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[Council Committee on Government Efficiency on May 11, 2026.]
I WANT TO THANK EVERYONE FOR COMING, BEING HERE THIS MORNING.I WANT TO SAY HAPPY MOTHER'S DAY TO ALL THE MOTHERS.
I HOPE THEY ENJOY THEIR WEEKEND AND THEIR DAY.
WITHOUT THEM, WE WOULDN'T BE HERE.
SO AGAIN, HAPPY MOTHER'S DAY, A BELATED MOTHER'S DAY.
EACH MEMBER WILL HAVE, ON THE FIRST ROUND, FIVE MINUTES TO DISCUSS.
THREE MINUTES AND IF THERE'S A THIRD ROUND WE WILL STAY WITH THE NORMAL ORDER OF ONE MINUTE.
NOW WE'RE UP TO NUMBER ONE, APPROVAL OF MINUTES OF APRIL 13, 2026, MEETING OF THE COMMITTEE OF GOVERNMENT EFFICIENCY.
WE HAVE A MOVE BY CHAIR AND MINISTER.
THE COMMITTEE MAY VOTE TO MAKE RECOMMENDATIONS TO THE CITY COUNCIL REGARDING ANY OF THE FOLLOWING ITEMS ON THIS AGENDA.
ITEM A, OVERVIEW OF DEPARTMENT OF INFORMATION AND TECHNOLOGY SERVICE.
WE HAVE JEFFREY STOVALL, DIRECTOR OF INFORMATION AND TECHNOLOGY SERVICE.
IS HE HERE? DEREK STOVALL, GOOD MORNING.
AND I JUST WANTED TO, BEFORE JEFF STARTED, I WANTED TO...
I THANK EVERYONE ON THE COMMITTEE AND LET YOU KNOW THAT TODAY'S THREE PRESENTATIONS ARE A DIRECT REQUEST FROM THE FEEDBACK Y'ALL GAVE ME IN DECEMBER.
IN DECEMBER WHEN WE TALKED TO THE COMMITTEE ABOUT TOPICS FOR THE COMMITTEE, IT, HR, AND CIVIL SERVICE WERE THINGS THAT WERE MENTIONED, AND SO THESE BRIEFINGS HAVE BEEN PREPARED AS A RESULT OF THAT.
I JUST WANT TO MAKE SURE THE COMMITTEE IS AWARE THAT FOLLOW-UP FOR SOME OF THE ITEMS THAT WE DISCUSSED LAST MONTH, SPECIFICALLY SCHOOL DISTRICTS, SPECIFICALLY PARTNERSHIPS, ARE ON THE FORECAST FOR NEXT MONTH TO COME BACK.
I KNOW THAT'S A TOPIC THAT YOU WANTED TO DIVE INTO FURTHER IS SCHOOL DISTRICTS, PARTNERSHIPS, AS WELL AS WE WANTED TO BRING SOME INFORMATION ON OVERLAP POTENTIALLY WITH THE COUNTY, THE COLLEGE DISTRICT, PARKLAND HOSPITAL, AND OTHER GOVERNMENTAL ENTITIES.
LIKE THE COMMITTEE KNOW THAT THAT'S WHAT WE HAVE ON THE FORECAST AT THIS POINT FOR NEXT MONTH AND WILL OF COURSE WORK WITH THE CHAIR ON THAT UH...
BUT I JUST WANT TO MENTION UH...
THE REASON THAT THESE THREE ITEMS WERE PLACED ON THE AGENDA AT THE REQUEST OF THE COMMITTEE FROM LAST UH...
DECEMBER SO THAT I'LL STEP ASIDE AND LET JEFF UH...
TAKE OVER THIS PRESENTATION MORNING OBJECTS THE WALL CHIEF INFORMATION OFFICER AND DIRECTOR OF INFORMATION TECHNOLOGY SERVICES AND FOR OUR PRESENTATION THIS MORNING, THIS BRIEFING, I JUST WANT TO TAKE YOU THROUGH A FEW OF THE TOPICS THAT WERE REQUESTED BY THIS COMMITTEE IN ORDER TO MAKE SURE WE'VE COVERED ALL THOSE TOPICS AS WELL AS A LITTLE BIT MORE IN TERMS OF BACKGROUND AND INFORMATION ABOUT THE STRUCTURE OF HOW WE WORK AS ITS AND BASICALLY HOW DO OUR EXPENSES AND HOW DO OUR COSTS ACCUMULATE INSIDE OF THE DEPARTMENT AND HOW ARE THOSE EXPENSES USED.
SO JUST TO GO INTO THAT, GOING INTO THE FIRST PAGE, THE THING TO REALIZE ABOUT INFORMATION TECHNOLOGY AND AS WE'RE THINKING ABOUT WHAT TECHNOLOGY DOES FOR THE CITY, WE REALLY SERVE AS A FORM OF INFRASTRUCTURE.
WE SERVE AS A FORM OF INFRASTRUCTURE THAT SUPPORTS THE ENTIRETY OF THE ORGANIZATION.
SO I'M ACTUALLY ON PAGE THREE.
SO EVERY EMPLOYEE IN THE CITY USES INFORMATION TECHNOLOGY ON A DAILY BASIS.
IT'S ESSENTIAL FOR HOW WE GET OUR WORK DONE.
IT'S ESSENTIAL FOR HOW WE THINK ABOUT MANAGING PROCESSES AND OUTCOMES FOR OUR CITIZENS.
SO ACROSS ALL OF OUR DEPARTMENTS, ALL OF OUR FUNCTIONS AND SERVICES, THERE'S A COMPONENT THAT ITS PROVIDES SUPPORT.
DEPENDING ON WHICH OF THE DEPARTMENTS WE'RE TALKING ABOUT, THAT SUPPORT CAN VARY.
BUT NONETHELESS, EVERY SINGLE DEPARTMENT HAS SOME COMPONENT OF ITS SUPPORT THAT ENABLES THEM TO DO THEIR JOBS AND SUPPORT ALL OF OUR RESIDENTS ON A DAILY BASIS.
MOVING ON TO THE NEXT PAGE, AS WE LOOK AT THE OVERALL LANDSCAPE.
WE HAVE A HYBRID MODEL THAT WE USE FOR DELIVERY OF APPLICATIONS AND SERVICES ACROSS THE ORGANIZATION.
SOME THINGS WE DO ARE INTERNALLY MANAGED.
SOME ARE DONE THROUGH OUTSOURCED ARRANGEMENTS, MANAGED SERVICES.
SOME ARE DONE THROUGH JUST SOFTWARE AS A SERVICE OR CLOUD SERVICES, WHICH IS BASICALLY A DIFFERENT FORM OF A MANAGED SERVICE.
IT'S A SPECIAL CLASSIFICATION OF MANAGED SERVICES.
SO ACROSS THE ENTIRE CITY, WE HAVE OVER 500.
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$169 MILLION AND 240 POSITIONS ASSOCIATED WITH IT IN ORDER TO SUPPORT OUR 15,000 PLUS EMPLOYEES.AND THE REASON WHY THAT NUMBER BECOMES IMPORTANT, AS WE'VE TALKED ABOUT LAST WEEK WITH THE COUNCIL, THE NUMBER OF EMPLOYEES THAT WE HAVE ON ANY GIVEN DAY CAN BE DIFFERENT.
PARTICULARLY AS WE EVEN THINK ABOUT SEASONAL EMPLOYEES.
AND SO SOME OF THOSE EMPLOYEES WE DON'T OFTEN THINK ABOUT, PART-TIME AND SEASONAL EMPLOYEES.
SO EVERY TIME WE HAVE A PERSON SHOW UP, HAS TO USE A COMPUTER SYSTEM, THEY NEED TO BE PROVISIONED IN ORDER TO BE ABLE TO USE IT.
SO OUR NUMBER OF EMPLOYEES THAT WE SERVICE MAY ACTUALLY LOOK A LITTLE BIT HIGHER THAN JUST WHAT OUR FULL-TIME EMPLOYEE COUNT MAY ACTUALLY BE.
SO LET'S MOVE ON TO THE NEXT PAGE AND TALK ABOUT BENCHMARKS.
THIS COMMITTEE REQUESTED SOME LEVEL OF BENCHMARKING INFORMATION SO THAT YOU HAVE AN UNDERSTANDING OF WHERE WE ARE AS A CITY RELATIVE TO OTHERS.
SO WE PULLED THESE BENCHMARKS FROM GARTNER.
I TALKED WITH GARTNER ABOUT THEIR BENCHMARKING PRACTICES AND HOW THEY WOULD APPLY TO US.
SO THEY HAVE A COUPLE OF CORE BENCHMARKS THAT THEY CIRCULATE AND PUBLISH ON AN ANNUAL BASIS.
THE PERCENT OF SPEND AS A SPEND AS A PERCENT OF OPERATING EXPENSE.
IT FTES AS A PERCENT OF ALL EMPLOYEES.
AND SO WE DID USE INFORMATION FROM ITS IN ORDER TO GET A SENSE FOR HOW DO WE COMPARE RELATIVE TO THOSE BENCHMARKS.
ONE OF THE THINGS THAT I WOULD SAY ABOUT THE BENCHMARK IS, AND I WAS GUIDED BY OUR GARTNER ADVISOR, IS THAT THESE AREN'T...
SO WE HAVE TO TAKE THESE WITH SOME LEVEL OF UNDERSTANDING OF HOW OUR STRUCTURE WORKS, HOW WE OPERATE AS AN ORGANIZATION, AND WHAT OUR HOW OUR STRUCTURE MIGHT DIFFER FROM OTHERS WHO ARE ALSO IN THE BENCHMARK.
EVERY CITY IS NOT CONSTITUTED IN THE SAME WAY IN TERMS OF WHAT'S IN THEIR IT SERVICES AND HOW THEY COUNT IT SPEND VERSUS OTHERS.
SO IT'S A WAY OF GETTING SOME SENSE OF WHERE WE ARE RELATIVE TO OTHERS, BUT IT'S NOT AN ABSOLUTE RANKING.
IT'S NOT AN ABSOLUTE ASSURANCE THAT ALL OF THE DETAIL OF HOW THOSE BENCHMARKS ARE APPLIED ARE THE SAME, BUT IT GIVES US A SENSE OF WHERE WE ARE.
SO RELATIVE TO THOSE BENCHMARKS, WE'RE SPENDING JUST UNDER 4% OF OUR OPERATING EXPENSE ON ITS ON ITS ACTIVITY.
WE HAVE ABOUT ONE AND A HALF PERCENT OF THE TOTAL EMPLOYEES OF THE CITY.
AND WE HAVE A SPEND APPROXIMATELY LOVE 10,000 900 JUST UNDER THOUSAND UP ELEVEN THOUSAND DOLLARS FOR EACH EMPLOYEE PUT THIS IN THE RANGE OF WHAT OTHERS ARE SPENDING IN OUR SECTOR SO AS I TURN OVER TO THE NEXT PAGE ON PAGE SIX WHAT YOU'LL SEE IS JUST A SUMMARY OF WHAT THESE BENCHMARKS REALLY ARE MEANT TO INDICATE IT SAYS THAT WE'RE BASICALLY, WE'RE ON PAR.
IN TERMS OF OUR SPAN RELATIVE TO THE MEDIAN OF THE BENCHMARK, OUR SPENDING AS A PERCENT OF OPERATING BUDGET IS A BIT LESS.
I WOULD NOT SAY THAT THAT MEANS THAT WE SHOULD BE SPENDING MORE.
WHAT I THINK IT HAS TO DO WITH IS WHAT IS OUR CONFIGURATION OF SPENDING IN OUR CITY VERSUS WHERE IT WOULD BE RELATIVE TO THE BENCHMARK.
I DON'T SEE A DRIVER THAT SAYS THAT WE ARE REALLY UNDERSPENDING.
HOWEVER, I DO THINK WE HAVE TO RECOGNIZE WHEN WE AREN'T.
ART SPENDING IN MAINTAINING OUR TECHNOLOGY THAT WE CAN'T END UP ACCUMULATING SOME FORMS OF TECHNOLOGY THAT WILL TALK ABOUT A LITTLE BIT LATER ABOUT THE MEANING AND STRUCTURE OF THAT AS WELL AS UH...
