Jan 12, 2026 Council Committee on Government Efficiency

[Council Committee on Government Efficiency on January 12, 2026.]

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GOOD MORNING. THE TIME IS 9:05 A.M., AND I CALL THIS MEETING OF GOVERNMENT EFFICIENCY COMMITTEE OF GOVERNMENT EFFICIENCY TO ORDER.

I WANT TO THANK MY FELLOW COLLEAGUES, MY FELLOW COUNCIL MEMBERS, CITY STAFF, INVITED PRESIDENT PRESENTERS AND MEMBERS OF THE PUBLIC FOR BEING HERE. THE PURPOSE OF THE COMMITTEE OF GOVERNMENT OFFICIALS IS TO EXAMINE HOW THE CITY OF DALLAS OPERATES, ENSURING TRANSPARENCY, ACCOUNTABILITY, FISCAL RESPONSIBILITY AND EFFECTIVE SERVICE DELIVERY FOR OUR RESIDENTS.

OUR GOAL IS NOT ONLY TO IDENTIFY CHALLENGES, BUT TO IMPROVE SYSTEMS SO GOVERNMENT WORKS BETTER FOR THE PEOPLE WE SERVE.

WE WILL HAVE DISCUSSIONS TODAY. WE WILL ALL REMAIN POSITIVE, RESPECTFUL, AND SALUTE SHAUN.

WITH THAT IN MIND, AND WE WILL PROCEED WITH OUR FIRST AGENDA ITEM.

FIRST AGENDA ITEM IS APPROVAL OF DECEMBER 8TH 2025 COMMITTEE OF GOVERNMENT MEETING MINUTES.

DO I HAVE A MOTION TO APPROVE? SECOND, IT'S BEEN MOTION APPROVED BY COUNCILMAN.

SECOND BY COUNCILMAN RESENDEZ. ALL IN FAVOR? AYE, AYE.

OPPOSED? AYES HAVE IT. SECOND, WE HAVE. NEXT ON OUR AGENDA IS THE OVERVIEW OF OUR WOMEN, INFANT AND CHILDREN PROGRAM, OUR WEEK PROGRAM. AT THIS TIME, WE'RE GIVING IT TO JESSICA GALICIA DEPUTY DIRECTOR OF OFFICE OF COMMUNITY CARE AND EMPOWERMENT.

HI. GOOD MORNING, CHAIR AND CITY COUNCIL COMMITTEE MEMBERS.

I'M THOR ERICKSON, DIRECTOR OF THE OFFICE OF HOUSING AND COMMUNITY EMPOWERMENT. TODAY IS JOINING ME IS DEPUTY DIRECTOR JESSICA GALICIA AND PROGRAM ADMINISTRATOR ALI BORREGO, AT THE REQUEST OF THE COMMITTEE ON GOVERNMENT EFFICIENCY, WE'RE HERE TO PROVIDE AN OVERVIEW ON THE DALLAS SPECIAL SUPPLEMENTAL NUTRITION PROGRAM FOR WOMEN, INFANTS AND CHILDREN, COMMONLY KNOWN AS WICK.

NEXT SLIDE PLEASE. THIS MORNING'S OVERVIEW WILL COVER THE WICK PROGRAM'S BACKGROUND, PARTICIPATION TRENDS, FUNDING STRUCTURE AND OUR STRATEGIC PLANNING EFFORTS, INCLUDING THE GOALS AND RECENT IMPROVEMENTS.

TO BEGIN, I'LL TURN IT OVER TO DEPUTY DIRECTOR GALLISHAW, WHO WILL PROVIDE BACKGROUND ON THE DALLAS WICK PROGRAM.

THANK YOU AND THANK YOU. AND GOOD MORNING, CHAIRMAN AND COUNCIL MEMBERS.

TO GET STARTED THE CITY OF DALLAS ADMINISTERS THE WICK PROGRAM THROUGH A GRANT CONTRACT WITH THE TEXAS DEPARTMENT OF STATE.

HEALTH SERVICES ARE ACTUALLY HEALTH AND HUMAN SERVICES, A PARTNERSHIP THAT FIRST BEGAN WHEN THE WICK PROGRAM WAS FIRST INTRODUCED TO TEXAS IN 1974. FOR MORE THAN FIVE DECADES, THIS COLLABORATION HAS ENSURED THAT FAMILIES IN DALLAS HAVE ACCESS TO CRITICAL NUTRITION RESOURCES AND HEALTH EDUCATION. THROUGH WICK, WE PROVIDE AN ELECTRONIC BENEFITS TRANSFER CARD FOR PURCHASING NUTRITIOUS FOODS ALONG WITH NUTRITION EDUCATION CLASSES, INDIVIDUALIZED COUNSELING, BREASTFEEDING SUPPORT, AND REFERRALS TO VARIOUS COMMUNITY SERVICES.

THE SERVICES ARE DESIGNED TO PROMOTE HEALTHY PREGNANCIES, SUPPORT INFANT DEVELOPMENT, AND TO IMPROVE OVERALL HEALTH FAMILY WELL-BEING.

THE PROGRAM SERVES SOME OF OUR MOST VULNERABLE POPULATIONS IN OUR COMMUNITY, INCLUDING PREGNANT WOMEN, INFANTS AND CHILDREN UNDER AGE FIVE, SINGLE FATHERS WITH ELIGIBLE CHILDREN, AND ALL FOSTER CHILDREN UNDER AGE FIVE.

BY ADDRESSING NUTRITIONAL NEEDS AND CONNECTING FAMILIES WITH SUPPORTING SERVICES, WHICH PLAYS A VITAL ROLE IN REDUCING FOOD INSECURITY AND IMPROVING HEALTH AND FINANCIAL OUTCOMES FOR FAMILIES IN OUR COMMUNITY. NEXT SLIDE.

THE DALLAS PROGRAM HAS A VISION AND OUR VISION IS SIMPLE YET POWERFUL.

TO ENSURE THAT EVERY FAMILY HAS ACCESS TO HEALTHY, NOURISHING FOOD AND HAS AND FEELS EMPOWERED TO MAKE INFORMED AND HEALTHY CHOICES.

THIS VISION DRIVES EVERYTHING WE DO IN THE PROGRAM.

THE MISSION BUILDS ON THAT FOUNDATION TO INSPIRE, EMPOWER AND POSITIVELY IMPACT THE HEALTH AND WELL-BEING OF FAMILIES.

WE ACHIEVE THIS THROUGH THE COMPREHENSIVE NUTRITION AND BREASTFEEDING EDUCATION BY PROVIDING THE ABILITY TO PURCHASE HEALTHY FOODS AND BY FOSTERING TRUSTED RELATIONSHIPS WITH OUR FAMILIES IN THE COMMUNITY, ALL DELIVERED THROUGH AN EXCEPTIONAL PROGRAM EXPERIENCE.

THESE IDEALS ARE GUIDED FROM OUR STRATEGIC PLANNING EFFORTS.

EVERY INITIATIVE, EVERY IMPROVEMENT THAT WE MAKE IS DESIGNED TO STRENGTHEN, ACCESS, ENHANCE EDUCATION, AND CREATE MEANINGFUL CONNECTIONS WITH THE FAMILIES THAT WE SERVE.

NEXT SLIDE. IN DALLAS, THE BENEFITS PROCESS FOR OUR FAMILIES REALLY STARTS WITH OUR OUTREACH AND AWARENESS EFFORTS. CLIENTS CAN CALL OUR CALL CENTER. THEY CAN REACH OUT THROUGH ASQUITH AT DALLAS.

GOV. THEY CAN ALSO BE CONNECTED TO US THROUGH A REFERRAL FROM TEXAS.

ORG AND THEY'RE EVEN WELCOME TO SHOW UP AT OUR CLINICS FOR A WALK IN APPOINTMENT APPOINTMENT,

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SERVICE DELIVERY STARTS WITH PARTICIPANTS ATTENDING A WEEK APPOINTMENT WHERE THEIR ELIGIBILITY IS REVIEWED AND CONFIRMED.

IF THEY QUALIFY, THEY RECEIVE PERSONALIZED NUTRITION EDUCATION AND COUNSELING AND BREASTFEEDING SUPPORT.

THE SESSIONS ARE DESIGNED TO HELP THE FAMILIES MAKE INFORMED CHOICES ABOUT THEIR HEALTH AND NUTRITION.

NEXT, A WICK CERTIFIER ASSESSES THE PARTICIPANT'S HEALTH AND NUTRITIONAL NEEDS, AND THEY ISSUE A TAILORED FOOD PACKAGE FOR THESE FAMILIES.

THIS PACKAGE IS PROVIDED TO THE FAMILIES THROUGH AN ELECTRONIC BENEFITS TRANSFER CARD, WHICH THEY CAN THEN TAKE TO AUTHORIZED GROCERY STORES TO PURCHASE THOSE FOODS.

IT LOOKS A LOT LIKE A DEBIT CARD, OF COURSE, TO REDUCE THE STIGMA OF MAKING THOSE PURCHASES AND TO MAKE IT EASY ON OUR FAMILIES.

PARTICIPANTS THEN USE THE CARD TO SHOP FOR APPROVED NUTRITIOUS FOODS.

THESE INCLUDE FRUITS, VEGETABLES, WHOLE GRAINS, DAIRY, EGGS AND INFANT FORMULA AT LOCAL RETAILERS, WHICH THEN, OF COURSE, PUTS FUNDING BACK INTO OUR RETAILERS AND IN OUR COMMUNITY.

THE BENEFITS THEMSELVES ARE RENEWED EVERY THREE MONTHS FOLLOWING THE COMPLETION OF A NUTRITION EDUCATION REQUIREMENT, AND PARTICIPANTS ARE REQUIRED TO RECERTIFY FOR THE PROGRAM IN TERMS OF ELIGIBILITY ON AN ANNUAL BASIS FOR CONTINUED ELIGIBILITY AND SUPPORT.

THE ESTIMATED VALUE OF A FOOD PACKAGE REALLY CAN DEPEND ON WHAT THAT PACKAGE IS AND THE INDIVIDUAL'S NEEDS, BUT IT RANGES FROM ABOUT MAYBE $26 A MONTH AND CAN BE UP TO $47 OR MORE FOR PREGNANT AND POSTPARTUM PARTICIPANTS.

AND IN FACT, IT CAN BE OVER $50 A MONTH FOR ANY FULLY OR PARTIALLY BREASTFEEDING PARTICIPANTS.

THESE BENEFITS SIGNIFICANTLY OFFSET THE GROCERY COSTS FOR THESE FAMILIES, AND THEY ENSURE ACCESS TO THESE HEALTHY AND NOURISHING FOODS.

DEPENDING ON INDIVIDUAL CIRCUMSTANCES, A TOTAL MONTHLY FOOD PACKAGE VALUE COULD COVER UP TO 100 OVER $119 FOR AN INDIVIDUAL CLIENT PER MONTH, AND WHICH DOES NOT JUST SERVE BREASTFEEDING FAMILIES.

WE ALSO PROVIDE FORMULA BENEFITS, INCLUDING SPECIALTY AND PRESCRIPTION FORMULAS BASED ON NEEDS, AND THE VALUE OF THESE BENEFITS IS A BIT HARDER TO ESTIMATE BECAUSE OF THE NUMEROUS TYPES OF NUTRITION FORMULAS THAT ARE AVAILABLE.

SO THEY'RE NOT INCLUDED IN THE ESTIMATES THAT WE JUST HIGHLIGHTED. NEXT SLIDE.

SO WHY DOES THIS MATTER? THE WICK PROGRAM DELIVERS FAR REACHING BENEFITS NOT ONLY FOR INDIVIDUAL FAMILIES, BUT FOR THE ENTIRE COMMUNITY. THE BENEFITS NOT ONLY PROVIDE ESSENTIAL NUTRITION, BUT ALSO REDUCE FOOD INSECURITY AND IMPROVE HEALTH OUTCOMES FOR MOTHERS, INFANTS, AND YOUNG CHILDREN. EVERY DOLLAR INVESTED IN WICK RETURNS APPROXIMATELY $2.48 IN HEALTH CARE COST SAVINGS, UNDERSCORING THE PROGRAM'S IMPACT ON BOTH FAMILY FINANCIAL STABILITY, WELLNESS AND COMMUNITY WELL-BEING.

AND THAT'S ACCORDING TO AN ESTIMATE FROM THE NATIONAL WICK ASSOCIATION.

IN 2017, THE WICK PROGRAM LIFTED 279,000 PEOPLE ABOVE THE POVERTY LINE.

FAMILIES RECEIVING WICK ALONGSIDE OF HOUSING SUBSIDIES AND SNAP WERE 72% MORE LIKELY TO BE HOUSING SECURE.

LONGITUDINAL STUDIES SHOW THAT WICK PARTICIPATION SUPPORTS BETTER CHILD HEALTH AND COGNITIVE DEVELOPMENT, CONTRIBUTING TO SCHOOL READINESS AND ACADEMIC ACHIEVEMENT.

AND THESE BENEFITS ALIGN DIRECTLY WITH THE CITY'S DRIVERS OF OPPORTUNITY FRAMEWORK, ADVANCING CHILD AND MATERNAL HEALTH.

IMPROVING ACCESS TO HEALTHIER FOODS. PROMOTING FINANCIAL STABILITY AND CREATE HEALTHIER ENVIRONMENTS AND STRONGER PATHWAYS FOR OPPORTUNITY FOR FAMILIES IN DALLAS. NEXT SLIDE. SO THE WICK PROGRAM IS A FEDERALLY FUNDED INITIATIVE.

AND IT'S ADMINISTERED AT THE STATE LEVEL BY OUR TEXAS HEALTH AND HUMAN SERVICES COMMISSION UNDER A FORMAL GRANT CONTRACT WITH HHS OF TEXAS.

THE CITY OF DALLAS SERVES AS AN AUTHORIZED LOCAL AGENCY.

WE'RE RESPONSIBLE FOR DELIVERING SERVICES DIRECTLY TO ELIGIBLE FAMILIES IN THE COMMUNITY.

THIS CONTRACTUAL AGREEMENT IS FOUNDATIONAL. IT DEFINES OUR ROLES, RESPONSIBILITIES, AND PERFORMANCE STANDARDS TO ENSURE THAT DALLAS WICK OPERATES IN FULL COMPLIANCE WITH FEDERAL AND STATE REGULATIONS, WHILE ALSO MEETING LOCAL NEEDS.

THROUGH THIS PARTNERSHIP, WE MANAGE ALL ASPECTS OF THE WICK PROGRAM, INCLUDING OPERATING WICK CLINICS ACROSS OUR COMMUNITIES TO ENSURE ACCESSIBILITY, PROVIDING NUTRITION EDUCATION, BREASTFEEDING SUPPORT AND BENEFITS ISSUANCE THROUGH THE ELECTRONIC BENEFIT TRANSFER CARD, BUILDING TRUSTED RELATIONSHIPS WITH OUR FAMILY AND CONNECTING THEM WITH ADDITIONAL HEALTH AND SOCIAL SERVICES BY SERVING AS THE LOCAL AGENCY UNDER THE CITY OF DALLAS, ACTS AS A CRITICAL LINK BETWEEN THE FEDERAL POLICY AND COMMUNITY LEVEL IMPLEMENTATION.

THE STRUCTURE ALLOWS US TO TAILOR IMPLEMENT INDIVIDUAL SERVICES TO THE UNIQUE NEEDS OF DALLAS FAMILIES,

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ULTIMATELY, THE PARTNERSHIP ENSURES THAT WICK REMAINS A CORNERSTONE OF MATERNAL AND CHILD HEALTH AS WELL AS FOOD SECURITY IN OUR CITY.

NEXT SLIDE. AS WE LOOK AHEAD, OUR STRATEGIC PLAN IS FOCUSED ON ANTICIPATING CHALLENGES AND ENSURING THAT IT CONTINUES TO DELIVER ON ITS MISSION, EVEN IN A CHANGING ENVIRONMENT.

WICK IS A FEDERAL ASSISTANCE PROGRAM DESIGNED TO SUPPORT LOW INCOME PREGNANT WOMEN, BREASTFEEDING MOTHERS, INFANTS AND YOUNG CHILDREN UP TO AGE FIVE. IT'S ESSENTIAL.

MORE THAN HALF OF ALL INFANTS IN THE UNITED STATES PARTICIPATE IN WICK, UNDERSCORING THE PROGRAM'S REACH AND IMPACT.

OUR PLAN PRIORITIZES A RETURN TO THE TRADITIONAL WICK SERVICE MODEL.

IT'S CENTERED ON IN-PERSON ENGAGEMENT BECAUSE THESE APPOINTMENTS ARE WHERE FAMILIES RECEIVE PERSONALIZED NUTRITION COUNSELING AND BREASTFEEDING SUPPORT, WHICH ARE CRITICAL TO THE OUTCOMES. WHILE WE'VE ADAPTED TO ALTERNATIVE SERVICE DELIVERY MODELS IN RECENT YEARS, WE KNOW THAT FACE TO FACE INTERACTIONS BUILD STRONGER RELATIONSHIPS AND TRUST.

SEVERAL FACTORS GUIDE OUR STRATEGY. ELIGIBILITY AND ACCESS IS FOR OUR FAMILIES.

PARTICIPATING IN OTHER ASSISTANCE PROGRAMS ARE OFTEN AUTOMATICALLY INCOME ELIGIBLE FOR THE WICK PROGRAM, WHICH HELPS TO STREAMLINE ENROLLMENT AND REDUCE BARRIERS.

EXTENDED SUPPORT FOR BREASTFEEDING MOTHERS. BREASTFEEDING PARTICIPANTS REMAIN ELIGIBLE LONGER THAN NON-BREASTFEEDING MOTHERS, REINFORCING OUR COMMITMENT TO MATERNAL AND CHILD HEALTH.

ECONOMIC IMPACT, WHICH BENEFITS NOT ONLY NOURISH FAMILIES, THEY SUPPORT THE LOCAL ECONOMY.

PURCHASES MADE WITH THE BENEFITS CAN STRENGTHEN LOCAL FOOD.

FOOD. EXCUSE ME? LOCAL FOOD RETAILERS AND FOOD SYSTEMS. FARMERS MARKET PARTNERSHIPS THROUGH THE FARMERS MARKET NUTRITION PROGRAM, FUNDED BY CONGRESSIONALLY MANDATED SET ASIDES, WERE ABLE TO EXPAND ACCESS TO FRESH, LOCALLY GROWN FRUITS AND VEGETABLES, PROMOTING HEALTHIER DIETS AND SUPPORTING LOCAL AGRICULTURE.

STABLE NUTRITION BENEFITS, WHICH BENEFITS ARE TIED TO SPECIFIC PRODUCTS RATHER THAN A DOLLAR VALUE, ENSURING THAT FAMILIES RECEIVE CONSISTENT NUTRITION EVEN DURING TIMES OF RISING FOOD COSTS.

AN EVIDENCE BASED FOOD PACKAGES EVERY TEN YEARS, THE FOOD THE WICK FOOD PACKAGE UNDERGOES A SCIENTIFIC REVIEW AND UPDATES TO REFLECT THE LATEST NUTRITION RESEARCH, ENSURING THAT FAMILIES RECEIVE THE HEALTHIEST OPTIONS AVAILABLE.

BY ALIGNING THESE PRIORITIES. WE'RE POSITIONING DALLAS WICK TO MAINTAIN PROGRAM INTEGRITY, STRENGTHEN COMMUNITY PARTNERSHIPS, AND DELIVER EXCEPTIONAL SERVICE WHILE PREPARING FOR FUTURE CHALLENGES AND OPPORTUNITIES.

NEXT SLIDE. SO ONE UNIQUE THING ABOUT THE WICK PROGRAM IS THAT IT'S FULLY FUNDED STAFFING MODEL.

EVERY MEMBER OF OUR DALLAS WICK TEAM, FROM CERTIFIERS AND NUTRITIONISTS TO OUR ADMINISTRATIVE SUPPORT AND LEADERSHIP, IS 100% FUNDED BY WICK FEDERAL DOLLARS. THIS MEANS THAT ALL THE PERSONNEL COSTS, INCLUDING SALARIES AND BENEFITS, ARE COVERED THROUGH OUR GRANT CONTRACT WITH TEXAS HEALTH AND HUMAN SERVICES COMMISSION.

THE FUNDING STRUCTURE ENSURES THAT THE CITY OF DALLAS CAN DELIVER HIGH QUALITY SERVICES WITHOUT DRAWING ON LOCAL TAX DOLLARS, WHILE MAINTAINING COMPLIANCE WITH FEDERAL AND STATE REQUIREMENTS. ADDITIONALLY WICK ALLOWS FOR REVENUE ATTRIBUTABLE TO INDIRECT COSTS.

THESE ARE ADMINISTRATIVE EXPENSES, SUCH AS SHARED DEPARTMENTAL SERVICES FROM OUR BUDGET OFFICE, FOR EXAMPLE, THAT SUPPORT PROGRAM DELIVERY. IN FISCAL YEAR 2025, THE CITY COLLECTED NEARLY $600,000 IN INDIRECT COST REVENUE FROM THE WICK PROGRAM THROUGH WICK OPERATIONS. AND THIS REVENUE HELPS TO OFFSET BROADER CITY EXPENSES AND DEMONSTRATES THE PROGRAM'S VALUE BEYOND DIRECT SERVICE DELIVERY.

BY LEVERAGING THE FUNDING MODEL, WE'RE ABLE TO MAINTAIN A DEDICATED, SPECIALIZED WORKFORCE FOCUSED EXCLUSIVELY ON THE WICK PROGRAM MATERNAL AND CHILD HEALTH, NUTRITION, EDUCATION, AND BENEFIT ADMINISTRATION, ENSURING THAT OUR DALLAS FAMILIES RECEIVE EXCEPTIONAL SERVICE AND SUPPORT.

OH MY GOSH. NOW WE'LL LOOK AT OUR CLINICS NEXT SLIDE PLEASE.

DALLAS OPERATES A ROBUST NETWORK OF CLINICS STRATEGICALLY LOCATED ACROSS THE COMMUNITY TO ENSURE ACCESSIBILITY FOR FAMILIES IN EVERY COMMUNITY.

THE CLINICS SERVE AS THE FRONT LINE FOR DELIVERING NUTRITION EDUCATION, BREASTFEEDING SUPPORT AND BENEFITS.

ONE OF THE GREATEST ADVANTAGES OF THE PROGRAM IS THE TEXAS IS IN A TOXIN OR TEXAS INTEGRATED NETWORK SYSTEM, A STATEWIDE TECHNOLOGY PLATFORM THAT ALLOWS FOR PARTICIPANT TO BE SERVED IN ANY AUTHORIZED CLINIC REGARDLESS OF THEIR HOME, CLINIC, OR COUNTY OR CITY OF RESIDENCY. THEY CAN ACCESS SERVICES WHERE IT'S MOST CONVENIENT,

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AND THE FLEXIBILITY, OF COURSE, IS CRITICAL FOR REDUCING BARRIERS TO PARTICIPATION AND ENSURING THE CONTINUITY OF CARE FOR FAMILIES WHO MAY MOVE OR TRAVEL WITHIN THE STATE.

AND IT ALSO STRENGTHENS OUR ABILITY TO MEET FAMILIES WHERE THEY ARE AND PROVIDING THE CONSISTENT AND HIGH QUALITY SERVICES ACROSS DALLAS CLINICS AND BEYOND.

NEXT SLIDE. SO NOW AT THIS TIME, I'M GOING TO ASK OUR PROGRAM ADMINISTRATOR, ALI BORREGO TO SHARE SOME TRENDS THAT WE HAVE SEEN HERE IN DALLAS.

THANK YOU JESSICA. GOOD MORNING CHAIRMAN I'M ALI BORREGO.

NEXT SLIDE. OKAY. DALLAS WICK HAS EXPERIENCED SIGNIFICANT GROWTH OVER THE PAST.

I'M SORRY. THE PREVIOUS SLIDE I APOLOGIZE. DALLAS WICK HAS EXPERIENCED SIGNIFICANT GROWTH OVER THE PAST EIGHT YEARS DESPITE SOME CHALLENGES ALONG THE WAY. AS YOU CAN SEE IN THIS SLIDE, PARTICIPATION DIPPED IN 2019, PRIMARILY DUE TO THE INTRODUCTION OF OUR NEW ONLINE SYSTEM.

WHILE THIS SYSTEM ULTIMATELY IMPROVED EFFICIENCY, ITS INITIAL ROLLOUT CAUSED DELAYS AND DISRUPTIONS IN SERVICE DELIVERY.

WE FACED ADDITIONAL CHALLENGES IN 2020 AND 2021 AS THE PANDEMIC IMPACTED IN-PERSON APPOINTMENTS AND CREATED BARRIERS FOR FAMILIES ACCESSING SERVICES. THESE WERE DIFFICULT YEARS FOR WHIG PROGRAMS NATIONWIDE, AND DALLAS WAS NO EXCEPTION.

WE HAD TO CLOSE OUR CLINICS AND TRANSITION TO A TO A TO NOT AN IN-PERSON SERVICE DELIVERY MODEL.

OVER A PERIOD OF CLOSURE, THOUGH, WE STARTED WITH OUR CAR SIDE DELIVERY AND OVER TIME WE STARTED TO HAVE CLIENTS BACK IN THE CLINICS.

