Mar 24, 2025 Council Government Performance & Financial Management Committee

[Council Government Performance & Financial Management Committee on March 24, 2025.]

[00:00:05]

IT IS 107, AND I CALL THE MEETING OF THE GOVERNMENT PERFORMANCE FINANCIAL MANAGEMENT COMMITTEE FOR MARCH TO ORDER.

WE HAVE A QUORUM PRESENT. FIRST ORDER OF BUSINESS IS THE APPROVAL OF MINUTES FROM FEBRUARY 24TH, 2025. DO I HAVE A MOTION? SO MOVED. SECOND. THERE'S A MOTION IN A SECOND.

ALL THOSE IN FAVOR SAY AYE. AYE. ALL OPPOSED? SAY NO. OKAY. WHAT WE'RE GOING TO DO FOR THE ITEMS IF THERE IS A MEMO.

MEMBERS THAT YOU WOULD LIKE TO HAVE DISCUSSED, LET'S PUT THAT AND THEN LET EVERYBODY THAT DOESN'T HAVE A QUESTION BE DISMISSED FROM THE MEETING SO THEY CAN GET BACK TO THEIR OFFICES.

SO ON THE MEMO PART OF THE AGENDA, IS THERE ANY THAT NEEDS TO BE PULLED? YES. OKAY. MISS MENDELSOHN.

SO THANK YOU. I HAVE QUESTIONS ON G H I J K. AND THEN JUST A COMMENT ON EM. DO YOU WANT TO DO THE COMMENT? THAT WAY WE CAN GO AHEAD AND GET THEM.

SURE. OKAY. SO EM IS ABOUT A FAMILY GATEWAY AND THE ISSUES WITH REPLACING WINDOWS.

I SEE GLORIA IS THERE, AND EARLIER THIS MORNING, IN THIS ALSO VERY COLD CHAMBER, WE HAD THE HOUSING COMMITTEE MEETING, AND WE ACTUALLY WERE TALKING ABOUT THIS BECAUSE THERE'S A PLETHORA OF PROPERTIES THAT THE CITY HAS PURCHASED THAT HAVE TURNED OUT TO HAVE FAIRLY SIGNIFICANT MAINTENANCE OR OTHER INFRASTRUCTURE ISSUES AND FAMILY GATEWAY, ALTHOUGH IT'S A HOMELESS SHELTER AND THAT IS A HOUSING AND HOMELESS COMMITTEE.

THESE ISSUES HAVE NOT BEEN BROUGHT TO THAT COMMITTEE.

THEY'VE BEEN BROUGHT TO GFM. AND SO THERE'S JUST REALLY NEEDS TO BE AN ACKNOWLEDGMENT THAT IF WE'RE LOOKING AT FAMILY GATEWAY AS AN EXAMPLE OF SOMETHING THAT SHOULD COME TO ESSENTIALLY OUR BUDGET COMMITTEE, PERHAPS THERE SHOULD ALSO BE SOME ACKNOWLEDGMENT OF THE OTHER BUDGET IMPLICATIONS OF THESE HOUSING ISSUES FOR INDEPENDENCE, HAMPTON, FORT WORTH AVENUE, AND REALLY, YOU KNOW, LARGE DOLLAR EXPOSURES THAT THE CITY HAS BECAUSE OF THE CONDITION OF THE PROPERTIES THAT I'LL JUST SAY WAS UNKNOWN TO THE COUNCIL WHEN PURCHASED.

AND SO PART OF IT'S BEING DISCUSSED HERE. PART OF IT'S BEING DISCUSSED THERE.

AND SO I BROUGHT THE FAMILY GATEWAY ISSUE UP AT HOUSING.

I ALSO WANT TO ACKNOWLEDGE THAT THERE'S OTHER PROPERTIES THAT WE NEED TO BE CONCERNED ABOUT HOW WE'RE MAINTAINING OR NOT MAINTAINING AND THE DISPOSITION OF THOSE. THANK YOU. SO MAYBE IT'S AS MAYBE BRING A MEMO OR A BRIEFING ON, I THINK YOU'RE SAYING NOT JUST HOUSING, BUT ANY, ANY PROPERTY THAT THE CITY OWNS. WELL, I THINK THE DEFERRED MAINTENANCE ISSUES ACROSS THE CITY ARE SO SIGNIFICANT.

IT'S NOT POSSIBLE FOR THEM TO SEND A MEMO. BUT IN THIS PARTICULAR CASE, THERE'S FACILITIES THAT WE OWN THAT HAVE INTENDED PURPOSES THAT ARE IN THE HOUSING SPHERE. AND SO MAYBE WE NEED TO NOT JUST BE PAYING ATTENTION TO THE FAMILY GATEWAY, WHICH YOU'VE DONE A GOOD JOB ADDRESSING, AND I APPRECIATE THAT.

BUT WE ALSO NEED TO AT LEAST HAVE SOME ACKNOWLEDGMENT OF.

THERE'S OTHER ONES THAT ARE ALSO IN THAT HOUSING REALM THAT WE NEED TO PAY ATTENTION TO, BECAUSE THEY HAVE A FINANCIAL IMPACT.

SO DO YOU DO YOU UNDERSTAND? I MEAN, I DON'T KNOW HOW TO ARTICULATE, BUT SHE'S BASICALLY IF THERE'S A BUDGET IMPACT TO A FACILITY SPECIFICALLY AROUND HOMELESS AND HOUSING AND HOW THAT IT SHOULD COME HERE TO NOT JUST ONE PROGRAM.

NO. ABSOLUTELY. THANK YOU FOR THAT. DON GIBSON, CITY MANAGER'S OFFICE COUNCILWOMAN MENDELSOHN.

I HEAR YOU LOUD AND CLEAR. CHAIR BLACKMON, I UNDERSTAND WHAT YOU'RE GETTING AT IS.

AND WE WILL WORK WITH STAFF TO MAKE SURE THAT THOSE ISSUES THAT ACTUALLY TOUCH MULTIPLE COMMITTEES ACTUALLY DO SO.

AND SO I'LL, YOU KNOW, DISCUSS WITH JACK IRELAND A WAY TO GO ABOUT THROUGH THE BUDGET PROCESS AND MAYBE A FULL COUNCIL BRIEFING THROUGH THE BUDGET PROCESS BECAUSE WE'RE ABOUT TO HIT THAT. ABSOLUTELY. ANY AND ALL RECOMMENDATIONS.

STAFF HAS AN OPEN EAR TO THAT. BUT WHAT I WOULD LIKE TO DO IS SHARE YOUR THOUGHTS WITH JACK IRELAND, WHO'S THE LIAISON FOR THIS COMMITTEE, AND WE'LL COME UP WITH SOMETHING REASONABLE THAT WORKS ACROSS ALL COMMITTEE LINES.

THANK YOU. WELL, IN THIS CASE, CHAIR MORENO IS HERE.

[00:05:03]

SO THIS IS THE FIRST TIME WE REALLY GOT THE FULL FINANCIAL INFORMATION THAT WE HAD BEEN REQUESTING.

BUT I DO THINK THAT MAYBE WE CAN JUST ADD THAT ON TO THIS SO THAT THEY CAN SEE WHAT THE SITUATION IS.

OR MAYBE WE MAYBE WE ASSIGN HOMEWORK AND WE ASK PEOPLE TO GO BACK AND WATCH THAT SECTION OF THE HOUSING COMMITTEE, BECAUSE IT REALLY DOES HAVE A VERY SIGNIFICANT IMPACT IN OUR FINANCIAL SITUATION.

THANK YOU FOR BRINGING IT UP. AND, MR. MORENO, WE ARE LOOKING AT MEMOS RIGHT NOW.

SO TAKING ARE THERE ANY THAT YOU WOULD LIKE TO PUT UP FOR DISCUSSION? RIGHT NOW WE HAVE G H I, J AND K, AND IF THERE'S ANY OTHER ONES OTHER THAN THAT, WE CAN ASK STAFF TO HEAD ON BACK. YOU GOOD? OKAY. SO I THINK WE HAVE THE ONES THAT WE WANT TO DISCUSS CLOSE TO THE END OF THE MEETING.

AND RIGHT NOW WE'RE GOING TO HEAD ON OVER TO BRIEFING A WITH DCAD DISTRICT FY 20 2526 PROPOSED BUDGET OVERVIEW.

DOING WELL AND STATE YOUR NAME FOR THE RECORD AND HIT THAT BUTTON.

THERE YOU GO. I'M SHANE DOHERTY. I'M THE CHIEF APPRAISER OF DALLAS COUNTY.

I WAS APPOINTED A YEAR AGO JANUARY. I THINK YOU ALL ARE USED TO SEEING KEN NOLAN IN PREVIOUS YEARS.

I'VE BEEN WITH THE DISTRICT FOR 40 YEARS BEFORE LAST 15 YEARS PRIOR TO BEING CHIEF, I WAS DIRECTOR OF APPRAISAL FOR THE RESIDENTIAL, COMMERCIAL AND BUSINESS PERSONAL PROPERTY DIVISIONS.

GOOD MORNING CAROL. GOOD MORNING. I'M CAROL JORDAN, DEPUTY CHIEF APPRAISER FOR THE APPRAISAL DISTRICT.

I'VE BEEN WITH THE APPRAISAL DISTRICT FOR ABOUT 38 YEARS, AND I'VE BEEN IN THIS CAPACITY FOR A YEAR.

GLAD TO BE HERE. AND MY NAME IS KAREN SADLER.

I'M THE DIRECTOR OF ADMINISTRATION. I'VE BEEN WITH THE DISTRICT SIX YEARS. ALL RIGHT.

GREAT. WELL, WE FOLLOW THE TEXAS PROPERTY TAX CODE.

I LIKE TO SAY THAT'S OUR BIBLE AND. YOU HAVE TO TALK REALLY CLOSELY.

OKAY. YEAH. ALL RIGHT, ALL RIGHT. OKAY, SO PER THE TAX CODE, WE HAVE A WE HAVE A FISCAL YEAR BUDGET.

IT'S FROM SEPTEMBER 1ST TO AUGUST 31ST. SO WHAT THE CODE TELLS US WE HAVE TO PRESENT OUR PROPOSED BUDGET TO OUR BOARD OF DIRECTORS BY FEBRUARY 15TH OF EVERY YEAR, AND THEN IT HAS TO BE ADOPTED ON OR BEFORE MAY 15TH OF OF OF THAT YEAR.

I THINK YOU ALL KNOW WE OUR BOARD MAKEUP CHANGED WITH THE PASSAGE OF SENATE BILL TWO.

WE NOW WE USED TO HAVE FIVE BOARD MEMBERS. WE NOW HAVE NINE BOARD MEMBERS. SO ON FEBRUARY 12TH OF THIS YEAR, WE PRESENTED OUR BUDGET TO OUR NINE BOARD MEMBERS.

AND RIGHT NOW CHAIR, I AND, AND, AND KAREN ARE OUT VISITING ALL THE CITY SCHOOLS, COUNTY THE WHAT ABOUT OUR PROPOSED BUDGET? AND RIGHT NOW, WHAT WE'RE PROPOSING IS A BUDGET OF $38,483,607.

THAT IS A 3.99% INCREASE OVER LAST YEAR'S BUDGET OF $37,006,000.

ONE OF THE THINGS IN OUR BUDGET THAT'S DRIVING THE COST UP 3.99% IS WE'RE GOING TO HAVE TO HAVE ANOTHER PUBLICLY ELECTED BOARD MEMBER ELECTION IN NOVEMBER OF 26.

IT'S GOING TO COST APPROXIMATELY $3 MILLION TO RUN THAT ELECTION.

AND SO WHAT WE'RE WHAT HOW DO WE GET THE SCRIPT FOR THE PRESENTATION? JUST TELL THEM TO ADVANCE IT. YEAH, OKAY. VANCE ONE.

YEAH. OKAY. AND YOU ALL HAVE ALL THIS INFORMATION IN YOUR PORTAL AS WELL.

SO ACTUALLY, MORE THAN WHAT WE'RE PRESENTING HERE.

SO WHAT WE WHAT WE DECIDED TO DO INSTEAD OF HAVING IT FUNDED EVERY TWO YEARS, WE WANTED TO FUND 50% OF IT IN THIS BUDGET INSTEAD OF HAVING.

SO WE DON'T HAVE SPIKES IN OUR BUDGET. SO WE PUT $1.5 MILLION IN THIS BUDGET FOR THE NOVEMBER 26TH BOARD MEMBER PUBLIC ELECTION.

WITHOUT THAT $1.5 MILLION INCREASE IN THIS BUDGET, WE WOULD ACTUALLY HAVE A 0% INCREASE, $20,000 LESS THAN WHAT WE WERE FROZEN LAST YEAR.

RIGHT NOW WE WE RECOMMEND THE SAME STAFFING LEVEL OF 245 EMPLOYEES.

WE HAVE SIX OPERATING DIVISIONS THE OFFICE OF CHIEF APPRAISER, WHICH IS MYSELF, DEPUTY CHIEF.

AND OUR QUALITY CONTROL DIVISION ENSURES THAT WE PREVENT YOU.

I SUBMIT TO YOU ALL ACCURATE SUPPLEMENTAL INFORMATION, CERTIFIED ROLE INFORMATION.

ALSO ADMINISTRATIVE SERVICES, WHICH IS KAREN'S DIVISION.

THAT INCLUDES FINANCE, PURCHASING, HUMAN RESOURCE APPEALS AND SUPPORT BUILDING SERVICES.

WE OWN OUR OWN BUILDING SINCE THE EARLY 1990S.

AND ALSO THE APPRAISAL REVIEW BOARD IS UNDER THE DIRECTOR OF ADMINISTRATION.

RIGHT NOW OUR BOARD HAS APPOINTED OR REAPPOINTED 120 APPRAISAL REVIEW BOARD MEMBERS TO SERVE AND LISTEN TO DISPUTES BETWEEN THE DISTRICT AND THE HOMEOWNER OR AGENT.

[00:10:06]

WE DON'T. WE HAVE WE'VE DEVELOPED IT IN-HOUSE AND WE'VE SAVED MILLIONS OF DOLLARS OVER THE YEAR.

IT'S BENEFIT NOT ONLY OUR STAFF, BUT PROPERTY OWNERS AND THE TAXING JURISDICTIONS IN WHICH WE SERVE.

THEN WE HAVE OUR APPRAISAL DEPARTMENT THAT BASICALLY IS THE RESIDENTIAL, COMMERCIAL AND BUSINESS PERSONAL PROPERTY DIVISION AND THEN COMMUNITY RELATIONS SERVICES.

THAT'S OUR COMMUNITY RELATIONS WITH PROPERTY RECORDS EXEMPTION AND CUSTOMER SERVICE.

ALSO OUR MAPPING OUR GIS DIVISIONS WITHIN THAT PARTICULAR DEAL.

SO WE'RE GOING TO GO TO THE NEXT SLIDE. AND HERE WE HAVE 11 BUDGET ITEMS. AND WHAT DRIVES US ARE PEOPLE. IF YOU KNOW, YOU LOOK AT OUR OUR SALARIES AND OUR INSURANCE AND BENEFITS, 70% OF THAT IS PEOPLE DRIVEN. WHAT WE DO EVERY YEAR, WE ARE A MERIT BASED AGENCY WITH REGARD TO RAISES AND WHAT WE DO EVERY YEAR.

WE GO BACK AND SURVEY THE SCHOOLS AND THE CITIES AND THE AND THE COUNTY AND COLLEGE AND DETERMINE WHAT THEY GAVE FOR MERIT RAISES IN THIS PAST YEAR.

YOU CAN GO AHEAD AND SHOOT FORWARD ONE SCREEN FOR ME.

THE CITIES AVERAGE 4%. WITHIN WITH IN THAT SURVEY WHAT THEY GAVE LAST YEAR.

AND AGAIN THESE ARE THESE ARE MERITS NOT COLAS OR OR STRUCTURE ADJUSTMENTS.

THE CITY OF DALLAS, FOR INSTANCE, GAVE A 3%. THE AVERAGE FOR THE CITIES WAS 4%.

THE SCHOOL DISTRICT'S A LITTLE BIT MORE FISCALLY CONSERVATIVE.

IF YOU AFFORD ONE MORE SCREEN FOR ME. THEIR AVERAGE IS 2.55%.

WE ARE SEEING IN THE METRO SCHOOL DISTRICTS DECLINING ENROLLMENT. SO THERE'S CONCERNS WITH THE BUDGET. SO THAT'S ALWAYS A CONCERN.

DALLAS ISD LAST YEAR PROVIDED A 2% MERIT RAISE.

SO AND THEN THE COUNTY GAVE A 3% AND THE DALLAS COLLEGE 3.5.

THE OVERALL AVERAGE WAS 3.27. SO WE'RE RECOMMENDING 3.273.25 FOR OUR STAFF MERIT WITH THE OVERALL GOING FORWARD.

THE SLIDE AGAIN WHICH IS A 3.09% INCREASE IN OUR SALARY AND WAGES, WE ARE SEEING A REDUCTION IN OUR SALARY LOAD.

WE'VE BEEN IN EXISTENCE FOR 40 YEARS, SO WE'RE SEEING A LOT OF PEOPLE RETIRE OUT. MY PREDECESSOR HAS MADE MORE THAN ME. KAREN'S MADE MORE THAN HER. SO WE ARE SEEING A KIND OF A DOWNWARD IN OUR IN OUR IN OUR SALARY LOAD. OUR APPRAISERS HAVE THEIR OWN CARS.

WE DON'T HAVE A FLEET OF VEHICLES, WHICH A LOT OF APPRAISAL DISTRICTS DO. WE DIDN'T WANT TO TAKE ON THAT LIABILITY. WE DID ELIMINATE ONE CAR ALLOWANCE FROM APPRAISAL SUPERVISOR TO ADMINISTRATIVE SERVICE. ADMINISTRATIVE SUPPORT THAT DOESN'T NEED A CAR ALLOWANCE.

OUR SUPPLIES AND MATERIALS. RIGHT NOW WE'RE SEEING A DECLINE IN THAT.

WE WERE BASICALLY CARRYING OUR GIS, WHICH IS THE ESRI PRODUCT FOR OUR MAPPING.

IT WAS IN THREE DIFFERENT CATEGORIES WITHIN OUR BUDGET. ESRI NOW HAS ONE PACKAGE.

AND SO WE'RE PUTTING IT ALL INTO UNDER CONTRACTUAL SERVICES.

AND BECAUSE OF THAT OUR SUPPLIES AND MATERIALS DECREASED SLIGHTLY AS THAT ESRI CONTRACT PIECE OF THAT CAME OUT, OUR OPERATIONAL SERVICE. WE WERE ACTUALLY CARRYING OUR PHONE SYSTEMS IN TWO CATEGORIES UNDER IT.

MAINTENANCE OF EQUIPMENT. BUT WE'RE MOVING IT ALL UP INTO OPERATIONAL SERVICES. AND THAT'S WHERE YOU SEE THE SLIGHT INCREASE UNDER OPERATIONAL SERVICES.

MAINTENANCE OF STRUCTURE. WE'RE GOING TO SEE AN INCREASE IN OUR ELECTRICITY COSTS AND OUR JANITORIAL SERVICES THIS YEAR.

AND THAT'S WHAT'S DRIVING THAT INCREASE. UNDER MAINTENANCE OF EQUIPMENT.

THIS IS WHERE WE ARE SEEING A BASICALLY A PRETTY GOOD DOWNWARD DEAL REALLY.

TWO THINGS ARE GOING ON WITH THAT. WE'RE MOVING OUR ESRI PRODUCT OUT OF THAT, THE MAPPING PIECE.

AND ALSO WE'RE ALSO MOVING A PIECE OF OUR TELEPHONE SYSTEM OUT OF THAT.

BUT AS YOU ALL KNOW, WE LIKE TO FORGET. BUT ON NOVEMBER OF 22, WE WERE CYBER ATTACKED, AND WE'RE LOOKING AT OUR CYBER SECURITY PLATFORM, AND WE SEE SOME COST REDUCTIONS IN THAT. GOOD OR BAD, IT'S MORE PREVALENT.

SO THE COST TO MONITOR THAT PLATFORM IS LESS NOW THAN IT WAS 2 OR 3 YEARS AGO.

I'D LIKE TO SHARE WITH EVERYBODY THAT WE HAVE DONE SOME THINGS INTERNALLY TO WE WE PURCHASED A CENTRAL SYSTEM FROM NSA.

IT'S A IT'S A SOFTWARE HARDWARE BOX THAT PREVENTS ANY EMAILS COMING INTO OUR SITE FROM ROGUE NATIONS LIKE CHINA, IRAN, RUSSIA NORTH KOREA, THEY DON'T EVEN GET WE GET 10 TO 15,000 EMAILS A DAY FROM THOSE PARTICULAR NATIONS.

SO THEY'D STOP THAT. WE ALSO PUT A BULWARK SOFTWARE THAT LOOKS AT ANYTHING BEFORE IT HITS OUR FIREWALL AND AFTER IT.

SO WE'RE CONTINUING TO BE VERY VIGILANT. I LIKE TO TELL EVERYBODY NO ONE IS IMMUNE FROM CYBER ATTACKS, BUT WE ARE DEFINITELY POSITIONED OURSELVES TO BETTER TO, TO TO RESPOND MORE QUICKLY IF WE GET HIT AGAIN.

BUT WE ARE GOING TO SEE SOME REDUCTION IN COST OF THAT PLATFORM, BUT WE'RE NOT GOING TO DIMINISH OUR CYBERSECURITY PLATFORM.

AND THEN ONE OF THE THINGS WE'RE SEEING, THE SUNDRY EXPENSES THAT'S UP, THAT'S THE MILLION FIVE FOR THE ELECTION THAT'S BEING CARRIED IN THAT ACTUALLY, WHEN THE SENATE BILL PASSED, TWO PASSED. WE DIDN'T HAVE ANY MONEY IN OUR BUDGET FOR THE ELECTION THAT OCCURRED IN MAY OF 24.

IT COST US 1.5 MILLION. SO WE HAD TO TAKE OUR CAPITAL RESERVE MONEY TO PAY FOR THAT ELECTION.

AND IN THE 2425 BUDGET, WE REPLENISH THOSE CAPITAL RESERVES.

[00:15:03]

BUT THAT ELECTION COST IS GOING TO COST OVER $3 MILLION.

AND WE HOPE THERE WON'T BE A RUNOFF BECAUSE IT COULD COST US ANOTHER $3 MILLION.

WE THINK THERE'S SOME THINGS IN LEGISLATIVE GOING ON RIGHT NOW THAT THEY'LL MAKE IT A PLURALITY OF VOTES, AND WHICH MEANS THE TOP THREE VOTE GETTERS, WHICH WOULD NEGATE THE NEED FOR A RUNOFF.

BUT RIGHT NOW THERE'S SOME SOME EXPOSURE WITH REGARD TO THAT.

AND THEN UNDER INSURANCE AND BENEFITS, WE BASICALLY BUDGET A 14% INCREASE IN OUR IN OUR MEDICAL CARE AND MEDICAL INSURANCE.

WE DO LIKE TO LET EVERYBODY KNOW WE DO USE A THIRD PARTY CONSULTING SERVICE HUB HUB.

AND THEY HELP NEGOTIATE WITH OUR WITH OUR MEDICAL INSURANCE PROVIDER.

IF THEY'VE BEEN THEY'VE SAVED US HUNDREDS OF THOUSAND DOLLARS OVER A YEAR. THEY KNOW THE INDUSTRY BETTER THAN US. AND I KNOW A LOT OF OTHER CITIES THAT WE'VE TALKED TO ARE USING THEM, AS WELL AS A CONSULTING SERVICE TO HELP MITIGATE THOSE INCREASES IN OUR PREMIUMS AND THEN OUR PROFESSIONAL SERVICES.

REALLY NOT NOT A CHANGE, BUT WE ARE PAYING OUR APPRAISAL REVIEW BOARD MEMBERS $200 A DAY.

THEY USED TO BE MAKE 185 A DAY, BUT NOW THAT THE PER DIEM IS UP TO $200 A DAY, WE DID SEE SOME DECLINE IN OUR LEGAL COSTS UNDER ADMINISTRATION.

AND ALSO WE ELIMINATED A CONSULTING, A GIS, CONSULTING FUNDS THAT WE HAD IN THE BUDGET THAT WE DON'T THINK WE NEED GOING FORWARD.

AND THEN LASTLY, OUR CAPITAL EXPENDITURES ARE SEEING A DECLINE IN THAT. LAST YEAR, OUR BOARD AND THE ENTITIES APPROVED US, REMODELED OUR FOURTH FLOOR, WHERE OUR PROPERTY RECORDS EXEMPTION DIVISION IS, AND WE BOUGHT WORKSTATIONS AND CUBICLES.

IN FACT, THEY WERE THE FINAL STALL HAPPENED THIS WEEKEND SO THAT THOSE ARE NOT IN THIS YEAR'S BUDGET.

AND BASICALLY NEXT SCREEN, THIS IS THE BREAKDOWN OF THE 11 ITEMS. AS I MENTIONED, SALARY RAISES AND OUR AUTO EXPENSES IS REALLY COMPENSATION TO THE APPRAISERS AND AND INSURANCE INVESTORS UNDER THE NINTH ITEM SHOWS THAT, YOU KNOW, 75 OUR PERCENT OF OUR BUDGET IS BASICALLY PEOPLE DRIVEN.

THE NEXT SCREEN BREAKDOWN BY DEPARTMENT, THE OFFICE OF CHIEF APPRAISER, IT'S 72 .7.

2% OF OUR BUDGET. THE $1.5 MILLION ELECTION COST IS IN THE OFFICE OF CHIEF APPRAISERS BUDGET ADMINISTRATIVE SERVICES DIVISION.

IT'S 15.3% OF THE BUDGET. OUR LEGAL SERVICES VERY LEAN AT 5.3.

WE'RE RIGHT AT JUST OVER 2 MILLION. I LIKE TO LET EVERYBODY KNOW OUR OUR TRUE PEER IS HARRIS COUNTY, THE SECOND LARGEST COUNTY IN THE NATION. WE'RE THE NINTH LARGEST COUNTY IN THE NATION.