JUST IT'S UP IT'S A CAUTION THE CAUTION AS TO WHERE WHERE WE ARE IN WHERE SHOULD WE BE GOING IN TERMS OF OUR TRAJECTORY ARE FTE RATIO IS A BIT BELOW THE NORM WE DO USE ARE A NUMBER OF MANAGED SERVICES SO THOSE MANAGED SERVICES WOULD HAVE A TENDENCY TO DECREASE OUR F T COUNT WE DO USE OF STAFFING AUGMENTATION WHICH CAN CREATE DOT DECREASE OUR F T COUNT BUT WE WOULD MANAGE THAT AGAINST OUR BUDGET SO WHEN I LOOK AT THAT AND THEN COMPARED TO WHERE OUR SPENDING PER BOY IS I DON'T GET TOO TERRIBLY WORRIED ABOUT THAT I DON'T FIND THAT TO BE AN INHERENT PROBLEM IT'S JUST A MEANS BY WHICH WE'RE CHOOSING AS AN ORGANIZATION TO DELIVER THE OUTCOMES FOR THE CITY MOVING ON TO THE NEXT PAGE ON PAGE SEVEN LOOKING AT THE APPLICATION PORTFOLIO MANY OF YOU ARE FAMILIAR WITH THE I.T CADRE ASSESSMENT THAT WAS DONE A FEW YEARS AGO AND WE FOUND A LARGE NUMBER OF APPLICATIONS ACROSS THE ENTIRE CITY.
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860 WAS THE NUMBER THAT WE GOT FROM IT CADRE IN 2023.OVER THAT TIME, WHAT WE'VE DONE IS WE'VE LOOKED AT HOW DID THEY COUNT THOSE APPLICATIONS, BECAUSE SOMETIMES APPLICATIONS WERE COUNTED TWICE, THEY MIGHT BE AN APPLICATION MIGHT BE CALLED SOMETHING IN ONE PART OF THE COMPANY OR PART OF THE ORGANIZATION AND THEN ANOTHER PART OF THE CITY WHERE THEY MIGHT CALL THE SAME APPLICATION SOMETHING ELSE.
SO SOMETIMES THOSE THINGS GOT COUNTED TWICE.
NOT EVERY APPLICATION IS A STANDALONE APPLICATION.
SOME OF THOSE ARE INTERFACES TO OTHERS.
WE DO KEEP THOSE AS PART OF OUR INVENTORY, BUT THEY DON'T REPRESENT NECESSARILY FULL APPLICATIONS.
SOMETIMES WE HAVE ONE APPLICATION WITH MULTIPLE MODULES.
SO A MODULE OF THAT APPLICATION MIGHT GET COUNTED TWICE.
LET'S JUST, YOU KNOW, FOR AN EASY ONE TO UNDERSTAND, THINK ABOUT.
WORKDAY WORKDAY WE HAVE PAYROLL AND WE HAVE HR IF YOU HAVE A NORMALIZE THAT DATA THOSE MIGHT SHOW UP AS TO COMPLETELY SEPARATE APPLICATIONS BUT THEY'RE JUST MODULES OF THE SAME APPLICATION UH...
SO AFTER WE'VE GONE THROUGH THE PROCESS OF OF UH...
DUPLICATING AND RATIONALIZING THOSE UH...
AND WE'VE ALSO HAD SOME MOVEMENT OUT OF APPLICATIONS IN THAT TIME PERIOD UH...
OUR NUMBER TODAY STANDS AT ABOUT 580, WE HAVE 582 IN HERE, AND WE HAVE A NUMBER OF WHAT WE CALL REDUNDANT APPLICATIONS.
THIS TERM REDUNDANT, I THINK, WAS PROBABLY AN UNFORTUNATE CARRYOVER FROM HOW WE TALKED ABOUT IT IN THE PAST, BECAUSE REDUNDANCY DOES NOT MEAN THAT WE HAVE TWO APPLICATIONS TO DO ABSOLUTELY THE SAME THING.
WHAT REDUNDANCY MEANS IN THIS CONTEXT, IN A CONTEXT THAT'S MORE TYPICALLY USED IN IT, IS THAT THERE ARE OVERLAPPING FACTORS.
FUNCTIONS THAT SOME OF THE FUNCTIONS WITHIN APPLICATIONS MIGHT LOOK THE SAME IN MULTIPLE AREAS OF THE ORGANIZATION SO ANOTHER GOOD EXAMPLE OF THIS MIGHT BE IN THE WAY THAT WE MANAGE TIMEKEEPING SO WE HAVE MULTIPLE TIMEKEEPING SYSTEMS INSIDE OF OUR ORGANIZATION THOSE TIMEKEEPING SYSTEMS DON'T WORK EXACTLY THE SAME AND AND THEY SERVE, SOME OF THOSE TIMEKEEPING SYSTEMS SERVE VERY SPECIALIZED PROCESSES AND VERY SPECIALIZED NEEDS.
SO WHEN WE START TALKING ABOUT REDUNDANT APPLICATIONS, THERE'S KIND OF THIS MIX OF THINGS THAT DO SIMILAR FUNCTIONS, BUT ALSO JUST KIND OF OPERATE IN THE SAME CAPACITY ACROSS THE ORGANIZATION SERVICING A SPECIFIC.
FUNCTION I THINK OVER I THINK AS I GO FORWARD I WILL PROBABLY WANT TO CHANGE THAT NOMENCLATURE SO SOMETHING MORE LIKE OVERLAPPING BECAUSE IT DOESN'T NECESSARILY REPRESENT A HUNDRED PERCENT REDUNDANCY WHICH IS WHAT THAT WORD TENDS TO IMPLY AS WE GO FORWARD SO AS WE LOOK AT THE DIFFERENT AREAS ACROSS THE ORGANIZATION WE DO HAVE SOME AREAS THAT HAVE GREATER REDUNDANCIES THAN OTHERS ARE FINANCIAL MANAGEMENT CASE MANAGEMENT DOCUMENT MANAGEMENT SOME OF THE ONES THAT SHOW UP AT THE TOP OF THIS LIST UH...
CASE MANAGEMENT IS THAT IS A REALLY GOOD ONE TO TALK ABOUT BECAUSE WHEN WE THINK ABOUT CASE MANAGEMENT SYSTEMS ARE GENERIC SYSTEMS UH...
SALES FORCE FOR US IS A FAIRLY GENERIC SYSTEM THAT WE UTILIZE IN VERY SPECIFIC WAYS ACROSS THE ORGANIZATION BUT IT STILL IS ONE VENDOR PLATFORM.
AND THOSE TYPES OF CASE MANAGEMENT SYSTEMS UH...
IN MY EXPERIENCE IS THAT CASE MANAGEMENT BECAUSE THOSE FLOWS ARE VERY SPECIFIC TO A PARTICULAR TYPE OF OPERATION WITHIN SIDE OF THE DEPARTMENT CAN LOOK VERY VERY DIFFERENT AND THEY DON'T ALWAYS UH...
THEY'RE NOT ALWAYS TRANSMITTABLE OR TRANSMUTABLE BETWEEN ONE ORGANIZATION OR ANOTHER SOMETIMES WE CAN FORCE THEM UH...
OTHER TIMES IT'S BETTER TO GO AHEAD AND HAVE SOMETHING THAT IS MORE SPECIFIC FOR THAT PARTICULAR DEPARTMENT.
AND SO ULTIMATELY, YOU KNOW, WHEN WE START LOOKING AT OUR APPLICATION PORTFOLIO AND WHAT'S INCLUDED IN THE APPLICATION PORTFOLIO, WHAT WE REALLY SEE IS THIS IS THE ACCUMULATION OF AUTOMATION THAT WE'VE EMPLOYED AS A CITY OVER TIME.
THESE ARE ALL THE SYSTEMS THAT WE HAVE CHOSEN TO AUTOMATE A SPECIFIC FUNCTION WITH INSIDE OF A DEPARTMENT OR A BUSINESS UNIT.
SO THAT'S WHAT YOU SEE ACCUMULATING IN TERMS OF THOSE APPLICATION PORTFOLIOS.
WHAT WE CHOOSE TO DO AS WE GO THROUGH THE PROCESS OF, WHICH WE'LL COME TO IN A LATER SLIDE, AS WE ONBOARD THESE PROCESSES, ACTUALLY IT'S ON THIS SIDE, I APOLOGIZE.
AS WE ONBOARD THESE SYSTEMS, WE DO LOOK FOR WHERE WE HAVE OVERLAPS.
CAN WE USE AN EXISTING SYSTEM? VERSUS HAVING A NEW SYSTEM PUT IN PLACE? WHAT ARE THE THINGS THAT WE CAN DO TO STREAMLINE OUR ACTIVITY? AND IF YOU'RE USING...
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EXISTING SYSTEM THAT CAN BE A MORE EFFICIENT WAY OF UTILIZING LABOR IN PARTICULAR AND CONTRACTS THAT WE HAVE WITH OUR VENDORS IN ORDER TO DELIVER A FUNCTION, BUT THERE'S NOT ALWAYS A HUNDRED PERCENT MATCH.SO WE HAVE TO GO THROUGH THAT PROCESS EVERY TIME WE'RE LOOKING AT WHAT'S THE NEED INSIDE OF AN ORGANIZATION, WHAT TYPE OF APPLICATIONS DO WE HAVE, DO THEY HAVE A GOOD FIT, AND WHETHER OR NOT THAT IS SOMETHING THAT THE DEPARTMENT CAN ACTUALLY WORK WITH.
SO MOVING ON TO PAGE EIGHT, OUR APPLICATION RISK STATUS.
WE PAY ATTENTION TO APPLICATIONS THAT ARE ACROSS THE ORGANIZATION IN ORDER TO UNDERSTAND ARE THEY CURRENT? CAN THEY BE SUPPORTED BY THE VENDOR? CAN WE GET PATCHES FOR THOSE APPLICATIONS, A PATCH? IS A PIECE OF SOFTWARE THAT COMES TO UPDATE AN EXISTING PIECE OF SOFTWARE THAT YOU ALREADY HAVE SO ALMOST LIKE A BAND-AID IT'S VERY MUCH LIKE WHAT IT SAYS BUT IT PROVIDES AN UPDATE TO THAT PIECE OF SOFTWARE WITHOUT HAVING TO PAY FOR A NEW PIECE OF SOFTWARE AND TO KEEP IT CURRENT AND PARTICULARLY TO ENSURE THE INFORMATION SECURITY ASSOCIATED WITH THAT APPLICATION SO WHEN WE GET TO APPLICATIONS THAT ARE REALLY RUN TO THEIR END OF LIFE SOMETIMES THEY CAN'T BE PATCHED.
SOMETIMES THEY CAN'T BE SUPPORTED WITH CURRENT OPERATING SYSTEMS FROM MICROSOFT.
AND THOSE APPLICATIONS THEN SHOW UP AS AT-RISK APPLICATIONS FOR OUR ORGANIZATION.
WE HAVE ROUGHLY 90 OF THOSE THAT WE ARE MONITORING, MAINTAINING, AND IN MANY CASES ACTIVELY LOOKING FOR WAYS TO REPLACE THOSE, EITHER WITH EXISTING SYSTEMS OR WITH NEW SYSTEMS THAT CAN BE ACTIVELY SUPPORTED.
SO THE NEXT PAGE CAME AS A RESULT OF A QUESTION THAT WAS ASKED ABOUT OUR EXPENDITURES AND HOW DO OUR SOFTWARE EXPENDITURES LAY OUT FOR THE ORGANIZATION, WHERE ARE THE OPPORTUNITIES.
WHAT YOU'LL SEE HERE IS OUR SPEND WHEN IT COMES TO APPLICATIONS IS HEAVILY CONCENTRATED AMONGST A SMALL NUMBER OF VENDORS.
YOU CAN SEE MICROSOFT IS OUR LARGEST VENDOR IN TERMS OF ANNUALIZED SPEND.
IN MOST OF THE ORGANIZATIONS THAT I HAVE BEEN IN, MICROSOFT IS THE MOST EXPENSIVE VENDOR.
THAT AN ORGANIZATION HAS BECAUSE IT'S EVER PRESENT.
WE USE ALL OF THOSE 365 APPLICATIONS, EXCEL, WORD.
WE USE SHAREPOINT INSIDE OF AN ORGANIZATION.
WE HAVE MICROSOFT IMAGES AND MICROSOFT OPERATING SYSTEMS ON ALL OF OUR LAPTOPS.
SO THAT TENDS TO ACCUMULATE A LOT OF COST INTO THE MICROSOFT BUCKET.
ONE OF THE THINGS THAT HAS HAPPENED IN THE PAST FEW YEARS WITH MICROSOFT IS AS MICROSOFT HAS GROWN MORE IN ITS CLOUD CAPABILITIES, IT'S ALSO PROVIDED A LOT OF STORAGE FOR DOCUMENTS AND FOR ENVIRONMENTS INSIDE OF THEIR SUBSCRIPTIONS.
SO THAT CAN ALSO CONTRIBUTE TO COST BECAUSE EVERY DAY WE'RE STORING MORE THAN WE WERE YESTERDAY.
THAT IS AN ONGOING TREND AND IT'S LIKELY NOT TO CHANGE.