2022 TO 2023 IS WHEN WE REALLY BEGAN IMPLEMENTING SOME OF OUR ORGANIZATIONAL STRUCTURING AND CHANGES THAT PUT US ON A GOOD TRAJECTORY FOR THE LAST FEW YEARS. BEGINNING IN 2023, WE IMPLEMENTED SEVERAL KEY STRATEGIES THAT HAVE DRIVEN STRONG RECOVERY AND SUSTAINED GROWTH.

FIRST OF ALL, OUR STANDARDIZING CLINIC ENVIRONMENTS AND PROCESSES ACROSS THE AGENCY TO ENSURE CONSISTENCY AND IMPROVE THE CLIENT EXPERIENCE.

ALSO PRIORITIZING CUSTOMER SERVICE BY ENHANCING STAFF TRAINING AND ACCOUNTABILITY PRACTICES.

MAKING EVERY INTERACTION POSITIVE AND SUPPORTIVE.

AND LASTLY, LEVERAGING DATA ANALYTICS TO MONITOR PARTICIPATION TRENDS ACROSS CLINICS AND STATEWIDE, ALLOWING US TO IDENTIFY OPPORTUNITIES FOR IMPROVEMENT AND RESPOND QUICKLY.

THESE EFFORTS HAVE NOT ONLY HELPED US REGAIN MOMENTUM, BUT POSITIONED DALLAS FOR CONTINUED SUCCESS.

OUR FOCUS REMAINS ON DELIVERING EXCEPTIONAL SERVICE, REDUCING BARRIERS TO PARTICIPATION IN ENSURING THAT EVERY ELIGIBLE FAMILY IN DALLAS HAS ACCESS TO THE NUTRITION AND SUPPORT THEY NEED.

NEXT SLIDE PLEASE. AS WE REVIEW PARTICIPATION DATA FOR FISCAL YEAR 2025, YOU'LL NOTICE SIGNIFICANT VARIATION ACROSS OUR CLINICS. THIS VARIATION REFLECTS BOTH SIZE OF THE COMMUNITIES SERVED AND OPERATIONAL MODEL OF EACH LOCATION.

OUR LARGEST CLINIC, SUCH AS LAKE JUNE LEDBETTER, IRVING BUCKNER, AND EAST GARLAND OPERATE AS HIGH VOLUME HUBS.

THESE CLINICS ARE OPEN MORE DAYS PER WEEK AND ARE DESIGNED TO HANDLE A GREATER SHARE OF APPOINTMENTS, CERTIFICATIONS, AND BENEFIT ISSUANCE. THEY SERVE AS ANCHORS FOR OUR NETWORK, ENSURING THAT FAMILIES AND HIGH DENSITY AREAS HAVE CONSISTENT ACCESS TO SERVICES. IN CONTRAST, SOME OF OUR SMALLER CLINICS, SUCH AS FRUITDALE AND HIGHLAND HILLS, ARE OPEN FEWER DAYS PER WEEK. THESE LOCATIONS PROVIDE CRITICAL ACCESS POINTS FOR FAMILIES IN SPECIFIC NEIGHBORHOODS, BUT OPERATE WITH LIMITED SCHEDULES TO ALIGN RESOURCES WITH DEMAND ACROSS ALL CLINICS.

THE TEXAS INTEGRATED NETWORK SYSTEM, ALSO KNOWN AS TEXAN, GIVES US TREMENDOUS FLEXIBILITY BECAUSE TEXAN IS A STATEWIDE PLATFORM, ANY TEXAS WIDE PARTICIPANT CAN BE SERVED AT ANY DALLAS LOCATION.

THIS MEANS FAMILIES ARE NOT TIED TO A SINGLE CLINIC.

THEY CAN CHOOSE THE LOCATION THAT BEST FITS THEIR SCHEDULE AND NEEDS.

THIS COMBINATION OF HUB CLINICS AND SMALLER ACCESS POINTS SUPPORTED BY TEXAN ALLOWS US TO MAXIMIZE EFFICIENCY, REDUCE BARRIERS AND ENSURE THAT EVERY ELIGIBLE FAMILY IN DALLAS HAS ACCESS TO SERVICES.

NEXT SLIDE PLEASE. AND THANK YOU, ALI. AND AS WE MOVE FORWARD, THE NEXT FEW SLIDES WILL PROVIDE A DETAILED LOOK AT THE PROGRAM'S FUNDING STRUCTURE AND HOW THESE RESOURCES SUPPORT AND PROVIDE OUR OPERATIONS.

SO AS MENTIONED BEFORE, THE PROGRAM IS FUNDED THROUGH ANNUAL APPROPRIATIONS FROM THE UNITED STATES DEPARTMENT OF AGRICULTURE.

THE FUNDS FLOW TO STATES THAN TO LOCAL AGENCIES LIKE THE CITY OF DALLAS, THROUGH GRANT AGREEMENTS THAT AUTHORIZE US TO OPERATE SERVICES IN FY 25.

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WICK OPERATES UNDER A COST REIMBURSEMENT GRANT STRUCTURE FOR A LARGE PORTION OF THE FUNDING, MEANING ONLY ACTUAL DOCUMENTED EXPENSES WILL BE REIMBURSED.

EVERY DOLLAR SPENT MUST BE WICK OF ALLOWABLE AND FULLY COMPLIANT WITH FEDERAL AND STATE PROGRAM POLICIES AND PROCEDURES.

FUNDING IS COMPRISED OF TWO COMPONENTS ALLOCATIONS PROVIDED BY THE STATE BASED ON FEDERAL APPROPRIATIONS, AND THE EARNED INCOME CALCULATED AT 1425 $14.25 PER CLIENT BASED ON BENEFITS ISSUANCE.

THE FUNDING FORMULA APPLIED BY THE STATE OF TEXAS ADJUSTS RATES FOR EACH LOCAL AGENCY USING FOUR INDEPENDENT FACTORS.

THOSE ARE. POPULATION DENSITY. MEDIAN HOUSEHOLD INCOME.

INFORMATION TECHNOLOGY SUPPORT NEEDS AND LOCAL AGENCY PARTICIPATION LEVELS.

BECAUSE THESE FACTORS VARY YEAR TO YEAR, FUNDING RATES CAN FLUCTUATE.

THIS FORMULA ENSURES RESOURCES ARE DISTRIBUTED FAIRLY AND ALIGNED WITH COMMUNITY NEEDS.

ULTIMATELY, THIS FUNDING STRUCTURE ALLOWS DALLAS TO MAINTAIN FULLY STAFFED, FULLY FUNDED PROGRAMS WITHOUT RELIANCE ON LOCAL TAX DOLLARS WHILE CONTINUING TO DELIVER HIGH QUALITY SERVICES TO FAMILIES ACROSS OUR CITY.

NEXT SLIDE. NOW THAT WE'VE DISCUSSED HOW FUNDING IS STRUCTURED, LET'S LOOK AT HOW THE DOLLARS ARE ALLOCATED.

THE WICK PROGRAM FUNDS CAN ONLY BE EXPENDED ON ALLOWABLE COSTS, AND EVERY EXPENSE HAS TO COMPLY WITH FEDERAL AND STATE PROGRAM POLICIES.

ALLOWABLE COSTS INCLUDE PERSONNEL SALARIES AND EXPENSES AND BENEFITS, FACILITY LEASES AND UTILITIES.

COMMUNICATION SERVICES. NONPROFESSIONAL CONTRACTED SERVICES.

OUTREACH AND PARTICIPATION. ENGAGEMENT EXPENSES FOR FY 25.

HERE'S A BREAKDOWN OF THE MAJOR ALLOCATIONS LISTED HERE ON THE SIDE.

AS YOU CAN SEE, THE LARGEST SHARE OF THIS IS WHAT'S CALLED ADMINISTRATION, WHICH IS WHERE THE SALARIES AND NUMEROUS OTHER COSTS WILL FALL.

THESE ALLOCATIONS REFLECT OUR PRIORITIES. THEY ENSURE OUR STRONG ADMINISTRATIVE INFRASTRUCTURE, INVESTING IN SPECIALIZED SERVICES LIKE LACTATION SUPPORT, WHICH YOU CAN SEE WE RECEIVE SOME SPECIFIC AND DIRECT ALLOCATIONS FOR AND MAINTAINING TECHNOLOGY PLATFORMS TO ENABLE EFFICIENT SERVICE DELIVERY.

EVERY DOLLAR IS TIED TO THE PROGRAMS INTEGRITY AND PARTICIPANT EXPERIENCE, AND IT HELPS TO ENSURE THAT IT CONTINUES TO DELIVER HIGH QUALITY SERVICES.

NEXT SLIDE. NOW WE CAN TAKE A LOOK A CLOSER LOOK AT THE FINANCIALS OVER THE LAST FEW FIVE, SIX YEARS. ACTUALLY THIS TREND ANALYSIS HIGHLIGHTS OUR REVENUE AND EXPENSES.

OF COURSE, THESE MATCH ON AN ANNUAL BASIS. EACH YEAR, THE CITY OF DALLAS RECEIVES FEDERAL FUNDING THROUGH HHS UNDER A COST REIMBURSEMENT GRANT. STRUCTURE. THE REVENUE IS TIED TO ALLOWABLE EXPENSES AND EARNED INCOME BASED ON BENEFITS ISSUANCE.

THE STATE AGENCY ALSO ANNUALLY PROVIDES US WITH AN ALLOCATION, WHICH IS TYPICALLY ESTIMATED TO BE HIGHER THAN WHAT WE WOULD ACTUALLY EXPECT TO SPEND, AND SO THE PROGRAM GRANT AMOUNT IS TYPICALLY GOING TO BE HIGHER THAN THE AMOUNT THAT WE'RE ACTUALLY ABLE TO COLLECT ON AND EXPEND THE EXPENSES ALIGN CLOSELY WITH REVENUE BECAUSE OF THAT REIMBURSEMENT MODEL.

THESE COSTS HAVE TO BE ALLOWABLE, THEY HAVE TO BE DOCUMENTED.

AND THE MAJOR EXPENSE CATEGORIES AGAIN ARE SALARIES AND BENEFITS, LEASES, UTILITIES, TECHNOLOGY, LACTATION SERVICES, NUTRITION EDUCATION AND PROFESSIONAL DEVELOPMENT.

IF YOU TAKE A LOOK AT THIS CHART, YOU'LL SEE FY 20 AND 21 REFLECT SOME PANDEMIC RELATED CHALLENGES, INCLUDING REDUCED IN-PERSON SERVICES AND OPERATIONAL ADJUSTMENTS.

2022 MARKED SOME STABILIZATION AS WE REALLY ADAPTED TO A HYBRID SERVICE MODEL IN 2023 AND 24.

WE DELIVERED STRONG RECOVERY AND REALLY STARTED TO SEE OUR GROWTH AGAIN.

THROUGH INITIATIVES LIKE STANDARDIZING OUR CLINIC OPERATIONS AND IMPROVING OUR CUSTOMER SERVICE.

AND FY 25 REPRESENTS OUR HIGHEST FUNDING LEVEL TO DATE, WITH APPROXIMATELY $17 MILLION IN REVENUE SUPPORTING THE OPERATIONS.

NEXT SLIDE. AND I'M GOING TO TURN IT BACK OVER TO ALI NOW TO TALK ABOUT STRATEGIC PLANNING EFFORTS.

THANK YOU. AS WE LOOK AHEAD THE NEXT SECTION WILL FOCUS OUR STRATEGIC PLANNING EFFORTS, HOW WE SET GOALS, ANTICIPATE CHALLENGES AND IMPLEMENT PROGRAM IMPROVEMENTS TO STRENGTHEN WEAK SERVICES.

THESE STRATEGIES ARE DESIGNED TO ENSURE CONSISTENCY, ENHANCE THE PARTICIPANT EXPERIENCE AND POSITION DALLAS FOR CONTINUED GROWTH AND SUCCESS.

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FIRST IS STAFF ENGAGEMENT. WE HIRE THOUGHTFULLY, ENSURING EVERY TEAM MEMBER IS COMMITTED TO WIX MISSION.

WE TRAIN COMPREHENSIVELY SO STAFF ARE EQUIPPED WITH THE KNOWLEDGE AND TOOLS TO SERVE FAMILIES EFFECTIVELY, AND WE FOCUS ON RETAINING TALENT WHO ARE PASSIONATE ABOUT MATERNAL AND CHILD HEALTH BECAUSE CONTINUITY AND EXPERTISE MATTER.

THE SECOND ONE IS CLIENT ENGAGEMENT. EVERY INTERACTION FROM THE FIRST PHONE CALL TO THE FINAL APPOINTMENT MUST BE RESPECTFUL, EFFICIENT, AND EFFECTIVE. WE PRIORITIZE CUSTOMER SERVICE AS A CORNERSTONE OF TRUST AND SATISFACTION, MAKING SURE FAMILIES FEEL SUPPORTED EVERY STEP OF THE WAY.

NEXT IS PARTICIPATION. WE TAKE PROACTIVE STEPS TO REACH NEW ELIGIBLE FAMILIES THROUGH OUTREACH AND PARTNERSHIPS, AND WE WORK TO RETAIN CURRENT PARTICIPANTS FOR THE ENTIRETY OF THEIR ELIGIBILITY, ENSURING THAT THEY RECEIVE THE FULL BENEFIT OF SERVICES.

AND LASTLY, QUALITY. WE ANCHOR OUR OPERATIONS ON SOUND POLICY AND STRICT DATA PROTECTION STANDARDS.

WE EMBRACE CONTINUOUS IMPROVEMENT, USING DATA AND FEEDBACK TO REFINE PROCESSES AND ELEVATE PROGRAM PERFORMANCE.

THESE CORE PRINCIPLES ARE NOT JUST ASPIRATIONAL, THEY ARE ACTIONABLE.

THEY SHAPE OUR STAFFING MODEL, OUR CLIENT EXPERIENCE, AND OUR APPROACH TO GROWTH AND SUSTAINABILITY.

NEXT SLIDE PLEASE. I THINK WE'RE AT THE PREVIOUS SLIDE.

I'M SO SORRY. OKAY. FISCAL YEAR 2025 WAS A YEAR OF PROGRESS AND MEASURABLE IMPACT FOR DALLAS WITH OUR STRATEGIC PLAN GUIDED US TOWARD KEY GOALS, AND I'M PROUD TO SHARE THE ACCOMPLISHMENTS THAT REFLECT OUR COMMITMENT TO EXCELLENCE.

GOAL NUMBER ONE WAS UPDATING OUR OPERATING PROCEDURES.

WE REVAMPED WRITTEN STANDARD OPERATING PROCEDURES TO ESTABLISH CLEAR EXPECTATIONS AND STRENGTHEN ACCOUNTABILITY ACROSS ALL CLINICS.

GOAL NUMBER TWO DEVELOP BUSINESS AND FINANCE STANDARD OPERATING PROCEDURES.

WE CREATED COMPREHENSIVE BUSINESS AND FINANCE OPERATING PROCEDURES, ENSURING TRANSPARENCY AND CONSISTENCY IN FINANCIAL MANAGEMENT.

IN GOAL NUMBER THREE, CONTINUOUS IMPLEMENTATION OF CORE FOR OUR STATE AUDIT RESULTED IN MINIMAL CORRECTIVE ACTIONS DEMONSTRATING STRONG OVERSIGHT AND COMPLIANCE. WE LEVERAGED OUR CONTACT CENTER TO ACTIVELY ENGAGE CLIENTS, PROMOTE SERVICES, AND DRIVE PARTICIPATION GROWTH. WE EXPANDED SOCIAL MEDIA OUTREACH, CREATING ENGAGING VIDEOS AND SHORT FORM CONTENT FOCUSED ON NUTRITION EDUCATION.

WE ENHANCED CONTACT CENTER QUALITY THROUGH MONTHLY STAFF REPORT CARDS AND DETAILED ROLE RUBRICS.

WE INCREASED WICK CERTIFIED SPECIALIST NUTRITION COUNSELING SKILLS THROUGH TARGETED WORKSHOPS.

WE DESIGNED THE WICK WELCOME RUBRIC TO ELEVATE THE CLIENT EXPERIENCE FROM THE FIRST INTERACTION.

WE IMPLEMENTED STANDARDIZED, STANDARDIZED PROCEDURE FOR NUTRITION EDUCATION AND LACTATION SERVICES, ENSURING CONSISTENT, HIGH QUALITY CARE ACROSS ALL CLINICS.

WE CONTINUE TO STRENGTHEN STRATEGY AND OPERATION THROUGH DATA DRIVEN DECISION MAKING, USING ANALYTICS TO IDENTIFY TRENDS AND OPPORTUNITIES.

THESE ACCOMPLISHMENTS REFLECT OUR COMMITMENT TO OPERATIONAL EXCELLENCE, CLIENT ENGAGEMENT, AND CONTINUOUS IMPROVEMENT. EACH INITIATIVE MOVES US CLOSER TO OUR VISION OF ENSURING THAT EVERY FAMILY HAS ACCESS TO HEALTHY FOODS, AND EMPOWERING THEM TO MAKE INFORMED CHOICES.

NEXT SLIDE PLEASE. QUALITY ASSURANCE IS AT THE HEART OF WEICK OPERATIONS, AND OUR PROGRAM UNDERGOES RIGOROUS MONITORING TO ENSURE COMPLIANCE AND CONTINUOUS IMPROVEMENT.

THE STATE AGENCY CONDUCTS AUDITS OF LOCAL AGENCIES AT LEAST EVERY TWO YEARS, REVIEWING A MINIMUM OF 20% OF CLINIC SITES.

THESE AUDITS EXAMINE EVERY ASPECT OF OUR OPERATIONS ADMINISTRATIVE PROCESSES, CLINICAL SERVICES, FISCAL MANAGEMENT, FOOD DELIVERY SYSTEMS, AND RECORD KEEPING TO ENSURE COMPLIANCE WITH FEDERAL, STATE, AND LOCAL REGULATIONS, POLICIES AND PROCEDURES.

LOOKING AT RECENT RESULTS IN FISCAL YEAR 2023, THE STATE AUDIT IDENTIFIED NINE ITEMS REQUIRING CORRECTIVE ACTION, FIVE ADMINISTRATIVE, TWO CLINICAL, AND TWO FISCAL.

IN FISCAL YEAR 2025, THAT NUMBER DECREASED TO EIGHT ITEMS.

[00:30:02]

THIS REDUCTION REFLECTS STRONGER OVERSIGHT AND OPERATIONAL CONSISTENCY ACROSS OUR AGENCY.

EVERY ITEM IDENTIFIED DURING THESE AUDITS HAS BEEN FULLY ADDRESSED.

OUR STAFF COMPLETED DETAILED CORRECTIVE ACTION PLANS TO RESOLVE EACH ISSUE.

THESE PLANS INCLUDED IMPLEMENTING TRACKERS AND SHAREPOINT TOOLS FOR REAL TIME MONITORING AND ACCOUNTABILITY, AS WELL AS UPDATING PROGRAM POLICIES AND PROTOCOLS TO REFLECT REVISED PROCESSES MOVING FORWARD.

IN ADDITION TO RESPONDING TO THIS FEEDBACK FROM THE STATE, WE'VE TAKEN PROACTIVE STEPS TO SAFEGUARD PROGRAM INTEGRITY DURING THE PANDEMIC.

IN 2020, USDA GRANTED WAIVERS ALLOWING LOCAL AGENCIES TO PERMIT A SINGLE STAFF MEMBER TO CERTIFY A CLIENT RATHER THAN THE TWO STAFF SEPARATION OF DUTIES REQUIRED FOR COMPLIANCE.

WHILE THIS WAIVER REMAINS IN EFFECT UNTIL SEPTEMBER OF THIS YEAR.

DALLAS WICK MADE A DECISION AT THE BEGINNING OF 2025 TO DISCONTINUE ITS USE.

WE RETURNED TO THE TRADITIONAL TWO STAFF CERTIFICATION MODEL TO REINFORCE COMPLIANCE, STRENGTHEN INTERNAL CONTROLS, AND UPHOLD THE INTEGRITY OF OUR PROGRAM. THESE ACTIONS DEMONSTRATE OUR COMMITMENT TO TRANSPARENCY, ACCOUNTABILITY, AND CONTINUOUS IMPROVEMENT IMPROVEMENT BY EMBEDDING CORRECTIVE MEASURES INTO OPERATIONS AND PROACTIVELY SAFEGUARDING INTEGRITY.

DALLAS, WHICH ENSURES FAMILIES RECEIVE SERVICES THAT MEET THE HIGHEST STANDARDS OF QUALITY AND COMPLIANCE.

OUR NEXT SLIDE, PLEASE. OUR STRATEGIC PLANNING EFFORTS ARE INTENTIONALLY ALIGNED WITH THE BROADER CITY PRIORITIES WHILE ADVANCING CONTINUOUS IMPROVEMENT IN SERVICE DELIVERY.

FOR FISCAL YEAR 20 2526, OUR FOCUS IS ON STRENGTHENING OPERATIONAL EFFICIENCY, ENHANCING THE CLIENT EXPERIENCE, AND ENSURING EQUITABLE ACCESS TO SERVICES WHILE MAINTAINING FULL COMPLIANCE WITH FEDERAL AND STATE PROGRAM REQUIREMENTS.

WE ARE ALIGNING WITH OPERATIONS WITH THE CITY'S DRIVER OF OPPORTUNITY FRAMEWORK, PARTICULARLY ITS FOCUS ON MATERNAL AND CHILD HEALTH, HEALTHY FOOD ACCESS, AND EQUITABLE SERVICE DELIVERY.

THIS ALIGNMENT ENSURES WICK IS CONTRIBUTING TO COMMUNITY WIDE OUTCOMES, NOT OPERATIONAL AND NOT OPERATING IN ISOLATION, WHILE MAXIMIZING THE RETURN ON PUBLIC INVESTMENT IN PREVENTATIVE HEALTH.

OUR WORK CONTINUES TO BE GUIDED BY THE CORE FOUR STRATEGIES.

STAFF ENGAGEMENT, CLIENT ENGAGEMENT. PARTICIPATION, AND QUALITY.

THESE PILLARS DRIVE CONSISTENT DECISION MAKING ACROSS THE PROGRAM, FROM WORKFORCE DEVELOPMENT AND CLINIC OPERATIONS TO CLIENT INTERACTIONS AND PROGRAM INTEGRITY. ENSURING EFFICIENCY WITHOUT COMPROMISING SERVICE QUALITY.

WE HAVE UPDATED AND STRENGTHENED STANDARD OPERATING PROCEDURES ACROSS ALL WIK CLINICS TO PROMOTE CONSISTENCY ACCOUNTABILITY.

OKAY. NEXT SLIDE PLEASE.

SO THANK YOU SO MUCH. SORRY ABOUT THAT. AND THANK YOU FOR YOUR TIME AND ATTENTION TODAY.

AND WE'VE COVERED A LOT OF GROUND FROM WICK'S HISTORY AND STRUCTURE TO THE FUNDING MODEL, STRATEGIC PRIORITIES AND PROGRAM IMPROVEMENTS.

OUR GOAL IS TO ENSURE OUR FAMILIES HAVE ACCESS TO HEALTHY, NUTRITIOUS FOODS, EDUCATION, SUPPORT, AND WE WANT TO DO SO WITH INTEGRITY, EFFICIENCY AND INNOVATION.

WE'RE PROUD OF THE PROGRESS THAT WE'VE MADE. AND AT THIS POINT, WE WOULD LIKE TO OPEN THE FLOOR FOR ANY QUESTIONS.

THANK YOU. THANK YOU. I'M GOING TO START TO MY RIGHT.

EACH COUNCILMAN ON THE FIRST ROUND WILL HAVE FIVE MINUTES.

AND THEN SECOND ROUND THREE MINUTES, AND THEN THE THIRD ROUND. THEN WE'LL GO WITH ONE MINUTE. I'M GOING TO START WITH CHAIR MENDELSOHN TO MY RIGHT.

THANK YOU. WELL YOU DID SPEND A LOT OF TIME EXPLAINING THE PROGRAM AND I THINK THERE'S NO QUESTION IT'S ESSENTIAL AND VALUED.

SO THANK YOU FOR DOING THAT. BUT I THINK THE POINT OF THIS COMMITTEE IS SLIGHTLY DIFFERENT THAN WHAT THE PRESENTATION WAS.

SO I DON'T KNOW THAT ANYBODY HERE NEEDS TO BE CONVINCED THAT WICK IS AN ESSENTIAL FUNCTION.

I THINK THE QUESTION IS, DOES IT BELONG AT CITY HALL? SO I'D LIKE TO ASK A COUPLE QUESTIONS. PAGE 11.

YOU HAVE A DOUBLE ASTERISK UNDER CONTACT CENTER.

WHAT DOES THAT MEAN? AND ALSO ON 18 YOU HAVE AN ASTERISK WITHOUT AN EXPLANATION OF WHAT THAT MEANS.

SO YOU SHOW ON 11 THAT A SINGLE ASTERISK IS THAT THE WICK CLINIC IS OUTSIDE THE CITY'S LIMITS.

BUT WHAT IS CONTACT CENTER WITH THE DOUBLE ASTERISK MEAN?

