REFERENCED SOMEWHERE TOWARDS THE END OF YOUR REPORT, YOUR PRESENTATION, THAT YOU ARE GOING TO LOOK AT CIVILIANIZATION OF SOME ROLES.

IS THAT ALIGNED WITH THE KPMG RECOMMENDATION? AS I SAID, IN THIS POSITION, I STARTED ASSESSING SEVERAL OF OUR LARGE OPERATIONAL BUREAUS TO TAKE A LOOK AT WHERE WE COULD REMOVE OR POTENTIALLY CHANGE OR ASSIST OUR SWORN OFFICERS WITH PROFESSIONAL STAFF.

AND REALLY CREATE A CAREER LADDER PROGRAM GIVING CAREER GROWTH TO OUR PROFESSIONAL STAFF.

THAT STUDY IS IS STILL UNDERWAY. AND AT SOME POINT IN TIME, I'D LIKE TO BRING THIS BACK TO FULL COUNCIL ON THAT STUDY.

BUT WE'RE ALWAYS EXPLORING NEW WAYS WHERE WE CAN INCREASE OUR RANKS FROM OUR SWORN STAFF INTO THOSE CRITICAL AREAS WHERE WE NEED THEM AND USE PROFESSIONAL STAFF TO SUPPLEMENT THEM.

OKAY. YEAH, I THINK I GUESS I JUST NEED TO GO BACK AND LOOK AT THE STUDY.

IT DOESN'T SOUND LIKE IT'S REALLY GUIDING YOU GUYS ANYMORE.

I KNOW THIS WAS LIKE A FEW CHIEFS AGO. IS THAT FAIR TO SAY THAT WE'RE NOT REALLY FOLLOWING THE STAFFING STUDY ANYMORE? COUNCIL MEMBER. I'LL LET ME JUST SAY WE ARE. THE STAFFING STUDY HAD SOME SOME KEY COMPONENTS.

NUMBER ONE HOW TO LEVERAGE DIGITAL WHAT WE CALL DOORS, WHICH IS ONLINE.

THE ONLINE REPORTING SYSTEM WHICH WE HAVE DONE.

AND OVER THE LAST SEVERAL YEARS, WE'VE LOOKED FOR OPPORTUNITIES TO INCREASE DOOR REPORTS.

AND FOR EVERY ONE OF THOSE REPORTS, WE'RE NOT DISPATCHING AN OFFICER.

WE'VE ALSO LOOKED FOR WAYS TO TRANSFER AS MANY CALLS TO EXPEDITERS, WHICH IS A REPORT OVER THE PHONE.

AND FOR EVERY ONE OF THOSE CALLS, WE'RE NOT DISPATCHING AN OFFICER.

WE HAVE BEEN DOING THOSE TWO THINGS OVER THE LAST SEVERAL YEARS, WHICH WAS A PART OF THAT STAFFING STUDY.

THE STAFFING STUDY TALKED ABOUT CIVILIANIZATION, WHICH WE DID AT THE TIME.

WE DID 95 POSITIONS AT THE TIME, AND WE HAVE SINCE CONTINUED TO LOOK FOR THOSE OPPORTUNITIES.

LAST YEAR, WE DID ACTUALLY INVEST IN INVESTIGATIVE SUPPORT SPECIALISTS, WHICH ARE POSITION PROFESSIONAL STAFF POSITIONS AND OUR INVESTIGATIVE SUPPORT AND OUR,

[01:55:02]

AND SO THAT'S THAT IS NOT THAT'S A CIVILIANIZATION EFFORT WE'VE DONE.

WE ALSO LOOKED AT WHAT CALLS CAN BE TRANSFERRED TO OTHER DEPARTMENTS WHERE POSSIBLE.

AND A COUPLE OF YEARS BACK, WE DID TRANSFER PARKING TO THE DEPARTMENT OF TRANSPORTATION.

SO WE COULD, WE COULD THE POLICE DEPARTMENT COULD FOCUS ON HIGHER PRIORITY CALLS.

AND SO THOSE ARE ALL THINGS THAT HAVE HAPPENED IN THE PAST FEW YEARS, AND WE'RE STILL LOOKING FOR OPPORTUNITIES TO INCREASE DOORS AND EXPEDITERS AND CIVILIANIZED WHERE POSSIBLE. SO THE STAFFING STUDY HAS BEEN THE CORE OF A LOT OF THE IMPROVEMENTS OVER THE PAST SEVERAL YEARS.

IT IS NOT IT IS NOT ENDED. IT IS STILL ONGOING.

OKAY. WELL, THAT WAS THE EMPHATIC AND SUCCINCT ANSWER I WAS HOPING TO HEAR WHEN I FIRST ASKED THE QUESTION.

SO GOOD JOB. I GUESS I'LL JUST ASK THIS TO THE CITY MANAGER IF I'D LIKE TO SEE IT COULD BE A MEMO FORM OR BRIEFING FORM, WHATEVER. AND THROUGH PUBLIC SAFETY OR FULL COUNCIL.

BUT I'D LIKE TO SEE, YOU KNOW, WHICH ASPECTS OF THE STUDY WERE ADOPTED.

IF THERE WERE SOME THAT STAFF DIDN'T AGREE WITH AND DIDN'T ADOPT, THAT'S FINE TOO.

I JUST WOULD LIKE TO KNOW, YOU KNOW, WHERE WE ENDED UP WITH THAT AND AND HOW THAT STUDY CONTINUES TO BE RELEVANT OR NOT.

THANK YOU SO VERY MUCH FOR THE THE QUESTIONS.

COUNCIL MEMBER WEST. I THINK IT IS A GREAT OPPORTUNITY FOR US NOW TO TO BRING THAT CONVERSATION BACK TO THE BODY.

SO YOU TRULY HAVE AN UNDERSTANDING. I'M GLAD THAT MARTIN WAS ABLE TO RATTLE OFF SEVERAL OF THE THINGS THAT WE'VE ACTUALLY IMPLEMENTED FROM THE STUDY.

BUT REMEMBER, I THINK YOU SAID THIS IS THAT IT WAS DONE SOME TIME AGO, AND WE KNOW THAT A LOT OF OUR OPERATING ENVIRONMENTS HAVE CHANGED.

IT WAS PRIOR TO THE PANDEMIC. SO WE CAN DEFINITELY BRING IT BACK, AND WE CAN TALK ABOUT EVEN SOME OF THE AREAS OF THE STUDY THAT WE MIGHT NEED A REFRESH, A REFRESH OF THE DATA IN SOME OF THE TRENDING THAT WAS ACTUALLY INCLUDED.

BUT I DO BELIEVE IT WOULD BE A GREAT OPPORTUNITY FOR THE FULL COUNCIL TO REALLY HEAR WHAT WE'VE BEEN ABLE TO IMPLEMENT, WHAT THE IMPACT HAS BEEN, AND SOME OF THE OTHER OPPORTUNITIES THAT WE HAVE WITH THE STUDY RECOMMENDATIONS. SO WE'LL PREPARE THAT PROBABLY SOMETIME IN APRIL, THAT WE CAN GET THAT BACK IN FRONT OF YOU. FANTASTIC.

I FEEL LIKE IN RIGHT CARE, PART OF THAT EVEN CAME OUT OF THE STUDY OR, YOU KNOW, IT WAS TIED INTO IT IN SOME WAY.

BUT I COULD BE WRONG ON THAT. SO I LOOK FORWARD TO THAT.

AND THAT'S ALL MY QUESTIONS, MAYOR. THANK YOU, MISS BLACKMON.

YOU'RE RECOGNIZED FOR FIVE MINUTES. WE'RE ON ITEM A.

OKAY. THANK YOU. SO THANKS FOR BRINGING THIS LOTS OF CLARITY, BUT I DO HAVE A COUPLE OF QUESTIONS.

I KNOW IN THE PAST, RECRUITMENT HAS BEEN DIFFICULT NATIONWIDE.

HOW IS THIS GOING TO AFFECT. AND OR HAS IT OR WILL IT GOING UP TO 300.

BECAUSE, I MEAN, WE DO WANT YOU TO BE SUCCESSFUL, BUT IF WE KEEP SAYING, OKAY, 250 IS WHAT WE ADOPTED IN AUGUST OR IN SEPTEMBER, NOW WE'RE MOVING IT TO FOUR. 325 POTENTIALLY, BUT 300 WITH THE THE VARIABLE THAT YOU CAN'T CONTROL.

HOW IS THAT GOING TO HOW ARE YOU PLANNING TO ADDRESS THAT.

AND IS IT STILL AN ISSUE. NO I LOOK AT THE THE TREND LINE IS GOING UP.

ESPECIALLY FOR THE DALLAS POLICE DEPARTMENT. AND WE WANT TO SEE THAT TREND LINE CONTINUE TO GO UP.

FROM OUR INITIAL DISCUSSIONS, FROM OUR RECRUITING EFFORTS TO MAKE MORE FOCUS WITHIN THE STATE, MORE FOCUS ON OUR MARKETING EFFORTS WE'RE VERY, VERY PROUD OF THE EFFORTS THAT WE, WE'VE SEEN TODAY.

PART OF THAT, AS WE TALK ABOUT GOING INTO FUTURE FISCAL YEARS AND SUPPORTING THOSE RECRUITING EFFORTS, AND I'LL BE BRINGING BACK THIS TO, TO PUBLIC SAFETY WITHIN THE NEXT COMING MONTHS, AS WELL AS HOPEFULLY FULL CITY COUNCIL IS MY RECOMMENDATIONS ON OUR HIRING STANDARDS. AND I DON'T WANT TO GET INTO THAT, BUT WE'LL ALL BE LOOKING AT IS NOT NECESSARILY REPLACING COLLEGE HOURS FOR THOSE THAT HAVE COLLEGE HOURS, BUT IN LIEU OF COLLEGE HOURS WORK EXPERIENCE THREE YEARS WORK EXPERIENCE THOSE DISCUSSIONS, THOSE BEST PRACTICES ARE STILL BEING LOOKED AT BY CHIEF HERRERA AND HIS TEAM.

BUT WE'LL BE BRINGING THAT VERY SOON FOR DISCUSSION, WHICH I THINK WHEN WE LOOK AT THE DFW METROPLEX AND THE VALUE OF OUR RESIDENTS IN OUR COMMUNITIES THAT THEY CAN BRING TO THE DEPARTMENT I THINK WE SHOULD BE DEFINITELY LOOKING AT THAT NOW.

OKAY. SO WE WE DON'T FORESEE ANY ISSUE WITH THE RECRUITMENT OF NUMBERS.

WE'RE WORKING VERY HARD. I OBVIOUSLY, YOU KNOW, AS I SAID EARLIER, OUR FORECAST FOR THIS YEAR IS FROM 280 TO 300.

[02:00:05]

SO IF WE'RE LOOKING AT 36 GIVE OR TAKE, YOU KNOW, BUT 36 WOULD BE A FLAW.

NOW I'VE GOT SOME JUST LOGISTICAL QUESTIONS. WHEN YOU LOOK AT ON SLIDE TEN, YOU KNOW, HIRING VERSUS ATTRITION.

I MEAN, THE PIPELINE OR THE PIPE THAT SEEMS TO BE LEAKING IS THE ATTRITION.

HOWEVER, WE DID KIND OF STOP THAT IF YOU KIND OF LOOK AT THE RATIO, BUT IT STILL COULD HAPPEN.

WHAT I MEAN, HOW YOU'VE GIVEN US SOME SOME THINGS THAT YOU ARE TRYING, YOU KNOW, WITH THE 20 YEARS OR 28 YEARS IN A 40 K BUYOUT WITH TWO YEARS.

ARE WE PLANNING TO SEE ANY OTHER STRATEGIES AND TACTICS TO TRY TO KEEP THOSE OFFICERS ON THE FORCE? WE ARE CONTINUALLY DISCUSSING THOSE STRATEGIES AMONGST MY TEAM AND WITH CITY LEADERSHIP TO REVIEW ANY OTHER WAYS WE CAN, WE CAN RETAIN OFFICERS. YOU KNOW, IN ALL DEPARTMENTS ACROSS THE COUNTRY.

THEY GO THROUGH THESE CYCLES, AND THESE CYCLES ARE WHERE DEPARTMENTS BECOME YOUNGER, AND THERE'S A CORE GROUP IN THE MIDDLE.

AND THEN YOU HAVE A SENIOR TENURE SHIP ON THE DEPARTMENT AT WHICH AT SOME POINT OFFICERS WANT TO RETIRE.

AND SO WE'RE LOOKING THAT CURRENTLY, AS I MENTIONED EARLIER, WE'VE GOT ABOUT 800 OFFICERS THAT COULD POTENTIALLY LEAVE OVER THE NEXT COUPLE OF YEARS.

BUT ITS LIFE CYCLE OF THE DEPARTMENTS AND IT'S MY JOB, IT'S MY RECRUITING TEAM'S JOB TO MAKE SURE WE KEEP YOUNGER OFFICERS AND NEW AND OFFICERS COMING INTO THE DEPARTMENT. I UNDERSTAND THE LIFE CYCLE, BUT IF WE COULD EXTEND IT, YOU KNOW, JUST A FEW YEARS. SO THAT WAY WE CAN GET THOSE STAFFING GOALS.

I MEAN, IF YOU'RE GOING TO INCREASE BY 50 EVERY YEAR, THEN IT WOULD DEFINITELY, I THINK, HELP IN THE LONG RUN.

AND DO YOU THINK THAT THIS HIRING PLAN COULD IMPACT OR WILL IMPACT OUR OVERTIME HOURS AND THAT AND OVERTIME BUDGET.

YOU KNOW, NOW, IN THE FUTURE BECAUSE IT HAS BEEN BALLOONING.

AND SO I'M HOPING THAT WE CAN EXPECT SOME SAVINGS.

YEAH, I THINK WE COULD ANTICIPATE OBVIOUSLY TO THE DIRECTOR RIOS'S POINT, THERE'S ALWAYS UNFORESEEN THINGS THAT WE CAN WE CANNOT PROJECT INTO THAT OVERTIME SPENDING.

BUT I THINK YOU CAN DEFINITELY MAKE AN ARGUMENT WITH A MORE OFFICERS ON THE STAFF.

YOU WOULD SEE A REDUCTION IN OVERTIME. OKAY. AND THEN AND I KNOW MISS WILLIS TALKED ABOUT, YOU KNOW, NORTHEAST IS A BIG SWATH IN OUR SUBSTATIONS.

AND I BELIEVE THERE IS SOME DISCUSSION ABOUT THAT.

HOW WOULD INCREASING, YOU KNOW, THE POLICE FORCE OR YOU KNOW, HOW WE'RE DOING THAT? IS THAT ARE YOU GOING TO COME BACK TO US IN YEAR FIVE AND SAY, I'M GOING TO NEED A NEW SUBSTATION.

WE'RE GOING TO HAVE TO DIVIDE THIS UP? THAT'S A POTENTIAL AS THE SUBSTATION MODEL EVEN STILL WORK.

WOULD WE DO STOREFRONTS? SO I'M JUST KIND OF ASKING WHAT WE EXPECT IN YEAR THREE, FOUR AND FIVE AS WE GROW.

I KNOW THAT WAS DISCUSSED EARLIER. IN REALLY REGARDS TO LAST YEAR, POTENTIALLY LOOKING AT A SUBSTATION THOSE DISCUSSIONS ARE NOT OFF THE TABLE. BUT WE HAVE TO REALLY LOOK AT OUR GROWTH OF THE CITY, THE GROWTH OF NORTHEAST PATROL DIVISION AND CRIME RELATED WISE. AND IF WE NEED TO POTENTIALLY LOOK AT ADDING ANOTHER SUBSTATION TO THAT LOCATION OR POTENTIALLY ANOTHER PART OF THE CITY. I THINK ALL OF THOSE DISCUSSIONS WE NEED TO ASSESS MOVING FORWARD, WILL YOU BE ASSESSING THOSE AS YOU'RE GROWING, OR IS IT GOING TO GROW AND THEN ASSESS? I GUESS I'M TRYING TO FIGURE OUT IS IT GOING TO BE CONCURRENT OR IS IT GOING TO BE BACK TO BACK? NO, ABSOLUTELY. IT'LL BE CONCURRENT. WE NEED TO MAKE SURE OUR METRICS AND OUR ALIGNMENT WITH ALL OF OUR PATROL DIVISIONS.

AND I KNOW NORTH NORTHEAST IS IS A VERY LARGE DIVISION.

GOT IT. OKAY. SO WHEN I STARTED HERE IN 2007 WE MADE THE PUSH TO GET TO THE 3200 AT THE TIME.

[02:05:03]

BUT CAN YOU TELL ME WHAT HAS CHANGED WITH OUR TRAINING REQUIREMENTS SINCE THEN? AND I MEAN, BECAUSE IT SEEMS LIKE YOU KNOW, WE HAD TONS WE HAD LOTS OF HIRING, AND I'M JUST CURIOUS TO SEE IF WE'VE CHANGED OUR, OUR, OUR TRAINING IN THIS TIME FRAME BETWEEN 2000 AND 7 AND NOW.

SO OUR TRAINING HAS NOT DECREASED ANY IF ANYTHING, IT'S INCREASED.

WE WE HAVE STATE MANDATED TRAINING FROM THE ALERT, WHICH IS THE ADVANCED LAW ENFORCEMENT RAPID RESPONSE TRAINING, WE'VE INCORPORATED SOCIAL JUSTICE CLASSES, EQUITY CLASSES.

SO ALL OF THOSE THINGS HAVE HELPED GROW OUR ORGANIZATION AND KIND OF PUSHED OUT THE TRAINING A LITTLE BIT.

OKAY, SO YOU'RE SAYING THAT WE HAVE GROWN THE THE TRAINING FOR OUR NEW RECRUITS AND HIRES? YES. OUR TRAINING HAS GROWN. OKAY. FINAL QUESTION.

SO YOU TALK ABOUT GROWING BY 2027 TO 400, BUT THEN IF YOU GROW TO 325, YOU'RE GOING TO HAVE TO PULL 40 SWORN OFF AND HIRE FIVE PEOPLE. WILL YOU ACCOUNT AS WE GO THROUGH THIS IN 27? ARE YOU GOING TO ACCOUNT FOR THAT IN YOUR PLANS AND BUDGETS MOVING FORWARD? AS WE GROW IN THE DEPARTMENT AND MORE ACADEMY CLASSES GRADUATE TO FILL THOSE RANKS IN THE PATROL DIVISIONS, THOSE NUMBERS WOULD BE ABSORBED INTO THE TRAINING FACILITY.

FACILITIES SO THEY WOULD BE TAKEN. THAT'S HOW THEY'RE GOING TO.

OKAY. SO YOU SHOULD BE ABLE TO LEVEL OFF IF YOU WILL.

AND NOT HAVE TO PULL SWORN OFFICERS OFF. THAT'S CORRECT.

OKAY. AND THEN SO WHAT I'M HEARING FROM YOU IS, TO THIS DAY RIGHT NOW FOR 2025, YOU ARE SAYING 300 OFFICERS IS WHAT YOU FEEL IS APPROPRIATE TO TRAIN, TO RECRUIT, TRAIN AND GET ON, GET THEM EQUIPPED TO SERVE.

IN IN OUR IN OUR IN OUR COMMUNITIES. YES. THAT ALLOWS ME TO GET ADDITIONAL CLASSES TO GRADUATE, GET THEM OUT INTO THE FIELD MAKE THE ADJUSTMENTS WITH OUR PERSONNEL OR RECRUITING OUR BASIC ACADEMY ADJUSTMENTS TO TO LOOK FORWARD TO INCREASING THAT NUMBER INTO THE 2526 FY SCHEDULE.

AND I THINK YOU I THINK EVERYBODY CAN SAY THAT WE WANT YOU TO BE SUCCESSFUL, CHIEF EGO AND YOUR TEAM TO BE SUCCESSFUL.

AND, AND AND SO I THINK THIS GRADUATED APPROACH, IF THAT IS WHAT YOU'RE RECOMMENDING, THEN I DON'T SEE ANY REASON WHY WE SHOULDN'T WORK WITH YOU ON THAT, BECAUSE I DO BELIEVE THAT WE ALSO, WHILE WE'VE HEARD THE VOTERS, WE ALSO SHOULD LISTEN TO YOU BECAUSE YOU ARE THE MAN WHO IS HELD ACCOUNTABLE FOR THIS AND WILL BE HELD ACCOUNTABLE WITH YOU AND YOUR TEAM.

SO, YOU KNOW, I THINK, YOU KNOW, COUNCIL HAS SAID PUBLIC SAFETY IS TOP PRIORITY AND THAT'S YOUR TIME.

YOU KNOW, GO AHEAD AND WRAP IT UP. I JUST WANTED TO LET YOU KNOW.

THANK YOU. AND SO WE WANT WE WANT TO WORK WITH YOU AND YOUR TEAM TO MAKE YOU SUCCESSFUL.

BECAUSE IF YOU'RE SUCCESSFUL, THEN THE CITY IS SUCCESSFUL.

THANK YOU, MR. MAYOR. NO PROBLEM. WE'RE COMING BACK TO IN PERSON WITH MR. RESENDEZ AND THEN CHAIRMAN NARVAEZ. YOU'RE RECOGNIZED FOR FIVE MINUTES, MR. SANDERS. THANK YOU, MR. MAYOR. CHIEF, I GO THANK YOU AND YOUR LEADERSHIP TEAM FOR THE PRESENTATION.

THIS IS, YOU KNOW, GREAT INFORMATION WHICH SUGGESTS THAT WE'RE MOVING IN THE RIGHT DIRECTION.

AND AS THE COUNCIL MEMBER WHO REPRESENTS DISTRICT FIVE, WHICH IS THE DISTRICT THAT HAS BEEN ESTABLISHED AS THE SECOND SAFEST DISTRICT IN THE LAST 5 OR 6 YEARS, ACCORDING TO DPD DATA THESE IMPROVEMENTS ARE CRITICAL TO SUSTAINING THIS LEVEL OF SAFETY, NOT JUST IN DISTRICT FIVE, BUT ACROSS THE CITY.

BUT I KNOW IT TAKES A COLLECTIVE EFFORT. AND SO I THINK IT'S IMPORTANT, AGAIN, TO ACKNOWLEDGE YOUR ENTIRE LEADERSHIP TEAM AND THE ENTIRE MEMBERS OF THE DALLAS POLICE DEPARTMENT. BUT I DO. CHIEF, I WANT TO HIGHLIGHT YOU AND COMMEND YOU INDIVIDUALLY.

SINCE YOU'VE BEEN IN THIS ROLE, I THINK THAT YOU'VE APPROACHED THIS WITH EXTREME PROFESSIONALISM, INTELLIGENCE, AND IMPORTANTLY, COMPASSION. SO I THINK IT'S CLEAR THAT YOUR EFFORTS ARE MAKING A POSITIVE IMPACT.

SO I JUST WANT TO STATE THAT PUBLICLY AND SAY, KEEP UP THE GREAT WORK.

THANK YOU. THANK YOU FOR THAT, CHAIRMAN NARVAEZ.

ARE YOU READY? YOU'RE RECOGNIZED FOR FIVE MINUTES. THANK YOU. ITEM A. THANK YOU, MR. MAYOR.

MY QUESTION WAS GOING BACK TO THE 303 25. I KNOW WE'RE NOT READY FOR THAT.

AND YOU, YOU'VE GONE OVER VERY, VERY WELL. ALL OF YOU.

ALL. AND THANK YOU, BECAUSE THIS IS SOMETHING THAT A LOT OF PEOPLE JUST DON'T UNDERSTAND.

LIKE, WHAT DO YOU MEAN? YOU CAN'T JUST HIRE, LIKE, 500 POLICE OFFICERS OVERNIGHT? WHEN YOU GOT TO FIND THE PEOPLE, RIGHT? AND THEN YOU GOT TO TRAIN THEM AND THEY DON'T GET OUT ON THE THE OUT IN THE FIELD BY THEMSELVES.

[02:10:06]

RIGHT. SO YOU SAID IT WOULD TAKE AWAY DOLLARS FROM CRITICAL AREAS IF WE WENT TO 325 RIGHT NOW, AND THAT'S SOMETHING WE DON'T WANT TO DO. I AGREE WITH YOU.

WE DON'T WANT TO TAKE AWAY ANYTHING FROM THOSE CRITICAL AREAS WHERE IT WOULD BE KIND OF COUNTER INTUITIVE, COUNTER COUNTERPRODUCTIVE. I MEAN, TO DO THAT.

RIGHT. WOULDN'T YOU SAY THAT? LIKE WE'RE GOING TO HIRE THESE EXTRA 25 OFFICERS, BUT THEN WE'RE GOING TO LET CRIME INCREASE IN ONE OF THESE CRITICAL AREAS.