WE ARE STORING MORE IN THE WAY OF DOCUMENTS, MORE IN THE WAY OF DATA MORE IN THE WAY OF DATA ABOUT THE DOCUMENTS AND THE OTHER DATA THEN WE DO THEN WE DID ON YESTERDAY AND AS A RESULT HAS A TENDENCY TO PUSH UP THOSE COSTS OVER TIME AND WAY TO REALLY MANAGE THAT IS ACTUALLY ACT TO START TO SAY WE LESS DATA WE THERE'S LESS DATA THAT WE WOULD ACTUALLY HOLD ON TO OVER TIME WHICH I'LL SAFER MUNICIPAL GOVERNMENT IS A VERY HARD THING TO DO IT'S VERY HARD TO DETERMINE WHICH DATA WE'RE GOING TO LET GO OF OVER TIME UNLESS IT'S SPECIFICALLY REQUIRED BY OUR STATE RECORDS LAWS.
AS WE GO DOWN, WE'VE TALKED ABOUT SALESFORCE A BIT.
WORKDAY, WHICH COVERS OUR HR AND PAYROLL, IS ANOTHER BIG AREA.
ORACLE THAT ORACLE LINE I'M HERE IS REALLY FOR DATABASES.
SO IT'S THE DATABASES THAT SUPPORT A NUMBER OF THE APPLICATIONS ACROSS THE ORGANIZATION.
I EXPECT THAT NUMBER TO GO DOWN OVER TIME AS WE DO MORE SOFTWARE AS A SERVICE.
THERE WILL BE FEWER DATABASES THAT WE MAINTAIN.
BUT AS YOU CAN SEE THERE, IT'S VERY HEAVILY CONCENTRATED.
MORE THAN TWO-THIRDS OF THAT SPAN COME FROM JUST THIS SMALL NUMBER OF APPLICATIONS AND EFFECTIVELY THESE ARE THE APPLICATIONS OVER A MILLION DOLLARS SPEND FOR THAT YEAR I WILL GO TO THE NEXT PAGE HOW NEW APPLICATIONS GOVERNMENT INTAKE PROCESS,
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I TALKED ABOUT THIS EARLIER, BUT WE REALLY DO AN ARCHITECTURE REVIEW AS NEW APPLICATIONS ARE PRESENTED BY THE DEPARTMENT SAYING THAT THEY HAVE A NEED, THAT THERE'S SOMETHING THAT THEY WOULD WANT TO ACQUIRE IN ORDER TO MEET THAT NEED.TYPICALLY WE WOULD BE WORKING WITH THEM BEFORE.
THEY'VE ACTUALLY SELECTED AN APPLICATION TO DETERMINE WHETHER OR NOT THERE WAS SOMETHING INTERNAL TO THE ORGANIZATION THAT THEY COULD USE VERSUS HAVING TO ACQUIRE SOMETHING NEW.
SO THAT IS PART OF OUR TECHNOLOGY ARCHITECTURE REVIEW PROCESS.
WE WILL LOOK AT THOSE REQUESTS, WE'LL LOOK AT WHAT WE HAVE, WE'LL MEASURE TO SEE IF THERE'S SOMETHING THAT WE CAN DO.
INTERNALLY AND WE WILL ALSO BE LOOKING FOR CYBER SECURITY UH...
ASSURANCES BECAUSE WE DO HAVE OUR OWN STANDARDS WITHIN THE CITY IN TERMS OF HOW WE MANAGE APPLICATIONS COMING IN AND WHAT CYBER SECURITY REQUIREMENTS THAT UH...
THAT WILL BE IMPOSED FOR THAT PARTICULAR TYPE OF APPLICATION UH...
AND THEN THERE'S GENERALLY DECISION ABOUT WHETHER OR NOT TO OR AND ALL OF THIS TYPICALLY HAPPENS BEFORE YOU EVEN SEE ANYTHING TO BE UH...
VOTED ON AT THE DIOCESE SO MOVING ON UH...
TALK A LITTLE BIT ABOUT TECHNICAL DEBT THAT WAS SOMETHING THAT UH...
WAS REQUESTED AND WHAT REALLY TECHNICAL DEBT IS AND HOW DO WE MANAGE IT OVER TIME UH...
SIMPLE WAY OF THINKING ABOUT TECHNO UH...
TECHNICAL DEBT REALLY IS THE ACCUMULATED COST OF AGING TECHNOLOGIES RATHER THAN INVESTING IN NEW TECHNOLOGIES, WHAT DOES IT TAKE TO MAINTAIN THE ARCHITECTURES AND THE TECHNOLOGIES THAT WE HAVE? ONE RECENT QUOTE I SAW BY A SILICON VALLEY LUMINARY BASICALLY SAID THAT MAINTENANCE IS THE COST THAT WE PAY FOR CIVILIZATION.
AND IN MANY WAYS THAT IS TRUE IN OUR TECHNOLOGY AS WELL.
MUCH OF WHAT WE DO AND MUCH OF WHAT WE'RE ENGAGED IN ON A REGULAR BASIS IS MAINTAINING OUR TECHNOLOGIES VERSUS REPLACING THEM OR GETTING A NEW TECHNOLOGY.
A LOT OF OUR BUDGET IS JUST BASED ON MAKING SURE THAT WE HAVE WHAT WE HAVE RUNS ON A DAY-TO-DAY BASIS.
SO AS WE ACCUMULATE TECHNICAL DATA, AS THINGS AGE OUT, WE DO START TO GET TO CERTAIN TYPES OF RISKS.
AND SO ONE OF THE THINGS THAT I THINK WOULD UNDERLIE THIS ENTIRE PRESENTATION IS THAT MUCH OF WHAT WE DO IN OUR ITS ROLE IS TO MANAGE RISK.
WE AUTOMATE, OBVIOUSLY, AND WE PROVIDE THE MEANS TO SUPPORT THAT AUTOMATION, BUT WE ALSO MANAGE RISK IN THE ORGANIZATION IN TERMS OF WHAT IS THE RISK OF CONTINUING TO KEEP AN APPLICATION? HOW DO WE DEFEND THAT APPLICATION FROM EXTERNAL THREATS? HOW DO WE MAKE SURE THAT THAT APPLICATION ONLY HAS THE ACCESS PRIVILEGES THAT ARE REQUIRED WITH INSIDE THE ORGANIZATION? AND HOW DO WE EXTRACT SYSTEMS THAT ARE NO LONGER SERVING THE PURPOSE THAT THEY WERE ORIGINALLY ACQUIRED TO DO? SO AS WE SEE HERE, THERE ARE SOME AREAS THAT WE SEE FAIRLY TYPICALLY ACROSS THESE 90 APPLICATIONS WE TALKED ABOUT THAT REPRESENT SOME RISK.
EXCESS MAINTENANCE AND LICENSING COSTS, THOSE ARE COSTS THAT WOULD COME ABOUT AS WE HAVE TO PAY PREMIUM RATES TO SUPPORT OLDER APPLICATIONS.
TYPICALLY, AN APPLICATION VENDOR WILL PROVIDE A CERTAIN TIME RANGE THAT THEY WILL SUPPORT THAT APPLICATION WITHOUT ADDITIONAL COSTS.
HOWEVER, ONCE YOU MOVE PAST THAT WINDOW, THEN THEY WILL ACTUALLY CHARGE YOU FOR ADDITIONAL MAINTENANCE AND ADDITIONAL SUPPORT FEES.
AND THE OLDER THE APPLICATION IS, THE GREATER THOSE FEES CAN BE.
STAFF TIME LOST TO WORKAROUNDS.
WORKAROUNDS TYPICALLY COME ABOUT WHEN WE HAVE SYSTEMS THAT REALLY DON'T WORK IN THE WAY THAT WE WANT THEM TO FROM AN AUTOMATION PERSPECTIVE.
SO THOSE CAN REPRESENT RISK TO AN ORGANIZATION BECAUSE THEY JEOPARDIZE THE OUTCOMES.
THAT WE'RE LOOKING TO SEE FROM A DEPARTMENT.
THEY CAN ALSO CREATE DELAYS IN BEING ABLE TO GET THE RESULTS THAT WE WANT FOR OUR RESIDENTS AND FOR OUR PEOPLE WHO ARE ON THE FRONT LINES.
SO WORKAROUNDS BECOME COSTLY, BUT THOSE COSTS ARE SEEN IN OTHER PARTS OF THE ORGANIZATION.
SOME OF THE WORK AROUND TIME SHOWS UP FOR US, BUT MOST OF IT SHOWS UP IN THE DEPARTMENTS THEMSELVES.
INCIDENT RECOVERY AND INCIDENT RECOVERY COSTS, THOSE ARE JUST BASICALLY BEING ABLE TO BACK UP AND MAKE SURE THAT WE HAVE SYSTEMS THAT WE CAN CAN USE IN AN EMERGENCY WE'VE EXPERIENCED THIS IN THE CITY IN THE PAST BUT THOSE ARE BAKED INTO HOW WE THINK ABOUT TECHNICAL DEBT AND SECURITY AND COMPLIANCE EXPOSURE WHICH WE BRIEFLY TOUCHED ON I WON'T GO INTO MORE DETAIL ABOUT THAT I THINK YOU UNDERSTAND IT SO
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AGAIN, WHERE ARE SOME OF THE OTHER PRIORITY RISK AREAS? END-OF-LIFE INFRASTRUCTURE, WE'RE WORKING ON THOSE END-OF-LIFE INFRASTRUCTURE PLATFORMS. SOME OF THAT HAS BEEN ADDRESSED IN THE APPROVAL.TO MOVE FORWARD WITH A NEW DATA CENTER AND I'LL TOUCH ON THAT AS WE GO FORWARD AS WELL.
LEGACY CASE MANAGEMENT SYSTEMS, WE'VE TALKED ABOUT THOSE.
WE HAVE A NUMBER OF CASE MANAGEMENT SYSTEMS THAT ARE STARTING TO GET OLDER AND WE'RE HAVING TO THINK ABOUT WHAT WE'RE GOING TO DO IN TERMS OF REPLACEMENT OR MAINTENANCE ASSOCIATED WITH THIS.
FINANCIAL MANAGEMENT REDUNDANCIES, WHEN WE START LOOKING AT SOME OF THOSE FINANCIAL MANAGEMENT SYSTEMS, YOU SHOULD THINK ABOUT MORE THAN JUST.
ADVANTAGE, WHICH IS OUR CORE FINANCIAL SYSTEM, EVEN THE SYSTEMS THAT WE USE TO TAKE CREDIT CARDS, AND HOW MANY SYSTEMS WE HAVE TO TAKE CREDIT CARDS ACROSS THE CITY, WE HAVE MULTIPLE SYSTEMS. SO THERE'S SOME OPPORTUNITIES TO BE ABLE TO REDUCE THOSE IN ORDER TO REDUCE OUR OVERALL RISK.
IT DOESN'T ALWAYS REDUCE OUR COSTS.
AND I THINK THAT'S THE OTHER PART THAT WE WOULD WANT TO PAY ATTENTION TO, IS THAT EVEN AS WE ARE REDUCING OUR INVENTORY, SAW THE HIGH CONCENTRATION OF COSTS BUT TYPICALLY WE'RE NOT REMOVING A FUNCTION WHEN WE REPLACE AN APPLICATION REGION OF REPLACING THAT APPLICATION WITH SOMETHING ELSE AND THAT SOMETHING ELSE ALSO HAVE A HAS A COST WITH IT SO FIVE APPLICATION A APPLICATION BE IN THAT SIDE TO GET RID OF APPLICATION B AND MOVE OVER TO APPLICATION A, I'M GOING TO PAY A GREATER LICENSING COST OR SUBSCRIPTION COST FOR APPLICATION A.
SO WE DON'T SEE A FULL SAVINGS ASSOCIATED WITH JUST A REDUCTION OF AN APPLICATION UNLESS WE'RE ALSO JUST REMOVING THAT FUNCTION ENTIRELY AND NO LONGER PERFORMING IT INSIDE THE ORGANIZATION.
THAT WE CAN REMOVE AN APPLICATION IS COMPLETELY REDUNDANT IT LOOKS JUST LIKE WE'RE DOING EXACTLY THE SAME THING AND IN THOSE INSTANCES WHERE WE WANT TO TRY TO DO IS TO FIND THE LOWER COST OPTION YOU KNOW IS APPLICATION A SIGNIFICANTLY CHEAPER THAN APPLICATION VIDEO VICE VERSA MIGRATE TO THE ONE THAT MIGHT BE LOWER THOSE DO IT DO THOSE TO HAPPEN WE HAVE HAD THOSE CIRCUMSTANCES ARM AND TYPICALLY WE'RE DOING THAT TYPE OF WORK ALL THE TIME.