[00:35:09]

OH. THE THE CONTACT CENTER IS LOCATED IN MULTIPLE CLINIC SITES.

I THINK THAT THE DOUBLE ASTERISK IS MAYBE A TYPO OR AN ERROR IN THE SLIDESHOW.

OKAY, AND THEN ON 18, YOU'VE GOT AN ASTERISK UNDER A TOTAL WICK GRANT WITH AN ASTERISK.

WHY? WHY IS THAT ASTERISK? DID IT WAS TO CLARIFY THAT THE WICK GRANT AMOUNT IS THE ALLOCATION THAT THEY PROVIDE ANNUALLY.

BUT THAT TO DISTINGUISH IT FROM THE EXPENSES AND REVENUE WHICH ARE DETERMINED ON ACTUAL EXPENDITURES AND PROGRAM PARTICIPATION, EARNED INCOME. WELL, SO THAT'S WHAT THE LABEL MEANS.

TOTAL WITH GRANT. BUT WHY? WHY DOES IT HAVE AN ASTERISK? I MEAN, IS THERE SOMETHING THAT WE DON'T KNOW THAT YOU'RE TRYING TO REFERENCE? NO.

OKAY. SO ALSO ON PAGE 18, YOU'VE GOT THE REVENUE, YOU'VE GOT THE EXPENSES.

AND THEN THE TOTAL GRANT IS, OF COURSE, A HIGHER NUMBER.

SO IS THAT THE ADMIN FEE? NO, THAT'S THE ACTUAL BUDGET LEVEL THAT THEY OFFER ON AN ANNUAL BASIS.

SO WE'RE IN A FIVE YEAR AGREEMENT FROM 2025 TO 2030 TO SERVE LIMITED TIME.

BUT JUST TELL ME WHAT THE DIFFERENCE IS BETWEEN THE EXPENSES AND THE AND THE GRANT AMOUNT.

WHAT ARE WE DOING WITH THAT EXTRA MONEY? WHAT IS IT FOR? WHY DO WE HAVE IT? WE HAVE A MULTI YEAR AGREEMENT ON AN ANNUAL BASIS.

THE STATE AGENCY ALLOCATES AN AMOUNT THAT THEY ARE AUTHORIZING US AS AN APPROPRIATION FOR THAT NEXT FISCAL YEAR.

THAT ESTIMATE IS INTENDED TO BE HIGHER THAN WHAT IS LIKELY TO BE OUR ANNUAL COST, SO THAT WE DON'T HAVE TO DO ANY TYPE OF ADMINISTRATIVE ACTION WITH THEM TO INCREASE THE GRANT LEVEL. THEN DURING THE ACTUAL YEAR. SO THAT'S THE BUDGETED AMOUNT.

YOU'RE ONLY REIMBURSED FOR THE ACTUAL EXPENSES. WE'RE ONLY REIMBURSED FOR ACTUAL EXPENSES.

YOU GIVE THE REST OF THAT BACK. WE DON'T EVER COLLECT IT BECAUSE YOU NEVER COLLECT IT.

SO IT'S JUST WHAT THE AWARD AMOUNT IS, BUT YOU NEVER DRAW IT DOWN. RIGHT. THE ADMINISTRATIVE OR THE INDIRECT COST IS INCLUDED WITHIN THE OVERALL EXPENSES AS WELL.

THAT'S CONSIDERED A COST. SO THAT IS THERE. BUT IT'S NOT THE DIFFERENCE.

IT'S WITHIN THE COST. GOT IT. IS THE WICK PROGRAM AND THE OFFICE OF COMMUNITY CARE AND EMPOWERMENT PART OF THE EXTERNAL AUDIT? OR IS IT SEPARATELY AUDITED BY HEALTH AND HUMAN SERVICES? IT IS AUDITED BY HEALTH AND HUMAN SERVICES EVERY TWO YEARS.

I BELIEVE THAT IT IS ON THE LIST OF PROGRAMS TO BE EVALUATED THROUGH AN INTERNAL AUDIT.

JEANETTE, WOULD YOU KNOW IF IT'S PART OF THE EXTERNAL AUDIT? THE PROGRAM AUDIT, NOT THE PROGRAM. THE ENTIRE DEPARTMENT.

I'LL CONFIRM IT FOR YOU. I'M SORRY. I'LL CHECK AND CONFIRM THAT FOR YOU.

OKAY. THANK YOU. DOES THIS PROGRAM SERVE DALLAS COUNTY? YES. OKAY. AND WHAT ARE THE BENEFITS AND DRAWBACKS OF THE CITY OF DALLAS ADMINISTERING THIS PROGRAM VERSUS DALLAS COUNTY DOING THAT? SO I THINK THAT THE BENEFITS ARE THAT WE HAVE A LARGE AMOUNT OF EXPERIENCE AND WE DELIVER A HIGH QUALITY PROGRAM.

IT ENSURES THAT OUR RESIDENTS ARE ABLE TO ACCESS HIGH QUALITY SERVICES, AND THE ADMINISTRATIVE COSTS ACTUALLY GO INTO SUPPORT MULTIPLE CROSS-DEPARTMENTAL SUPPORT DEPARTMENTS AS WELL. AS THE FACT THAT THE PROGRAM ITSELF IS FULLY FUNDED.

SO YOUR CONTENTION IS THAT WE WOULD NOT HAVE OUR RESIDENTS SERVED IF DALLAS COUNTY WOULD ADMINISTER THIS.

SO I THINK THAT THERE'S A BOTH OPTION. MANY CITIES AND COUNTIES ACTUALLY HAVE PARTNERSHIPS IN ADMINISTRATING THE WICK PROGRAM.

I DON'T KNOW. AND I WAS NOT THERE WHEN THE DECISION WAS MADE.

I DO NOT KNOW WHY DALLAS COUNTY HAS NOT PURSUED LOCAL AGENCY.

THERE ARE MULTIPLE CITIES. THERE ARE MULTIPLE CITY COUNTY PARTNERSHIPS.

MANY OF THE BIG CITIES IN OUR IN THE TEXAS, MOST OF THEM DO SERVE AS A LOCAL AGENCY.

OFTEN THE COUNTY DOES. TOO OFTEN THEY HAVE AGREEMENTS ON HOW THEY WORK TOGETHER.

SO I THINK THAT IT DOES MAKE SENSE AND THAT THAT TYPE, THAT A FULL SCALE TRANSITION COULD BE REALLY, REALLY DIFFICULT, AS WELL AS THE FACT THAT WE ARE, OF COURSE, HAVE A VERY LONG RELATIONSHIP WITH HER.

AND WE ARE IN THE FIRST YEAR OF A FIVE YEAR COMMITMENT TO SERVE.

SO THERE ARE MULTIPLE OPTIONS. IT DOES NOT HAVE TO BE ONE OR THE OTHER.

AND IS THERE A DRAWBACK FOR DALLAS COUNTY TO BE ADMINISTERING THIS GRANT? I THINK THAT THE CITY OF DALLAS HAS BEEN A STRONG ADMINISTRATOR OF THE GRANT AND PERFORMS VERY WELL IN THIS PROGRAM.

[00:40:01]

I DO NOT KNOW. OKAY. WELL, THANK YOU FOR THAT.

THE BENEFIT YOU ARE TRYING TO TO SAY TO THE CITY IS THAT, OF COURSE, PART OF THE ADMIN FEE FOR DOING THIS GOES TO PAY FOR THINGS LIKE IT AND OTHER SERVICES. CORRECT? IS THAT WHAT YOU WERE TRYING TO SAY? WELL, ACTUALLY THAT'S ADDITIONAL. SO IT IS A DIRECT COST THAT'S BILLED TO THE WICK PROGRAM.

SO IF WE WERE TO EXTRAPOLATE THAT THAT'S ADDITIONAL BENEFITS.

SO WE DO SUPPORT THE ITS DEPARTMENT THROUGH THE ALLOCATED BILLING THAT THEY DO ANNUALLY BUT ALSO OTHER OTHER INTER DEPARTMENTAL IF I MAY.

COUNCIL MEMBER MENDELSOHN. SO THE CHARGES FOR INTERNAL SERVICE FUNDS ITS FLEET RISK MANAGEMENT, HEALTH BENEFITS. THEY'RE PAID DIRECTLY FROM THIS GRANT.

AND THEN THERE'S ALSO AN INDIRECT COST THAT'S CALCULATED ANNUALLY THAT INCLUDES MORE THAN JUST THE BUDGET OFFICE.

SO IT'S THE CITY CONTROLLER'S OFFICE FACILITIES.

AND SO THERE IS AN INDIRECT RATE THAT'S PAID AS WELL TO COVER THE ADMINISTRATIVE COST.

CORRECT. AND I WILL JUST SAY OUR INTER-DEPARTMENTAL COSTS ARE SKYROCKETS.

I MEAN, THEY ARE PADDING EVERY SINGLE BUDGET IN OUR DEPARTMENT.

AND IT'S REALLY, REALLY HARD TO PULL THAT THING OUT.

AND HAVING SUCH A LARGE DEPARTMENT IN OUR CITY IS ACTUALLY TAKING UP SPACE THAT OTHER EMPLOYEES MIGHT NEED THAT WE'RE WERE THEN RENTING OTHER OFFICE SPACE OFFSITE, BECAUSE WE DON'T HAVE EVERYBODY HERE AT CITY HALL.

SO THERE ARE SOME DRAWBACKS THAT AS WELL. IS THERE ANYTHING IN OUR CURRENT FIVE YEAR AGREEMENT THAT WE JUST SIGNED THAT SAYS THAT THIS COULDN'T BE MOVED? I WOULD HAVE TO REVIEW THE AGREEMENT WITH THE CITY ATTORNEY'S OFFICE.

OKAY. WELL, USUALLY WE HAVE SOMETHING IN THERE THAT SAYS IT COULD BE ASSUMED BY ANOTHER GROUP.

AND I'M JUST GOING TO SAY, AS I HAVE SAID FOR SIX YEARS, THIS IS AN EXTREMELY IMPORTANT COUNTY LEVEL PROGRAM THAT I THINK SHOULD BE ADMINISTERED BY THE COUNTY. THANK YOU. AND THEN, IF I MAY COUNCIL MEMBER MENDELSOHN, TO ANSWER YOUR QUESTION, YES, THE PROGRAM IS PART OF THE INTERNAL AUDIT THAT'S CONDUCTED BY WEAVER.

AND ARE WE REIMBURSED FOR THAT THROUGH THIS GRANT? I WOULD HAVE TO FIND OUT. THANK YOU. THANK YOU.

CHAIR. MENDELSOHN. COUNCILMAN. RESENDEZ. THANK YOU, MR. CHAIR. AND THANK YOU ALL FOR THE PRESENTATION. THANK YOU FOR THE INFORMATION. I AGREE WITH COUNCIL MEMBER MENDELSOHN IN TERMS OF THE FACT THAT WE ALL UNDERSTAND HOW IMPORTANT THIS PROGRAM IS, AND I AM OPEN TO A THOUGHTFUL CONVERSATION ABOUT IMPROVING WEEK DELIVERY.

BUT I WANT TO MAKE SURE THAT WE'RE NOT SOLVING AN ADMINISTRATIVE PROBLEM BY CREATING AN ACCESS PROBLEM.

AND SO HOW WOULD A TRANSFER TO THE COUNTY IMPACT SERVICES OR SERVICE ACCESS IN HIGH NEED NEIGHBORHOODS, PARTICULARLY THOSE WITH LANGUAGE AND TRANSPORTATION BARRIERS? SO FIRST I WANT TO CLARIFY THAT IT IS NOT REALLY UP TO US TO TRANSFER TO THE COUNTY OR ANY OTHER ENTITY.

WE HAVE AN AGREEMENT AND OBLIGATION WITH TEXAS HHS.

THEY ARE THE ORGANIZATION OR ENTITY THAT DETERMINES WHO THEY CHOOSE TO CONTRACT WITH AS A LOCAL AGENCY.

THERE ARE COUNTIES. THERE ARE CITIES WITH MULTIPLE LOCAL AGENCIES.

THERE ARE COMMUNITIES WITH ONE. THERE IS ANOTHER LOCAL AGENCY THAT OPERATES WITHIN THE CITY OF DALLAS, LOS BARRIOS UNIDOS CLINICS. THEY OPERATE WITHIN THEIR SPECIFIC CLINICS.

SO THOSE CONVERSATIONS ARE NOT CONVERSATIONS THAT WE COULD SINGULARLY HAVE HERE AT CITY COUNCIL OR EVEN IN PARTNERSHIP WITH DALLAS COUNTY.

THE STATE WOULD HAVE TO BE ENGAGED AND WOULD HAVE TO BE WILLING TO MAKE THAT TYPE OF A TRANSFER AS WELL.

AND I CAN'T SPEAK TO THEIR WILLINGNESS TO SOMETHING LIKE THAT, GIVEN THAT THEY HAVE US IN A FIVE YEAR AGREEMENT AND THEY GENERALLY CONSIDER US TO BE ONE OF THEIR HIGHEST PERFORMING CLINICS OR PROGRAMS, AND WE'RE ALSO THEIR LARGEST PROGRAM IN TERMS OF PARTICIPATION.

SO I WANT TO CLARIFY THAT. BUT AS FAR AS THE IMPACT, I THINK THAT IT WOULD HAVE TO BE EXTREMELY THOUGHTFUL AND STRATEGIC.

WE, OF COURSE, LEVERAGE MANY OF OUR COMMUNITY PARTNERSHIPS, MANY OF OUR COMMUNITY SITES, SUCH AS OUR MLK CENTER AND OTHER AREAS IN ORDER TO REACH WE WORK VERY CLOSELY WITH YOU KNOW, OUR OUTREACH TEAM, OUR TEAM.

OF COURSE, WE'RE TALKING ABOUT A LARGE NUMBER OF CITY EMPLOYEES THAT ARE VERY DEDICATED CITY EMPLOYEES, WHICH HAS PROBABLY SOME OF THE HIGHEST AVERAGE YEARS IN TERMS OF HOW LONG PEOPLE STICK AROUND DEDICATED AND LOYAL CITY EMPLOYEES. SO THE QUESTION THAT YOU ASKED ABOUT HOW IT WOULD IMPACT I WOULD ALWAYS BE CONCERNED ABOUT ANY TYPE OF CHANGE IN HOW THAT COULD IMPACT THE MOST VULNERABLE COMMUNITIES. THAT CAN ALWAYS BE DIFFICULT, BECAUSE IT'S SO DIFFICULT TO START AND INITIATE AND BUILD AND STRENGTHEN THOSE RELATIONSHIPS IN THE FIRST PLACE.

[00:45:02]

I WOULD HOPE THAT THERE WOULDN'T BE SOME SORT OF FEELING THERE.

I THINK WE'D HAVE TO BE SO THOUGHTFUL IF WE WERE GOING TO MOVE FORWARD WITH SOME SORT OF A CHANGE OR TRANSITION LIKE THAT.

I REALLY APPRECIATE YOUR VERY THOROUGH RESPONSE, AND I THINK THE FIRST PART OF WHAT YOU STATED IS SUPER IMPORTANT IN TERMS OF WHO CONTROLS, YOU KNOW WHICH LEVEL OF GOVERNMENT ADMINISTERS THIS PROGRAM.

I'M SURE THAT MOVING FORWARD, THOUGH, IT'LL BE A CONTINUOUS DISCUSSION. SO I THINK IT'S STILL IMPORTANT TO TO KIND OF TOUCH ON IT.

AND WITH THAT IN MIND, I THINK IT'S ALSO IMPORTANT TO HAVE HAVE COMPARATIVE DATA ON ENROLLMENT RATES, WAIT TIMES AND OUTREACH EFFECTIVENESS BETWEEN CITY RUN AND COUNTY RUN PROGRAMS. OVERALL, I'M NOT OPPOSED TO COLLABORATION WITH THE COUNTY, BUT I AM CAUTIOUS ABOUT ADVOCATING FOR TRANSFERRING OF FULL RESPONSIBILITY.

THE CITY IS OFTEN BETTER POSITIONED TO DELIVER NEIGHBORHOOD LEVEL SERVICES.

AND AND OBVIOUSLY WE SHOULD WE SHOULD ABSOLUTELY LOOK FOR EFFICIENCIES, BUT WE CAN DO THAT WITHOUT SACRIFICING PROXIMITY, TRUST AND ACCOUNTABILITY FOR THE FAMILIES WHO RELY ON THIS PROGRAM.

THANK YOU, MISTER CHAIR. THANK YOU, COUNCILMAN RESENDEZ COUNCILMAN.

THANK YOU, MISTER CHAIR. ON PAGE 16, UNDER WHICH PROGRAM FUNDING? THE THIRD BULLET TALKS ABOUT FUNDING IS COMPRISED OF PROGRAM ALLOCATIONS IN ADDITION TO EARNED INCOME OF 1425 PER CLIENT.

WHAT IS THAT REFERRING TO? I DON'T UNDERSTAND WHAT THAT 1425 IS.

OKAY, SO IN ORDER TO ANSWER THAT QUESTION, I'M GOING TO ASK FOR US TO CLICK FORWARD TO SLIDE 17.

PLEASE CORRECT ME IF I GET THIS WRONG. SO YOU WILL SEE THAT IN THIS LIST OF FUNDING THERE ARE MULTIPLE DIFFERENT CATEGORIES.

AND SOME OF THESE ARE ACTUALLY ALLOCATED AS DIRECT EXPENDITURES.

SO WE GET $200,000 FOR REGISTERED DIETITIAN. WE DON'T HAVE TO EARN THAT IN INCOME.

WE GET $250,000 FOR LACTATION SERVICES. WE HAVE A BUDGET.

WE GO OUT AND SPEND IT ON ELIGIBLE COSTS. WE SUBMIT THOSE INVOICES.

WE GET REIMBURSED THROUGH THAT VOUCHER. THE ADMINISTRATION, THE $14 MILLION.

THAT COMPONENT IS THE COMPONENT THAT FUNDS SOME OF THE CORE ASPECTS OF THE PROGRAM THE STAFFING, THE LEASES AND OTHER THINGS. THE UNDERSTAND ALL THAT.

WHAT'S THE 1425? THE 1425 IS THE REVENUE THAT WE EARN PER CLIENT PER MONTH BASED ON BENEFITS DELIVERY.

THAT GOES TO FUND THE $14 MILLION IN ADMINISTRATION.

WELL, OKAY, THAT'S ANOTHER NUMBER I'D LIKE TO FOCUS ON OUT OF AN $18.5 MILLION GRANT BUDGET, WE'RE SPENDING 14.5, 78% ON ADMINISTRATION. WHY ARE WE WHY IS SO MUCH OF THIS MONEY GOING TO ADMINISTRATION RATHER THAN DELIVERY OF SERVICES ADMINISTRATION IN THE CONTEXT OF WHIC IS THE DELIVERY OF SERVICES.

IT'S NOT A INDIRECT RATE OR ADMINISTRATIVE RATE LIKE IT IS IN OTHER PROGRAMS. THE WICK STAFF ARE THE SERVICE DELIVERY STAFFERS.

AND IN FACT, IF WE WERE TO TAKE THE REASON THAT IT'S CALLED ADMINISTRATION, AND I KNOW THIS IS PROBABLY A LITTLE BIT MORE THAN Y'ALL NECESSARILY WANT TO HEAR, BUT I'LL EXPLAIN IT. NO, I WANT TO HEAR ALL ABOUT THE OKAY, SO THE WICK PROGRAM IS ACTUALLY MUCH, MUCH BIGGER THAN WHAT'S HAPPENING IN THE CLINICS.

WHAT'S HAPPENING IN THE CLINICS IS THEY'RE GETTING THE EDUCATION THAT'S REQUIRED AND ACCESS TO THE EBT CARDS SO THAT THEY CAN GO INTO THE STORE.

IT'S THE MONEY ON THOSE CARDS. THAT'S THE BIG CHUNK OF THE PROGRAM.

OKAY. WELL, I WAS GOING TO ASK WHERE THAT SHOWS UP IN THIS $18 MILLION.

IT DOESN'T COME TO US. WE DO THE ADMINISTRATION.

THE STATE MANAGES THAT SIDE OF THE PROGRAM, BUT THAT EXPENSE IS INCLUDED IN THE ADMINISTRATION LINE ITEM.

NO IT'S NOT. THIS THIS STATES WE DO THE BENEFITS ISSUANCE THROUGH THE FUNDING THAT WE RECEIVE TO ADMINISTER THE PROGRAM.

SO THE STAFF, THE CARDS, THE ISSUANCE OF THE CARDS, THOSE COSTS ARE COVERED IN THAT CATEGORY.

BUT THE ACTUAL MONEY THAT THE CARDS PROVIDE FOR PURCHASE OF FOOD, ETC.

IS NOT INCLUDED IN THIS $18.5 MILLION GRANT BUDGET.

CORRECT. THAT'S IN THE STATE'S BUDGET. THAT GOES DIRECTLY TO THE VENDORS WHO PROVIDE THE GOODS.

RIGHT? AND THEN IT GOES TO THE VENDORS. CORRECT.

SO TELL ME, WHAT IS THIS $14 MILLION COVER THEN? WHOSE SALARIES DOES THAT PAY FOR? AND WHAT OTHER EXPENSES ARE INCLUDED? IT COVERS THE CERTIFYING SPECIALIST, THE NUTRITIONIST, THE CLINIC MANAGERS, THE CLINIC SUPERVISORS, ADMINISTRATIVE STAFF, THE BUDGET OR ADMINISTRATIVE SPECIALIST TEAM, THE THE PEOPLE.

WHAT IS THE TOTAL NUMBER? DOES THAT INCLUDE PART OF YOUR SALARY? EXCUSE ME? DOES THAT INCLUDE PART OF YOUR SALARY? NO. ANY OF YOUR STAFF?

[00:50:01]

SO THAT IS ABOUT HALF OF THE TOTAL OVERARCHING $18 MILLION BUDGET IS STAFFING.

IT'S A LARGE PORTION OF THE ADMINISTRATION, TOO.

AND IS THAT TYPICAL OF THESE MUNICIPAL PROGRAMS THAT THE ADMINISTRATION LINE ITEM IS ALMOST 80% OF THE TOTAL GRANT.

YES, BECAUSE ALL THESE OTHER FUNDING SOURCES ARE EXTRA FUNDING SOURCES THAT THEY ALLOCATE FOR DIFFERENT ADDITIONAL AND COMPLEMENTARY THINGS.

SO, FOR EXAMPLE, THE ADMINISTRATION IS REALLY THE CORE PROGRAM.

ALL EVERYTHING ELSE IS IN A IN A COMPLEMENTARY ADDITIONAL OR SUPPORTIVE SERVICE.

SO THERE MAY BE PROGRAMS OUT THERE THAT DON'T GET ANY OF THESE EXTRA FUNDING BUCKETS.

WE GET PRETTY MUCH ALL OF THEM. THERE MAY BE PROGRAMS THAT ARE ONLY RELYING FULLY ON ADMINISTRATION AND ARE NOT ALSO EARNING A LACTATION SUPPORT OR EIP IMPROVING PARTICIPANT EXPERIENCE, ETC.. WELL, GIVEN THAT THE ADMINISTRATION LINE ITEM OCCUPIES 78% OF THE TOTAL GRANT, I THINK IT WOULD HAVE BEEN HELPFUL TO SEE A BREAKDOWN OF THOSE ADMINISTRATIVE COSTS BECAUSE THERE'S SUCH A LARGE PART OF THE OVERALL GRANT.

FINALLY, BASED UPON THE FACT THAT THIS PROGRAM INCLUDES OTHER CITIES OUTSIDE OF DALLAS CITY LIMITS, SPECIFICALLY IRVING AND GARLAND, AND I THINK MORE CLOSELY ALIGNS WITH THE FUNCTION OF THE COUNTY.

I CONCUR THAT THIS OUGHT TO BE A PROGRAM THAT'S RUN BY THE COUNTY RATHER THAN THE CITY.

IT'S NOT A TRADITIONAL SORT OF CITY MUNICIPAL BENEFIT.

I THINK GEOGRAPHICALLY IT MAKES MORE SENSE TO ADMINISTER THIS ON A COUNTY LEVEL.

AND I'M SURE THERE'S A WAY TO TRANSFER THIS PROGRAM TO THE COUNTY.

IF WE LOOK CLOSELY AT OUR AGREEMENT, WE CAN JUST SAY WE'RE NOT GOING TO PROVIDE THIS SERVICE ANYMORE.

AND WE SUGGEST THAT YOU GO TO THE COUNTY AND GET THEM TO INSTITUTE IT.

THEY COULD JUST TAKE OVER ALL OF THE LOCATIONS, THE LOCAL STAFF.

IT WOULD BE A SEAMLESS PROCESS, WOULDN'T IT? I THINK IT WOULD BE A VERY DIFFICULT PROCESS.

WE WOULD PROBABLY HAVE TO RENEGOTIATE EVERY SINGLE LEASE.

WE WOULD HAVE A WHOLE HOST OF STAFF WHOSE BENEFITS THEIR SALARIES, THEIR PENSIONS AND ALL OF THESE OTHER THINGS WOULD HAVE TO BE CONSIDERED.

WE WOULD HAVE A LARGE NUMBER OF PEOPLE WHO ARE BEING EXPECTED TO SUDDENLY CHANGE EMPLOYERS.