THEIR LEGAL COSTS ARE OVER $22 MILLION A YEAR.

SO WE'RE TRYING TO BE SMART, BE FRUGAL, BE GOOD STEWARDS FOR FOR THE TAXING JURISDICTIONS.

IT DIVISION REPRESENTS 12% OF OUR BUDGET. AND AGAIN APPRAISAL SERVICES, WHICH IS OUR APPRAISERS, RESIDENTIAL, COMMERCIAL AND BUSINESS PERSONAL PROPERTY AND THEN OUR COMMUNITY RELATIONS DIVISIONS.

THAT'S OUR PROPERTY RECORDS EXEMPTION CUSTOMER SERVICE TEAM AND MAPPING. THEY MAKE UP BASICALLY 60% OF OUR BUDGET.

NEXT SCREEN. OKAY. AND THEN AND THEN PERSONNEL BREAKDOWN.

THE CHIEF REPRESENTS 2%. ADMINISTRATIVE SERVICES, 10.6% OF OUR BUDGET.

OUR LEGAL SERVICES IS 2% OF THE PERSONNEL WITHIN OUR ORGANIZATION.

INFORMATION TECHNOLOGY IS 5.7, AND AGAIN, APPRAISAL SERVICES IS 54.3% AND A PROPERTY RECORDS EXEMPTION.

CUSTOMER SERVICE AND MAPPING IS 25%. SO 80% OF OUR STAFF ARE WORKING WITH THE PEOPLE ON A DAY TO DAY BASIS.

SO NEXT WE HAVE A LENGTHY. SO IF YOU COULD JUST SPEED IT UP A BIT.

BASICALLY, BASICALLY WE'RE YOU KNOW, WE'RE RECOMMENDING A 3.99% INCREASE.

WE'RE FUNDED BY Y'ALL, THE CITY, SCHOOLS, COUNTY, AND THE FORM HAS BEEN IN PLACE SINCE A RESOLUTION FOR OVER 40 YEARS.

THE COUNTY PAYS A THIRD, THE CITIES PAY THEIR PERCENT LEVY AND THEN THE SCHOOLS PAY THE REST.

RIGHT NOW, YOUR INCREASE FOR FOR DALLAS FOR THE FOR THE 2526 BUDGET WOULD BE IT'S A 0.53% INCREASE.

IT'S GOING FROM 5,000,940 APPROXIMATELY TO 5,972,000.

AND THAT'S WHAT YOUR PROPOSED PIECE IS. IT'S ALL FORMULAIC.

IT'S BASED ON THE BASED ON THE TAXABLE VALUE CHANGE YEAR OVER AND AND YOUR RATE CHANGE.

SO AT THIS POINT YOU KNOW WE THAT'S WHAT WE'RE RECOMMENDING.

WE VISITED OVER 30 CITIES AND SCHOOLS SO FAR.

AND AT THIS POINT WE'D ASK IF YOU HAVE ANY CONCERNS OR QUESTIONS, YOU KNOW ABOUT OUR BUDGET THAT WE'RE PRESENTING.

OKAY. WE BASICALLY WILL PRESENT WE HAVE A PUBLIC HEARING ON APRIL 9TH, AND WE'LL PRESENT THE FEEDBACK WE GOT FROM THE CITIES AND SCHOOLS TO OUR BOARD OF MEMBERS.

WE'LL HAVE THAT PUBLIC HEARING, AND OUR GOAL IS TO HOPEFULLY HAVE THE BOARD ADOPT THE BUDGET ON APRIL 9TH.

OKAY. QUESTIONS? COMMENTS? MISS MENDELSOHN? WELL, I'LL JUST SAY YOUR FULL PRESENTATION IS VERY THOROUGH.

APPRECIATE HOW REALLY DETAILED YOU ARE AND COMPETITIVE PRICE WISE WITH THE OTHER DISTRICTS.

SO, YOU KNOW, BIG KUDOS TO YOU FOR COMING IN UNDER EVERYBODY ELSE, RIGHT? I THINK WE'RE PROBABLY THE MOST EFFICIENT ASSESSMENT OFFICE IN THE COUNTRY. WHEN YOU LOOK AT OUR BUDGET COMPARED TO THE LEVY THAT WE BRING IN. OUR GOAL IS NOT TO ADD PEOPLE USE TECHNOLOGY AND WE'RE TRYING TO BE GOOD STEWARDS, AND WE APPRECIATE THE SUPPORT WE'VE HAD OVER THE YEARS, ALLOWING US TO WORK SMART. WELL, YOU HAVE A VERY LARGE APPRAISED VALUE, WHICH I MEAN, KIND OF MAKES THE PERCENTAGES WORK IN YOUR FAVOR.

[00:20:07]

YES. SO. WELL, YOU KNOW, IT'S OUR WE HAVE A NEW BOARD MEMBER THAT'S IN THE CITY THAT ACTUALLY GOES TO COLLIN COUNTY.

HE WANTED US TO SEE THAT AS COMPARISON TOOLS. SO WE DON'T TYPICALLY USE THEM BECAUSE THEY'RE SMALLER. BUT I THINK THEY HAVE SEEN YOUR SLIDE ALREADY. SO JUST SO YOU KNOW BUT ANYHOW, I JUST WANT TO SAY THANK YOU FOR THE GOOD JOB.

THIS IS, OF COURSE, A BUDGET DISCUSSION AND NOT ABOUT THE WORK THAT Y'ALL ARE DOING.

SO I DO THINK THERE ARE SOME QUESTIONS FOR US TO MAYBE CONSIDER AT A DIFFERENT MEETING WHERE WE CAN TALK ABOUT VALUES THAT MAY NOT MATCH REALITY. RIGHT? AND HOW WE CAN MAYBE WORK TO, TO MAKE SURE THAT EVERYBODY DOES HAVE A FAIR VALUE SHARE WITH YOU.

SO HOPEFULLY THE CHAIR WILL PUT THAT ON FOR A DIFFERENT DISCUSSION, BUT YOUR BUDGET LOOKS REALLY GOOD.

AND THANK YOU FOR BEING SUCH A GOOD STEWARD OF THE TAX DOLLARS.

THANKS. APPRECIATE IT. MR. RESENDEZ. NO QUESTION.

SO I DO HAVE A QUESTION WITH IF WE ASKED YOU TO GO BACK AND MAKE CUTS, WHERE WOULD YOU WHERE WOULD WE? YOU KNOW, I THINK WE WOULD LOOK AT STAFFING. RIGHT NOW, I MEAN, WHAT WE DO NEED OUR PEOPLE TO GET THROUGH THE APPEALS PROCESS.

WE COULD RUN MORE EFFICIENTLY IN THE APPRAISAL REVIEW BOARD REWARD PROCESS.

RIGHT NOW WE RUN THREE MEMBER PANELS, BUT THE LAW ALLOWS US TO RUN ONE MEMBER PANELS.

WE THINK IT'S MORE FAIR AND MORE OBJECTIVE FOR THE HOMEOWNER TO HAVE THREE MEMBER PANELS, BUT WITH THAT, THAT'S TWICE THE THREE TIMES THE COST OR EFFECTIVELY, YOU KNOW, TWICE THE COST.

SO WE COULD WE COULD MAKE CHANGES THERE. AND THEN WHAT WOULD IT ADD TO THE PROCESS? WOULD IT BE LONGER BY TWO MONTHS OR WHAT? I DON'T THINK THAT ARB PIECE WOULD EXTEND THE PROCESS NOT HAVING THE NECESSARY PEOPLE WOULD. YOU KNOW, THERE IS SOME THINGS GOING ON LEGISLATIVELY RIGHT NOW THAT'S GOING TO GIVE US PAUSE IF IT PASSES.

AND THAT'S THE EXEMPTION OF THE BUSINESS. PERSONAL PROPERTY VALUES UP TO 250, 250,000.

AND THAT WOULD DEFINITELY HAVE US LOOK AT OUR STAFFING LEVELS IN THAT BUSINESS PERSONAL PROPERTY DIVISION.

THAT WOULD BE FOR THE 2627 YEAR, BECAUSE WE'RE ALL BEING ASKED TO DO MORE WITH LESS.

EXACTLY. SO WE GOT TO ASK THAT AND I KNOW YEAH, 50% ARE SALARIES.

YES. AND THAT WOULD BE THAT WOULD BE WHERE YOU WOULD.

I WOULD THINK YOU WOULD HAVE TO BECAUSE THAT IS THE BIG ALLOCATION.

AND THEN, YOU KNOW, WHEN YOU WITH THAT, YOUR INSURANCE AND BENEFITS SHOULD COME DOWN AS WELL.

AND SO I WOULDN'T BE SURPRISED IF SOME OF YOUR CITIES THAT ARE GETTING THE BIG HIT IF THEY THE ALLOCATIONS THEY SAY CAN YOU CAN YOU CAN YOU WORK WITH US IN BRINGING DOWN BECAUSE AT 1.5 IS NOT THAT MUCH, BUT EVERYBODY'S BEEN ASKED TO WHAT CAN YOU DO MORE WITH LESS? AND THAT WAS JUST MY QUESTION. SURE. SO WITH THAT, ARE THERE ANY OTHER QUESTIONS OR COMMENTS? OKAY. THANK YOU FOR COMING. THANKS VERY MUCH.

APPRECIATE IT. WE'RE GOING ON TO ITEM B, OFFICE OF PROCUREMENT SERVICES PROCESS IMPROVEMENT.

THE STRIKE TEAM THRESHOLD STRATEGIC INITIATIVES JUANITA ORTIZ AND CREW.

THANKS FOR COMING DOWN.

GOOD AFTERNOON, CHAIR AND MEMBERS OF THE GBFM COMMITTEE.

MY NAME IS JUANITA ORTIZ. I'M INTERIM DIRECTOR FOR THE OFFICE OF PROCUREMENT SERVICES.

AND TODAY, TODAY, I'M ACCOMPANIED BY KIMBERLY FRANKLIN, ASSISTANT DIRECTOR OF PROCUREMENT, AND ANGELA ATKINS, ASSISTANT DIRECTOR OF CONTRACT MANAGEMENT.

I APPRECIATE THE OPPORTUNITY TO PRESENT TO YOU TODAY THE FINDINGS OF THE PROCUREMENT STRIKE TEAM.

OUR ULTIMATE GOAL IS TO REIMAGINE PROCUREMENT, MAKING IT MORE EFFICIENT, TRANSPARENT AND ALIGNED WITH THE CITY'S OPERATIONAL NEEDS.

NEXT SLIDE. THIS IS A QUICK OUTLINE OF THE INFORMATION THAT WE WILL COVER TODAY.

SLIDE THREE. THE PURPOSE OF THIS PRESENTATION IS TO PROVIDE A BRIEF OVERVIEW OF THE OFFICE OF PROCUREMENT SERVICES, EXPLAIN THE OBJECTIVES OF THE STRIKE TEAM, REVIEW THE CURRENT PROCUREMENT PROCESS, HIGHLIGHT KEY CHALLENGES, AND PRESENT OUR STRATEGIC INITIATIVES AT IMPROVING THE PROCUREMENT DEPARTMENT'S EFFICIENCY.

SLIDE FIVE PLEASE. THE NEXT SEVERAL SLIDES WILL COVER A BRIEF DESCRIPTION OF THE FIVE DIVISIONS THAT WE MANAGE IN OPS.

NEXT SLIDE. PROCUREMENT SERVICES OVERSEES THE ACQUISITION OF GENERAL GOODS AND SERVICES FOR ALL CITY DEPARTMENTS, EXCLUDING CIVIL WORKS AND CONSTRUCTION PROJECTS.

THE DIVISION MANAGES BOTH FORMAL AND INFORMAL PROCUREMENTS, ISSUES PURCHASE ORDERS, AND PUBLISHES THE QUARTERLY PROCUREMENT PLAN.

FORMAL SOLICITATIONS ARE REQUIRED FOR ANY BID, ANY CONTRACTS OVER $50,000.

BUT I'D LIKE TO NOTE THAT CURRENTLY, THE SENATE IS HEARING A PUBLIC HEARING FOR SB 1173, WHICH WOULD CONSIDER RAISING THAT 50,000 THRESHOLD TO

[00:25:02]

THIS TEAM SUPPORTS DISADVANTAGED LOCAL, MINORITY AND SMALL BUSINESSES BY OFFERING TRAINING, CERTIFICATION, ASSISTANCE AND ACCESS TO GROWTH OPPORTUNITIES.

NEXT SLIDE. THE CONTRACT MANAGEMENT DIVISION, ESTABLISHED IN MAY 2019, PROVIDES CONTRACT TRAINING TO CITY EMPLOYEES.

THEY OVERSEE CONTRACT MODIFICATIONS, EXTENSIONS AND RATIFICATIONS.

IN ADDITION, THE DIVISION ALSO MANAGES ADMINISTRATION FUNCTIONS.

THE EXPRESS BUSINESS CENTER AND THE CITY STORE.

SLIDE TEN. THE PROCUREMENT CYCLE CONSISTS OF FOUR KEY PHASES PLAN, PROCURE, CONTRACT AND MANAGE.

AND THROUGH THESE FOUR PHASES, WE IDENTIFY DEPARTMENTAL NEEDS, SELECT THE APPROPRIATE PROCUREMENT METHOD AND FACILITATE THE SOLICITATION.

WE MANAGE CONTRACT AWARDS AND OVERSEE CONTRACT PREPARATION.

OPERATION. NEXT SLIDE. OPS DOES NOT ACT ALONE.

IT'S A COLLABORATIVE PROCESS THAT INVOLVES MULTIPLE STAKEHOLDERS.

EACH PHASE OF THIS CYCLE ENGAGES SPECIFIC PARTICIPANTS WHO CONTRIBUTE EXPERTISE IN OVERSIGHT.

NEXT SLIDE. THE FORMAL SOLICITATION PROCESS, WHICH IS WHAT THE PROCUREMENT STRIKE TEAM LOOKED AT, IS, TAKES APPROXIMATELY 25 WEEKS, DIVIDED INTO THREE KEY PHASES INTAKE, SOLICITATION, AND AWARD.

THIS TIMELINE CAN VARY BASED ON NUMEROUS FACTORS, INCLUDING THE PROCUREMENT METHOD THAT WE UTILIZE, THE COMPLEXITY OF THE SCOPE, THE VOLUMES OF THE BIDS THAT WE RECEIVE, AND ALSO THE NEGOTIATION PROCESS.

IN FY 24, PROCUREMENT SERVICES COMPLETED 279 FORMAL SOLICITATIONS.

NEXT SLIDE PLEASE. RESULTING IN $579 MILLION IN COUNCIL AWARDS IN CONTRACTS AND INFORMAL SOLICITATIONS OF 453 INFORMAL SOLICITATIONS. THE COMPLETION RATE SHOWS THAT 41% OF SOLICITATIONS WERE COMPLETED WITHIN THAT 25 WEEK TIMELINE, WHILE THE REMAINING 59 TOOK LONGER AND ON AVERAGE, SOLICITATION PROCESS TAKES ABOUT 33 WEEKS.

MOVING FORWARD, WE'LL FOCUS ON INCREASING THE ON TIME COMPLETION RATE.

NEXT SLIDE. THIS SLIDE PROVIDES A SNAPSHOT OF CONTRACT MANAGEMENT'S PERFORMANCE IN FY 24.

WE PROCESSED 108 CONTRACT EXTENSIONS AND 50 RATIFICATIONS.

THE TREND SHOWS A DECLINE IN THE EMERGENCY RATIFICATION NUMBER, WHICH IS A POSITIVE INDICATOR OF IMPROVED PLANNING.

HOWEVER, NON EMERGENCY RATIFICATIONS HAVE INCREASED, SUGGESTING THAT WE NEED TO FURTHER STREAMLINE CONTRACT MANAGEMENT TO REDUCE OUR RESILIENCY ON NON EMERGENCY RATIFICATIONS. NEXT SLIDE PLEASE.

SLIDE 16. THE CITY MANAGER LAUNCHED STRIKE TEAMS AS PART OF HER 100 DAY TRANSITION PLAYBOOK, AIMED AT IMPROVING OPERATIONAL EFFICIENCY. IN AUGUST 2024, THE PROCUREMENT STRIKE TEAM, IN PARTNERSHIP WITH KPOW, WAS TASKED WITH REVIEWING THE FORMAL SOLICITATION PROCESS, COLLECTING DATA AND TESTING IMPROVEMENTS TO ADDRESS HIGH IMPACT PAIN POINTS.

THIS INITIATIVE, SPONSORED BY ACM'S DONZELL GIBSON AND DEBRA STOSUY, INVOLVED DIRECTORS FROM 11 CITY DEPARTMENTS ACROSS THE CITY.

NEXT SLIDE. THE STRIKE TEAM FOLLOWED A STRUCTURED THREE PHASE APPROACH TO IDENTIFYING INEFFICIENCY AND IMPLEMENTING TARGETED IMPROVEMENTS.

THIS APPROACH ENSURED THAT CHANGES WERE DATA DRIVEN AND CUSTOMER FOCUSED AND ALLOWS FOR CONTINUOUS IMPROVEMENT.

NEXT SLIDE. THIS VISUAL HIGHLIGHTS THE COMPLEXITY OF OUR CURRENT PROCUREMENT PROCESS, WHICH SPANS MULTIPLE STAGES.

IT INVOLVES VARIOUS STAKEHOLDERS AND REQUIRES NUMEROUS APPROVALS.

AS WE EXAMINE THIS, IT BECOMES EVIDENT THAT PROCUREMENT IS NOT JUST ABOUT PURCHASING GOODS OR SERVICES.

IT'S AN INTRICATE SYSTEM WITH NUMEROUS DEPENDENCIES.

ADDRESSING THESE COMPLEXITIES IS CRUCIAL TO STREAMLINING THE PROCESS.

NEXT SLIDE PLEASE. THROUGH ITS RESEARCH, THE STRIKE TEAM IDENTIFIED SEVERAL HIGH IMPACT PAIN POINTS THAT HINDERED OUR PRODUCTIVITY. THESE INCLUDE LACK OF VISIBILITY, CUSTOMER SERVICE CHALLENGES, DECENTRALIZED PROCUREMENT ACTIONS, LENGTHY POLICIES AND PROCEDURAL DELAYS DUE TO COUNCIL DEPENDENCY.

TO ADDRESS THESE CHALLENGES, THE STRIKE TEAM TESTED NUMEROUS IMPROVEMENTS AS OUTLINED ON THE FOLLOWING SLIDES.

NEXT SLIDE. SO TO ADDRESS VISIBILITY, THE STRIKE TEAM ENGAGED THE OFFICE OF PROCUREMENT SERVICES.

AND IT'S TO TRANSITION OUR CURRENT SALESFORCE DASHBOARD TO A MORE USER FRIENDLY VISUAL STATUS TRACKER.

[00:30:05]

NEXT SLIDE. TO ENHANCE CUSTOMER SERVICE IS RECOMMENDED THAT BUYING TEAMS BE ASSIGNED TO A PORTFOLIO BASED MODEL.

CURRENTLY TODAY WE HAVE A HELP DESK MODEL. SO ANY TIME THAT WE GET A SOLICITATION, IT'S ASSIGNED TO ANY BUYER IN OUR STAFF THAT HAS THE AVAILABILITY.

BUT THIS CREATES CHALLENGES FOR SOME DEPARTMENTS.

SO THE PROCUREMENT MANAGERS WILL BE ALIGNED TO SPECIFIC PORTFOLIOS, PROVIDING DEPARTMENTS WITH A CONSISTENT POINT OF CONTACT AND MORE PROACTIVE SUPPORT THROUGHOUT THE PROCESS. NEXT SLIDE. HISTORICALLY, CITY WIDE CONTRACTS ARE MANAGED BY A LEAD DEPARTMENT, WHICH IS ESTABLISHED BASED ON THEIR HIGHEST UTILIZATION WE CAN CREATE, WHICH CAN CREATE INCONSISTENCIES.

THE PROCUREMENT STRIKE TEAM RECOMMENDED THAT WE TRANSITION THESE PROCUREMENTS TO BE LED BY THE OFFICE OF PROCUREMENT SERVICES ITSELF, ENSURING A STANDARDIZED, TRANSPARENT APPROACH.

NEXT SLIDE, PLEASE. CURRENTLY, CONTRACTS GREATER THAN $100,000 MUST BE AUTHORIZED BY COUNCIL RESOLUTION. WHILE DALLAS HAS A HIGH POPULATION, WE DO HAVE A LOWER COUNCIL REVIEW THRESHOLD THAN MANY SMALLER CITIES.

THE COUNCIL AGENDA PROCESS CAN ADD ANYWHERE FROM 2 TO 4 MONTHS TO THE PROCUREMENT PROCESS, AND BY REVIEWING THESE THRESHOLDS, WE CAN SPEED UP AT THE SPEED AT WHICH GOODS AND SERVICES ARE SOLICITED AND IMPROVE OUR BUSINESS RELATIONSHIPS.

NEXT SLIDE. THIS CHART ILLUSTRATES THAT BY ADJUSTING THE COUNCIL PROCUREMENT REVIEW THRESHOLDS, WE CAN SEE SOME EFFICIENCIES AT THE CURRENT THRESHOLD.

CITY COUNCIL REVIEWS 92% OF FORMAL PROCUREMENTS, WHICH COVERS 99.9% OF CONTRACT VALUE.

HOWEVER, INCREASING THAT THRESHOLD TO 500,000 REDUCES THE NUMBER OF PROCUREMENTS REVIEWED BY THE COUNCIL TO 59%, WHILE STILL MAINTAINING OVERSIGHT OF 98% OF TOTAL CONTRACT VALUE.

THIS DEMONSTRATES THAT RAISING THE THRESHOLD CAN SIGNIFICANTLY REDUCE ADMINISTRATIVE WORKLOAD.

BY ADJUSTING THIS THRESHOLD, WE AIM TO REDUCE CYCLE TIMES AND HAS PROVIDED SOME ADDITIONAL INFORMATION THAT'S INCLUDED IN HERE AS THE APPENDIX.

NEXT SLIDE. SEVERAL LENGTHY, COMPLEX POLICIES AND PROCEDURES WERE FOUND TO CONTRIBUTE TO OUR DELAYS.

OPS WILL REVIEW THOSE FINDINGS AND DETERMINE WHAT CAN BE IMPLEMENTED BASED ON THE FEASIBILITY.

ONE EXAMPLE IS THE IMPLEMENTATION OF QUARTERLY REVIEW MEETINGS, WHICH, IN MY EXPERIENCE, ARE CRITICAL TO ENSURING THAT OPS AND CITY DEPARTMENTS PRIORITIZE PRIORITIES ARE ALIGNED. SLIDE 27. SEVERAL WE IDENTIFIED SEVERAL STRATEGIC INITIATIVES THAT WE WILL UTILIZE TO IMPLEMENT THE FINDINGS FROM THE PROCUREMENT STRIKE TEAM.

THESE EFFORTS FOCUS ON LEVERAGING TECHNOLOGY, ENHANCING CUSTOMER SERVICE, INTEGRATING OUR PROCUREMENT PLANNING, REDESIGNING POLICIES AND PROCEDURES, AND FOSTERING COMPETENCY DEVELOPMENT.

NEXT SLIDE. WE PLAN TO OPTIMIZE THE USE OF THE CURRENT SYSTEMS THAT WE ALREADY HAVE AND EXPLORE POTENTIAL INTEGRATIONS.

ADDITIONALLY, WE'LL EVALUATE SMART CITY TECHNOLOGIES, INCLUDING AI POWERED PROCUREMENT, TO HELP US WITH DRAFTING SOLICITATIONS AND STANDARDIZING OUR TEMPLATES, AND AN E-PROCUREMENT MARKETPLACE TO ENHANCE ON CONTRACT SPENDING AND FACILITATE THE SMALL DOLLAR PURCHASES.

NEXT SLIDE. TO ENHANCE CONTRACT MANAGEMENT AND ADDRESS THE INCREASED NUMBER OF NON-EMERGENCY RATIFICATIONS, WE WILL TAKE A MORE PROACTIVE LEAD. WE'LL FULLY IMPLEMENT THE SALESFORCE ENTERPRISE CONTRACT MANAGEMENT SYSTEM.

IT'S A SYSTEM THAT WE ALREADY UTILIZE TO ASSIGN AND TRACK CONTRACT NUMBERS TO FURTHER AUTOMATE CONTRACT ACTIVITIES.

SO WE'LL IMPLEMENT EXPIRATION NOTIFICATIONS TO BE AUTOMATED.

RESPONSIBLE PARTIES WILL BE NOTIFIED PRIOR TO CONTRACT EXPIRATION.

ACTIVITIES SUCH AS VENDOR EVALUATIONS AND MONITORING TASKS CAN BE TRACKED IN ONE LOCATION AND WILL ALSO INTEGRATE WITH OUR ADVANTAGE SYSTEM, WHICH ALLOWS US TO MONITOR CONTRACT SPEND. NEXT SLIDE.

WE ARE COMMITTED TO ENHANCING CUSTOMER SERVICE BY OPTIMIZING OUR STRUCTURE, GOVERNANCE AND RELATIONSHIPS TO IMPROVE ACCESSIBILITY AND TRANSPARENCY.

WE'RE IMPLEMENTING A CENTRALIZED SHAREPOINT RESOURCE AND ALSO DEVELOPING VARIOUS DASHBOARDS AND REPORTS THAT WILL HELP TRACK PROCUREMENT PROCESSES AND ENHANCE VISIBILITY.

NEXT SLIDE. WE WILL INTEGRATE OUR PROCUREMENT PLANNING WITH THE CITY'S NEW PROGRAM BASED BUDGETING INITIATIVES TO IMPROVE STRATEGIC ALIGNMENT.

THIS WILL HELP US REDESIGN OUR QUARTERLY PROCUREMENT PLAN TO WORK WITH DEPARTMENTS TO IDENTIFY PROCUREMENT NEEDS EARLY ON IN THE BUDGET CYCLE.