IT'S NOT NECESSARILY VISIBLE TO THE COUNCIL WHEN THAT HAPPENS, BUT WE ARE MAKING THOSE CHANGES.
AND WHEN WE DO HAVE SAVINGS ASSOCIATED WITH THAT, THAT TYPICALLY IS USED TO OFFSET COSTS THAT ARE ESCALATING ON AN ANNUAL BASIS.
WHAT WE TYPICALLY SEE WITH LICENSING AND THE LICENSING COSTS AND SUBSCRIPTION COSTS IS SOMEWHERE BETWEEN TWO AND A HALF TO SIX PERCENT.
ON AN ANNUAL BASIS COST INCREASE WITHOUT CHANGING ANY OF OUR SUBSCRIPTION THAT'S JUST TO USE THE SOFTWARE TWO-AND-A-HALF TO SIX PERCENT DEPENDING ON THE VENDOR DEPENDING ON THE ON THE NEGOTIATION WE HAVE SO JUST BEING STATIC GENERATES THAT TYPE OF INCREASE INSIDE THE ORGANIZATION SO WHEN WE DO HAVE THE OPPORTUNITY TO COMBINE SOMETHING WE CAN TAKE THE FUNDS THAT ARE USED OVER HERE AND APPLY THEM OVER THERE AND HELP TO FLATTEN OUT THE CURVE OF INCREASE OVER TIME.
THAT IS SOMETHING THAT WE'RE CONSTANTLY DOING IN THE BACKGROUND, BUT IT DOESN'T ALWAYS SHOW UP AS A HEADLINE OF WHAT IS HAPPENING WITHIN ITS.
I'M NOT GOING TO SPEND A LOT OF TIME ON DATA CENTER BECAUSE WE'VE ALREADY HAD SOME CONVERSATION AROUND THAT, BUT I THINK THE POINT HERE, AS IT WAS TO BE MADE, IS THAT BECAUSE WE HAVE SOME AGING INFRASTRUCTURE, BECAUSE WE HAVE AGING SYSTEMS, THAT THOSE CARRY TECHNICAL DEBT AND CREATE TECHNICAL DEBT FOR US AS WELL, CREATING MAINTENANCE ISSUES, CREATING SUPPORT ISSUES.
THOSE ARE THINGS THAT WE WILL OR WE HAVE ALREADY IDENTIFIED YOU'VE ALREADY APPROVED ON THE ON APRIL TWENTY SECOND MOVEMENT TO THE THE DATA CENTER AND THOSE WILL START TO BE ADDRESSED AS PART OF THAT MOTION TO THE NEW DATA CENTER UH...
AGAIN ON THE NEXT PAGE FOURTEEN UH...
WE WERE REQUESTED JUST TO TALK ABOUT SOME UH...
BENCHMARK INFORMATION AND THESE WERE JUST SOME BENCHMARK CITIES THAT WE LOOKED AT WHEN MAKING THAT DECISION ABOUT MOVING THE DATA CENTER SO HOW DOES ITS DELIVER SERVICES? WE'RE ON PAGE 15.
MANAGED SERVICES VERSUS INTERNALLY MANAGED.
AGAIN, THIS WAS A QUESTION THAT CAME UP ABOUT WHAT IS OUR USE OF MANAGED SERVICES.
WE HAVE A NUMBER OF MANAGED SERVICES THAT WE LOOK AT ACROSS THAT WE USE ACROSS THE ORGANIZATION.
AND QUITE FRANKLY, THE LINE BETWEEN MANAGED SERVICES AND CLOUD AND WHAT WE TALK ABOUT IS INTERNALLY MANAGED DOES GET BLURRED.
AND THE REASON WHY IS BECAUSE THE NATURE OF SOFTWARE IS CHANGING OVER TIME.
WE'RE USING MORE AND MORE SOFTWARE.
AS A SERVICE AND WHAT SOFTWARE
[00:30:03]
AS A SERVICE MEANS IS WE'RE NOT TAKING A PIECE OF SOFTWARE AND PUTTING IT ON OUR OWN SERVERS AND OUR OWN STORAGE INSIDE THE DATA CENTER.WE ARE USING SOMEBODY ELSE'S DATA CENTER.
WE'RE USING SOMEBODY ELSE'S STORAGE AND THAT'S PART OF THE SERVICE THAT THEY PROVIDE US IN ORDER TO USE THAT SOFTWARE.
MICROSOFT IS A GREAT EXAMPLE OF THAT.
MOST OF WHAT WE DO WITH MICROSOFT IN TERMS OF THE SERVICES THAT MOST OF OUR EMPLOYEES SEE IS SOFTWARE AS A SERVICE.
MICROSOFT DOES A LOT OF OTHER THINGS LIKE OUR SERVERS AND PROVIDING SERVER OPERATING SYSTEMS AND DESKTOP OPERATING SYSTEMS, BUT IT'S A GREAT EXAMPLE THAT EVERYBODY SHOULD HAVE A TANGIBLE NOTION OF IS NOW YOU GO TO THE CLOUD.
YOU USE THAT PARTICULAR SERVICE, SOFTWARE AS A SERVICE, AND YOU DON'T NECESSARILY GET IT STRAIGHT FROM MY DATA CENTER AS YOU WOULD HAVE 10 YEARS AGO.
WHEN WE START TALKING ABOUT MANAGED SERVICES, OFTENTIMES WHAT WE'RE REALLY TALKING ABOUT IS BRINGING IN ADDITIONAL LABOR THAT'S ASSOCIATED WITH THE SERVICE THAT IS COMBINED WITH OTHER ACTIVITIES.
SOMETIMES A MANAGED SERVICE CAN USE SOFTWARE THAT WE HAVE.
NOT BRINGING THEIR OWN SOFTWARE, BUT THEY WILL USE SOFTWARE WE HAVE.
SOMETIMES A MANAGED SERVICE PROVIDES THE SOFTWARE AS PART OF THEIR SERVICE TO US.
SO THERE CAN BE A REAL COMBINATION OF THINGS THAT SHOW UP IN MANAGED SERVICES AND SOFTWARE AS A SERVICE THAT SOMETIMES IT'S A DISTINCTION WITHOUT A TERRIBLE DIFFERENCE.
I THINK WHAT'S IMPORTANT IS TO NOTE THAT AS WE ARE THINKING ABOUT OUR STAFFING, AS WE THINK ABOUT OUR OPERATING MODEL, THAT WE'RE USING BOTH THE MODEL OF BRINGING OF HAVING PEOPLE IN OUR ORGANIZATION THAT MANAGE AND MAINTAIN SOFTWARE AS WELL AS USING RESOURCES THAT ARE OUTSIDE OF THE CITY WHICH WE CONTRACT IN ONE WAY OR ANOTHER IN ORDER TO PROVIDE THAT SERVICE NOW I WILL SAY BEFORE I GO ON TO THE NEXT PAGE THAT TYPICALLY WHERE WE FIND THAT WE'LL USE A LOT MORE OF AN INTERNALLY MANAGED SERVICE WILL BE ON THINGS THAT ARE HEAVILY REGULATED LIKE CJIS.
SO THINGS THAT SHOW UP IN OUR PUBLIC SAFETY ARENA TYPICALLY ARE THINGS THAT WE'RE GOING TO MANAGE INTERNALLY VERSUS TURNING OVER TO A SAS OR MANAGED SERVICE.
BUT IF I WERE TO LOOK AT THE WHOLE OF HOW OUR DISTRIBUTION HAPPENS AND OUR SERVICE DELIVERY, MORE OF THOSE INTERNAL SERVICES IN TERMS OF WHERE WE LOOK AT PUBLIC SAFETY, THEY'RE GOING TO HAVE A GREATER CONCENTRATION OF THOSE INTERNALLY SUPPORTED APPLICATIONS AND SERVICES THAN FOR SOMETHING LIKE PAYROLL OR SOMETHING LIKE OUR DESKTOP OR EVEN SALESFORCE, WHICH I MENTIONED EARLIER, IS A SOFTWARE AS A SERVICE.
AS WE ROUND OUT TO THE END OF THE PRESENTATION, THERE ARE A COUPLE OF THINGS THAT WE'RE DOING SPECIFICALLY TO DRIVE MORE EFFECTIVENESS AND EFFICIENCY.
AND I REALLY WANT TO TALK ABOUT THAT NOTION OF EFFECTIVENESS AND EFFICIENCY AS WE'RE GETTING IN.
AS A CHIEF INFORMATION OFFICER, I'M ALWAYS MORE CONCERNED ABOUT EFFECTIVENESS FIRST.
I WANT TO MAKE SURE THAT THE SERVICES AND THE SOFTWARE THAT WE'RE DELIVERING ACTUALLY GET THE JOB DONE.
BECAUSE IF IT DOESN'T GET THE JOB DONE, THERE'S NO NEED TO TRY TO MAKE IT MORE EFFICIENT AT NOT GETTING THE JOB DONE.
THEN ONCE WE'RE SURE THAT THE JOB IS BEING DONE TO THE LEVEL AND SATISFACTION OF OUR DEPARTMENTS, OUR RESIDENTS, MAKING SURE THAT THE WORKFLOW IS HAPPENING, THEN WE CAN FOCUS ON HOW CAN WE GET THAT DONE MORE EFFICIENTLY.
HOW CAN WE GET IT DONE CHEAPER? SO THAT EFFECTIVENESS PORTION IS ALWAYS GOING TO LEAD.
VERSUS EFFICIENCY BECAUSE OBVIOUSLY WE DON'T WANT TO PAVE COWPATH.
WE DON'T WANT TO MAKE IT MORE EFFICIENT TO DO THE WRONG THING.
AND THAT'S ALWAYS GOING TO BE A TENSION THAT EXISTS IN TERMS OF HOW WE'RE DEPLOYING OUR SOFTWARE, HOW WE'RE DEPLOYING OUR SERVICES, AND MAKING SURE THAT THOSE SERVICES ARE REALLY SERVING THE NEEDS OF ALL THE DEPARTMENTS.
SO WE TALKED A LITTLE BIT ABOUT THE DATA CENTER MODERNIZATION PLAN.
THAT PLAN IS WE'RE STARTING NOW WITHIN 30 DAYS.
IT REALLY MEANS WE'RE ALREADY STARTING WITH THE PLANNING OF HOW DO WE MAKE THE MOVE AND HOW DO WE MAKE THAT MOVE IN A TIME FRAME THAT WILL GET US, THAT DATA CENTER UP AND RUNNING THAT BY NEXT YEAR.
REDUCING THE APPLICATION REDUNDANCY.
WE TALKED A LITTLE BIT ABOUT OUR GOVERNANCE POLICY OF HOW WE INTAKE APPLICATIONS AND HOW WE EVALUATE THEM.
BUT WE'RE CONSTANTLY LOOKING AT THE ENTIRE INVENTORY, PARTICULARLY THE THINGS THAT ARE BEING REQUESTED NEW, AND TRYING TO DETERMINE IS THERE A WAY TO DO IT WITHIN THE APPLICATIONS THAT WE HAVE TODAY VERSUS HAVING TO ACQUIRE A NEW APPLICATION.
IF WE DO HAVE TO ACQUIRE A NEW APPLICATION, WHAT'S THE MOST EFFECTIVE WAY TO DO IT?
[00:35:01]
PROVIDE THAT TO MINIMIZE THE COST AND STILL BE ABLE TO GET THE RESULTS THAT THE DEPARTMENT SEEKS.AND LASTLY, ON AN ANNUAL BASIS, WE'RE TAKING A LOOK AT THE REMEDIATION SCHEDULES ASSOCIATED WITH THE APPLICATIONS THAT WE HAVE.
WE CAN'T DO EVERYTHING, NOT ALL AT ONCE AT LEAST.
I'M A FAN OF SAYING IN MY BUSINESS, IN THE TECHNOLOGY BUSINESS, NOW.
ALMOST ANYTHING IS POSSIBLE WITH TIME AND MONEY.
WE DON'T HAVE NEARLY ENOUGH OF EITHER, AS ANY ORGANIZATION IS CONSTRAINED ON BOTH TIME AND MONEY.
SO WE ARE ALWAYS LOOKING AT WHAT ARE THE RISKS THAT ARE PRESENT.
LET'S HANDLE THE HIGH RISK ELEMENTS FIRST.
TO THE EXTENT POSSIBLE AND THEN TRY TO MOVE DOWN OUR RISK RANKINGS IN ORDER TO REALLY EVALUATE WHAT'S NEXT WHAT CAN WE PUT INTO THE NEXT BUDGET WHAT MAKES SENSE TO GO INTO A BUDGET WITHOUT EXPLODING THE BUDGET OR CHANGING THE TRAJECTORY OF COSTS SUCH THAT IT BECOMES UNAFFORDABLE SO THAT IS THE COVERAGE OF THE BRIEFING AND I AM READY FOR QUESTIONS AS YOU CHOOSE THANK YOU, MR. DIRECTOR.