WE DON'T KNOW IF EVERY LANDLORD WOULD BE WILLING TO TRANSFER OR TRANSITION THEIR LEASE, AND WE DO NOT KNOW IF THE STATE WOULD BE WILLING TO ALLOW FOR SUCH A TRANSFER EITHER.

WELL, I PERSONALLY THINK WE OUGHT TO EXPLORE THAT OPTION, BECAUSE I JUST DON'T SEE THIS AS A CORE SERVICE FOR THE CITY.

IT SHOULD BE A CORE SERVICE FOR THE COUNTY. THANK YOU, MR. CHAIR. THANK YOU, COUNCILMAN RIDLEY. COUNCILMAN BILL.

THANK YOU. JUST A COUPLE QUESTIONS ON THE NUMBER OF PEOPLE SERVED.

IT'S ABOUT 77,000 A MONTH. WHAT IS THAT NUMBER COMPRISED OF? IS THAT FAMILIES? IS THAT INDIVIDUAL KIDS? IS IT HOW HOW DO YOU CALCULATE? IT'S THE INDIVIDUAL. A MILLION PEOPLE BEING SERVICED DURING THE YEAR.

IT'S THE INDIVIDUALS THAT RECEIVE THE BENEFITS ON A MONTHLY BASIS, SO A FAMILY MAY INCLUDE A BREASTFEEDING MOTHER, AN INFANT AND A THREE YEAR OLD CHILD. SO THAT WOULD BE THREE INDIVIDUAL PACKAGES THAT ARE ISSUED OR THREE INDIVIDUAL SETS OF BENEFITS.

THEY WOULD ALL GO ON ONE CARD FOR A FAMILY UNIT.

SO THOSE WOULD BE THE INDIVIDUALS THAT ARE COUNTED.

SO IT IS INDIVIDUALS WITHIN FAMILIES OR INDIVIDUALS THAT ARE COUNTED.

YES. AND GOING BACK TO COUNCILMEMBER RIDLEY'S QUESTION ABOUT THE $14.25 IS THAT IS THAT ACTUALLY SORT OF A PROFIT TO US? IS IT A IS IT AN EXTRA FEE THAT THAT WE'RE GETTING FOR DEVELOPING THESE CLIENTS? IS THAT EXTRA MONEY THAT WE'RE MAKING HERE? SO THE $14.25 IS DESIGNED TO BE ABLE TO COVER THE ADMINISTRATIVE COSTS FOR IMPLEMENTING THE PROGRAM. OF COURSE THERE'S ECONOMIES OF SCALE HERE.

SO ONCE YOU HAVE A CLINIC UP AND RUNNING, THE MORE PEOPLE YOU CAN GET INTO IT, THE MORE REVENUE YOU'RE GOING TO BE ABLE TO DRAW DOWN.

IT'S ESSENTIALLY AN EARNED INCOME MODEL. SO THE BULK OF WICK IS THIS EARNED INCOME PER CLIENT REVENUE BASIS.

OUR CHALLENGE IS TO ENSURE THAT WE COVER, OF COURSE, AND BALANCE OUR BUDGET, KEEP AN EYE ON OUR EXPENDITURES, AND KEEP AN EYE ON OUR PROJECTED PARTICIPATION TO MAKE SURE THAT THE REVENUES THAT COME ARE COVERING THE COST OF ADMINISTERING THE PROGRAM.

THERE IS NO PROFIT PER SE, BECAUSE I DON'T I DON'T THINK THAT WE WOULD CONSIDER INDIRECT EXPENSES APPROPRIATE BUT APPROPRIATE TERM.

BUT BUT THERE'S EXCESS OVER EXPENSES IS WHAT I'M TRYING TO FIGURE OUT IN EXCESS OF THE DIRECT PROGRAM EXPENSE.

[00:55:01]

SO, SO THAT YOU YOU MENTIONED A $600,000 NUMBER OF OF INDIRECT COST SUBSIDY OR SOMETHING.

IS THAT RELATED TO THIS? $14 PER PER PER CLIENT? YES. THE INDIRECT COST IS COMING FROM THE ADMINISTRATION CATEGORY, THE 1425 PER BENEFICIARY PER MONTH. WHAT I'M TRYING TO GET AT IS WHETHER OR NOT THE CITY IS, WHETHER DALLAS IS REALLY PART, IS REALLY BENEFITING FINANCIALLY BY THIS TRANSACTION.

AND IF THERE'S ENOUGH FUNDING THAT IS REALLY APPLYING TO OTHER COSTS WITHIN OUR ORGANIZATION, LEGITIMATE COSTS, BUT THAT WE'RE COVERING COSTS AND WE'RE NOT IT'S NOT COSTING US MONEY.

NUMBER ONE. NUMBER TWO, THAT THIS IS A THAT THERE'S A SIGNIFICANT RECOGNITION OF THE OF THE TRUE ADMINISTRATIVE COST OF OF IMPLEMENTING A BIG PROGRAM LIKE THIS.

YES. DIRECT COSTS OF SALARIES AND DIRECT COSTS OF RENT.

I GET THAT THAT'S MONEY THAT YOU CAN TRACK. BUT THE BUT THE THE OVERHEAD, THE TIME, THE EXTRA EFFORTS, THE ALL THE TIME THAT WE'RE SPENDING OURSELVES IN REVIEWING AND DEALING WITH THIS.

IF I JUST WANT TO MAKE SURE THAT IF WE'RE IN THIS PROGRAM THAT THOSE, THOSE AMOUNTS OF MONEY ARE SOMEHOW BEING ALLOCATED, GETTING COVERED SO THAT WE ARE TRULY BENEFITING FROM BEING A PARTNER WITH THE FEDERAL GOVERNMENT IN ADMINISTRATING THIS DEAL.

AND IF, IN FACT, WE ARE GETTING MORE, MORE INCOME TO ALLOCATE TO OTHER COSTS WITHIN OUR CITY THAT ARE LEGITIMATE, AND WE'RE AND WE'RE SO-CALLED NOT LOSING MONEY BY ALLOWING THIS PROGRAM TO TAKE UP TIME.

YOUR TIME, OUR TIME. THE CITY'S TIME. ALL THE THE PEOPLE'S TIME IN IN IN THESE EXPENSES.

THEN IT DOES MAKE SENSE FOR US TO CONTINUE IF WE ARE ACTUALLY NET BENEFITING FROM THIS FINANCIALLY, THE PROGRAM. THERE'S NO QUESTION THAT THE PROGRAM IS LEGITIMATE, THAT THE PROGRAM IS IMPORTANT.

I KNOW IN MY DISTRICT I'VE GOT A VERY, VERY IMPORTANT LOCATION, AND I WANT TO RETAIN THAT.

AND I WANT IT TO BE SUCCESSFUL, HOWEVER, NOT AT THE EXPENSE OF THE CITY.

AND SO IF IT'S A COST NEUTRAL DEAL WHERE WE REALLY ARE ALLOCATING ALL COSTS, THAT'S ONE THING.

IF WE'RE LOSING MONEY ON THIS PROCESS, THEN WE HAVE TO REVISIT IT.

AND I WOULD, I WOULD I THINK THAT THE THE REPORT TO US THIS DOESN'T HELP ME UNDERSTAND IF WE'RE REALLY BREAKING EVEN OR NOT, BECAUSE I'M NOT CLEAR AS TO WHAT HOW WE CALCULATE OUR INDIRECT COSTS FOR OUR OUR OUR COMPANY, OUR CITY'S BUDGET ALLOCATION. AND THAT THAT'S HARD FOR ME TO TO, TO SUPPORT IF I CAN'T FIGURE OUT IF WE'RE COVERING A PORTION OF YOUR COST IS COST YOUR COST AND THE THE LIGHTS AND THE AIR CONDITIONING AND EVERYTHING ELSE THAT WE'RE DOING TO ADMINISTRATE THIS, THIS PARTICULAR PROGRAM. I WANT TO MAKE SURE THAT WE DEVELOP ABSOLUTELY QUALITY SERVICES TO OUR RESIDENCES.

I DON'T TO I'M A LITTLE BIT CONFUSED THAT WHEN YOU'RE TALKING ABOUT A MILLION PEOPLE ARE BENEFITING BY THIS PROGRAM A YEAR IN DALLAS, THERE'S ONLY A MILLION PEOPLE IN A MILLION AND A HALF PEOPLE IN DALLAS. WHAT YOU'RE TELLING ME IS IT'S A MILLION PEOPLE ARE BEING TOUCHED EVERY MONTH.

IT'S 77,000 PEOPLE OUT OF THE MILLION AND A HALF PEOPLE IN OUR IN OUR REGION OR IN OUR, OUR, OUR SERVICE AREA THAT ARE BEING TOUCHED BY THIS.

AND SO THAT'S ALSO SOMETHING TO UNDERSTAND IS, IS OUR OUR ECONOMIC IMPACT RELATIVE TO THE NUMBER OF PEOPLE THAT WE'RE TOUCHING.

IS THAT A REASONABLE BALANCE FOR US TO TO BE HANDLING THE MONEY AND HANDLING THE PROGRAM AND HANDLING THE REQUIRED STAFF AND, AND OVERHEAD THAT WE NEED TO DO? AND THAT'S WHERE I'M, I'M A LITTLE BIT UNCOMFORTABLE BECAUSE I DON'T I DON'T UNDERSTAND IF WE'RE COVERING THE COSTS OR NOT. THANK YOU. THANK YOU. THE OTHER I HAD ANOTHER COUNCILMAN ROFF.

OH. I'M SORRY, I'M SORRY. GO AHEAD. THANK YOU.

COUNCILMAN, I'M SORRY TO OVER OVERDO MY MY MY TIME.

COUNCILWOMAN BLACKMON. THANK YOU. IT SOUNDS LIKE WHAT IS NEEDED IS A AND THANK YOU FOR THIS IS A COST BENEFIT ANALYSIS.

[01:00:03]

RIGHT. I MEAN, THERE IS A BENEFIT TO INDIVIDUALS, TO YOUR COMMUNITY.

BUT I MEAN, THAT'S MY THING IS, IF IT ISN'T THE CITY OF DALLAS, WE'VE UNDERSTOOD THAT IT'S PROBABLY THE COUNTY AND A TRANSITION.

I DON'T KNOW IF ANY TRANSITION IS ALWAYS GOING TO HAVE HEADACHES.

AND SO MY NEXT QUESTION IS HOW LONG HAVE WE ADMINISTERED THIS PROJECT HERE AT THE CITY? SINCE THE PROGRAM BEGAN IN 1974, IN TEXAS. OH, SO AS LONG AS MY LIFE BASICALLY.

AND AND I THINK OTHER CITIES DO IT THAT WAY AS WELL.

THE MAJOR CITIES I'M NOT TALKING ABOUT RURAL, BUT IN MAJOR CITIES IT'S USUALLY THE THE CORE CITY THAT DOES IT.

CORRECT? YES. AND A LOT OF TIME IT IS BOTH CITY AND COUNTY, EACH SERVING AS LOCAL AGENCY.

AND IS IS THE PROGRAM BENEFITS. I KNOW THE THE HARD BENEFITS OF CASH IN THAT.

BUT THE OTHER ONES THAT YOU ACTUALLY ADMINISTER IS THAT OUTLINED BY US OR THE STATE SAYING YOU NEED TO, YOU KNOW, DO THIS, THIS AND THIS. PROGRAM DESIGN IS WHAT I'M REALLY ASKING FOR.

YEAH. SO THERE IT'S LARGELY OUTLINED BY THE FEDERAL REGULATIONS IN TERMS OF PROGRAM IMPLEMENTATION.

BUT YES, THE STATE ADMINISTERS, OF COURSE, IN THE STATE.

AND THEY DO THAT THROUGH A 63 LOCAL AGENCIES.

SO IS THE COUNTY A PARTNER IN THIS IN ANY WAY? WE WORK WITH THE COUNTY IN SEVERAL DIFFERENT PROGRAMS, INITIATIVES AND PARTNERSHIPS.

THEY ARE NOT A LOCAL AGENCY WITH THE STATE. THEY DO NOT HAVE AN AGREEMENT WITH THE STATE OF TEXAS.

BUT THAT DOESN'T MEAN THAT THEY CAN'T PARTNER WITH US, SAY, ON MENTAL HEALTH OR SOMETHING LIKE THAT, BECAUSE I DON'T THINK MENTAL HEALTH IS IN THIS PROGRAM, BUT THEY COULD BRING A COMPONENT TO CREATE A WELL-ROUNDED PROGRAM FOR THE FAMILIES.

YES. SO PART OF ONE OF THE GOALS OF THE WICK PROGRAM IS TO CONNECT RESIDENTS WITH PROGRAMS AND RESOURCES.

SO THERE ARE A LOT OF REFERRALS THAT ARE MADE TO COUNTY PROGRAMS, TO DIFFERENT NONPROFIT PROGRAMS, TO HEALTHCARE PROVIDERS, TO FOOD INITIATIVES, ETC..

I THINK THE MOST CLEAR PARTNERSHIP WE HAVE WITH THE COUNTY IS THAT WE'RE PARTNERING WITH THEM IN THE ESPERANZA COMMUNITY.

IN THE COMMUNITY CENTER THERE. IT IS I IT IS WE HAD PREVIOUSLY HAD A WICK CLINIC IN A RETAIL LEASE ENVIRONMENT, AND WE'RE RELOCATING TO BE IN THAT COMMUNITY CENTER TO BE MORE MORE CLOSELY CONNECTED WITH VARIOUS OTHERS.

AND THEY ARE BRINGING HEALTH CARE PROVIDERS, SOME NONPROFITS, AND SOME OTHER COUNTY PROGRAMS THERE.

SO THERE'S A LOT OF OPPORTUNITY FOR PARTNERSHIP WITH THE COUNTY AND THE SCHOOL DISTRICT AS WELL.

OUR TARGET POPULATION, OF COURSE, IS, YOU KNOW, WOMEN, INFANTS AND CHILDREN.

AND SO I'M LOOKING AT REACHING EARLY CHILDHOOD.

PARKLAND, OF COURSE, IS A KEY PARTNER REACHING MOTHERS WHEN THEY ARE.

I GET IT. YEAH. SO AND I GUESS THE WHOLE THING IS, I MEAN, IT SEEMS LIKE PEOPLE CALL THE CITY FOR EVERYTHING.

I MEAN, AND THEY DON'T THEY DON'T REACH OUT TO THE COUNTY.

THEY DON'T REACH OUT TO THE SCHOOL DISTRICT. THE CITY IS IN CHARGE OF THE WEATHER.

I MEAN, WE DO WE MANAGE EVERYTHING. AND SO I'M KIND OF LIKE WONDERING WHAT IS THE TRANSITION LOOK LIKE AND HOW DOES THAT HURT FAMILIES? AND IT'S BEEN AROUND SINCE THE, YOU KNOW, 70S.

WHY? I MEAN, THAT WOULD BE AN INTERESTING WHY DID THEY CHOOSE THE CITY.

AND IT'S PROBABLY BECAUSE WE HAVE A ROBUST INFRASTRUCTURE BUILT OUT TO CONNECT WITH PEOPLE.

AND THAT'S WHAT THIS IS. BUT MY FINAL QUESTION IS, IS WHAT IS WHAT DOES IT COST US? BACK TO WHAT MR. ROSS SAID, WHAT IS WHAT DOES IT COST US AND HOW MUCH WE GET IN? AND WHAT'S THAT DELTA. AND IS THERE A WAY TO TO TO TRIM THE DELTA? IT PROBABLY LOOKS LIKE IT'S WHAT, 2 MILLION? I GUESS I DON'T KNOW, DO YOU KNOW.

OH NO, I DON'T I DON'T THINK IT IS BECAUSE I THINK THE THING ABOUT WICK THAT'S DIFFERENT THAN A LOT OF OTHER PROGRAMS IS THAT WICK ALSO ALLOWS FOR THE PROGRAM TO FUND ITS OWN FINANCE AND BUDGET STAFF, TOO.

SO WE DON'T NECESSARILY HAVE ZERO. IS IT NET ZERO? NO. SO WE STILL HAVE TO WORK WITH THE BUDGET DEPARTMENT. THERE'S STILL PROCESSES THAT HAVE TO GO ON THERE.

WE HAVE TO SEND THINGS UP FOR REVIEW BY THE CITY ATTORNEY'S OFFICE.

WE HAVE TO SEND THINGS TO ACCOUNT THAT I GUESS THE HARD COST.

AND THERE'S A AND WHAT I'M TRYING TO SAY IS IT 2 MILLION.

BUT IT HELPS LIKE 70,000 OR 80,000 INDIVIDUALS.

BUT THAT'S A COMPOUNDED BECAUSE IT'S EVERY MONTH.

SO IT'S A COMPOUNDED EFFECT. AND SO MY QUESTION IS IS THE 2 MILLION WHAT IS OUR ROI.

AND THAT'S WHAT YOU DO WITH THE COST BENEFIT ANALYSIS.

AND IT DOESN'T ALWAYS HAVE TO BE HARD COSTS. IT CAN BE LESS TIME.

LOST TIME AT WORK. I MEAN, THERE'S SOME THINGS THAT DO THAT GO INTO THAT BENEFIT THAT YOU CAN'T MEASURE JUST BASED ON DOLLAR AND CONTRACT.

[01:05:04]

AND SO THAT'S JUST MY THOUGHT. I THINK A COST BENEFIT WOULD HELP YOU UNDERSTAND WHAT ARE OUR BENEFITS.

WHAT IS IT COSTING US. WHY? AND IS THERE A BETTER WAY TO DELIVER IT.

AND IT COULD BE THAT WE GIVE THIS PART TO ANOTHER INDIVIDUAL, ANOTHER GROUP, AND THIS PART STAYS HERE.

BUT IT'S JUST A WAY TO LOOK AT THE PROGRAM DIFFERENTLY, TO IMPROVE OUTCOMES FOR PEOPLE.

THAT'S THAT'S MY THAT'S MY FEEDBACK TO YOU GUYS.

THANK YOU. THANK YOU. COUNCILWOMAN BLACKMON I DO HAVE A QUESTION ON FIRST ROUND. IT WASN'T CLEAR TO ME.

SO WHAT WHAT IS OUR PARTNERSHIP WITH THE COUNTY CONCERNING THE WICK PROGRAM? AND WHERE ARE THE WICK PROGRAMS LOCATED? IN THE CITY OF DALLAS.

SO THAT'S TWO QUESTIONS. SO WE WORK WITH THE COUNTY INFORMALLY ON A NUMBER OF DIFFERENT INITIATIVES.

THE ESPERANZA CLINIC IS ONE EXAMPLE. THEY HAVE RECENTLY OR THEY'RE WORKING ON OPENING AN ESPERANZA COMMUNITY CENTER IN THAT AREA WITH BUILDING THAT HAD FORMERLY BEEN A SCHOOL.

AND SO THAT WE HAVE RELOCATED OUR WICK CLINIC INTO THAT COMMUNITY CENTER.

SO THAT'S AN EXAMPLE OF A PARTNERSHIP THAT ACTUALLY HAS A CONTRACTUAL AGREEMENT BEHIND IT.

BEYOND THAT WE DON'T HAVE. I DON'T BELIEVE WE HAVE ANY FORMAL CONTRACTS WITH BETWEEN WICK AND THE COUNTY.

FOR ANYTHING. BUT WE DO A LOT OF INFORMAL WORK WITH THE COUNTY AND THE HOSPITAL SYSTEM AS WELL.

AS FAR AS THE LOCATIONS OF THE CLINICS, I TRYING TO REMEMBER WHAT SLIDE THAT'S ON SLIDE 11.

SO SLIDE 11 SHOWS THE LOCATIONS OF THE CLINICS.

WE HAVE, I CAN'T FIND. I'M SORRY, I CAN'T FIND SLIDE 11 MYSELF.

FIVE, FIVE OF 16 ARE OUTSIDE THE CITY.

THAT'S IT. THANK YOU. ALSO, I DON'T KNOW IF I HEARD THIS CORRECTLY.

SO HOW MUCH OF THE STAFF SALARY IS TIED TO THE WICK PROGRAM? OR IS AS ANY STAFF SALARY IN THE CITY TIED TO THE WORK PROGRAM.

NON WORK STAFF? NO, NOT TIED TO ANY OF THE CITY.

EMPLOYEES ARE TIED TO THE WORK PROGRAM. SO EARLIER YOU SAID SHE WAS TIED TO.

OH, SO THE NUMBER OF STAFF THAT ARE FUNDED, 100 AND 150 STAFF ARE FUNDED BY THE PROGRAM.

ARE AFFECTED, WILL BE AFFECTED BY THE PROGRAM.

150 STAFF? YES. OKAY. DOES THAT INCLUDE VACANCIES? AND I'LL MAKE A STATEMENT THAT I'M CLOSER TO ONE 60 WITH VACANCIES INCLUDED.

EXCUSE ME. OKAY. NO PROBLEM. I AGREE WITH COUNCILWOMAN.

BLACKMON THAT WE DO NEED A BENEFIT COST ANALYSIS TO GET A BETTER UNDERSTANDING OF THE FINANCIAL STATUS OF WHAT WE HAVE AND SO WE CAN MAKE A DECISION. THIS IS A VERY IMPORTANT. IT'S VERY IMPORTANT TO OUR COMMUNITY.

I WAS TALKING WITH COUNCILMAN RESENDEZ AND OUR COMMUNITY NEEDS THESE PROGRAMS AND HIS COMMUNITY.

MY COMMUNITY. AND THIS HAS BEEN A VERY IMPORTANT PROGRAM FOR A LOT OF THE SINGLE PARENTS IN, IN OUR DISTRICT. SO WHILE WE'RE UNDERSTANDING THE IMPORTANCE OF THIS PROGRAM AND HOW EFFECTIVE IT IS IN A VERY POSITIVE WAY THE QUESTION STILL REMAINS FOR ME IS WHAT DOES IT LOOK LIKE TO THE COUNTY AND MAKING SURE THAT EVEN IN TRANSFERRING, LIKE COUNCILWOMAN BLACKMON SAID IT, WHEN YOU'RE TRANSFERRING IT, THERE'S STILL SOME UNCOMFORTABLENESS. HOWEVER, IT'S IT'S NECESSARY.

IT SEEMS LIKE IT MAY BE NECESSARY. SO THAT'S WHAT I WANT.

AS THE CHAIR OF THIS COMMITTEE TO BRING BACK A BENEFIT COST ANALYSIS OF THIS PROGRAM.

THANK YOU. CHAIR MENDELSOHN. THANK YOU. WELL, FIRST, I JUST WANT TO SAY THANK YOU TO COUNCIL MEMBER BLACKMON FOR ASKING ABOUT WHEN THIS STARTED AT THE CITY. AND THE CONTEXT IS MISSING WHEN IT STARTED AT THE CITY.

[01:10:01]

THAT'S A VERY DIFFERENT THING. AND WHEN THAT HEALTH AUTHORITY WAS TRANSFERRED TO DALLAS COUNTY, THIS PROGRAM SHOULD HAVE GONE WITH IT IS MY OPINION.

THE NEXT THING IS THAT THERE'S A BENEFIT THAT WASN'T DISCUSSED.

AND THE BENEFIT IS THAT IF THE COUNTY OR THE HOSPITAL DISTRICT, WHICH IS ALSO A FREQUENT ADMINISTRATOR THROUGHOUT TEXAS, IF THEY WERE RUNNING THIS PROGRAM, THEY COULD CO-LOCATE CLINICS WITHIN THE WICK OFFICE.

THERE'D BE SERVICES, HEALTH SERVICES AVAILABLE, AND IT'S VERY POSSIBLE FOR THAT TO HAPPEN.

AND THAT BENEFIT WASN'T IDENTIFIED BY YOU. AND I THINK THAT'S AN IMPORTANT THING TO SAY.

THIS IDEA. CHAIR, IF I CAN SAY THIS IDEA OF HAVING A COST BENEFIT ANALYSIS AND YOU CALLING FOR THAT IS EXCELLENT.

HOWEVER, I THINK IT'S WRONG TO HAVE THE DEPARTMENT THAT WOULD BE GIVING UP THEIR PROGRAM DO THAT.

AND INSTEAD, THE AUDITOR PROBABLY IS THE APPROPRIATE PERSON TO DO THIS ANALYSIS FOR US WHERE THEY ARE IMPARTIAL.

THEY'RE NOT CONNECTED WITH THE CITY MANAGEMENT.

AND THEY REPORT DIRECTLY TO THE COUNCIL AND CAN MAKE SORT OF AN INDEPENDENT ANALYSIS FOR US OF, OF WHERE THIS PROGRAM COULD BE BEST SUITED. IF I CAN OFFER THAT SUGGESTION.

THANK YOU VERY MUCH. THANK YOU. CHAIR.

MILLS. COUNCILWOMAN. COUNCILWOMAN. I'M SORRY.

I JUST WANT TO ADD AS A CLOSING NOTE THAT I'M VERY UNCOMFORTABLE WITH THE CITY OF DALLAS PROVIDING SERVICES TO RESIDENTS OF OTHER CITIES.

YOU MENTIONED FIVE OF THE 16 CLINICS ARE OUTSIDE OF DALLAS.