SO HERE'S THE OTHER THING I WANTED TO ASK WAS, SO AND I DON'T KNOW IF THIS IS GOING TO BE FOR CHIEF IGOE OR THE CITY MANAGER OR YOUR CFO IS WHAT HAPPENS IF THERE'S A MAJOR ECONOMIC DOWNTURN IN OUR SOCIETY IN THE NEXT THREE, FOUR YEARS, BECAUSE WE'VE HAD THIS HAPPEN BEFORE. I THINK IT WAS 2006 OR RIGHT AROUND THERE, I CAN'T REMEMBER, AND WE HAD TO LAY OFF TONS OF CITY STAFF. AND IT WAS IT WAS THE CHOICE WAS OFFICERS OR STAFF.

AND IT WENT TO WE I BELIEVE IF MY HISTORY IS CORRECT, WE CHOSE OFFICERS, BUT THEN THEY ENDED UP ON THE DESKS BECAUSE THOSE WERE THE CIVILIANS THAT GOT LET GO. AND THEN IT WAS KIND OF LIKE WE JUST NEVER KIND OF TOOK THEM OFF THE DESKS IN THOSE ROLES.

CAN YOU EXPLAIN TO ME, HAVE WE WHERE WE'VE GOTTEN AS FAR AS GETTING BACK TO THOSE CIVILIANS GETTING BACK IN THERE, BECAUSE I KNOW WE WERE WE STARTED IT LIKE MAYBE 4 OR 5 BUDGETS AGO.

AND THEN I DON'T KNOW IF WE ENDED UP GETTING TO WHERE WE NEEDED TO GET OR IF WE JUST STOPPED.

I JUST DON'T REMEMBER. YES. WELL, SO IN AN EARLIER IN THE CONVERSATION, WE SPOKE A LITTLE BIT ABOUT THE KPMG STAFFING STUDY.

IT WAS SHORTLY AFTER THAT THAT WE DID ACTUALLY CIVILIANIZE INTENTIONALLY UP TO 95 DIFFERENT POSITIONS.

AND SO WE THAT WAS DESIGNED TO DO EXACTLY WHAT YOU'RE SAYING WAS TO IDENTIFY THOSE POSITIONS WHERE SWORN STAFF WERE DOING THAT COULD BE DONE BY AN ADMINISTRATOR OR PROFESSIONAL STAFF. AND WE DID THAT, AND WE HAVE CONTINUED TO LOOK FOR THOSE OPPORTUNITIES.

AND IN FACT, LIKE I MENTIONED BEFORE, WE DID INVEST LAST YEAR IN INVESTIGATIVE SUPPORT SPECIALIST SPECIALISTS.

AND THOSE ARE, YOU KNOW, PROFESSIONAL STAFF MEMBERS DESIGNED TO ASSIST DETECTIVES DO THE ADMINISTRATIVE WORK THAT THEY'RE SPENDING TIME ON.

AND SO THAT RELIEVES THEM AND FREES UP THEIR TIME.

THAT'S ANOTHER CIVILIANIZATION OPPORTUNITY. SO THAT SO WE'VE DONE THAT.

WE CONTINUE TO LOOK FOR THOSE OPPORTUNITIES. IN FACT, WE'RE LOOKING NOW AT OTHER AREAS TO DO THAT.

THAT'S EXCELLENT. THANK YOU. AND THAT'S WHAT I WANTED TO HEAR IS LIKE WHERE WE WERE ON THAT I'M NOT ON PUBLIC SAFETY.

SO, YOU KNOW, SOMETIMES I MISS SOME OF THESE THINGS THAT Y'ALL DO TALK ABOUT THERE.

BUT WHAT HAPPENS IF THERE'S AN ECONOMIC DOWNTURN? THAT'S WHAT YOU KNOW, I WANT TO KNOW BECAUSE THIS IS EXPENSIVE AND IT'S WELL WORTH THE MONEY.

IT'S JUST WHAT HAPPENS IF WE HAVE I MEAN, RIGHT NOW WE HAVE NO IDEA WHAT'S GOING ON.

FROM DAY TO DAY, AS YOU KNOW, WE DON'T EVEN KNOW IF WE'RE GOING TO GET THE GRANTS THAT WE'VE RECEIVED.

YOU KNOW, THAT WE'VE ACTUALLY BEEN AWARDED. LIKE, IS THE CHECK REALLY IN THE MAIL OR NOT? SO I DON'T KNOW IF THERE'S A PLAN FOR THE WHAT IF.

THANK YOU SO MUCH FOR THE QUESTIONS. COUNCIL MEMBER.

NARVAEZ. I THINK ONE OF THE THINGS THAT WE HAVE TO CONTINUE TO DO ACROSS THE ORGANIZATION IS ENSURE THAT WE ARE OPERATING AT THE MOST EFFICIENT LEVELS REGARDLESS OF WHAT'S ACTUALLY HAPPENING IN THE MARKET. DO WE TRULY HAVE, THAT RESILIENT STRUCTURE IN PLACE TO MAKE SURE THAT AS THOSE CHANGES HAPPEN IN THE ECONOMY, WHETHER IT'S REDUCTION IN FUNDING FROM THE FEDERAL LEVEL, THAT WE'RE PREPARED FOR IT.

AND SO WHAT I CAN TELL YOU IS THAT THAT WORK HAS TO BE A PART OF OUR ONGOING PLANNING.

WE DEFINITELY DID NOT EXPECT TO BE IN A PANDEMIC, BUT WE TRULY WORKED ACROSS THE ORGANIZATION TO ENSURE THAT OUR BASIC SERVICES WERE STILL BEING PROVIDED. AND WE WE WORK TO ENSURE THAT THERE WERE NO MAJOR IMPACTS OR INTERRUPTIONS IN SERVICES.

SO WE WOULD DO THAT AGAIN. I THINK THAT'S WHAT PART OF GOOD GOVERNANCE LOOKS LIKE, IS TO MAKE SURE THAT DURING THOSE TIMES THAT YOU MIGHT HAVE THOSE OUTSIDE FORCES THAT WE CANNOT CONTROL, THAT WE'RE PREPARED FOR IT.

SO THAT'LL BE A PART OF OUR ONGOING PLANNING, NOT JUST FROM A BUDGETARY STANDPOINT, BUT HOW WE CONTINUE TO FIND WAYS TO BE MORE EFFICIENT ACROSS THE BOARD AS A GOVERNMENT. SO THANK YOU SO MUCH FOR THE QUESTIONS. THANK THANK YOU. AND I'M GLAD TO HEAR THAT THAT WE'RE PROACTIVELY THINKING ABOUT THAT.

THAT REALLY SHOWS YOUR ABILITY TO RUN OUR CITY.

SO THANK YOU. BECAUSE I DON'T THINK EVERYBODY ELSE WOULD BE THINKING LIKE THAT.

AND BESIDES TRAINING THE OFFICERS WHEN THEY GO THROUGH THE ACADEMY, I KNOW THAT COSTS, YOU KNOW, IT'S EXPENSIVE, BUT WE NEED TO DO IT, RIGHT? I MEAN, IT'S SCHOOL.

IT'S A BIG TRAINING SCHOOL. RIGHT? AND CLASSES COST MONEY, BUT WHEN THEY'RE COMPLETED THEIR TRAINING, THERE IS ANOTHER SET OF DOLLARS WE HAVE TO SPEND ON NEW OFFICERS.

RIGHT. THE ROOKIES, WHEN THEY HIT THE WHEN THEY GET OUT THERE AND THEY GET UNIFORMED. AND YOU KNOW WHAT? WHAT ALL DO THEY END UP HAVING TO WEAR AND WHAT WHAT DO WE PAY FOR AS A CITY?

[02:15:04]

IS THAT IS THAT CORRECT? YES, WE DO OUTFIT OFFICERS, YOU KNOW, AS THEY GO THROUGH BASIC ACADEMY, WE'RE AT DIFFERENT STAGES. WE'RE ISSUING THEM DIFFERENT EQUIPMENT, CLOTHES, UNIFORM DUTY GEAR, WEAPONS, TASERS, RADIOS. ALL THE EQUIPMENT THAT THEY'RE GOING TO NEED TO TO BE SUCCESSFUL IN THEIR JOB, THEY'RE GOING TO BE ISSUED THOSE THINGS AT VARIOUS STAGES THROUGHOUT THE ACADEMY. AND HOW MUCH DOES THAT ALL COST? I MEAN, WHAT I MEAN, LIKE TODAY, WHAT IS IT? YOU KNOW, 16,000 PER RECRUIT, 16,000 PER RECRUIT. YES. WHEN THEY COMPLETE, WHEN THEY COMPLETE IT AND THEY RECEIVE ALL OF THEIR GEAR, I'LL JUST CALL IT GEAR. EVERYTHING THAT THEY GET, IT'S ABOUT $16,000 WORTH OF GEAR EACH.

OKAY. AND, YOU KNOW, AND AGAIN, WE GOT TO DO IT, RIGHT.

I MEAN, STUFF THAT THEY NEED, BUT I'M JUST PUTTING OUT THERE SO PEOPLE UNDERSTAND HOW MUCH IT REALLY DOES COST.

BUT IT'S NOT AS SIMPLE AS, OH, JUST SALARY AND BENEFITS.

IT'S ALSO THE OUTFITTING THE GEAR. AND WE DIDN'T EVEN GET TO A SQUAD CAR YET, YOU KNOW.

RIGHT, RIGHT. HOW MUCH IS A SQUAD CAR? SO. YEAH.

WELL, ON AVERAGE, ABOUT 95,000. 95,000. SO, I MEAN, THIS IS EXPENSIVE.

THIS IS NOT AN EASY THING, BUT WE'VE GOT TO GIVE OUR OFFICERS THE GEAR, THE EQUIPMENT, THE SUPPORT THAT THEY NEED AND JUST, YOU KNOW, BUT IT DOES ADD UP AND IT ADDS UP FAST.

AND WE WANT TO MAKE SURE IT'S THE RIGHT RIGHT STUFF.

BECAUSE IF IT'S NOT WE'RE GOING TO HAVE OFFICERS THAT ARE GETTING INJURED, HURT, OR THE WORST CASE SCENARIO IS THAT WE ARE HAVING FUNERALS, AND WE ALL HATE THAT EVERY SINGLE ONE OF US HATES WHEN WE LOSE ONE OF OUR OFFICERS IN THE LINE OF DUTY.

THE NEXT THING I WANTED TO ASK ABOUT IS WITH, OH, SOMEBODY MENTIONED EXPANSION OF MAYBE IF WE NEED ANOTHER SUBSTATION.

JUST THROWING IT OUT THERE. THERE'S A YMCA FACILITY THAT'S EMPTY, WITH THE EXCEPTION OF THE LAKES WEST STOREFRONT.

IT'S READY TO GO, PRETTY MUCH, IF WE EVER NEED TO DO THAT.

AND I THINK WEST DALLAS WOULD LOVE TO HAVE THAT IN OUR BACKYARD.

SO, CHIEF, DON'T FORGET THAT CITY MANAGER, DON'T FORGET THAT, YOU KNOW, EVEN THOUGH I MAY BE GETTING OUT OF HERE IN A FEW MONTHS, I'M GOING TO ALWAYS ADVOCATE FOR WEST DALLAS.

THANK YOU, MR. MAYOR. ALL RIGHT. I THINK WE ARE ABOUT TO GO ON TO ROUND TWO.

IF YOU HAVEN'T SPOKEN YET OR ASKED A QUESTION, OR MADE A COMMENT AND YOU'D LIKE TO.

I'LL TAKE THAT NOW BEFORE WE GO INTO THREE MINUTE ROUNDS.

I DON'T SEE ANYONE, SO I SEE CAROLYN KING ARNOLD'S HAND FOR.

AND SO I'LL RECOGNIZE CHAIRMAN ARNOLD FOR THREE MINUTES ON ITEM A, THANK YOU.

I DO WANT TO MAKE SURE SINCE WE ARE DEALING ONLINE TODAY.

CHIEF, I GO ON PAGE ON THE INTERNAL PROFESSIONAL DEVELOPMENT.

THAT'S PAGE FIVE. I DID WANT TO. I AM ACKNOWLEDGING THE FACT OF THE PILOT CAREER PLANNING PROGRAM FOR PATROL OFFICERS. AND I KNOW YOU'VE ALREADY STATED THIS, BUT I FIND IT VERY INTERESTING AND VERY INTRIGUING THAT YOU'RE NOW ESTABLISHING UP FRONT POTENTIAL UPSCALING FOR OFFICERS. SO IN THOSE CATEGORIES OF INVESTIGATIVE, INVESTIGATIVE, PROFESSIONAL AND OPERATIONAL, AND THAT YOU DO HAVE YOUR FIRST COHORT OF THREE OFFICERS HAVE BEEN ASSIGNED TO THESE UNITS.

I THINK THAT'S VERY, VERY KEY. COULD YOU JUST KIND OF SPEAK ON THAT, HOW IT WOULD HAVE IMPACT THE GOALS THAT YOU'RE TRYING TO ESTABLISH EARLY ON HERE? YEAH, IT'S A COUPLE OF REASONS THAT I TOOK A LOOK AT THIS AND MET WITH MY TEAM AND ASKED THEM TO REALLY START PUTTING TOGETHER PROGRAMS ON THIS NUMBER. NUMBER ONE WAS FROM THE ASPECT OF LOOKING AT WHERE WE'RE LOSING OFFICERS AND THAT GREATEST IMPACT, AND THAT GREATEST IMPACT WAS FROM THE 0 TO 5, TEN YEAR MARK.

AND AS I MENTIONED EARLIER, AS I HAD CONVERSATIONS WITH THESE OFFICERS THAT WERE LEAVING AND COMING INTO THE DEPARTMENT, THEIR GOALS AND WHERE THEY COULD GET. THEY FELT LIKE SOME OF THOSE GOALS COULDN'T BE REACHED AS QUICKLY AS THEY WANTED THEM TO BE. THIS CAREER PATH ALLOWS THEM TO STEP INTO.

SOME OF THESE OTHER DIVISIONS. OTHER UNITS EXPERIENCE WHAT THESE DIVISIONS AND UNITS HAVE THAT THEY CAN GIVE.

AND AT THE SAME TIME GET EXPERIENCE AND BE ABLE TO PUT THIS ON THEIR RESUME.

WHAT WE WANT TO DO IS DEVELOP THESE PROGRAMS. I'M LOOKING AT DEVELOPING. DEVELOPING MENTORSHIP PROGRAMS AS WELL ACROSS THE DEPARTMENT, NOT ONLY FROM OUR.

OUR SENIOR CORPORALS WHO ARE OUR FTO TRAINERS TO OUR EXECUTIVE LEADERSHIP.

TO TO HELP GROW THE DEPARTMENT AND PROVIDE PATHWAYS FOR THOSE THAT WANT TO.

STEP INTO THOSE NEXT ROLES. SO REALLY THIS WAS THE FIRST COHORT OF IT LOOKING AT IT.

I WANT TO PLAN TO INCREASE THIS OVER TIME AS THE DEPARTMENT GROWS, TO GIVE MORE OPPORTUNITIES TO OUR YOUNGER OFFICERS WHERE THEY CAN HAVE DEFINED

[02:20:10]

OKAY. THANK YOU. AND I WANTED TO MAKE SURE I PUT THAT ONLINE. AND THE OTHER PIECE HAD TO DO WITH.

AND I WANTED TO COMMEND YOU ON THIS AND, AND THE PAGE SEVEN OF THE PRESENTATION ON THAT SICK EXCHANGE PROGRAM PILOT.

GLAD TO SEE THE NUMBERS THAT HAVE BEEN RESPONDING, BUT IT ALSO JUST DEMONSTRATES YOUR LEADERSHIP AND WORKMANSHIP WITH YOUR TEAM TO COME UP WITH WAYS TO BE RESPONSIVE. AND I THINK THOSE ARE VERY IMPORTANT POINTS.

AND YOU HAVE SOME OTHERS. BUT SINCE YOU MENTIONED THAT EVEN TO OUR COMMUNITY MEMBERS, I DID WANT TO MAKE SURE I STRESSED THAT PUBLICLY THAT YOU ARE RESPONDING.

I KNOW WE'RE EVEN THOUGH WE'RE UNDER THIS UMBRELLA OF LET'S, LET'S DEAL WITH YOU.

WE'VE BEEN USED HERE. AND WHAT CAN WE DO? YOU ARE WORKING TOWARD MEETING SOME OF THE NEEDS OF THE COMMUNITY, AND YOU'RE GOING TO HAVE TO DO YOU KNOW, YOU'RE GOING TO HAVE TO RESPOND TO US BASED ON WHAT YOU HAVE.

I QUICKLY LOOKED AT MY STATEMENT EARLIER ABOUT NEW YORK.

YOU HAVE TO THROW THIS IN. QUICKLY. YOU KNOW, I KNOW NEW YORK HAS SOME 30,000, 30 PLUS 30,000 OFFICERS.

AND SO. THEY TOO ARE HAVING TO MAKE DO WITH WHAT THEY HAVE.

AND SO I WOULD SAY TO YOU. THANK YOU SO VERY MUCH.

I KNOW MY TIME IS WINDING DOWN AND I WANT TO MAKE.

SURE THAT THESE TWO PROGRAMS IN PARTICULAR, I'M LOOKING AT THAT AS A POSITIVE.

I LIKE THE FACT THAT AND ON BEHALF OF DISTRICT FOUR, I WILL SAY THIS.

THANK YOU FOR BEING A MAN OF YOUR WORD. YOU'VE COMMITTED TO RESPONSES IN TERMS OF OUR FIRE EQUIPMENT AND JUST SOME CAMERAS AND OTHER THINGS THAT GO ALONG WITH WHAT YOU'RE TRYING TO DO WITH RESPONDING TO THE COMMUNITY.

AND I DO WANT TO THANK YOU ON BEHALF OF DISTRICT FOUR AND THE CITY AS WELL, BUT THANK YOU FOR BEING A VERY COMMUNITY ORIENTED PERSON.

WE'VE SEEN THAT, AND WE WANT YOU TO CONTINUE TO DO THAT.

AND I THINK THAT'S WHAT I'M SEEING IN THIS PACKAGE TODAY.

AS YOU PREPARE THE ROLLOUT FOR YOUR HIRING PLAN AND YOUR BUDGET PLAN.

IT'S ALL ABOUT DALLAS, BUT IT'S SOMETHING ABOUT THE ABILITY TO CONNECT WITH THE COMMUNITY.

AND YOU'VE BEEN DEMONSTRATING THAT WALKING THE WALK, WALKING THROUGH THE NEIGHBORHOODS. BUT MORE THAN ANYTHING ELSE, WE WANT TO THANK YOU FOR DOING MORE FOR THIS CITY OF DALLAS, AND WE APPRECIATE YOU.

AND REMEMBER, I CAN GO WITH I GO, THANK YOU. WOW, YOU'RE REALLY GOOD AT THAT.

THANK YOU. COUNCIL MEMBER. YOUR TIME WAS PERFECT.

APPRECIATE IT VERY MUCH. I'M NOW GOING TO COME BACK TO SOMEONE WHO'S LIVE.

THEN I'M GOING TO GO TO CHAIRWOMAN MENDELSOHN FOR THREE MINUTES. SO, CHAIRMAN RIDLEY, YOU'RE RECOGNIZED FOR THREE MINUTES.

THANK YOU, MR. MAYOR. SO, CHIEF, I'M. I'VE BEEN HEARING ANECDOTALLY THAT OFFICERS ARE LEAVING OUT OF THAT 190 AVERAGE PER YEAR TO GO TO OTHER POLICE FORCES.

AND I'M WONDERING IF WE ARE ENCOUNTERING A SITUATION WHERE WE SPEND 16,000 TO TRAIN AN OFFICER, AND THEN SHORTLY THEREAFTER, THEY GET LURED AWAY TO A SUBURBAN FORCE.

CAN YOU QUANTIFY HOW MANY OF THOSE 190 ON AVERAGE, WE LOSE EVERY YEAR THAT WE'RE LOSING TO OTHER POLICE FORCES, AND WHERE THAT HAPPENS IN THEIR CAREER? SIR, I DON'T HAVE THE EXACT NUMBER RIGHT NOW, BUT WHAT I CAN TELL YOU IS WHAT WE'VE SEEN IN THE PAST YEAR THAT WE HADN'T SEEN BEFORE IS OFFICERS WHO HAVE LEFT RETURN BACK TO DPD.

AND I THINK THAT THAT SPEAKS VOLUMES. AND WHAT WE'RE ASKING THESE OFFICERS IS THANK YOU FOR COMING BACK.

WHAT MADE YOU COME BACK? AND WHAT THEY'RE TELLING US IS THE OPPORTUNITIES THAT DPD OFFERS.

IT'S NOT BEING OFFERED ANYWHERE ELSE. THE COHORT PROGRAMS, JUST IT APPEALS TO OUR YOUNGER INDIVIDUALS.

AND SO WHAT WE'RE SEEING IS FEWER PEOPLE LEAVING TO GO TO OUTSIDE AGENCIES.

THEY'RE STAYING. AND THAT'S A GOOD THING FOR US.

HAVE YOU CONSIDERED ANY OTHER MEASURES TO ENCOURAGE THE YOUNGER OFFICERS TO STAY AFTER THEY'VE COMPLETED THE ACADEMY TRAINING, RATHER THAN BEING LURED AWAY FROM POTENTIALLY HIGHER PAYING JOBS IN SUBURBS? WELL, AS I MENTIONED, WHAT THEY'RE SEEING AND THEIR OFFICERS TALK TO EACH OTHER ABOUT THE OPPORTUNITIES THAT THEY ARE HERE.

ONE OF THE OFFICERS THAT I RECENTLY SPOKE WITH WHO LEFT TO GO TO ONE OF OUR NEIGHBORING CITIES TO THE WEST OF US, I ASKED, WHY DID YOU COME BACK? AND HE SAYS, WELL, BECAUSE IT WAS GOING TO TAKE ME X AMOUNT OF YEARS TO GET TO WHERE I WANTED THERE.

I CAN GET THERE QUICKER HERE, AND I'M FAMILIAR WITH IT AND THE PAY IS BETTER.

AND SO WE ARE STARTING TO SEE THAT AS A TREND AND HOPEFULLY IT KEEPS TRENDING IN THAT DIRECTION, IN THE RIGHT DIRECTION FOR US. SO WHAT CAN YOU DO TO SEND THAT MESSAGE TO OTHER YOUNG OFFICERS? WELL, THAT'S PART OF OUR MARKETING. AND SO WE LISTEN TO NOT JUST OUR OFFICERS, BUT OUR APPLICANTS AND WITHOUT GIVING UP TOO MUCH TO OUR NEIGHBORING CITIES,

[02:25:05]

I HAVE A CLASS RIGHT NOW THAT HAS A FEW DIVISION ONE ATHLETES IN IT, AND THEY SAID TO TO US THAT THEY WANTED TO BE A PART OF A TEAM.

AND SO THE TEAM CONCEPT IS ONE OF THE THINGS THAT WE OFFER HERE.

WE HAVE A SWAT TEAM, WE HAVE A GANG UNIT TEAM, WE HAVE A DRONE TEAM.

AND SO THOSE ARE THE THINGS THAT WE'RE USING IN OUR MARKETING THAT IS HELPING US ATTRACT PEOPLE TO DALLAS POLICE DEPARTMENT.

OKAY. THANK YOU. COUNCIL MEMBER I JUST WANT TO ADD ONE MORE THING TO THAT.

YOU KNOW, OBVIOUSLY, I UNDERSTAND THE NEEDS AND THE WANTS OF OUR NEW OFFICERS COMING INTO THE DEPARTMENT, AND IT'S BEEN MADE VERY CLEAR TO ME AS WE'VE TALKED TO SOME OF THESE PEOPLE THAT ARE LEAVING THE DEPARTMENT.

BUT I DON'T WANT TO LOSE SIGHT. AN OFFICER BECOMES AN OFFICER DURING THEIR TIME IN PATROL, AND THAT'S WHERE THEY LEARN TO GROW. THEY LEARN BASIC INVESTIGATIVE SKILLS.

BUT ONE OF THE THINGS I AM LOOKING AT IS WHEN THEY COMPLETE THAT MINIMUM TIME IN PATROL.

OPENING UP MORE OPPORTUNITIES IN OUR SPECIALIZED UNITS FOR POLICE OFFICERS THAT WE DIDN'T HAVE BEFORE.

THIS WOULD EXCLUDE SOME OF OUR DETECTIVE POSITIONS.

OBVIOUSLY, THAT'S GOT TO BE AT THE RANK OF A SENIOR CORPORAL, BUT I THINK THIS IS ALSO A WAY WE CAN LOOK AT RETAINING THOSE OFFICERS PAST THAT FIVE YEAR MARK. DO WE ASK THEM TO MAKE ANY COMMITMENT IN TERMS OF HOW LONG THEY WILL STAY AT DPD ONCE WE'VE PUT THEM THROUGH THE ACADEMY? WE DON'T ASK THEM SPECIFICALLY FOR THAT.