I WAS GOING TO START WITH COUNCIL MEMBER RESENDEZ.
I JUST WANT TO THANK YOU FOR YOUR THOROUGH PRESENTATION.
YOU ARE, I THINK, ONE OF THE MOST CREDIBLE PEOPLE AT THE CITY, AND SO I LOOK FORWARD TO CONTINUING TO SUPPORT YOUR WORK.
THIS IS LIKE DRINKING THROUGH A...
THROUGH A FIRE HOSE BECAUSE THIS IS ABSOLUTELY OVERWHELMING THE DETAIL AND ALSO THE COMPLEXITY OF WHAT YOU DO AND IT'S IT'S IT'S DIFFICULT FOR ME PERSONALLY JUST TO GET MY ARMS AROUND THIS I NEED MORE OF THE DRIP METHOD OF WATERING RATHER THAN THE FIRE HOSE WATERING SO SOME OF MY QUESTIONS MAYBE I KNOW YOU'VE ADDRESSED SOME OF IT IN HERE ALREADY BUT I'D LIKE A LITTLE BETTER SIMPLER EXPLANATION IT LOOKS LIKE IN HERE THAT YOU'VE GOT ABOUT $50 MILLION IS IN YOUR SOFTWARE PURCHASES AND MAINTENANCE CONTRACTS OUT OF YOUR $170 MILLION BUDGET.
IS THAT SORT OF THE RIGHT ALLOCATION? YES.
SO THE 120 REALLY REPRESENTS YOUR OVERHEAD AND YOUR EMPLOYEE COUNT PRETTY MUCH? IT ALSO REPRESENTS THE COST ASSOCIATED WITH MAINTAINING THINGS THAT ARE NOT APPLICATIONS LIKE THE DATA CENTER ITSELF.
SO OUR SERVERS, OUR STORAGE, ALL OF THAT THAT SUPPORTS APPLICATIONS IN OUR ORGANIZATION AND OUR NETWORK.
SO THE NETWORK IS HOW EVERYBODY GETS ACCESS TO THOSE APPLICATIONS.
THAT WOULD ALSO BE INCLUDED IN THE NON-SOFTWARE.
SO THAT'S A SEPARATE COST? YES.
THAT'S OUTSIDE OF THE $50 MILLION? YES.
WHAT DOES THAT COST ROUGHLY? AND I DON'T NEED TO, IN PARTICULAR, BUT, I MEAN, IF YOU'VE GOT, I'M JUST TRYING TO FIGURE OUT HOW THE OVERALL $170 IS SORT OF ALLOCATED.
YEAH, LET ME REFER BACK TO THE BUDGET.
AND WE MAY OR MAY NOT HAVE A SPECIFIC BREAKDOWN AT THE PROGRAM LEVEL THAT SHOWS ALL OF THAT.
BUT IN OUR BUDGET, YOU CAN SEE THAT WE BREAK OUT SOME THINGS LIKE INTERNAL COMPUTER SUPPORT, INTERNAL DESKTOP SUPPORT, TELEPHONE COMMUNICATIONS.
PUBLIC SAFETY COMMUNICATIONS IT'S ALSO INSIDE OF THEIR IN TERMS OF THE THE TOTAL OF THE BUDGET AND OUR TECHNOLOGY MANAGEMENT SO WHEN WE'RE LOOKING AT THOSE BUSINESS TECHNOLOGY SERVICES AND AND THINKING ABOUT NETWORK I'VE GOT UH...
INTERNAL TELEPHONE AND DATA COMMUNICATION SERVICES UH...
IN THE TWENTY FIVE BUDGET TWENTY FIVE MILLION DOLLARS ASSOCIATED WITH THAT UH...
INTERNAL COMPUTER SUPPORT SO THAT WOULD BE THAT'S NOT NETWORK SUPPORT THAT WOULD BE UH...
OTHER TYPES OF SUPPORT SUPPORT THAT WOULD BE FOR YOUR LAPTOPS THAT WOULD BE TO PROVIDE EVERYDAY SUPPORT FOR THE COMPUTER ENVIRONMENT INCLUDING THE SERVERS THAT'S ABOUT $22 MILLION.
SO THE SOFTWARE NUMBER DOESN'T FLOW DIRECTLY OUT OF THE PROGRAM SERVICE BUDGETS BUT IT'S EMBEDDED IN SOME OF THESE THINGS.
IT'S NOT A VERY CLEAN LINE HERE VERSUS WHAT WE'VE HAD TO EXTRACT TO BE ABLE TO SHOW YOU THIS NUMBER.
WELL, THE EASIER NUMBER WOULD HAVE BEEN JUST TO SORT OF REVERSE IT, JUST HOW MUCH DOES YOUR EMPLOYEE COST FOR THE 240 EMPLOYEES, AND THEN WHATEVER THE BALANCE IS WOULD BE YOUR SOFTWARE MANAGEMENT.
[00:40:03]
MY PERSONNEL COST IS $28 MILLION.SO IT'S ABOUT $100,000 A PERSON, GIVE OR TAKE.
SO LET ME ASK YOU, YOU DID EXPLAIN THE PROCESS FOR BUYING SOFTWARE.
HOW DOES THIS REALLY WORK? AND YOU SAID IT IN HERE, BUT IT'S NOT REALLY CLEAR TO ME.
DOES EACH DEPARTMENT ASK YOU? FOR WHAT THEY NEED YOU THEN SAY YOU DO DO YOU RESEARCH THAT DO YOU GO FOR IT DO THEY COME TO YOU AND SAY THIS IS THE SOFTWARE I WANT THIS IS WHAT I I WANT YOU TO BUY ME UH IS THERE ANY KIND OF VETTING THAT GOES ON ON A HIGHER LEVEL THAT SORT OF COORDINATES WHAT WE'RE REALLY BUYING AND WHO'S WHO'S THE GATEKEEPER SO TO SPEAK SURE UM THERE ARE A COUPLE OF THINGS ONE UM WE HAVE RESOURCES THAT ARE ASSIGNED FOR EACH DEPARTMENT THAT HELP THEM TO UNDERSTAND WHAT THEIR ROADMAP OUGHT TO BE.
YOU KNOW, OF THE THINGS THAT THEY'RE LOOKING AT FOR NOT JUST THIS YEAR, BUT FOR THE NEXT COUPLE OF YEARS.
WHAT NEEDS TO BE REPLACED, WHAT ARE SOME OF THE RISK ELEMENTS, WHAT ARE SOME OF THE FUNCTIONAL ELEMENTS THAT THEY DON'T HAVE TODAY THAT THEY WANT TO HAVE.
SO WE HELP THEM WITH CREATING A ROADMAP IN EACH OF THE DEPARTMENTS.
AND SO FROM THAT ROADMAP, WE DETERMINE, YOU KNOW, IS THERE A PIECE OF SOFTWARE OR IS THERE A SYSTEM, SOMETIMES IT'S LARGER THAN A PIECE OF SOFTWARE, IT COULD BE AN ENTIRE SYSTEM THAT NEEDS TO BE PUT IN.
IS THERE SOMETHING THAT WE'RE MISSING TODAY OR WE DON'T HAVE A COVERAGE ON TODAY THAT NEEDS TO BE SUBMITTED AS PART OF WHAT WE WOULD WANT TO GO FORWARD WITH.
TYPICALLY, WE WOULD BUILD A BUDGET WITH HAVING SOME OF THOSE THINGS INSIDE OF THE BUDGET ALREADY, BUT SOMETIMES THOSE THINGS WILL COME UP DURING THE COURSE OF THE YEAR WHERE WE'RE GOING TO HAVE TO ALLOCATE DIFFERENT FUNDS IN ORDER TO BE ABLE TO MEET THAT NEED.
SO GENERALLY, WHEN YOU SEE OUR BUDGET...
THE BUDGET ALREADY HAS SOME OF THOSE THINGS BAKED INTO IT ALREADY HAS SOME IDENTIFIED NEEDS BUT SOME OF THOSE THINGS COME UP DURING THE COURSE OF THE YEAR SO TO YOUR POINT OF YOU KNOW IS THERE AN ASK SOMETIMES THERE IS AN ASK SOMETIMES WE WORK WITH THEM WELL BEFORE THEY HAVE TO DISCOVER THAT THEY NEED SOMETHING NEW IN ORDER TO KNOW THAT IT'S ALREADY ON A ROADMAP SO IT'S A COMBINATION OF BOTH THINGS WE'RE IDENTIFYING THINGS WELL IN ADVANCE AND WE'RE HAVING TO REMEDIATE THINGS THAT WE FIND THAT ARE IN THE SHORT TERM DOES THAT DOES THAT ANSWER YOUR QUESTION AND AGAIN I DON'T WANT TO USE UP ALL MY TIME BUT THE UH SO JUST TO GO BACK TO THE NUMBERS AND LOOK WE'RE HERE TO LOOK AT NUMBERS WE'RE HERE TO LOOK AT EFFICIENCY IT'S NOT NECESSARILY TO CUT BUT I ALSO WANT TO KNOW WHAT WHAT OTHER RESOURCES YOU NEED.
BECAUSE WE WANT TO MAKE SURE THAT ANYTHING YOU DO IS COST EFFECTIVE BUT ALSO CAN BE CAN BE SORT OF BOOTSTRAPPED INTO SAY ADDITIONAL SAVINGS THROUGHOUT THE THROUGHOUT THE WHOLE CITY MANAGEMENT SO IT LOOKS LIKE TO ME THAT 28 MILLION LET'S SAY 30 MILLION FOR SALARIES YOU GOT 50 MILLION FOR SOFTWARE YOU GOT 90 MILLION THOUGH THAT'S THAT'S SORT OF WHAT'S WHERE'S THE OTHER 90 MILLION.
THE $90 MILLION CAN BE IN OTHER TYPES OF EQUIPMENT THAT WE HAVE.
IT CAN BE IN MANAGED SERVICES.
AND WE ALSO TALKED ABOUT OTHER MANAGED SERVICES WE HAVE.
FOR INSTANCE, WE HAVE A HELP DESK TODAY THAT IS PROVIDED AS PART OF A MANAGED SERVICE.
THOSE ARE CONTRACTED EMPLOYEES.
AND SO AS A MANAGED SERVICE, THOSE MANAGED SERVICES WOULD ALSO SHOW UP IN OUR BUDGET.
IS THERE ANY DEPARTMENTS THAT WE DON'T SUPPORT? IN OTHER WORDS, IS THERE ANY DEPARTMENTS THAT ARE SORT OF, THAT YOU DON'T HAVE A RELATIONSHIP WITH? AND I'M NOT SAYING IT CRITICALLY.
IS THERE STAND-ALONE DEPARTMENTS THAT ARE USING THEIR OWN SOFTWARE, THAT HAVE THEIR OWN THING, YOU DON'T REALLY HAVE TO DEAL WITH THEM? THERE ARE DEPARTMENTS THAT DO HAVE THEIR OWN SOFTWARE THAT DON'T FLOW THROUGH THE ITS BUDGET.
IF WE WERE TO GO BACK TO PAGE NINE I HAVE A SMALL CALL OUT ON THEIR JUST POINT OUT A COUPLE OF INSTANCES ASSOCIATED WITH THAT SO SELLER UH...
PERMITTING AND NOT COOL FORCEMENTS SO EXCUSE ME COULD NOT GO FOR IT'S JUST THAT IS UH...
ACTUALLY ARE PERMITTING AND UH...
PLANNING ASSOCIATION BECAUSE THEY'RE DIFFERENT THEY DO DIFFERENT THINGS AND I WANT TO MAKE SURE I'M I'M SEPARATING THEM APPROPRIATELY BECAUSE I DON'T WANT TO MISCONSTRUE WHAT IS ACTUALLY GOING ON BUT FOR WHEN IT COMES TO OUR PERMITTING AND HOW DO WE MANAGE OUR PLANNING PROCESSES WE DO USE A CELLA THAT'S 2.4 MILLION DOLLARS THAT'S INSIDE OF THEIR BUDGET UM SO ONE OF THE WAYS UMAX WHICH IS ALSO I'M GONNA TALK ABOUT THE SECOND ONE UMAX WHICH IS A A BILLING SERVICE.
[00:45:02]
REPLACING SAP FOR OUR WATER DEPARTMENT, UMAX WILL BE IN THEIR BUDGET.THE SOFTWARE ASSOCIATED WITH THAT AND THE SERVICES ASSOCIATED WITH THAT WILL BE IN THEIR BUDGET.