I JUST DON'T THINK THAT'S APPROPRIATE FOR THE CITY TO BE SUPPORTING THOSE OTHER CITIES.

THAT'S A COUNTY FUNCTION. THAT'S WHERE THIS RESPONSIBILITY SHOULD LIE.

IN CONJUNCTION WITH THE HEALTH SERVICES AND PROGRAMS THAT THE DALLAS COUNTY OFFERS.

THANK YOU, COUNCILMAN ROTH. JUST A COUPLE MORE QUESTIONS ON ON THE LOCATIONS THAT YOU HAVE.

ARE THESE CITY OWNED LOCATIONS? FOR THE MOST PART I UNDERSTAND IT'S BRONZE IS A COUNTY OWNED LOCATION.

ARE THESE ARE THESE RETAIL? ARE WE PAYING RENT UNDER THE WICK PROGRAM TO THIRD PARTY LANDLORDS, OR ARE THESE. ARE WE PAYING RENT ON CITY ON CITY OWNED PROPERTIES? IT'S A COMBINATION. THERE ARE. I THINK THREE OF THEM ARE CITY OWNED PROPERTIES.

ONE IS A COUNTY OWNED PROPERTY. AND THEN THE MAJORITY OF THE REST ARE RETAIL LOCATIONS.

AND HAS THERE BEEN ANY DISCUSSION ABOUT RELOCATING THOSE TO CITY OWNED PROPERTIES SO THAT WE CAN BENEFIT BY THE RENTAL AND BY THE USE OF OUR FACILITIES AS A AS A POTENTIAL? YES. THERE HAS BEEN A LOT OF DISCUSSIONS.

WE HAVE WE'RE VERY INTERESTED IN THOSE OPPORTUNITIES WHERE THEY COULD COME THE I'M, I'M, I'M STILL NOT CLEAR. AND I'M SORRY FOR MY LACK OF KNOWLEDGE ON THIS, ON THIS PROJECT, BUT THE REIMBURSEMENT THAT WE'RE GETTING FROM THE FEDERAL GOVERNMENT IS ONLY ON DIRECT EXPENSES.

IS THAT CORRECT? IS IT IS THERE AN ALLOCATION FOR INDIRECT EXPENSES OR NOT.

SO THE OKAY. SO THE REIMBURSEMENT THAT WE GET IS ON A PER PARTICIPANT OR PER BENEFIT ISSUED I SHOULD SAY, BUT THAT EQUATES TO PARTICIPANT BASIS. THE FUNDING FOR DIRECT AND INDIRECT COME FROM THAT REVENUE.

SO IT COVERS DIRECT EXPENSES AND INDIRECT. AND DO WE PROVIDE THE BUDGET TO THE TO THE FOR THE FIVE YEAR CONTRACT.

ARE WE PROVIDING THAT ANTICIPATORY BUDGET. SO WE DO THEY CREATE THE BUDGET FOR US.

SO THEY PUT FORWARD THE BUDGET FOR THE FIVE YEAR CONTRACT AS A NOT TO EXCEED AMOUNT OVER THE COURSE OF THE FULL FIVE YEARS ON AN ANNUAL BASIS.

IN JULY, THEY EVALUATE SEVERAL COMPONENTS, AND THEN THEY MAKE A NOT TO EXCEED AMOUNT FOR THE FOR THE UPCOMING FISCAL YEAR.

AND TO WHAT EXTENT DO YOU HAVE INPUT INTO THAT BUDGET PROCESS TO PROVIDE THEM THE BESIDES THE SALARY HARD SALARY COSTS, THE OTHER TANGENTIAL COSTS, THE THE INTER-DEPARTMENTAL COSTS, THE OVERHEAD COSTS, THE IS THERE IS THERE ENOUGH ABILITY TO COVER OTHER COSTS TO MAKE THIS A COST EFFECTIVE SORT OF A, A TRUE REVENUE NEUTRAL SITUATION.

SO UPON BEING AWARDED OR GIVEN THE APPROPRIATION NOT TO EXCEED FOR THE NEXT YEAR, WE PUT TOGETHER A COST ALLOCATION

[01:15:04]

SO WE DO NOT HAVE ANY INFLUENCE INTO WHAT THAT OVERALL AMOUNT IS.

THEY HAVE A KIND OF A FORMULA OF SORT THAT THEY USE TO KIND OF CALCULATE, TO PUT THAT FORWARD.

WHAT WE DO IS WE TAKE THAT INFORMATION AND THEN WE PUT THE BUDGET TOGETHER BASED, OF COURSE, ON THE EXPENSES AND THEN OTHER INFORMATION IN THAT LEVEL.

OKAY. THANK YOU. THANK YOU. I DO HAVE A FOLLOW UP.

GO AHEAD. AND SO ON THIS DISCUSSION ABOUT TRANSITIONING, I DO THINK AN AUDITOR LOOK AT IS NEEDED. BUT I ALSO HOPE THAT THE AUDITOR WILL NOT ONLY JUST LOOK AT COSTS, BECAUSE THAT'S USUALLY THEY LOOK AT NUMBERS THAT THERE IS A FACTOR OF WHAT IS A TRANSITION LOOK LIKE.

WHAT ARE THE HOOPS THAT NEED TO GO THROUGH? IN OTHER WORDS, Y'ALL ARE GOING TO BE WORKING TOGETHER TO COME UP WITH YOUR COST BENEFIT ANALYSIS. AND BECAUSE IT'S NOT ONLY ABOUT NUMBERS, IT'S ABOUT DELIVERY.

AND WHAT DOES THAT LOOK LIKE? BECAUSE IF WE'RE MAKING DECISIONS ON BASED FOR THE COUNTY, THAT'S NOT GOOD EITHER, BECAUSE WE NEED TO MAKE SURE THAT THE COUNTY IS WILLING TO TAKE IT OVER.

AND IF NOT, THEN WHAT DOES THIS PROGRAM HAPPEN? WHAT WHAT ARE THE OTHER ALTERNATIVES? SO I MEAN, AND THAT'S ALL THESE ARE DIFFERENT.

THEY DON'T THEY'RE NOT UNDER US. AND SO I WOULD LIKE TO PUT FORTH THAT THE AUDITOR WORK IN CONJUNCTION WITH THE DEPARTMENT AND TO COME UP WITH A COST BENEFIT ANALYSIS, LOOKING AT ALL OF THAT, IN PREPARATION OF GOING INTO THE THE, THE BUDGET YEAR IN JUNE, JULY AND AUGUST.

ARE YOU MAKING THAT MOTION? IS THAT IS A MOTION NEEDED OR CAN WE JUST CAN I JUST PUT THAT RECOMMENDATION ON THE FLOOR? JUST. SO I CAN JUST MAKE A RECOMMENDATION. I'D LIKE TO MAKE THAT RECOMMENDATION.

AND I HOPE OTHER PEOPLE SEE THE BENEFIT IN DOING SOMETHING OF THAT AS WELL.

CHAIR I ALSO HOPE THAT YOU'LL MAKE THAT RECOMMENDATION TO THE AUDITOR.

ABSOLUTELY. I MAKE THAT RECOMMENDATION. I'LL MAKE A RECOMMENDATION.

BASED OFF THE CONVERSATION THAT WE'RE HAVING TODAY, THAT THE CHIEF THAT THE AUDITOR LOOKS AT THE PROGRAM HOLISTICALLY AND BRING BRING.

LIKE A BENEFIT COST ANALYSIS AND A TRANSITION TO WHAT THAT WOULD LOOK LIKE. AND BRING THAT BACK TO THE THE COACH DEPARTMENT, THE COACH COMMITTEE. SO WE CAN HAVE MORE OF AN UNDERSTANDING AS WE GO FORWARD.

SO CAN WE DO THAT FOR BRING THAT BACK IN IN MARCH.

THANK YOU SIR. WE'LL WE'LL NEED TO UNDERSTAND MORE OF THE TIMELINE OF THE AUDITOR AND WHERE WE'RE IN LINE WITH THEIR PROCESS.

SO PENDING OUR CONVERSATION WITH THEM AND UNDERSTANDING THEIR TIMELINE TIME FRAME, WE CAN CIRCLE BACK WITH YOU ON THE APPROPRIATE TIME FRAME.

BUT A LITTLE BIT OF THAT IS OUTSIDE THE CONTROL OF OF OUR OFFICE AT THE MOMENT.

IT'S DEPENDING ON WHERE WE ARE IN THE QUEUE FOR THE INTERNAL AUDIT PROCESS. OKAY. THANK YOU. PLEASE LET THEM KNOW THAT THIS THIS COMMITTEE IS RECOMMENDED IT IN MARCH.

CHAIR JOHNSON IS RECOMMENDED FOR THAT TO BE HAPPENING. FOR THAT TO HAPPEN IN MARCH. YES, SIR. THANK YOU SO MUCH. THANK YOU SIR.

WE'LL NOTE THAT. AND JUST AS A FOLLOW UP, THE INDEPENDENT AUDIT IS INCLUDED IN THE INDIRECT COST RATE.

THANK YOU GUYS SO MUCH. NEED TO GO BACK BEFORE WE GO.

MOVE TO OUR NEXT AGENDA ITEM, I HAVE THE OTHER THIS IS THE DRAFT OF.

SO WE NEED TO APPROVE THE NOVEMBER 6TH, 2025 SPECIAL CALL JOINT COMMITTEE MEETING ON PUBLIC SAFETY AND COMMITTEE OF GOVERNMENT OFFICIALS MEETING MEETING MINUTES.

MAY I HAVE A MOTION TO APPROVE? MOVE TO APPROVE.

SECOND. IS THERE A MOTION TO APPROVE? SECOND.

ALL IN FAVOR? AYE, AYE. OPPOSED? THANK YOU. YEAH.

APRIL? YEAH. YEAH. THANK YOU. NOW WE'RE UP TO THE UPDATE ON FLEET OPTIMIZATION STUDY.

SO THANK YOU FOR BEING HERE TODAY. THANK YOU FOR SEEING US THIS MORNING.

HONORABLE COUNCIL MEMBERS. THIS IS MATTHEW. AMEN, ASSISTANT DIRECTOR.

AND I'M VINCENT OLSEN, THE CURRENT DIRECTOR FOR EQUIPMENT AND FLEET MANAGEMENT.

THIS MORNING, WE'RE GOING TO BRING YOU AN UPDATE ON OUR THE STATUS OF OUR OPTIMIZATION.

THIS IS THE RESIDUALS FROM THE ALVAREZ AND MARCEL STUDY DONE IN 2018, WHERE THEY CAME AND LOOKED AT OUR PRACTICES AND DID IT AND PROVIDED THE CITY WITH SOME OF THEIR FINDINGS AND THINGS THAT THEY WANTED US TO IMPROVE UPON AND WORK TOWARDS, TO BECOME A MORE EFFICIENT AGENCY. NEXT SLIDE PLEASE.

AS FAR AS THIS STUDY WILL COVER A BACKGROUND, WE'LL TALK A LITTLE BIT ABOUT THE STRUCTURE OF FLEET, WHAT WE ARE TO KIND OF REFRESH YOUR MEMORIES A LITTLE BIT ABOUT THE FLEET STUDY ITSELF, AND THEN SOME OF THE EFFICIENT MOVEMENTS THAT WE'RE MAKING NOT JUST FOR US,

[01:20:01]

SO WE WORK OUT OUTWARDLY WITH THE DEPARTMENTS TO HELP THEM BECOME MORE EFFICIENT AS WELL.

SO THERE'S THINGS THAT WE CAN DO BASED ON THE WORK THAT WE DO FOR THEM AND THE WORK THAT THEY DEMAND FROM US.

WE'LL BE WILL THERE'LL BE SOME BRIEF EV DISCUSSIONS IN HERE, BUT EV IS LARGELY ITS OWN MODULE, SO TO SPEAK. AND WE CAN TALK ABOUT THAT AT FUTURE BRIEFINGS.

BUT THEY'LL BE ALSO IDENTIFYING UNDERUTILIZED ASSETS, WHICH IS AN EFFICIENCY MOVEMENT.

AND THEN THE GPS AND SOME OF THE TECHNOLOGY AND HOW WE'RE REALLY ROOTING THROUGH WHAT CURRENTLY EXISTS IN OUR SOFTWARE TO MAXIMIZE ITS BENEFIT FOR THE CITY.

AND THEN LAST WILL BE NEXT STEPS AND QUESTIONS.

NEXT SLIDE PLEASE. NEXT SLIDE PLEASE. CURRENTLY WE HAVE ABOUT 5500 ASSETS. 5557 ASSETS. WE'RE UP ABOUT I THINK IT'S 49 ASSETS FROM LAST YEAR.

THIS VERSION OF THE OKAY, 54 VEHICLES PIECE OF.

THE FACT IS THAT OUR OUR VEHICLE COUNT IS SLIGHTLY UP FROM LAST YEAR, AND THIS WAS LARGELY DONE TO ACCOMMODATE SOME OF THE GROWTH IN OUR POLICE DEPARTMENT.

SOME OF THE REORGANIZATION THAT EXISTS AS DEPARTMENTS ARE MOVING AROUND AND REALIGNING, AND WE'RE HELPING DEPARTMENTS IDENTIFY SOME OF THE REDUNDANCY AND FLEET TO HELP MAKE SOME OF THE CHANGES. WE'RE FIVE SERVICE CENTERS. ONE MAKE READY CENTER.

WE HAVE A FULL TOWING AND RECOVERY COMPONENT TO OURSELVES.

OVER 2900 FLEET ASSETS. THERE'S MANY ELEMENTS TO THE THINGS THAT WE DO, INCLUDING ASSET MANAGEMENT AND THE TECHNOLOGY GROUP AS WELL, WHICH ITSELF IS A LITTLE BIT OF ITS OWN ANIMAL.

NEXT SLIDE PLEASE. THIS KIND OF DESCRIBES WHAT WE'VE SEEN GROWTH OVER THE LAST YEAR IN TERMS OF FLEET.

AND WHILE IT LOOKS LIKE THE FLEET NUMBERS RISING, IT'S NOT NECESSARILY THE CASE.

WHAT WE HAVE IS FLEET ASSETS ON ORDER. THESE NUMBERS REPRESENT STRICTLY ACTIVE ASSETS.

SO WE GO THROUGH PERIODS OF TIME WHEN WE TAKE MORE ASSETS IN, MORE ASSETS ARE RECEIVED, MORE ASSETS GET RELEASED.

KEEP IN MIND WE'RE ROTATING MAYBE 500 ASSETS A YEAR THROUGHOUT THE FLEET, THROUGHOUT ALL DEPARTMENTS.

COULD BE AS MANY AS 700. WE'VE HAD YEARS. SO THAT NUMBER HAS AN EBB AND FLOW TO IT AND BUT WE KEEP AN EYE ON IT OVERALL.

THERE'S SOME CRITICAL FLEET STATISTICS IN HERE.

LAST YEAR WE FINISHED AT 81.1, JUST OVER 80% PM.

COMPLIANCE. CURRENTLY, 73% OF YOUR FLEET IS WITHIN OUR DEFINED REPLACEMENT CYCLE, SO THAT'S REALLY A BENEFIT.

REFERRING BACK TO THE ALVAREZ AND MARCELLO STUDY, WE WERE DOWN IN THE 40S, SO THE CITIES WORKED REALLY HARD IN THE LAST 4 OR 5 YEARS TO FUND THE REPLACEMENT OF SOME REALLY OUTDATED ASSETS.

NEXT SLIDE PLEASE. OF THESE WITHIN THE FLEET ASSETS THAT WE HAVE LEFT, THERE'S ABOUT 1400 OF THEM THAT STILL NEED TO BE REPLACED. AND THIS SLIDE HERE JUST KIND OF BREAKS DOWN BY TYPE HEAVY TRUCK LIGHT DUTY, WHICH ACTUALLY WILL WILL TAIL INTO OUR C-CAP DIRECTIVES. SO IT JUST GIVES YOU KIND OF A FORECAST OF WHAT WE'RE LOOKING AT, WHAT WE'LL BE SPENDING MONEY ON IN TERMS OF REPLACEMENT ASSETS.

AND THEN WE'RE GOING TO EVALUATE ALL 1400 OF THESE ASSETS AND SEE IF THERE'S ACTUALLY A DEMAND FOR THEM.

HAVE THEY BEEN USED IN THE LAST FEW YEARS? HAS THERE BEEN FUEL CONSUMPTION? IS IT A FINANCIALLY VIABLE INVESTMENT? SOMETIMES PEOPLE CAN SPEND A LOT OF MONEY ON VEHICLES AND THINGS THAT ARE NO LONGER, YOU KNOW, BEING PRODUCTIVE MILES, HOURS AND DAYS OF USE, OF COURSE.

AND YOU'LL SEE IN THE FUTURE SLIDE HOW WE GET TO VIEW SOME OF THAT STUFF.

OH. AND THE OTHER IMPORTANT NOTE WORTHY. LAST YEAR, WE REMOVED 108 ASSETS OUT OF OUR FLEET WITH A COST AVOIDANCE OF ABOUT JUST OVER $8 MILLION. SO THESE ARE ASSETS THAT WE DIDN'T REPLACE.

WE SIMPLY TOOK OUT A FLEET BY IDENTIFYING MAYBE A LOW USAGE OR FINANCIAL FOR FINANCIAL REASONS.

THE NEXT SLIDE, PLEASE. AND THIS SLIDE KIND OF GIVES US AN OVERVIEW OF WHERE WE PULLED THOSE 108 UNITS OUT OF.

AND WE LOOKED AT ALL THESE UNITS KIND OF ONE ON ONE TO MAKE SURE THAT THEY DIDN'T HAVE COULDN'T BE REPURPOSED OR THAT THEY WERE FOR THE REASONS THAT I MENTIONED IN THE PREVIOUS SLIDE, MILES, HOURS FINANCIAL. SOMETIMES IT'S AGE.

SOMETHING AGES OUT OF THE FLEET. WE CAN'T GET PARTS FOR IT, WE CAN'T GET REPLACEMENT PARTS FOR IT.

SO FOR THOSE REASONS, THESE 108 ASSETS WERE PULLED OUT OF THE FLEET.

SO THAT KIND OF GIVES YOU BY DEPARTMENT WHERE WE DID THAT FROM.

AND YOU'LL NOTICE FM HAS A NUMBER OF WHICH IS OUR DEPARTMENT HAS A NUMBER OF ASSETS.

SOMETIMES WE BECOME A HOLDING AREA FOR ASSETS.

SO THAT'S WHY THAT NUMBER LOOKS A LITTLE BIT ON THE HIGH SIDE.

SANITATIONS INVESTMENT AND EQUIPMENT IS REALLY BEEN ABLE TO ALLOW US TO RELEASE A LOT OF OLDER, FINANCIALLY INTENSE ASSETS FOR US. SO THAT WAS REALLY BENEFICIAL FOR US.

[01:25:04]

AND THAT COMES BECAUSE WE HAVE A LITTLE BIT OF BUYING POWER ON THE FRONT SIDE, SO WE CAN HAVE A LOWER COST OF OWNERSHIP, NOT DRIVE A VEHICLE TILL IT'S COMPLETELY DEMISED, AND THEN IT AFFECTS THE PART, THE DEPARTMENT'S PERFORMANCE.

GETTING RID OF IT WHILE IT STILL HAS VALUE INSTEAD OF SALVAGE COSTS.

SO THAT'S THE DRIVER IN THAT MODEL RIGHT THERE.

SECOND IS WE USE THE ALGORITHM WITHIN OUR SOFTWARE THAT LOOKS AT 11 CRITERIA FOR REPLACEMENT AGE, FREQUENCY OF VISITS, DOWNTIME, MAINTENANCE DOWNTIME, OPERATIONAL DOWNTIME.

IT TAKES A LOOK AT ALL THESE. IT GIVES A WEIGHTED VALUE TO THAT NUMBER.

AND IT CREATES A RANKING. AND THAT'S PART OF HOW WE MEET WITH DEPARTMENTS TO SAY, HEY THESE ASSETS RIGHT HERE NEED TO GO AND ADVISE THEM IN THAT DIRECTION.

IT BECOMES A LITTLE BIT OF A BACK AND FORTH AND A LITTLE BIT OF TUG OF WAR WITH THE DEPARTMENT SOMETIMES, BUT WE WORK IT OUT.

AND THEN MEETING WITH DEPARTMENTS IS VERY CRITICAL WHEN WHEN THEY'RE ASSIGNED DIFFERENT TASKS OR DIFFERENT OR MERGED OR HOWEVER THINGS WORK.

SOMETIMES WE HAVE TO MEET WITH THEM AND WE DON'T MAYBE NECESSARILY SEE THAT, OR THE DEPARTMENT MIGHT NOT SEE THE IMPACT IT HAS ON THEIR FLEET.

ARE YOU ARE WE DO WE HAVE MORE ASSETS THAN WE NEED? IF THE DEPARTMENT IS MERGED, DO WE NOT HAVE ENOUGH ASSETS, OR IS THERE A NEW PIECE OF TECHNOLOGY OUT HERE THAT MAKES SOMETHING OBSOLETE? WE SEE THAT IN STREET SWEEPING EQUIPMENT. WE SEE THAT IN SNOWPLOW EQUIPMENT AS WE EVOLVE INTO A MORE DATA DRIVEN CITY.

SO THOSE ASSETS, THOSE MEETINGS ARE VERY CRUCIAL.

AND THEN LAST BUT NOT LEAST WE LOOK AT WHAT IS BEING FUNDED AND WHAT IS THE DIRECTIVE OF THE CITY ITSELF, SEE CAP BEING PART OF THAT DIRECTION. SO THEN WE CAN PUSH DEPARTMENTS TOWARDS SOME OF THE CAP GOALS THAT CITIES PUT FORWARD.

NEXT SLIDE PLEASE. SO THEN THERE ARE CERTAIN OCCASIONS WHERE WE WILL IF SAY, YOU KNOW, F A PICKUP TRUCKS ARE REALLY A GOOD EXAMPLE. LIGHT DUTY PICKUP TRUCKS, WHEN WE COMBINE DEPARTMENTS, IF WE FIND SOMETHING THAT'S NOT BEING USED, CAN WE TAKE IT OUT AND REPURPOSE IT IN ANOTHER DEPARTMENT THAT HAS A SHORTAGE? AND HOW DO WE CAPTURE THEIR WHOLE DEMAND FOR FOR ASSETS? WE'LL LOOK AT OUTSIDE RENTAL. WE'LL LOOK AT YOU KNOW, DOWNTIME FOR THOSE ASSETS.

THERE'S REALLY AN INTERESTING WAY TO SEE THE ENTIRE DEMAND FOR THAT DOESN'T SPEAK ABOUT WHAT THE DEPARTMENT DOES WITH IT.

IT JUST SAYS, HEY, THAT THEY'RE REQUESTING THE ASSETS AND HOW DO WE MEET THAT NEED? LAST YEAR, WE ACCELERATED OUR OUR AUCTIONS. WE PULLED IN JUST OVER $1 MILLION IN AUCTIONING ASSETS.

AND THAT'S ONE OF THE NICE THAT'S ONE OF THE BENEFITS TO GETTING THAT TOTAL COST OF OWNERSHIP.

SOMETHING THAT WE USED TO SEE 2 TO $300,000 IN FUNCTIONAL SCRAP NOW HAS ANOTHER PURPOSE.

SO THAT'S BEEN A BENEFIT TO THE CITY, NOT TO MENTION SOME OF THE SALVAGED ASSETS.

WE SEE 4 TO 600 VEHICLES A YEAR THAT GO THROUGH OUR BODY SHOP, AND A SMALL PERCENTAGE OF THOSE ARE NOT REPAIRABLE.

WHAT HARD PARTS CAN WE TAKE OFF THAT WE CERTAINLY DON'T COMPROMISE ANY OF THE SAFETY ELEMENTS OF IT.

BUT FOR EXAMPLE, A FENDER ON A SQUAD CAR THAT'S BEEN HIT FROM BEHIND.

WE'VE TAKEN THESE HARD PARTS OFF THESE, ESPECIALLY ON PUBLIC SAFETY VEHICLES.

THERE'S A LONGER TIMELINE SOMETIMES TO GET THINGS PAINTED AND LOOK SO IT SAVED US.

THAT'S JUST A DIRECT COST. THAT'S NOT IN PAINTING.

AND BODY SHOP COSTS $143,000 IN PARTS THAT WE'VE RECOVERED.

NEXT SLIDE PLEASE. NEXT SLIDE, PLEASE. SO OF THE IMPLEMENTATION THAT WE TOOK, THE STUDY THAT I SPOKE ABOUT IN THE VERY BEGINNING 23 OF THE 29 ITEMS HAVE BEEN COMPLETED.

AND WE'LL TALK IN THE NEXT FEW SLIDES ABOUT THE, THE REMAINING SIX.

NEXT SLIDE PLEASE. GETTING ALL CITY ASSETS IN THE FLEET MANAGEMENT SOFTWARE WE CURRENTLY USE ASSET WORKS, WHICH IS YOU'RE HERE USED CALLED M5. SOMETIMES THAT NAME IS INTERCHANGEABLE.

GETTING ALL THESE ASSETS INTO THIS. WE'VE WORKED WITH PUBLIC WORKS TO GET THAT IN THERE.