HOW LONG THEY, THEY LOOK BUT WE DO ENCOURAGE THROUGH THE, OUR VARIOUS PROGRAMS THAT WE HAVE THAT ONCE THEY ARE DONE WITH THAT COMMITMENT TO THE PATROL SIDE OF IT, THAT THERE'S A LOT OF DOORS THAT CAN BE OPENED INTO THESE OTHER AREAS OF WORK, BASED ON SOME OF THE WORK WE'RE DOING WITH THE THE COHORT PROGRAMS THAT WE HAVE.

THANK YOU. CHIEF. CHAIRWOMAN MENDELSOHN, YOU RECOGNIZED FOR THREE MINUTES ON ITEM A FOR THE PUBLIC.

THANK YOU. WHAT IS THE COST TO TRAIN AN OFFICER? I DON'T HAVE THAT IN FRONT OF ME. I'M SORRY. I DO HAVE A I DO HAVE IT.

I HAVE IT IN ANOTHER BINDER THAT I DIDN'T I DON'T HAVE WITH ME RIGHT NOW, BUT IT DOES SHOW THE COST OF THE 18 MONTHS.

AND IT WOULD SHOW THE TRAINING AND THE THE EQUIPMENT AND EVERYTHING INVOLVED.

I JUST DON'T HAVE IT RIGHT IN FRONT OF ME RIGHT NOW. DO YOU WANT TO MAKE A GUESS? LET ME ASK. LET ME ASK ERNIE IF HE HAS IT WITH HIM.

IT MIGHT. IT MIGHT. IT MIGHT TAKE A FEW SECONDS.

HE'S LOOKING THROUGH HIS MATERIALS RIGHT NOW.

OKAY, WELL, IF YOU CAN GET IT BEFORE MY TIME'S OUT, THAT'S GREAT.

IF NOT, WE'LL PUT IT ON THE NEXT AGENDA. BUT CERTAINLY IT'S NOT 16,000.

IT IS A VERY SIGNIFICANT NUMBER WHEN YOU ADD IN ALL OF THE COSTS.

YES. AND AND I JUST WANT TO AGREE WITH YOU. YES.

IT'S THERE'S, THERE'S THERE'S EQUIPMENT, THERE'S SALARIES.

THERE'S, THERE'S THE WORK THAT'S INVOLVED WITH THE RECRUITING, THE APPLICANT PROCESSING THE BACKGROUNDS, THE INSTRUCTORS, YOU KNOW, THE ALL THE INFRASTRUCTURE THAT IT TAKES TO ACTUALLY ONBOARD AN OFFICER.

WHEN YOU ADD ALL THAT UP, IT'S PRETTY SUBSTANTIAL.

WOULD YOU SAY IT'S MORE THAN HALF $1 MILLION? NO, I DON'T I DON'T THINK IT'S MORE THAN A HALF $1 MILLION.

OKAY. WELL, WE'LL GO THROUGH IF YOU'LL ITEMIZE THAT LIST.

IF YOU DON'T END UP WITH A NUMBER TODAY. EITHER WAY, WE'LL HAVE IT AS AN ITEM FOR PUBLIC SAFETY.

CHIEF HERRERA, HOW MANY OFFICERS HAVE LEFT AND COME BACK VERSUS HOW MANY HAVE LEFT TO GO TO OTHER LAW ENFORCEMENT POSITIONS? THE LAST I RECALL IS EIGHT. AND THOSE THOSE HAVE GONE AND COME BACK, AND THAT'S THIS FISCAL YEAR.

YES, MA'AM. AND HOW MANY HAVE LEFT FOR OTHER LAW ENFORCEMENT? SO AS CHIEF, I MENTIONED EARLIER, WE WE'VE SPOKEN TO A NUMBER OF THE OFFICERS, ESPECIALLY THE 1 TO 5 OFFICERS THAT HAVE LEFT TO GO WORK FOR OTHER AGENCIES.

TWO COME TO MIND, ONE LEFT BECAUSE HE HAD TO RELOCATE FOR FAMILY, AND HE HAS THE LAW ENFORCEMENT EXPERIENCE HERE.

SO HE MOVED BACK TO CALIFORNIA TO BECOME AN OFFICER THERE.

ANOTHER OFFICER LEFT BECAUSE HIS SPOUSE GOT A JOB TO THE NORTHWEST OF FORT WORTH.

HE LOVED IT HERE, AS A MATTER OF FACT. HE WE LEFT THE DOOR OPEN.

I GAVE HIM MY NUMBER AND SAID IF THINGS CHANGE, WE'D LOVE TO HAVE YOU BACK.

AND THOSE WERE WITHIN THE LAST YEAR. AND SO IT'S YOUR ASSERTION THAT WE'RE NOT LOSING PEOPLE TO NEIGHBORING POLICE FORCES,

[02:30:07]

NO, BUT HOW MANY ARE WE LOSING TO THEM? I DON'T RECALL ANY GOING TO DART RECENTLY.

AND HOW ABOUT NEIGHBORING LAW ENFORCEMENT? I WOULD SAY WE'VE PROBABLY HAD.

AND I'D HAVE TO GIVE YOU AN I'D HAVE TO GET BACK WITH YOU TO GET YOU A MORE ACCURATE NUMBER TO SEE WHAT HOW MANY HAVE WENT TO LOCAL AGENCIES.

WELL, YOU USE EXAMPLES OF THE OUT OF STATE, BUT THE REPORTS THAT WE'RE GETTING SHOW A MUCH DIFFERENT PICTURE.

SO IN GOING BACK TO SLIDE TEN WHEN WE'RE LOOKING AT PAST RECRUITING.

IN FISCAL YEAR NINE, YOU HAD 394 RECRUITS. YOU HAD 376IN FISCAL YEAR EIGHT.

NOW THAT WAS ALL DONE IN THE SAME TRAINING ACADEMY.

WE HAVE NOW CORRECT. AS FAR AS I KNOW. YES. IT WAS.

AND DO YOU KNOW HOW MANY CLASSES THAT IS? I DO NOT I DO NOT I DON'T HAVE THAT IN FRONT OF ME.

SO WE DID TRAIN A LOT OF PEOPLE THOSE YEARS. AND IT SEEMS THAT IT WOULD BE POSSIBLE, GIVEN IT'S THE SAME EXACT FACILITY TO DO THE SAME, WOULD IT NOT? I CAN TAKE IT.

OKAY. OH, YEAH. LET ME ADDRESS ONE THING FIRST.

AND I YOU YOU ASKED IF WE HAVE A NUMBER TO GET TO GET IT TO YOU, AND I'LL JUST AS AS REGARDS TO IN REGARDS TO THE COST PER RECRUIT, WE DO HAVE THE A FULL YEAR COST FOR RECRUIT FULLY LOADED WITH EVERYTHING INCLUDED IS 112,000.

THE COST TO FULLY EQUIPPED IS 16,000 AND THEN THE ACADEMY COST PER RECRUIT IS 21,000.

SO THOSE ARE THE THE ESTIMATES ON THE COST TO FULLY EQUIP A RECRUIT.

AND I'M SORRY, DID YOU SAY THAT'S FOR A YEAR OR THAT'S FOR THE FULL TEN MONTHS OF ACADEMY PLUS FIELD TRAINING? SO THAT'S A GOOD QUESTION. SO UNFORTUNATELY, WHAT I HAVE IN FRONT OF ME IS A YEAR FOR SALARY.

SO 112,000 FOR ONE YEAR. SO THEN WE WOULD TAKE THAT AND THEN WE WOULD THEN APPROXIMATE A PORTION OF, OF A SECOND YEAR. SO I DON'T I'LL HAVE TO I'LL HAVE TO BASICALLY I'LL JUST GET AN ITEMIZED LIST AND SEND IT TO YOU.

AND SO YOU CAN HAVE IT FULLY LOADED WITH EVERYTHING, AND I'LL PUT IT ON A MEMO AND SEND IT TO PUBLIC SAFETY.

OKAY. SO 7000 PER YEAR. IS THE TOTAL OF WHAT YOU SAID CORRECT? YES. OKAY. AND AND THAT'S FOR ONE YEAR. AND OUR TRAINING IS FOR 18 MONTHS.

CORRECT? CORRECT. OKAY. SO WHEN WE HAD POLICE STAFFING OF 3690 IN FISCAL YEAR TEN IS THE NUMBER YOU'RE REPORTING. WE HAD A POPULATION OF 1.2322 MILLION.

BUT NOW WITH OUR STAFFING OF 3165, WE HAVE A POPULATION OF 1.35 MILLION.

SO WE'VE INCREASED 133,000 PEOPLE IN DALLAS, BUT WE'VE LOST 525 OFFICERS.

IS THAT CORRECT? THAT'S CORRECT. OKAY. SO WE'VE HAD A LOT OF DISCUSSION ABOUT THE DIRECT COST OF CRIME AND WHAT IT WOULD COST TO HIRE AND TRAIN, BUT WHAT ABOUT THE INDIRECT COSTS FOR THESE.

HAS THERE BEEN ANY KIND OF CALCULATION? I'M SORRY, I DON'T FULLY I DON'T.

CAN YOU CLARIFY THE QUESTION? WELL, ABOUT WHAT IS THE COST OF CRIME? I MEAN, A LOT OF CITIES WILL DO A THIS IS WHAT A MURDER COSTS US.

IT COSTS US $1 MILLION. BY THE TIME WE SEND ALL OF THESE PEOPLE OUT.

AND THEN THE IMPACT ON, ON ALL THE OTHER SERVICES THAT GO WITH IT.

AND I'M WONDERING IF YOU HAVE DONE THAT. NO, I DON'T HAVE THAT.

I DON'T HAVE THAT HERE IN FRONT OF ME RIGHT NOW. I DON'T WE WE HAVE NOT TAKEN A COST PER CRIME, SO TO SPEAK. SO COST PER ONE MURDER OR COST PER ONE SHOOTING OR WHATEVER THE, THE BREAKDOWN WOULD BE.

I DO NOT HAVE THAT. OKAY. AND THAT'S YOUR, THAT'S ACTUALLY YOUR TIME FOR THIS ROUND.

BUT IF YOU, IF YOU'RE, IF YOU'RE ON IF YOU'RE, IF YOU'RE ON, YOU'RE ON A ROLL.

IF YOU WANT TO USE YOUR LAST MINUTE, I'LL JUST LET YOU DO IT NOW.

OR DO YOU WANT TO SAVE IT? I'LL COME BACK FOR THE MINUTE, BUT I THINK I HAD SEVEN SECONDS THAT KEPT ROLLING WHILE HE WAS ANSWERING.

ALL RIGHT. TALKS FOR SEVEN MORE SECONDS. THEN MY QUESTION IS WOULD RESPONSE TIMES ONLY BE IMPACT IF YOU PULL TRAINERS FROM PATROL? AND IS IT POSSIBLE TO PULL THEM FROM OTHER UNITS OR TO HIRE BACK RETIRED OFFICERS TO TRAINING?

[02:35:04]

YEAH. SO THEY WOULD HAVE TO BE PULLED FROM PATROL.

AND CHIEF HERRERA CAN SPEAK MORE ON THAT AND WHY THAT WOULD OCCUR.

OUR ADJUNCT INSTRUCTORS ARE ALL IN THE PATROL AREAS AS OF NOW.

AND I'M SORRY, I FORGOT THE SECOND PART. IF YOU COULD HIRE BACK RETIRED.

WE ARE LOOKING AT THAT RIGHT NOW. THERE'S SOME LEGAL QUESTIONS THAT STILL HAVE TO BE ADDRESSED.

BUT WE ARE WE'RE HAVING THOSE DISCUSSIONS NOW.

THANK YOU. I WOULD LIKE A THIRD WHEN YOU'RE READY.

MAYOR. THANK YOU. ALL RIGHT. MISS BLACKMON, I'M GOING TO SEE IF THERE'S ANYBODY HERE WHO'S IN PERSON BEFORE I GO BACK TO VIRTUAL.

IS THERE ANYBODY IN PERSON? NO ONE. MISS BLACKMON, YOU'RE RECOGNIZED FOR THREE MINUTES.

I'M SORRY. I DIDN'T HAVE ANY QUESTIONS. I DIDN'T TAKE MY HAND DOWN.

I'M SORRY. ALL RIGHT, NO PROBLEM. I'M GOING TO GO BACK TO CHAIRWOMAN MENDELSOHN FOR A MINUTE.

IF NO ONE ELSE HAS ANY COMMENTS FOR ROUND TWO.

CHAIRWOMAN MENDELSOHN, YOU'RE RECOGNIZED FOR ONE MINUTE.

THANK YOU. I ONLY HAVE TWO QUESTIONS. THE FIRST ONE IS CHIEF, YOU MENTIONED THAT THERE'S 800 THAT COULD LEAVE, BUT ACTUALLY, IS IT 800 THAT ARE FULLY VESTED IN THEIR PENSION AND COULD LEAVE? OR IS IT THAT ANYBODY CAN LEAVE? I THINK THERE'S THERE'S FREE WILL.

ANYBODY COULD QUIT THE DEPARTMENT. RIGHT. ANY THOUGHTS? SURE.

WE'RE TALKING 800. THAT'S GOING TO BE PENSION ELIGIBLE TO LEAVE.

AND DON'T YOU THINK WE'RE SEEING PEOPLE THAT ARE NOT STAYING TILL THEY ARE PENSION ELIGIBLE, BUT ARE ACTUALLY LEAVING AFTER, LET'S SAY, 20 YEARS AND THEN GOING TO ANOTHER DEPARTMENT TO BECOME PENSION ELIGIBLE FOR A SECOND PENSION.

YEAH. WE WHERE THAT IS OCCURRING, I DON'T HAVE THOSE EXACT NUMBERS.

COUNCIL MEMBER. BUT YES, THAT IS OCCURRING. AND THEN I DON'T KNOW WHO WANTS TO ANSWER THIS, BUT THE QUESTION IS ABOUT THE COMPETITIVENESS OF OUR POLICE PAY.

AND, YOU KNOW, I OFTEN WILL SEND YOU FROM VARIOUS SOURCES THAT ARE POSTING ABOUT COMPETITIVE CITIES.

AND WOULD YOU SAY THAT OUR PAY TODAY IS COMPETITIVE WITH OUR NEIGHBORING CITIES? FROM WHAT I'VE RECENTLY SEEN, YES, THAT OUR PAY IS COMPETITIVE.

I KNOW THERE STILL HAS TO BE GOING INTO MEET AND CONFER SOME ADDITIONAL ANALYSIS TO BE DONE, BECAUSE THERE'S OBVIOUSLY SEVERAL FACTORS. WHEN YOU TALK ABOUT CERTIFICATION PAYS DIFFERENT OTHER TYPES OF PAYS THAT YOU DON'T OFTEN SEE IN OPEN SOURCES THAT ARE INCLUDED IN SOME OF THOSE DISCUSSIONS. BUT YES, I DO THINK OUR PAY IS COMPETITIVE.

OKAY. WELL, THIS IS THE PLACE WE'RE GOING TO DISAGREE BECAUSE I'VE BEEN ON THE WEBSITES OF THE OTHERS.

I UNDERSTAND THE DIFFERENT ABILITIES TO GET SPECIAL PAY, BUT WE ARE NOT ABLE TO MARKET OUR DEPARTMENT WITH STARTING SOMETHING COMPETITIVE. AND THAT IS YOUR TIME. AND I WANT THE CITY MANAGER TO RESPOND WHEN YOU ARE DONE.

GO AHEAD. OR ARE YOU GOING TO RESPOND TO THAT? YES, I WILL. THANK YOU SO VERY MUCH. AND THANK YOU, COUNCILWOMAN MENDELSOHN, FOR THE QUESTIONS REGARDING THE PAY.

I THINK WE DEFINITELY WILL CONTINUE TO LOOK AT WHERE WE STACK UP.

THESE HAVE BEEN CONVERSATIONS THAT WE HAVE HAD OVER THE LAST YEAR, INCLUDING THE OPPORTUNITY THAT WE HAVE NOW AS WE BEGIN OUR DISCUSSIONS AROUND A MEET AND CONFER, WHICH IS GOING TO KICK OFF HERE VERY SOON.

WE WILL DEFINITELY BE LOOKING AT ALL ASPECTS OF PAY AS PART OF THAT AGREEMENT, AND DEFINITELY LOOK FORWARD TO BRINGING THAT BACK TO THE CITY COUNCIL, WHICH WILL ALSO INCORPORATE WHAT WE RECEIVE THROUGH THE PROPOSITION REGARDING DALLAS.

THE CITY OF DALLAS POLICE DEPARTMENT BEING IN THE TOP FIVE.

SO DEFINITELY DO BELIEVE THAT WE'LL BE ABLE TO BRING THAT BACK AND MAKE THAT BE A PART OF THOSE NEGOTIATIONS WITH MEET AND CONFER.

BUT THANK YOU FOR THE COMMENTS. WE'VE HEARD THOSE COMMENTS BEFORE, AND WE DO APPRECIATE YOU CONTINUING TO REMIND US ABOUT THE PAY CONCERNS.

THANK YOU. ANYONE ELSE WANT TO SPEAK ON ITEM A BEFORE WE TURN IT BACK OVER TO CITY MANAGER TO TEE UP ITEM B? WE'RE GOING TO TAKE UP ITEM B AS QUICKLY AS WE CAN, AND THEN WE'LL WE'LL RECESS FOR LUNCH AFTER ITEM B.

I DON'T SEE ANYONE. SO THANK YOU VERY MUCH, CHIEF.

AND EVERYONE WHO WAS ON THIS FIRST PANEL TODAY, WE APPRECIATE YOUR YOUR TIME.

GO BACK AND START FIGHTING SOME CRIME. APPRECIATE YOU GUYS.

ALL RIGHT. MADAM CITY MANAGER, IT'S YOUR SHOW AGAIN.

THANK YOU SO VERY MUCH, MR. MAYOR. SO YOUR SECOND BRIEFING IS ON THE WHITE ROCK LAKE MASTER PLAN.

[B. 25-667A White Rock Lake Park Master Plan Update Attachments: Presentation]

[02:40:04]

THEY WILL ACTUALLY PROVIDE YOU WITH AN UPDATE OF THAT PLAN, WHICH IS DESIGNED TO GUIDE FUTURE IMPROVEMENTS AND PRESERVATION EFFORTS FOR ONE OF OUR MOST VALUED ASSETS. THE UPDATE TODAY DEFINITELY INCORPORATES FEEDBACK FROM RECENT BRIEFINGS TO THE DALLAS PARK AND RECREATION BOARD AND FROM THE PARKS TRAIL AND THE ENVIRONMENT COMMITTEE AS A CITYWIDE RECREATIONAL AND ENVIRONMENTAL RESOURCE.

WE KNOW THAT WHITE ROCK LAKE CONTINUES TO ATTRACT MILLIONS OF VISITORS ANNUALLY AND PLAYS A VITAL ROLE IN OUR COMMUNITY.

THIS MASTER PLAN BUILDS ON PREVIOUS EFFORTS AND FOCUSES ON CRITICAL AREAS, INCLUDING INFRASTRUCTURE IMPROVEMENTS.

WE INCLUDE. IT INCLUDES ENHANCED PARK USER EXPERIENCES AND LONG TERM SUSTAINABILITY.

EXTENSIVE COMMUNITY ENGAGEMENT, STAKEHOLDER INPUT AND TECHNICAL ANALYSIS HAVE ALL SHAPED THIS PROCESS, AND SO WE BELIEVE THAT THIS MASTER PLAN WILL ALLOW FOR US TO HAVE.

WHITE ROCK LAKE REMAIN AS A VIBRANT, ACCESSIBLE AND A SUSTAINABLE ASSET FOR DALLAS.

WITH THAT, WE APPRECIATE YOUR FEEDBACK TODAY, AND I'M GOING TO TURN IT OVER TO RYAN O'CONNOR TO TAKE US THROUGH TODAY'S PRESENTATION.

THANK YOU SO MUCH. YES, MA'AM. THANK YOU VERY MUCH AGAIN, RYAN O'CONNOR, DALLAS PARKS AND RECREATION.

THE CITY MANAGER JUST REALLY MADE A LOT OF REMARKS THAT ARE PERTINENT TO THE PRESENTATION.

AS MANY OF YOU ALL KNOW, THERE HAVE BEEN MANY STUDIES AND EFFORTS RELATED TO WHITE ROCK LAKE OVER THE YEARS.

THIS IS THE LATEST THAT ATTEMPTS TO EVALUATE A LOT OF THE, YOU KNOW, A LOT OF THE CITIES THAT HAVE BEEN PERFORMED OVER THE YEARS AND MAKE RECOMMENDATIONS TO FIND WHAT'S STILL RELEVANT AND PERTINENT THROUGH A PROCESS THAT HEAVILY ENGAGED THE COMMUNITY.

SO WITH THAT, I WOULD LIKE TO INTRODUCE PHILIP NEELY AND BRAD MOULTON.

THEY ARE THE CONSULTANT TEAM THAT WE HAVE ENGAGED WITH.

THEY ARE WITH DUNAWAY, AND THEY ARE GOING TO RUN THROUGH THE SLIDE DECK IN A VERY EXPEDITIOUS MANNER, AND THEN WE WILL BE AVAILABLE TO ANSWER ANY QUESTIONS YOU MAY HAVE.

SO WITH THAT, I'M GOING TO TURN IT OVER TO PHILIP NEELY.

GOOD MORNING. THANK YOU FOR LETTING US BE WITH YOU.

WE ENJOYED WHAT THE PT GROUP A COUPLE OF WEEKS AGO.

SO WE WILL FOLLOW THAT SAME FORMAT. THIS IS JUST A QUICK OVERVIEW OF OUR PROCESS.

IT'S BEEN AN HONOR FOR US TO GET TO WORK ON THIS MASTER PLAN UPDATE FOR WHITE ROCK LAKE PARK, ONE OF THE GREATEST PARKS IN THE STATE OF TEXAS.

TRULY A TREMENDOUS RESOURCE THAT'S IN DEMAND ALL THE TIME LOCALLY AND EVEN PEOPLE FROM ALL OVER THE COUNTRY.

SO NEXT SLIDE PLEASE. OUR PROCESS HAS BEEN ROUGHLY TWO YEARS.

AGAIN, THIS IS NOT TO START OVER AT WHITE ROCK LAKE PARK HAS 100 YEARS OF HISTORY.

SO IT'S GOT, YOU KNOW, ELEGANT EARLY STUDIES FROM THE 1930S.

AND THEN AS IT EVOLVED AND THE CHANGING TYPES OF RECREATION, WE WERE WE WERE TASKED WITH TRYING TO GO THROUGH THAT HISTORY.

A LOT OF DECADES OF DIFFERENT DOCUMENTS AND BEGIN TO CONSOLIDATE THAT, BECAUSE THERE'S A LOT OF PIECES OF DOCUMENTS ON WHITE ROCK LAKE PARK.

BUT AGAIN, OUR GOAL WAS TO TRY TO BRING THAT TOGETHER, FRESHEN UP, LOOKING AT AREAS, SOME OF THOSE AREAS THAT HAD BEEN DELINEATED IN THE PAST ARE JUST NOT APPROPRIATE ANYMORE. BUT AGAIN, NOT A START OVER, BUT TO BE VERY CAREFUL STEWARDS IN WORKING ON THIS PLAN.

NEXT SLIDE PLEASE. WE HAD A COMMITMENT TO REACH OUT TO THE COMMUNITY AND THEN WE EXPANDED THAT.

WE REALIZED EARLY ON THAT WE WERE GOING TO HAVE MORE AND MORE PEOPLE THAT WOULD WANT TO SHARE.

SO WE STARTED OPEN FORUM TYPE MEETINGS. AND THEN AS WE WERE DOING THAT IN THE SUMMER OF 23, WE ACTUALLY DID A SURVEY WITH DALLAS PARK STAFF.

THEY PUT ONLINE A SURVEY DEALING WITH SOME OF THE SAME TOPICS THAT WE WERE ASKING IN THE PUBLIC MEETINGS.

SO WE WERE GETTING A LOT OF RESPONSES FROM THAT SURVEY INSTRUMENT AS WELL.

NEXT SLIDE. SOME OF THE COMMON THEMES YOU'LL SEE HERE TRAILS GENERAL MAINTENANCE AS YOU GO THROUGH THESE.

GREEN SPACE PRESERVATION IS ALWAYS AN IMPORTANT TOPIC BECAUSE OF THE WPA HISTORY THAT'S SO INCREDIBLE OUT THERE.

SO WE THESE ARE THE TYPES OF WRITE IN OR SPECIFIC COMMENTS WE WOULD GET ALONG THE WAY, PARTICULARLY FROM THE SURVEY INSTRUMENT.