SO THERE ARE DEPARTMENTS THAT GENERALLY HAVE SOFTWARE AND CAPABILITIES IN THEIR OWN DEPARTMENTS.
I WILL SAY THE GENERAL WAY TO THINK ABOUT THAT IS THAT ENTERPRISE DEPARTMENTS TYPICALLY HAVE MORE OF THAT ACTIVITY THAT GOES ON INSIDE OF AN ENTERPRISE DEPARTMENT THAN THOSE THAT ARE IN THE GENERAL FUND.
BUT WITHIN THE GENERAL FUND WE DO HAVE SOME DEPARTMENTS LIKE POLICE AND FIRE THAT DO HAVE SOFTWARE THAT GOES DIRECTLY INTO THEIR BUDGET THAT DOES NOT COME THROUGH THE ITS BUDGET UM I WANT TO HEAR ABOUT THE DATA CENTER MOVE BUT I DON'T WANT TO TAKE UP YOUR TIME MAYBE SOMEBODY ELSE WILL ASK ABOUT THAT IF YOU HAD IF YOU'RE SITTING IN OUR SEAT HERE HOW CAN WE SAVE SOME MONEY HOW CAN WE BE MORE EFFICIENT HOW CAN WE UTILIZE YOUR DEPARTMENT TO SAVE MONEY IN OTHER DEPARTMENTS AND WHAT RESOURCES DO YOU NEED IN ORDER TO DO SOMETHING LIKE THAT WELL I THINK ONE OF THE THINGS THAT WE'RE STILL NOT AS STRUCTURED AROUND AS WE COULD BE IS THE DEVELOPMENT OF BUSINESS CASES IS WHAT THE DEVELOPMENT OF BUSINESS CASES AND REALLY SHOWING FROM A BUSINESS CASE PERSPECTIVE, WHEN WE ADD A PIECE OF SOFTWARE OR ADD A CAPABILITY, WHAT DOES THAT DO IN TERMS OF THE OVERALL CITY? WHAT YOU TYPICALLY SEE IN OUR BUDGET IS THE ACCUMULATION OF COSTS, BUT NOT THE BENEFITS ASSOCIATED WITH USING TECHNOLOGY.
THE BENEFITS ARE DISTRIBUTED ACROSS MULTIPLE DEPARTMENTS.
WE ACCUMULATE A LOT OF THE COSTS THAT IT TAKES TO ACQUIRE AND SUPPORT THOSE TECHNOLOGIES.
A STRONGER BUSINESS CASE METHODOLOGY ACROSS THE CITY WOULD DEFINITELY HELP IN ORDER TO UNDERSTAND WHERE WILL WE SEE COST REDUCTIONS IF WE CHOOSE TO IMPLEMENT AN AUTOMATION.
AND MOST OF WHAT I DO IS IMPLEMENTING AND MANAGING AUTOMATIONS.
THANK YOU, COUNCIL MEMBER ROTH.
SO THERE'S GOOD INFORMATION IN HERE AS WELL AS THE TECHNOLOGY ACCOUNTABILITY REPORT, BUT I REALLY WANT TO LOOK AT THIS IN TERMS OF THIS COMMITTEE AND CREATING GOVERNMENT EFFICIENCY.
AND SO COUNCIL MEMBER ROTH WAS ASKING ABOUT THE $28 MILLION FOR PERSONNEL COSTS IN YOUR DEPARTMENT, BUT THE THING THAT'S REALLY SHOCKING IS THAT THE DEPARTMENT BUDGET IS $148 MILLION, AND $118 PLUS MILLION OF THAT IS CONTRACTS.
AND SO CAN YOU BREAK THAT OUT THAT 118 MILLION DOLLARS FOR US? I DON'T HAVE A BREAKOUT FOR YOU YET.
I COULD GET YOU THAT INFORMATION SUBSEQUENT TO TODAY OF EXACTLY WHAT DOES THAT REALLY LOOK LIKE.
BUT THAT INCLUDES A WHOLE LOT OF A WIDE RANGE OF DIFFERENT THINGS.
WE'VE TALKED ABOUT MANAGED SERVICES.
THOSE ARE INCLUDED INSIDE THERE.
COMPORTION OF OUR MANAGED SERVICES HAS BEEN IN MAINTAINING CERTAIN OTHER SYSTEMS LIKE OUR WATER BILLING SYSTEM SO ONE OF THE THINGS WE TALKED ABOUT EARLIER WAS WATER BILLING WHAT NOW THAT WE'RE CHANGING OUR MODEL FOR WATER BILLING? THE DELOITTE CONTRACT THAT USED TO BE IN OUR DEPARTMENT THAT SHOWED UP TO SUPPORT THAT WILL NO LONGER BE IN OUR DEPARTMENT BUT EVEN SO ALL THAT COST WAS ALREADY BUILT BACK INTO THE BUSINESS BECAUSE WE ARE AN INTERNAL SERVICE DEPARTMENT SO YOU'RE ACTUALLY GETTING TO THE POINT THAT I WAS HOPING YOU WOULD AND I DON'T KNOW IF JACK WAS STILL HERE I KNOW HE WAS SITTING UP WITH YOU AT ONE POINT EVEN THOUGH YOU'RE BILLING IT BACK IT SKEWS HOW WE VIEW THE BUDGET MEANING IT'S COMPLETELY A WATER ISSUE IT'S NOT ASSOCIATED WITH THE REST OF THE CITY OTHER THAN MAYBE THE 3-1-1 CALL BUT WHEN WE LOOK AT IT SERVICES, WE SEE A MUCH BIGGER NUMBER THAN WE REALLY SHOULD BECAUSE THAT'S REALLY OWNED BY THAT DEPARTMENT.
WHAT OTHER, THAT'S EXACTLY WHAT THE QUESTION'S ABOUT.
WHAT OTHER APPLICATIONS OR CONTRACTS ARE YOU HOSTING UNDER YOUR BUDGET AS OPPOSED TO DEPARTMENT-CENTRIC WHEN, I MEAN, IT LOOKS LIKE, YOU KNOW, HALF OF THE PROJECTS THAT YOU'RE WORKING ON ARE DPD THAT SHOULD REALLY BE IN THE DPD BUDGET AND NOT IN THE IT BUDGET? I DON'T HAVE A GOOD NUMBER FOR YOU NOW.
I THINK WE CAN PROVIDE YOU WITH A LITTLE MORE INFORMATION BECAUSE THERE'S A WIDE RANGE OF APPLICATIONS THAT WE DO ACQUIRE THAT ARE ONLY USED BY MAYBE ONE OR TWO DEPARTMENTS.
AND SO, YOU KNOW, WHEN YOU START LOOKING AT THAT LARGE NUMBER, WE'RE LOOKING ON PAGE NINE AGAIN, YOU KNOW, THAT 33% THAT WE'RE TALKING ABOUT HERE ENCOMPASSES HUNDREDS
[00:50:01]
OF ABOUT.APPLICATIONS AND MANY OF THOSE APPLICATIONS ARE ONLY USED FOR SPECIFIC DEPARTMENTS AND THEY MAY OR MAY NOT ACTUALLY BE IN THE GENERAL FUND SOME OF THOSE MAY BE IN ENTERPRISE FUNDS AND SOME OF THEM MAY BE IN THE GENERAL FUND THOSE THINGS THAT YOU SEE IN THE CHART HOWEVER ARE TYPICALLY THINGS THAT HAVE AN IMPACT ACROSS THE ENTIRE ORGANIZATION THERE ARE SOME SOME THINGS THAT YOU MAY WANT TO WE COULD YOU PULL OUT AND SAY YOU KNOW THERE'S A LITTLE BIT LESS HERE AND A LITTLE BIT MORE THERE UM AND WE TYPICALLY WOULD CALL THOSE ENTERPRISE APPLICATIONS AND THOSE ENTERPRISE APPLICATIONS WOULD HAVE AN IMPACT ACROSS BOTH GENERAL FUND AS WELL AS ENTERPRISE FUND SO BUT WE AGGREGATE THOSE COSTS INSIDE OF OUR ORGANIZATION AND THEN BUILD THEM BACK AS AN INTERNAL SERVICE FUND SO IT'S WE DON'T WE DON'T CLASSIFY TODAY ALL OF OUR EXPENDITURES ABOUT EXACTLY WHICH DEPARTMENT GETS THEM UNLESS IT'S IN A BUILD-BACK PERSPECTIVE LIKE WE'RE DOING WITH AN ENTERPRISE FUND.
SO, AND JACK, I THINK YOU CAN PROBABLY SEE WHERE I'M GOING WITH THIS.
SO, IN THE CASE OF WATER, WHICH IS A GREAT EXAMPLE, IT'S HARD TO SEE WHEN YOU SAY THERE'S $118 MILLION IN CONTRACTS AND THERE'S THIS HUNK THAT'S REALLY WATER.
THAT THAT'S ACTUALLY, EVEN THOUGH YOU'RE DOING A BILL BACK, IT DOESN'T REALLY, TO ME, WHEN I LOOK AT THE FINANCIALS, IT DOESN'T REALLY BELONG THERE UNLESS THERE'S SOMETHING I'M MISSING AND THERE'S A REASON WHY YOU'RE DOING IT THAT WAY.
AND SAME THING FOR, AND I'M JUST USING DPD BECAUSE IT'S A LARGE NUMBER, WOULD BE MY GUESS.
THANK YOU, JACK ARLEN, CHIEF FINANCIAL OFFICER.
SO INFORMATION TECHNOLOGY SERVICES OPERATES AS AN INTERNAL SERVICE FUND THEY'RE NOT PART OF THE GENERAL FUND THEY'RE NOT PART OF AN ENTERPRISE FUND THEY ARE STAND-ALONE BUSINESS UNIT THAT DOES NOT DIRECTLY RECEIVE PROPERTY TAX OR WATER REVENUE BUT THEY HAVE TO CAN I JUST PAUSE YOUR ANSWER FOR ONE SECOND I'M SORRY TO INTERRUPT YOU BUT BY SAYING IT'S AN INTERNAL SERVICE IT'S BEING DIVIDED AMONGST ALL THE DEPARTMENTS CORRECT DEPENDING UPON THE SERVICE, IT IS CHARGED TO A DEPARTMENT.
AND SO, CAN I, THIS IS EXACTLY THE ACCOUNTING POINT I'M GETTING TO THOUGH.
SO IF HE'S GOT 118 MILLION OF CONTRACTS AND NOW IT'S GOING TO BE SPREAD THROUGHOUT, IS WATER TAKEN OUT FIRST AND THEN IT'S SPREAD OUT? OR IS EVERY DEPARTMENT PAYING A LITTLE BIT BECAUSE IT'S UNDER HIS CONTRACT? IT DEPENDS ON WHAT THE CONTRACT IS.
IS IF THE CONTRACT IS SPECIFIC FOR A WATER SERVICE, THEN IT'S BILLED ONLY TO WATER.
IF IT IS THE FINANCIAL SYSTEM, HE HAS A COST ALLOCATION METHOD TO DISTRIBUTE THE FINANCIAL SYSTEM ACROSS ALL DEPARTMENTS AT SOME RATE.
THE WORKDAY SPREAD ACROSS ALL DEPARTMENTS.
THE 911 SYSTEM WOULD BE CHARGED IN HIS BUDGET BACK TO POLICE OR FIRE OR THE DEPARTMENTS THAT ACTUALLY USE IT.
HE DOESN'T JUST SPREAD EVERY SYSTEM OR EVERY CONTRACT ACROSS ALL 40 DEPARTMENTS.
IT'S BASED UPON AN ALLOCATION METHOD FOR THAT PARTICULAR SYSTEM.
THAT WAS EXACTLY WHAT THE QUESTION WAS.
DID THAT HELP? YES, THAT'S WHY I STOPPED YOU.
THAT'S EXACTLY WHAT I WAS TRYING TO GET AT.
BUT WE GOT THERE, RIGHT? OKAY.
SO WHEN YOU'RE CONSIDERING A NEW SOFTWARE COMING ON, WHAT IS THE PROCESS THAT IS PART OF THE EVALUATION? MEANING, IS IT JUST THE DEPARTMENT SAYS, LOOK, I'VE GOT BUDGET DOLLARS AVAILABLE, WE WENT TO THIS COOL CONFERENCE, WE SAW THIS THING, WE THINK IT MIGHT BE ABLE TO HELP US.
HOW MANY TIMES HAS IT SAID NO? OR THE EVALUATION COMMITTEE SAID NO? I DON'T HAVE A COUNT FOR YOU OF HOW MANY TIMES WE'VE SAID NO.
WHAT'S THE LAST TIME THAT, HAVE WE SAID NO SINCE YOU'VE BEEN HERE? I'LL HAVE TO CHECK TO SEE IF THERE WAS A SPECIFIC NO.