REDUCING REACTIVE ACTIVE PURCHASING. NEXT SLIDE.

[00:35:04]

WE WILL REVIEW CHAPTER TWO AND 84 FIVE TO IDENTIFY ANY NECESSARY UPDATES THAT WILL ENSURE COMPLIANCE AND DRIVE PROCESS IMPROVEMENT ACROSS PROCUREMENT OPERATIONS. NEXT SLIDE. OPS PLANS TO EXPAND ON DEMAND LEARNING OPPORTUNITIES FOR BOTH INTERNAL AND EXTERNAL CUSTOMERS AND TO IMPROVE DECISION MAKING WILL DEVELOP A DECISION.

PROCUREMENT DECISION TREE OR MATRIX THAT SHOULD HELP THE THE DEPARTMENTS NAVIGATE THE PROCESS MORE EFFICIENTLY.

NEXT SLIDE. THIS IS OUR IMPLEMENTATION PLAN GOING FORWARD.

IN THE SHORT TERM WE'LL ASSIGN OUR PROCUREMENT MANAGERS BY PORTFOLIO.

LAUNCH. OUR NEW SOLICITATION DASHBOARD AND USE OF THE AI PROCUREMENT TECHNOLOGY.

MID-TERM WILL SHIFT TO OUR ANNUAL PROCUREMENT PLANNING FOR FY 26 AND PROMOTING THE NEW OPS SHAREPOINT.

AND FINALLY, WE'LL LAUNCH REVISED DECOR TRAINING TO ENSURE POLICY ALIGNMENTS AND FULLY IMPLEMENT THE ECM AUTOMATED CONTRACT SYSTEM.

THIS PHASED APPROACH WILL ENSURE THAT WE HAVE A STRUCTURED AND STRATEGIC ROLLOUT OF KEY ENHANCEMENTS.

SLIDE 36. WE WILL BE BRIEFING THE CITY COUNCIL ON APRIL 16TH TO PROPOSE INCREASED CONTRACT APPROVAL THRESHOLDS FROM 100,000 TO 500,000. AND FINALLY, WE'LL IDENTIFY ANY NECESSARY UPDATES TO CHAPTER TWO, ARTICLE FOUR OF THE DALLAS CITY CODE AND BRING THOSE BACK FOR CITY COUNCIL APPROVAL. THAT CONCLUDES OUR PRESENTATION, AND WE WELCOME ANY QUESTIONS OR FEEDBACK THAT YOU MAY HAVE.

OKAY. THANK YOU. THAT WAS A LOT AND LOT FAST.

AND IT WAS A LOT. 36 SLIDES. NO. NO JUDGMENT.

WE'LL START ON THIS SIDE. THANK YOU CHAIR. THANK YOU ALL FOR THAT PRESENTATION.

AND REALLY APPRECIATE THE GOAL OF BEING MORE EFFICIENT WHILE STILL MAINTAINING THAT OVERSIGHT.

I DO THINK WE'RE GOING SUBSTANTIAL JUMP FROM 100,000 TO 500,000.

SO I DO HAVE SOME CONCERNS THERE. AND I UNDERSTAND THE THE TIME THAT IT TAKES TO GET THESE THROUGH.

BUT HELP ME UNDERSTAND, IN THE EVENT OF A PROCUREMENT THAT NEEDS TO BE MOVED SWIFTLY, WE HAVE THE EMERGENCY EXECUTIONS THAT WE CAN DO. SO HELP ME UNDERSTAND HOW OFTEN WE USE THOSE AND IF THAT'S STILL A VIABLE OPTION WHEN WE'RE WHEN WE'RE IN A CRUNCH. YEAH. I CAN GET YOU SOME INFORMATION ON EXACT NUMBER OF EMERGENCY PROCUREMENTS THAT WE CONDUCTED LAST YEAR.

IN THE YEARS BEFORE, WE CAN PRIMARILY USE THOSE IN CASE OF A THREAT TO PUBLIC PROPERTY OR TO SAFETY, HEALTH, AND SAFETY. THOSE ARE THE MAIN AREAS THAT WE CAN USE IT FOR.

SO, YOU KNOW, AS WE'RE LOOKING AT EFFICIENCIES, YOU KNOW, I THINK THAT'S ANOTHER AREA AS SOLELY, YOU KNOW, ONLY LOOKING AT INCREASING THE FROM 100,000 TO $500.

WHAT WHAT ELSE, WHAT OTHER EFFICIENCIES CAN WE BE LOOKING AT IN ORDER TO STREAMLINE.

IS IT LARGER PURCHASE ORDERS SO THAT WE'RE NOT HAVING TO DO THEM, YOU KNOW, MULTIPLE TIMES THROUGHOUT THE YEAR.

BUT AT THE END OF THE DAY, I DO WANT TO MAKE SURE THAT DOING BUSINESS IN THE CITY OF DALLAS IS STREAMLINED AND STRAIGHTFORWARD.

YOU KNOW, I DON'T WANT TO ADD EXTRA BARRIERS AND BURDENS TO THOSE INDIVIDUALS THAT ARE DOING BUSINESS.

AND THEN HAVE WE LOOKED AT THE POSSIBILITY OF DOING INCENTIVES OR ADDITIONAL POINTS WHEN THE MERCHANTS ARE LOCAL, OR WHEN THOSE SERVICES ARE BEING PROVIDED WITHIN A CERTAIN RADIUS.

AND THEN LASTLY BUYING STRAIGHT FROM THE VENDOR AS OPPOSED TO GOING THROUGH THIRD PARTIES.

COUNCIL MEMBER MORENO. OKAY. THEY WERE TAKING NOTES AND YOU PUT OUT ABOUT 2 OR 3 DIFFERENT THOUGHTS THERE ALL AT ONE TIME.

SO WHILE THESE LADIES ARE TAKING NOTES AND COMING UP WITH THEIR WITH THEIR RESPONSES, I WANT TO ADDRESS YOUR MAIN POINT.

SO BEYOND THE COUNCIL DEPENDENCY, YOU SAID WHAT ELSE CAN STAFF DO? AND I THINK IF THIS PRESENTATION DID ANYTHING IT SPOKE ABOUT LEVERAGING TECHNOLOGY.

SO WE ELIMINATE THE MANUAL PROCESSES THAT TAKE SO LONG RIGHT.

IF YOU ADD AN ERROR PRONE ON TOP OF THAT, WHICH THEN CREATES A REDUNDANCY AND FORCING US TO DO SOME WORK OVER AGAIN.

RIGHT. AND THEN THE THE NEED TO POTENTIALLY DOUBLE CHECK OR TRIPLE CHECK.

RIGHT. AND THEN ALL THE DIFFERENT STEPS ALONG THE WAY WHERE WE HAVE ALL THESE SINGLE POINTS OF FAILURE THAT WE'RE HOPING THAT TECHNOLOGY THAT WE CAN LEVERAGE WILL ELIMINATE

[00:40:04]

THANK YOU. THANK YOU. THANK YOU, MISS MENDELSOHN.

YES, I HAVE QUITE A FEW QUESTIONS. FIRST, I'M GOING TO START WITH AN OVERARCHING QUESTION THAT WASN'T ACTUALLY ADDRESSED.

IF THE GOAL IS TO STREAMLINE PROCUREMENT. WHY AREN'T WE MAKING A BIGGER STAND FOR USING COLLABORATIVE PROCUREMENTS? I'D LIKE TO ADDRESS THAT QUESTION FIRST. SO I THINK WE HAVE INCREASED OUR USE OF COOPERATIVES AND IN THE LOCALS.

I THINK THAT'S WHEN ONE OF THE THINGS THAT WE'VE ACTUALLY MAXIMIZED, I THINK A LOT OF THE PROCESS GOT DECENTRALIZED TO DEPARTMENTS AND DEPARTMENTS FOUND CO-OPERATIVES. VERY, VERY BENEFICIAL. I THINK THE GREATEST CONCERN THAT I HAVE, OR THE GREATEST COMPLAINT THAT WE ACTUALLY HEAR LOCALLY, WHICH COUNCILMAN MORENO BROUGHT, BROUGHT IT UP AND HIT IT, HIT A HOME RUN IN THAT IS THAT OFTENTIMES THAT'S PROCURING GOODS AND SERVICES OUTSIDE OF DALLAS. OFTENTIMES, A LOT OF THE COOPERATIVES THAT WE TAKE ADVANTAGE OF DON'T ALWAYS INCLUDE OUR BID POLICY. THEY DON'T ALWAYS INCLUDE USING LOCAL BUSINESSES WHO OFTENTIMES WILL COME TO US AND SAY, WE'VE BEEN EXCLUDED. WE WEREN'T ON THAT COOPERATIVE.

AND THAT'S WHAT WE OFTEN WILL HEAR. THANK YOU.

I HOPE THAT YOU'LL ENCOURAGE THEM TO BE PART OF THE COOPERATIVE.

AND WHILE I WOULD LOVE TO BE SUPPORTING DALLAS BUSINESSES, IF IT COSTS A LOT CHEAPER TO BE SOMEWHERE ELSE, THAT'S WHERE WE NEED TO BE. AND I'D LIKE TO HEAR.

I HAVEN'T HEARD A POLICY STATEMENT. I DO THINK THAT THERE HAVE BEEN MORE COLLABORATIVES THAT HAVE COME TO COUNCIL.

I'VE NOTICED THAT. I APPRECIATE IT SINCE WE TALKED ABOUT THIS ALMOST A YEAR AGO.

BUT WHERE'S THE POLICY STATEMENT THAT SAYS A DEPARTMENT MUST EVALUATE IF THERE'S A COLLABORATIVE AND HERE'S, YOU KNOW, THE TEN COLLABORATIVES YOU NEED TO CHECK FIRST? AND I HAVEN'T HEARD THAT. OR WE'RE EXPECTING TO HAVE 25% OF OUR PROCUREMENTS GO THROUGH A COLLABORATIVE SOME TARGET.

THERE'S NOT REALLY BEEN ANY KIND OF DEFINITION AROUND THERE.

SO WHILE THERE HAVE BEEN A FEW MORE THAN WHAT I HAD SEEN IN PRIOR YEARS, IT'S STILL NOT A SIGNIFICANT NUMBER.

SO THAT'S THE FIRST OVERARCHING THING. AND I DON'T SEE THAT ANYWHERE IN THIS VERY LONG PRESENTATION.

AND I THINK THAT'S A MISS. I THINK THAT NEEDS TO HAVE BEEN PART OF THE MIX.

THE NEXT THING IS THERE'S ABSOLUTELY NOTHING YOU'RE GOING TO SAY THAT WILL CONVINCE ME WE SHOULD MOVE FROM 100,000 TO 500,000.

WHAT'S REALLY SHOCKING FIRST OF ALL, IS ON PAGE 19 WHERE YOU'VE GOT THE FIVE DIFFERENT HIGH IMPACT PAIN POINTS.

NUMBER FOUR, COUNCIL DEPENDENCY, THE CITY COUNCIL IS NOT THE HOLDUP.

AND WE CAN GO THROUGH THE FLOWCHART. THAT'S THE PAGE BEFORE.

BUT THIS IS ALMOST PERFUNCTORY. BUT WHAT IT DOES IS IT PROVIDES TRANSPARENCY TO OUR PUBLIC AND OVERSIGHT, THE GOVERNANCE THAT IS ACTUALLY OUR JOB. AND GIVING THAT UP IS JUST NOT NEGOTIABLE TO ME.

WHEN YOU GO TO PAGE 23, YOU HAVE A WHOLE SERIES.

IF YOU CAN PULL THAT UP ON THE SCREEN, YOU HAVE A WHOLE SERIES OF CITIES.

ARGUABLY, WHAT'S MISSING IS HOUSTON, WHICH HAS A $50,000 LIMIT, NOT 500,000.

EL PASO 50,000. TOPEKA, KANSAS CITY. AND I THINK AUSTIN IS AT 58,000.

THOSE ARE NOT ON THIS CHART. YOU KNOW WHO ELSE ISN'T ON THE CHART? FORT WORTH AT 100,000. PHILLY 100,000. CHICAGO.

ATLANTA 100,000. 500,000 WOULD PUT US SO FAR OUT OF THE NORM OF OUR PEERS THAT I FEEL LIKE YOU MIGHT HAVE BEEN THROWING THAT OUT SO THAT WE WOULD JUST MOVE SOMEWHERE BEYOND 100,000, BUT 100,000 IS CLEARLY THE MAX OF WHERE WE OUGHT TO BE IN THIS COUNCIL. SINCE I'VE BEEN ON, WE'VE ALREADY MOVED FROM 50 TO 100.

I DIDN'T SUPPORT THAT THEN. I CERTAINLY AM NOT GOING TO SUPPORT GOING TO 500,000.

AND I WOULD FIND IT TO BE A DERELICTION OF OUR DUTY TO DO SO.

SO WHILE MAYBE THE BULK OF THE DOLLARS ARE ON THESE VERY, VERY LARGE CONTRACTS, I SEE THAT THAT'S PROBABLY NOT WHERE THE WHERE THE PROBLEMS ARE. AND WE'VE SEEN IT WITH SMALL CONTRACTS FOR PEOPLE WHO MIGHT BE ASSOCIATED WITH COUNCIL MEMBERS, PEOPLE WHO MIGHT BE ASSOCIATED WITH STAFF. THE FAIRNESS OF A CONTRACT.

WHEN WE GET SOMEBODY WHO'S DESIGNATED AS THE MOST QUALIFIED, WHEN CLEARLY THERE'S OTHERS WHO ARE MORE QUALIFIED.

THIS IS PROBLEMATIC. AND THIS IS EXACTLY THE KIND OF DAYLIGHT THAT THE COUNCIL IS INTENDED TO BRING TO GOVERNMENT GOVERNANCE.

[00:45:05]

WHAT CONSTITUTES AN EMERGENCY FOR A PROCUREMENT? YEAH. LIKE WE SAID EARLIER. SO IT HAS TO BE A THREAT TO PUBLIC HEALTH OR TO PUBLIC PROPERTY.

BASICALLY, YOU KNOW, WHEN WE HAD THE STORM AND THERE WAS IMPACTS TO THE HEALTH AND SAFETY OF THE OF THE CITIZENS OR WHEN WE HAD THE TORNADO. THINGS LIKE THAT, WHERE WE HAVE TO GET SERVICES, YOU KNOW, EXPEDITIOUSLY WITHOUT HAVING A CONTRACT IN PLACE.

SO WE'LL STILL, YOU KNOW, REACH OUT TO THE VENDORS THAT WE CAN GET THE BEST PRICING THAT WE CAN IN THAT SHORT PERIOD OF TIME, BUT IT'S BASICALLY HAVING US SIDESTEP THE COMPETITIVE BID REQUIREMENT.

BUT WE WILL COME BACK TO THE COUNCIL AND HAVE THOSE ITEMS RATIFIED.

SURE. SO ON SLIDE 12, YOU HAVE THE INTAKE TAKING THREE WEEKS, THE SOLICITATION TAKING NINE WEEKS, AND THE AWARD ANOTHER 13 WEEKS. WHY WHY WOULD IT TAKE THREE WEEKS TO DO THE INTAKE. SO I'M GOING TO ALSO I GUESS WHERE'S THE THE DETAILED ONE.

LET'S SEE. HERE WE GO. SO IF WE TOGGLE BETWEEN SLIDE 12 AND SLIDE 18 WHERE YOU HAVE THE DETAILED MAP AND YOU'VE GOT INTAKE WITH THREE, SIX, SEVEN, EIGHT, NINE, TEN DIFFERENT STEPS, WHEN YOU READ THROUGH THOSE, THROUGH THOSE, THAT REALLY JUST SOUNDS LIKE TWO PEOPLE GETTING IN A ROOM.

MAYBE A THIRD PERSON HAS TO BE INVOLVED TO CHECK SOMETHING OVER.

BUT THAT DOESN'T SOUND LIKE THREE WEEKS TO ME.

IN THE PRIVATE WORLD, THIS WOULD NEVER TAKE THREE WEEKS.

CAN YOU EXPLAIN WHY THAT IS A THREE WEEK INTAKE? THESE NUMBERS ARE BASICALLY OUR AVERAGES. BUT YES.

SO ONE OF THE THINGS THAT WE WANT TO DO AND PART OF OUR INITIATIVES ARE GOING TO BE TO IMPLEMENT EITHER PROCEDURES OR TRAININGS OR TECHNOLOGY FOR DEPARTMENTS, AS WELL AS FOR OUR STAFF, SO THAT WE CAN CUT DOWN THAT THREE WEEK TIME FRAME.

SO RIGHT NOW, YOU KNOW, THE SPECIFICATIONS THAT WE RECEIVE FROM A DEPARTMENT MAY NOT BE ALL INCLUSIVE.

SO IT TAKES STAFF TIME TO REVIEW THOSE. WE ALSO HAVE TO GET THE SPECIFICATIONS REVIEWED BY OUR BID GROUP OR HUB, SO THAT WE CAN MAKE SURE THAT WE IDENTIFY ANY SUBCONTRACTING OPPORTUNITIES.

BUT THAT IS A FOCAL POINT OF OUR INITIATIVES, IS GOING TO BE TO LOOK AT THAT PROCESS AND WHAT TOOLS CAN WE IMPLEMENT TO SHORTEN THAT TIME FRAME? MR. MENDELSOHN TO ECHO WHAT JUANITA SAID, AND SHE SAID IT IN HER PRESENTATION, I HEARD IT VERY DEFTLY AS PART OF THAT THREE WEEK INTAKE PROCESS IS DESIGNED TO PROCUREMENT METHOD, WHICH OFTENTIMES AFTER DISCUSSIONS ABOUT THERE BEING AN EMERGENCY OR THAT WE'VE FALLEN BEHIND AND WE HAVE A GREAT NEED AND WE'RE WORRIED ABOUT A CONTRACT EXPIRING. OFTENTIMES THAT WILL PREEMPT THE NEED OR FOR STAFF TO GO AHEAD AND USE A COOPERATIVE WHEN WE POTENTIALLY COULD HAVE BID IT OUT.

AND WHO'S TO SAY WHAT PRICING THAT WE MIGHT HAVE GOTTEN INSTEAD OF HAVING THE COOPERATIVE.

SO ONE OF THE BIG DECISION POINTS IS THE INTAKE.

WHAT IS WHAT'S THE PROCUREMENT METHOD. SHOULD WE. HOW MUCH TIME DO WE HAVE.

WHAT IS YOUR TIMELINE. AND LET'S GO OVER YOUR SPECIFICATIONS BEFORE WE PUT THEM OUT ON THE STREET.

AGAIN THAT'S PROCUREMENT 101. THAT'S NOT A THREE WEEK EVENT.

THAT'S ONE MEETING WHERE YOU DETERMINE IT. DO YOU HAVE EVERYTHING NECESSARY? HOW ARE WE GOING TO DO THIS? AND YOU GO FORWARD? SO WHAT I HEARD YOU TALK ABOUT WERE SOME VERY SOFT THINGS LIKE, WELL, WE'RE GOING TO DO SOME TRAINING AND WHAT WE'RE JUST TELLING YOU WHAT OUR AVERAGE IS.

AND WHAT I'M SAYING IS, WHY DON'T YOU SAY IT'S A WEEK AND A HALF.

YOU HAVE A WEEK AND A HALF TO GET THIS TAKEN CARE OF.

AND IF YOU DON'T, YOU GET A NOTICE OF PROBATION.

YOU'RE NOT MAKING YOU'RE NOT GETTING THE JOB DONE.

IF YOU CAN'T GET THIS DONE IN A WEEK AND A HALF, WE WON'T ACCEPT YOUR YOUR NEED FOR PROCUREMENT IF YOU DON'T SIT DOWN WITH US WITHIN TWO DAYS TO WORK OUT HOW WE'RE GOING TO DO IT, BUT JUST ALLOWING IT TO TAKE HOWEVER LONG IT TAKES, AND THEN REPORTING TO US THAT IT AVERAGE TAKES THREE WEEKS IS EXACTLY THE PROBLEM WITH GOVERNMENT.

SO SET WHAT'S A REASONABLE NUMBER? I DON'T KNOW WHAT IT IS.

I'M SAYING ONE AND A HALF JUST TO THROW IT OUT THERE.

BUT YOU SHOULD KNOW WHAT IT REALLY SHOULD TAKE.

AND I HAVE A FEELING THAT IS NOT THREE WEEKS, THE NEXT ONE TAKING NINE WEEKS.

AGAIN, THAT'S SHOCKING WHEN YOU READ THIS THROUGH NINE WEEKS, MORE THAN TWO MONTHS FOR FOR WHAT IS POSTED.

I MEAN, IT JUST DOESN'T MAKE SENSE TO ME THAT THAT WOULD BE YOUR TIME FRAME.

AND WE CAN PROVIDE YOU WITH A BREAKDOWN TO KIND OF SHOW THAT THAT REQUIREMENT WITH SOLICITATIONS ESPECIALLY,

[00:50:02]

SO WE HAVE TO ADVERTISE FOR A TWO WEEK PERIOD.

WE HAVE TO PROVIDE A TIME FOR THE VENDORS TO ASK QUESTIONS, AND THEN WE NEED TO PROVIDE ANSWERS IN RESPONSE.

AND THEN WE HAVE TO ALLOW THE VENDORS ENOUGH TIME TO RESPOND TO THE PROPOSAL WITH CONSIDERING THE QUESTIONS THAT WERE ANSWERED.

SO THERE ARE SOME TIMELINES THAT WE REALLY CAN'T CHANGE.

AND THAT REALLY JUST DEPENDS ON, YOU KNOW, THE NUMBER OF QUESTIONS WE GET FROM THE VENDORS.

SO IF THEY ASK MULTIPLE QUESTIONS, IF IT'S A COMPLEX PROJECT.

BUT WE CAN PROVIDE YOU WITH A BREAKDOWN. IF YOU'D LIKE TO ADD TO THIS MEETING, YOU HAVE A VENDOR MEETING AND THEY ASK THE QUESTIONS.

THE NEXT DAY YOU GET THE ANSWERS AND PUBLISH THEM.

THEY HAVE A COUPLE MORE DAYS TO LOOK AT IT. YOU ADVERTISE FOR TWO WEEKS AND THEN YOU DO YOUR SCORING.

I MEAN, I AGAIN, MAYBE IT'S SEVEN WEEKS, MAYBE IT'S SIX WEEKS, BUT NINE WEEKS SEEMS RIDICULOUS.

MISS MENDELSOHN, I WISH IT WORKED THAT FAST. AND I HEAR YOU 100%.

WE'RE LOOKING FOR EVERY WAY TO MAXIMIZE THIS, BUT KEEP IN MIND SOME OF THAT DISCUSSION PROCESS IS FOR VENDORS TO COME IN AND ACTUALLY ASK FOR EXCEPTIONS TO OUR SPECIFICATIONS. THEN WE HAVE TO COME BACK AND ASK STAFF OR ASK THE END USER OF THAT SERVICE OR THE GOOD, ARE YOU OKAY WITH THAT EXCEPTION? SOMETIMES THAT'S A NEGOTIATION THAT WILL DICTATE WHAT THE FINAL RESULT LOOKS LIKE, AND THAT'S A PART OF THAT SAME NINE WEEK PROCESS.

I WISH IT WAS CLEAN ON A BASIC GOODS AND SERVICES THAT WE BUY ALL THE TIME.

IT'S A MUCH FASTER TIMELINE, BUT SOME OF THE THINGS THAT WE BUY A LITTLE BIT MORE COMPLEX THAN THAT.

A COUPLE MORE MINUTES AND THEN WE CAN COME BACK FOR ROUND TWO. OKAY.

WELL HERE WE ARE. ON TO THE LAST SECTION, WHICH IS THE AWARD AT 13 WEEKS.

AND I'M GOING TO TELL YOU YOU GO THROUGH THIS, IT IS QUITE CLEAR THAT THE HOLD UP IS NOT THE CITY COUNCIL.

NOW IT MIGHT BE. AND WE'VE TALKED ABOUT THIS A NUMBER OF TIMES BOTH HERE.

AND PERHAPS WE NEED TO TALK ABOUT IT AT THE AD HOC ADMINISTRATIVE COMMITTEE.

I DON'T UNDERSTAND WHY IT TAKES SO LONG FOR SOMEBODY TO GET ON THE CITY COUNCIL AGENDA.

I WILL SAY PUT EVERYTHING THAT NEEDS TO BE ON THERE IN A TIMELY BASIS.

IF WE STAY TILL 9 P.M., WE STAY TILL 9 P.M., BUT WE TAKE CARE OF BUSINESS WHEN THE BUSINESS IS READY.

WE DON'T HOLD IT FOR MONTHS ON END. SO THERE'S NO REASON THAT THE COUNCIL IS THE HOLD UP HERE.

AND IF YOU'RE HOLDING IT UP SO THAT IT'S SOME SMOOTH PROCESS OF NOT PUTTING TOO MUCH ON OUR AGENDA FOR FOR PROCUREMENT.

THAT'S CRAZY. SO I'M VERY CONCERNED ABOUT THAT.

AND I'LL BE HAPPY TO COME BACK TO YOU THAT WAY.

BECAUSE I HAVE A FEW COMMENTS, PROBABLY ALONG THE SAME LINE. MR. RESENDEZ. OKAY. SO ON MINE YOU SO BACK TO THE TIME FRAME.

WHAT? AND I GUESS YOU MAY HAVE BURIED THE HEADLINE.

I DIDN'T HEAR IT, BUT WHAT ARE YOU TRYING TO SHAVE OFF LIKE YOU'RE GOING FROM? AND I WILL SAY, BECAUSE YOU HAVEN'T INCLUDED THE ADVERTISING TIME, AND I.

AND I KNOW THAT YOU'RE TRYING TO CLEAN THIS UP AND TIGHTEN THE PROCESS, BUT THE ADVERTISING TIME ISN'T BUILT INTO THE THE TIME FRAME THAT YOU GAVE US.

IT IS BUILT INTO THE SOLICITATION PHASE THAT SECOND PHASE OF THE PROCESS THAT INCLUDES THE MINIMUM, YOU KNOW, TWO, TWO WEEKS OF ADVERTISING PLUS RESPONSE.