NEXT SLIDE. THESE MAJOR THEMES HERE WE'VE WE USED A LOT IS JUST A DISCUSSION POINT OR A POINT OF REALIZING, HOW DOES THIS AFFECT THE UPDATES TO THE PLAN? BUT EVEN THE OPERATIONS, MAINTENANCE AND LAKE EDGE, THE WATER'S EDGE, PRESERVATION AND RESTORATION AND THEN SECURITY AND SAFETY.

SO THESE TOPICS HELPED ORGANIZE A LOT OF THE WAY WE THOUGHT ABOUT SOME FRESH SPATIAL ANALYSIS OF WHITE ROCK LAKE PARK.

NEXT SLIDE PLEASE. AGAIN, I MENTIONED THE TIMELINE.

THIS IS FASCINATING, BUT I WISH WE HAD MORE TIME.

BUT STARTING IN THE 30S WHEN THE NATIONAL PARK SERVICE DID THE MASTER PLAN, THAT'S SUCH A LANDMARK OF THAT THAT WORK BACK THEN.

BUT AS WE MOVED ALONG. NEXT SLIDE PLEASE. WE WOULD WE WOULD SEE THESE DECADES OF STUDIES AND IN PARTICULAR IN THE 90S, YOU'LL SEE HERE THIS THAT 1987 MANAGEMENT PLAN AND THEN THE DESIGN GUIDELINES.

[02:45:06]

THAT'S WHAT WE CALL THE RUNNING MASTER PLAN. THAT'S FROM THE LATE 90S, EARLY 2000.

THAT HAS ALWAYS BEEN A REFERENCE POINT WHEN WE'VE BEEN HIRED IN THE PAST TO COME IN AND DO MAYBE A SMALLER DESIGN PROJECT AT THE LAKE, WE WOULD GO BACK TO THAT MASTER PLAN AND WORK WITH DALLAS PARK STAFF.

SO AGAIN, TRYING TO LOOK AT THESE PLANS, BRING THEM FORWARD AND BEGIN TO CONSOLIDATE THOSE.

NEXT SLIDE. BRAD WILL GO THROUGH THE EXISTING CONDITIONS AND HOW WE STUDY THE VARIOUS PIECES OR THE SPECIFIC AREAS AROUND THE LAKE.

THANK YOU PHILIP. YEAH. SO BRIEFLY SOME INTRO SLIDES INTO OUR PROCESS ON EXISTING CONDITIONS.

WE'VE BEEN INVOLVED WITH SEVERAL PROJECTS AT THE LAKE, SO WE WERE ABLE TO PULL TOGETHER LOTS OF THE EXISTING DATA IN TERMS OF MAPPING.

SO THIS, THIS IMAGE. AND THEN WITHIN THE REPORT WE HAVE A COMPREHENSIVE LIST OF OPPORTUNITIES AND CONSTRAINTS OF EXISTING AREAS WITHIN THE LAKE.

WE'LL GO TO THE NEXT SLIDE. AS PHILIP MENTIONED, LOOKING BACK AT PREVIOUS LAKE WIDE STRATEGY MASTER PLANS, MOST NOTABLY THE 1994 MASTER PLAN AND DESIGN GUIDELINES INTRODUCED THE THE DIVERSIFIED CONCEPT, WHICH PRESENTED SPECIFIC AREAS WITHIN THE PARK THAT HAD SPECIFIC CHARACTER ELEMENTS, HAD THEN RECOMMENDATIONS WITHIN EACH OF THOSE AREAS OR SPECIFIC ZONES OF THE TYPES OF DEVELOPMENT THAT WOULD OCCUR THERE.

GO TO THE NEXT SLIDE. MOVING FORWARD YOU KNOW, LATER ON IN 2002, THIS GRAPHIC MASTER PLAN WAS PRESENTED.

AND AS PHILIP MENTIONED, KIND OF THE GUIDING DIRECTION FOR PHYSICAL IMPROVEMENTS ON THE LAKE.

WITHIN THE PARK AREAS, WE'LL GO TO THE NEXT SLIDE.

SO THAT BRINGS US FORWARD TO THE THE MASTER PLAN AS WE'RE LOOKING AT IT TODAY.

AND NOW KIND OF LOOKING AT IT AS A 2025 MASTER PLAN.

FROM THAT DIVERSIFIED CONCEPT, WE'VE IDENTIFIED WHAT HAS EVOLVED INTO ESSENTIALLY 20 KIND OF PARKS WITHIN THE PARK.

SO WE'LL SEE THAT ON THE NEXT SLIDE. BUT I'LL WALK THROUGH EACH OF THOSE AREAS IS DEFINED OR OR A HIGH LEVEL OF CONCEPT INFORMATION IS PRESENTED WITHIN THE MASTER PLAN.

AS WE LOOK AT OPPORTUNITIES, DESIGN INFLUENCES, UNIQUE CHARACTERISTICS, ASSETS AND THEN SURROUNDING INFLUENCES.

AT A MASTER PLAN LEVEL, THIS IS THIS IS REALLY THE GOAL IS TO PROVIDE A CONCEPTUAL FRAMEWORK.

ADDITIONAL DESIGN PROJECTS AND DETAILS WILL BE WORKED THROUGH AS EACH PROJECT IS EITHER FUNDED OR IMPLEMENTED ALONG THE WAY.

SO WE'LL GO THROUGH THE NEXT FEW SLIDES TO GIVE YOU KIND OF A SNAPSHOT OF WHAT THE HOW THE PLAN IS BROKEN UP.

AND WE DETAIL EACH OF THOSE, SO WE'LL GO TO THE NEXT ONE.

SO THIS SHOWS THOSE 20 KIND OF FOCUS AREAS OF THE MASTER PLAN, AS EACH ONE OF THESE AREAS HAS SPECIFIC THOSE OPPORTUNITIES RECOMMENDATIONS AS WELL AS DIFFERENT DESIGN INFLUENCES AND SURROUNDING INFLUENCES.

NOTED. THESE WOULD BE AN AID TO DALLAS PARKS DEPARTMENT AS THEY ARE MOVING FORWARD IN INITIATING PROJECTS AS WELL AS DESIGN CONSULTANTS OR OTHER STUDIES THAT GO ALONG THE WAY WITHIN THESE 20 AREAS.

WE'LL GO TO THE NEXT SLIDE AND SEE HOW THOSE ARE EACH FOCUSED ON MOCKINGBIRD POINT.

AGAIN, WE'RE LOOKING AT AREAS OF OPPORTUNITIES, CHARACTERISTICS AND ASSETS.

WE'LL GO TO THE NEXT ONE. BOY SCOUT HILL IS ANOTHER VERY WELL POPULATED AREA AND A VERY IMPORTANT IN SOME OF THE PRESERVATION TO SOME OF THE NATURAL AREAS ON BOY SCOUT HILL.

IT'S KIND OF ONE OF THE HIGH POINTS AS YOU ENTER THE PARK AND YOU SEE SOME OF THE REMNANT PRAIRIE AREAS? SO THAT IS VERY IN TUNE TO THE PLAN ITSELF AND THOSE CHARACTER ZONES.

SO WE'LL GO TO THE NEXT SLIDE. THE NAUTICAL AREA AGAIN, ANOTHER AREA THAT IS VERY BUSY ON A SATURDAY OR SUNDAY AFTERNOON.

AND SO LOOKING AT AREAS CHALLENGES WITHIN THIS AREA, OF COURSE, WITH PARKING AND CARS.

THE OLD PARKING LOTS ON THIS SIDE HAVE NOT BEEN UPDATED AS THEY HAVE ON THE WEST SIDE.

SO LOOKING AT AREAS IN THIS AREA TO CARRY ON THOSE STANDARDS IN TERMS OF PARKING AND ORGANIZATION OF PARKING.

WE'LL GO TO THE NEXT SLIDE. THE BATHHOUSE AGAIN, ANOTHER CULTURAL RESOURCE OF THE CITY AND KIND OF THAT HISTORIC ARCHITECTURE OF THAT ART DECO PERIOD. THIS IF YOU NEED A PARKING SPACE AT THE LAKE, THIS IS A GREAT PLACE TO GO FIND A PARKING SPOT.

[02:50:06]

ARE NOT REALLY USED FOR VEHICULAR CIRCULATION ANYMORE ON THE OUTER EDGE OF THE PARKING LOT.

SO SOME OPPORTUNITIES ARE ARE AVAILABLE TO EXPLORE REPURPOSING SOME OF THAT TO TO SOME MORE PEDESTRIAN AREAS AS WELL.

WE'LL GO TO THE NEXT SLIDE. ONE OF THE BIG IDEAS WITHIN THE WITHIN THE PROJECT, THERE'S FIVE SPECIFIC AREAS WHERE WE LOOK AT KIND OF LARGER BIG IDEAS THAT WILL REQUIRE MORE STUDY.

OBVIOUSLY ON EVERYBODY'S TOP OF MIND IS THE AREA ALONG GARLAND ROAD AND KIND OF THE, THE CHALLENGES BETWEEN THAT SMALL SLIVER OF LAND, BETWEEN THE EDGE OF PAVEMENT OF THE, THE ROAD ITSELF AND THEN THE LAKE EDGE, AND THEN WHERE THE TRAIL ITSELF HAS VERY SMALL AREA TO ACTUALLY BE LOCATED. ONE OF THE BIG IDEAS WITHIN THE MASTER PLAN IS EXPLORING THE OPPORTUNITY TO TO DEPART FROM THE SHORELINE AND ACTUALLY PROVIDE A SIGNATURE ELEMENT WITHIN THIS AREA THAT COULD POTENTIALLY BE A BOARDWALK, A BRIDGE, WHATEVER THAT CONSTRUCTION TECHNIQUE IS.

THROUGH FURTHER STUDY, JUST AN OPPORTUNITY TO ACTUALLY REMOVE THAT CHALLENGE FROM BEING IN THAT SMALL, SMALL PIECE OF LAND. LOTS OF EXAMPLES OF THIS AROUND THE COUNTRY, MOST NOTABLY IN AUSTIN ALONG LADY BIRD LAKE.

IF ANYBODY IS FAMILIAR WITH THAT, WE'LL GO TO THE NEXT SLIDE.

AGAIN, FLAGPOLE HILL, ANOTHER CULTURAL RESOURCE AND KIND OF CONNECTION TO THE NEIGHBORHOODS.

AT ONE POINT, THE LAKE DID ALMOST REACH TO WHERE NORTHWEST HIGHWAY IS TODAY IN THAT GREEN AREA.

SO FLAGPOLE HILL HAS ALWAYS BEEN A CONNECTIVE ELEMENT TO WHITE ROCK LAKE PARK AND EVEN A PIECE OF IT.

SO WE DEFINITELY INCLUDE THAT WITHIN THE MASTER PLAN.

FLAGPOLE HILL ACTUALLY HAS ITS OWN MASTER PLAN AS WELL.

THAT KIND OF DIVES DEEPER INTO THE IMPROVEMENTS AND RECOMMENDATIONS TO THIS AREA.

SO WE ALSO INCLUDE SOME RESPONSE TO THIS AREA AS WELL.

WE'LL GO TO THE NEXT SLIDE. SO THIS IS JUST A SUMMARY OF HOW THE DESIGN GUIDELINES THEN CARRY ON.

MANY OF THE DESIGN GUIDELINES IN THE 1994 REPORT, SUCH AS THE TRAILS THE SHORELINE TECHNIQUES ARE BEING CARRIED OVER AND THEN UPDATED WHERE NEEDED. SO BACK IN 94, THERE WAS A 12 FOOT TRAIL RECOMMENDED.

TODAY, A 14 FOOT TRAIL IS INSTALLED. SO WE'RE JUST WE'RE UPDATING WHAT IS BECOME THE STANDARD BETWEEN 94 AND TODAY.

SO MOST OF THIS IS NOT REALLY A HOLISTIC CHANGE BUT REALLY UPDATING KIND OF WHERE WHERE STANDARDS HAVE BEEN APPLIED.

YOU KNOW, TO DATE SPECIFIC TO EVEN PARK BENCHES AND RESTROOM AREAS AND DIFFERENT AMENITIES THROUGHOUT THE PARK.

SO I BELIEVE THAT IS OUR LAST SLIDE, AS THIS BRIEF OVERVIEW KIND OF COVERS THE MASTER PLAN PROCESS, BUT WE'D BE HAPPY TO ANSWER ANY QUESTIONS. I BELIEVE THERE IS A NEXT STEP ON THERE TO TO ADDRESS PARK BOARD IN MARCH WITH ANOTHER UPDATE.

SO HAPPY TO ANSWER ANY QUESTIONS OR GO FROM THERE.

CHAIRWOMAN STEWART THANK YOU, MR. MAYOR. I'M JUST GOING TO REPEAT A LITTLE BIT OF WHAT I SAID AT THE PARKS, TRAILS AND ENVIRONMENT COMMITTEE. FIRST OF ALL, I REALLY APPRECIATE THAT STEWARDSHIP IS YOUR GUIDING PRINCIPLE HERE.

THIS IS AN ABSOLUTELY BEAUTIFUL COLLECTION OF PARKS.

I THINK WE SAID MAYBE IT'S 17 PARKS IN THE WHITE ROCK LAKE PARK SYSTEM.

SO I AM GRATEFUL FOR THAT PERSPECTIVE AND APPROACHING IT WITH THAT, WITH THAT GUIDING PRINCIPLE.

I SPECIFICALLY AM INTERESTED IN THE PRESERVATION OF THE PRAIRIES AND THE REFORESTATION.

I HAD THE PRIVILEGE OF LIVING JUST HALF A BLOCK FROM FLAGPOLE HILL FOR 20 YEARS.

AND I'LL SAY I WALKED IT JUST ABOUT EVERY DAY.

I HAD A BLACK LAB, AND HE INSISTED. SO IT WAS A GREAT EXPERIENCE, BUT I REALLY CAME TO APPRECIATE THE OPEN SPACE AND THE PRAIRIE. AND I KNOW WE'VE GONE IN AND AND PROBABLY DONE ALL KINDS OF THINGS TO MESS IT UP.

BUT I ALSO KNOW WE HAVE VERY CAPABLE PARK STAFF WHO ARE GUIDING US ON PRESERVING THE PRAIRIE.

AND I DO THINK REFORESTATION IS ESSENTIAL. WE HAVE SOME VERY OLD PECAN TREES AND THEY'RE AGING, SO I THINK WE DEFINITELY WILL NEED SOME HELP THERE.

BUT OVERALL, I AM SUPPORTIVE OF THE PLAN AND GRATEFUL THAT YOU ALL ARE DOING THIS WORK AND WANT TO.

WHEN WE BEGIN TO DO COMMUNITY ENGAGEMENT, I WANT TO MAKE SURE WE DO GET THE WHITE ROCK VALLEY AND NEIGHBORHOODS ON THE NORTH SIDE THERE AROUND FLAGPOLE HILL.

[02:55:02]

THANK YOU SO MUCH. I WON'T GO TO THE VIRGIN AND COME BACK TO CHAIRMAN RIDLEY.

COUNCILWOMAN BLACKMON. THANK YOU, AND THANKS FOR BRINGING THIS TO FULL COUNCIL.

WE HAD IT IN PARKS, TRAILS AND ENVIRONMENT. THE MAJORITY OF WHITE ROCK LAKE PARK SITS IN D9.

AND WHEN I FIRST TOOK OFFICE TRYING TO UNDERSTAND WHAT WAS RIGHT, ROCK LAKE OR IS WHITE ROCK LAKE WAS PRETTY, AS YOU COULD SEE, DAUNTING FROM THE MANY STUDIES AND MANY PLANS AND MANY DISCUSSION POINTS.

SO THE GOAL OF THIS 2024 MASTER PLAN GUIDELINES IS TO CREATE A COMPREHENSIVE AND COMPREHENSIVE ANALYSIS OF THOSE PREVIOUS STUDIES, AND CONSOLIDATE THE DESIGN GUIDELINES THAT ARE STILL APPLICABLE TODAY.

MODERNIZE IT. REALLY WORK TOWARDS A COMPLETE UNDERSTANDING SO THE PUBLIC KNOWS WHAT IS EXPECTED IN THIS PARK.

THERE WAS NOT A MAINTENANCE PLAN. SO THAT SO THE PRAIRIE SOMETIMES WERE NOT BEING KEPT TO THEIR PRISTINE CALENDAR AND THAT IS NEEDED CERTAIN TIMES YOU DO THIS, CERTAIN TIMES YOU DO THAT.

SO WE MEMORIALIZED IT BECAUSE WHEN PEOPLE LEFT THE PARKS DEPARTMENT, THEY TOOK THEIR KNOWLEDGE WITH THEM.

AND SO WE'VE BEEN REALLY WORKING WITH THE COMMUNITY.

I APPRECIATE DUNAWAY FOR ADDING MORE OPPORTUNITIES FOR THE PUBLIC TO SPEAK.

I, I ATTENDED MANY OF THOSE. THEY WERE VERY WELL ORGANIZED.

A LOT OF GOOD FEEDBACK AND I'M REALLY PLEASED WITH WHERE WE ARE TODAY.

SO A COUPLE OF QUESTIONS. YOU CALL THIS A CONCEPTUAL FRAMEWORK.

AND I'VE HAD DISCUSSIONS ABOUT THE BOARDWALK.

YOU KNOW, THE AND YOU KNOW I THINK THERE'S MANY TYPES OF BOARDWALKS.

CAN YOU KIND OF WALK THAT. YOU JUST CAN YOU WALK THROUGH WHAT'S THE EXPECTATION WITH THIS PLAN AND THEN WHAT THE NEXT STEP COULD BE OR WOULD BE SO THAT PEOPLE DON'T JUST AUTOMATICALLY ASSUME THAT IT'S GOING TO BE A PIER TYPE OR, YOU KNOW, WOODEN PIER, OR IT COULD BE A CEMENT LIKE, EXPLAIN TO ME HOW THAT PUBLIC INVOLVEMENT COULD HAPPEN.

FIRST OF ALL, THERE WE GO. THANK FIRST OF ALL, COUNCILWOMAN BLACKMON, THANKS FOR JOINING US ALONG THE WAY THROUGH THOSE MEETINGS AND SEEING THE SEEING THE COMMUNITY INTERACT. WELL, WHEN WE SAY A FRAMEWORK, A MASTER PLAN GIVES A PHYSICAL REPRESENTATION OF THE AREAS.

IN THIS CASE, THERE'S 20. IN A SENSE, 20 PARKS THAT MAKE UP WHITE ROCK LAKE PARK.

WHEN YOU THINK ABOUT FLAGPOLE HILL CONNECTED, SO THERE'S ENOUGH THERE PHYSICALLY, WHICH WOULD SHOW RECREATIONAL ELEMENTS, TRAILS, PARKING AND OTHER FEATURES THAT WHEN FURTHER DESIGNED, LET'S JUST SAY A FIRM GETS BROUGHT IN TO LOOK AT THAT OR THE IDEA OF A BOARDWALK, THEY WOULD BEGIN TO STUDY MUCH MORE THOROUGHLY AND TECHNICALLY HOW THAT COULD BE DONE, WHAT WOULD BE THE COST PARAMETERS, AND THEY WOULD JUST TAKE IT TO THE NEXT STEP.

AND SO THIS MASTER PLAN, THOUGH, GIVES ENOUGH GUIDANCE OR ENOUGH OF THE DEFINITION OF ELEMENTS AND WHAT WE CALL THE PROGRAM ELEMENTS, THAT THAT FIRM WOULD THEN USE THAT AS A STARTING POINT.

AND WE'VE DONE THAT BEFORE. SO THAT'S WHAT WE MEAN BY FRAMEWORK.

AND I THINK WE COULD ALSO USE IT. OH GO AHEAD RYAN.

OH SORRY. PARDON ME. SORRY ABOUT THE INTERRUPTION, BUT I WAS JUST GOING TO ADD TO WHAT PHILIP JUST SAID.

WE HAVE ALREADY STARTED THAT PROCESS THAT I THINK YOU ARE AWARE OF.

WE ARE ALREADY LOOKING AT OPTIONS FOR THE BOARDWALK ELEMENT, AND THERE WILL BE SOME DECISIONS AND MORE DISCUSSION ABOUT THAT VERY QUICKLY.

WELL, AND IT HAS BEEN DISCUSSED A LOT. AND SO I DO HOPE THAT WE ACTUALLY TAKE ALL POINTS OF VIEW, BECAUSE, I MEAN, THE CYCLIST POINT OF VIEW VERY IS VERY IMPORTANT.

SO THEN MY NEXT QUESTION IS RIGHT NOW MY DOGS ARE GOING CRAZY BECAUSE THEY LIKE THE PLAN AS WELL.

RIGHT NOW THE PLAN IS IN DRAFT FORM, AND YOU'RE PLANNING TO TAKE IT TO PARKS WHEN, AS THE SPEAKER WAS ASKING, CAN THIS BE RELEASED? AND IS IT GOING TO BE LIKE A THICK DOCUMENT? LIKE, WHAT ARE WE GOING TO GET WHEN THIS IS OVER? BECAUSE I WOULD LIKE IT TO BE RELEASED AS SOON AS WE COULD.

YES. THE FINISHED PRODUCT, THE DELIVERABLE WILL BE A BOOKLET 175 TO 200 PAGES.

IT HAS BEEN IN A DRAFT FORM. WE'VE TRIED TO USE KIND OF A SMALLER CLUSTER OF STAKEHOLDERS, PARK STAFF REPRESENTATION FROM THE TASK FORCE, WHERE THEY HAVE SEEN DRAFT PIECES OF IT SO THAT WE COULD KEEP ADVANCING IT.

[03:00:03]

THAT WOULD BECOME THE FINISHED DELIVERABLE THAT THEN GETS REVIEWED MORE, I'D SAY MORE, PARTICULARLY BY PARK BOARD IN THE COMING DAYS.

AND I WOULD ALSO ADD TO THAT THE THE DOCUMENT ITSELF, WHEN IT IS COMPLETED, WILL BE WIDELY AVAILABLE.

IT'LL BE ON OUR WEBSITE AND ANY OTHER MEANS THAT THAT FOLKS ARE INTERESTED TO, TO BE ABLE TO ACCESS IT.

YEAH. AND I WOULD I WOULD HOPE THIS IS A LIVING DOCUMENT THAT WE'RE NOT JUST GOING THAT IT COULD BE UPDATED AS MODERNIZATION, YOU KNOW, LIGHTING CHANGES OR THERE'S SOMETHING, YOU KNOW, MORE THAT'S HAPPENING AROUND THE PARK THAT CREATES MORE, YOU KNOW, WE NEED THIS VERSUS THAT NOW THAT WE'VE GOT, YOU KNOW, THIS CERTAIN TYPE OF ACTIVITY HAPPENING THERE BECAUSE I DON'T WANT TO PUT SOMETHING ON THE SHELF. IT SHOULD BE. IT SHOULD BE USED.

WE SHOULD USE IT FOR OUR MAINTENANCE. WE SHOULD USE IT FOR OUR BUDGETING.

AND WE SHOULD USE IT FOR BOND. AND THAT WAS THE WHOLE POINT OF ALL THIS IS.

SO THAT WAY IT WAS PRETTY PREDICTABLE FOR THE NEXT PERSON WHO SITS IN THE SEAT AND THE COMMUNITY AT LARGE.

SO THANK YOU AGAIN. I'M EXCITED TO SEE I'VE NOT SEEN THE FINAL BOOKLET, THE THE TWO.

SO I'M EXCITED TO SEE IT. AND I HOPE THAT WE CAN GET IT OUT TO THE PUBLIC FOR FOR DISCUSSION AS WELL.

THANK YOU, CHAIRMAN RIDLEY. THANK YOU. THANK YOU, MR. MAYOR. SO WITH REGARD TO THE GARLAND ROAD AND THE PROPOSED OVERWATER BOARDWALK, IT STRIKES ME THAT THAT PARTICULARLY GIVEN THE CONSTRUCTION THAT WOULD BE NECESSARY TO SUPPORT SUCH A STRUCTURE OVER THE WATER IS GOING TO REQUIRE A TREMENDOUS AMOUNT OF MAINTENANCE OVER THE YEARS.

HAVE YOU CONSIDERED FILLING THAT END OF THE LAKE, INSTEAD OF A BOARDWALK BUILT OVER THE LAKE IN ORDER TO PROVIDE A STABLE BASE OF LAND ON WHICH TO CONSTRUCT A BOARDWALK, IF THAT'S WHAT'S DESIRED.

WE DO NOT GET THAT FAR INTO WHAT I'D CALL THE FEASIBILITY OF IT.

WE DID NOT. NOW, BRIAN MAY HAVE SOME OTHER ANSWERS FROM OTHER THINGS THEY'VE LOOKED INTO.

YES, SIR. COUNCILMAN. REALLY, I WOULD SAY THERE THERE ARE OTHER SYSTEMS THAT WE ARE EXPLORING.

THERE ARE SYSTEMS THAT DON'T NECESSARILY REQUIRE TO BE FULLY ANCHORED INTO THE TO A TO A DEPTH THAT WOULD OTHERWISE BE NEEDED.