REALIGNMENT. AND THERE'S A LITTLE BIT OF WORK THAT GOES INTO THAT.

SO FINDING WHERE THE FUNDING CAME FROM FOR THE VEHICLE, WHERE'S THE TITLE BEING HELD? CAN WE FIND THE TITLE IF WE WANT TO GET RID OF THE VEHICLE.

SO SOME OF THAT BACKGROUND HAS KIND OF SLOWED. SOME OF THAT I WOULD SUSPECT WE'RE PROBABLY 90% TO 95% CITYWIDE CAPTURED IN THERE.

SO WE'RE JUST DOTTING THE I'S AND CROSSING THE T'S ARE RIGHTSIZING THE FLEET SHARING OF ASSETS.

[01:30:03]

AND THAT'S OKAY. YOU KNOW, WE'LL CONTINUE TO DO IT YEAR AFTER YEAR.

I'M NOT SURE THAT WE EVER GET TO A A SOLID END ON THIS ONE.

IF THE CITY GROWS AND CHANGES AS IT DOES. BUT I THINK WE CAN GET WITHIN, YOU KNOW, 5% OF IT PLUS OR MINUS SOME NUMBER TO SAY, HEY, YES, I'M CONFIDENT THAT WE'RE RIGHT SIZED.

YOU'LL SEE, THIS YEAR WE'LL PROBABLY BE LOOKING AT ANOTHER MAYBE 5 TO 8% REDUCTION IN FLEET.

THAT'S WHAT WE'LL BE CHASING. AND VEHICLE FLEET REDUCTIONS.

AND THEN UNDER UTILIZATION IS, IS KIND OF A EVERYONE TALKS ABOUT IT.

IT'S A BONE PEOPLE CHEW ON. OH, I NEED THIS FOR THESE EMERGENCY USES.

AND YOU'LL SEE SOME GOOD STRATEGIES. WE HAVE TO ADDRESS SOME OF THOSE ALLEGATIONS.

OR ARE THEY ACTUALLY USING THEM. ARE THESE VEHICLES BEING USED.

AND IF THEY'RE NOT THEN THEY GENERALLY CAUSE A HUGE LIABILITY ON THE OTHER SIDE, THEY DON'T RUN WHEN THEY NEED THEM.

PARTS TEND TO FAIL ANYWAYS IF THEY'RE JUST SITTING THERE BATTERIES GO DEAD.

AND SO KIND OF MOVING THE CITY TO A CENTRALIZED MOTOR POOL WHERE WE SUPPLY THE BACKUP UNITS FOR THEM INSTEAD OF DEPARTMENTS HOLDING THEIR OWN.

AND THAT'S REALLY, YOU KNOW, WHAT WE'RE DRIVING TOWARDS.

NEXT SLIDE PLEASE. UNDER UTILIZATION IDENTIFY SURPLUS.

I THINK I COVERED THAT ONE. AGAIN REDEFINED AS THE CITY KIND OF CHANGES SIMPLIFY AND AUTOMATE AND AUTOMATE BILLING.

MATT'S HERE TO SPEAK ABOUT THAT. IF THERE'S NO FURTHER QUESTIONS.

WE WENT TO A DIRECT BILLING MODEL THIS YEAR SO THAT DEPARTMENTS WILL BE RESPONSIBLE FOR THEIR OWN MAINTENANCES INSTEAD OF KIND OF SHARING THE COSTS ACROSS MULTIPLE TYPES OF VEHICLES. SO DEPARTMENTS THAT ARE MORE MAINTENANCE INTENSE AND WILL GET MORE OF A MARKET BASED PICTURE ON WHAT OUR FLEET MAINTENANCE COSTS ARE BUSINESS RULES FOR FLEET ASSETS. A LOT OF OUR, OUR CURRENT ADAS THAT EXIST DOESN'T REALLY TALK ABOUT ELECTRIFICATION.

THERE'S A LOT OF PIECES AND PARTS TO THAT THAT NEED TO BE INCLUDED.

AND THEN SOME OF THE PROCESSES THAT WE'VE ALREADY DEVELOPED FROM THE THE WAY OUR PART SYSTEMS FUNCTIONS TO WAY OUR SHOPS WORK TO THE TOWING. SO OUR ADD IS CURRENTLY SOMETHING THAT WE'RE LOOKING AT AND GOING THROUGH SOME SOME POTENTIAL UPDATES.

AND IT ALSO LEADS US INTO PURSUING SOME ACCREDITATION THROUGH THE AMERICAN PUBLIC WORKS ASSOCIATION.

ONCE YOU DOCUMENT YOUR YOUR PROCESSES, YOU DEFINE WHAT YOUR OUTCOMES ARE SUPPOSED TO BE.

AND WE'RE WELL ON THE WAY IN THAT. I MEAN, WE'VE GOT A A THICK BOOK TOGETHER THAT WE'VE DONE, BUT WE'VE STILL GOT SOME MORE PROCESSES TO GO THROUGH.

NEXT SLIDE PLEASE. NEXT SLIDE PLEASE. THIS IS SOME OF THE STUFF YOU GUYS WILL PROBABLY REALLY FIND INTERESTING. GPS TECHNOLOGY AND SOME OF THE THINGS THAT HAVE COME A LONG WAY IN THE LAST 25 YEARS THAT I'VE BEEN USING GPS SYSTEMS. NOW WE CAN EVALUATE DRIVERS PERFORMANCE. FLEET USES GEOFENCING.

THERE'S A COMPREHENSIVE LIST HERE. THE SYSTEM THAT WE'RE USING INTEGRATES WITH OUR FLEET MANAGEMENT SOFTWARE SEAMLESSLY.

SO WE'RE GETTING SHARED INFORMATION. WE'VE MET WITH OUR GIS TEAMS HERE AT CITY HALL.

SO THERE'S POTENTIAL THERE FROM SYNERGY FOR SOME SYNERGY BETWEEN WHERE OUR FLEET ASSETS ARE LOCATED AND HOW CAN WE GET THEM IN EMERGENCY RESPONSE SCENARIOS RIGHT UP ON THE SCREEN. AND THEN IT ALSO TALKS ABOUT THE ACTUAL FUNCTIONALITY OF THE VEHICLE.

SOME OF THESE VEHICLES YOU'LL SEE IN PICTURES HAVE CAMERA SYSTEMS IN THEM THAT FROM A STATIONARY POSITION WE CAN SEE WHAT'S HAPPENING.

THAT STUFF THAT WE'RE DEMOING RIGHT NOW. NEXT SLIDE PLEASE.

AND THIS REALLY STARTS TO TALK ABOUT OUR GPS.

AND THESE ARE JUST SOME EXAMPLES OF SOME, SOME OF THE PHOTOS THAT YOU SEE HERE.

ON THE RIGHT HAND SIDE ARE SOME OF THE REPORTS THAT WE DO GET FROM DEPARTMENTS OR THAT WE GET ON DRIVERS, OPERATORS, DEPARTMENTS AS A WHOLE, VEHICLES BY CLASS VEHICLES OVER A TIME FRAME, VEHICLES AT A CERTAIN SPECIFIC LONGITUDE AND LATITUDE.

SO BEYOND THAT LANDMARK REPORTING YOU KNOW, LOOKING AT COUNCIL DISTRICTS AND SEEING HOW MUCH A PARTICULAR VEHICLE SPENDS IN A CERTAIN DISTRICT, WE CAN GET COUNTS OF THOSE THINGS.

WE CAN GET MORE MILEAGE. NOW WE'RE ONLY ABOUT 75 TO 80% IMPLEMENTED.

WE'VE GOT ABOUT 5000 ASSETS WE NEED TO HIT. WE'RE RIGHT NOW AT ABOUT 3600, SO WE'RE WELL ON OUR WAY.

WE'VE BEEN INSTALLING THESE GPS AND THESE SYSTEMS OVER THE LAST YEAR.

SO. WE'VE MADE QUITE A BIT OF PROGRESS AS VEHICLES ARE COMING IN.

THEY'RE GETTING THE GPS SYSTEMS. YOU KNOW, THEN AGAIN, THE STANDARD FARE STUFF TOO, LIKE IDLING REPORTS,

[01:35:08]

NEXT SLIDE PLEASE. THIS HERE GIVES YOU AN EXAMPLE OF SOME OF THE DRIVER PERFORMANCE REPORTS.

YOU KNOW, IF YOU SEE THAT LITTLE BLUE SLIDE AT THE BOTTOM, WHO'S WEARING THEIR SEAT BELT, HARSH BRAKING, ALL THE STUFF HAS ACTUALLY DEFINED WHAT A HARSH BRAKING IS, THE RATE OF DECELERATION.

THESE ARE ALL DEFINED WITHIN THE SOFTWARE, AND THEY ARE USING IT BASED ON SOME INDUSTRY STANDARDS FOR VEHICLE ACCIDENTS.

SO IT'S NOT SOMETHING THAT WE'RE ARBITRARILY SAYING IS A VIOLATION.

THIS IS SOMETHING THAT THAT, YOU KNOW, THAT WE COULD SUBSTANTIATE.

HARSH TURNS ALL KINDS OF STUFF IS IN THERE. CURRENTLY, RIGHT NOW, OUR CODE ENFORCEMENT DEPARTMENT HAS BEEN REALLY ACTIVE WORKING WITH US IN THIS AND DOING A GREAT JOB OF USING IT. THERE'S A BIG LEARNING CURVE IN SOME OF THIS STUFF.

SO WE'VE HAD 3 OR 4 CITYWIDE EVENTS WHERE WE'LL HAVE SPENT TWO HOURS ON A FRIDAY, AND WE'VE HAD GOOD RESPONSES OVER 100 PEOPLE, I THINK, IN EVERY, IN EVERY CIRCUMSTANCE GOT ON.

AND WE SHOWED THEM HOW TO USE THE SYSTEM. AND WE'LL HAVE THIS, THESE THESE TRAINING EVENTS AGAIN TO GET THEM MORE AND MORE COMFORTABLE WITH IT.

NEXT SLIDE PLEASE. TALKED A LITTLE BIT JUST A FEW MOMENTS AGO ABOUT UTILIZATION.

SO LOOKING AT THE PICTURES ON THE RIGHT HAND SIDE, YOU CAN SEE THE NUMBER OF KEY CYCLES IN A WEEK GIVES YOU AN AVERAGE COUNT OF SECOND, YOU CAN SEE THE NUMBER OF HOURS THAT A VEHICLE'S ON FOR AVERAGE KEY CYCLE.

AND YOU CAN SEE THE MILEAGE IN A GIVEN MONTH.

WE SET WHAT WE HAVE IS A UTILIZATION STANDARD IN THERE, AND THEN IT'LL GIVE US BACK A REPORT THAT SAYS BY PERCENTAGE WHAT MAKES IT AND WHAT DOESN'T. SO BECAUSE WE'RE NOT COMPLETELY AND ENTIRELY IMPLEMENTED YET, BUT WE HAVE LOOKED AT SOME OF THIS DATA AND WE'RE STARTING TO USE THAT IN OUR VEHICLE EVALUATION MEETINGS, WHICH WILL START THIS THIS WEEK WITH DEPARTMENTS.

THOSE VEHICLES GOT, YOU KNOW, WE'RE WE'RE GOING TO THE LOWEST POSSIBLE STANDARD AND STARTING TO PEEL BACK OUT OF THAT AT SOME LEVEL.

YOU GET TO A POINT WHERE YOU START FORCING DEPARTMENTS TO REORGANIZE THE WAY THEY DO THINGS AND MAYBE SHUFFLE STAFF AND PEOPLE.

BUT YOU KNOW THAT THAT'S SOMETHING THAT WE'LL HAVE TO WORK OUT WITH DEPARTMENTS.

NEXT SLIDE PLEASE. THIS IS AN EXAMPLE OF THE GEO LOCATING OF VEHICLES.

YOU SEE THERE IS YOUR COUNCIL DISTRICTS. AND YOU'LL SEE YOUR THE COLORS REPRESENT DIFFERENT TYPES OF VEHICLES AND THE ACTIVITIES THAT ARE GOING ON.

ON THE LEFT HAND SIDE, YOU SEE THE VEHICLE NUMBERS AND YOU'LL SEE THE VARIOUS ICONS THAT ARE LISTED THERE.

GIVE US ALL KIND OF SIGNALS AS TO WHAT'S GOING ON WITH THE VEHICLE.

I'LL GIVE YOU AN EXAMPLE. VERY EARLY ON WORKING THROUGH THIS WITH SANITATION.

THERE'S A THERE'S A CODE THAT WILL COME UP FOR LOW DEF FLUID.

AND IT BECAME STUNNING TO THEM. HOW MANY OF THOSE EXISTED EARLY IN THE MORNING, MEANING PEOPLE HADN'T FILLED THEIR DEF SYSTEMS UP THE NIGHT BEFORE.

IT TOOK THEM ABOUT TWO WEEKS TO SEE ENOUGH OF THOSE THAT THEY GOT IN THERE.

AND, YOU KNOW, THEY GOT AFTER THEIR CREW THAT SAYS, HEY, THIS ISN'T A THIS IS YOU GUYS.

YOU NEED THIS IS A DRIVER LEVEL THING. AND IT WAS REALLY INSPIRING TO SEE THEM TAKE THAT TOOL AND USE IT TO BECOME MORE EFFICIENT.

NEXT SLIDE PLEASE. THIS TALKS LARGELY AND BRIEFLY ABOUT THE CHARGING INFRASTRUCTURE, WHICH I THINK WE'RE UP TO 72 ACTIVE CHARGING STATIONS RIGHT NOW.

IF YOU YOU'LL AND THERE'S I DON'T HAVE A REALLY GOOD PICTURE OF IT HERE, BUT SOME OF THE SOLAR CANOPY STUFF THAT WE'VE PUT UP, THE FIXED INFRASTRUCTURE. WE USE THE SOLAR CANOPIES AT CENTRAL US BECAUSE WE ARE NOT SURE OF HOW LONG WE'RE GOING TO BE THERE, AND THE INVESTMENT TO TEAR UP THE SITE AND, AND PUT PERMANENT INFRASTRUCTURE.

AND THERE'S FAIRLY EXTENSIVE BASED ON WHAT WE'RE DOING THERE.

SO WE USED SOLAR CANOPIES, WHICH IF WE ARE FORCED TO LEAVE THERE, WE CAN TAKE WITH US AND RELOCATE AT THE NEXT SITE.

AND RIGHT NOW THOSE ARE CHARGING VARIOUS DEPARTMENTS VEHICLES, INCLUDING FM CODE AND THERE'S SOME OTHER DEPARTMENTS OFF THE TOP OF MY HEAD I CAN'T THINK OF, BUT SO THEY ARE BEING USED. NEXT SLIDE PLEASE.

NEXT STEPS. CONTINUE TO WORK WITH DEPARTMENTS TO TO GATHER ASSETS.

IN M5, WE KNOW THAT THAT'S NEVER GOING TO END.

SO THESE DEPARTMENTS, IF THEY BRING THEM TO US AND THAT'LL HELP US DEVELOP OUR BUSINESS RULES AND WORK TOWARDS OUR ACCREDITATION.

SO UPDATING PROCESS IS A NATURAL NEXT STEP. THE TRAINING, THE TRAINING, THE TRAINING.

WE CAN DO ALL THESE THINGS IN A VACUUM BY OURSELVES.

AND WE CAN BECOME THE BEST FLEET AGENCY AS WE STAND HERE AND TALK TO EACH OTHER.

BUT IF WE DON'T BRING OUR PARTNERS AT THE DEPARTMENT LEVEL IN ON THIS AND IT'S ALWAYS INSPIRING TO SEE WHEN THEY DO RESPOND TO IT YOU KNOW,

[01:40:08]

SO I DO SEE THERE BE TO BE BENEFIT AND THEN CONTINUE TO IDENTIFY SURPLUS.

THAT'S A NATURAL FUNCTION FOR US OF UNDERUTILIZED ASSETS.

NEXT SLIDE PLEASE. AND WE'LL ANSWER ANY QUESTIONS.

THANK YOU FOR YOUR PRESENTATION. I'M GOING TO START THIS TIME TO MY LEFT.

COUNCILWOMAN. BLACKMON COUNCIL MEMBER ROTH. THANK THANK YOU FOR YOUR REPORT.

THIS IS AN AREA THAT I'M REALLY CONCERNED ABOUT IS WE'RE DEALING WITH A LOT A LOT OF CARS, TRUCKS INFRASTRUCTURE FOR CHARGING STATIONS, BUYING.

IT SOUNDS LIKE TO ME THAT YOUR YOUR AREA HAS REALLY GOT THREE BIG AREAS.

YOU'VE GOT SERVICE AND MAINTENANCE, WHICH IS A BIG BUCKET OF COSTS.

YOU'VE GOT PROCUREMENT OF GASOLINE AND, AND OTHER FACILITIES AND, AND BUYING CARS AND REPLACING THEM.

I MEAN CARS AND VEHICLES. AND THEN YOU'VE GOT THE THE SOFTWARE IMPLICATIONS AND THE COST ASSOCIATED WITH, WITH THE TECHNOLOGY AND ALL OF THOSE THREE, TO ME, HAVE SOME REAL SERIOUS ISSUES REGARDING EFFICIENCY FOR US. AND, AND IN MY MIND, FOR COSTS, THIS IS ABOUT MONEY TO ME.

IT'S NOT ABOUT. IT'S ABOUT REALLY? HOW DO WE SPEND OUR MONEY? SO LET ME ASK A COUPLE QUICK QUESTIONS. NUMBER TWO, NUMBER ONE, ALL THE THE 5000, 5500 TRUCKS, CARS AND TRUCKS, THAT INCLUDES ALL THE SANITATION, INCLUDES ALL THE VEHICLES THAT ARE THAT ARE BEING DEALT WITH THROUGHOUT THE THE DIFFERENT DEPARTMENTS. THERE ARE ADDITIONAL VEHICLES AND OTHER DEPARTMENTS.

THERE'S ABOUT 1800 ADDITIONAL UNITS BETWEEN FIRE DEPARTMENT AND AND WATER KEEPS.

IT'S AN INVENTORY AS WELL. SO POLICE FIRE WATER IS IS NOT IN THAT 5500.

THE POLICE THE POLICE ARE SOME, SOME SMALL AMOUNT OF FIRE, I THINK ABOUT 160 ASSETS.

BUT THEN THERE'S THE FIRE APPARATUS, AND AND I THINK THAT'S ALMOST 700 BY ITSELF.

DO WE LEASE? DO WE DO WE HAVE TO DO WE PURCHASE EVERYTHING OR DO WE DO ANY KIND OF LEASE RENTAL? YOU KNOW, PURCHASE TYPE OF A SITUATION. I'M A LITTLE BIT SURPRISED ABOUT THE REPLACEMENT COST POTENTIAL OF $127 MILLION OF OF OF VEHICLES THAT WERE GOING TO BE SORT OF IN THE QUEUE TO, TO START CHANGING OUT.

KEEP IN MIND THAT'S A, THAT'S A, THAT'S LIKE AN AVERAGE OF, SAY, A SANITATION TRUCK DOWN TO A SEDAN.

AND DEFINITELY IT'S I THINK IT RUNS TO ABOUT SEVEN.

JUST A, IT'S JUST A GENERIC AVERAGE OF ABOUT $73,000 PER, PER NUMBER.

IF YOU JUST SO MY QUESTION IS, IS, ARE DO WE EXPLORE OTHER ALTERNATIVES OTHER THAN JUST PURCHASING VEHICLES.

YES. SO THAT WE DON'T HAVE TO COME UP WITH $127 MILLION TOMORROW? THE ANSWER TO THAT QUESTION IS YES. YOU KNOW, ENTERPRISE, ALMOST EVERY YEAR WE DO THE DRILL WITH THEM.

OKAY. LET ME ASK YOU. AND I'M SORRY, MY TIME IS LIMITED, BUT YOU GOT FIVE SERVICE CENTERS.

ARE WE? DO ARE THESE COMPLETE REPAIR PLACES WHERE YOU GOT STAFF, YOU'VE GOT MECHANICS, YOU'RE ACTUALLY DOING THE WORK.

WE'RE NOT, WE'RE NOT WE'VE GOT WE'RE NOT SENDING IT OUT TO OTHER THIRD PARTIES.

WE SEND A VERY SMALL AMOUNT OTHER THAN BODY SHOP STUFF.

I MEAN, WE'VE COME A LONG WAYS. WE'RE DOWN TO IF YOU PEELED OUT, I THINK.

MATT, WHAT WAS IT, $6 MILLION LAST YEAR? YEAH, LESS THAN $6 MILLION LAST YEAR.

AND I'VE BEEN HERE ALMOST TEN YEARS. THE NUMBERS WERE IN BEYOND 10 MILLION PRIOR.

HOW MANY STAFF DO YOU ALL HAVE TO RUN ALL THIS STUFF? EVERY IN THIS WHOLE DEPARTMENT, INCLUDING THE STAFF TO RUN THE THE VARIOUS FACILITIES.

I'M MATTHEW HAYMAN, ASSISTANT DIRECTOR. TALK A LITTLE LOUDER, PLEASE. YEAH, SURE.

MATTHEW EAMON, ASSISTANT DIRECTOR. WE HAVE 272 BUDGETED POSITIONS.

OF THAT, ABOUT 156 ARE DIRECT MECHANICAL STAFF.

ADDITIONALLY RELATED TO MECHANICAL STAFF, SUPERVISORS, MANAGERS ALONG WITH THAT.

SO 150 GIVE OR TAKE ARE ACTUALLY IN THE CORRECT.

THEY'RE IN THE SERVICE CENTERS. THEY'RE ACTUALLY REPAIRING STUFF. YES.

AND THEN THEN WE'VE GOT ANOTHER ABOUT 125 OF ADMINISTRATIVE STAFF THAT ARE IN THE NOT ALL ADMINISTRATIVE.

SO WE ALSO HAVE OUR FUEL ISLANDS. STAFF MAINTAINS THEIR AS I MENTIONED, TECHNOLOGY TEAM, WE HAVE AN ENVIRONMENTAL COMPONENT AND COMPLIANCE ETC..

HOW DO WE HOW DO WE BUY GAS? DO WE WHO'S WHO'S IN CHARGE OF BUYING YOUR GASOLINE?

[01:45:05]

CURRENTLY WE BUDGET FOR ABOUT 6.8 MILLION GALLONS.

THAT'S ALL TYPES OF FUEL. WE BUDGETED THE PER GALLON RATE IS.

I THINK WE ENDED THE YEAR ABOUT 2.37 LAST YEAR, DOLLARS PER GALLON.

WE BUDGETED ABOUT 23 MILLION FOR JUST THE PURCHASE OF FUEL EVERY YEAR.

AND THEN AS FAR AS RUNNING THE, THE EV STATIONS, DO WE HAVE THE CAPACITY AND THE CAPABILITY OF ACTUALLY MANAGING, REPAIRING, FIXING, RUNNING A, AN EV CHARGING STATION? DO WE KNOW HOW TO DO THAT KIND OF A BUSINESS? I CAN TELL YOU THAT THAT'S THAT'S KIND OF AN EMERGING THING ACROSS THE BOARD.

I DON'T CARE WHERE YOU'RE AT, BUT TO THIS POINT, IT'S SOMETHING THAT WE'VE SUCCESSFULLY DONE OURSELVES.

IT'S BEEN SOMETHING THAT BUILDING SERVICES KIND OF STEPPED IN AND HELPED US WITH, WITH THEIR ELECTRICIANS.

FUNCTIONALLY, THE BOXES FOR CHARGING THEMSELVES ARE A FEW CARDS AND SOME FIXED HARDWARE.

YOU KNOW THE SOFTWARE. THE SOFTWARE IS THE BIGGEST MONSTER IN EVERYTHING THAT WE DO.

BUT GOING TO THE SOFTWARE ISSUE YOU'RE YOU'VE, YOU'VE YOU'VE FOCUSED A LOT ON THE, THE EFFICIENCIES THAT YOU THINK ARE COMING FROM YOUR SOFTWARE AND YOUR DEVELOPMENT OF, OF AND I APOLOGIZE IF I'M RUNNING OVER TIME.

YOU JUST JUST CUT ME OFF. BUT THE SOFTWARE THAT YOU'RE, YOU'RE SORT OF ANTICIPATING TO HELP LOCATE THE TRUCKS, MAKE SURE THAT THINGS ARE RUNNING OKAY, MAKING SURE THAT YOU CAN, YOU KNOW, TRACK STUFF.

IS THERE ANY WAY TO SORT OF FIGURE OUT HOW MUCH MONEY WE'RE SPENDING ON THE SOFTWARE, THE THE MANAGEMENT OF THE SOFTWARE, THE ACQUISITION OF THE SOFTWARE, THE SHELF LIFE OF THE SOFTWARE VERSUS WHAT WE'RE REALLY SAVING IN THAT.

ONE. SURE. JUST THROUGH THE BUDGET PROCESS LAST YEAR, PARTICULARLY WITH PROGRAMMATIC BUDGETING, THAT KIND OF WAS A VERY USEFUL EXERCISE AS FAR AS PUTTING EXPENSES INTO BUCKETS AND ALL THAT.