SO IT HAS TO BE OPEN A MINIMUM OF. OKAY. YEAH.

SO IT'S INCLUDED THERE. WHERE DO YOU HAVE OPPORTUNITIES TO DOUBLE DO THINGS.

DOES THAT MAKE SENSE? LIKE YOU CAN ADVERTISE AND INTAKE OR WHATEVER IT IS.

SO THAT WAY. WHAT I'M TRYING TO DO IS ARE YOU TRYING TO SHAVE OFF 12 WEEKS? I'M JUST WHATEVER. WHAT ARE YOU TRYING? ARE YOU TRYING TO CUT IT IN HALF? LIKE, WHAT IS THE OPTIMAL TIME PERIOD IN WHICH TO YOU WANT TO GET A CONTRACT THROUGH? AND I'M TALKING ABOUT FOR A WIDGET TO A AND I UNDERSTAND BIG.

BECAUSE I THINK THAT'S WHAT WE'RE MISSING IS WE DON'T UNDERSTAND WHAT WE'RE WHAT OUR NORTH STAR IS.

WE'RE JUST CHANGING A PROCESS, AND I GET THAT.

BUT HOW DO WE KNOW WHAT SUCCESS LOOKS LIKE? AND THEN YOU GO BACK AND LOOK AT THE PROCESS AND GO, WAIT, IF I DO THIS AND THIS HERE, IT CUTS OFF TWO WEEKS AND I'M DOING SIMULTANEOUS THINGS AND I'VE BUILT IT INTO THE PROCESS.

INSTEAD OF GOING, OKAY, I'LL INCREASE IT THE, THE THRESHOLD OR I WILL YOU KNOW, DO OTHER THINGS.

YOU KNOW, I JUST FEEL THAT THEY'RE PROBABLY TIGHTENING.

THAT CAN HAPPEN. NOT JUST SO LOOKING AT IT THROUGH A THROUGH A BASICALLY CONCURRENTLY VERSUS END TO END.

YES. AND THAT'S WHERE WE WANT TO USE TECHNOLOGY, LEVERAGE TECHNOLOGY.

SO WE'VE MOVED FROM INTAKES BASICALLY BEING AN EMAIL FROM THE DEPARTMENT TO THE STAFF TO SALESFORCE.

AND SO NOW WE RECEIVE THOSE REQUESTS FROM THE DEPARTMENTS.

YEAH. LIKE A GOOGLE FORM. IT SEEMS LIKE YOU COULD USE.

YEAH. I MEAN IT REALLY IS. IT'S A FORM STACK TO COMPLETE IT, EMAIL TO PUT IT TO YOUR SYSTEM.

RIGHT. LIKE HAVE THEM DO IT AS WELL. AND SO THAT'S WHAT WE WANT TO SEE IF WE CAN INTEGRATE WITH SOME OF THOSE FUNCTIONS LIKE OUR RISK REVIEWS AND OUR ATTORNEY'S

[00:55:05]

OKAY. AND THEN ON THE 500 AND 100,000 TO 500,000 AND YOU'VE WE'VE TALKED ABOUT THE CITIES.

I MEAN ARE WE SEEING SAN ANTONIO DOES IS 2.5 FOR THEY DO 2.5 FOR GOODS AND SOME GENERAL SERVICES, AND THEN THEY DO $1 MILLION ON CONSTRUCTION SERVICES.

SO ARE YOU SAYING THAT WE DON'T HAVE TO DO IT? BLANKET FOR EVERY CONTRACT WE CAN SAY PAPERCLIPS.

WE CAN GO UP TO $10 MILLION. I'M JUST THROWING IT OUT THERE.

HOWEVER, IF IT'S A PROFESSIONAL SERVICE, THEN IT NEEDS TO COME THROUGH US.

YEAH. I MEAN, THE THAT'S GOING TO BE BASED ON, YOU KNOW, THE COUNCIL'S DISCRETION ON HOW THEY WANT TO SET UP THE POLICY, WHAT THE THRESHOLD IS, IF WE WANT IT TO BE JUST FOR CERTAIN ITEMS. YOU KNOW, I KNOW MISS MENDELSOHN SAID, USING COOPERATIVES, YOU KNOW, IF WE USE A COOPERATIVE, MAYBE WE DON'T HAVE TO GO THROUGH THIS COOPERATIVES.

SORRY. I MEAN, THERE'S NOT ALL COOPERATIVES ARE EQUAL.

YES. AND AND I WILL SAY, I THINK AT THE SCHOOL DISTRICT WE DID INCREASE THE THRESHOLD, BUT THE BUT THE BOARD KNEW EVERYTHING THAT WAS BEING SIGNED OFF BY STAFF.

YEAH. THERE ARE SOME BEFORE IT WAS ACTUALLY AWARDED BECAUSE I REMEMBER I DON'T KNOW IF MR. RESENDEZ WHEN YOU WERE THERE BECAUSE WE CHANGED THAT THRESHOLD WHEN I WAS THERE AND IT WAS TO WE STILL NOTIFIED THE BOARD, BUT THERE WERE CERTAIN THINGS THAT JUST CLEARED THROUGH BECAUSE IT DIDN'T MAKE SENSE, BECAUSE WE ONLY MET ONCE A MONTH AT THE TIME.

AND BACK TO COUNSEL. YEAH. WHEN WE GET IT, WE MOVE IT ON.

WE VERY RARELY HOLD A CONTRACT. AND I UNDERSTAND THAT IT'S 2 TO 4 MONTHS.

BUT BACK TO MISS MENDELSOHN IS CAN WE NOT HAVE LIKE A STANDING CONTRACT THAT WE JUST PUT LIKE IS IT ALWAYS HAVE TO BE INDIVIDUAL ITEMS? CAN THEY BE JUST A CONTRACTUAL ITEM THAT WE CAN HAVE AS LIKE A CONSENT AND WE CAN PULL THE ONES WE WANT OFF? I GUESS I'M TRYING TO THINK OF A DIFFERENT WAY APPROACH TO SAY THAT IT'S COUNSEL THAT ADDS IT.

IT MAY BE THE PROCESS IN WHICH YOU PUT SOMETHING ON THE COUNCIL AGENDA.

THEN THAT'S A FLAWED PROCESS. YOU MISS BLACKMON YOU HIT A LOT OF REALLY GREAT POINTS.

I'D LIKE TO NO, NO. YOU'RE FINE. I WANT TO BACK UP FOR A MINUTE BECAUSE I WANT TO MAKE SURE THAT WE'RE VIEWING EVERYTHING FROM THE RIGHT CONTEXT, ESPECIALLY ON SLIDE NUMBER 12. CAN YOU GO TO THE SLIDE NUMBER 12 FOR ME? JUST REAL FAST? YEAH. THE TIMELINE I THINK THAT'S YEAH.

YEAH. NO. UNDERSTOOD. SO I WANT TO MAKE SURE WHEN WE'RE TALKING ABOUT SLIDE 12 THAT WE'RE NOT TALKING ABOUT ALL 13 WEEKS IS CITY COUNCIL OR TO GEAR THAT.

NO, JUST JUST GO IN THERE. NO, NO NO MORE THAN ALL THREE WEEKS.

IT TAKES THREE WEEKS EXACTLY FOR INTAKE OR IT TAKES NINE WEEKS FOR THE SOLICITATION.

THESE ARE AVERAGES THAT WE'RE TALKING ABOUT RIGHT.

AND KEEP IN MIND THIS IS JUST A VIEW OF ONE PROCUREMENT.

THEY MAY BE WORKING ON 50 AT A TIME, SOME OF WHICH HAVE GREATER PRIORITIES THAN OTHERS.

SO THESE ARE SO THESE ARE AVERAGES. OKAY. JUST LET'S KEEP THAT IN MIND.

IN AN IDEAL SENSE. WE'RE STILL WORKING ON THAT.

HISTORICALLY IN MY TIME HERE ON MY ALMOST 28 YEARS HERE, IT'S ALWAYS BEEN SIX MONTHS HAS BEEN THE IDEAL TIME FRAME THAT WE'VE ALWAYS SAID.

IF WE COULD CUE THINGS UP IN A SIX MONTH PERIOD, THAT THAT THAT WOULD BE THE IDEAL.

HAVE WE DONE THEM ALL IN SIX MONTHS? NO. RIGHT.

HALF A YEAR. DEPENDING ON. DEPENDING ON HOW COMPLEX IT IS, WHATEVER WE'RE GETTING, THAT'S AN AVERAGE, BY THE WAY, THAT'S NOT NECESSARILY SUGGESTING THAT EVERY ONE OF THESE WILL TAKE EXACTLY SIX MONTHS.

BUT ONE OF THE THINGS THAT WAS BEAUTIFUL ABOUT THE STRIKE TEAM PROCESS, IT GAVE YOU AN AS IS.

THERE WERE TIMES, I THINK, WHERE WE STRUGGLED TO ACTUALLY REALIZE HOW LONG, IN GENERAL OUR AVERAGE WAS, LET ALONE HAVE A TARGET THAT WE WERE GOING TO SAY, HERE IS OUR NEW GOAL.

RIGHT. SO I THINK WE'RE GOING TO DO A REFRESH ON WHAT THE GOAL OR WHAT OUR CAPACITY IS, BUT WE HAVE TO SEE WHO WE WERE, ELIMINATE SOME OF THE PAIN POINTS, ADD IN TECHNOLOGY.

AND I KNOW YOU MENTIONED COOPERATIVES. THOSE ARE PART OF PROCUREMENT 101 AND THEY'RE ALREADY INVOLVED IN THE PROCESS.

IN FACT, WE'VE HAD AN ACCELERATION ON THE USE OF COOPERATIVES JUST BECAUSE WE HAVEN'T HAD THE TIME TO DO THE PROCUREMENTS IN HOUSE.

WHAT THAT'S DONE TO PRICING, I DON'T KNOW. RIGHT.

IT'S GOOD TO THINK THAT POTENTIALLY WE'RE SAVING MONEY BY USING COOPERATIVES, AND WE OFTEN WILL SHOP CO-OPS.

OFTEN MULTIPLE MULTIPLE COOPERATIVES WILL HAVE THE SAME COMMODITY.

AND WE'LL SHOP A CO-OP AND DO WHAT MRS MENDELSOHN IS REFERRING TO.

BUT AGAIN, THESE ARE THINGS THAT ARE ALREADY BEING DONE.

MAYBE THEY'RE NOT EXPLICIT TO THIS PRESENTATION, BUT THAT'S ALREADY BEING DONE.

THIS THIS PRESENTATION TODAY WAS INTENDED TO FOCUS ON WHAT CAN WE DO TO FREE UP TIME.

WHAT ARE THE REAL PAIN POINTS THAT ALL OF US HAVE HEARD? IF YOU HEARD ANYTHING FROM THIS BRIEFING, YOU SHOULD HAVE HEARD EVERYTHING THAT STAFF BECAUSE STAFF WAS ASKED THESE QUESTIONS, 11 DIRECTORS PARTICIPATED.

WE HAD A LOT OF PROCUREMENT SPECIALISTS PARTICIPATE, AND WE ASKED THEM, WHAT'S FRUSTRATING FOR YOU IN THE PROCESS? WHERE ARE THE BOTTLENECKS AT? AND WE IDENTIFIED ALL OF THOSE.

[01:00:01]

MISS ORTIZ AND HER TEAM, THEY'RE WORKING ON AND ADDRESSING EACH ONE OF THOSE.

AND AGAIN, AS I MENTIONED EARLIER, I BELIEVE TECHNOLOGY IS GOING TO LEVERAGE THE GREATEST THE COUNCIL DECISION ABOUT THE HALF A MILLION, WHETHER IT'S $5 OR 500,000, THAT'S FOR YOU GUYS TO DECIDE.

BUT WE PUT IT OUT HERE JUST SO YOU GUYS COULD SEE WHEN YOU ASK US TO MOVE FAST, WHEN YOU ASK US TO MOVE AT THE SPEED OF BUSINESS, WHEN YOU WANT THINGS TO HAPPEN QUICKLY, WE'RE PUTTING EVERYTHING ON THE BOARD, INCLUDING I APPRECIATE THAT SECTION.

SO NOT TO FOCUS ON THAT. THAT'S A DECISION THAT THAT YOU GUYS HAVE TO MAKE, RIGHT.

AND IT IS SOMETHING THAT WE'RE WILLING TO HAVE A CONVERSATION WITH YOU AND WALK THROUGH.

SO YOU GET SOME LEVEL OF COMFORT POTENTIALLY WITH CHANGING IT, IF AT ALL.

I WANT TO I WANT TO LIKE AND THEN I'LL TURN IT BACK TO MISS MENDELSOHN.

THE THE THING IS, IS I THINK I APPRECIATE IT BECAUSE, YEAH, PROCUREMENT IS IS IT'S NOT ALL IT'S NOT BEEN MODERNIZED.

AND I THINK WHAT IF THERE'S A WAY WE CAN MODERNIZE IT WITHOUT.

BUT YOU KNOW, I MEAN THE THRESHOLD IS THE THRESHOLD.

AND THAT IS ALWAYS A CONCERN WHEN IT COMES FROM STAFF TIME.

BUT IT'S LIKE LOOKING AT TECHNOLOGY, LOOKING AT WAYS THAT WE CAN BE MORE EFFICIENT.

AND THEN IF THE THRESHOLD IS STILL A COMPONENT, I THINK, THEN YEAH, I MEAN, INCREASING IT, NOT MAYBE TO TWO AND A HALF, BUT INCREASING IT IS.

BUT I WOULD LIKE TO KNOW WHAT STAFF IS AWARDING.

YOU KNOW, I THINK THERE'S AN ACKNOWLEDGMENT THERE THAT NEEDS TO HAPPEN.

BUT MAYBE IT'S INCREMENTAL, RIGHT. MAYBE IT'S FOR WIDGETS 2.2 250.

YOU KNOW I DON'T KNOW OR BUT IF BUT IF IT'S SOMETHING THAT IS A MEATY THAT'S A PROFESSIONAL SERVICE I THINK THEN THE DISCUSSION PROBABLY SHOULD COME THROUGH COUNSEL AND THE THRESHOLD SHOULD BE DIFFERENT. BUT I SUSPECT YOU'RE GOING TO BRING ARE YOU GOING TO RETOOL THIS AND COME BACK OR WHAT WOULD BE YOUR NEXT STEP AFTER THIS? BECAUSE I DON'T WANT YOU TO WE NEED TO MOVE THINGS FASTER.

YES, BUT THERE HAS TO BE SOME KIND OF GUARDRAILS TO THE PROCESS.

YEAH. AND I GUESS YOU CAN ANSWER ME LATER. NOW IT DOESN'T.

NO, I DON'T MIND ANSWERING NOW. SO MY IDEAL SITUATION IS THAT WE WOULD TAKE THIS SAME BRIEFING AND GO TO FULL COUNCIL.

OKAY. THERE ARE SOME ADMINISTRATIVE THINGS THAT WE'RE DOING THAT DON'T REQUIRE ANY COUNCIL CHANGES AT ALL.

AND THERE'S PROCUREMENT'S BEEN IN THE SPOTLIGHT ENOUGH IN MY MIND FOR US TO GET IT IN FRONT OF FULL COUNCIL AND SAY, THESE ARE THE THINGS THAT YOU'VE COMPLAINED ABOUT. THESE ARE THE THINGS THAT OUR CUSTOMER DEPARTMENTS HAVE COMPLAINED ABOUT, AND THIS IS HOW WE'RE GOING TO ADDRESS THEM. WHETHER YOU GUYS ARE READY TO MAKE A DECISION ON CHANGING THE THRESHOLD OR EVEN EVER WANT TO VISIT THAT, THAT WOULD BE A POLICY DECISION FOR YOU GUYS TO MAKE.

WE'VE TRIED TO PROVIDE THE DATA AND THE STATISTICS INVOLVED AND WHETHER OR NOT THAT WOULD BE ANY BENEFIT TO IT.

IT'S A PART OF THE LARGER PICTURE, AND IT'S A POLICY DECISION THAT BELONGS TO THE COUNCIL.

THANK YOU. THANK YOU, MISS MENDELSOHN. WELL, I THINK THAT YOU HEARD SOME VERY GOOD COMMENTS FROM SOME FROM COUNCIL MEMBER BLACKMON. AND THE FIRST THING IS YOU DON'T EVEN HAVE A GOAL.

SO YOU WERE JUST SAYING THAT YOU THINK 26 WEEKS IS GOOD, BUT ACTUALLY YOU'RE SHOWING US 25 WEEKS.

AND WHAT WE'RE TELLING YOU IS IT'S NOT OKAY. SO THE GOAL NEEDS TO BE DIFFERENT AND HOPEFULLY MUCH SMALLER THAN THE NUMBER OF 25 WEEKS.

THAT'S THE FIRST THING I'LL SAY. HOPEFULLY WHEN YOU BRING THIS TO THE FULL COUNCIL, YOU'LL HAVE THAT FRONT AND CENTER.

THE SECOND THING IS ADMINISTRATIVELY, I THINK SHE'S PROVIDED A GREAT IDEA OF A WORKAROUND, WHICH IS TO HAVE A STANDING ITEM ON OUR AGENDA THAT'S PROCUREMENT, AND THEN JUST SLOT IN WHATEVER IS THERE.

AND IF YOU DON'T HAVE ONE, YOU DON'T HAVE IT.

BUT IF THERE'S A PROBLEM WITH GETTING ON THE CITY COUNCIL AGENDA, WHICH AGAIN, THIS HAS BEEN BROUGHT UP OVER AND OVER, I DON'T UNDERSTAND WHY THERE'S SUCH A HARD TIME.

AGAIN, THAT'S A MANAGEMENT PROBLEM THAT YOU CAN FIX.

STOP MAKING IT HARD TO GET ON THE COUNCIL AGENDA.

SO MANY THINGS WOULD COME UP. ZONING COULD HAPPEN FASTER.

ALL THESE THINGS BRING IT TO US. WHEN IT HAPPENS, STOP HOLDING IT.

SO SHE'S GIVEN YOU A GREAT IDEA ON THAT? I LIKE THAT YOU ASKED ALL OF THE STAFF WHAT THEIR FRUSTRATIONS ARE.

YOU DIDN'T ASK US, AND WHAT YOU'RE HEARING IS IT'S TAKING TOO LONG.

25 WEEKS IS NOT AN ACCEPTABLE NUMBER. SO THE NEXT THING I'VE GOT ON HERE IS ON SLIDE 22.

SO WE WERE TOLD MULTIPLE TIMES AT FULL COUNCIL WHEN WHEN FRANKLY, I HAVE ASKED ABOUT EXPIRING CONTRACTS AND HOW COME WE DIDN'T KNOW THERE WAS AN EXPIRING CONTRACT AND WE WERE TOLD DEFINITIVELY BY MANAGEMENT WE HAVE A WAY TO TRACK EXPIRING CONTRACTS. YOU HAVE SAID IT TWICE. WELL, EXPIRING CONTRACTS, IT BECOMES A CRISIS.

WE DIDN'T KNOW. SO WHAT'S THE ANSWER? DO WE KNOW WHEN CONTRACTS ARE EXPIRING? DO WE KNOW WHAT YOU'RE SAYING IN HERE THAT THE MANAGERS DON'T KNOW?

[01:05:08]

OKAY. OKAY. EXCELLENT POINTS. AND WE'VE TALKED ABOUT THAT BEFORE, AND WE'VE HEARD YOU AS WELL.

AND I THINK A LOT OF YOUR PAIN POINTS THAT WE'VE HEARD FROM COUNSEL ABOUT SPEED UP STEPS IN THE SAME, SAME BOAT. SO WE'RE IN THE SAME LANE THERE. AS IT RELATES TO YOUR QUESTION ABOUT DO WE HAVE A MECHANISM RIGHT NOW THAT WE CAN USE TODAY, TECHNOLOGY WISE, TO TRACK A CONTRACT AND DETERMINE WHEN IT'S NOT? MY QUESTION. THAT'S NOT MY QUESTION. YES, MA'AM.

MY QUESTION IS, IS THERE A SYSTEM IN PLACE TODAY THAT ALERTS A DEPARTMENT, DEPARTMENT MANAGER, DEPARTMENT STAFF WHEN A CONTRACT IS GOING TO EXPIRE? I DON'T CARE IF IT'S TECHNOLOGY. I DON'T CARE IF IT'S A TICKLER SYSTEM.

I DON'T CARE IF IT'S A LIST ON A WHITEBOARD. DO WE HAVE ANY SYSTEM IN PLACE TODAY? NO, NOT IN PLACE TODAY. IS THE TECHNOLOGY AVAILABLE? WAS THERE A PLAN ONCE INSTITUTED THAT INCLUDED THIS TECHNOLOGY AND WASN'T USED.

THE ANSWER TO THAT QUESTION IS YES. YEAH. SO WE HAVE HAD WE'VE HAD TECHNOLOGY, WE'VE HAD A SYSTEM THAT WAS AVAILABLE.

RIGHT. THAT WAS BASICALLY CANNED. OKAY. AT LEAST THE IDEA OF USING IT FOR THIS PURPOSE WAS WAS PUT ON THE SHELF.

AND THEN WE'RE GOING TO DO A REVISIT TO THAT ORIGINAL PURPOSE BEHIND IT, WHICH WOULD INCLUDE A WAY FOR US TO TRACK THAT.

AND THAT'S WHAT MISS ORTIZ. SO I APPRECIATE YOU TELLING ME THE TRUTH. THANK YOU.

YOU HAVE MENTIONED THAT SOME OF THESE THINGS ARE REACTIONS TO THERE'S AN AN EXPIRING CONTRACT.

AND THEREFORE WE HAVE TO DO X, Y AND Z. I APPRECIATE THAT.

AGAIN THAT'S AN EXAMPLE OF A MANAGEMENT IMPROVEMENT THAT COULD BE MADE BEFORE WE EVER START TALKING ABOUT WHAT THE COUNCIL SHOULD BE DOING TO SPEED IT UP.

THERE'S THING AFTER THING. THE LAST ONE I WANT TO ASK YOU ABOUT IS NUMBER 25 AND ABOUT PROCUREMENT ANYHOW.

AND THIS ONE IS SLIDE 25. SLIDE 25. YES. OKAY.

WHEN YOU START LOOKING ABOUT, IT'S REALLY INCORRECTLY TITLED ON THIS GRAPH IMPACT.

WHAT THIS IS TALKING ABOUT, IF YOU GO DOWN THAT COLUMN ARE REALLY BIG PROBLEMS. EVERY ONE OF THESE HAS A MANAGEMENT SOLUTION.

EXTENSION REQUESTS REQUIRE APPROXIMATELY THREE MONTHS TO COMPLETE.

THAT'S SOMETHING YOU CAN FIX. IF THERE'S AN ISSUE WITH AN EXTENSION, IT DOESN'T ALLOW SUFFICIENT TIME TO START A NEW PROCUREMENT.

AGAIN, SOMETHING YOU CAN FIX. EXTENSIONS ARE PROCESSED WITHOUT A PLAN TO START THE REPLACEMENT PROCEDURE.

PROCUREMENT MANAGEMENT PROBLEM. THERE'S A LOW FAMILIARITY WITH THE DEPARTMENT'S NEEDS.

OPS ACTS AS ADMINISTRATIVE SUPPORT RATHER THAN A STRATEGIC PARTNER.

THIS IS A MANAGEMENT ISSUE. DISAGREEMENTS ARISE BETWEEN OPS AND THE DEPARTMENT WITHOUT A CLEAR SOURCE OF TRUTH.

AGAIN, THIS IS A MANAGEMENT ISSUE. IF YOU FIX THESE MANAGEMENT ISSUES, OF WHICH MANY HAVE NOW BEEN IDENTIFIED.

AND THAT'S WHY THIS IS A GOOD BRIEFING. AND DON'T WALK AWAY WITH ANYTHING OTHER THAN THAT THOUGHT.

IF YOU FIX THOSE THAT 25 WEEKS IS GOING TO GO DOWN DRAMATICALLY.

YOUR EMPLOYEES ARE GOING TO BE SO MUCH HAPPIER.

ALL THE DEPARTMENTS THAT ARE YOUR CUSTOMERS ARE GOING TO BE SO MUCH HAPPIER.

BUT THE ISSUE HAS ABSOLUTELY NOTHING TO DO WITH COUNCIL RAISING THAT THRESHOLD.

IT HAS TO DO WITH FIXING THESE MANAGEMENT CHALLENGES, OF WHICH I RECOGNIZE MANY OF YOU INHERITED THROUGH NO FAULT OF YOUR OWN.

BUT IT HAS TO BE FIXED FIRST. THEN COME TALK TO US ABOUT COUNCIL.

BY THEN I SHOULD NOT BE HERE. SO I DO WANT TO JUST ASK ONE MORE QUESTION WHICH HAS WELL, IT IS ABOUT THE PROCUREMENT PROCESS.

BUT EARLY IN YOUR PRESENTATION YOU WERE TALKING ABOUT THE BUSINESS ENTERPRISE HUB, AND I WAS WONDERING IF YOU COULD JUST TELL US HOW MANY EMPLOYEES ARE IN THE BUSINESS ENTERPRISE HUB AND IS THAT THEIR SOLE RESPONSIBILITY? AND THERE'S ONE FOLLOW UP QUESTION OF THAT THAT'S ON SLIDE SEVEN.

YEAH. THE BUSINESS ENTERPRISE HUB HAS SEVEN EMPLOYEES THAT IT'S ONE ASSISTANT DIRECTOR, AND THEN IT HAS SIX STAFF MEMBERS THAT ARE CONTRACT ANALYSTS. BUT BUSINESS COMPLIANCE ADMINISTRATORS AND CONTRACT OFFICERS.

AND SO THEIR FUNCTION IS TO ONE WORK ON THE SOLICITATION SIDE, REVIEW SOLICITATIONS BEFORE THEY GO OUT TO IDENTIFY SUBCONTRACTING OPPORTUNITIES AND WORK WITH THE VENDORS, ATTEND PRE-BID MEETINGS.