SO THERE ARE SYSTEMS IN TEXAS THAT THAT ARE COMMONLY USED FOR THIS SORT OF THING.

SO EFFECTIVELY THEY'RE ANCHORED BOARDWALKS OVER THE WATER.

SO HAPPY TO SHARE MORE DETAIL WITH YOU ABOUT THAT.

BUT WE'RE ACTIVELY LOOKING AT OTHER SOLUTIONS THAT ARE COST EFFECTIVE AND AND CREATE AN EXPERIENCE THAT PEOPLE WOULD BE ABLE TO ENJOY ON THE TRAIL OUT IN THE WATER.

THANK YOU. COUNCILWOMAN. SHOOT. THANK YOU. YES, THANK YOU, MR. MAYOR. YES. THANK YOU. I JUST HAVE TWO QUESTIONS.

FIRST. BUT FIRST, I WANT TO SAY THANK YOU TO YOU ALL.

THANK YOU TO COUNCIL MEMBER BLACKMON. THANK YOU TO COUNCIL MEMBER STEWART FOR GUIDING THIS THROUGH.

I THINK IT'S REALLY IMPORTANT. WHITE ROCK IS, AS YOU SAID, A TRUE GEM IN OUR COMMUNITY.

I WISH EVERY DISTRICT WAS BLESSED WITH SUCH AN ASSET AND TO THAT POINT, FOR THOSE WHO ARE NOT INTIMATELY CONNECTED TO THE PARK AND DON'T KNOW ALL THE PLACES THAT YOU ARE REFERENCING AS WELL. PEOPLE FROM ALL OVER THE CITY AND OUT OF TOWN ARE.

IS THERE A PLAN? IS THERE ARE THERE ELEMENTS WITHIN THE PLAN FOR WAYFINDING SO THAT IF SOMEBODY REFERENCES, YOU KNOW, BOY SCOUT HILL, SOME PEOPLE DON'T EVEN KNOW WHAT THAT IS.

SO HOW ARE YOU PLANNING ON DOING THAT FOR PEOPLE WHO ARE NOT AS FAMILIAR WITH THE LAKE? SURE, NO, THERE IS ACTUALLY AN ENVIRONMENTAL GRAPHICS AND WAYFINDING STANDARD.

ONE OF THE SUBJECT MATTER SPECIFIC MASTER PLANS THAT'S BEEN DONE PREVIOUSLY.

AND SO WE ARE PULLING THAT FORWARD WITHIN THE MASTER PLAN AS A, YOU KNOW, A SNAPSHOT OF THAT.

MANY OF THESE SUBJECT MATTER SPECIFIC PLANS WILL BE REFERENCED AND, YOU KNOW, ARE STILL VALID.

THERE'S LOTS OF GOOD WORK WITHIN THOSE MASTER PLANS THAT DEFINED THE TYPES OF WAYFINDING SIGNS THE PORTALS, THE ENTRY SIGNS, EVEN THE STONEWORK THAT'S APPLIED TO THOSE SIGNS TO MATCH THE C.C.C.

AND WPA PERIOD STRUCTURES. SO THAT IS ADDRESSED WITHIN THE PLAN, MOSTLY IN REFERENCING THE THE SIGNAGE AND GRAPHICS MASTER PLAN AS A SUBJECT MATTER SPECIFIC PLAN.

PERFECT. THE OTHER THING THAT I WANT TO I YOU ACTUALLY CALLED OUT SOMETHING THAT YOU MENTIONED, SOMETHING THAT I WANT TO CALL OUT, AND THAT IS THE HISTORICAL SIGNIFICANCE OF THIS.

I HOPE THAT THERE IS THE OPPORTUNITY FOR STATE RECOGNITION WITH THE PLAQUES AND OTHER THINGS, FOR PEOPLE TO UNDERSTAND THE IMPORTANCE OF THIS.

AND THEN FINALLY, I HOPE THAT THERE ARE BUILDING IN MANY OPPORTUNITIES FOR PUBLIC ART WITHIN THE PLAN AS WELL.

SO I'M SEEING COUNCIL MEMBER BLACKMON ENTHUSIASTICALLY ENDORSING ALL THE POINTS THAT I BROUGHT UP,

[03:05:05]

THANK YOU, MR. MAYOR, I GUESS AKA MORENO. THANK YOU MAYOR.

THANK YOU ALL FOR THE PRESENTATION. HELP ME UNDERSTAND THE PROCESS OF APPROVAL.

FOR AN UPDATED MASTER PLAN AT WHITE ROCK LAKE.

THERE ARE SEVERAL FRIENDS, GROUPS, STAKEHOLDERS. AND THEN HELP ME UNDERSTAND WHY THIS CAME TO COUNCIL BEFORE IT WENT TO PARK BOARD.

COUNCILMAN. SO IT HAS BEEN THE PARK BOARD NUMBER ONE.

AND AS YOU KNOW IT'S ALSO BEEN TO THE TT COMMITTEE.

SO PRESENTATION TODAY AT COUNCIL WE WILL GO BACK TO THE PARK BOARD ON MARCH 6TH FOR ANOTHER, PERHAPS MORE DETAILED PRESENTATION. AND THEN GATHERING ALL THE FEEDBACK WE HAVE RECEIVED FROM ALL THESE INPUT OPPORTUNITIES, ULTIMATELY CONCLUDING WITH A WITH AN ITEM FOR CONSIDERATION BY THE BOARD TO APPROVE THE PLAN TO APPROVE THE OVERALL BOARDWALK. YES, SIR. TO BE INCLUDED INTO THE MASTER PLAN.

THE ENTIRE PLAN WOULD BE CONSIDERED FOR APPROVAL BY THE PARK BOARD.

YES, SIR. OKAY. AND THEN HELP ME UNDERSTAND THE DESIGN.

WHITE ROCK LAKE IS, LIKE EVERYONE HAS SAID, IS A JEWEL NOT ONLY TO EAST DALLAS, BUT THE ENTIRE CITY.

THERE'S MARATHONS THAT HAPPEN AROUND THE LAKE WITH THIS BOARDWALK, BE SUITABLE TO GIVE FOLKS OFF OF GARLAND AND HAVE THOUSANDS OF PEOPLE ON THE BOARDWALK DURING A MARATHON WITH THE WIDTH AND WEIGHT.

HELP ME UNDERSTAND THE DESIGN ELEMENT TO TO GET PEOPLE OFF THE ROAD OR THE SIDEWALKS OR THE TRAIL, RATHER, AND ONTO THE BOARDWALK. WOULD THIS HAVE THE CAPACITY TO HANDLE THE MARATHONS? SIR, I WOULD SAY THAT THAT WILL CERTAINLY BE ADDRESSED IN THIS PROCESS THAT WE'RE BEGINNING RIGHT NOW.

WE RECOGNIZE THE USERSHIP OF THE OF THIS PARTICULAR PIECE OF THE TRAIL.

ANYTHING THAT WE END UP RECOMMENDING WILL ABSOLUTELY TAKE INTO ACCOUNT THE CAPACITY ISSUES THAT WE KNOW THE LAKE EXPERIENCES.

AND THEN WHAT ABOUT ANY CONCERNS FROM CFR? OCCASIONALLY WE HAVE PEOPLE THAT FIND THEMSELVES IN THE LAKE.

AND SO HELP ME UNDERSTAND SAFETY WHEN IT COMES TO THE DESIGN.

AND AGAIN, I KNOW WE'RE WE DON'T HAVE A DESIGN YET, BUT MAKING SURE THAT WE'RE LOOKING AT THOSE CONCERNS.

YES, SIR. WE'RE AWARE OF THOSE TYPES OF SITUATIONS, AND THAT WILL ABSOLUTELY BE SOMETHING THAT WE FLESH OUT AS WE FURTHER GET INTO THE PROCESS. AND THEN DO WE HAVE ANY EARLY NUMBERS ON COST AND, AND WHAT WOULD BE THE FUNDING SOURCE? SO AGAIN, ALL VERY PRELIMINARY, BUT THE, THE A SOLUTION COULD BE IN THE NEIGHBORHOOD OF ONE AND A HALF TO $2 MILLION. THE FUNDING SOLUTION IS SOMETHING I'M ACTIVELY WORKING ON.

I SUSPECT IT WILL BE SOME COMBINATION OF EXISTING 2024 DISTRICT BOND FUNDS, SOME COMBINATION OF SOME OF THE BEAUTIFICATION FUNDS THAT EXIST OUT ON THE LAKE.

THAT SOME OF THE PARTNERS PAY INTO. AND THEN WE'RE ALSO GOING TO BE ACTIVELY PURSUING GRANTS.

SO IT'S GOING TO BE A FUNDING SOLUTION THAT WE'RE GOING TO HAVE TO BE A LITTLE CREATIVE WITH.

BUT IT'S SOMETHING THAT WE'RE WORKING ON RIGHT NOW.

THE NUMBERS ACTUALLY A LOT LOWER THAN WHAT I.

WELL, SO THE FOR COMPARISON PURPOSES, THE, THE SOLUTION TO ACTUALLY ARMOR THE BANK, THAT'S PROBABLY A THREE AND A HALF TO $4 MILLION SOLUTION.

SO THE THE OPTION OUT INTO THE WATER IS A, A MORE ECONOMICAL CHOICE.

OKAY. AND THEN SINCE THIS IS ON THE WATER ITSELF AND NOT ON THE LAND, WOULD IT BE WOULD THE SOURCE BE DWU OR WOULD IT BE THE PARK DEPARTMENT? WE ARE WORKING TO DEVELOP THE SOLUTION OURSELVES, BUT WE ARE MOST WILLING TO HAVE A DISCUSSION WITH OUR COLLEAGUES AND OTHER DEPARTMENTS.

BUT WE ARE WE ARE LOOKING AT THE INTERNAL OPTIONS FIRST.

AND YOU DID MENTION THE FACT THAT OBVIOUSLY EROSION IS A HUGE CONCERN.

AND YOU MENTIONED, YOU KNOW, THIS MIGHT BE ACTUALLY SOMETHING THAT'S, MORE SUITABLE, MORE ECONOMICAL.

ARE THERE ANY OTHER DEFERRED ITEMS AT WHITE ROCK LAKE? CURRENTLY, I DON'T KNOW IF I HAVE AN ANSWER FOR YOU THAT RIGHT AT THIS MOMENT, I HAVE TO ASSUME THAT THERE ARE, BUT WE COULD CERTAINLY GET A LIST TOGETHER AND PROVIDE IT TO YOUR OFFICE.

OKAY. AND JUST FINALLY, TO WRAP UP, THIS GOES BACK TO PARK BOARD WITH A MORE IN DEPTH ANALYSIS OF THE DESIGN.

AND THEN DOES IT KIND OF WHAT HAPPENS AFTER THAT.

[03:10:03]

YEAH. PEOPLE WERE TALKING ABOUT, YOU KNOW, GETTING A FINAL PLAN AND ALL THE APPROVALS.

SO HOW MANY TIMES DO WE EXPECT THIS TO GO BACK AND FORTH BETWEEN COUNCIL AND PARK BOARD? WELL, I, I EXPECT THAT THIS IS THE COUNCIL PRESENTATION.

IT WILL GO TO PARK BOARD FOR ANOTHER PRESENTATION.

AFTER ALL, THAT INPUT HAS BEEN ABLE TO BE INTEGRATED INTO THE DOCUMENT BY THE GENTLEMAN TO MY LEFT, THEN IT WILL COME TO BOARD FOR APPROVAL. SO AT LEAST TWO MORE OPPORTUNITIES.

BUT TODAY WE'RE NOT AUTHORIZING ANY FUNDING OR ANY.

WE'RE JUST SAYING, YES, THIS IS A GOOD IDEA. LET'S SIMPLY A PRESENTATION OF BRIEFING.

THANK YOU. THANK YOU MAYOR. ANYONE IN THE VIRTUAL WORLD? I DON'T SEE ANYONE ELSE OKAY WITH THAT? IT IS

[CLOSED SESSION]

THANK YOU SO MUCH. CITY ATTORNEY THANK YOU. ALL RIGHT. THE CITY COUNCIL MEETING HAS COMPLETED ITS CLOSED SESSION UNDER SECTION FIVE, 51.071 OF THE TEXAS OPEN MEETINGS ACT.

[C. 25-759A Annual Performance Review Process for City Council Appointed]

MR. CITY MANAGER, STAND IN. TAKE IT AWAY. I'M JUST KIDDING.

MR. MAYOR, THANK YOU FOR THOSE KIND WORDS. YOU'RE GOING TO BE HAVING OUR ITEM BRIEFING ITEM C, IT'S YOUR FINAL STAFF BRIEFING OF TODAY, AND IT'S TITLED THE ANNUAL PERFORMANCE REVIEW PROCESS FOR CITY COUNCIL APPOINTED OFFICIALS.

SO CONDUCTING PERFORMANCE REVIEWS FOR APPOINTED OFFICIALS, INCLUDING THE CITY ATTORNEY, THE CITY SECRETARY, THE CITY MANAGER AND THE INSPECTOR GENERAL HAS BEEN A TOPIC OF DISCUSSION AT RECENT AD HOC COMMITTEE ON ADMIN AFFAIRS, AND ALSO FOR THE CITY AUDITOR AT RECENT MEETINGS OF THE GOVERNMENT PERFORMANCE AND FINANCIAL MANAGEMENT COMMITTEE.

NINA ARIAS, DIRECTOR OF HUMAN RESOURCES DEPARTMENT, WILL PRESENT THIS BRIEFING AT THE REQUEST OF MAYOR PRO TEM ATKINS AND THE AD HOC COMMITTEE ON ADMINISTRATIVE AFFAIRS. NINA WILL DISCUSS A TIMELINE AND PROCESS FOR YOUR CONSIDERATION.

I WILL TURN THINGS OVER TO NINA NOW. THANK YOU.

THANK YOU. GOOD AFTERNOON. THIS PRESENTATION WILL PROVIDE AN OVERVIEW OF THE PROPOSED PROCESS AND TIMELINE FOR THE EVALUATION OF COUNCIL APPOINTED OFFICIALS. WE WILL BEGIN WITH COVERING THE BACKGROUND AND THE RATIONALE BEHIND THE PROPOSED PROCESS AND TIMELINE, AND DISCUSS PROCUREMENT OPTIONS AND OUTLINE A TENTATIVE TIMELINE FOR SECURING THE CONSULTANT.

A HIGH LEVEL SCOPE FOR THE PERFORMANCE MANAGEMENT CONSULTANT WORK WILL BE PRESENTED HIGHLIGHTING KEY OBJECTIVES.

AND FINALLY, WE WILL CONCLUDE WITH SOME RECOMMENDED ACTIONS AND NEXT STEPS.

NEXT SLIDE PLEASE. NEXT SLIDE. THANK YOU. THE LAST PERFORMANCE REVIEW FOR COUNCIL APPOINTED OFFICIALS WAS COMPLETED ON AUGUST 23RD, 2022.

ON FEBRUARY 12TH, COUNCIL DIRECTED STAFF TO ISSUE A NEW RFP FOR A PERFORMANCE MANAGEMENT CONSULTANT TO ASSIST IN THE EVALUATION OF APPOINTED OFFICIALS, AND COUNCIL REQUESTED THAT QUALIFIED PROPOSALS BE PRESENTED FOR FULL COUNCIL EVALUATION AND VENDOR SELECTION.

NEXT SLIDE PLEASE. SO THERE ARE SEVERAL CHALLENGES IN THE CURRENT PROCESS THAT WE AIM TO ADDRESS WITH THE ESTABLISHMENT OF A FORMAL SYSTEM FOR SETTING GOALS AND EVALUATING PERFORMANCE. SIMILAR TO THE PROCESSES WE HAVE IN PLACE FOR OTHER EMPLOYEES IN CITY HALL.

FOR INSTANCE, CURRENTLY THERE IS NOT A CLEAR FRAMEWORK FOR SETTING GOALS FOR COUNCIL APPOINTED OFFICIALS, WHICH LEADS TO THE OPPORTUNITY FOR A DISCONNECT BETWEEN LEADERSHIP PERFORMANCE AND THE CITY COUNCIL'S PRIORITIES.

WITHOUT CLEAR GOALS, IT'S DIFFICULT TO ALIGN EFFORTS AND MEASURE PROGRESS TOWARDS KEY OBJECTIVES.

ALSO, PLANNING, BUDGETING AND EVALUATION ARE HANDLED SEPARATELY, WHICH PREVENTS US FROM HAVING A COORDINATED, INTEGRATED APPROACH TO PERFORMANCE ASSESSMENT.

THIS LACK OF SYNCHRONIZATION MAKES IT HARDER TO TRACK PROGRESS AND ADJUST STRATEGIES IN A TIMELY MANNER.

BY ESTABLISHING A FORMAL PROCESS FOR GOAL SETTING AND PERFORMANCE EVALUATION, WE CAN ADDRESS THESE CHALLENGES, ALLOWING LEADERSHIP EFFORTS WITH CITY COUNCIL PRIORITIES AND CREATE A MORE COHESIVE, DATA DRIVEN APPROACH TO EVALUATING PERFORMANCE ACROSS THE BOARD.

[03:15:09]

FIRST, IT ENSURES THAT FISCAL ALIGNMENT AND ACHIEVABILITY BY SETTING REALISTIC AND ATTAINABLE OBJECTIVES BASED ON AVAILABLE RESOURCES AND REINFORCING FISCAL RESPONSIBILITY AT ALL LEVELS.

THIS APPROACH HELPS AVOID UNACHIEVABLE TARGETS DUE TO BUDGET CONSTRAINTS AND ENSURES EFFECTIVE STEWARDSHIP OF PUBLIC RESOURCES.

ALSO, IT ENABLES A MORE RELEVANT PERFORMANCE REVIEW AS EVALUATIONS ARE BASED ON COMPLETED PROJECTS AND MEASURED AGAINST ESTABLISHED BUDGET GOALS.

ADDITIONALLY, THIS APPROACH PROMOTES CLEAR ACCOUNTABILITY AND FOCUS, AND ENHANCES TRANSPARENCY BY PROVIDING A NATURAL OPPORTUNITY FOR PUBLIC INPUT AND INCREASED TRUST THROUGH A VISIBLE CONNECTION BETWEEN PUBLIC FUNDING AND PERFORMANCE OUTCOMES.

NEXT SLIDE PLEASE. SO THIS SLIDE ILLUSTRATES THE PROPOSED PROCESS.

AND YOU KNOW, THE CYCLE THE RECOMMENDATION IS TO ENGAGE THE SAME CONSULTANT THAT ASSISTS OR FACILITATES THE ANNUAL EVALUATION TO CONDUCT A PRE FISCAL YEAR GOAL SETTING SESSION AROUND FEBRUARY, MARCH, APRIL TIMELINE. AND FOR THIS CONSULTANT TO ALSO DO THE ANNUAL EVALUATION AT THE END OF THE FISCAL YEAR, WHICH WILL BE SEPTEMBER OCTOBER. THIS APPROACH WILL ENSURE CONSISTENCY AND ALIGNMENT ACROSS ALL STAGES.

SO IN FEBRUARY MARCH, IN THE EARLY PART OF THE YEAR, COUNCIL WILL REVIEW THE EVALUATION CRITERIA AND SET PERFORMANCE GOALS THAT WILL GUIDE THE UPCOMING FISCAL YEAR. THIS WILL ENSURE EVERYBODY'S ALIGNED ON EXPECTATIONS.

IN AUGUST, COUNCIL APPOINTED OFFICIALS WILL PRESENT THEIR PROPOSED BUDGETS, MAKING SURE THEY ARE ALIGNED WITH THE SET STRATEGIC PRIORITIES AND KPIS.

COUNCIL WILL THEN REVIEW THE BUDGETS AND PERFORMANCE GOALS, PROVIDING ANY NECESSARY FEEDBACK.

THOSE WILL BE APPROVED IN SEPTEMBER FOR THE UPCOMING FISCAL YEAR, ENSURING CLEAR DIRECTION FOR ALL INVOLVED.

IN APRIL, THERE IS AN OPPORTUNITY FOR A MID-YEAR REVIEW, SO BY MID-APRIL, THE OFFICIAL PROGRESS REPORT WILL BE SUBMITTED AND COUNCIL WILL THEN CONDUCT A MID-YEAR REVIEW TO ASSESS PROGRESS AND MAKE ADJUSTMENTS TO GOALS AS NEEDED.

AND THEN IN SEPTEMBER OCTOBER, THERE WILL BE AN ANNUAL EVALUATION AT THE END OF THE FISCAL YEAR, WHERE OFFICIALS WILL SUBMIT THEIR SELF-ASSESSMENTS AND ANNUAL REPORTS AND FEEDBACK FROM COUNCIL MEMBERS ABOUT APPOINTING OFFICIAL PERFORMANCE, ALONG WITH RELEVANT DATA, WILL BE CONSOLIDATED AND PRESENTED BY THE CONSULTANT AND DISCUSSED IN A CLOSED MEETING.

IN WHICH AFTER WHICH THE AGGREGATE RESULTS WILL BE DOCUMENTED IN JANUARY.

BASED ON THE ANNUAL EVALUATION, ANY APPROVED MERITS WILL BE IMPLEMENTED AS IT IS DONE FOR ALL OTHER EMPLOYEES IN CITY HALL.

BY USING THE SAME CONSULTANT FOR BOTH GOAL SETTING AND THE EVALUATION PROCESS, WE CAN ENSURE CONTINUITY AND A MORE COHESIVE APPROACH TO MANAGING PERFORMANCE THROUGHOUT THE YEAR. NEXT SLIDE PLEASE. SO THIS TIMELINE IN ACTION ILLUSTRATES HOW THE PROPOSED PROCESS WILL BE IMPLEMENTED DURING A CATCH UP YEAR, WHICH IS SHOWN IN THE BLUE TABLE.

DURING THIS YEAR, WE WILL COMPLETE OVERDUE EVALUATIONS FOR CITY SECRETARY, CITY ATTORNEY AND AUDITOR, AS WELL AS EVALUATIONS FOR FISCAL YEAR 2425 PERFORMANCE AT THE END OF THE FISCAL YEAR.

ADDITIONALLY, THE CATCH UP YEAR ACTIVITIES WILL HELP US PREPARE FOR FULLY TRANSITIONING TO THE PROPOSED STANDARD YEAR SCHEDULE, WHICH IS OUTLINED IN THE GREEN TABLE. NEXT SLIDE.

THERE ARE TWO OPPORTUNITIES OR TWO APPROACHES TO CONDUCTING PROCUREMENT TO SECURE THE CONSULTANT.

IF COUNCIL WISHES TO PROCEED QUICKLY AND SECURE A VENDOR FOR THE CATCH UP YEAR, ONLY AN ADMINISTRATIVE ACTION CAN BE UTILIZED, REQUIRING NO COUNCIL APPROVAL. HOWEVER, THE BUDGET MUST BE UNDER 100,000.

THIS APPROACH WILL ALLOW THE PROCESS TO BE COMPLETED IN APPROXIMATELY 2 TO 3 MONTHS.

IF WE. IF COUNCIL DESIRES A MULTIYEAR CONTRACT THAT WILL TYPICALLY EXCEED $100,000 AND A FORMAL PROCUREMENT PROCESS THROUGH AN RFP WILL BE NECESSARY, WHICH WILL TAKE ABOUT FOUR MONTHS TO COMPLETE.

THE TIMELINE AND PROCESS WILL BE TAILORED BASED ON THE CONTRACT SIZE IN LINE WITH COUNCIL'S PREFERENCES.

[03:20:03]

ON PAGE TEN. SLIDE TEN. NEXT SLIDE PLEASE. ON THIS SLIDE, YOU CAN SEE A HIGH LEVEL SCOPE FOR THE RFP FOR THE SERVICES.

THE SERVICES WILL FOCUS ON IDENTIFYING A CONSULTANT TO LEAD THE GOAL SETTING AND PERFORMANCE EVALUATION PROCESS.

AND THE SCOPE WILL INCLUDE FACILITATING THE GOAL SETTING PROCESS, MANAGING THE EVALUATION PROCESS AND REPORTING.

THE RFP WOULD SEEK A CONSULTANT WITH A STRONG BACKGROUND IN FACILITATING THESE TYPE OF EVALUATIONS.

FOR SENIOR MUNICIPAL EXECUTIVES. IT WOULD ALSO REQUIRE SOMEONE WHO CAN FOSTER COLLABORATION WITH ELECTED AND APPOINTED OFFICIALS WHILE MAINTAINING A NEUTRAL AND CONSTRUCTIVE APPROACH. THIS ENSURES THAT THE EVALUATIONS ARE THOROUGH, OBJECTIVE, AND VALUABLE IN GUIDING FUTURE PERFORMANCE AND DEVELOPMENT.

ON PAGE 11. THERE ARE SOME RECOMMENDED ACTIONS WHICH INCLUDE TO.