SO WE ACTUALLY HAD ONE OF OUR PROGRAMS IS OUR TECHNOLOGY PROGRAM.

SO WHILE I'M NOT LOOKING AT THE DATA NOW, I CAN EASILY GET THAT INFORMATION FOR YOU.

COUNCIL RECENTLY APPROVED THE CONTRACT FOR OUR MAJOR SOFTWARE WHICH WAS THE CONTRACT WITH ASSET WORKS, WHICH IS WIDESPREADING TO SAY THE LEAST, IT TOUCHES A LITTLE BIT OF EVERY ONE OF OUR FUNCTIONS AND OPERATIONS. SO I BELIEVE JUST BASE COST WAS AROUND JUST FOR THE THE APPLICATION ITSELF OVER FIVE YEARS WAS ABOUT 1.8 MILLION WHICH IS ROUGHLY 300,000 PER YEAR. WHO WHO ANALYZES THE DATA ON THIS FROM, FROM ALL THE SOFTWARE, ALL THE STUFF THAT YOU'RE GETTING, DO YOU ALL HOW DO YOU ANALYZE THE DATA THAT'S COMING IN? IS SOMEBODY PAYING ATTENTION TO ALL THIS STUFF? THAT'S SURE. ALL THE REPORTS THAT ARE COMING IN. SURE. ABSOLUTELY.

SO WE LOOK AT ABOUT 110,000 WORK ORDERS A YEAR 55,000 SEPARATE JOBS.

WE LOOK AT MECHANICS IN TERMS OF HOURS AND PRODUCTIVITY.

COMPARE IT TO MARKET PRICE. WE'RE ACUTELY AWARE OF WHAT'S HAPPENING IN THE MARKETS AROUND US BY OUR VENDORS, EVEN THOUGH THEY'LL THEY'LL GIVE US COMPETING PRICES ON THINGS WHEN WE DO GO TO BID.

YOU KNOW, SOMETIMES, ESPECIALLY IN THE HEAVY TRUCK AND THE EQUIPMENT SIDE OF THINGS, IT'S NOT A BOOK PRICE LIKE YOU MIGHT GET IN THE AUTOMOTIVE INDUSTRY.

AND SO MY AND THEN MY LAST QUESTION IS, AND I THINK YOU MAY HAVE ANSWERED IT AND I MAYBE MISSED IT THAT YOUR ARE YOU ALL ARE WHEN YOU GO OUTSIDE OF OF THE DEPARTMENT TO DO STUFF, YOU'VE GOT ABOUT $6 MILLION WORTH OF OF OUTSIDE VENDOR, THIRD PARTY SERVICE HELP.

IS THAT WHAT IS THAT? WHAT SORT OF IS THAT WHAT THE NUMBER WAS OR DID I MISUNDERSTAND? THAT WAS JUST UNDER 6 MILLION. SO 5.8 OKAY. 5.8.

AND THEN AND THEN DOES THAT INCLUDE REPAIRS AND STUFF IF THERE'S INSURANCE NOT INSURANCE, BUT IF A CAR GETS DAMAGED OR GETS DAMAGED IN AN ACCIDENT. STUFF. IS YOUR FUNCTION ALSO TO REPAIR OR TAKE CARE OF ALL THAT STUFF, BODY AND FRAME AS WELL? YES. SO THAT'S A CONTRACTED SERVICE THAT WE HAVE.

IT'S THAT'S A CONTRACTED SERVICE. IS THAT PART OF THE 6 MILLION.

YES SIR. IT IS OR IS NOT. IT IS. NO IT IS OKAY.

THANK YOU. THAT'S A IT'S A LIKE TWO POINT. I THOUGHT IT WAS 2.4, $2.8 MILLION IN OUTSIDE SERVICE.

YEAH. AND BODY SHOP SERVICE AND IS THE THANK YOU IS THE RISK I'M SORRY.

GO AHEAD. COUNCIL MEMBER RIDLEY. THANK YOU, MR.

[01:50:02]

IT SEEMS TO ME THAT SINCE WE INCREASE THE FLEET SIZE BY 48 UNITS LAST YEAR, I'D LIKE TO UNDERSTAND WHY THAT INCREASE OCCURRED. NOTWITHSTANDING THE FACT THAT YOU DECOMMISSIONED 108 VEHICLES.

WELL, A LOT A LOT OF THAT FROM THE INSIDE MIGHT BE THE TIMING THAT WE RECEIVE VEHICLES AND THE TIMING.

I WRITE THIS REPORT, I MIGHT SAY YES, WE'RE UP BY.

THAT'S THE NUMBER. WE'RE UP BY 48 UNITS. IN ADDITION, WE HAVE MADE ALLOWANCES FOR 80 ADDITIONAL DPD UNITS TO COME IN THIS YEAR.

AND AS WELL IT'S NOT JUST THERE ON THE STREET FLEET.

IT'S ALSO DETECTIVES SQUAD CAR WHAT WE CALL SMOOTH VEHICLES AS WELL.

SO WE, YOU KNOW, THERE ARE ALLOWANCES FOR SOME OF THAT TO HAPPEN.

BUT SOME OF THIS AGAIN, THIS REPORT NUMBERS, THESE NUMBERS WILL CHANGE BY THE END OF THE DAY.

THAT'S JUST HOW FAST VEHICLES COME AND GO FOR US.

SO YOUR CRITERIA FOR REMOVING A VEHICLE FROM THE FLEET BASED ON UTILIZATION IS 0% UTILIZATION, WHICH SEEMS TO ME TO BE EXTRAORDINARILY LOW. IF YOU HAVE A VEHICLE THAT APARTMENT USES ONLY OCCASIONALLY, MAYBE IT GETS TEN, 15, 20% UTILIZATION. I QUESTION WHETHER THAT VEHICLE SHOULD BE IN THE FLEET, OR IF WE CAN'T ESTABLISH SOME KIND OF A POOL FOR EMERGENCY USE, FOR UNANTICIPATED USE.

SO THAT THAT POOL COULD BE SHARED AMONG DIFFERENT DEPARTMENTS.

DO YOU THINK THAT WOULD BE A VIABLE OPTION TO REDUCE THE FLEET SIZE? YES, SIR. AND THAT IS EXACTLY WHAT WE'RE WORKING TOWARDS.

IT'S THE ANSWER IS SIMPLY YES. I MEAN, THAT'S STRATEGY IS WHAT WE'RE WORKING TOWARDS.

WELL DO YOU THINK THAT IT WOULD BE POSSIBLE TO ESTABLISH FIRMER CRITERIA FOR REMOVAL OF A VEHICLE FROM A DEPARTMENT, SAY, INSTEAD OF ZERO UTILIZATION, LET'S SAY 15, 20, 25%? AT LEAST YOU INITIATE DISCUSSIONS WITH THE DEPARTMENT TO FIND OUT WHY THE UTILIZATION IS SO LOW.

IF YOU HAVE A WRITTEN PROCEDURE, THAT THAT KIND OF DISCUSSION HAS TO START WHEN UTILIZATION FALLS BELOW 25%, THAT WOULD PUT ADDITIONAL PRESSURE ON THE DEPARTMENTS TO EITHER UTILIZE THEIR VEHICLES OR GIVE UP VEHICLES.

I MEAN, IF THEY HAVE MULTIPLE VEHICLES THAT THEY ARE ONLY USING 25% OF THE TIME, WHY CAN'T THEY GET BY WITH FEWER VEHICLES AT 50% OR HIGHER UTILIZATION? WELL, I WE'RE IN LINE WITH THE WAY THAT YOU THAT YOU'RE VIEWING THAT.

AND THAT IS SOMETHING THAT THAT WILL EVOLVE. PART OF THE PART OF THE FIRST STEP IN THAT WAS BEING ABLE TO SAY, YES, I CAN IDENTIFY YOUR UTILIZATION. AND HISTORICALLY, WE'D BE WE'D BE UP AGAINST ARGUMENTS ABOUT, YOU KNOW, BOXES BEING INACCURATE OR WE HAD ALL THESE OTHER EXCUSES.

WITH THIS TECHNOLOGY IN PLACE, THERE ARE NO OTHER EXCUSES, AND WE ARE IN A SPOT TO MAKE THOSE KIND OF.

WELL, THAT'S A GOOD POINT, THAT THIS NEW GPS SYSTEM ALLOWS YOU THE DATA TO PUSH BACK AGAINST DEPARTMENTS THAT SAY THEY WANT TO HANG ON TO THEIR VEHICLES.

ANOTHER APPROACH TO DOING THAT COULD BE DYNAMIC PRICING FOR YOUR RENTAL RATES.

HOW DO YOU SET RENTAL RATES TO THE DEPARTMENTS FOR THE VEHICLES THEY UTILIZE? WE USE A COMBINATION OF HISTORIC COST, AND THEN WHAT WE KNOW COSTS ARE GOING TO BE IN THE FUTURE, AND THEN KIND OF TAKE AN AVERAGE COST PER VEHICLE TYPE.

AND HOW THEN FACTOR IN HOW DEPARTMENTS ARE USING THAT VEHICLE TO KIND OF DETERMINE THAT.

ADDITIONALLY, WE LOOK AT OUR STAFF WHAT VEHICLES ARE CURRENT INVENTORY GET A TOTAL NUMBER OF LABOR HOURS AND THEN CALCULATE OUR LABOR RATE. SO DO YOU CHARGE MORE IN RENT FOR HIGHLY UTILIZED VEHICLES? SO WE ARE MOVING TO A DIFFERENT BILLING MODEL WHERE WE'RE CHARGING DIRECT BILLING TO BE MORE TRANSPARENT.

SO IN FUTURE REPORTS, YOU'LL SEE CHARGES DIRECTLY FOR LABOR, COMMERCIAL PARTS, AND THEN OUR INTERNAL OVERHEAD.

SO YOU KNOW EXACTLY HOW MUCH ADMINISTRATIVE COSTS AS WELL GOES INTO EACH VEHICLE TYPE PER DEPARTMENT.

WELL, THERE ARE ADDITIONAL EXPENSES SUCH AS FUEL USAGE, SUCH AS FIXED COSTS LIKE INSURANCE.

AND I WOULD JUST LIKE TO SUGGEST AN IDEA THAT I REFER TO AS DYNAMIC PRICING, SUCH THAT VEHICLES THAT ARE UNDER 50% UTILIZATION, YOU START INCREASING THE RENTAL RATE, WHICH DISCOURAGES THE DEPARTMENT FROM HANGING ON, BECAUSE THAT'S A HIGH COST VEHICLE ALL OF A SUDDEN, AND IT INCREASES AS THE UTILIZATION DROPS.

IS THAT A POSSIBILITY TO LOOK AT? I THINK THIS IS SOMETHING ELSE.

[01:55:02]

YES. THAT WOULD GIVE THEM AN ECONOMIC INCENTIVE TO COOPERATE WITH YOU IN YOUR EFFORTS TO RETIRE UNNEEDED VEHICLES.

THANK YOU, MR. CHAIR. THANK YOU, FOR COUNCILMAN RIDLEY COUNCIL MEMBER RESENDEZ JO MENDELSOHN.

I HAVE QUITE A BIT. THANK YOU. WELL, FIRST I WANT TO SAY THANK YOU FOR HAVING THIS PRESENTATION AND THE PRESENTATIONS.

THESE ARE, I THINK, TWO VERY IMPORTANT ONES THAT WE'VE BEEN TALKING ABOUT A LONG TIME.

AND THIS, OF COURSE, CAME UP IN OUR BUDGET DISCUSSIONS.

BUT BECAUSE THIS IS A NEW COMMITTEE WITH A NEW FOCUS AND SLIGHTLY DIFFERENT FOCUS I'M NOT SURE THAT STAFF UNDERSTANDS EXACTLY THE DATA THAT WE'RE LOOKING FOR. I DON'T KNOW THAT WE AS MUCH NEED TO UNDERSTAND WHAT DOES A DEPARTMENT DO AS MUCH AS THE DATA TO SAY HOW THEY'RE DOING IT.

AND THIS PRESENTATION DIDN'T PROVIDE THE INFORMATION I WAS HOPING TO SEE.

SO PERHAPS YOU ALL HAVE BROUGHT THAT INFORMATION.

IN LOOKING AT THE 2018 AUDIT, THERE ARE A NUMBER OF BENCHMARKS THAT WERE GIVEN, AND I'M WONDERING HOW WE'RE DOING COMPARED TO THOSE AT THE TIME. SO WHAT IS OUR AVERAGE VEHICLE AGE? AGAIN, IT WILL CHANGE. ALMOST. WHAT IS IT TODAY? WHAT IS IT TODAY? I DIDN'T LOOK AT TODAY. I WANT TO SAY, WAS IT YESTERDAY? I WANT TO SAY THAT WITHIN THE LAST 30 DAYS, IT'S PROBABLY ABOUT NINE AND A HALF YEARS OLD.

OKAY. SO AT THE TIME OF 2018 THAT THIS WAS DONE, THE AVERAGE AGE WAS 8.6 AND SAID THAT THE NATIONAL AVERAGE WAS 7.9 WITH A FEDERAL CIVILIAN AGE OF 9.4.

WHAT'S THE AVERAGE ANNUAL MILEAGE? AVERAGE ANNUAL MILEAGE OF A SQUAD CAR OR THE ENTIRE FLEET? THE ENTIRE FLEET DOESN'T RUN OFF A MILEAGE. IT RUNS OFF HOURS OR MILES.

SO IF WE'RE TALKING ABOUT MILES, SQUAD CARS ARE PROBABLY SO THIS IS THE KIND OF DATA I WOULD BE EXPECTING TO HAVE IN THIS SORT OF PRESENTATION. IF YOU HAVE AN ESTIMATE THAT YOU CAN PULL THE ERROR, THAT'S FINE, BUT I WOULD ACTUALLY LIKE TO HAVE THE REAL NUMBER? SURE. WHAT DO YOU THINK? YOUR ESTIMATE IS SPECIFIC TO SEDAN SQUAD CARS OR THE FLEET THAT USES MILEAGE.

OKAY. SQUAD CARS, GENERALLY ABOUT 13,000 MILES A YEAR.

SO DEPENDING ON THE AVERAGE AGE, WHICH SQUAD CARS WOULD NOT FIT INTO THAT AGE GROUP OF THE NINE AND A HALF.

OKAY. SO THAT'LL BE LARGELY YOUR BIGGER EQUIPMENT.

ONLY A SMALL PORTION OF THE WHOLE. WELL, THEY'RE A WEIGHTED BIG PORTION BECAUSE THEY'RE SO OVER 2000 UNITS OF OVER 5500.

THEIR SQUAD CARS ARE PROBABLY CLOSER TO 800, 900 OF THAT.

SMOOTH CARS WILL MAKE UP ANOTHER 600 OR SO. SO IN 2018 THE TOTAL VEHICLES FOR DPD WAS 2171 TOTAL VEHICLES, INCLUDING ALL THEIR SPECIAL FUNCTIONS.

RIGHT SQUAD CARS. NO, THAT WAS NOT THIS EXACT DISCUSSION IS SOMETHING THAT WOULD HAVE BEEN HELPFUL TO HAVE A TABLE OF THE DEPARTMENTS AND HOW MANY VEHICLES THEY HAVE, BOTH MILEAGE ONES, AS WELL AS WHAT WE'LL CALL EQUIPMENT ONES OR SPECIALTY PURPOSE ONES.

I THINK THAT WE'RE NOT HAVING THAT UNDERSTANDING FROM THE AUDIT.

DPD IS THE LARGEST DEPARTMENT WITH THE LARGEST NUMBER OF VEHICLES.

IS THAT STILL TRUE? THAT IS TRUE. OKAY. AND THEN NEXT SHOWS DWU.

YES. AND THEN OTHER IS NUMBER THREE. PUBLIC WORKS 682 PARKS.

375. SO IT GOES THROUGH. BUT I WOULD HAVE LIKED TO HAVE HAD THAT SAME SORT OF TABLE TO UNDERSTAND WHERE THE FLEET IS BEING CHARGED, BECAUSE I'M NOT SURE THAT THE ISSUE IS SQUAD CARS FOR DPD, WHERE THEY ARE IN NEED OF VEHICLES AS OPPOSED TO.

THE BUDGET OFFICE HAVING MULTIPLE VEHICLES. OTHER DEPARTMENTS THAT PROBABLY DON'T NEED A VEHICLE AS MUCH AS DPD DOES.

WHAT ABOUT THE AVERAGE ANNUAL MAINTENANCE COST? DO YOU HAVE A AVERAGE ANNUAL MAINTENANCE COST OF A SQUAD CAR? I KNOW ON AVERAGE, OUR AVERAGE WORK ORDER TICKETS PER PER SERVICE CENTER ARE SOMEWHERE AROUND 5 TO $600 FOR PER VEHICLE. WE CAN MULTIPLY THAT TIMES 110,000 WORK ORDERS I GAVE YOU.

THAT WOULD JUST GIVE US, I GUESS, OUR GROSS REVENUES. BUT IF YOU'RE TALKING ABOUT PER VEHICLE, IT'S NOT A NUMBER THAT I HAVE, BUT I COULD PRODUCE FOR YOU SOMETHING THAT WE DO LOOK AT IN OUR WEEKLY REPORTS.

I JUST DON'T HAVE IT IN FRONT. SO THESE NUMBERS ARE ON PAGE TWO OF THE 2018 AUDIT.

SO I WOULD JUST ASK IF WE COULD HAVE A MEMO COME BACK WITH THESE FIGURES.

THEY'RE BULLETED AT THE TOP. THE NUMBER THAT WE SHOW IN THAT AUDIT IS $8,903 PER VEHICLE.

[02:00:07]

AND IT'S MUCH, MUCH LOWER THAN WHAT YOU JUST SAID.

SO PERHAPS IF YOU COULD REVIEW THOSE AND JUST SEND A MEMO TO US.

I'M NOT TRYING TO TEST YOU OR ANYTHING LIKE THAT, BUT I WOULD ACTUALLY LIKE TO HAVE THIS INFORMATION.

I THINK IT'S IMPORTANT FOR OUR DECISION MAKING.

SO IN THIS AUDIT, THERE WERE A NUMBER OF VERY SIGNIFICANT RECOMMENDATIONS.

CAN YOU TELL ME FIRST, DATA QUALITY IMPROVEMENTS WAS LISTED ON HERE.

IT WAS SUPPOSED TO HAVE BEEN COMPLETED IN EARLY 2020.

AND YET IN YOUR REPORT, YOU'RE SHOWING THAT YOU DON'T YET HAVE ALL THE VEHICLES IN YOUR COMPUTER SYSTEM.

IS THAT TRUE? WELL, I SAID WE'RE PROBABLY 90 TO 95%.

I HAVE TO GO OUT THERE AND PHYSICALLY FIND THEM IN SOME INSTANCES.

SO. BUT WHY WOULD IT HAVE BEEN SEVEN YEARS SINCE THIS AUDIT AND WE STILL DON'T HAVE EVERY VEHICLE IN THE COMPUTER SYSTEM.

WELL, IT'S IT'S IT'S I DON'T KNOW THE ANSWER TO THAT QUESTION.

WE DON'T ALWAYS KNOW WHAT WE DON'T KNOW. SO IF THE DEPARTMENT DOESN'T BRING SOME OF THAT STUFF INFORMATION TO US, AND SOMETIMES THE DEPARTMENTS HAVE CHANGED OVER TO A POINT IN TIME WHERE THEY MAY NOT ALWAYS KNOW.

SO SOMETIMES WE HAVE TO GO TO A PARKING LOT, WE SEE A VEHICLE, AND WE'RE LOOKING AT THE VEHICLES ON THE LOT AND JUST KIND OF PUTTING OUR HANDS ON THEM. SAY THAT VEHICLE'S BEEN SITTING THERE FOR A WHILE. WHOSE IS IT? WE'LL GO AHEAD AND WE'LL GET THE NUMBER OFF AND WE'LL GO LOOK IT UP AND TALK TO THE DEPARTMENT. THE DEPARTMENT DIDN'T, YOU KNOW DIDN'T KNOW THEY OWNED IT OR SOMETHING TO THAT EFFECT. SO WHEN I TELL YOU THAT WE'RE DOWN TO 95% OF THIS STUFF, WE'RE LOOKING FOR PIECES, LITERALLY PIECES OF EQUIPMENT THAT HAVE BEEN HERE FOR, FOR PROBABLY A VERY LONG TIME.

THANK YOU FOR SAYING THAT TRUTHFUL ANSWER. BUT I HAVE TO TELL YOU, IT'S SHOCKING AND UNACCEPTABLE THAT THE CITY DOESN'T KNOW ALL OF THE VEHICLES THAT IT OWNS IN THE FLEET DEPARTMENT, OR THAT A DEPARTMENT WOULDN'T KNOW THAT THEY OWNED A VEHICLE.

I'M GOING TO MOVE TO THE NEXT QUESTION, WHICH IS ABOUT PREVENTIVE MAINTENANCE. AGAIN, IN THE 2018 AUDIT, THERE WAS A LOT OF DISCUSSION ABOUT PREVENTIVE MAINTENANCE, AND IT WAS SUPPOSED TO BE THAT WITHIN 2018 THAT WE WOULD HAVE COMPLIANCE ON PREVENTATIVE MAINTENANCE, BUT YOU'RE SHOWING ONLY 80% COMPLIANCE ON PREVENTIVE MAINTENANCE.

WHY WOULD WE HAVE ONLY AN 80%, 80%, 80% IS WITHIN 9%, PROBABLY OF THE INDUSTRY STANDARD FOR AMERICAN PUBLIC WORKS ASSOCIATION.

AND AT THE TIME THE AUDIT WAS MADE, WE HAD TO SPEND A LOT OF TIME GOING BACK INTO THE SOFTWARE SYSTEM TO ADD THE OPERATIONAL CLASS CODES, CATEGORIZE AND CLASSIFY THE VEHICLES TO PUT THINGS IN ORDER SO THAT THEY MADE SENSE.

YOU KNOW, WHEN WE ASKED THESE QUESTIONS ABOUT WHAT DOES SOMETHING COST? WELL, I WANT TO KNOW WHAT A VERY GRANULAR LEVEL, WHAT DOES A SQUAD CAR COST VERSUS A SEDAN VERSUS A PICKUP.

IF WE THROW IT ALL INTO A BIG PILE, AND THEN I COME OUT HERE AND I GIVE YOU A NUMBER THAT I CAN'T DISSECT AND TAKE APART.

IT DOESN'T TELL US WHERE TO FIX THINGS. SO WE WENT BACK INTO THE SOFTWARE SYSTEM AND TOOK IT APART AND CLASSIFIED AND, AND PUT THINGS IN THE CORRECT CATEGORIES. AND THEN WHEN WE DO ORGANIZE AND CHANGE DEPARTMENTS AROUND, WE HAVE TO GO BACK AND DO THAT AGAIN. WE HAVE TO MOVE THESE VEHICLES INTO THE NEW ORGS, AND WE DON'T WE? THAT'S OUR JOB. WE LIKE DOING IT, BUT THAT'S THE ONLY WAY WE CAN KEEP THINGS IN THE CORRECT BUCKETS SO THAT WHEN WE GO TO THE BUDGET OFFICE AND MATT PRESENTS A NUMBER FOR YOU KNOW, A MAINTENANCE, WE KNOW THAT WE'RE GIVING THE DEPARTMENT A GOOD NUMBER.

SO EVERY TIME SOMETHING CHANGES, ALL THE ASSETS HAVE TO GO WITH IT.

AND THAT'S SOMETHING ELSE THAT WE HAVE TO GET DONE. I'M SORRY. IT DOESN'T REALLY ANSWER THE QUESTION WHY WE DON'T HAVE ALL THE PREVENTIVE MAINTENANCE DONE.

WELL, A SMALL PERCENTAGE. IT MIGHT BE IN A BODY SHOP.

ANOTHER PERCENTAGE OF IT MIGHT BE LATE. MAYBE WE'VE GOT SOME HUMAN FACTORS INVOLVED IN IT.

BUT AND A FLEET THIS SIZE TO BE AT 81% IS ARE WE WHERE WE WANT TO BE? NO, BUT I THINK WE'VE COME AND WORKED A VERY LONG TIME TO GET THERE.

AND IT'S NOT JUST US. WE HAVE TO GET OUR DEPARTMENTS.

WE HAVE TO GET FLEET LIAISONS AT THE DEPARTMENTS.

THERE WAS NOBODY FOR A PERIOD OF TIME WHEN WE NEEDED VEHICLES TO GET THOSE VEHICLES FROM.

SO THE POLICE DEPARTMENT TOOK ALL ITS POLICE OFFICERS, PUT THEM BACK IN, OUT ON THE STREETS, HIRED LARGELY OUR WORKFORCE SO THAT THEY COULD BE SERVE AS LIAISONS FOR US TO COMMUNICATE.

THEY UNDERSTOOD THE SYSTEM, WHAT WE WERE AFTER.

AND THEN FOR THAT PERIOD OF TIME, YOU KNOW, WE WOULD BE ON THE PHONE WITH THESE DEPARTMENTS TELLING THEM HOW IMPORTANT IT WAS.

AND WE REALLY HAD TO JUST TEACH PM COMPLIANCE, NOT JUST TO US, BUT TO THE CITY AS A WHOLE.