THEY ALSO DO THE COMPLIANCE PIECE. SO ONCE WE'VE AWARDED A CONTRACT ENSURING THAT THEY'RE MEETING THE REQUIREMENTS FROM THE BID POLICY AND THEN THEY ALSO HANDLE OUTREACH. SO WORKING WITH OUR AGENCIES THE CHAMBERS AND THE DIFFERENT CONTRACTORS ASSOCIATIONS WE WORK WITH WORKING WITH THEM AS WELL.

[01:10:01]

THEY'RE FOCUSED SOLELY ON THAT. GREAT. AND THEN FOR THE CITY STORE, WHICH YOU TALK ABOUT ON SLIDE EIGHT.

COULD THAT ENTIRE OPERATION BE OUTSOURCED? YOU KNOW, LIKE IF YOU RETURN SOMETHING TO COSTCO, THEY DON'T WORK WITH RESELLING THINGS. THEY HAVE A VENDOR, THEY GIVE EVERYTHING THERE.

THEY GET A PERCENTAGE OF IT. SO THAT'S SOMETHING WE COULD DO.

WE'RE ALSO WE ALSO HAVE A LEASE FOR THE STORE.

RIGHT? YES. SO THE CITY STORE IS TWO EMPLOYEES.

THEY BASICALLY MANAGE THE INTAKE OF THE SURPLUS FROM THE DEPARTMENTS.

AND THEN WE USE LONE STAR FOR AUCTIONING AND PUTTING THINGS ON THE SITES.

WE ACTUALLY ARE NOT OPEN TO THE PUBLIC. IT'S ALL DONE ONLINE.

BUT AGAIN, THERE'S THERE'S TWO EMPLOYEES IN THAT OPERATION.

RIGHT. BUT COULD THAT WHOLE THING JUST BE OUTSOURCED? I HAVEN'T BEEN HERE LONG ENOUGH TO KNOW, BUT I WILL LOOK AT IT.

WELL, I MEAN, PERHAPS INSTEAD OF ACCEPTING IT AT A FACILITY WE RENT, IT JUST ALL GOES TO LONE STAR.

AND THOSE TWO EMPLOYEES CAN BE INCORPORATED SOMEWHERE ELSE WITHIN THE CITY.

SO THANK YOU VERY MUCH. OKAY. I THINK WE'RE GOOD.

MR.. RESENDEZ. MR.. MORENO, ANYTHING ELSE? YOU DID GOOD JOB, TIM.

THANK YOU. YEAH. GOOD JOB. AND WE UNDERSTAND THAT YOU'RE TRYING TO MAKE IT BETTER AND WE APPRECIATE IT.

SO THANK YOU. ANITA. IT'S GOOD TO SEE YOU. OKAY.

WE'RE GOING TO MOVE ON TO SEE UPDATE ON ARTIFICIAL ARTIFICIAL INTELLIGENCE, THE CITY AI PLAN GOVERNANCE AND BEST PRACTICES AND UPCOMING PROJECTS WITH BRITTA ANDRUSAK.

OH, THERE YOU ARE. AND IF WE COULD GET THIS DONE IN THE NEXT 5 TO 10 MINUTES, THAT WOULD BE PERFECT.

WE WILL ATTEMPT TO DO THAT. THANK YOU SO MUCH.

GOOD AFTERNOON, HONORABLE CHAIR AND COMMITTEE MEMBERS.

MY NAME IS ANDREW CHUCK. AS YOU KNOW, I AM JOINED BY TANISHA DORSEY, WHO IS OUR INTERIM CIO, AND WE ARE PLEASED TO UPDATE YOU ON THE CITY'S PLAN.

SO TO PROVIDE A LITTLE BIT OF BACKGROUND, LAST YEAR IN FEBRUARY, WE UPDATED THIS COMMITTEE ON OUR AI PLAN.

LARGELY, WHAT WE'RE DOING TODAY IS WE'RE GOING TO PROVIDE YOU WITH UPDATES, SOME OF OUR EARLY RESULTS, AND LET YOU KNOW ABOUT NEXT STEPS IN THE THREE BIG AREAS THAT WE IDENTIFIED AS QUICKLY AS POSSIBLE, I'M GOING TO GO THROUGH WHAT IS AI BECAUSE IT'S IMPORTANT TO UNDERSTAND WHICH OF THESE WE'RE APPLYING IN DIFFERENT AREAS. SO AI IS SIMPLY A SIMPLY PUT, TEACHING A COMPUTER TO LEARN, MUCH LIKE YOU WOULD TEACH A PUPPY TO SIT.

RIGHT. AND WE HAVE TWO LARGE SCHOOLS OF AI, GENERATIVE AI AND TRADITIONAL AI.

GENERATIVE AI IS THAT CHATGPT STUFF THAT EVERYBODY IS TALKING ABOUT.

IT'S ARTIFICIAL INTELLIGENCE THAT ACTUALLY GENERATES AN IMAGE OR TEXT.

TRADITIONAL AI IS WHAT IT'S BASED ON. THIS IS MACHINE LEARNING, DEEP LEARNING, SUPERVISED LEARNING, MUCH MORE PROGRAMMATIC. IT'S BEEN AROUND FOR DECADES.

IT IS PRETTY TRIED AND TRUE. YOU CAN SEE IN THESE CONCENTRIC CIRCLES WHERE MACHINE LEARNING AND GENERATIVE AI FIT WITHIN THIS SUBFIELD.

AND TO EXPLAIN THIS QUICKLY AND SIMPLY. MACHINE LEARNING IS HOW YOU TEACH A COMPUTER TO RECOGNIZE PATTERNS.

SO, FOR EXAMPLE, YOU COULD SHOW A COMPUTER TONS OF PICTURES OF CATS.

EVENTUALLY THAT WOULD COMPUTER WOULD LEARN TO IDENTIFY CATS CORRECTLY.

ANOTHER SUBFIELD OF THIS IS CALLED SUPERVISED LEARNING.

THIS IS WHEN WE PROVIDE LABELED EXAMPLES. SO THIS IS A CAT.

THIS IS NOT A CAT. THAT'S WHEN YOU HAVE A HUMAN IN THE LOOP HELPING YOU DETERMINE WHICH IS WHICH.

DEEP LEARNING WHICH IS ANOTHER SUBFIELD OF MACHINE LEARNING.

INSTEAD OF YOU TELLING IT, IT'S A CAT. IT LOOKS AT ALL THE PICTURES OF CATS ONLINE AND UNDERSTANDS THE COMPONENTS TAIL, WHISKERS, EARS AND SAYS, OH, THIS MUST BE A CAT.

AND THIS IS WHERE WE TRANSITION INTO GENERATIVE AI.

DEEP LEARNING TO GENERATIVE AI IS WHEN IT CREATES NEW THINGS.

SO INSTEAD OF JUST RECOGNIZING A CAT, IT ACTUALLY BUILDS A REALISTIC IMAGE OF A CAT THAT DOESN'T EXIST.

JUST REAL QUICK. THE CATEGORIES ARE. MACHINE LEARNING IS THAT BIG CATEGORY.

DEEP LEARNING AND SUPERVISED LEARNING ARE SUBFIELDS, AND GENERATIVE AI ACTUALLY CREATES THAT NEW DATA.

SO ON SLIDE 14, IN 2024, GFM WAS BRIEFED ON THE AI PLAN, WHICH WAS ABOUT CREATING GUARDRAILS, SELECTING KEY PRODUCTS, AND PREPPING STAFF AND DATA.

SO WE HAD GOVERNANCE AND BEST PRACTICES, APPLICATIONS AND PROJECTS AND EDUCATION AND PREPARATION.

SO GOVERNANCE IN GENERAL IS JUST CREATING DIRECTION, CLARITY AND A SAFE PATH FORWARD.

AS WITH ANY POWERFUL TOOL, THERE ARE POTENTIAL RISKS AND SO BAD DATA FLAWS IN A MODEL CAN PRODUCE BAD OUTPUTS.

MALICIOUS HUMAN ACTORS EXIST. THERE IS BIAS. THERE ARE A LOT OF LAWSUITS.

YOU PROBABLY HEAR ABOUT THEM FREQUENTLY IN THE NEWS, AND THE CITY IS STILL RESPONSIBLE FOR THE OUTPUT OF THAT MODEL.

SO WE NEED TO BE CLEAR ABOUT WHAT'S IN IT AND BE TRANSPARENT.

I'VE GOT A QUICK LIST OF RECOMMENDATIONS TO COUNTER RISK KEEPING A HUMAN BEING IN THE LOOP.

MORE TRADITIONAL VERSUS GENERATIVE AI. IT'S MORE TRIED AND TRUE, LESS RISK.

A TRANSPARENCIES OF OUR METHODOLOGY, AN ENTERPRISE APPROACH TO AI SO PEOPLE ARE NOT OUT JUST ENVISIONING AI SOLUTIONS EVERYWHERE AND SELECTING

[01:15:09]

THANK YOU, DOCTOR BRITA. I WANT TO PICK UP WHERE WE TALK ABOUT GOVERNANCE.

AS WE HAVE DEVELOPED OUR AI PLAN, WE FOCUS ON GOVERNANCE AND BEST PRACTICES.

RIGHT NOW, WE ARE DEVELOPING OUR ADMINISTRATIVE DIRECTOR FOR AI.

AND THE FOCUS FOR US IN AI IS ALWAYS TO HAVE A ENTERPRISE APPROACH.

BUT ONE OF THE THINGS WE WANT TO MAKE SURE IS THAT THERE IS SOME CONSISTENCY.

IF YOU GO OVER TO SLIDE 21, WE TALK ABOUT OUR AI GOVERNANCE APPROACH.

OKAY. HERE WE'RE USING WHAT WE CALL A ONE FRONT DOOR.

THAT MEANS ALL TECHNOLOGY REQUESTS, INCLUDING THOSE RELATED TO AI, COME THROUGH OUR TR OR TECHNOLOGY REQUEST PROCESS AND GOES INTO IT GOVERNANCE. THAT'S WHERE WE HAVE THE OPPORTUNITY TO LOOK AT IT IN MULTIPLE WAYS.

FIRST, WE'RE LOOKING AT IT AS SOMETHING THAT SHOULD WE DO IT? ALSO WE'RE LOOKING AT CAN WE DO IT? THIS GIVES THE OPPORTUNITY FOR THESE REQUESTS TO GO TO DATA GOVERNANCE, IT GOVERNANCE, CAMERA GOVERNANCE, TO LOOK AT ALL COMPONENTS OF THE TECHNOLOGY TO MAKE SURE WE'RE ENSURING THAT THIS ACTUALLY IS TECHNOLOGY THAT WE WANT TO USE IN THE CITY.

AND WE WILL UNDERSTAND THE BEST WAYS TO USE IT.

GOING BACK TO LOOKING AT THOSE USE CASES. OKAY.

OKAY. I WANT TO JUMP OVER TO SLIDE 25 AND JUST GIVE AN EXAMPLE OF A FEW APPLICATIONS THAT WE'VE RECENTLY LEVERAGED USING AI.

THE FIRST ONE IS THE TANGO GEN AI I ASSISTANT.

IT HELPS DIFFERENT DEPARTMENTS TO DRAFT TRAINING GUIDES, USER GUIDES, POLICIES AND PROCEDURES.

SO IN THE MANUAL PROCESS OF WHERE YOU HAVE TO CLICK EACH I'M SORRY, CLICK EACH FRAME.

DO A SCREEN CAPTURE OF EACH ITEM TO PACKAGE TOGETHER ANY TYPE OF DOCUMENTATION.

TANGO ALLOWS YOU TO JUST WALK THROUGH EACH STEPS AND IT MONITORS YOUR SCREEN.

IT CAPTURES THOSE IMAGES AND IT GENERATES A DOCUMENT FOR YOU.

THIS IS WHERE WE CAN SEE SOME INCREASED PRODUCTIVITY IN OUR STAFF, WHERE THEY CAN FOCUS ON MORE THE HIGHER VALUE TASKS, RATHER THAN HAVING TO DO REPETITIVE MANUAL TASKS.

SIMILARLY, WE ARE LAUNCHING GRAMMARLY AI AS A WRITING ASSISTANT.

IT HELPS STAFFERS TO BE ABLE TO LOOK AT THE DOCUMENTS THAT THEY ARE DEVELOPING, WALK THROUGH THOSE VERY QUICKLY, AND IT ALSO HELPS WITH THEM LOOKING AT THEIR EMAILS, MAKING SURE THAT THE TONE AND STYLE OF THOSE EMAILS ARE APPROPRIATE FOR THEIR THE AUDIENCE. AND LASTLY, WE HAVE ANOTHER POTENTIAL PROJECT WITH OUR CODE COMPLIANCE AND DEVELOPMENT SERVICES PLANNING AND DEVELOPMENT SERVICES GROUP, WHERE WE'RE GOING TO USE A RETRIEVAL AUGMENTED GENERATION OR RAG AI.

THIS ALLOWS STAFF TO BASICALLY FOCUS ON OTHER THINGS WHERE THEY MIGHT BE SPENDING TIME RESEARCHING INFORMATION IN THE CODE. FOR EXAMPLE, WHAT'S THE HEIGHT LIMIT FOR GRASS OR WEEDS ON PRIVATE PROPERTY? THEY WOULD HAVE TO GO THROUGH THE CODE AND DO ALL THOSE SEARCHES. THIS TOOL WILL ACTUALLY GO IN AND DO THE WORK FOR THEM AND RETURN THE RESPONSE THAT THE LIMIT IS IT CAN EXCEED 12IN. OKAY, SO JUST TO TO WRAP TO WRAP THINGS UP HERE ON PAGE 29, TANISHA FOCUSED ON THE ENTERPRISE WIDE PROJECTS.

WE'RE JUST GOING TO FOCUS ON JUST A COUPLE SELECT EXAMPLES OF NARROWER SCOPE, HIGH IMPACT PROJECTS.

WE'VE USED THIS ON HUMAN TRAFFICKING TO TRY TO HELP IDENTIFY RISK FOR HIGH RISK VICTIMS. WE'VE USED THIS ON SLIDE 30 TO WORK ON FIRE RISK MODELS TO CREATE A STRUCTURE RISK SCORE TO HELP PRIORITIZE INSPECTIONS, WHICH CAN HELP BFR POTENTIALLY SAVE PROPERTY AND MOST IMPORTANTLY, LIVES.

ON SLIDE 31, WE'RE USING THIS IN THE WE'RE PLANNING ON USING THIS CURRENTLY IN THE OPIOID SPATIAL MODELING.

SO A REGRESSION ANALYSIS AND MACHINE LEARNING TO LOOK AT HIGH RISK AREAS SO THAT WE CAN MORE EFFECTIVELY COMBAT THAT.

ON SLIDE 32 A GEOSPATIAL AI CHATBOT. SO WE HAVE THOUSANDS OF DATA SETS THAT ARE MAPS AND SHAPEFILES.

AND THIS ALLOWS PEOPLE TO DO A PLAIN LANGUAGE SEARCH, SHOW ME THE ROADWAY DATA.

AND THEN ON SLIDE 33, WITH CODE COMPLIANCE USING CAMERAS AND AI TO PROACTIVELY IDENTIFY CODE COMPLAINTS, IMPROVING OPERATIONAL EFFICIENCIES AND THE NEIGHBORHOOD.

JUST BRIEFLY ON EDUCATION, DATA LITERACY MATTERS.

YOUR DATA MATTERS. YOU HAVE TO HAVE PROCESSES DOCUMENTED TO AUTOMATE THEM.

WE'RE WORKING ON ALL OF THAT. ON SLIDE 36, YOU CAN SEE SOME OF THE COURSES THAT WE HAVE OFFERED AND IMPLEMENTED TO GET THE TEAM READY.

AND THEN NEXT STEPS. OUR FINAL SLIDE ON 37 IS HOW DO WE STRENGTHEN AND PROMOTE AI GOVERNANCE? LIKE TANISHA MENTIONED, ONE FRONT DOOR BRINGING EVERYTHING THROUGH ONE FRONT DOOR SO IT CAN BE ANALYZED, ENHANCING OUR AI LITERACY SO THAT WE CAN WORK SMARTER AND MORE EFFICIENTLY, ADVANCING KEY PROJECTS AND EXPLORING NEW OPPORTUNITIES LIKE SOME OF THE ONES WE SHARED.

OPTIMIZING EFFICIENCY BY VALUING BALANCING VENDORS AND INTERNAL EXPERTISE.

[01:20:05]

AND WITH THAT, I HOPE I'M CLOSE TO FIVE MINUTES AND WE'LL TAKE ANY QUESTIONS YOU HAVE. THANK YOU.

OKAY. ANY QUESTIONS OR COMMENTS? MENDELSOHN. OKAY.

THANK YOU FOR THE RETRIEVAL. AUGMENTED GENERATION TO SEARCH FOR THE CITY CODES.

IS THAT OPEN TO THE PUBLIC OR IS THAT JUST FOR STAFF? INITIALLY IT IS FOR STAFF, BUT WE WILL BE USING THE CHATBOT, PUTTING IT ON THE WEBSITE, AND IT WILL BE AVAILABLE FOR RESIDENTS TO BE ABLE TO USE THAT.

AND WHEN YOU SAY IT'S FOR I KNOW THE EXAMPLE IN THE PRESENTATION WAS LIKE FOR CODE COMPLIANCE.

BUT OUR OUR STAFF, CAN THEY USE IT ALSO LIKE THERE'S VERY OFTEN TIMES WE GET QUESTIONS AND YOU KNOW, WE HAVE TO BUG EVERYBODY TO GET THE ANSWER RIGHT. THE ORIGINAL PILOT WAS THIS SPECIFIC USE CASE FOR CODE COMPLIANCE FOR CODE.

BUT WE DID A WORKSHOP, INVITED IN MULTIPLE DEPARTMENTS, AND WE FOUND OUT THAT THIS USE CASE WAS ENTERPRISE WIDE.

SO OUR APPROACH WOULD BE TO LOOK AT OTHER DEPARTMENTS, WHAT'S THEIR SPECIFIC QUESTIONS AND HOW THEY CAN USE IT.

SO IT WILL BE AVAILABLE FOR STAFF AS WELL AS ROLLING IT OUT FOR RESIDENTS TO THE PUBLIC.

WELL, I'LL JUST RAISE THE HAND FOR MCC. WE WOULD DEFINITELY LIKE THAT.

AND SO IF IF IT OPENS UP TO THE OTHER DEPARTMENTS, WILL YOU JUST KEEP US UPDATED WITH A MEMO OR SOMETHING? YES. YES. OKAY. AND THEN FOR THE GEOSPATIAL AI CHATBOT, THIS IS OPEN TO THE PUBLIC.

CORRECT? YES. WE DO INTEND TO OPEN IT UP TO THE PUBLIC.

IT'S STILL IN BETA, BUT WE DO HOPE TO INVITE IT TO THE PUBLIC.

YES. OKAY. SO AGAIN, IF YOU'LL JUST KEEP US UPDATED AND ALSO HOW TO GET TO IT, LIKE WHERE THEY CAN FIND IT IF IT'S GOING TO BE ON THE HOME PAGE, OR IF THEY NEED TO GO TO A CERTAIN DEPARTMENT.

THAT'D BE GREAT. YES MA'AM. THERE SEEMS TO BE A PRETTY STRONG FOCUS ON EDUCATION AND PREP, AND I APPRECIATE THAT. HOWEVER, IF YOU TAKE SOMETHING LIKE AN IPHONE, NOBODY TAKES A CLASS TO LEARN TO USE YOUR IPHONE BECAUSE IT'S JUST THAT INTUITIVE.

AND SO I'M WONDERING IF YOU FEEL LIKE THE TOOLS THAT YOU'RE BRINGING FORWARD WILL BE INTUITIVE ENOUGH FOR STAFF, THAT ACTUALLY IT WILL BE MINIMAL TRAINING. AND OF COURSE, THIS IS BECOMING MORE AND MORE UBIQUITOUS.

YES. THAT'S A GREAT QUESTION. THANK YOU FOR THAT. SO IN TERMS OF THE TRAINING THAT WE PROVIDED, WE PROVIDED THINGS ESSENTIALLY ON TWO LEVELS.

ONE WAS FOR THE ACTUAL ANALYSTS THAT ARE BUILDING SOME OF IT, GIVING THEM SOME OF THE MORE IN-DEPTH BACK END TECHNICAL TRAINING.

THE OTHER COMPONENT WERE WIDELY THINGS LIKE HOW TO MAKE SURE YOU'RE NOT INTRODUCING BIAS OR MITIGATE RISK INVOLVED WITH AI, BUT OUR HOPE IS THAT THE TOOLS ARE INTUITIVE ENOUGH, LIKE AN IPHONE, THAT WE CAN KIND OF ROLL THOSE OUT.

SO THEY WERE REALLY KIND OF PREPARATORY PHASE, BACK END PHASE.

I DON'T KNOW IF TANISHA HAS ANYTHING TO ADD. YES, I AGREE WITH DOCTOR ANDRYSIAK.

THERE ARE A LOT OF THE TOOLS THAT WE WILL BE USING ARE EMBEDDED IN THE SOLUTIONS THAT EVERYONE ALREADY USES.

WHAT WE FEATURED HERE WAS SOME NEW ITEMS, BUT THE CITY CURRENTLY USES MICROSOFT EXCHANGE FOR A LOT OF OUR OFFICE PRODUCTIVITY TEAMS. EMAIL, OUTLOOK, EXCEL. THOSE TYPE SOLUTIONS ARE ALSO JUST INCLUDING AI FEATURES.

SO AS WE HAVE OPPORTUNITIES TO PARTNER WITH DIFFERENT VENDORS THAT HAVE THOSE SOLUTIONS ALREADY WITH AI IN IT, WE WILL LEVERAGE THOSE. ARE YOU ENVISIONING THAT AI BECOMES OR SHOULD ALREADY BECOME AN ITEM AS PART OF A JOB DESCRIPTION IN TERMS OF EXPERIENCE OR KNOWLEDGE? SO IN SOME CASES, IT IS ALREADY PART OF THAT.

I THINK IT'S MUCH LIKE THE COMPUTER. WHEN THE COMPUTER APPEARED IN THE WORKFORCE, WE HAVE TO LEARN TO WORK WITH IT.

AND SO I DO THINK THAT THAT'S GOING TO BECOME JUST AS LIKE FAMILIARITY WITH THE MICROSOFT SUITE, SAME, SAME SORT OF PRINCIPLE. SO MAYBE IF YOU COULD TALK TO HR ABOUT ADDING THAT TO THE APPLICATION AS AN ITEM THAT SOMEBODY WOULD FILL OUT, YOU KNOW, IF THEY'RE USING PERPLEXITY OR CHAT OR WHATEVER, WHATEVER IS THEIR THING.

AND THEN MY LAST QUESTION IS WHAT KIND OF INITIATIVE YOU HAVE GOING TO INSTITUTE AN LLM FOR THE CITY? I MEAN, I THINK THAT WOULD CREATE AN ENORMOUS, YOU KNOW, EFFICIENCY.

AND I MEAN, I JOKINGLY SAY I MIGHT NOT NEED ONE STAFF MEMBER IF WE HAD A ROBUST LLM.

OKAY. WELL, I WAS TRYING TO THINK, CAN I JUST CLARIFY? SO WHEN YOU SAY AN LLM, ARE YOU TALKING ABOUT SOMETHING SPECIFICALLY LIKE OUR OWN VERSION OF CHATGPT, LIKE A LARGE LANGUAGE MODEL? AND SO ONE OF THE THINGS THAT WE KNOW IS THAT THERE'S ONLY ABOUT FOUR OF THOSE RIGHT IN THE WORLD, AND THEY'RE PRETTY TIME INTENSIVE TO BUILD WHAT WE'RE WORKING ON.

SORRY. SORRY. SO NO, AN INTERNAL LM, NOT ONE THAT'S UNDERSTOOD.

OPEN. OKAY. JUST JUST THE CITY OF. GOTCHA. SO TANISHA IS GOING TO TALK ABOUT THAT, BUT WE ARE CURRENTLY.

I MEAN, THIS IS NOT. WE WOULD NOT BE THE FIRST.

OKAY. SO TANISHA IS GOING TO TALK ABOUT THAT.

YEAH. SO I'LL HIT YOUR BUTTON. OKAY. THANK YOU.

[01:25:04]

BUT WE ARE LOOKING AT THE INFRASTRUCTURE THAT WE HAVE.

WE'RE LOOKING AT, YOU KNOW, WHAT DATA WE HAVE.

WE'RE LOOKING AT HOW WE CAN DEVELOP MODELS TO TRAIN THEM AND BUILD THEM, AND THEN WHAT RESOURCES IT WILL TAKE FOR US TO ACTUALLY BE ABLE TO MANAGE THOSE.

I'LL GET MORE INFORMATION BACK TO YOU ON WHERE WE COULD GO WITH DEVELOPING OUR OWN LM.

AND SO JUST TO BE CLEAR, SO WE ALSO ARE WORKING WITH.

WE'RE DOING A PRELIMINARY DATA ASSESSMENT WITH MICROSOFT.

WHO IS WHO IS PROVIDING SERVICE FOR THE GOVERNMENT VERSION OF OPENAI, CHATGPT, WITH THE ABILITY TO USE THAT MODEL IN A GOVERNMENT SETTING.

SO THAT MIGHT ALSO ANSWER YOUR QUESTION. I'M NOT SURE.

SO I'LL JUST GIVE YOU THIS INPUT THEN. WHAT WOULD BE SUPER HELPFUL FOR ME IS IF ALL PUBLIC MEETINGS, THAT MEANS COMMITTEE MEETINGS, AGENDA BRIEFINGS INCLUDING IF WE HAVE A RECORDED PUBLIC MEETING.

SO LIKE WE HAVE OUR BUDGET TOWN HALLS THAT WILL BE RECORDED IF ALL OF THOSE, IF ALL THE MANAGER MEMOS, COUNCIL MEMOS, ALL THOSE SORT OF DOCUMENTS WERE ALL UPLOADED AND BECOME PART OF THE LLM, THAT'S JUST CITY OF DALLAS, THEN YOU'LL HAVE VERIFIABLE INFORMATION. SO LIKE RIGHT NOW WE HAVE TRANSCRIPTION OF OUR MEETINGS.