FOR COUNCIL TO FORMALLY ADOPT THE PROPOSED EVALUATION FRAMEWORK, ALIGNING IT WITH THE FISCAL YEAR CYCLE.

TO CLARIFY PROCESS TIMELINES AND PERFORMANCE EXPECTATIONS GOING FORWARD.

THE STAFF SHOULD ALSO BE DIRECTED TO EITHER INITIATE AN INFORMAL PROCUREMENT PROCESS FOR A ONE YEAR CONTRACT, OR LAUNCH A FORMAL RFP FOR A MULTI-YEAR CONTRACT TO SECURE PERFORMANCE MANAGEMENT SERVICES.

ADDITIONALLY, A CONSISTENT ANNUAL EVALUATION DISCUSSION SHOULD BE SCHEDULED EACH OCTOBER AND INTEGRATED INTO THE COUNCIL'S REGULAR CALENDAR.

IT IS ALSO CRUCIAL TO CONSIDER CUSTOMER EXPERIENCE DATA POINTS THAT MAY BE AVAILABLE IN THIS PROCESS, INCORPORATING DATA INPUTS FROM RESIDENT STAFF AND EXTERNAL PARTNERS THAT ARE AS APPROPRIATE TO ENSURE A THOROUGH PERFORMANCE ASSESSMENT.

FINALLY, ALIGNING SCHEDULES, OBJECTIVES AND DATES BETWEEN THE CITY COUNCIL AND CONSULTANTS WILL HELP MITIGATE DELAYS AND PAIN POINTS AND MAXIMIZE THE EFFECTIVENESS OF THE CONSULTANTS WORK. THE LAST SLIDE INCLUDES NEXT STEPS, WHICH START WITH GATHERING COUNCIL FEEDBACK ON THE TIMELINE AND THE PROCUREMENT METHOD.

FINALIZING THE VENDOR SELECTION AND IMPLEMENTING AND EVALUATING THIS PROCESS.

THAT CONCLUDES MY PREPARED REMARKS, AND I'LL BE HAPPY TO ANSWER ANY QUESTIONS YOU MAY HAVE.

ALL RIGHT. MISS BLACKMON, YOU ARE RECOGNIZED FOR FIVE MINUTES FOR THE PUBLIC.

WE ARE ON ITEM C OF TODAY'S BRIEFING AGENDA. THANK YOU.

SO I HAVE A CLARIFYING QUESTION ON THE CONTRACT THAT YOU'RE ASKING FOR.

YOU HAVE THAT ONE YEAR RAMP UP AND THEN THE MULTIYEAR.

DOES THE MULTI-YEAR INCLUDE THE ONE YEAR RAMP UP, OR ARE THEY GOING TO BE TOTALLY TWO SEPARATE ONES? THEY CAN BE SEPARATE IF WE THEY SHOULD BE SEPARATE.

BUT I THOUGHT YOU SAID THAT THEY THE ONE WHO DOES THE CATCH UP YEAR SHOULD DO THE THE EVALUATION TOO.

MY RECOMMENDATION IS TO DO A MULTI-YEAR CONTRACT TO DO IT ALL THE CATCH UP AND GOING FORWARD.

THE ONLY DRAWBACK TO THAT IS THAT IT WILL TAKE A LITTLE BIT LONGER TO 30 DAYS, IS WHAT I'M GATHERING.

THAT'S WHAT I'M TRYING TO UNDERSTAND, IS IS IT THE 2 TO 3 MONTHS AND THEN FOUR MONTHS ADDED ON TO THAT BECAUSE IT'S BASICALLY OR MAYBE I CAN CLARIFY, DO YOU SEE WHERE I'M UNDER? YEAH, IT'S ONE OR THE OTHER.

DO YOU WANT A QUICK PROCESS WHICH WILL JUST WE WILL ACCOMPLISH THROUGH AN AA, AND IT'LL TAKE US 2 TO 3 MONTHS TO GET THAT PROCESS COMPLETE.

OR DO YOU WANT TO GO AHEAD AND FORMALIZE A LONGER TERM PROCESS THAT INCLUDES AN ANNUAL AND ONGOING CYCLE.

WE NEED MORE TIME THAN THAT. IT'LL BE MORE THAN $100,000 MOST LIKELY, WHICH WILL REQUIRE US TO COME TO COUNCIL FOR APPROVAL.

OKAY, SO ONE OR THE OTHER. THE OTHER. OKAY. AND SO BUT THE OTHER.

THE FOUR MONTH ONE, THE PROCUREMENT WILL INCLUDE A CATCH UP YEAR OR TWO OR TO TO BASICALLY LEVEL RISE OR TO LEVEL IT OR WHATEVER.

BUT I MEAN FOR 30 MORE DAYS, YOU BET. YOU SHOULD GET A BETTER PLAN.

I MEAN, BUT LET'S BE HONEST, PROCUREMENT, THAT'S PRETTY FAST.

SO I WOULD SAY THAT IT COULD BE PROBABLY SIX MONTHS.

I MEAN, I'M JUST SAYING THE FACTS HERE. SO I MEAN, WE NEED TO GET THESE DONE, BUT I DON'T WANT TO DO IT HALF WE NEED TO DO IT RIGHT.

AND SO I MEAN, MAYBE WE HAVE SOMEBODY ON AN AA THAT HELPS US GET ORGANIZED, SO TO SPEAK, AND NOT NECESSARILY GET US THROUGH WHILE WE'RE DOING THE MULTI-YEAR ONE. SO MAYBE A HYBRID. I'M TRYING TO I MEAN, BECAUSE WE CAN'T STOP THE WORK.

WE'VE GOT TO CONTINUE THE WORK. BUT WE CAN'T.

[03:25:01]

APPRECIATE THAT. COUNCIL MEMBER BLACKMON. WE CAN MAKE A COMMITMENT TO GET IT DONE IN FOUR MONTHS, AND WE CAN MAKE THAT COMMITMENT. OKAY. WE CONSULTED WITH THEN I WOULD MUCH RATHER GO FOR 30 MORE DAYS.

I WOULD MUCH RATHER DO IT A MORE COMPREHENSIVE APPROACH.

SO IT'S NOT PIECEMEAL, BUT I'M NOT REALLY SOLD ON THAT EITHER.

BUT FOR 30 MORE DAYS, IT SOUNDS LIKE A BETTER LONG TERM SET UP FOR SUCCESS VERSUS TRYING TO DO IT.

YOU KNOW, KIND OF THIS PART HERE OR THAT PART THERE.

JUST MY THOUGHTS. THANK YOU. THANK YOU, CHAIRMAN RIDLEY.

YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU MAYOR. SO WHAT IS THE DIFFERENCE BETWEEN THE ADMINISTRATIVE ACTION FOR A CATCH UP YEAR ONLY AND THE FORMAL PROCUREMENT IN TERMS OF THE SCOPE OF THE SERVICES THAT THE CONSULTANT WOULD PROVIDE, IN TERMS OF THE SCOPE OF THE SERVICES, IT WILL BE ABOUT THE CATCH UP YEAR WILL BE JUST FOR EVALUATION OF ELECTED OR APPOINTED OFFICIALS THAT WERE DUE FOR A 2223 EVALUATION AND ALSO FOR THE 2425 EVALUATION PERIOD.

SO THAT WILL BE THE SCOPE ON THE SHORT VERSION UNDER 100,000.

THE LONG VERSION, WHICH THE REASON WHY IS ONE MORE MONTH, IS THAT IT WILL NEED TO COME TO COUNCIL.

SO THAT IS THAT ADDED TIME. THE SCOPE WILL BE VERY SIMILAR.

OTHER THAN THEN IT WILL BE MULTI-YEAR, SO YOU WILL HAVE THEM ON CONTRACT TO THEN CONTINUE ON 26 AND BEYOND.

WELL, WHY CAN'T WE OPT FOR THE SHORTER PROCESS THROUGH ADMINISTRATIVE ACTION AND THEN JUST KEEP THAT CONSULTANT ON IF WE FEEL A NEED FOR A MULTIYEAR INVOLVEMENT. I BELIEVE PROCUREMENT RULES WILL REQUIRE THAT WE ISSUE AN RFP AGAIN.

SO MOST LIKELY, YOU KNOW, THE CONSULTANT WILL BE CONSIDERED, BUT I CANNOT GUARANTEE THAT THEY WILL BE SELECTED.

OKAY. BUT THAT WOULD ALLOW US TO START THE PROCESS SOONER.

AND IF WE HAVE TO ISSUE AN RFP AFTER THEIR WORK IS DONE, WE WON'T BE HOLDING UP THE PROCESS.

WE'D HAVE TIME TO DO THE FULL RFP AT THAT POINT, WOULDN'T WE? YES. YES. SO WELL, IN THAT KIND OF BEGS THE QUESTION, DO WE NEED TO GO? WHY DO WE NEED TO GO BACK TO 2223 TO DO EVALUATIONS THAT ARE LONG IN THE PAST ABOUT PERFORMANCE, LONG IN THE PAST THAT THAT WOULD BE UP TO COUNCIL TO, YOU KNOW, MAKE THAT DETERMINATION.

HOWEVER, YOU HAVE EMPLOYEES WHO HAVE NOT HAD AN EVALUATION SINCE 22.

SO THE QUESTION IS, DO YOU WANT TO GO BACK OR JUST GO FORWARD? THAT DEFINITELY IS SOMETHING THAT YOU CAN CONSIDER.

IT'S JUST THAT IT IS VERY UNUSUAL FOR STAFF TO GO ON MULTIYEAR WITHOUT AN EVALUATION.

SO. WELL, I UNDERSTAND THAT. AND UNFORTUNATELY WE'VE LET THIS GO TOO LONG ALREADY.

I NOTICE IN SLIDE SEVEN YOU TALK ABOUT A CATCH UP OF 23 TO 24.

BUT JUST A MOMENT AGO YOU MENTIONED 2223. WHICH IS IT? IS 2223. WE DIDN'T HAVE AN EVALUATION. WE HAVE AN EVALUATION IN 22.

SO WHEN WE'RE TALKING ABOUT CATCH UP, IS ANYTHING PRIOR TO THE CURRENT YEAR, SO FOR DIFFERENT EMPLOYEES WILL BE DIFFERENT.

THERE ARE SOME EMPLOYEES THAT WORK HERE IN 20 TO 23 AND OTHERS THAT WERE NOT IN THOSE POSITIONS.

SO NOT EVERYBODY WILL BE AFFECTED THE SAME. HOWEVER, THE CATCH UP WILL BE FOR ANYTHING PRIOR TO THIS FISCAL YEAR.

OKAY. SO THIS EVALUATION PERIOD WOULD EXTEND BACK TO AUGUST OF 22.

YEAH. TYPICALLY WHEN YOU ARE DOING AN EVALUATION LOOKING BACKWARDS, ALL YOU CAN DO IS REQUEST A REPORT OF WHAT WAS DONE DURING THAT YEAR AND ATTEMPT TO EVALUATE BASED ON THOSE RESULTS.

SO THE PROCESS IS NOT GOING TO BE PERFECT. I WILL SAY IT WILL BE BRIEF.

IT WILL BE MOSTLY BASED ON WHATEVER OUTCOMES WERE, YOU KNOW, ACCOMPLISHED DURING THAT TIME.

SO THE PURPOSE OF CATCHING UP IS TO BE ABLE TO RECORD AN EVALUATION FOR THAT PERIOD.

YOU COULD WAIT AND NOT DO THOSE CATCH UP EVALUATIONS AND JUST DO THEM IN OCTOBER.

AND JUST GOING BACK TO WHATEVER PERIOD, YOU KNOW, IS, IS APPROPRIATE BASED ON THE PERSON'S PERFORMANCE.

[03:30:02]

BUT IF WE WERE NOT TO DO THAT, BASICALLY OCTOBER WOULD BE THE APPROPRIATE TIME TO EVALUATE THE PREVIOUS FISCAL YEAR.

AT THAT POINT, YOU WILL BE CAUGHT UP, AND FROM THAT ON, THEN EVERY OCTOBER YOU WILL DO THE ANNUAL EVALUATION.

SO IF WE GO THROUGH THE FORMAL PROCUREMENT PROCESS, YOUR TIME SCHEDULE SHOWS THAT WE WOULDN'T DO THE FULL TIMELINE UNTIL JUNE OF THIS YEAR, AND THEN WE'D HAVE TO START IT ALL OVER AGAIN IN OCTOBER.

WOULD THAT JUST BE FOR A FOUR MONTH TIME PERIOD? OCTOBER WILL LOOK BACK ONE YEAR. SO THAT IS WHERE YOU WILL RESET TO DO IT EVERY OCTOBER AND TO LOOK BACK ONE YEAR.

SO THE JUNE EVALUATION WOULDN'T BE UP TO THAT DATE.

IT WOULD BE JUST FOR PRIOR 24 AND PRIOR. CORRECT.

AND THE OCTOBER EVALUATION WOULD BE. WELL, ACTUALLY IT WOULD GO BACK TO OCTOBER OF 24 WOULDN'T IT, THE WHOLE FISCAL YEAR. CORRECT. SO I, I JUST DON'T SEE THE NEED TO GO BACK BEYOND OCTOBER OF 24.

I WOULD SUGGEST THAT WE STICK WITH IMPLEMENTING THE STANDARD YEAR.

ALL OF YOUR RECOMMENDATIONS ABOUT THE PROCESS, THE TIME FRAME AND JUST SKIP THE CATCH UP YEAR.

YES, SIR. CHAIRWOMAN MENDELSOHN, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU. AND ACTUALLY, I'M GOING TO SAY THANK YOU TO COUNCIL MEMBER RIDLEY, WHO ASKED A NUMBER OF MY QUESTIONS.

CAN YOU EXPLAIN WHY IS A CONSULTANT NEEDED FOR THIS PROCESS? A CONSULTANT IS NOT NECESSARILY NEEDED, BUT IS BEST PRACTICE BASED ON THEIR ABILITY TO MAINTAIN OR THE PERCEPTION OF NEUTRALITY? ALSO A CONSULTANT I THINK WOULD BE A MORE LIBERTY OF WORKING WITH COUNCIL MEMBERS AND COLLECTING THAT FEEDBACK.

IT IS NOT REQUIRED. WE COULD DO THIS INTERNALLY.

HOWEVER, IT IS BEST PRACTICE, AND MOST LARGE ORGANIZATIONS LIKE OURS DO ENGAGE CONSULTANTS TO EVALUATE THEIR ELECTED OFFICIALS, THEIR APPOINTED OFFICIALS IN THIS AREA. WHAT OTHER CITIES USE A CONSULTANT? WELL, WE DO KNOW THAT A AND, YOU KNOW, DEPENDING ON THE YEAR, THEY MAY DO SOMETHING DIFFERENT.

BUT WE DO KNOW THAT THE LARGE CITIES SAN FRANCISCO YOU HAVE IN LOS ANGELES, YOU HAVE CHICAGO, YOU HAVE AUSTIN, YOU ASK FOR IN THIS AREA, I WOULD SAY I'M NOT SURE ABOUT FORT WORTH, BUT I DO KNOW THAT AUSTIN AND HOUSTON. DO YOU USE A THIRD PARTY TO EVALUATE EITHER ELECTED OFFICIALS OR TOP OFFICIALS? AGAIN, THIS IS SOMETHING THAT IS TYPICALLY DONE AS A WAY OF FACILITATING THE CONVERSATIONS, BUT ALSO TO MAKE SURE THAT THERE IS NOT AN APPEARANCE THAT STAFF IS GUIDING THE PROCESS INAPPROPRIATELY.

OKAY. SO I'M JUST GOING TO TELL YOU, LIKE WHEN I READ THIS PRESENTATION, THE FIRST THING THAT JUMPED OUT AT ME IS THAT IT SEEMED NEEDLESSLY COMPLICATED, TIME CONSUMING, AND EXPENSIVE. I'M TRYING TO UNDERSTAND WHY WE CAN'T HAVE A WRITTEN EVALUATION THAT'S DISTRIBUTED TO THE COUNCIL MEMBERS. THEY FILL IT OUT, AND THEN IT'S AGGREGATED BY THE MAYOR AND EXECUTIVE SESSION.

WE AGREE ON WHAT AN AGGRAVATED EVALUATION LOOKS LIKE, AND IT'S POSTED FOR THE PUBLIC.

AND THAT THAT COULD BE DONE IN FEBRUARY. WITH MARCH SEEING THE MAYOR LEAD A GOAL SETTING SESSION FOR THE NEXT COMING FISCAL YEAR, WHICH WOULD ALLOW A MANAGER TO PUT A BUDGET TOGETHER TO ACCOMPLISH THE GOALS THAT WE'VE SET OUT.

AND THEN EXCUSE ME. AND THEN THE LAST THING IS THAT I'VE OCCASIONALLY HEARD THE WORD SAID, AND I THINK YOU SAID IT IN THIS PRESENTATION ABOUT PUBLIC INPUT.

[03:35:01]

RESIDENT INPUT IS COMING TO US IN THE FORM OF A VERIFIED RESIDENT SATISFACTION SURVEY.

AND THEN, OF COURSE, ALL THE PUBLIC INPUT WE HEAR AT OUR OWN TOWN HALL MEETINGS AND EMAILS.

SO THAT'S JUST MY INPUT. I RECOGNIZE THAT IT MAY NOT BE THE MAJORITY OPINION.

THANK YOU. COMING BACK TO THE VIRTUAL PEOPLE COMING TO THE PEOPLE WHO ARE HERE LIVE NEXT FOR CHAIRMAN GRACEY FOR FIVE MINUTES.

THANK YOU, MR. MAYOR. DO WE? I'M TRYING TO FIGURE OUT HOW TO.

I GUESS FOR THE PREVIOUS YEARS. AND IF I'M UNDERSTANDING WHAT WE'RE SAYING, WE'RE PROPOSING RIGHT NOW IN THIS PRESENTATION TO DO ADMINISTRATIVE ACTION, TO IDENTIFY A FIRM, TO DO THE EVALUATIONS THAT THE PREVIOUS EVALUATIONS.

AT THE SAME TIME, WE'RE GOING TO DO A FORMAL PROCUREMENT TO IDENTIFY ANOTHER CONSULTANT TO DO THE EVALUATION MOVING FORWARD. HELP ME GET MY STAFF IS RECOMMENDING THAT YOU ENGAGE A CONSULTANT TO DO A MULTI-YEAR CONTRACT AND ACTUALLY DO THE EVALUATIONS IN OCTOBER. THAT WOULD BE THE CLEANEST, EASIEST, MORE ADMINISTRATIVELY, YOU KNOW, APPROPRIATE WAY. YOU KNOW, IT'S OUR RECOMMENDATION NOW BECAUSE WE'VE HEARD INPUT REGARDING THE URGENCY OF THE CATCH UP EVALUATION. WE ARE PRESENTING THAT AS AN OPTION, RIGHT? OKAY. BUT THE INTENT IS FOR THIS CONSULTANT AND THIS FORMAL PROCUREMENT TO REALLY HELP GET US A TEMPLATE TO REALLY MOVE FORWARD IN TERMS OF IDENTIFYING.

IS THAT CORRECT? THAT IS CORRECT. OKAY. DO WE STILL HAVE THE CONTRACT WITH BAKER TILLY.

IS THAT STILL ACTIVE? THAT IS CORRECT. SO FOR PREVIOUS YEARS WOULD IT NOT SAVE US MONEY AND PERHAPS A LITTLE TIME IF THEY WERE TO GO AND DO THE PREVIOUS YEARS WHILE WE LOOK FOR A CONSULTANT TO KIND OF MOVE US FORWARD WITH THE NEW TEAM THAT WE HAVE.

SO BOTH THE AD HOC COMMITTEE ON ADMINISTRATIVE AFFAIRS AND GPM HAVE INDICATED AN INTEREST IN SOLICITING A NEW VENDOR AND NOT CONTINUING TO USE BAKER TILLY.

FAIR ENOUGH. I'M JUST TO COUNCILWOMAN MENDELSOHN POINT.

THERE IS A LOT OF EXTRA MOVING PARTS TO ACCOMPLISH THAT.

SO JUST JUST A RECOMMENDATION. UNDERSTOOD. ALL RIGHT.

THANK YOU. YES. YOU'RE FINISHED AS WELL. ALL RIGHT.

OKAY. GOING BACK TO MISS SCHULTZ FOR FIVE MINUTES.

THANK YOU, MR. MAYOR. I APPRECIATE THESE COMMENTS.

AND I ALSO APPRECIATE THE INTEREST IN BEING AS FINANCIALLY RESPONSIBLE AS WE ALL CAN.

HOWEVER, THIS IS ABOUT PEOPLE'S LIVES AND THEIR PROFESSIONAL CAREERS, AND WE OWE IT TO THEM TO DO THIS IN THE MOST PROFESSIONAL WAY.

DOING A, YOU KNOW, A DOING THIS IN ANY WAY OTHER THAN THAT WHICH REFLECTS THE LEVEL OF WHICH WE WANT THEM TO PERFORM IS I THINK IT'S DISRESPECTFUL. I ALSO THINK THAT THE FACT THAT WE'RE TWO YEARS BEHIND.

AS I SAID, IT'S ON US. FOR THAT REASON, WE WOULDN'T BE IN THIS.

WE MADE THIS MESS FOR OURSELVES. AND SO I BELIEVE THAT WHAT WE NEED TO DO IS, IS DO THE CATCH UP AND THEN GET ON TRACK, BECAUSE THAT CATCH UP, IT'S NOT FAIR TO ASK THEM, IF I'M NOT MISTAKEN.

IN FACT, MISS ARIAS, DID I NOT READ FROM WHEN WE TALKED ABOUT CANCELING THE BAKER TILLY CONTRACT THAT THEY ALSO HAVE NOT BEEN ABLE TO ACCESS ANY KIND OF INCREASES OR OTHER THINGS THAT WOULD BE THE RESULT OF EVALUATIONS BECAUSE OF OUR LACK OF PERFORMANCE IN TERMS OF THEIR THIS THIS RESPONSIBILITY. THAT IS CORRECT. THERE HAVE NOT BEEN ANY PERFORMANCE MERITS FOR EMPLOYEES THAT WERE ELIGIBLE.

SO OUR OWN EMPLOYEES HAVE SUFFERED BECAUSE OF OUR LACK OF ACTION.

AND TO ME, THE MOST RESPONSIBLE. BOTH FISCALLY.

BOTH PROFESSIONALLY AND ETHICALLY, WOULD BE FOR US TO EXPEDITE A PROCESS THAT WOULD GET THEM EVALUATED AND THEN ON TRACK FOR AN ONGOING SYSTEM. AND WHAT I ASK OF MY COLLEAGUES IS, I DON'T KNOW ABOUT ALL OF YOU, BUT I THINK THAT IF THE SITUATION WERE REVERSED AND OTHER PEOPLE WERE DECIDING WHETHER OR NOT YOU WERE, YOU PERFORMED. YOU DESERVE A RAISE. YOU DON'T DESERVE A RAISE.

ANYTHING LIKE THAT, FOR THEM TO JUST BE HOLDING OFF AND HOLDING OFF FOR 2 OR 3 YEARS.

[03:40:02]

AND I THINK IT'S ABSOLUTELY INCUMBENT UPON US TO MOVE AS EXPEDITIOUSLY JUDICIOUSLY AND EFFICIENTLY AS POSSIBLE.

THAT INCLUDES, YOU KNOW, THE IDEA OF, YOU KNOW, A PAPER SURVEY FOR SOMEBODY WHO'S RESPONSIBLE FOR OUR ENTIRE CITY ON SO MANY LEVELS IS IS INAPPROPRIATE. SO I HOPE THAT WE WILL MOVE FORWARD WITH THE RECOMMENDATIONS FROM STAFF ON THIS.

WE'VE DELAYED THIS LONG ENOUGH. LET'S PLEASE MOVE ON AND GET OUR EMPLOYEES APPROPRIATELY EVALUATED AND COMPENSATED.

THANK YOU. MAYOR PRO TEM, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU. MAYOR. WE HAVE I THINK WE HAD TWO EMPLOYEES WHO HAVE NOT HAD THE EVALUATION.

SINCE WHEN? WHAT IS THAT DATE THAT THAT TWO EMPLOYEES WHO HAVE NOT HAD AN EVALUATION.

WE HAVE NOT COMPLETED EVALUATIONS FOR THE CITY SECRETARY.

THE CITY ATTORNEY AND THE AUDITOR. SO WHAT IS THE DATE? WHEN WAS THE LAST DAY THE CITY SECRETARY HAD HER EVALUATION, AND WHEN WAS THE LAST DAY THE CITY ATTORNEY HAD THE EVALUATION.

WHEN WAS THE LAST DAY THE AUDITOR HAD THEIR EVALUATION.

THE CITY SECRETARY AND AUDITOR HAD EVALUATIONS ON AUGUST 23RD, 2022, AND THE CITY ATTORNEY WAS NOT HIRED AT THAT TIME. SO HER EVALUATION WAS REALLY DUE IN 2024 AND IT WAS NOT COMPLETED.