SO, RESPECTFULLY, 20% ISN'T A SMALL AMOUNT. IT'S 1 IN 5 VEHICLES THAT HASN'T HAD THE PREVENTIVE MAINTENANCE ON SCHEDULE.

IT MAY NOT BE VEHICLES, IT MIGHT BE TRAILERS.

I'LL GET YOU THE THE IT MAYBE TRAILERS INVOLVED IN THIS AS WELL.

THERE MAY BE OTHER THINGS BUT SO YOUR DEPARTMENT DOES IT HAVE 274 EMPLOYEES I BELIEVE THAT'S WHAT THE BUDGET IT SAID 274

[02:05:10]

AND ROUGHLY WE'RE PROBABLY CLOSE TO 200 AS A TOTAL STAFF, A LITTLE OVER THAT.

OKAY. AND IT'S A $74 MILLION INTERNAL SERVICE FUND.

IS THAT RIGHT? CORRECT. SO AGAIN, THIS IS COST SHARED BY ALL OF THE CITY.

YES, MA'AM. OKAY. SO THE NEXT ITEM I WANT TO ASK YOU ABOUT IS ALSO IN THE AUDIT, IT TALKS ABOUT INCREASING THE VEHICLE MOTOR POOL. CORRECT. SO HOW HAS THE SIZE OF THE MOTOR POOL CHANGED OVER THE YEARS? THERE'S A COUPLE OF THINGS. THE IT'S NOT JUST THE SIZE, IT'S THE COMPOSITION.

THE CAP DIRECTIVE SAID, HEY, WE WANT TRANSPORT VEHICLES TO BE ELECTRIFIED.

WE STOPPED, GOT RID OF. TELL ME THE NUMBER ON HOW IT'S CHANGED.

RIGHT NOW WE'VE PROBABLY ARE PRETTY MUCH THE SAME IN TERMS OF COUNT, BUT WE ADDED MORE PICKUP TRUCKS AND WE ADDED MORE ELECTRIC VEHICLES, AND WE ADDED MORE, MORE UTILITY STYLE TRUCKS.

SO STUFF THAT COULD BE USED. SO WE HAD TO ORDER NEW VEHICLES.

MR. CHAIR, DONZELL GIBSON, CITY MANAGER'S OFFICE.

I'D LIKE TO ADD JUST A LITTLE BIT OF CONTEXT IF.

VINCE. I'M SORRY, WE HAVE A TIME LIMIT. YEAH, THAT WAS HER LAST QUESTION.

FIRST, I WOULD LIKE TO HAVE ANOTHER ROUND WHEN IT'S AVAILABLE. THANK YOU. BEFORE I GO, I WOULD LIKE TO ASK THIS.

I WAS THROWN OFF BY YOUR STATEMENT. SOMETIMES WE DON'T KNOW WHAT WE DON'T KNOW.

IT KIND OF LIMITS MY QUESTION, BECAUSE BY THAT STATEMENT, I DON'T KNOW WHAT YOU KNOW. WHAT YOU DON'T KNOW? WHERE ARE WE SPECIFICALLY? WHEN IT COMES TO OUR SANITATION TRUCKS, HOW MANY SANITATION TRUCKS DO WE HAVE? WHAT'S THE COST OF THOSE TRUCKS? GO AHEAD, GO AHEAD.

TOTAL SANITATION. THERE'S A LITTLE OVER 400. ABOUT 416.

THEY'RE RUNNING ABOUT 100 EACH. REAR LOADERS AND SIDE LOADERS.

THEN THEY HAVE A SERIES OF COLLECTION VEHICLES THAT DO LARGE BULK PICKUP.

AND THEN THERE'S SOME AND THAT'S JUST FOR THE FM FLEET.

THEY HAVE ADDITIONAL FLEET AT THE LANDFILL. WHAT IS THE COST OF THE REPAIR FOR THOSE SANITATION TRUCKS AND WHERE THEY'RE BEING HOUSED? SANITATION TRUCKS ARE HOUSED AT ALL FOUR SERVICE CENTERS, WITH THE EXCEPTION OF THEY'RE NOT HOUSED AT NORTHEAST.

I DON'T HAVE THE TOTAL NUMBERS FOR SANITATION REPAIR.

WE CAN CERTAINLY PROVIDE THOSE TO YOU UNLESS YOU KNOW THEM OR.

YEAH, I WOULD SAY JUST OUT OF OUR TOTAL MAINTENANCE COST HEAVY EQUIPMENT, INCLUDING OUTSIDE OF SANITATION.

I CAN BARELY HEAR YOU. I'M SORRY. OH. I'M SORRY. HEAVY EQUIPMENT IS GENERALLY ABOUT 60% OF OUR TOTAL COST.

JUST THE LABOR IS MORE INTENSIVE, PARTS ARE MORE EXPENSIVE, ETC..

I BELIEVE SANITATION SPECIFICALLY IS ABOUT 40%.

I CAN GET THOSE EXACT NUMBERS FOR YOU, THOUGH. OKAY.

I'M GONNA I'M GONNA STOP THERE. I HAVE A LITTLE BIT MORE QUESTIONS, BUT I'M GONNA STOP THERE AND I'LL COME BACK THE SECOND ROUND.

COUNCILWOMAN. BLACKMON. COUNCILMAN. BILIERAW.

CHAIR. MENDELSOHN. YES. YOU HAVE THREE MINUTES.

OKAY. YOU TALK ABOUT REPLACEMENT ELIGIBLE. IF YOU COULD EXPLAIN EXACTLY WHAT THAT MEANS.

AND HOW DO YOU KNOW YOU NEED A NEW VEHICLE? ARE THERE REPLACEMENT GUIDELINES? AND WAS A FLEET ADVISORY BOARD ESTABLISHED PER THE AUDIT.

AND IF SO, WHO'S ON IT? OKAY. THE FIRST PART OF THE QUESTION IN TERMS OF HOW DO YOU KNOW VEHICLES REPLACEMENT NEEDS TO BE REPLACED, IS THAT RIGHT? IS THAT THE QUESTION? I ACTUALLY DON'T WANT YOU TO EXPLAIN IT BECAUSE I ONLY HAVE THREE MINUTES. BUT DID YOU ESTABLISH A FLEET ADVISORY BOARD? I BELIEVE SO. WHO'S ON IT? I BELIEVE THERE WAS ONE ESTABLISHED.

I I'LL LET CORRECT AT THE INITIATION OF THE ACTUAL RECOMMENDATIONS.

THERE WAS ONE CREATED? YES, MA'AM. IS THE CURRENT ONE THAT BOARD MET? I'LL HAVE TO ASK MR. OLSON. I'M NOT SURE ABOUT THAT.

WE HAVE NOT MET AS AN ADVISORY BOARD. WE MEET AS INDIVIDUAL TEAMS AT LEAST ONCE A YEAR, WHERE WE SIT WITH DEPARTMENTS.

SO THERE IS NO ADVISORY BOARD ANYMORE? NOT NOT THAT, NOT THAT I'VE CONVENED.

SO THAT WAS ONE OF THE AUDIT RECOMMENDATIONS.

AND IT WAS ALSO MEANT TO ESTABLISH GUIDELINES FOR REPLACEMENT.

DO YOU HAVE SPECIFIC GUIDELINES? WE DO HAVE A WRITTEN GUIDELINE YOU COULD GIVE ME RIGHT NOW.

SURE. THE TOTAL COST OF OWNERSHIP MODEL EXISTS, AND I CAN EXPLAIN IT TO YOU, BUT THAT IS THE GUIDELINE FOR REPLACEMENT.

SO LET ME ANSWER THAT. SO IF YOU COULD SEND THE POLICY WITH THE DATA THAT I'VE REQUESTED, I WOULD LIKE TO SEE WHAT YOUR REPLACEMENT POLICY IS.

[02:10:09]

WE HAD CONVERSATIONS DIRECTLY ABOUT THE PARAMETERS FOR DECIDING THOSE TYPES OF DECISIONS AMONG A WHOLE LAUNDRY LIST OF OTHER THINGS THAT WE MET WITH.

ONCE WE GOT THOSE THINGS UNDER CONTROL, WE STARTED MEETING INDIVIDUALLY WITH DEPARTMENTS.

SO THE ACTUAL, IN THEORY, NEED FOR THE BOARD, IT JUST IT JUST WASN'T THERE ANYMORE.

NOW, DID WE GO BACK AND CODIFY AND SAY WE DON'T NEED THE BOARD ANYMORE SO THAT WE'RE NOT GOING TO MEET? NO, WE DIDN'T. AND WE CAN CLEAN THAT PART UP.

BUT THE ACTUAL WORK, THE REASON WHY THE BOARD WAS STOOD UP, THAT WORK WAS DONE AND COMPLETED, AND WHAT IT TRANSITIONED INTO WAS A DEPARTMENT BY DEPARTMENT ANALYSIS THAT THEY DO EVERY YEAR BEFORE A VEHICLE GETS REPLACED.

SO YOU WERE ALSO SUPPOSED TO SET UP A WORKING GROUPS FOR RISK MANAGEMENT AND PROCUREMENT WORKING GROUP IMPLIES IT'S GOING TO GO AWAY ONCE THE TASK IS DONE.

AN ADVISORY BOARD? NOT AS MUCH. AND WHAT I'M NOT HEARING IS, OH, OUR REPLACEMENT IS HINGING ON THIS, THAT AND THE OTHER THINGS. THESE ARE THE FOUR FACTORS THAT ARE MUST BE MET FOR US TO REPLACE A VEHICLE.

AND IT DOESN'T SOUND LIKE THAT IS IN PLACE. IF IT IS, I WOULD WELCOME IT.

PLEASE REFER TO SLIDE EIGHT. IT'S IF YOU REFER TO SLIDE EIGHT THAT WOULD HELP YOU WITH THAT.

THERE'S AN ACTUAL SLIDE. GO TO SLIDE EIGHT PLEASE.

IT TALKS ABOUT THE REPLACEMENT PROCESS. OKAY, SO HOW ARE YOU GOING THROUGH ALL THOSE STEPS AND STILL NOT KNOWING THAT A DEPARTMENT HAS A CAR AND IT'S NOT IN THE COMPUTER SYSTEM? LET ME TAKE THAT. LET ME TAKE THAT. THANK YOU.

SO I WANT TO QUANTIFY ONE THING THAT WAS BEING SORRY IS MY TIME STOPPED.

IT STOPPED. SO WHEN THEY START TALKING THEN YOUR TIME STOP.

I ONLY START THE TIMES WHEN YOU TALK. GO AHEAD.

SORRY. NO, IT'S NO PROBLEM AT ALL. I WANT TO CLARIFY THAT AS WELL.

TRYING TO HELP MR. OLSON HERE. SO FM IS RESPONSIBLE.

I WOULD SAY, FOR ROUGHLY 75% OF THE ASSETS IN THE CITY, THE OTHER 25% ARE DECENTRALIZED.

FIRE DEPARTMENT HAS THEIR OWN MAINTENANCE SHOP WHERE THEY HAVE MECHANICS AND THEY DO ALL THE REPAIRS ON THEIR HEAVY APPARATUS AT DOLPHIN ROAD.

SANITATION HAS A LANDFILL SHOP WHERE THERE'S EARTH MOVING EQUIPMENT AT THE LANDFILL AT THE MCCOMAS BLUFF.

THEY HAVE THEIR OWN SHOP AND THEY HAVE THEIR OWN TECHNICIANS, AND THEY DO THEIR OWN MAINTENANCE AND DWU AND AVIATION AND A FEW OTHER DEPARTMENTS HAVE THEIR OWN ASSETS THAT THEY MANAGE AND TAKE CARE OF.

ONE OF THE IDEAS, AND ONE OF THE RECOMMENDATIONS FROM THE STUDY, WAS AS MUCH AS POSSIBLE FOR A HOLISTIC FLEET OVERVIEW, THAT THOSE ASSETS THAT WERE DECENTRALIZED ALSO BE ENTERED INTO M5.

THE ASSETS THAT MR. OLSON IS RESPONSIBLE FOR THERE IN THERE, I WOULD SAY TO A HIGHER PERCENTAGE DEGREE THAN WHAT HE MADE REFERENCE TO, BUT WE CAN HAVE THAT CONVERSATION. BUT THAT'S WHAT THAT WAS ABOUT.

THE HEAVY LIFT THAT'S STILL ONGOING RELATIVE TO MAKING SURE THAT THOSE ASSETS GET REPRESENTED PROPERLY.

AND M5, I THINK THAT'S WHERE WE HAVEN'T DONE 100% OF THE CHECK BOX, AND WE'LL STILL BE WORKING TOWARDS THAT EFFORT.

THAT'S A HEAVY LIFT THAT STILL NEEDS TO BE DONE.

WE'RE NOT RUNNING FROM IT. WE'VE HAD DISCUSSIONS WITH DEPARTMENTS ABOUT THAT, BUT IT'S MORE ABOUT THE DECENTRALIZED ASSETS THAT HE DOES AND IN MANY CASES SEE AND OR TOUCH. THAT'S A YES. WE MIGHT PROVIDE FUELING FOR THEM, BUT THAT'S ABOUT IT.

AND MAYBE VEHICLE REGISTRATION. SO IT MIGHT UNDERSTAND THAT THERE'S 5500 ASSETS YOU'RE MANAGING PLUS 1800 VEHICLES OUTSIDE OF THAT 7300 VEHICLES IN THE CITY OF DALLAS, ESSENTIALLY ONE VEHICLE FOR EVERY TWO EMPLOYEES. I DON'T KNOW THAT THAT'S THE APPROXIMATE MATH TIED TO EMPLOYEES, BUT IT'S APPROXIMATE.

WELL, I, I AM GOING TO ASK MY STAFF TO DO A LITTLE BIT OF BENCHMARKING ON THAT, BECAUSE I WILL TELL YOU, I THINK OUR FLEET IS WAY OUT OF CONTROL AND UNDERMANAGED AND NOT PROVIDING THE KIND OF EFFICIENCY THAT WE SHOULD EXPECT AS COUNCIL MEMBERS OR AS TAXPAYERS. ON THE ON PAGE FOUR, IT SAYS THERE'S 100 FUELING LOCATIONS THAT ARE UNDER YOUR DOMAIN. WHY ARE THERE 100 FUELING LOCATIONS? MOST OF THAT HAS TO DO WITH AT THE FIRE LOCATIONS THEMSELVES.

OUR GROUP IS ALSO RESPONSIBLE FOR TOPPING THOSE THINGS OFF AS WELL.

AND I DO WANT TO POINT OUT, IN THAT NUMBER OF FLEET, THOSE 7300 ASSETS, THAT'S TALKING ABOUT TRAILERS, GENERATORS, PORTABLE LIGHTING SYSTEMS, THAT'S A COMPREHENSIVE LIST OF THINGS.

[02:15:04]

AND SOME OF THOSE ARE REDUNDANCIES BUILT IN FOR BACKUP, FOR PUMP SYSTEMS, FOR WATER EVACUATION, FOR BACKUP ELECTRICITY DURING STORM EVENTS AT LOCATIONS.

SO THERE'S IT'S A REALLY A MIXED BAG BEYOND WHAT YOU MIGHT THINK.

IT'S NOT TRUCKS AND CARS, SO TO SPEAK. HE CAN GIVE YOU A SPLIT BETWEEN VEHICLES AND EQUIPMENT.

YEAH. IF WE DON'T ACTUALLY NEED IT, THEN WE SHOULDN'T HAVE IT.

BUT IF WE DO NEED IT, WE OUGHT TO BE MAINTAINING IT.

AND IF IT'S AN EMERGENCY BACKUP, ANYTHING THAT IS EVEN MORE PROBLEMATIC THAT IT'S NOT GETTING REGULAR PREVENTIVE MAINTENANCE.

SO THE FUEL THAT A FIRE ENGINE TAKES, THIS IS NOT REGULAR UNLEADED, RIGHT? I MEAN, NO, MA'AM. FIRE ENGINES, I THINK THEY'RE RUNNING ON DIESEL.

YEAH. AND SO WE HAVE 59 FIRE STATIONS, I BELIEVE.

SO IF YOU'RE SAYING THAT OF THE HUNDRED FUEL LOCATIONS, 59 OF THEM ARE FIRE STATIONS.

IS IT NECESSARY FOR EVERY FIRE STATION TO HAVE A FUELING CENTER? I MEAN, I WOULDN'T NECESSARILY MAKE THAT CALL.

I HAVEN'T LOOKED AT THE PROXIMITY AND THE LOCATION.

IS THERE A ROOM FOR CONSOLIDATION THERE? I WOULD CERTAINLY WANT THE FIRE DEPARTMENT TO TO TO TAKE THE LEAD ON THAT.

BUT BUT IS ANYBODY ASKING THESE KINDS OF QUESTIONS.

YES. YES, MA'AM. I'D LOVE TO ANSWER THAT QUESTION BECAUSE I'VE HAD EXTENSIVE CONVERSATIONS WITH THE FIRE DEPARTMENT ABOUT IT.

CONTINUANCE OF OPERATIONS. REDUNDANCY. I WOULD SUGGEST THAT BASED ON THOSE CONVERSATIONS, THEY NEED THEM AT EACH FIRE STATION.

WELL I THINK WE SHOULD CONTINUE THAT CONVERSATION.

WE HAVE 384MI² AND 100 PLACES TO GET FUEL. THAT SEEMS EXCESSIVE.

AGAIN, YOU KNOW, TWO THIRDS OF THAT OF THE FIRE STATIONS.

YEAH. SO THERE'S THAT ONE MINUTE LEFT. SHOULD I JUST GO? I'M SORRY. THAT WAS ONE MINUTE. THAT WAS IT. YOU RAN OUT OF TIME FOR THE THIRD ROUND? YES. YEAH. ANYONE ELSE HAVE? OKAY. GO AHEAD. SO WITH THE CHANGES IN THE THE EV MARKET, ARE YOU ENVISIONING CHANGING THE GROWTH OF THE FLEET? ARE YOU CONCERNED ABOUT PARTS? I'LL TAKE THAT QUESTION.

SO I WOULD SUGGEST TO YOU THAT THE UNDERUTILIZED VEHICLES THAT WE'RE LOOKING AT WILL ALSO HAVE A DIRECT AND PROPORTIONATE IMPACT ON OUR EV ADOPTION, BECAUSE THE LAST THING WE WANT TO DO, AND I'VE SAID THIS A THOUSAND TIMES OVER AT THIS TABLE, MYSELF AND OTHER ROLES, AND IN MY ROLE NOW, WE ARE NOT GOING TO REPLACE AN EXISTING UNDERUTILIZED VEHICLE WITH AN ELECTRIC VEHICLE THAT STILL WILL GET THE SAME KIND OF USE. I TELL PEOPLE ALL THE TIME, THE MOST EFFICIENT AND MOST COST EFFECTIVE AND GREENEST VEHICLE IS A NO V, MEANING NO VEHICLE AT ALL, REGARDLESS OF ITS FUELING SOURCE.

AND THAT'S WHAT VINCE AND MATT HAVE BEEN DOING FOR THE LAST COUPLE OF YEARS, IS PEELING THAT ONION AND NOT REPLACING ANYTHING WITH AN ELECTRIC VEHICLE, NOT REPLACING ANY VEHICLE AT ALL. RIGHT. THAT DOESN'T MEET THE CRITERIA.

COUNCILMAN RIDLEY, YOU SAID SOMETHING EARLIER TODAY THAT I WANTED TO REFERENCE, TOO. IT'S NOT ZERO UTILIZATION.

MR. OLSON DIDN'T CORRECT YOU, BUT IT IS SOMETHING MUCH MORE COMPLEX THAN THAT AS IT RELATES TO THE EVALUATION, IF A VEHICLE IS UNDER UTILIZED OR NOT, AND HE DIDN'T TRY TO CORRECT YOU OR MAKE AMENDMENTS TO THAT.

BUT I WANT YOU TO UNDERSTAND THAT WHEN THEY WERE SAYING THEY'RE ON PAGE WITH YOU, THAT IS WHAT THEY'RE DOING. I WISH THEY WOULD HAVE STRESSED THAT A LITTLE BIT MORE EARLIER, BUT THAT'S THAT'S NOT THE THE VALUE AND THE METRICS THAT GO INTO DECIDING.

IF YOU LOOK ON SLIDE FIVE IN PARTICULAR, THOSE ARE 1453 FLEET ASSETS THAT WE'RE TALKING ABOUT.

THAT'S THE ONION THAT WE'RE STILL PEELING. THERE'S NO THERE'S NO INTENT TO REPLACE ALL OF THOSE.

TO COUNCILMAN ROSS, CONCERNED ABOUT THAT $127 MILLION VALUE.

THAT'S THE BUCKET BY WHICH WE'RE COMING IN WITH THE EFFICIENCY THAT THIS COMMITTEE IS ASKING FOR.

THAT'S THE BUCKET THAT WE'RE DRILLING INTO AND TAKING ONE VEHICLE OUT AT A TIME OUT OF THAT MIX AND NOT REPLACING SOME OF THOSE.

RIGHT. AND THAT'S WHAT THAT'S REALLY WHAT THE DRIVING FORCE OF THIS BRIEFING WAS.

I WISH WE WOULD HAVE GOTTEN A LITTLE BIT MORE CONTEXT BEFORE WE DEVELOPED THIS BRIEFING, THAT IF IT WAS DATA DRIVEN TYPE SCENARIOS THAT YOU WANTED TO SEE BY VEHICLE TYPE, BECAUSE SOME THINGS ARE SO DRIVEN BY MILES AND SOME ARE BY HOURS.

AND SO THAT WOULD REALLY HELP OUR TEAM THE NEXT TIME WE COME BACK TO THIS COMMITTEE TO DRIVE AT THAT, AND ANY OTHER ADDITIONAL INFORMATION THAT YOU GUYS COULD GIVE US WOULD REALLY HELP US HIT HOME WITH THIS BRIEFING AND MAKE SURE THAT YOU'RE ABLE TO SEE THE SAME GOLDEN NUGGETS THAT WE ARE RELATIVE TO USE. SOME OF THESE THINGS ARE OUR OPENERS.

OUR GPS TECHNOLOGY THAT'S JUST REALLY BEEN IMPLEMENTED IS SOMETHING THAT'S OUR GAME CHANGER.

[02:20:05]

AND WE'RE GOING TO SEE DIVIDENDS MULTIPLY FOR YEARS TO COME.

BASED ON THIS IMPLEMENTATION, I THINK MR. OLSEN MENTIONED WE'RE AT 3600.

WE'VE GOT 1000 PLUS MORE TO GO, BECAUSE SOME OF THOSE WON'T GET A GPS BECAUSE THEY'RE TRAILERS AND OTHER THINGS.

BUT BUT WE'RE WORKING TOWARDS THAT. WE'LL COME BACK TO THIS COMMITTEE OVER AND OVER AGAIN AND SHOW YOU THEIR PROGRESS, BECAUSE IT'S THERE. THE APPLE IS THERE FOR THE BITE.

THANK YOU. HOW MANY VEHICLES DO YOU HAVE THAT HAVE UNDER 5000 MILES PER YEAR? AND HOW MANY UNDER 10,000 MILES PER YEAR? I CAN I CAN GET YOU THAT SPECIFIC NUMBER.

I DON'T HAVE IT IN FRONT OF ME. BUT I WANT TO SAY I'LL GET YOU THAT EXACT NUMBER.

OKAY, OKAY. I'M GOING TO SEND YOU A MEMO WITH ALL OF MY QUESTIONS.

THANK YOU. OKAY. EXCELLENT. THANK YOU. THANK YOU, CHAIR MIDDLETON.

I'M NOT GOING TO ASK ANY MORE QUESTIONS. I KNOW WE'RE OVER TIME, BUT I WANT TO MAKE THE STATEMENT AND I SEE AND I WANT TO THANK SISTER MANAGER.

FOR COMING AND GIVING AID AND ASSISTANCE. BUT THAT STATEMENT, SOMETIMES WE DON'T KNOW WHAT WE DON'T KNOW.

THAT'S UNACCEPTABLE. WHEN WE ASK FOR THESE MEETINGS AND ASK FOR PRESENTATIONS, WE NEED PEOPLE TO BE PREPARED TO ANSWER THESE QUESTIONS.

SO THAT IS TOTALLY UNACCEPTABLE. BUT THANK YOU FOR PRESENTING.

WE HAVE ONE MORE PRESENTATION. AND WE'RE GOING TO GO AHEAD.

CAN WE PUSH IT BACK TO NEXT MONTH? I DON'T KNOW WHO'S PRESENTING IT.

CAN WE PUSH IT BACK TO NEXT MONTH? BECAUSE TIME IS IS ALREADY GONE.

SO WE WILL HEAR. YEAH, I DID OKAY. SO WE WILL HEAR FROM THE THE FUTURE OPERATION OF THE SOUTHERN SKATES ROLLER RINK.

MORE INFORMATION ON THAT NEXT MONTH AT OUR COACH MEETING.

SO THE TIME IS 1127. AND THE COMMITTEE OF GOVERNMENT EFFICIENCY HAS IS ADJOURNED.

YOU'RE PUSHING ALL MY HOT BUTTONS.

* This transcript was compiled from uncorrected Closed Captioning.