THAT'S HAPPENING, BUT OUR OLDER MEETINGS DON'T HAVE IT.

SO EVEN SOMEBODY GOING BACK AND, YOU KNOW, PUT ON PUT ON THE RECORDER AND LET'S ADD IT IN AND THEN UPLOAD IT.

THIS WOULD BE AN INCREDIBLE TIME SAVER. AND SO I MEAN I'LL VERY OFTEN ASK MYSELF, HEY, YOU KNOW, THERE'S A PUBLIC SAFETY ITEM. SOMETIME IN THE LAST SIX YEARS I'VE BEEN ON COUNCIL, YOU KNOW, TELL ME EVERY TIME WE TALKED ABOUT, LET'S SAY, TASERS AND THEY'LL HAVE TO GO THROUGH EVERY AGENDA, THEN GO BACK AND WATCH THEM. I MEAN, THIS IS A FULL DAY PROJECT FOR ME TO FIND OUT.

THE ONE THING I NEEDED TO KNOW THAT REALLY IS A FIVE MINUTE ANSWER.

IF IF YOU HAD AN LLM THAT WAS WORKING PROPERLY.

SO ANYHOW, THAT'S THE THING THAT YOU COULD DO TO MAKE MY LIFE EASIER.

BUT I THINK IT'S NOT ME. IT'S IT'S NOT JUST ALL OF COUNCIL.

I THINK THE PUBLIC, YOU KNOW, IF THEY WANT TO KNOW HOW TASERS WORK, LIKE THEY CAN GO AND WATCH SOME OF THE DIFFERENT PRESENTATIONS WE'VE HAD, GET THE DATA. WE DEPLOYED OVER 600 TIMES LAST YEAR.

ALL THOSE FACTS WOULD BE AVAILABLE, AND WE WOULDN'T HAVE SOME OF THE CRAZY CONVERSATIONS THAT HAPPEN ON NEXTDOOR BECAUSE THERE'S THE DATA.

SO THANK YOU. OKAY. THANK YOU. I HAVE SOME. OH, YOU HAVE SOMETHING? YEAH. SORRY ABOUT THAT. JUST REALLY QUICKLY WANT TO MAKE A FEW STATEMENTS. THANK YOU SO MUCH FOR THIS INFORMATION.

THIS IS ONE OF THE MOST I IN GENERAL IN WHAT'S HAPPENING RIGHT NOW.

IT'S ONE OF THE MOST EXCITING THINGS THAT'S HAPPENING IN THE WORLD RIGHT NOW.

AND I WILL CHANGE OUR LIVES WHETHER WE WANT IT OR NOT.

SO IT'S CRUCIAL FOR US TO REMAIN PROACTIVE AND IN EXPLORING AI'S POTENTIAL, ESPECIALLY AS IT RELATES TO CITY GOVERNANCE.

OBVIOUSLY, IT'S A IT'S AN INCREDIBLE OPPORTUNITY TO ENHANCE PUBLIC SERVICES AND STREAMLINE OPERATIONS AND MAKE DATA DRIVEN DECISIONS.

IT'S ALSO CRUCIAL, OBVIOUSLY, TO TO RECOGNIZE THE POTENTIAL BENEFITS AND, AND RISKS THAT COME WITH IT.

SO THAT'S WHY THE GOVERNANCE PIECE IS REALLY CRUCIAL.

I DO HAVE ONE QUICK QUESTION, THOUGH, IS WHAT ARE WE DOING TO ENSURE THAT THE INTEGRATION OF AI INTO OUR CITY'S OPERATION MITIGATES BIAS, PARTICULARLY FOR UNDERSERVED COMMUNITIES? I'LL START.

THANK YOU FOR THE QUESTION, SIR. SO ONE OF THE THINGS THAT WE'RE DOING IS WE ARE WORKING ON MITIGATING THAT RISK, BEING AWARE OF IT RIGHT NOW. I THINK THE ONLY DEPARTMENT THAT HAS ANY SORT OF FACIAL RECOGNITION, WHICH IS THE PRIMARY PLACE WE'RE SEEING THAT BIAS IS DPD.

BUT WE WILL CONTINUE TO, TO WORK WITH THEM AND ALL DEPARTMENTS THAT TAKE THIS ON.

SO WE'RE TALKING ABOUT MITIGATING RISK. WE'RE NOT SHARING SENSITIVE OR SECURE DATA.

BUT YES, IT'S AN ONGOING ISSUE THAT WE'RE ALL SORT OF WORKING ON LIVE TOGETHER BECAUSE THEY HAVEN'T REALLY SOLVED THIS.

I ISN'T PARTICULARLY GOOD AT THIS YET. I DON'T KNOW IF TANISHA WANTS TO ADD.

YEAH. SO ONE OF THE THINGS THAT IT'S CURRENTLY FOLLOWS IS THE NATIONAL INSTITUTE FOR STANDARDS AND TECHNOLOGY, OR WHAT WE CALL NIST. THEY HAVE AN AI FRAMEWORK THAT IS RELATED TO RISK MANAGEMENT, AND IT LOOKS AT DATA PRIVACY.

IT LOOKS AT MAKING SURE THAT YOUR AI DOES NOT DEVELOP BIAS.

AND IT REALLY MAKES SURE THAT WE'RE GOING TO FOLLOW WE'RE FOLLOWING THAT PROGRAM SO THAT WE ARE NOT AT RISK FOR LITIGATION AGAINST PEOPLE WHO FEEL THAT THEY HAVE BEEN SOUGHT OUT SPECIFICALLY, OR THAT I IS IMPACTING THE SERVICES THAT WE'RE PROVIDING TO THEM.

OKAY. WELL, THANK YOU ALL SO MUCH FOR THAT. AND AGAIN, THANK YOU ALL SO MUCH FOR THE WORK THAT YOU ALL ARE DOING ON THIS. THAT'S ALL I HAVE.

THANK YOU. OKAY. I BELIEVE THAT'S IT. THANK YOU LADIES.

WE'RE MOVING TO I KNOW IT SAYS JOHN JOHNSON. OH.

OH, PAUL. I'M SORRY. YOU POPPED IN. I'M SORRY.

GO AHEAD. YEAH. YES. WHAT IS THE PROCESS IF YOU HAVE ONE TO IDENTIFY NEW AND ADDITIONAL APPLICATIONS FOR AI

[01:30:04]

IF YOU'RE TALKING ABOUT WHAT I, WE ALREADY HAVE THAT MAY THAT WE MAY LEVERAGE, WE HAVE A CAPABILITIES MANAGEMENT PROCESS THAT LOOKS AT THE I ALREADY IN THE CITY AND IT LOOKS AT VENDORS THAT WE COULD PARTNER WITH THAT HAVE I THAT'S ALREADY APPROVED.

WELL I'M TALKING ABOUT NEW APPLICATIONS. FOR EXAMPLE I'LL THROW TWO OF THEM OUT THAT OTHER CITIES ARE USING BUT AREN'T INDICATED IN YOUR PRESENTATION. ONE OF THEM IS PERMITTING. HOW COULD WE USE AI TO EXPEDITE OUR PERMITTING PROCESS? AND THE SECOND ONE IS THE CITY ATTORNEY'S OFFICE.

THEY WRITE SO MANY DOCUMENTS THAT ARE REPETITIVE THAT WE COULD USE AI TO GENERATE AT LEAST A FIRST DRAFT TO SAVE TREMENDOUS AMOUNTS OF STAFF LABOR IN THE CITY ATTORNEY'S OFFICE.

YES, SIR. I'LL TAKE THAT. OH, I'M SORRY IF I CUT OFF THE LAST PART OF YOUR QUESTION.

SO WE ONLY TALKED ABOUT A FEW EXAMPLES HERE. SO I WILL SAY, FIRST OF ALL, TANISHA TALKED ABOUT THE GRAMMARLY APPLICATION, WHICH IS REALLY DESIGNED FOR DOCUMENT CREATION LIKE YOU'RE TALKING ABOUT.

AND SO IF WE PILOT THAT ENTERPRISE WIDE THEN THERE WOULD BE THE OPPORTUNITY TO UTILIZE THAT.

THE OTHER THING I WILL SAY WITH PERMITTING IS WE HAVE ABOUT THREE DIFFERENT THINGS THAT WE'RE WORKING ON RIGHT NOW TO TRY TO SCOPE OUT USING AI TO EXPEDITE AND MAKE THE PERMITTING PROCESS MORE EFFICIENT.

WE'RE NOT AT A POINT WHERE WE'RE DELIVERING THAT, BUT WE ARE WORKING ON THOSE.

YEAH. DO YOU HAVE A TIME FRAME IN MIND FOR WHEN THAT COULD BE DELIVERED, PERHAPS IN CONJUNCTION WITH THEIR GOING LIVE WITH THEIR NEW SOFTWARE PROGRAM? SO I THINK THAT'S NEXT MONTH. SO WE'RE NOT GOING TO BE IN CONJUNCTION WITH GOING LIVE.

I DON'T KNOW IF YOU HAVE A TIMELINE. WE DO NOT ON OURS.

THIS IS STILL PRELIMINARY. TRYING IT, SEEING IF WE CAN MAKE THE.

I KIND OF READ THE DATA IN THE WAY THAT WE NEED IT TO AND HAVE IT BE ACCURATE.

SO WE DON'T ACTUALLY HAVE A TIMELINE YET, SIR, FOR THE TECH.

OKAY. BUT YOU ARE. BUT YOU ARE WORKING ON THAT.

YES, SIR. OKAY. VERY GOOD. THANK YOU. THANK YOU.

NOW WE'RE DONE. THANK YOU. ALL RIGHT. ASHLEY.

REVIEW OF THE CITY REAL ESTATE FOR DEVELOPMENT AND REDEPLOYMENT.

CADILLAC HEIGHTS ACQUISITION UPDATE. PROJECT FUNDING, PROJECT PHASE AND NEXT STEPS.

GOOD AFTERNOON. COMMITTEE MEMBERS, ASHLEY EUBANKS, FACILITIES AND REAL ESTATE MANAGEMENT.

I'LL DO MY BEST TO BE VERY BRIEF. AS PART OF OUR MONTHLY UPDATE TO THIS COMMITTEE ON THE REVIEW OF CITY REAL ESTATE FOR DEVELOPMENT AND REDEVELOPMENT.

TODAY'S FOCUS WILL BE ON A SPECIFIC PROPERTY OR AREA PREVIOUSLY IDENTIFIED AS CADILLAC HEIGHTS.

SKIPPING TO SLIDE THREE. YOU WILL SEE A MAP OF THE CADILLAC HEIGHTS AREA, WHICH HAS BEEN DIVIDED INTO MULTIPLE PHASES OVER TIME. I WILL PROVIDE MORE DETAILS INFORMATION ON THESE PHASES IN THE UPCOMING SLIDES.

THE CADILLAC HEIGHTS AREA CURRENTLY COVERS APPROXIMATELY 70 ACRES OF LAND AND IS SITUATED WITHIN COUNCIL DISTRICT FOUR.

SLIDE FOUR. THIS MAP THAT YOU SEE BEFORE YOU IS THE CURRENT ZONING AS WELL AS THE FLOODPLAIN AREAS.

YOU WILL SEE THERE ARE THREE ZONING TYPES. TOWNHOUSE IS IN THE NORTHERN PART OF THE PROPERTY.

R5 ZONING IS MORE CENTRALLY LOCATED, AND INDUSTRIAL ZONING IS IN THE SOUTHERN PORTION OF THE PROPERTY.

NEXT SLIDE. THE PROJECT FUNDING. THIS SLIDE ILLUSTRATES THE FUNDING USED TO ACQUIRE THE PROPERTIES IN THE CADILLAC HEIGHTS AREA THAT ARE SOURCED FROM OUR 2003 AND 2006 BOND FUNDS.

NEXT SLIDE. PHASE ONE OF THE CADILLAC HEIGHTS AREA SPANS ACROSS 27.5 ACRES OF LAND, AND IT INCLUDES 103 PARCELS, WHICH HAVE BEEN ACQUIRED USING 2003 BOND FUNDS.

IN JANUARY OF 2023, COUNCIL APPROVED AN ADDITIONAL USE FOR THIS AREA AS A FUTURE PARK, LEADING TO THE CURRENT DEVELOPMENT OF ROLAND PARRISH PARK.

NEXT SLIDE. PHASE TWO. THE ACQUISITION EFFORTS FOR PHASES TWO AND PHASE THREE HAVE BEEN WERE PREVIOUSLY PAUSED. SPECIFICALLY IN THIS PHASE, THE REMAINING PARCELS WILL LIKELY REQUIRE ED EMINENT DOMAIN DUE TO TITLE ISSUES THAT EXIST

[01:35:06]

PHASE TWO COVERS APPROXIMATELY 23.6 ACRES OF LAND AND INCLUDES 101 PARCELS.

THERE ARE SEVEN PROPERTIES STILL TO BE ACQUIRED WITH 2006 BOND FUNDS.

IT IS OUR GOAL AND WE'RE PLANNING TO PROCEED WITH ACQUISITION EFFORTS WITH NEW APPRAISALS CURRENTLY UNDERWAY.

NEXT SLIDE. PHASE TWO B IS IN A SIMILAR STATUS OF PHASE TWO A.

IT ENCOMPASSES APPROXIMATELY 5.3 ACRES OF LAND AND INCLUDES 29 PARCELS.

THERE ARE FOUR PARCELS REMAINING TO BE ACQUIRED USING 2006 BOND FUNDS.

AGAIN, THE PLAN IS TO PROCEED WITH ACQUISITION EFFORTS, WITH NEW APPRAISALS ALSO IN PROGRESS FOR THESE PROPERTIES.

NEXT SLIDE. LASTLY, PHASE THREE. IT COVERS APPROXIMATELY 13.8 ACRES OF LAND AND INCLUDES 68 PARCELS WITH 16 PARCELS STILL TO BE ACQUIRED. I WOULD LIKE TO NOTE THAT THERE IS A SMALL OVERLAP IN THE BOTTOM QUADRANT OF PHASE THREE DUE TO DWS LEVEE PROJECT.

THE MAJORITY OF THE PROPERTIES REMAINING TO BE ACQUIRED, WHICH WERE PREVIOUSLY PUT ON HOLD IN 2021, HAVE BEEN REACTIVATED THIS YEAR. WHILE THERE IS STILL.

WHILE THERE WAS INITIALLY SOME PUSHBACK FROM RESIDENTS IN THIS PHASE, THERE HAS BEEN A RENEWED INTEREST IN RECONSIDERING ACQUISITION OFFERS.

THE PLAN IS TO PROCEED WITH ACQUIRING THE REMAINING PARCELS, ENABLING THE CITY THE CITY TO GAIN FULL CONTROL OF THE AREAS WITHIN CADILLAC HEIGHTS BOUNDARIES FOR FUTURE DEVELOPMENT. NEXT SLIDE.

NEXT STEPS. THE NEXT STEPS WILL INVOLVE ACQUIRING ALL REMAINING PROPERTIES IN BOTH PHASE TWO AND PHASE THREE, WITH THE GOAL OF SEEKING COUNCIL APPROVAL FOR ED OF PROPERTIES WITHIN PHASE TWO BY MAY OR JUNE OF THIS YEAR.

THE PLAN IS TO ALSO PRESENT NEW OFFERS TO THOSE LOCATED IN PHASE THREE, BASED ON INDEPENDENT APPRAISALS.

WE WILL CONTINUE TO EVALUATE AND REMAIN OPEN TO FEEDBACK REGARDING THE HIGHEST AND BEST USE FOR THE REMAINING PARCELS IN BOTH PHASE TWO AND PHASE THREE.

AND WITH THAT, THAT CONCLUDES THIS PRESENTATION AND I AM OPEN TO QUESTIONS.

I HAVE QUESTIONS TOO. AND YOU'RE WELCOME TO GO FIRST.

OKAY. MR. MORENO QUESTIONS? NOT AT THIS TIME.

MR.. RESENDEZ. OKAY. SO THERE'S THREE PHASES WE'RE TALKING ABOUT IN PHASE TWO IS BROKEN INTO TWO SEPARATE ITEMS. THAT IS CORRECT. IS IT 56.4 ACRES, THE WHOLE TOTAL AMOUNT, BECAUSE IT'S KIND OF LIKE PHASE ONE IS THIS, PHASE TWO IS THIS. BUT THEN PHASE THREE HAS NOTHING.

SO I'M KIND OF HOW MUCH LAND ARE WE TALKING. SO TOTAL IS 70 ACRES.

70 ACRES. 70 WITH PHASE ONE AND PHASE TWO AND THREE.

OKAY. BECAUSE NOW I'M MISSING. OKAY. DO YOU SEE THE BREAKDOWN ON SLIDE THREE? OKAY, LET'S TAKE A LOOK AT. THERE WE GO. OKAY.

I MISSED. SORRY I MISSED. ADDED MY BAD. OKAY, SO THEN WE SPENT 6.3 MILLION FROM 2003 BOND MONEY TO DO WHAT. SO THAT WAS FOR ACQUISITION. RELOCATION TO DO.

IT WAS FOR. TO DO WHAT? SO WE RELOCATED HOMES OR PEOPLE IN HOMES.

BUT THAT MONEY WAS USED FOR AN ACADEMY, A PARK.

WHAT WAS THE INTENT OF THAT MONEY IN PROPOSITION 16? I GUESS SO PHASE ONE WAS FOR THE POLICE ACADEMY AND IT READS ON.

HOLD ON ONE SECOND. SO SLIDE SIX, I WOULD SAY 2003 BOND PROGRAM PROPOSITION.

IT WAS FOR THE PLANNING, DESIGNING, CONSTRUCTING, RENOVATING, EQUIPPING, EQUIPPING AND FURNISHING POLICE SUBSTATIONS, A POLICE ACADEMY AND RELATED FACILITIES INCLUDING THE ACQUISITION OF LAND.

OKAY. SO THE MONEY WAS USED TO RELOCATE INDIVIDUALS FOR THIS INTENT, BUT NOW IT'S GOING TO BE A PARK.

HOW IS THAT LEGAL? I CAN'T ANSWER THAT, BUT I KNOW THERE WAS A JANUARY 2023 ACTION BY CITY COUNCIL WHICH AUTHORIZED THE USE OF THE PARK. I GET THAT, BUT MY UNDERSTANDING THAT BOND IS A COVENANT BETWEEN THE CITY, AND IT'S A PROMISE BETWEEN THE CITY AND THE VOTERS, AND INTERMINGLING OF SUCH THINGS IS USUALLY A NO NO.

I'M JUST CURIOUS ON WE HAD THE INTENT OF PURCHASING THIS FOR A POLICE ACADEMY, AND NOW IT'S A PARK, WHICH IS FINE. IT SHOULD BE. I MEAN, BUT I'M KIND OF CURIOUS ON HOW WE KEPT THAT COVENANT, AND THE LAWYERS CALLED IT A COVENANT. EVERY TIME I'VE ASKED HIM, I WOULD NEED TO TO DEFER TO THE BOND OFFICE, I GUESS. BUT BUT, YOU KNOW, YOU CAN. AND SO THAT THAT'S MY BECAUSE THEN IT'S GOING TO 2006 BECAUSE THERE'S MORE MONEY AND IF WE'RE STILL USING IT FOR THE SAME THING,

[01:40:02]

WILLOW SANCHEZ FROM THE CITY ATTORNEY'S OFFICE, AND WE'RE HAPPY TO GET THAT ANSWER FOR YOU.

I DON'T HAVE IT WITH ME TODAY BECAUSE, I MEAN.

SO ALL 56 POINTS. SO HOW BIG IS THE PARK? YOU KNOW, YOU WENT THROUGH THIS QUICK.

THE PARK IS COVERING PHASE ONE, AND THAT'S. AND THAT'S THE 27 ACRES.

THAT IS CORRECT. SO WE HAVE 50 ISH ACRES LEFT TO DO X, Y AND Z.

CORRECT. AND PART OF THAT DISCUSSION DURING THAT TIME WAS THAT THIS MONEY WAS SUPPOSED TO BE USED FOR THE INTENT TO DO A POLICE ACADEMY.

AS THAT DISCUSSION CAME BACK UP, SINCE WE'VE HAD THIS CONVERSATION AND OR OTHER RELATED CITY USES, POTENTIALLY EVEN A SERVICE CENTER, I GET THAT, BUT WHERE DOES IT SAY THAT? IN THE THE BOND LANGUAGE? AND I GUESS WE'LL GET THAT INFORMATION.

I'M JUST I MEAN, IT IS KIND OF INTERESTING BECAUSE I REMEMBER THIS ELECTION AND IT WAS DISCUSSED TO DO AT A POLICE ACADEMY.

THERE WAS ALL DURING THE TRINITY RIVER, AND WE'RE NOW DISCUSSING STILL A POLICE ACADEMY.

AND IT SEEMS LIKE EVERY PLACE IS GOING TO HAVE A POLICE ACADEMY.

WE'RE GOING TO DO IT IN THREE PLACES, I DON'T KNOW.

AND SO I'M JUST REALLY CONFUSED. ON WE WENT. IT'S LIKE WE WENT, WE DIVERTED.

AND SO MISS, MISS BLACKMON AND ASHLEY. HELP ME.

HELP ME IF I'M WRONG. MY MEMORY SERVES ME INCORRECTLY.

BUT THE 2006 BOND ELEMENT WAS THAT NOT RELATED FOR OTHER CITY FACILITIES TO 2006, CORRECT? THE 2003 WAS EXCLUSIVE TO THE ACADEMY. THE ACADEMY? THE OH SIX ALLOTMENT OF DOLLARS WAS RELATED TO A POTENTIAL FUTURE SERVICE CENTER.

AND THEN IN 2023, COUNCIL APPROVED A NEW USE RIGHT FOR THAT AREA AND BECAME ROLAND PARIS PARK. OKAY, SO IT LOOKS LIKE WE HAVE, WHAT, 10 MILLION? 11 MILLION STILL LEFT, 10 MILLION LEFT IN 2006.

AND THAT IS SPECIFICALLY FOR CITY FACILITIES OF ANY SORT.

IT DOESN'T SPECIFICALLY SAY BOND. IT DOESN'T SPECIFICALLY SAY POLICE ACADEMY.

THAT IS CORRECT. ON SLIDE EIGHT, THE VERB VERBIAGE FROM THE BOND, HOW IT WAS WRITTEN WAS ACQUISITION OF LAND IN THE CADILLAC HEIGHTS AREA FOR FUTURE LOCATION OF CITY FACILITIES. OKAY. OKAY. THIS IS LIKE SPAGHETTI HERE.

OKAY. SO BACK TO THEN, YOU'RE GOING TO BE COMING TO US TO DO EMINENT DOMAIN.

AND DO WE KNOW WHAT WE'RE EVEN GOING TO DO WITH THE PROPERTIES AFTER WE'VE DONE EMINENT DOMAIN? IN OTHER WORDS, I'M NOT TAKING SOMEBODY'S PROPERTY IF WE DON'T HAVE A REAL CLEAR PLAN.

WELL, NO, THERE'S STILL 816 REMAINING TO BE ACQUIRED.

SO FOR PHASE TWO HAVE BEEN VACATED. CORRECT. WE'RE HEARING, BUT THERE'S STILL SOME THAT WE NEED TO HAVE A DISCUSSION ABOUT AND AN ACTION OVER.

I JUST DON'T SEE WHY WE'RE GOING TO DO AN ACTION ON SOMEBODY'S PROPERTY IF WE DON'T HAVE A REAL CLEAR PLAN OF WHAT THAT PROPERTY IS GOING TO BE USED FOR.

AND IT'S STILL CLEAR AS MUD. YES, MA'AM. SO LET ME BRING A COUPLE OF THINGS TO BEAR.

THERE'S PROBABLY LIKE 5060 PLANS FOR THIS AREA.

IN FACT, WE'RE BEHIND THE SCENES TRYING TO DECONFLICT THE FUTURE USES FOR THIS PIECE OF PROPERTY RIGHT NOW.

AND HOPEFULLY AT SOME POINT SAY IT AGAIN. DECONFLICT.

RIGHT. SO LET'S SAY, FOR INSTANCE, HYPOTHETICALLY, THAT THE PARKS DEPARTMENT WOULD LIKE ALL THE REMAINING ACREAGE TO BE AN EXTENSION OF ROLAND PARIS PARK. LET'S SAY, FOR INSTANCE, 70 ACRES.

THAT'S A HYPOTHETICAL. OKAY. OKAY. YEAH. I FELT THE SAME WAY WHEN I MADE THE HYPOTHETICAL.

RIGHT. SO LET'S SAY, HYPOTHETICALLY SOMEBODY ELSE WANTS TO BUILD A SERVICE CENTER THERE.

EVERYBODY'S TRYING TO PUT. ABSOLUTELY. LET'S SAY, FOR INSTANCE, THERE'S A LOCAL SPORTS TEAM THAT WANTS TO MOVE HERE OR IS ALREADY HERE THAT'S INTERESTED. HYPOTHETICALLY, I GET IT NOW AND THERE'S LIKE 2030 AND THERE'S SOMETHING NEW EVERY DAY WITH SOMEBODY THAT'S GOT A GREAT IDEA FOR THIS PROPERTY EVERY DAY. AND I GUESS I GO BACK TO WHAT WAS THE ORIGINAL INTENT.

WHAT IS THE BEST AND HIGHEST USE, AND WHAT IS OUR WHOLE STRATEGY ON THE PORTFOLIO OF OUR PROPERTIES? WE KNOW THAT, YOU KNOW, MR. MORENO HAS BEEN PUSHING AND RIGHTLY SO, THAT AREA IS MORE VALUED AS A MIXED USE.

AND BUT WE NEED TO MOVE THOSE FACILITIES. SO I OKAY, I GET IT.

AND BUT I THAT'S ONE OF THE IDEAS I HAVE A PROBLEM MOVING PEOPLE OUT.