OKAY. SO WHEN WE DO AN EVALUATION, DO THAT AT THE END OF THE DAY, DETERMINE IF THEY GET A RAISE OR NOT.

TYPICALLY AFTER AN EVALUATION BASED ON PERFORMANCE COUNCIL, YOU KNOW, PROVIDES A MERIT INCREASE IF APPROPRIATE.

SO HAVE THEY RECEIVED A MERIT INCREASE SINCE THEN SINCE THEY HAVE NOT HAD A GRADUATION? NO. SO THEREFORE THEY HAVE NOT HAD A MERIT INCREASE OR ANYTHING BECAUSE DO US HAVE NOT DID EVALUATION FROM THEM? IS THAT CORRECT? THAT IS CORRECT. SO I BLAME US AS THEIR BOSSES.

WE HAD DID A BAD JOB, WOULD NOT TRY TO EVALUATE OUR EMPLOYEES, AND I DON'T THINK WE SHOULD BE WAITING.

IF I LOOK AT THE TIMELINE, THAT WHICH I STATED IN THE BEGINNING IS THAT, HEY, THAT WE NEED TO DO A CATCH UP.

I DID ASK YOU TO PRESENT A A TIMELINE OF HOW WE DO DO A CATCH UP SO THEY GET THE EVALUATION SO THEY BE ON THE SAME TIME.

SO IF WE TRY TO GO GO THROUGH THIS SCENARIO, THERE ARE PROBABLY FOUR COUNCIL MEMBER, MAYBE 13 COUNCIL MEMBER MAY BE GOING UP, MR. RIDLEY, BECAUSE HE WILL HAVE AN OPPONENT.

SO THEREFORE THEY MIGHT HAVE NEW BOSSES WHO DO NOT KNOW THEM TO DO EVALUATION.

SO MY CONCERN IS, NUMBER ONE, THE PEOPLE HERE SHOULD BE TO EVALUATE THOSE LEAST THOSE TWO TO GO FORWARD.

AND SO I DON'T KNOW HOW WE DO IT, BUT I THINK SHAME ON US BECAUSE WE WAITED SO LONG NOT TO EVALUATE EMPLOYEES.

AND THEY HAVE TO WAIT UNTIL ANOTHER TERM TO GET EVALUATED.

SO HOW DO WE MAKE SURE THAT WE CAN EVALUATE THOSE TWO BEFORE WE GO FORWARD WITH THE NEXT TIMELINE OR THE FRAME LINE THAT WE WOULD DO EVALUATION? WELL, THE OPTION FOR DOING THOSE EVALUATIONS SOONER WILL BE THE INFORMAL PROCESS, THE AN INFORMAL PROCESS UNDER 50,000, OR A PROCESS THAT DO NOT REQUIRE A COUNCIL APPROVAL.

THAT WILL BE 2 TO 3 MONTHS UNDER 100,000. OKAY.

BUT I THINK ON PAGE SEVEN YOU DO SHOW A CATCH UP PERIOD THAT THAT I THINK WE WENT TO THE AD HOC COMMITTEE THAT WE WERE TRYING TO DO A CATCH UP, THAT WE COULD DO A CATCH UP TO MAKE SURE THOSE TWO EMPLOYEES GET EVALUATED BEFORE THE FALL, BEFORE AUGUST. IS THAT CORRECT? WE COULD WE WILL HAVE TO MOVE FORWARD REALLY QUICKLY AND THEN DO AN UNDER 100,000, AND THEN THAT'S POSSIBLE. COULD THAT WORK? I MEAN, I KNOW AT HR YOUR RESPONSIBILITY TO TO FIGURE OUT HOW WE CAN DO THIS.

SO THERE IS A PROCESS. WE CAN DO THIS BEFORE THIS TERM IS UP FOR US CURRENT COUNCIL MEMBERS HERE, BOSSES TO DO EVALUATION. WE COULD ISSUE A THE RFP, YOU KNOW THE THE REQUEST FOR PROPOSALS IMMEDIATELY.

[03:45:03]

IT WILL REQUIRE THAT WE PUBLISH THE REQUEST FOR PROPOSALS.

IF IT'S UNDER 50,000, IT WILL NOT. AGAIN, YOU KNOW, WITHIN THE CONSTRAINTS OF OUR PROCUREMENT PROCESS, WE WILL MOVE QUICKLY. WE HAVE ALREADY THE SCOPE DEVELOPED SO WE COULD MOVE REALLY QUICKLY, BUT NOT FASTER THAN THE PROCUREMENT PROCESS ALLOWS.

OKAY. I KNOW WE'RE TALKING ABOUT PROCUREMENT.

PROCUREMENT CAN MOVE FASTER. BUT IN THE MEANTIME, AS AN HR DIRECTOR, I KNOW THAT YOU HAVE BEEN LOOKING AT HOW YOU DO VALUATION.

SO WE ALL HAVE A LEASE A, A A A FORMAT OF HOW TO DO A VALUATION ON EMPLOYEES.

NOT LIKE WE HAVEN'T DONE THIS BEFORE. IT NOT REQUIRED THAT YOU HAVE TO DO AN RFP, YOU KNOW, TO DO A VALUATION BECAUSE YOU ALREADY GOT THE DATA.

WE ALREADY KNOW HOW WE EVALUATE OUR EMPLOYEES.

SO THAT'S SOMETHING THAT I KNOW. YOU HAVE NOT BEEN SITTING BACK NOT FIGURING OUT HOW TO EVALUATE THESE EMPLOYEES.

WE COULD DO IT INTERNALLY IF THE COUNCIL DECIDES NOT TO USE A CONSULTANT AND NOT, YOU KNOW, BECAUSE OF THE TIME ISSUE, WE COULD DO IT INTERNALLY.

WELL, YOU KNOW, I THINK WE NEED TO PUT ALL OPTIONS, BUT I SAY IT'S A SHAME THAT WE WAITED THIS LONG, BUT I DON'T THINK THAT WE SHOULD WAIT ANY LONGER TO TRY TO FIND OUT A HYPER, WHAT IT WOULD DO TO MAKE SURE THOSE TWO EMPLOYEES GET EVALUATED BEFORE WE LEAVE THIS.

BEFORE I LEAVE, I'M JUST SPEAKING ON MY ON MYSELF THAT I FEEL LIKE IT'S A BAD BOSS, THAT I DID NOT EVALUATE MY EMPLOYEE FOR TWO YEARS AND TRYING TO SPEED UP, AT LEAST TO EVALUATE THEM.

AND I HATE THAT SOMEONE ELSE WILL COME IN, DO NOT KNOW WHO THEY ARE AND WHAT KIND OF WORK THEY'VE DONE THAT THEY HAVE NOT BEEN EVALUATED.

SO THANK YOU. THANK YOU SIR. MISS WILLIS, YOU'RE RECOGNIZED FOR FIVE MINUTES ON ITEM C.

THANK YOU MAYOR. YEAH I AGREE, IT'S A REAL SHAME.

I DISAGREE WITH TRYING TO RUN THIS OURSELVES.

I MEAN, THERE ARE 15 PEOPLE. WE NEED THE OBJECTIVITY.

IT'S ALSO A LOT TO MANAGE. HAVING WORKED WITH THAT CONSULTANT BEFORE AND ALL OF THE PHONE CALLS AND INTERVIEWS AND SYNTHESIZING IT, ETC.. SO WHILE CONSULTANTS AREN'T ALWAYS THE RIGHT DECISION TO MAKE IN THIS CASE, I THINK THERE ARE A NUMBER OF REASONS WHY IT IS A GOOD IDEA.

I ALSO, THOUGH WE SEE WE LITIGATED THIS, I THINK I ATTENDED THAT MEETING ABOUT SHOULD WE GO ON AND STICK WITH BAKER TILLY TO JUST DO A LOOK BACK, EVEN THOUGH THAT STAFF IS NOT TRULY I MEAN, THEY'RE BAKER TILLY, BUT THEY WERE PART OF A FIRM THAT WAS ACQUIRED.

SO THEY MAY NOT REFLECT OTHER THINGS WE'VE EXPERIENCED.

THERE DIDN'T SEEM TO BE HEART FOR THAT. AND SO, YOU KNOW, I HAVE NOT PURSUED THAT.

BUT IF IT'S BEEN TWO AND A HALF YEARS SINCE THE LAST EVALUATION, I AGREE WITH THE POINT THAT WAS MADE.

WOULD YOU PUT UP WITH THIS? ANYONE ELSE OUT THERE? YOU KNOW, WHERE YOUR JOB PERFORMANCE REALLY WAS BEING IGNORED AND YOUR ABILITY TO INCREASE YOUR COMPENSATION WAS BEING IGNORED.

YOU KNOW, I THINK WE OWE IT TO OUR EMPLOYEES TO MOVE EXPEDITIOUSLY ON THIS.

I THINK ON THE TIMING, THE ONLY THING I WOULD PUSH ON IS JUST THE SOLICITATION.

IT SEEMS LIKE SIX WEEKS. LIKE IT COULD BE FOUR WEEKS, TWO WEEKS TO POST ONE WEEK FOR THE CALL AND THEN, YOU KNOW, GO ON AND LET PEOPLE WRAP UP THEIR, THEIR RFP OR THEIR PROPOSAL AND GET IT INTO US.

I GUESS THE OTHER THING IS EVEN FILLING OUT OUR COMMENTS.

YEAH. THE POINT ABOUT THINKING ABOUT IT RIGHT NOW, LIKE HOW YOU FEEL ABOUT THESE ROLES, EVEN THOUGH WE MAY NOT HAVE DEFINED QUESTIONS, YOU'RE GOING TO KNOW WHERE SOMEONE IS STRONG, WHERE THEY NEED TO IMPROVE GENERALLY AND ON SOME SPECIFICS.

SO GO ON AND START THOSE NOTES NOW. SO IT WON'T BE SUCH A DAUNTING TASK WHEN WE FINALLY DO GET TO THIS.

BUT I DO THINK THAT WE NEED A MODICUM OF CONFIDENTIALITY WITH OUR EMPLOYEES.

I MEAN, IN JOBS PAST WHERE ANYBODY ON COUNCIL OR IN THE PUBLIC HAS WORKED IN THE PRIVATE SECTOR.

I DOUBT YOU HAD YOUR JOB REVIEW LIVE STREAMED.

SO THIS IS TANTAMOUNT TO THAT. SO WE GET OUR FEEDBACK THROUGH THE SURVEY, THROUGH OUR IN-PERSON MEETINGS, THROUGH EMAILS. WE CAN PUT OUT AN INQUIRY. HEY, WHAT DO YOU THINK ABOUT THESE DIFFERENT ROLES? AND WE CAN TAKE THAT AND FACTOR THAT INTO OUR THINKING THAT WE WERE ELECTED TO, YOU KNOW, MAKE HIRES AND TERMINATIONS AND PERFORMANCE REVIEWS ON.

AND SO I THINK THAT'S HOW THE PUBLIC CAN HAVE INPUT ON THIS.

AND THEN AFTER A CERTAIN POINT, THE OBJECTIVITY OF A FACILITATOR AND THE INPUT OF COUNSEL NEEDS TO BE A PRIVATE, CONFIDENTIAL MATTER WITH THE EMPLOYEE. SO I'M WILLING TO ACCEPT THE TIMELINE AS IT IS.

[03:50:02]

THANK YOU. ALL RIGHT, WE'RE BACK TO IN PERSON.

ANYONE ELSE? BEFORE I GO BACK TO VIRTUAL AND BEFORE I GO BACK TO CHAIRMAN RIDLEY FOR ROUND TWO.

OKAY, THEN I'M GOING TO GO TO CHAIRMAN RIDLEY FOR THREE MINUTES ON ITEM C.

MAYOR, I SAW CAROLYN ARNOLD RAISE HER HAND. SHE'S GESTURING.

I DON'T THINK SHE'S RAISING HER. IS SHE RAISING HER HAND? SHE'S JUST TALKING.

SHE'S ACTUALLY. SHE'S ACTUALLY IN A WHOLE DIFFERENT MEETING. I DON'T KNOW IF YOU SEE THAT.

LOOK AT THAT. SHE'S. SHE'S RUNNING THAT ONE. ALL RIGHT.

WELL YEAH, YEAH. GO AHEAD. PAUL. THERE'S A REASON WHY, IN YOUR RECOMMENDATION FOR A FORMAL PROCUREMENT, THAT THAT NEEDS TO BE A MULTIYEAR CONTRACT. IT DOES NOT.

OTHER THAN RATHER THAN GOING THROUGH THE PROCESS AGAIN, IT'S LIKE, THIS IS WHAT WE HAVE DONE BEFORE AND WE HAVE WORKED WELL ADMINISTRATIVELY. WELL, IT'S A VERY LENGTHY PROCESS.

AS YOU'VE OUTLINED ON SLIDE NINE. IT'S GOING TO TAKE FOUR MONTHS, AND THAT'S JUST TO THE AWARD. THAT MEANS THAT WE GO ON RECESS IN JULY.

IT'S GOING TO BE AUGUST BEFORE WE CAN EVEN OR BEFORE THE CONSULTANT.

WELL, I PRESUME THEY MIGHT START WORKING IN JULY, BUT THEY'RE NOT GOING TO BE ABLE TO WORK WITH US UNTIL AUGUST, WHEN WE'RE IN THE MIDST OF BUDGET CONSIDERATIONS.

AND, AND BY THE TIME WE GET THEIR RECOMMENDATIONS AND DISCUSS THEM, IT'S ALMOST GOING TO BE OCTOBER 1ST ANYWAY.

AND SO I'M WONDERING IF IT DOESN'T MAKE MORE SENSE TO DO AN ADMINISTRATIVE ACTION NOW AND THEN WHEN IT'S TIME TO START THE PROCESS OVER AGAIN, WE JUST DO IT ON A ONE YEAR BASIS.

ADMINISTRATIVELY, WHAT'S THE PROBLEM WITH DOING THAT? THERE'S NO PROBLEM. THAT IS DEFINITELY AN OPTION.

OKAY. THAT WOULD CERTAINLY SAVE TIME. NOW FOLLOWING UP ON MY FIRST COMMENTS ABOUT DOING AWAY WITH THIS CATCH UP PROCESS, BECAUSE WE'RE GOING TO END UP DOING IT ON THE HEELS OF STARTING THE STANDARD YEAR PROCESS IN OCTOBER. IS THERE ANY REASON WHY WE CAN'T JUST GIVE THE APPOINTEES THAT ARE AFFECTED A STANDARD 3% RAISE NOW FOR THE REST OF THE FISCAL YEAR, SO THAT THEY HAVE THE BENEFIT OF THAT BUMP IN PAY WITHOUT DOING FORMAL EVALUATIONS UNTIL OCTOBER.

THAT IS DEFINITELY AN OPTION. OKAY, WELL, I LIKE THAT.

INSTEAD OF DOING TWO EVALUATIONS ALMOST BACK TO BACK AND INCURRING THAT COST, WE CAN MAKE THOSE EMPLOYEES WHOLE WITH A STANDARD RAISE, A MERIT RAISE, AND THEN DO THE EVALUATION FOLLOWING THE STANDARD YEAR TIMELINE.

PICKING THEM UP AND DOING A FULL SCALE REVIEW AFTER A CONSULTANT HAS HAD A CHANCE TO LOOK AT WHAT KIND OF METRICS, WHAT KIND OF PERFORMANCE REVIEW WE SHOULD DO, BECAUSE WE CAN'T DO THAT IN THE NEXT 30 DAYS.

WE CAN'T GET A CONSULTANT ONLINE THAT QUICKLY AND THEY CAN'T PRODUCE THE WORK PRODUCT.

A THOUGHTFUL WORK PRODUCT IN 30 DAYS EITHER. SO WE'RE GOING TO BE BACKING UP INTO THE RECESS, EVEN IF WE FOLLOW THE CATCH UP YEAR APPROACH.

SO I JUST THINK IT'S UNNECESSARY TO DO THAT, ESPECIALLY SINCE WE CAN CATCH UP.

OUR EMPLOYEES PAY WITH A STANDARD PAY RAISE. YES, SIR.

ALL RIGHT. CHAIRMAN GRACEY, YOU RECOGNIZED FOR THREE MINUTES.

OKAY. I JUST WANT TO SAY I CAN APPRECIATE COUNCIL MEMBER RIDLEY'S EFFORT TO TO BECAUSE I AGREE.

I THINK THERE'S WAYS WE CAN MOVE IT. BUT FOR THOSE WHO HAVE PERFORMED WELL AND MAYBE HAD SOME EXCEPTIONAL PERFORMANCES TWO YEARS, I THINK WE TECHNICALLY. AND Y'ALL CORRECT ME IF I'M WRONG, I'M NEW TO THIS, BUT SHOULD WE HAVE BEEN EVALUATING THEM ONCE A YEAR? SO THEN I KIND OF SEE WHERE YOU'RE GOING WITH THAT.

BUT 3% FOR TWO YEARS WOULDN'T NECESSARILY BE RIGHT.

IT ALMOST NEEDS TO BE MORE IN THAT PERSPECTIVE. SO I CAN AGREE.

I LIKE WHERE YOU'RE GOING WITH THAT, BUT I JUST DON'T WANT TO.

I DON'T WANT TO. I DON'T WANT TO DISCOUNT THEIR PERFORMANCE FOR THE SAKE OF RUSHING THIS PROCESS,

[03:55:03]

THE WE'RE GOING TO DO. SO POTENTIALLY WE WOULD HAVE WE COULD POTENTIALLY HAVE TWO DIFFERENT VENDORS DOING TWO DIFFERENT PERFORMANCE EVALUATIONS WITH THIS, THE WAY IT'S WRITTEN RIGHT NOW. YEAH.

IF YOU IF YOU DECIDE TO DO A, YOU KNOW, UNDER 100,000 FOR THE SAKE OF SPEED, YEAH.

YOU WOULD END UP WITH TWO. YEAH. YOU MAY END UP WITH TWO DIFFERENT VENDORS.

THERE'S NO GUARANTEE WE NEED TO RUN THE PROCUREMENT PROCESS AND ALLOW EVERYONE TO APPLY.

AND IT IS A COMPETITIVE PROCESS. SO THERE IS NO GUARANTEE.

IT IS VERY LIKELY THAT THE MOST QUALIFIED PERSON TO DO THE FIRST PORTION WILL ALSO BE VERY QUALIFIED TO DO THE SECOND PORTION, BUT I CANNOT GUARANTEE THAT WE'RE GOING TO SELECT THE SECOND BECAUSE IT'S A COMPETITIVE PROCESS.

UNDERSTOOD. ALL RIGHT. THANK YOU. YES, SIR. MISS SCHULTZ, YOU ARE RECOGNIZED FOR THREE MINUTES.

THANK YOU. AND I APPRECIATE THE ROBUST DISCUSSION SINCE WE DID MOVE THIS TO THE COMMITTEE OF THE WHOLE.

WHAT I WANT TO MAKE SURE OF IS THAT THE EMPLOYEES WHO YOU KNOW, SIGNED ON WITH THIS, EXPECTING AN EVALUATION PROCESS AND EXPECTING TO BE TREATED, YOU KNOW, WITH THE SAME RESPECT THAT WE ALL WOULD WANT TO BE TREATED.

WE KNOW OUR PROCESS FOR EVALUATION. AND I THINK THAT THEY HAVE THE RIGHT TO, TO KNOW THEIRS.

SO THE QUESTION REALLY IS WHAT'S IT'S NOT JUST ABOUT, YOU KNOW, THROWING 3% AT THEM.

IT'S ALSO ABOUT SETTING GOALS AND METRICS AND ALL THOSE THINGS.

AND SO THE QUESTION IS WHETHER OR NOT THOSE EMPLOYEES I DON'T KNOW, NINA, HAVE YOU HAD THE CHANCE TO TALK TO THEM TO SEE WHAT THEY WANT? SINCE WE'RE REALLY BEHIND ON THIS, WOULD THEY PREFER THAT THEY THAT WE WAIT UNTIL WE GET SOMEBODY PERMANENTLY IN OR AND HAVE THIS OR NOT? HAVE YOU HAD THE OPPORTUNITY TO ASK THOSE EMPLOYEES WHAT WOULD BE APPROPRIATE? COUNCIL MEMBER SCHULTZ NO, I HAVE NOT. I HAVE NOT DISCUSSED THE TIMELINE WITH THEM OR THEIR PREFERENCE OR THEIR PREFERENCE. THAT'S UNFORTUNATE. I'M SORRY THAT YOU KNOW, THAT THEY DIDN'T HAVE A SAY IN THIS PROCESS AT ALL.

SO. ALL RIGHT. I WAS JUST WONDERING ON THAT. I MEAN, WE JUST HAVE TO FIGURE OUT SOMETHING WITHOUT JUST THROWING SOMETHING AT THAT PEOPLE I THINK WHICHEVER IS GOING TO BE THE MOST THOUGHTFUL AND AT THE SAME TIME EFFICIENT AND EFFECTIVE ON THIS.

I KNOW THAT COUNCIL MEMBER WILLIS IS SPENDING AN INORDINATE AMOUNT OF TIME ON THIS WHOLE CONCEPT PROCESS, ALL OF THIS. SO I'D ACTUALLY DEFER THE REST OF MY TIME TO HEAR YOUR THOUGHTS ON THIS.

ALL RIGHT. IS THERE A I DON'T SEE ANYONE ELSE LIVE HERE, JIM, REALLY? YOU'RE GOING TO GET TO GO FOR A MINUTE IF ONCE I CONFIRM THAT THERE'S NO ONE ELSE VIRTUAL THAT HASN'T GONE, THAT WOULD LIKE TO SAY SOMETHING. OKAY. ONE MINUTE, CHAIRMAN RIDLEY.

THANK YOU. MAYOR. SO I HAVE A QUESTION FOR YOU, NINA.

I DON'T SENSE A CLEAR CONSENSUS AMONGST THE COUNCIL.

WHAT ARE YOU TAKING AWAY FROM THIS DISCUSSION? IS IT ENOUGH FOR YOU TO PROCEED ON A CLEAR COURSE OF ACTION THAT YOU THINK THE COUNCIL SUPPORTS? OR SHOULD WE CONSIDER SENDING THIS BACK TO COMMITTEE? SIR, I THINK I HAVE A CLEAR DIRECTION REGARDING THE PROCESS AND GOING FORWARD, THE PROCUREMENT METHOD, I DO NOT. SO IT WILL BE EXTREMELY HELPFUL TO GET DIRECTION FROM COUNCIL.

I DON'T KNOW IF YOU KNOW A VOTE WOULD BE APPROPRIATE.

HOWEVER, SOMETHING THAT WILL TELL US GO WITH A SHORT SHORTER PROCESS OR A LONGER TERM PROCESS AND ASK WHAT TO DO WITH THE CATCH UP.

THAT WILL BE VERY, VERY HELPFUL SO THAT WE CAN START THAT AGAIN RIGHT AWAY.

WELL, THIS IS A BRIEFING SO WE CAN'T VOTE. AND SO IT SEEMS TO ME THE APPROPRIATE RESOLUTION WOULD BE TO SEND IT BACK TO COMMITTEE TO MAKE A RECOMMENDATION IF THERE IS A CONSENSUS AMONG THE COUNCIL TO DO THAT.

OKAY. I KNOW THAT WE'RE GETTING A CONSENSUS AROUND THAT TODAY OR NOT, BUT I NOW SEE MORE HANDS UP VIRTUALLY, AND I WANT TO LET THE CITY MANAGER'S OFFICE SAY WHAT THEY THINK WOULD BE HELPFUL TO COME OUT OF

[04:00:08]

WE WEREN'T PLANNING ON STRAW VOTING ANYTHING TODAY. BUT SOMETIMES THERE ARE WAYS THAT CITY MANAGER'S OFFICE CAN CAN ASCERTAIN THE THEY CAN READ TEA LEAVES.

THEY HAVE A MAGICAL WAY OF DOING THAT. THAT'S ALL LEGAL, BUT STILL GIVES THEM THE THE INFORMATION THEY NEED.

SO WHILE THE CITY ATTORNEY'S OFFICE IS THINKING ABOUT, YOU KNOW, WHAT'S WHAT WE CAN DO TODAY WOULD YOU MIND SPEAKING TO WHAT YOU'D LIKE US TO TELL YOU. ABSOLUTELY, MAYOR. AND I'M LOOKING AT JACK IRELAND BECAUSE THE TWO OF US ARE SWIMMING HERE, TRYING TO FIGURE OUT HOW TO HELP YOU GUYS WITH GETTING CONSENSUS.

BUT I THINK ONE OF THE BIG ROCKS THAT AND NINA JUST BROUGHT IT UP.

KETCHUP. YOU'RE NOT. DO YOU OR DO YOU NOT WANT TO DO A KETCHUP YEAR? IF SO, THEN WE CAN WALK THROUGH A PROCESS WITH YOU GUYS ABOUT WHAT THAT LOOKS LIKE.