BUT YOU DON'T RECALL SAYING NO? BECAUSE I AM NOT ON THAT EVALUATION COMMITTEE AS FAR AS THE...
BUT DON'T YOU THINK THEY WOULD HAVE COME TO YOU AND SAID, THEY'RE SAYING NO BUT WE REALLY NEED IT? NO, NOT NECESSARILY.
IF THIS ESCALATED IN TERMS OF WHAT GOES ON THROUGH OUR, WE WOULD CALL IT OUR TAC, WHAT GOES ON THROUGH THE TAC IS IF THERE IS A PROBLEM THAT COMES UP THAT WE ARE FINDING THAT WE CAN'T GET THROUGH IT THROUGH THE REGULAR PROCESS, THERE WOULD BE AN ESCALATION.
I DON'T BELIEVE THAT I'VE HAD AN ESCALATION SINCE I'VE BEEN HERE IN TERMS OF SOMETHING THAT'S COME THROUGH THE TAC AND WE'VE SAID, YES, WE NEED TO DO IT EVEN THOUGH THE TAC SAID NO.
[00:55:01]
A CIRCUMSTANCE SINCE I'VE BEEN HERE MOST OF THE TIME THOSE PARTICULAR ISSUES GET WORKED OUT IN THE PROCESS ITSELF BEFORE IT EVER EVEN GETS TO THAT POINT.WOULD YOU BE ABLE TO PROVIDE TO US IN A MEMO ON FRIDAY A LIST OF ALL OF THE APPLICATIONS THAT WERE TURNED DOWN IN THE LAST FISCAL YEAR? THE LAST FISCAL YEAR? WHAT THE APPLICATION WAS AND WHAT DEPARTMENT? I WILL GET YOU A MEMO THAT COVERS THAT.
THE DIRECT THE ACTUAL DETAIL OF THAT BECAUSE IT MAY HAVE BEEN WORKED OUT IN A WAY THAT IT PRODUCED A YES VERSUS WELL I HAVE A FEELING IT ALWAYS PRODUCES A YES THAT IS EXACTLY MY POINT IN ADDITION TO LOOKING AT THE ACTUAL SOFTWARE AND WHAT IT WILL ACCOMPLISH ARE WE ALSO LOOKING AT WHAT THE STAFFING COSTS ARE ASSOCIATED WITH THAT BOTH IN TERMS OF YOU KNOW IMPLEMENTING IT AND IN TERMS OF MAINTAINING IT YES, WE DO LOOK AT THE IMPLEMENTATION COSTS AND STAFFING COSTS ASSOCIATED WITH NEW SOFTWARE.
AND ALSO THE EXPECTED ESCALATION IN COSTS? YES, THAT'S TYPICALLY WHEN, PARTICULARLY IF IT'S COMING TO COUNCIL, YOU'LL SEE THAT IN THE COUNCIL APPROVAL.
SO YOU HAVE ON SLIDE SIX, THE FULL-TIME EQUIVALENT RATIO IS LOW COMPARED TO GARNER'S METRIC.
DO YOU THINK PERHAPS ARE YOU INCLUDING PEOPLE WHO MAYBE REALLY PROVIDE IT SERVICES THAT ARE EMBEDDED IN A DEPARTMENT OR ARE WE REALLY MORE THAN 50% LOWER THAN THAN A NORMAL BENCHMARK? I THINK WHAT YOU'LL SEE WHEN YOU'RE REFERRING BACK TO THOSE CONTRACTUAL SERVICES THAT MANY OF THOSE CONTRACTUAL SERVICES WOULD BE FALLING INTO THIS TYPE OF RATIO CALCULATION SO WE HAVE PERSONNEL SERVICES WE HAVE CONTRACTED SERVICES ARE SKEWED TOWARDS CONTRACTED SERVICES VERSUS INTERNAL PERSONNEL SERVICES TENDS TO BE A LITTLE BIT HIGHER THEN IT IS IN MANY OTHER ORGANIZATIONS AND I THINK THAT'S WHAT GETS REFLECTED BACK IN THIS NUMBER SO TO SAY THAT WERE LESS THAN THE BENCHMARK UH...
MORE THAN HALF THE BENCHMARK I WOULD SAY COMES WITH A CAVEAT BECAUSE IT'S JUST A MEANS OF DELIVERING THE UH...
THE SERVICE VERSUS A DETERMINER OR WHETHER IT'S BETTER OR OR WORSE, I WOULD TEND TO LOOK MORE AT, YOU KNOW, WHAT IS OUR OVERALL COST ASSOCIATED WITH DELIVERING SERVICES RELATIVE TO OTHERS AS A BETTER WAY OF ASSESSING, YOU KNOW, ARE WE IN THE RANGE OF EFFICIENCY VERSUS THE MECHANISM THAT WE'RE USING TO GET THERE.
SO, AND JUST TO POINT OUT THE NUMBER, I MEAN, YOU ARE SHOWING 1.56% IT EMPLOYEES VERSUS 4% FOR GARNER.
SO, HOW MANY LONG-TERM CONTRACTORS ARE WORKING FOR THE CITY THAT ARE MAYBE ADDING TO THAT? I DON'T HAVE A NUMBER FOR YOU, BUT WE CAN DETERMINE.
IS IT A SMALL NUMBER? IS IT A LARGE NUMBER? I MEAN, IS IT SIGNIFICANT TO HELP YOU GET CLOSER TO THAT 4%? OR IS IT A RARE PERSON WHO'S A LONG-TERM CONTRACTOR? THEY'RE NOT RARE.
WE DO HAVE CONTRACTORS THAT WE'VE WORKED WITH FOR A WHILE.
WE STILL TRY TO COMPLY WITH ALL OF THE NECESSARY RULES AND REGULATIONS ABOUT HOW LONG TO KEEP A CONTRACTOR SO THAT WE ARE NOT FINDING OURSELVES IN A PROBLEM THERE.
HOWEVER, WHAT I CAN SAY IS OFTENTIMES IT CAN BE DIFFICULT TO HIRE AN EMPLOYEE AT THE RATES THAT ARE MARKET RATES.
WE, AS A CITY, PAY BELOW MARKET RATE FOR IT EMPLOYEES.
AND SO IF WE NEED A SPECIALIZED CAPABILITY, AND IT'S HARDER TO GET THAT CAPABILITY AS AN EMPLOYEE THAN AS A CONTRACTOR, SOMETIMES WE'LL BRING IN CONTRACTORS BECAUSE WE DON'T HAVE THE CAPACITY AS A CITY TO PAY THAT SPECIFIC RATE.
WELL, WE'RE PAYING FOR IT ONE WAY OR THE OTHER, SO COULD WE HAVE AN EXPLANATION WHY WE CAN'T PAY FOR THE EMPLOYEE THAT WE NEED? WELL, WHAT I WILL SAY IS THAT WE HAVE A STRUCTURE THAT'S PUT IN PLACE FOR OUR EMPLOYEES IN TERMS OF WHAT WE CONSIDER TO BE THE RATE THAT WE CAN PAY FOR CITY EMPLOYEES.
I BELIEVE IT'S BEEN SEVERAL YEARS SINCE WE'VE HAD A COMPENSATION STUDY THAT REALLY MATCHES US TO THE MARKET.
SO OVER TIME, THERE'S A DRIFT THAT HAPPENS BETWEEN WHERE THE MARKET GOES AND WHERE WE'RE GOING IN TERMS OF OUR PROGRESSION ON PAY RATES.
THAT IS FAIRLY TYPICAL AND COMMON IN ALMOST ANY ORGANIZATION, BUT PARTICULARLY IN PUBLIC SECTOR.
SO YOU MENTIONED THAT THERE'S A NUMBER OF FUNCTIONS THAT HAVE BEEN AUTOMATED.
CAN YOU TELL US HOW MANY STAFF HAVE BEEN REPLACED BY AUTOMATION? I CAN'T TELL YOU EXACTLY HOW MANY STAFF.
WHAT I CAN SAY— CAN YOU TELL US ANY STAFF THAT'S BEEN REPLACED? I CAN TELL YOU THIS.
OVER THE PAST 10 YEARS, AND I TOOK A LOOK AT THESE NUMBERS HERE RECENTLY JUST TO TRY TO GET A SENSE FOR THIS.
[01:00:01]
THAT HAVE HAPPENED.THAT ARE SUPPORT ROLES THAT ARE NON-PUBLIC SAFETY ROLES TO PUBLIC SAFETY.
SO IN GENERAL, WE'RE EMPLOYING FEWER PEOPLE IN THE GENERAL FUND THAN WE WERE 10 YEARS AGO.
SOME OF THAT ABILITY TO BE ABLE TO MAINTAIN EFFECTIVE PROCESSES AND OUTCOMES FOR THE CITY IS THROUGH AUTOMATION.
CAN I QUANTIFY THAT EXACTLY? NO, I CAN'T.
BUT WHAT I CAN SAY IS THAT WE ARE STILL...
FORMING BASICALLY THE SAME FUNCTIONS AT EITHER THE EXISTING LEVEL OR BETTER THAN WE WERE TEN YEARS AGO AND WE HAVE ADDITIONAL AUTOMATION THAT HELPS US ACCOMPLISH THAT WITH FEWER EMPLOYEES THAT ARE NOT IN PUBLIC SAFETY.
SO IF I JUST LOOK AT IT FROM A GENERAL FUND PERSPECTIVE, I CAN SEE THE SHIFT OF HOW WE'RE EMPLOYING PEOPLE INSIDE OF THE ORGANIZATION AND I ALSO KNOW THAT CONCURRENTLY WE WERE EMPLOYING MORE AUTOMATION.
IN ORDER TO PROVIDE SOME OF THOSE SERVICES.
WELL, I WOULD LIKE TO SEE A LIST OF WHAT HAS BEEN AUTOMATED, BECAUSE I'M ACTUALLY NOT AWARE OF IT.
WELL, I THINK IT WOULD BE VERY DIFFICULT TO PRODUCE A LIST OF EVERYTHING THAT HAS BEEN AUTOMATED OVER A LONG PERIOD OF TIME, BECAUSE THOSE AUTOMATIONS...
HOW ABOUT OVER THE LAST TWO OR FOUR YEARS? I MEAN, JUST PICK A TIMEFRAME AND PROVIDE THAT TO US, BECAUSE WE'RE NOT SEEING IT.
I COULD PROVIDE YOU A LIST OF WHAT SYSTEMS WERE APPROVED BY THE COUNCIL, WHAT SYSTEMS WENT IN, AND I CAN TELL YOU WHAT WAS PROVIDED AT THAT POINT.
WHAT I WOULD NOT BE ABLE TO TELL YOU ARE SPECIFIC JOBS THAT HAVE BEEN AUTOMATED AND SUCH THAT THAT JOB IS NO LONGER PRESENT INSIDE OF THE ORGANIZATION BECAUSE AS WE'VE TALKED ABOUT EARLIER, THE AGGREGATION OF THOSE COSTS TENDS TO HAPPEN HERE.
THE DELIVERY OF THE BENEFIT AND THE COST SAVINGS HAPPENS ELSEWHERE.
AND SO THERE ARE DYNAMICS THAT HAPPEN IN OTHER DEPARTMENTS IN TERMS OF HOW THEY MANAGE THEIR COSTS AND HOW THEY MANAGE THEIR HEADCOUNT THAT I DON'T HAVE DIRECT VISIBILITY TO OVER TIME.
BUT WHAT I CAN SAY IS WHAT HAS BEEN APPROVED, WHAT WE HAVE ACTUALLY IMPLEMENTED, AND WHAT THE INTENT WAS WHEN IT WAS APPROVED.
DEBORAH STOKEY, ASSISTANT CITY MANAGER.
COUNCIL MEMBER MENDELSON, THANK YOU FOR THE QUESTION.
I THINK IT IS IMPORTANT TO UNDERSTAND OUR COSTS WITH RESPECT TO SOFTWARE AND PRODUCTIVITY GAINS.
AS OUR DIRECTOR EXPRESSED, WE DON'T HAVE THAT DIRECT INFORMATION AS WE CONTINUE TO WORK WITH THE DEPARTMENTS.
WE'LL BE LOOKING FOR WAYS TO LOOK AT SOME OF THOSE METRICS AS WELL AS PERHAPS INDUSTRY STANDARDS.
THERE ARE CERTAIN THINGS THAT WE KNOW.
ARE DONE DIFFERENTLY NOW USING THE MICROSOFT PRODUCT.
YOU KNOW, MEETINGS ARE SET UP.
THERE'S, WE'RE JUST IMPLEMENTING CO-PILOT AND OTHER TOOLS SUCH AS THAT.