IF WE DON'T HAVE A CLEAR DETERMINATION OF WHAT WE'RE GOING TO BE USING IT FOR.

SO I DON'T KNOW HOW TO GET THAT. IT WAS ONCE X AND NOW WE'RE MOVING Y, AND IT SEEMS LIKE EVEN Z'S IN THE MIX.

DOES THAT MAKE SENSE? NO, IT ABSOLUTELY DOES.

AND EVEN IT DOESN'T EVEN HAVE TO BE SOLID. IT JUST NEEDS TO BE SOME KIND OF NEBULOUS.

[01:45:01]

AND I'M SORRY, BUT ANYBODY COMES IN WITH ANOTHER IDEA.

IT DOESN'T IT DOESN'T HELP BECAUSE WE'RE WE'RE MOVING.

THIS TRAIN IS MOVING AND WE'RE GOING IN THIS DIRECTION BECAUSE THERE'S A NEED. WE'VE MADE THE DECISION.

YES, MA'AM. WE HAVE LOTS OF TRAINS, AND I'M NOT SURE WHICH ONE IS GOING TO FALL OFF THE TRACK OR NOT, BUT I STILL WOULD LIKE TO. WE'RE STILL CHIPPING AWAY AT THAT. CAN YOU TELL ME WHY IT CAN'T BE AN ACADEMY IF WE'RE LOOKING FOR 58? I'M JUST CURIOUS. CAN YOU TELL ME WHY IT CAN'T BE A SERVICE POLICE ACADEMY? BECAUSE THERE'S A LOT OF DISCUSSION ABOUT THAT, AND I THINK WE CAN DO IT OFFLINE.

OKAY. I THINK I THINK, I THINK THAT WOULD BE BEST BECAUSE THERE'S OTHER POLICY DECISIONS DIRECTLY RELATED TO AN ACADEMY ONGOING.

AND I MEAN, AND I AND I JUST FEEL THAT I MEAN, I NEED TO UNDERSTAND THAT WAS THE ORIGINAL INTENT.

IT'S BEEN AN INTENT SINCE I THINK IN THE WELL, SINCE 2003.

THERE'S BEEN A DISCUSSION SINCE THE 80S, AND OBVIOUSLY WE'RE STILL TRYING TO HAVE ONE.

SO OBVIOUSLY THERE'S BEEN A NEED AND WE PROBABLY NEED TO FIGURE OUT HOW TO FIX THAT NEED IN ONE.

IN MY ANYWAY ONE LOCATION, I COULDN'T I COULDN'T AGREE MORE TO TO GET TO YOUR POINT AND I'LL BE VERY QUICK, THE WHOLE IMPETUS BEHIND HAVING A STRATEGIC REAL ESTATE PLAN IS TO DE-CONFLICT ALL OF THE POTENTIAL UNSOLICITED PROPOSALS AND OR VISIONS AND OR CITY NEEDS, RIGHT? THAT'S THE WHOLE PURPOSE TO DE-CONFLICT ALL OF THOSE.

CORRECT? THANK YOU. I AND BUT I JUST FEEL THAT MAYBE WE'RE A LITTLE REACTIONARY AND NOT VISIONARY AND STRATEGIC.

I MEAN, BECAUSE I THINK YOU'RE REACTING TO WHAT IS WHAT WE'RE SAYING INSTEAD OF SAYING, THIS IS THE NEED AND THIS IS HOW WE'RE GOING TO DO IT.

AND SO I GUESS I'M PROBABLY SAYING YOU CAN TELL US WE'RE WRONG.

I THINK THAT I THINK WHAT THE HIGHEST, BEST USE FOR CADILLAC HEIGHTS IS COMING NEXT.

OKAY. YES, MA'AM. THANK YOU, MISS MENDELSOHN.

MISS MENDELSOHN. OKAY. THANK YOU. SO I ALSO AGREE THAT SOME OF THIS IS FAIRLY DISJOINTED.

SO I JUST WANT TO MAKE SURE I GOT IT RIGHT. SO I JUST MADE MY OWN LITTLE MATRIX.

IN THE FIRST PHASE YOU GOT 27.5 ACRES, 103 PARCELS ALTOGETHER.

BUT HOW MANY DO YOU STILL NEED TO ACQUIRE FROM PHASE ONE? NONE. NONE. THAT'S ALL DONE. OKAY, GOOD. SO, TWO, A 23.6 ACRES, 101 PARCELS.

YOU STILL NEED TO ACQUIRE SEVEN, OF WHICH FOUR OF THEM ARE IMPROVED.

THAT IS CORRECT TO BE 5.3 ACRES. 29 PARCELS FOR NEED TO BE ACQUIRED.

THREE ARE IMPROVED. CORRECT. AND LAST ONE IS PHASE THREE.

13.8 ACRES, 68 PARCELS 16 STILL NEED TO BE ACQUIRED.

SEVEN ARE IMPROVED. THAT IS CORRECT. OKAY, SO THANK YOU.

THAT HELPS ME. SO THE PART THAT YOU'RE EXPECTING TO BECOME ROLE IN PARRISH PARK IS PHASE ONE.

YES, MA'AM. AND HOW IS IT DETERMINED? IT WOULD BE PHASE ONE AS OPPOSED TO TWO, THREE, TWO A, TWO, B OR THREE. SO INITIALLY WHEN THIS AREA OR PROJECT WAS SET UP, IT WAS DIVIDED INTO PHASE ONE AND PHASE TWO.

PHASE TWO HAS SUBSEQUENTLY BEEN DIVIDED FURTHER, BUT PHASE ONE HAD ALWAYS BEEN FOR 2003 BOND PROGRAM FOR A POLICE ACADEMY.

OKAY, SO THE PARK COULD GO FORWARD BECAUSE ALL THE PARCELS ARE INCLUDED.

THAT IS THAT IS CORRECT. IS IT SMART TO DEVELOP THE PARK WHEN YOU DON'T KNOW WHAT THE REST OF IT'S GOING TO BE? GREAT QUESTION. THAT IS A GREAT QUESTION. I'LL SAY IT'S NOT JUST GOING TO GO OUT ON A LIMB THERE.

OKAY. SO. THE SERVICE CENTER THAT CURRENTLY RESIDES IN DISTRICT TWO IS ON VERY VALUABLE LAND.

I THINK WE ALL RECOGNIZE THAT. BUT WHAT DOES IT SAY? THAT WE MOVE IT OUT OF A PLACE SO THAT WE CAN BUILD DESIRABLE HOUSING, AND WE PUT IT INTO A NEIGHBORHOOD THAT WOULD REALLY LIKE TO HAVE DESIRABLE HOUSING. AND WE SAY IT'S NOT IT'S NOT GOOD ENOUGH FOR DISTRICT TWO.

WE'RE GOING TO JUST GO STICK IT IN DISTRICT FOUR. I MEAN, I DON'T I DON'T LOVE THAT MESSAGE.

YOU KNOW, I'LL TAKE THAT ONE ACTUALLY. WHICH DISTRICT WOULD.

THAT'S THE CONUNDRUM THAT STAFF IS IN AS OUR CITY DEVELOPS AND WE STILL HAVE NEEDS.

MEANING SANITATION TRUCKS PICK UP GARBAGE, POLICE CARS ROLL OUT.

THERE'S MAINTENANCE THAT NEEDS TO BE DONE ON ALL THIS EQUIPMENT. WHOSE BACKYARD DOES IT GO INTO? SO THAT BEING SAID, PART OF THE ELEMENTS OF US HAVING A DISCUSSION ABOUT THE STRATEGIC PLAN WOULD BE INSTEAD OF US DOING MAYBE WHAT WE'VE DONE BEFORE, WHICH IS SQUEEZE STAFF IN THE OLDEST BUILDINGS POSSIBLE.

RIGHT? WE MIGHT ACTUALLY HAVE A NICE CORPORATE CAMPUS, AND MAYBE WE GO VERTICAL DEPENDING ON WHERE WE'RE AT.

SO WE'RE A CONDUCIVE USE OR A NICE NEIGHBOR TO WHOEVER ABUTTING, EVEN IF IT'S A PARK.

WELL, AS IT TURNS OUT, DISTRICT FOUR IS LOVELY.

IT IS BEAUTIFUL. IT HAS HILLS, IT HAS TREES, IT HAS HISTORY.

[01:50:01]

JUST LETTING YOU KNOW, FOR ALL THE PEOPLE THAT THINK THAT THERE'S A DISPARITY, THERE IS IT'S NICER IN SOUTHERN DALLAS.

THAT'S THE TRUTH. AND SOUTHERN DALLAS IS OUR FUTURE.

IT'S WHERE OUR TAX BASE NEEDS TO GROW. IT'S WHERE WE NEED TO INVEST.

IT'S WHERE WE NEED TO MASTER PLAN OUT SO THAT THIS CAN BE UTILIZED IN THE BEST WAY POSSIBLE.

AND I DON'T THINK STICKING OUR GARBAGE TRUCKS THERE IS THE ANSWER.

THIS IS A RESIDENTIAL AREA. LOOK AT ALL THESE RESIDENTIAL SPOTS.

301 RESIDENTIAL PLOTS THAT WE'RE TAKING OFF THE MAP AS WE SIT HERE AND TALK ABOUT A HOUSING CRISIS.

THIS DOESN'T MAKE SENSE TO ME. YOU KNOW, IT DOES MAKE SENSE? WE'VE GOT SOME AREAS THAT ARE WHOLLY INDUSTRIAL.

THAT'S WHERE A GARBAGE TRUCK BELONGS. AND IN FACT, IF YOU LOOK AT DISTRICT SIX, WHICH LITERALLY GOES FROM THE NORTHERNMOST PART OF OUR CITY IN CYPRESS WATERS ALL THE WAY DOWN BELOW I-30, A LOT OF THAT HAS JUST INDUSTRIAL AREAS.

AND MAYBE WE LOOK AT ACQUIRING LAND THERE FOR OUR GARBAGE TRUCKS.

OBVIOUSLY, WE ALREADY HAVE A SANITATION CENTER OFF OF HARRY HINES AS WELL AS A TRANSFER STATION, BUT I, I DON'T THINK OF PUTTING THAT IN SOUTHERN DALLAS.

AND I'M JUST GOING TO SAY THAT THIS COUNCIL HAS A LOT OF RESPECT FOR WHAT WE WERE TRYING TO DO IN SOUTHERN DALLAS, AND I CAN'T BELIEVE THAT A COUNCIL THAT PASSED AN EQUITY PLAN, WHICH I DID NOT VOTE FOR, WOULD WANT TO DO THIS.

I THINK THIS IS AN INSULT TO SOUTHERN DALLAS, AND THIS GOES BACK TO THE NEED TO.

THE THING I DID TALK ABOUT WITH THE EQUITY PLAN IS WE MUST INVEST IN ACTUALLY MASTER PLANNING OUT SOUTHERN DALLAS AND ALIGN OUR INVESTMENTS WITH THAT VISION. AND SO I APPRECIATE MY COLLEAGUES KIND OF QUESTIONING THIS.

I AGREE THAT THE SERVICE CENTER PROBABLY NEEDS TO MOVE OUT OF A VERY UP AND COMING AREA AND DEEP FLEMISH BUT I DON'T LOVE IT GOING THERE. I, I DON'T LOVE TAKING PEOPLE'S HOMES.

WE'VE ALREADY DONE A VERY SIGNIFICANT NUMBER OF THEM, BUT I DON'T THINK THIS IS THE RIGHT PLAN FOR SERVICE CENTER.

THANK YOU, MR. MORENO. THANK YOU. SO EVERYBODY KNOWS I LOVE PARKS.

BUT I AGREE, WE DON'T KNOW WHAT'S GOING TO BE NEXT TO THIS PARK.

WE REALLY NEED TO FIGURE OUT WHAT PHASE ONE, TWO, AND THREE ARE GOING TO LOOK LIKE.

WHEN IT COMES TO THE CITY SERVICE CENTER, I WANT PEOPLE TO KNOW THAT IT'S NOT JUST ABOUT SANITATION.

I MEAN, WE WE HAVE THE CITY MARSHALS, A CITY CENTRAL SERVICE POLICE STATION, SWAT CODE TRANSPORTATION. AND FOR ME, IF THERE'S A PLACE FOR DISTRICT TWO TO KEEP THIS, I WOULD WELCOME IT. THE AMOUNT OF JOBS THAT IT BRINGS TO THE DISTRICT AND THE ECONOMIC IMPACT TO THE LOCAL SHOPS AND RESTAURANTS. WHEN YOU HAVE HUNDREDS OF CITY WORKERS, IT IS A POSITIVE THING.

NOW, I AGREE, YOU KNOW, SANITATION TRUCKS, NO ONE WANTS TO SEE THOSE IN AND OUT. BUT I'M NOT SURE THAT WE HAVE ALL THAT MANY SANITATION TRUCKS OUT THERE.

CAN WE GET A COUNT ON HOW MANY TRUCKS ARE ACTUALLY AT THE CITY SERVICE CENTER? AGAIN, I'M, YOU KNOW, WOULDN'T WANT TO HAVE THIS IN THE MIDDLE OF A OF A NEIGHBORHOOD.

RIGHT. SO WE NEED TO LOOK AT IT BECAUSE BUT IT DOES BRING A LOT OF VALUE.

THE ONE THING I DO WANT TO END ON IS THANK YOU FOR INCLUDING THE ZONING ON THESE SLIDES.

THAT'S VERY HELPFUL. OF THE 70 ACRES, HOW MUCH OF THIS IS IN THE FLOODPLAIN, IF ANY? DO WE KNOW? BECAUSE, I MEAN, THAT WAS KIND OF THE REASON, RIGHT? OF ACQUIRING SOME OF THIS, THESE PROPERTIES BECAUSE OF FLOODING ISSUES.

COUNCIL MEMBER. IF YOU SEE SLIDE FOUR IT SHOWS ALSO THE FLOODPLAIN IN REGARDS TO ACREAGE.

I DO NOT HAVE THAT INFORMATION, BUT YOU CAN SEE THE GREEN AND THE BLUE, WHICH IS THE FLOODPLAIN AREAS AS WELL AS SLIDE THREE ALSO SHOWS IT AS WELL.

OKAY. SO ON SLIDE FOUR CAN YOU GO OVER AGAIN THE DIFFERENT COLORS AND THE DIFFERENT SKETCHING.

SO SO I HAVE CLEAR UNDERSTANDING. SURE. SO THE MAP THAT WE WERE PROVIDED, IT IS THE GREEN AND THE BLUE AREA OF SLIDE FOUR.

THOSE ARE THE FLOODPLAIN AREAS. IF YOU LOOK AT SLIDE THREE IT SHOWS IT IN ITS KIND OF A FAINT RED

[01:55:01]

BUT PHASE ONE IS OUT OF THE FLOODPLAIN. SO PHASE ONE IS THE PARK THOUGH CORRECT.

AND IT'S IN OR IT'S IN THE FLOODPLAIN OR IT'S NOT.

IT IS NOT. SO I MEAN, WOULDN'T IT SHOULDN'T IT BE REVERSED? SHOULDN'T WE BE PUTTING OUR PARKS IN THE FLOODPLAIN WHERE IT'S NOT GOING TO BE A THREAT TO HOMES AND BUSINESSES, I BELIEVE, BECAUSE THEY'RE GOING TO DEVELOP. I THINK IT'S GOING TO BE FOOTBALL FIELDS.

THERE MAY BE SOME OTHER TYPE OF FACILITIES THERE, BUT IT WAS MY UNDERSTANDING BECAUSE THEY COULD DEVELOP HERE WITH OUTSIDE OF THE FLOODPLAIN. THIS IS THE AREA THAT THEY CHOSE.

SO IF I COULD JUMP IN JUST FOR A SECOND. SO THERE'S SOME FUTURE ELEMENTS OF UPDATING THE MAPS IN THIS AREA TO INCLUDE WHAT AND WHAT IS NOT ANY LONGER IN THE FLOODPLAIN BECAUSE OF STUFF THAT WE'RE DOING IN THE LEVEE THAT THE WATER DEPARTMENT IS DOING.

AND I THINK WE COULD BRING THAT BACK AS MAYBE A MINI BRIEFING OR A MEMORANDUM THAT WILL KIND OF HOPEFULLY BRING IT ALL TOGETHER.

AND BECAUSE THERE WILL BE SOME PARTS OF THIS, DEPENDING ON HOW IT'S LOOKED AT IN THE FUTURE, THAT WILL NOT BE IN THE FLOODPLAIN ANY LONGER.

OKAY. DO YOU WANT TO? SURE. I THINK WE'RE STILL HAVING TROUBLE FOLLOWING THE MAP ON SLIDE FOUR. AND WHAT'S BEING REPRESENTATIVE IN THE COLORS? AND SO I KNOW YOU ANSWERED IT, BUT MAYBE YOU CAN GO OVER THAT ONE MORE TIME.

EXCUSE ME. PHASE 3RD MAY EXCUSE ME. SLIDE 3RD MAY BETTER REPRESENT HOW YOU COULD SEE THE FLOODPLAIN, BECAUSE IF YOU SEE THE PHASES AND ALSO IT HAS A IN THE, IT ALSO LISTS THE FLOODPLAINS OF 0.2%, THE ANNUAL CHANCE OF FLOOD HAZARD. AND THEN IN THE RED IT SAYS 1% ANNUAL CHANCE OF FLOOD HAZARD.

VERY SMALL PRINT. BUT IT DOES STATE THAT IN THE.

OKAY. I'M SORRY. I'M SO CONFUSED. CAN YOU JUST SAY WHAT'S THE DIFFERENCE BETWEEN THE GREEN AND THE BLUE ON MAP FOR.

COUNCIL MEMBER I WOULD ACTUALLY GO BACK TO SLIDE THREE BECAUSE IT REPRESENTS IT ALSO ON FACEBOOK.

ALSO ON THAT SLIDE THREE, WHERE IF YOU SEE THE FAINT RED LINE, THAT WILL BE THAT GREEN AREA ON SLIDE FOUR.

AND THEN IF YOU SEE MORE OF THE RED THAT'S ON SLIDE THREE, THAT WOULD REPRESENT THE BLUE THAT'S ON SLIDE FOUR.

SO WHAT ABOUT THE THE GOLD COLOR BETWEEN THE YELLOW COLOR, SO IT'S VERY HARD TO SEE ON THE SCREEN.

BUT IN THE PRINTED PAPER, THE THE RED LINE THAT IS JAGGED, THAT IS TRAVERSING WHERE IT SAYS PHASE TWO A ON THE LEFT SIDE OF IT, IT'S YELLOW. ON THE RIGHT SIDE IT'S A MORE GOLD COLOR, WHICH MAYBE IN THE FUTURE IF WE COULD USE A DIFFERENT COLOR.

WHAT'S THE DIFFERENCE BETWEEN THOSE TWO? SO ALL OF YELLOW IS CITY OWNED.

AND I THINK BECAUSE WHEN THEY PUT THE LAYER OF THE FLOODPLAIN, THEN IT MADE IT GOLD.

THAT MAKES SENSE. BUT EVERYTHING IN YELLOW IS CITY OWNED.

OKAY. SO THE THE GOLDEN COLOR IS THE RED PLUS THE YELLOW.

CORRECT. THANK YOU VERY MUCH. OKAY. MR. RESENDEZ, DO YOU HAVE ANY COMMENTS? MR. MORENO, WHAT WHAT DID YOU NEED SPECIFICALLY FROM US, IF ANYTHING? I THINK THAT IT WAS THE AWARENESS THAT AS WE MOVE TOWARDS WHAT'S THE HIGHEST, BEST USE IN AN EFFORT FOR ANYBODY TO DEVELOP ANYTHING, WE WOULD THINK IT IN THE BEST INTEREST TO BUY OUT THE REMAINING PARCELS, SOME OF WHICH WOULD SHOW UP ON YOUR AGENDA AS EMINENT DOMAIN.

SO IT WAS JUST A FORECASTING OF WHAT YOU WOULD LIKELY SEE ON YOUR FUTURE AGENDA.

HAVE YOU DONE ANY PLANNING AROUND THIS? I MEAN, I KNOW WE HAVE A PARK AND HAS THERE BEEN IN.

I'M JUST TRYING TO I THINK YOU'VE HEARD WHAT OUR ISSUE IS, IS LIKE, WE JUST DON'T WE'RE KIND OF UNCLEAR OF WHAT THE INTENT IS DOWN HERE.

RIGHT. SO THERE ARE MULTIPLE IDEAS ABOUT WHAT'S NEXT AND BEST HIGHEST, BEST INTEREST.

I'M HOPING THAT THOSE DECISIONS WOULD WOULD BE MADE SOON ENOUGH, AND THEN IT WOULD INFORM WHAT YOU GUYS DECISIONS THAT YOU GUYS COULD MAKE ABOUT EMINENT DOMAIN OR NOT. OKAY. MR. MORENO. THANK YOU. SO AS WE'RE LOOKING AT THE CITY SERVICE CENTER AND THE POTENTIAL OF RELOCATING THAT. SO WE HAVE 22 ACRES THERE, BUT AGAIN, THAT'S INCLUDING THE CENTRAL POLICE STATION.

AND HOW MANY ACRES DO WE REALLY, TRULY NEED TO MOVE ALL OF THIS INTO A FACILITY THAT HAS EVERYTHING MINUS THE POLICE CENTRAL STATION? AND THEN HAVE WE LOOKED AT AREAS THAT WE CAN SUBDIVIDE? RIGHT. SO YOU HAVE SANITATION IN A DIFFERENT PART OF THE CITY.

YOU HAVE CODE AND TRANSPORTATION IN ANOTHER PARCEL.

ARE WE ONLY LOOKING AT PIECES OF PROPERTY THAT ARE 15 PLUS ACRES, WHERE WE ARE LOOKING AT OPTIONS IN DOING TO

[02:00:10]

SO THE CONCEPT WOULD BE IF WE WERE TO DO WHAT WE'VE TRADITIONALLY DONE, WHICH IS CO-LOCATE ALL THESE ENTITIES INTO ONE MASS.

RIGHT. AND AS MUCH AS MUCH IS ALSO GOING IN. WHAT YOU'RE TALKING ABOUT IS WHERE IS POTENTIALLY THE BEST LOCATION BY INDIVIDUAL DEPARTMENT OR BY FUNCTION. WE'RE DOING BOTH. OKAY. RIGHT. AND THAT'S ONE OF THE DUE DILIGENCE PROCESSES THAT WOULD BE INCLUDED.

IT'S ACTUALLY SOMEWHAT UNDERWAY NOW RELATIVE TO WHAT HAPPENS IF WE NO LONGER HAVE THE CENTRAL SERVICE CENTER AND ALL THOSE ASSETS THAT PROVIDE WORK AND OR WORK LOCATIONS FOR STAFF, WHERE DO THEY GO AND STILL PROVIDE AREA, I MEAN, SERVICE TO THAT SAME CENTRAL SERVICE AREA.

WHERE ELSE COULD THEY GO IN THAT PROXIMITY? RIGHT.

AND SO THAT WAS ONE OF THE DUE DILIGENCE ITEMS THAT I WAS TRYING TO SHARE WITH YOU EARLIER.

THAT WOULD BE A PART OF A, YOU KNOW, POTENTIAL COMPETING INTEREST JUST AS MUCH AS MAKING ALL OF THIS LAND A PARK.

THANK YOU. REAL QUICK. MISS MENDELSOHN. OKAY.

THANK YOU. REALLY, THERE'S JUST TWO THINGS I HAVE A QUESTION ABOUT.

FIRST IS, YOU KNOW, WE HAVE A NUMBER OF OF SITES OF PROPERTIES THAT WE DON'T KNOW WHAT TO DO WITH, INCLUDING HAMPTON. THAT COULD BECOME A SERVICE CENTER.

AND THAT INCLUDES ALSO, YOU KNOW, YOU ASKED ME WHO WOULD WANT IT.

I HAVE EMPTY OFFICE BUILDINGS. THE CITY COULD PURCHASE AND YOU COULD MOVE A DEPARTMENT.

WE'D BE HAPPY TO HAVE THEM. SO I THINK ALL OVER THE CITY YOU HAVE THAT.

AND SO INSTEAD OF AGAIN CHASING PEOPLE OUT OF A HOUSE IN A PLACE THAT COULD BE AN AMAZING HOUSING DEVELOPMENT LIKE THIS COULD BE AN INCREDIBLE CHANGE AND REBIRTH FOR SOUTHERN DALLAS INSTEAD OF THAT, WE COULD ACTUALLY BREAK UP THE SERVICE CENTER INTO DIFFERENT DEPARTMENTS.

FOR SOME PROPERTIES WE OWN SOME PROPERTIES. MAYBE WE DON'T TODAY.

THE NEXT THING IS ON THE TIMELINE. SO YOU'RE SAYING ABOUT BRINGING IT BACK TO COUNCIL TO CONSIDER OBVIOUSLY ACQUIRING THESE OTHER PROPERTIES, WERE YOU EXPECTING TO DO THAT WITH THE CURRENT COUNCIL OR ARE YOU EXPECTING TO DO THAT WITH THE NEXT COUNCIL? YOU KNOW, THIS HAPPENS TO BE IN A PLACE THAT WE KNOW WILL HAVE A NEW COUNCIL MEMBER LIKE, WHAT ARE YOU THINKING ON TIMELINE? BECAUSE I THINK IT'D BE IMPORTANT TO GET THE BUY IN OF WHOEVER IS GOING TO BE IN THAT SEAT NEXT.

OH, SO I THINK WE WERE TALKING ABOUT THE MAY JUNE TIME FRAME.

SO WHEREVER THAT, YOU KNOW, LANDS POLITICALLY, IT'S WHERE THAT LANDS POLITICALLY.

WELL, IT LANDS IN A DIFFICULT PLACE. AND MAYBE YOU SHOULD THINK ABOUT THAT.

THANK YOU. THANK YOU FOR THE FEEDBACK. THANK YOU.

THANK YOU. ASHLEY. WE'RE MOVING ON TO THE MEMOS.