WE CAN TALK ABOUT WHETHER THERE'S A PROCUREMENT OR NOT.

WE CAN TALK ABOUT WHETHER OR NOT IT'S SOMETHING STAFF DOES OR NOT.

IT WOULD HELP US WALK THROUGH THAT PROCESS, AND THEN WE COULD GO TO THE NEXT DECISION TREE.

SO IF WE KNEW RIGHT NOW AS A CONSENSUS WHETHER OR NOT THERE WOULD BE A KETCHUP OR NOT, THAT WOULD HELP US TREMENDOUSLY.

MR. IRELAND, ANY OTHER FEEDBACK TO GIVE? NO. DUNZO YOU COVERED IT PRETTY WELL. I'M SORRY JACK. SAY AGAIN.

I JUST SAID YOU COVERED IT REALLY WELL. THANK YOU.

COUNCILWOMAN BLACKMON. IF YOU'RE ASKING ABOUT.

SO WE'RE GOING TO BREAK THIS DOWN. SO IT'S MORE SIMPLISTIC VERSUS ALL THIS.

SO IF THERE'S IF THE QUESTION IS ABOUT A CATCH UP YEAR AND IT'S BEEN SINCE 22 FOR TWO OF THEM.

RIGHT. OR 32222 OF THE THREE THEN YES, I BELIEVE WE SHOULD DO A CATCH UP YEAR.

AND I DON'T KNOW, I'M KIND OF UNCLEAR WHAT THAT LOOKS LIKE.

I MEAN, I'VE NEVER DONE A CATCH UP YEAR, BUT I UNDERSTAND WE'RE TRYING TO MAKE THEM WHOLE AND IT'S GOING TO BE ITERATIONS BECAUSE HOW DO YOU GRADE SOMEBODY? I GUESS YOU JUST TAKE A SNAPSHOT OF THAT YEAR AND WHAT THEY DID AND THEN EVALUATE THEM ON THAT SNAPSHOT.

I THINK NINA SPOKE TO THAT EARLIER. NINA, YOU WANT TO REITERATE YOUR COMMENTS ABOUT THE THE LOOK BACK.

AND I THINK THE MOST IMPORTANT THING TO TAKE REFERENCE IN THE LOOK BACK IS THE NORMAL MERIT OR PAY COMPENSATION THAT COMES WITH THAT.

AND WHETHER YOU DECIDE TO NOT MAKE ACCOUNT FOR THAT OR NOT.

OKAY. AND I MEAN YES TO MR. GRACIE'S POINT OF VIEW.

I MEAN TWO YEARS WITHOUT A REMAINING FLAT IN SALARY AND STILL DOING THE WORK IN MANAGING THE EXPECTATIONS.

I DON'T THINK THAT'S FAIR, BECAUSE I THINK A LOT OF THE PEOPLE ACROSS THE ORGANIZATION HAVE GOTTEN PAY INCREASES.

IS THAT CORRECT? SO IT'S JUST OUR DIRECT REPORTS HAVE NOT.

CORRECT. SO I DO THINK WE NEED TO MAKE THEM WHOLE IN ORDER TO START THE PROCESS BASICALLY FLAT WITH EVERYBODY.

I CONCUR. OKAY. SO DID YOU DID YOU GET MY POINT OF VIEW? OKAY, ABSOLUTELY. THANK YOU, MISS BLACKMON. OKAY.

THANK YOU. COUNCILMAN WILLIS. WELL, I MEAN, AS YOU LOOK AT PAGE 11 AND 12 OF THE PRESENTATION, IT OUTLINES A FEW DIFFERENT THINGS.

SO I THINK EACH OF US, IN OUR OWN WAY, HAVE TOUCHED ON VARIOUS ASPECTS OF WHAT WE'RE IN FAVOR OF, AND MAY HAVE NEGLECTED SOMETHING ELSE. SO COULD A MEMO BE DONE THAT ASKS FOR INPUT ON CERTAIN ON THE THINGS THAT ARE CALLED OUT ON PAGES 11 AND 12? AND THEN YOU CAN GET SOME MORE TANGIBLE FEEDBACK AND A SENSE OF, OF DIRECTION, BECAUSE WE'RE LOOKING AT SEVERAL THINGS.

THERE'S THE TIMELINE, THERE IS THE LENGTH OF CONTRACT.

IS IT A ONE YEAR OR IS IT A MULTI YEAR. AND THERE IS ABOUT ANNUAL EVALUATION DATE.

THERE IS WHETHER YOU DO A CATCH UP YEAR OR YOU WAIT THERE IS WHAT IS THE STAKEHOLDER FEEDBACK PROCESS.

DO WE ACCUMULATE THIS THROUGHOUT THE YEAR? DO WE HAVE SOME OTHER KIND OF MECHANISM WHERE THE PUBLIC WEIGHS IN AND THEN FINALLY ON PAIN POINTS, YOU KNOW, WE KNOW THAT WE NEED TO GO THROUGH A GOAL SETTING EXERCISE.

AND SO THAT VERY MUCH HAS TO BE ONE OF THE STRONG CAPABILITIES OF WHO THIS VENDOR THAT'S SELECTED IS.

AND SO WHAT DOES THAT PROCESS LOOK LIKE? SO I THINK THAT THERE'S A LOT TO WRANGLE HERE.

AND THAT MIGHT BE A WAY THAT STAFF COULD BETTER GET A SENSE OF OF WHERE COUNCIL IS.

WOULD THAT BE DOABLE? YES. WAS THAT A QUESTION?

[04:05:09]

AND SO WE'RE KIND OF TALKING, YOU KNOW, ALL OVER THE PLACE, DIFFERENT OPINIONS ON THESE DIFFERENT POINTS.

SO IT JUST SEEMS LIKE AFTER THIS DISCUSSION, IT MIGHT BE GOOD TO DO FOR STAFF TO HAVE A MEMO AND ASK FOR OUR FEEDBACK SO THAT WE CAN BE MORE THOUGHTFUL AND DEFINE AROUND EACH OF THOSE THINGS THAT I JUST OUTLINED THAT ARE PART OF PAGE 11.

YOU KNOW HOW WE EACH FEEL ON THAT AND ALLOW STAFF TO KIND OF CONDENSE AND COAGULATE WHAT THE RECOMMENDATION WOULD BE? MISS WILLIS, THE DIRECTION FROM THE CITY ATTORNEY IS THAT WE NEED TO MAKE THAT DECISION HERE.

THERE'S A RECOMMENDATION FOR US NOT TO PULL YOU OUTSIDE OF THIS MEETING.

OKAY. I MEAN, WE GET THOSE THAT ASKS, ASK FOR INPUT QUITE OFTEN, BUT I DON'T KNOW THAT I'D STRUCTURE IT LIKE A POLL PER SE.

IS THERE NOT FLEXIBILITY TO STRUCTURE THIS, AS WE HAVE OTHER MEMOS THAT ASK FOR GUIDANCE OR INPUT? BERT, DO YOU WANT TO TRY TO ANSWER THAT A LITTLE BIT? THANK YOU. MAYOR. BERT VANDENBERG, THE. THIS SEEMS LIKE A WHAT I'M HEARING IS THAT YOU'RE ASKING FOR A MEMO THAT ACTUALLY COMES ACROSS AS A POLL WHERE YOU GUYS ARE SAYING HOW YOU WANT THIS DONE BASED UPON THE RECOMMENDED ACTIONS ON PAGES ON SLIDES 11 AND 12.

THAT'S REALLY SOMETHING THAT SHOULD BE DONE IN AN OPEN MEETING RATHER THAN IN A POLL.

WELL, I'M NOT ASKING FOR A POLL. I MEAN, WE GET THERE ARE COMMUNICATIONS QUITE OFTEN THAT COME OUT OF MEETINGS ASKING FOR INPUT OR.

SO I'M NOT SURE WHY THIS IS SUCH A DIVIDING LINE.

HOW YOU KNOW, IF YOU'RE TELLING ME LEGALLY WE JUST CAN'T DO IT THIS TIME, THEN OKAY.

I MEAN, I'M NOT SURE HOW YOU'RE GOING TO DEFINE WHAT WE'RE ALL THINKING ON THIS, BECAUSE THERE ARE A LOT OF POINTS THAT FALL UNDER AGE 11, AND THAT'S SOMETHING I THINK THAT STAFF IS, IS GOING TO HAVE TO STRUGGLE WITH JUST TRYING TO HELP THE STRUGGLE.

SO, COUNCIL MEMBER, THIS IS JACK GARLAND, CHIEF FINANCIAL OFFICER.

AND YES, WE'VE HEARD LOTS OF DIFFERENT FEEDBACK TODAY.

SOME OF IT'S NOT CONSISTENT WITH OTHER COMMENTS, BUT IF WE WALKED AWAY RIGHT NOW, I THINK OUR DIRECTION WOULD BE TO DO AN INFORMAL SOLICITATION FOR A CATCH UP PERIOD FOR THE CITY SECRETARY, CITY ATTORNEY AND CITY AUDITOR, AND THAT WE WOULD THEN DO A MORE FORMAL SOLICITATION PROCESS POSSIBLY HIRING THE SAME CONSULTANT.

BUT THAT THEN WOULD BE ON A GOING FORWARD CYCLICAL BASIS.

BUT WHAT I'VE HEARD FROM MANY OF YOU IS THAT WE DO NEED TO DO A CATCH UP.

WE DO NEED A MORE FORMAL PROCESS GOING FORWARD.

SO WE COULD DO BOTH. WE COULD DO AN INFORMAL SOLICITATION BY AA FOR THOSE THREE INDIVIDUALS TO DO SOME TYPE OF VERY QUICK CATCH UP AND THEN DO A LONGER PROCESS FOR OUR GOING FORWARD ON AN ANNUAL CYCLE IF IF THAT'S AGREEABLE AND I DON'T KNOW, I'M JUST TRYING TO SUMMARIZE ALL THE DIFFERENT THINGS I'VE HEARD, AND I KNOW THAT DOESN'T SATISFY EVERYTHING, BUT IF THAT IS AN APPROPRIATE COMPROMISE, THEN THAT WOULD BE HOW WE WOULD PROCEED.

UNLESS Y'ALL TELL US DIFFERENTLY. WELL, WHAT I WOULD SAY IS THAT WE'RE TALKING ABOUT DOING THIS ADMINISTRATIVE ACTION TO DO THE CATCH UP INTERVIEW WITH THE POSSIBILITY OF HIRING THEM FOR A SUBSEQUENT, YOU KNOW, MORE REGULARLY PLANNED REVIEW, BUT WE KNOW VERY MUCH THAT THE NEXT BIG REVIEW THAT'S DONE MUST BE COUNCILMAN WILLIS, YOUR TIME IS UP. CAN YOU JUST WANT TO FORMULATE A QUESTION TO THEM AND LET YOU GO AHEAD AND PUT A QUESTION THEY CAN ADDRESS WHEN YOU COME BACK? GO AHEAD. IS CONSIDERATION OF THESE VENDORS WHO COULD BE PART OF THE ADMINISTRATIVE ACTION.

WERE THEY CONSIDERED WITH REGARD TO THEIR CAPABILITY IN GOAL SETTING, WORKING WITH THE COUNCIL ON GOAL SETTING? YES. THE INTENT IS THAT THEY WILL WORK WITH COUNCIL ON GOAL SETTING.

[04:10:04]

YOU NEED TO HAVE THAT LINE OF SIGHT. OR I WILL SAY THAT YOU KNOW, GOALS NEED TO BE DONE A YEAR PRIOR.

SO THAT IS WHAT THIS CATCH UP YEAR IS GOING TO DO.

NOT ONLY LOOK AT WHAT IS GOING ON WITH OR, YOU KNOW, WHATEVER.

PENDING EVALUATIONS WERE NOT DONE, BUT ALSO SETTING UP GOALS NOW SO THAT COME OCTOBER OF NEXT YEAR YOU HAVE SOMETHING TO EVALUATE ON, RIGHT? BUT THE GOALS ARE NOT JUST ABOUT FINANCE AND BUDGET, THEY'RE SOFT SKILLS, ETC. THAT MUST BE INCLUDED, CORRECT? OKAY. WITH THAT, CHAIRMAN NARVAEZ, THANK YOU.

MAYOR ATKINS. I JUST WANT TO MAKE SURE I'M CLEAR ON THE 2223 FISCAL YEAR IS NOT BEEN DONE.

WE DID NO REVIEW FOR THE CITY AUDITOR OR THE CITY SECRETARY.

THAT IS CORRECT. CITY ATTORNEY DIDN'T COUNT BECAUSE THAT THIS WAS NOT THIS CURRENT CITY ATTORNEY WAS NOT THE CITY ATTORNEY THEN.

THEN 22, 20, I MEAN, 2324 FISCAL YEAR. WE ALSO DID NOT REVIEW THE CITY CITY AUDITOR OR THE CITY SECRETARY OR THE CITY ATTORNEY. OR IS THAT WHEN THE CITY ATTORNEY WAS HIRED? SO IT'S THE NEXT ONE, I BELIEVE, MEANING IT WAS DUE ON 24TH AS WELL.

SO THE CITY ATTORNEY. SO WE'RE WE'VE MISSED TWO REVIEWS ON TWO EMPLOYEES.

CORRECT. AND WE'RE ABOUT TO MISS TWO ON THE CITY ATTORNEY IF WE DON'T GET THIS GOING.

AND WHICH WOULD BE A THIRD ONE FOR OUR CITY AUDITOR AND OUR CITY SECRETARY.

YES. OKAY. SO SO I JUST WANT TO MAKE THIS SIMPLE.

I DON'T I CAN'T EVEN REMEMBER HOW MANY PEOPLE WERE HERE IN 22, 23 ON THIS COUNCIL.

AND I THINK IT'S VERY UNFAIR TO ASK PEOPLE THAT DID NOT WORK WITH THESE, THESE TWO INDIVIDUALS AND 22, 23. I THINK WE JUST WE CAN MAKE THIS ONE REALLY SIMPLE TO GET YOU ALL DO A SNAPSHOT.

LET US LOOK AT IT. WE EITHER AGREE WITH IT OR DON'T AGREE.

GIVE THEM A GIVE THEM A MERIT RAISE PLUS SOMETHING EXTRA BECAUSE THEY DIDN'T GET TO TOUCH THAT MONEY.

FOR NOW, WE'RE GOING ON ALMOST THREE YEARS AND THEN THE 2324, WHICH IS THE ONE WE SHOULD BE HAVE FINISHED ALREADY.

THERE WERE DEFINITELY MORE OF US HERE. THERE MIGHT HAVE BEEN MAYBE 1 OR 2 NOT HERE, I'M NOT SURE, BUT THAT ONE CAN BE DONE CORRECTLY, RIGHT? THAT ONE COULD BE DONE.

BUT WE DON'T HAVE TIME TO WAIT UNTIL NEXT OCTOBER.

AND I SAY WE JUST CATCH BOTH OF THEM UP, GET THE GET IT DONE, AND THEN SO THAT WE CAN SET THE GOALS AND GET READY AND ALL OF THAT.

SO THE NEXT COUNCIL WILL HAVE ALL OF THAT READY TO GO BY OCTOBER OF THIS YEAR, SO THAT THE 2425 REVIEW IS READY TO GO.

SO THIS WHOLE ONE YEAR YOUR PEOPLE AREN'T GOING TO REMEMBER FROM THE PAST.

AND IF YOU HAVE, IF YOU HAVE A LOT OF DRAMA OR SOMETHING THAT YOU NEED TO BRING UP, THEN YOU CAN SHARE THAT.

WHEN WE DO EXECUTIVE SESSION AND THEN WE CAN MAKE ADJUSTMENTS IF WE NEED TO AT THAT POINT.

BUT I THINK THAT WE'RE DOING WAY TOO MUCH. IT'S OUR FAULT.

IT'S NOT NOTHING TO DO WITH OUR OUR CITY STAFF.

IT IS LITERALLY OUR FAULT. YOU'VE HEARD IT MANY TIMES, MAYOR CULPA ON ALL OF US.

WE WE FAILED TO GET THIS DONE AND WE JUST NEED TO GET IT DONE.

SO I SAY GIVE A MERIT RAISE, WHATEVER THE AVERAGE WAS FOR THEIR REPORTS FOR THAT YEAR, GIVE THEM THAT AS A MERIT RAISE PLUS A LITTLE EXTRA FOR THE FIRST YEAR THAT WE MISSED, AND THEN DO THE SAME AVERAGE MERIT RAISE FOR THE SECOND YEAR WITH SNAPSHOTS.

I THINK YOU ALL AND HR CAN DO THAT. WE CAN SAVE SOME MONEY AND THEN ONLY DO THE PROCUREMENT FOR THE NEXT ONE.

THAT GETS THE GOALS, THAT GETS THE REVIEW, THE THAT'S THAT WE'RE DOING NOW.

SO THAT'S MY OPINION. MAKES IT SIMPLE, MAKES IT EASY.

BECAUSE RIGHT NOW I THINK WE'RE WE'RE CLEAR AS MUD AS FAR AS WHAT WE WANT TO DO.

AND WE DON'T NEED TO MAKE IT THIS COMPLICATED.

LET'S JUST FIX IT. LET'S GET IT DONE AND MOVE FORWARD.

BECAUSE THESE STAFF, EVERYBODY HAS SAID IT. THEY ARE.

AND YOU'RE ABSOLUTELY RIGHT. THEY HAVE KEPT WORKING.

THEY'VE WORKED HARD, THEY'VE KEPT UP. AND THEY DESERVE FOR US TO GET THIS, GET THEM CAUGHT UP BECAUSE WHAT ARE WE GOING TO DO SOMETHING DIFFERENT.

LIKE YOU CAN'T RETRO DO SOMETHING TO THEM AT THIS POINT BECAUSE IT WOULDN'T MAKE SENSE.

SO I SAY WE MOVE FORWARD. KEEP IT SIMPLE. I KNOW THAT WE LIKE TO SAY THAT HERE A LOT.

AND THEN WE SAY KEEP IT SIMPLE AND THEN WE LIKE TO MAKE IT SOME CRAZY MAZE.

AND THAT'S JUST, YOU KNOW, I GUESS IT'S CITY COUNCIL, BUT LET'S NOT DO THAT.

THIS ONE, BECAUSE OUR STAFF MEMBERS, OUR AUDITORS, ESPECIALLY IN OUR CITY SECRETARY, DO NOT DESERVE WHAT HAPPENED TO THEM.

[04:15:01]

AND THAT'S ON. THAT'S ALL ON US. SO LET'S KEEP IT SIMPLE.

THOSE TWO YEARS, MR. MAYOR, IS WHAT I SAY. AND THEN LET'S LET THE COUNCIL THAT'S GOING FORWARD.

GET THAT THAT REVIEW THOSE GOALS AND ALL OF THAT GOING, BECAUSE THEY'RE THE ONES WHO ARE GOING TO BE EVALUATING FOR THIS PREVIOUS YEARS OR THE CURRENT YEAR THAT WE'RE IN. THANK YOU, CHAIRMAN STEWART.

THANK YOU, MR. MAYOR. I WAS GOING TO TRY TO SKETCH SOMETHING SIMILAR TO CHAIR NARVAEZ, BUT HE WAS SPOT ON AND MUCH BETTER THAN I COULD HAVE SAID IT.

I THINK THE IDEA STARTED WITH CHAIR RIDLEY, AND IT'S JUST IT'S JUST EVOLVED A BIT.

I'D SAY WE LET'S GET THIS DONE. LET'S LET'S DO WHATEVER ABBREVIATED YOU KNOW, PROCESS THAT WE CAN COME UP WITH IT.

I COMPLETELY AGREE. I'LL STOP TAKING A LOT OF TIME TO SAY THIS, I THINK.

YEAH. I DON'T THINK I WOULD MAKE ANY CHANGES TO WHAT CHAIR NARVAEZ HAS SUGGESTED.

I WILL SAY ASSISTANT CITY MANAGER GIBSON LOOKED.

MAY, ARE YOU WHAT ARE YOUR THOUGHTS ON THIS? BECAUSE YOU LOOK LIKE MAYBE.

I KNOW WE HAVE CONFUSED YOU IN THE PAST, AND I JUST WANT TO MAKE SURE WE'RE NOT CONFUSING.

NEVER. OH, YEAH. MAYBE. SO JUST WHAT ARE YOUR THOUGHTS? SO I JUST HEARD THREE VERY SUCCINCT MESSAGES THAT SEEMED LIKE THEY WERE ON THE SAME PAGE.

RIGHT. THEY HAD A LITTLE BIT OF CRAFTINESS TO THEM.

THEY WERE SPOKEN A LITTLE BIT DIFFERENTLY, BUT I THINK IT WAS THE SAME INTENT.

THERE'S GOING TO BE A CATCH UP YEAR OR CATCH UP TIME FRAME, RIGHT? THERE'S GOING TO BE EVALUATED. THERE'S SOME ELEMENT OF MERIT THAT WOULD GO WITH THAT.

THERE WAS A RECOMMENDATION THAT WOULD BE SOME AVERAGE OF SOME TYPE, BUT THAT WOULD BE A MERIT THAT ALSO WOULD BE APPLIED FOR THOSE THREE.

AND THEN WE WOULD DO A NEW PROCUREMENT, AS RECOMMENDED BY OUR CFO, TO GO IN AND MOVE FORWARD WITH WHAT WE WOULD HOPE TO BE A MULTI YEAR AWARD THAT WOULD ALLOW US TO CATCH UP AND ANY COMPRESSION THAT WE WOULD NEED TO DO TO COUNCIL MEMBER RIDLEY'S POINT, WE COULD WE COULD CATCH THAT UP BEFORE THIS FISCAL YEAR ENDED.

ANYTHING ELSE? CHAIRMAN STEWART. COUNCILMAN WILLIS, YOU STILL HAVE YOUR HAND UP? OKAY. ANYONE ELSE? MENDELSOHN. OH, OKAY. MR. CHAIRMAN, GO AHEAD.

THANK YOU. SO THE FIRST THING IS THAT I CAN'T IMAGINE GIVING A RAISE WITHOUT DOING A PERFORMANCE REVIEW.

UNLESS IT WAS AN AVERAGE OF THE RAISE THAT ALL OF THE CITY EMPLOYEES RECEIVED.

AND SO THAT'S THAT'S THE FIRST THING, BECAUSE WHAT WOULD IT BE PREDICATED ON WITHOUT A, WITHOUT A REVIEW? THE SECOND IS THERE IS A QUESTION ABOUT WHAT STAFF WAS DIVINING.

AND THIS IS NOT STAFF'S DECISION. THIS IS THE COUNCIL'S DECISION.

AND SO I WOULD HOPE THAT IT'S ACTUALLY THE CHAIR OF AD HOC.

YOU. MAYOR PRO TEM THAT IS DIVINING SOMETHING FROM THIS CONVERSATION AND THAT YOU WILL HELP INFORM HOW THIS GOES FORWARD.

SO AGAIN, I THINK THIS IS WAY TOO COMPLICATED, WAY TOO TIME CONSUMING, AND WAY TOO EXPENSIVE.

THANK YOU. ANYONE ELSE? JACK. NINA. OH, IS THAT DEVIN? MAYOR PRO TEM BASS. YES, SIR. ELTON JOHN, GO AHEAD.

THANK YOU. SIR. I JUST WANTED TO CHIME IN. I AM SUPPORTIVE OF THIS BEING PROPOSED AND HOW IT WAS JUST OUTLINED THAT WE COULD ALLOW FOR THE. YOU WENT MUTE. BASS. YOU WENT MUTE.

WE DIDN'T HEAR THE LAST PART. IT'S A GOOD THING.

CAN YOU HEAR ME? OKAY, BASS. GO AHEAD. IS SAID THAT I WOULD.

I WOULD HOPE THAT WE COULD ACCOMPLISH THE SHORTER, SHORTENED VERSION EXPEDITIOUS AS EXPEDITIOUSLY AS POSSIBLE.

AND I BELIEVE THAT IT IS IMPORTANT FOR US TO MAYBE EVEN SEE A SCHEDULE OUT OF BRIEFINGS THAT WE CAN HAVE, I GUESS, WORKING OPPORTUNITY FOR GOAL SETTING MOVING FORWARD.

SO I, I'M SUPPORTIVE OF WHAT'S BEEN RECOMMENDED.

THANK YOU. THANK YOU. ANYONE ELSE? SEEING NO ONE ELSE.

SO STAFF, YOU KIND OF UNDERSTAND WHAT WE'RE GOING TO GO FORWARD.

SO IT'S NOW IS WE DON'T HAVE ANY SPEAKERS. RIGHT.

MADAM SECRETARY THAT IS CORRECT, MR. MAYOR. OKAY.

IT'S NOW 248 AND COUNCIL MEMBER IS ADJOURNED.

* This transcript was compiled from uncorrected Closed Captioning.