WE'VE GOT A COUPLE OF THEM THAT HAVE BEEN PULLED.

G H, I, J AND K. SO I THINK MISS MENDELSOHN HAD HER QUESTION, SO THANK YOU FOR G.

I SIMPLY HAVE THIS QUESTION. THIS IS ABOUT THE PRIORITY BUDGETING SOFTWARE.

I LOVE IT SO MUCH, BUT I WANT TO KNOW IF THE COST FOR THE PROGRAMS THAT THIS IS GOING TO EVALUATE IF THAT WILL BE PUBLISHED IN OUR BUDGET BOOK AND IF IF NOT, WILL THIS TOOL THEN BE AVAILABLE TO COUNCIL SO THAT WE CAN EVALUATE EVERY PROGRAM AND EVERY DEPARTMENT. JEANETTE WEEDEN BUDGET AND MANAGEMENT SERVICES THANK YOU FOR THE QUESTION.

SO THE TOOL THAT WE'RE USING USES AN AI FUNCTION THAT WILL ALLOW DEPARTMENTS TO VERY EASILY COST THEIR DEVELOPER PROGRAMS AND THEN COST THE PROGRAMS. OUR GOAL IS TO PRESENT THE PROGRAM INFORMATION TO COUNCIL.

WE WILL BE USING THAT PROGRAM DATA TO PREPARE THE CITY MANAGER'S RECOMMENDED BUDGET.

SO TO ANSWER YOUR QUESTION, YES, IT WILL BE INFORMATION THAT YOU WILL SEE AS PART OF THE CITY MANAGER'S RECOMMENDED BUDGET.

WELL THANK YOU. SINCE THE TAXPAYERS ARE GOING TO PURCHASE THIS FOR US.

I WOULD LIKE TO ACTUALLY HAVE MAYBE A TAB IN THE BUDGET BOOK WHERE IT ACTUALLY JUST LISTS BY DEPARTMENT EVERY SINGLE ONE, AS OPPOSED TO SECTIONS THAT ARE EXTRAPOLATED AND SORT OF BURIED WITHIN EACH ONE.

WE JUST TALKED ABOUT THAT. WE ACTUALLY PLAN TO INCLUDE A SUMMARY TABLE OF ALL THE PROGRAMS BY DEPARTMENT.

OKAY. BUT SPECIFIC CORRECT EACH ONE. OKAY. WELL, I SAW IVAN SMILING AND SO GOOD JOB IVAN THERE.

MY NEXT ITEM IS ON H. IT'S THE SAME. OH H OKAY.

SO THIS IS FOR BUDGET ACCOUNTABILITY REPORT. HOW MUCH WAS INCLUDED FOR THE

[02:05:06]

YOU KNOW WHAT? HERE IT IS ON PAGE FIVE. NEVER MIND.

I THINK THAT WAS FROM PAGE FOUR. IT DIDN'T HAVE IT DOWN THERE.

I SEE IT HERE NOW. SO ON PAGE EIGHT, I'M WONDERING IF YOU CAN TELL US ABOUT THE CONVENTION CENTER.

SO THEY HAVE AN OFFSETTING ITEM WHERE REVENUE AND EXPENDITURES ARE BOTH REDUCED.

BUT I'M WONDERING IF YOU HAVE INFORMATION ON WHY THE YEAR TO DATE IS EXPECTED TO BE SO MUCH LESS THE $5 MILLION. SO THIS THIS QUESTION CAME UP AT THE LAST GPF MEETING.

SO THE PLAN BUDGET FOR EVENTS WAS 73 AND THEIR FORECAST NOW IS 69.

AND I THINK THE DISCUSSION REVOLVED AROUND THE FACT THAT, YES, WE KNEW WE WERE MAKING RENOVATIONS TO THE CONVENTION CENTER.

HOWEVER, AS PART OF THE PLANNING OF YOU KNOW, WHEN EVENTS ARE SCHEDULED, AS WE GET CLOSER TO THE DATE, THEY HAVE THE OPTION TO MAKE ADJUSTMENTS TO WHETHER OR NOT THEY WISH TO PROCEED WITH THEIR EVENT.

AND THAT'S WHAT'S HAPPENING WITH THE NUMBER OF EVENTS.

OKAY. AND SO MY EARLIER QUESTION, SO THE PAGE FIVE HAD THE UNIFORMED OVERTIME FOR DPD BUT AND NON UNIFORM.

BUT WHAT IT DIDN'T HAVE IS THE UNEXPECTED FACILITY REPAIR.

AND SO I'M NOT SURE IF THAT'S FAMILY GATEWAY.

THAT'S OTHER. YOU KNOW WE'VE HAD SOME FIRE THINGS.

ARE YOU ABLE TO QUANTIFY WHAT THAT AMOUNT IS.

UNEXPECTED FACILITY REPAIR. SO I DON'T SEE THE UNEXPECTED FACILITY REPAIR. ONLY JUST FOR FAIR PARK.

OKAY. AND SO FOR FOR PARK AND RECREATION, THEY ARE FORECAST TO BE OVER BUDGET BY 3.8 MILLION.

THAT INCLUDES UTILITY COSTS FOR 2.9 MILLION, ABOUT 750,000 FOR FAIR PARK MAINTENANCE, WHICH IS UNEXPECTED FACILITY REPAIR AND THEN ABOUT 92,000 FOR SECURITY MONITORING.

SO THIS IS ON PAGE THREE. IT SAYS EXPENDITURES THROUGH JANUARY 31ST, 2025.

GENERAL FUND EXPENDITURES ARE PROJECTED TO BE 6.2 OVER BUDGET, PRIMARILY DUE TO CONTRACT SERVICES FOR RISING DAY LABOR COSTS AND UNEXPECTED FACILITY REPAIRS. THAT'S THE FAIR PARK. I'M SORRY. THAT'S THE FAIR PARK? YES. OKAY. OKAY. WELL, I GUESS WE ARE VERY LUCKY THAT INTEREST RATES ARE HIGH SINCE WE'RE GETTING A BUNCH OF REVENUE FROM THAT.

THANK YOU. HI. UPCOMING AGENDA ITEM 20 5-928.

OKAY. SO THIS IS ABOUT THE FM, PC. AND FOR NUMBER 15, I'M WONDERING IF WE'RE ABLE TO PUT A MONTH THAT THAT ANNUAL REPORTING WOULD HAPPEN.

SO YES. SO HISTORICALLY THIS HAS OCCURRED IN THE FALL.

WE CAN ADD A MONTH IF YOU WANT IT TO BE NOVEMBER.

DECEMBER. SO WE'RE WELCOME TO FEEDBACK. I'M AGNOSTIC ON THE MONTH.

I JUST THINK THAT WHEN WE HAVE AN ANNUAL REPORTING LIKE THIS, WE NEED TO SPECIFY WHEN IT IS OR ELSE IT JUST GETS AWAY FROM US.

OKAY. WE'LL ADD A MONTH. OKAY. THANK YOU. THIS WILL BE THIS IS ON THE MARCH WEDNESDAY AGENDA.

SO IT WILL REQUIRE A FLOOR AMENDMENT. SO WOULD YOU WRITE THAT FOR ME OR FOR YES ABSOLUTELY.

WE CAN DO THAT. IF YOU CAN DO IT. YEAH. OKAY.

WE'LL NEED TO PULL IT. RIGHT? YES. IF IT'S ON CONSENT.

SO IT WILL NEED TO BE PULLED. THANK YOU. MOVING ON TO JAY.

SO, JAY, I HAVE A COUPLE OF QUESTIONS. I DON'T KNOW IF.

TECHNOLOGY ACCOUNTABILITY. OKAY.

HI. COULD YOU EXPLAIN ON PAGE THREE? CAN YOU GO OVER THAT THIRD BULLET AND EXPLAIN WHAT THAT PROJECT IS?

[02:10:04]

AND IF YOU'LL JUST MOVE THAT MICROPHONE A LITTLE BIT CLOSER, A LITTLE BIT CLOSER. THERE YOU GO. GREAT.

SO OUR IT'S WEB GROUP SUPPORTED THE OFFICE OF GOVERNMENTAL AFFAIRS THROUGH DEVELOPING A VOTING RECORD SYSTEM FOR THE TEXAS LEGISLATURE. IT BASICALLY JUST LISTS ALL OF THE ITEMS THAT THE LEGISLATURE WILL BE REVIEWING.

AND THE OFFICE OF GOVERNMENTAL AFFAIRS STAFF CAN LOOK THROUGH AND SEE WHAT'S UP.

IT'S NOT A VERY DETAILED ITEM. IT'S JUST MAYBE LIKE A DASHBOARD.

OKAY. BUT WE ALSO HAVE A SUBSCRIPTION SERVICE OR TWO THAT WE'RE ALSO USING FOR THAT.

I'M NOT AWARE OF WHAT SPECIFIC TECHNOLOGY GOVERNMENTAL AFFAIRS USES, BUT WE CAN ACTUALLY.

SO ON PAGE EIGHT. ITEM NUMBER FIVE, THIS IS THE FIRE STATION ALERTING SYSTEM UNDER PROJECT START DATE. IT HAS AUGUST 24TH. THAT WOULD BE INCORRECT.

IT WAS SEVERAL YEARS AGO. ESTIMATED COMPLETION.

IT STILL SAYS PLANNING. BUT THEN, OF COURSE, WHEN YOU GO DOWN TO THE NOTES ON PAGE TEN, IT DOES SAY THAT HONEYWELL CONTRACT SIGN OFF WAS FEBRUARY 21ST, 2025, AND THAT FOUR OF THE STATIONS ARE SCHEDULED TO HAVE HAD A VISIT ALREADY.

YES. SO WHEN WE HAVE PLANNING AS THE ESTIMATED COMPLETION DATE, THAT MEANS THAT WE ARE STILL WORKING WITH THE VENDOR TO GET THE FINAL SCHEDULE THAT IS SIGNED OFF BY ALL STAKEHOLDERS.

SO ALTHOUGH THE PROJECT HAS ALREADY KICKED OFF AND THERE WERE ACTUALLY TWO SITE VISITS THAT HAPPENED LAST WEEK, WE'RE NOW AT THE PROCESS OF GOING THROUGH ANOTHER DEMO OF THE APPLICATION.

THEN ALL OF THE STAKEHOLDERS WILL VERIFY THAT WE'VE GONE THROUGH EVERYTHING, AND THAT NOW WE'RE READY TO SET AN ACTUAL DATE FOR COMPLETION.

AND IS THAT COMPLETION DATE NOT IN THE CONTRACT? THAT COMPLETION DATE IS IS ESTIMATED IN THE CONTRACT, BUT THE ACTUAL DATE WILL BE DETERMINED ONCE THE ACTUAL PROJECT PLANS ARE FINALIZED.

ARE YOU AWARE OF WHAT THE ESTIMATED DATE IS? I DO NOT HAVE THAT DATE WITH ME HANDY.

OKAY. NO. THE NEXT ONE IS ON PAGE NINE.

THIS IS THE VACANT PROPERTY REGISTRATION. SO THE FIRST ONE ON THE LIST.

IS THIS STILL ON TARGET FOR MAY 25TH? YES IT IS.

AND FOR PAGE 12, THIS IS FOR DPD. THIS IS FOR OUTAGES. AND IT LOOKS LIKE 450 HOURS. I'M SORRY.

450 MINUTES OF SEVERITY. ONE IN DPD. SO FIRST, IT'S GOOD THAT IT'S ONLY DPD.

THAT'S PRETTY UNUSUAL. SO GOOD JOB. BUT ARE THERE THINGS WE NEED TO BE CONCERNED ABOUT HERE THAT NEED TO BE ADDRESSED FROM THE COUNCIL SIDE? YOU'VE GOT THIS UNDER CONTROL.

IT'S A LOT OF OUTAGE. I BELIEVE THAT WAS RELATED TO OUR CAT OUTAGE, WHICH WAS ACTUALLY A SCHEDULED MAINTENANCE OUTAGE.

BUT I WILL CONFIRM THAT. OKAY. BECAUSE I WOULDN'T THINK THAT WOULD BE A SEVERITY ONE THEN.

RIGHT? YES. IF IT WAS PLANNED. OKAY. AND THEN THE LAST ONE IS ON PAGE 30.

POSSIBLY 34. IT IS. AND THIS IS ABOUT THE SYSTEM BACKUPS. AND CAN YOU TELL US ABOUT FAILED VERSUS STOP FOR MAINTENANCE AND HOW THOSE ARE BEING ADDRESSED? AND DO WE REALLY HAVE A BACKUP? BUT IT'S NOT THE MOST RECENT BACKUP.

NO, THOSE BACKUPS ARE SCHEDULED. UNFORTUNATELY, THERE IS AN INCIDENT OR AN ITEM RELATED TO THOSE BACKUPS.

AND THEN OUR DATABASE TEAM GOES BACK AND VERIFIES THAT A BACKUP ACTUALLY EXISTED.

SO THE NUMBERS THAT WE ARE REPORTING ARE ON THE FIRST ATTEMPT OF THE BACKUP.

SO IF EVERYTHING WENT DOWN TODAY I'M GOING TO TOUCH WOOD FOR YOU BECAUSE I'M A LITTLE BIT SUPERSTITIOUS.

YOU FEEL LIKE WE COULD GO BACK AND HAVE RESTORATION WITHIN THE MOST RECENT WEEK? WE SHOULD BE ABLE TO DO THAT. AND SO HAVING REINSTALLED THE BACKUP TO MAKE SURE IT WORKS IS A REALLY IMPORTANT PROCEDURE IN THIS. IS THAT HAPPENING FOR ALL THE DEPARTMENTS? FOR ALL THE SERVERS? YES. THERE IS MANAGEMENT OF ALL OF THE BACKUPS.

[02:15:01]

OKAY. ALL RIGHT. THAT'S ALL MY ITEMS FOR THE TAR.

THANK YOU. CHAIR. OH, YES. MR. MORENO. QUESTION ON PAGE NINE.

ON NUMBER 11, THE VACANT PROPERTY REGISTRATION.

THIS EXCLUDES CITY PROPERTIES. AT LEAST IT DID PREVIOUSLY.

SO WHO WOULD WE WORK WITH TO GET CITY PROPERTIES ON THIS REGISTRATION PROCESS IN ORDER TO HAVE ADDITIONAL OVERSIGHT ON PROPERTIES THAT ARE OWNED BY THE CITY? THAT'S A GOOD QUESTION.

I THINK I MIGHT HAVE TO GET BACK WITH YOU, BUT LET ME GIVE YOU MY FIRST INITIAL THOUGHTS.

CODE COMPLIANCE PRIMARILY DEALS WITH PRIVATE PROPERTY.

RIGHT. WE'RE GOING THROUGH SOME ADD CHANGES. ADMINISTRATIVE DIRECTIVE CHANGES ABOUT HOW WE DEAL WITH OUR PROPERTY IS BEING LED BY ASHLEY EUBANKS AND JOHN JOHNSON. NOW THERE'S SOME STRUCTURAL THINGS THAT WE'VE ALREADY CHANGED INTERNALLY ABOUT HOW WE DEAL WITH THE UPKEEP, WHICH IS SOME THINGS THAT CAME UP SOME MONTHS AGO THAT WE'RE STILL KIND OF WORKING OUR WAY THROUGH THE BEST PROCESSES AND ALIGNING VENDORS AND, AND, YOU KNOW, SCHEDULES AND THINGS OF THAT NATURE THAT NEED TO HAPPEN.

SO WE HAVE A I FORGET HOW TO SAY IT. I THINK IT'S LAND MANAGEMENT SYSTEM TODAY WHERE WE DO HAVE OUR VACANT PROPERTIES LISTED THERE, AND THEN WE CAN KEEP TRACK OF THEM IN THAT DATABASE.

SO IF YOU'RE TALKING ABOUT A DATABASE, WE WE HAVE ONE WHETHER OR NOT IT'S REGISTERED OR NOT IN THIS CODE SYSTEM.

I DON'T I DON'T BELIEVE THAT THAT'S BEEN AN ASK OF THE CODE COMPLIANCE DEPARTMENT. TANISHA. DO YOU DO YOU KNOW IF THAT'S SOMETHING THAT THEY'VE REQUESTED? SURE. AND I JUST BRING THIS UP IS, YOU KNOW, IF WE'RE ASKING OUR DEVELOPERS, OUR RESIDENTS, AND HOLDING THEM TO CERTAIN THRESHOLDS AND EXPECTATIONS WE SHOULD BE FOLLOWING.

WE SHOULD BE LEADING IN THAT, IN THAT ROLE. AND THEN ALSO IT WILL INCENTIVE, HOPEFULLY INCENTIVIZE US TO NOT LET THAT PROPERTY TO CONTINUE TO SIT VACANT, BUT TO DEVELOP IT OR JUST SIMPLY OFFLOAD IT.

THANK YOU. RECEIVED. THANK YOU. OKAY. KAY. THE OFFICE OF THE CITY AUDITOR.

MONTHLY INTERNAL UPDATE ON INTERNAL AUDIT REPORTS.

OKAY, SO I DO HAVE A QUESTION FOR YOU. HI, MARK.

SO THE FIRST AUDIT YOU HAVE FOR US IS ABOUT FORMER CITY COUNCIL MEMBERS.

AND, YOU KNOW, THERE'S NOTHING TERRIBLY AMISS, BUT IT LOOKS LIKE IT'S KIND OF ALL THE SAME THINGS THAT YOU'VE SAID ON THE LAST ONES.

SO PARKING GARAGE ACCESS BADGES. CAN'T REALLY TELL IF IT'S PERSONAL PROPERTY OR CITY PROPERTY, THAT KIND OF STUFF. HOW HOW COULD WE CHANGE IT SO THAT WHEN YOU'RE DOING THIS REPORT, WHEN I'M GONE AND OTHERS ARE GONE, YOU'RE GOING TO BE ABLE TO COME BACK AND SAY, YEAH, THIS IS ALL CLEAN.

OKAY. MARK SWANN, CITY AUDITOR. YES. ON THE AUDIT, SPECIAL AUDITS OF THE COUNCIL MEMBERS, WHICH ARE REQUIRED BY CHARTER ANYTIME ANY OFFICIAL LEAVES THE CITY.

THE REPORT CONTINUOUSLY HAS THE SAME ISSUES OVER AND OVER.

AND THAT'S WHY WE DIDN'T MAKE A RECOMMENDATION THIS YEAR, BUT MAINLY BECAUSE WE DIDN'T KNOW EXACTLY WHO TO GO TO SINCE THE CITY MANAGER WASN'T NECESSARILY RESPONSIBLE ANYMORE. BUT WHAT WE DID DO LAST WEEK IS ACTUALLY WE WORKED WITH THE YOUR, YOUR STAFF AND OTHER STAFF AND HAD A TRAINING SESSION TO COVER WHAT'S GOING TO BE COVERED IN THE SPECIAL AUDITS.

AND ONE OF THE RECOMMENDATIONS WAS WHEN THE NEW COUNCIL COMES IN IN THE NEXT FEW MONTHS TO REPEAT THAT TRAINING AGAIN, SO THAT THE NEW STAFF WILL KNOW THAT INFORMATION.

AND IT'S JUST A MATTER OF TRYING TO MAKE SURE PEOPLE KNOW WHAT THE EXPECTATIONS ARE ON THERE.

IT'S MAINLY ON THE 15, AND WE'RE KIND OF FOCUSING BACK ONTO THE ISSUE ON THE CITY CHARTER.

IS IS THERE ANY DEBT OWED TO FOR CITY ACCOUNTS WHO EVER LEFT? AND SO THAT OVER, OVER TIME, IN DECADES THAT'S KIND OF CREEPED OUT, GOT A LITTLE SCOPE CREEP.

SO WE'RE TRYING TO BRING THAT BACK DOWN TO SAYING JUST TO YOUR TO THE OFFICEHOLDERS EXPENDITURES IN THE 15 A REPORT AND COMPARING THAT TO THE GENERAL LEDGER, LOOKING AT PROCUREMENT CARDS AND PERSONAL PROPERTY AND KIND OF LIMITED TO THAT THAT YOU HAVE IF YOU BOUGHT SOME, IF YOU BOUGHT PERSONAL PROPERTY WITH CITY MONEY, IT'S STILL HERE WHEN YOU LEAVE.

WELL, I GUESS I'M SO GLAD YOU'RE WORKING WITH THE STAFF TO TRAIN THEM FOR THINGS LIKE ACCEPTANCE AND PROPER INVESTMENT AND ACCOUNTING OF GIFTS AND TRUSTS.

I MEAN, I DON'T KNOW A COUNCIL MEMBER WHO DOES THAT DIRECTLY.

LIKE, OUR STAFF JUST DOES THAT FOR US. MAYBE WE NEED TO BE A LITTLE BIT MORE HANDS ON ON THAT,

[02:20:05]

AND I'M SURE EVERYONE WOULD BE HAPPY TO COMPLY, BUT THEY JUST WALK OUT WITH, YOU KNOW, ALL OF THE STUFF THAT YOU ACCUMULATE AS, AS YOUR COUNCIL MEMBER AND IT'S JUST NOT SOMETHING YOU'RE THINKING OF IN THAT MOMENT.

THE OTHER THING I'D SAY IS YOU KNOW, SOME OF THIS IS 100% STAFF, MEANING, YOU KNOW, SOMEBODY NEEDS TO TURN OFF YOUR ACCESS TO EMAIL AND TURN OFF OTHER KINDS OF THINGS. THAT'S NOT A COUNCIL MEMBER ITEM, BUT YET IT'S, YOU KNOW, PART OF THE AUDIT OF THAT PERSON. AND SO I FEEL LIKE IT KIND OF NEEDS TO BE ADJACENT, NOT DIRECTLY RELATED TO THE COUNCIL MEMBER. DO YOU FEEL LIKE THIS IS SOMETHING WE COULD MAYBE REFER TO THE AD HOC ADMINISTRATIVE COMMITTEE, BECAUSE THERE COULD BE A CHECKLIST, LIKE BEFORE YOU WALK OUT, LIKE, YOU KNOW, SIX WEEKS BEFORE THAT, YOU BASICALLY GET THESE THINGS COME, YOU KNOW, GO FIND YOUR PHONE.

RIGHT. WELL, PART OF THAT IS THE PRIOR ON THE PRIOR SPECIAL AUDIT.

ONE OF THE QUESTIONS THAT CAME ACROSS WAS, THERE'S A LOT OF THESE REQUIREMENTS TO TURN OFF OR REQUIREMENTS THAT ARE CITY MANAGER REQUIREMENTS THAT DON'T NECESSARILY APPLY TO THE CITY COUNCIL MEMBERS AS THE GOVERNING BODY.

AND SO WE WERE TRYING TO GET SOME KIND OF RESOLUTION GOING FORWARD.

THAT IS A COUNCIL MEMBER. WOULD YOU LIKE TO ADOPT THE ADMINISTRATIVE DIRECTIVES THAT ALL THE OTHER EMPLOYEES HAVE TO FOLLOW OR PICK AND CHOOSE WHICH ONES YOU'D LIKE TO, BUT SOME ARE REQUIRED BECAUSE THE CODE SAYS YOU HAVE TO FOLLOW A PROCUREMENT POLICY IF YOU SPEND MONEY.

BUT OTHER THINGS LIKE PARKING PASSES AND ON MY COMPUTER, INFORMATION SECURITY IS DOES NOT, IS NOT ALL ENCOMPASSING OF COUNCIL MEMBERS. YEAH.

IT SEEMS LIKE THERE COULD BE JUST LIKE A GOING AWAY CHECKLIST.

YOU KNOW, I'VE BEEN CARRYING AROUND THIS PHONE FOR SIX YEARS. AT SOME POINT, YOU KNOW, SOMEONE'S GOING TO WANT IT BACK, AND I'M GOING TO BE VERY HAPPY TO GIVE IT TO THEM. BUT IF THEY DON'T ASK, I MIGHT NOT REMEMBER UNTIL I GET HOME AND GO, OH, I DON'T NEED IT. AND WORKDAY HAS A CHECKLIST THAT WILL LIST OFF PROPERTY, GATHERING PROPERTY AND INFORMATION, AND YOU CAN CUSTOMIZE THAT IF I REMEMBER RIGHT BY DEPARTMENT.

SO SO, MISS MENDELSOHN, YOU'RE ASKING FOR THIS TO GO TO ADMINISTRATIVE TO KIND OF FINALIZE IT FOR THIS FOR THIS JUNE, TO SAY IF I THINK IT'D BE APPROPRIATE BECAUSE HE'S ABOUT TO HAVE TO DO AT LEAST THREE FOUR.

WAIT, IS THERE FOR FOR SORRY, AT LEAST FOUR OF THESE, AND IT MAY BE A GOOD TIME TO FIGURE OUT THE CHECKLIST, RIGHT? SO I THINK WE CAN PREPARE SOME WE CAN PREPARE SOMETHING TO THAT AND WORK WITH HR ON THE WORKDAY OFFBOARDING CHECKLIST AND SEE THAT THERE'S STILL TIME TO DO IT. YEAH. OKAY. OKAY. ANYTHING ELSE? WELL, I'LL JUST SAY ON THE PUBLIC SAFETY, ON THE DOMESTIC VIOLENCE ONE, THANK YOU FOR NOTING THE AREAS, THE AREAS WHERE THE OFFICERS COULD BE MORE THOROUGH IN COMPLETING, YOU KNOW, LETHALITY ASSESSMENTS AND ALL OF THAT.

IT SOUNDS LIKE THEY'VE ALL BEEN ACCEPTED AND WILL BE ADDRESSED.

THANK YOU. I WOULD LIKE TO THANK SHEENA KNOWLES AND ANATOLY TRUSTEE.

THEY WERE THE ONES INVOLVED IN THE AUDIT, AND THEY WERE HERE TO ANSWER ANY QUESTIONS IF YOU HAD. BUT WE THANK YOU FOR THAT. IT WAS WELL WRITTEN.

THANK YOU. AT 330. THIS MEETING IS ADJOURNED.

THANK YOU.

* This transcript was compiled from uncorrected Closed Captioning.