AND SO I THINK WE EXPECT TO SEE PRODUCTIVITY GAINS.
HOW TO QUANTIFY THAT IS A BIT OF A CHALLENGE.
AND SO WE'LL BE WORKING TOWARDS TRYING TO COLLECT THAT INFORMATION AND PROVIDE IT TO YOU.
BUT IT'S NOT SOMETHING THAT WE'RE GOING TO BE ABLE TO PROVIDE TO YOU IMMEDIATELY.
RESPECTFULLY, THE ANSWER IS THAT THE DEPARTMENTS HAVE NOT DECREASED IN SIZE EVEN THOUGH WE'VE MADE MASSIVE INVESTMENTS AND THAT IS HOW YOU CAN QUANTIFY IT IS THAT IF YOU'VE IMPLEMENTED THIS MASSIVE HR PROGRAM AND YOUR STAFFING HAS GONE UP GUESS WHAT YOU HAVE NOT INCREASED PRODUCTIVITY THANK YOU COUNCIL MEMBER BLACKMAN THANK YOU UM GOOD ALL GOOD POINTS UM AND THE THING ABOUT, I THINK, TECHNOLOGY IS THE MINUTE YOU PROBABLY PUT IT IN PLACE, IT CHANGES.
SO YOU'RE ALWAYS CHASING EFFICIENCY AND EFFECTIVENESS, IF YOU WILL.
SO I GUESS I'M GOING TO GO A BIGGER, A DIFFERENT WAY, BECAUSE I LOOKED AT YOUR NEXT STEPS, AND YOU WANT US TO TALK ABOUT THE DATA CENTER MODERNIZATION PLAN.
IS THAT AN ELEMENT THAT WE APPROVED THAT IN APRIL, AND IS THIS THE NEXT STEP OF THAT, IS TO UNDERSTAND WHAT YOU'RE GOING TO BE DOING WITH THAT ITEM? REALLY, IT'S JUST AN EXECUTION STEP FROM OUR PERSPECTIVE.
NOW WE HAVE TO EXECUTE ON THE APPROVAL THAT YOU'VE ALREADY MADE.
AND SO WITH THAT ALL BEING SAID, AND I KIND OF WANT TO UNDERSTAND, FIRST OF ALL, WHAT YOU'RE, YOU KNOW, I UNDERSTAND YOU'RE TRYING TO MAKE ALL THE EFFECTIVENESS AND EFFICIENCIES IN THE DEPARTMENT.
BUT WHAT IS THE BIGGEST THREAT THAT KEEPS YOU UP AT NIGHT? YOU DON'T HAVE TO SAY IN DETAIL, BUT I THINK THAT IS A KEY THING HERE OR BIGGEST ITEM.
THAT YOU'RE REALLY FOCUSING ON TO GET YOUR TO HELP THE CITY? WELL I DON'T THINK THIS WOULD BE A SURPRISE TO ANYBODY WHO'S WATCHED TECHNOLOGY OVER THE PAST SEVERAL YEARS BUT INFORMATION SECURITY IS THE AREA THAT ALWAYS CAUSES ME THE
[01:05:03]
GREATEST AMOUNT OF CONCERN IN ANY ORGANIZATION COMING INTO THIS ONE.I'M IN THE PROCESS OF DOING ASSESSMENTS ON WHERE WE ARE ON OUR INFORMATION SECURITY PRACTICES, MAKING SURE THAT WE'RE CURRENT, MAKING SURE THAT WE'RE UP TO DATE AND THAT WE DON'T HAVE HOLES.
WITHOUT GETTING INTO ANY SPECIFIC DETAILS ABOUT WHERE WE MIGHT HAVE ISSUES, WHAT I CAN SAY IS THAT IS OF THE MOVING TARGETS.
BECOMES ONE OF THE MOST DIFFICULT TO STAY AHEAD OF AND THE HARDEST TO REMEDIATE IF SOMETHING WERE TO GO WRONG.
SO I'M ALWAYS PAYING ATTENTION TO WHERE WE ARE ON INFORMATION SECURITY BECAUSE EFFECTIVELY IT'S MUCH LIKE POLICE AND FIRE.
IT'S THE ABILITY OF OUR ORGANIZATION TO FUNCTION AT ALL AND BEING ABLE TO HAVE THAT CAPABILITY WITHIN THE ORGANIZATION.
SO IF I HAVE AN AREA THAT KEEPS ME UP AT NIGHT, IT WOULD BE INFORMATION SECURITY, AND THAT'S ONE I'M PAYING A LOT OF ATTENTION TO.
BUT THAT'S PARALLEL TO JUST DOING YOUR DAY-TO-DAY WORK OF MAKING SURE THE DEPARTMENTS ARE FUNCTIONING.
I HAVE A TEAM THAT IS DEDICATED TO INFORMATION SECURITY INSIDE OF THE ORGANIZATION.
SO THEY DO INFORMATION SECURITY DAY IN AND DAY OUT.
HOWEVER, EVERY TIME WE INTRODUCE SOMETHING NEW INTO THE ORGANIZATION, WE INTRODUCE A CHANGE INTO THE ORGANIZATION, I HAVE TO WATCH THAT FROM AN INFORMATION SECURITY PERSPECTIVE AS WELL.
OKAY, SO LET'S TALK ABOUT THAT BECAUSE THAT WAS KIND OF INTERESTING BECAUSE YOU SAID THAT THE MORE OUTDATED, AND CORRECT ME IF I'M WRONG, THE MORE OUTDATED THE SOFTWARE PLATFORM IS, THE MORE EXPENSIVE IT IS TO, I GUESS, OPERATE.
BUT THEN YOU SAID WHEN YOU DO SWITCH IT OVER.
THERE MAY NOT BE A TOTAL LIKE ELIMINATION OF THAT.
DID I HEAR THAT RIGHT? THAT IF YOU HAD A AND B, YOU WERE DOING THE A AND B? CERTAINLY.
YEAH, IT MAY BE A TRANSFER OF COST IS REALLY WHAT I WAS TRYING TO COMMUNICATE IS THAT JUST BECAUSE WE CHOOSE A OVER B DOESN'T MEAN THE TOTAL COST OF B GOES AWAY.
SOME OF THAT COST GOES OVER TO A.
OKAY, THAT'S WHAT I WAS TRYING TO CLARIFY.
MOVE AWAY FROM THAT OLDER TECHNOLOGY.
BUT YOU'RE RIGHT, IT JUST TRANSFERS OVER, BUT WE'RE NOT PAYING A PREMIUM UPGRADE TO KEEP THAT.
NOT FOR THE OLD TECHNOLOGY, NOT GENERAL.
THERE ARE, I WILL SAY THERE ARE SOME TECHNOLOGIES THAT WE DO KEEP IN PLACE BECAUSE WE HAVEN'T CREATED A PATHWAY TO GET FROM A TO B OR B TO A YET.
WHERE WE HAVE TO MAINTAIN THOSE ENVIRONMENTS UNTIL THERE IS A PATHWAY TO BE ABLE TO DO THAT AND THAT'S WHERE WE CAN SEE SOME OF THAT COST ACCUMULATING PARTICULARLY IN SUPPORT COST.
OKAY YOU TALKED ABOUT MANAGING RISK.
ARE WE PRETTY GOOD AT THAT? OR CAN WE BET THAT BE BETTER? WE CAN GET A LOT BETTER OKAY, AND AND THE WAY THAT I'M CHOOSING TO ADDRESS THAT IS TO REALLY REORGANIZE THE WAY THAT IT APPROACHES BOTH THE WAY THAT WE INVEST AS WELL AS THE RANGE OF APPLICATIONS THAT WE ARE INTRODUCING INTO THE ORGANIZATION FROM A RISK PERSPECTIVE.
I BELIEVE A RISK PERSPECTIVE IS ONE OF THE PRIMARY JOBS OF IT IS TO MAINTAIN AND REDUCE MAINTAIN LEVELS AND REDUCE LEVELS OF RISK ACROSS THE ORGANIZATION EVEN AS THINGS ARE CHANGING AS YOU YOU'VE ALREADY MENTIONED.
AND IS OUR EMPLOYEE BASE ACCEPTABLE TO THINKING THOSE CHANGES BECAUSE YOU KNOW CHANGE IS HARD WELL I BELIEVE THAT OUR CITY EMPLOYEES ARE CAPABLE OF DOING ANYTHING THAT THEY HAVE CLEAR DIRECTION AND CLEAR UNDERSTANDING OF HOW TO GET THERE I FIRMLY BELIEVE IN THE CAPABILITIES OF OUR PEOPLE TO BE ABLE TO DO THAT OFTENTIMES I THINK WE DON'T WE AREN'T CLEAR ABOUT WHAT IT IS THAT WE WANT THEM TO DO AND WE'RE NOT CLEAR ABOUT HOW WE WANT TO GET THERE AND AS A RESULT THAT CAN CREATE A CONFUSING ENVIRONMENT FOR PEOPLE TO BE ABLE TO TO EXECUTE IN SO WE WANT TO EXECUTE WE HAVE TO CREATE CLARITY OH AND THANK YOU FOR DOING THIS AND I KIND OF AGREE WITH MR ROTH IT IS KIND OF IT'S A LOT OF INFORMATION TO UNDERSTAND BECAUSE I DO THINK IT COMES AT YOU 360 AND SOMETIMES YOU DON'T SEE WHAT'S BEHIND YOU AND IT'S A LOT OF AND AND SO UM I I DO AGREE THAT YOU KNOW WE DO SPEND A LOT OF MONEY PER PERSON BUT THE FTE I I GUESS THERE'S GOT TO BE A BETTER WAY TO UNDERSTAND ARE WE GETTING ROI, RIGHT? RIGHT? I MEAN, OTHER THAN JUST LOOKING AT WHAT GARNER SAYS, IT'S LIKE, ARE WE STILL ACCOMPLISHING ALL THESE THINGS THAT YOU'RE WANTING TO ACCOMPLISH AND AT A REASONABLE RATE, NOT, NOT REALLY JUST LOOKING AT, YOU KNOW, PURE NUMBERS, YOU KNOW, IN A FTE OR A DOLLAR AMOUNT OR HOURS, BUT THAT IT'S ACTUALLY DOING WHAT YOU'RE SAYING, YOU KNOW, IT'S CREATING EFFECTIVENESS, IT'S EFFICIENT, IT'S PROTECTING, YOU KNOW, OUR INFORMATION, IT'S CREATING A
[01:10:01]
BETTER.SYSTEM AND SO I LOOK FORWARD TO I GUESS WE'LL BE SEEING ANOTHER IN A COUPLE OF DAYS BY THE END OF JUNE WE'LL BE SEEING YOU BACK AGAIN GIVING US A FULL BRIEFING OF OF HOW THIS IS GOING TO FOLD OUT I CAN CERTAINLY COME BACK AT WELL I DIDN'T KNOW IF THAT'S WHAT IT SAID IT SAYS THAT IT ARE YOU COMING BACK WITH A PRESENTATION WITHIN 30 DAYS NO I APOLOGIZE IF IT SEEMED TO IMPLY THAT THAT WITHIN 30 DAYS REALLY IS JUST ABOUT OUR EXECUTION WE'RE EXECUTING ON ON THE APPROVAL THAT IT WAS ALREADY GIVEN AND I APOLOGIZE IF THAT WAS NOT CLEAR OKAY THAT WAS JUST AND SO I GUESS WILL YOU GIVE US INFORMATION ON HOW IT'S GOING TO OKAY GREAT THANK YOU CHARLIE LEE THANK YOU FOR YOUR PRESENTATION MR STOVALL BEFORE I GET INTO MY INDIVIDUAL QUESTIONS, COUNCIL MEMBER MENDELSON ASKED YOU TO PROVIDE US A FRIDAY MEMO THAT INCLUDED THE NUMBER OF INSTANCES WHERE YOUR DEPARTMENT TURNED DOWN APPLICATIONS FOR THE LAST FISCAL YEAR.
COULD YOU ALSO INCLUDE THE FIRST SEVEN MONTHS OF THIS FISCAL YEAR, BRINGING US MORE OR LESS UP TO DATE? YES.
ON SLIDE SEVEN, YOU RECOUNT THAT...
WE HAVE DROPPED OUR NUMBER OF APPLICATIONS IN THE PORTFOLIO FROM 860 TO 582 WHICH SEEMS LIKE A SIGNIFICANT PERCENTAGE DECREASE IS THAT THE RESULT OF AN INTENTIONAL PLAN TO REDUCE THE NUMBER OF APPLICATIONS WHAT WHAT CAUSED THAT SIGNIFICANT REDUCTION YES UM I WOULD SAY THERE THERE ARE REALLY THREE THINGS THAT WERE IMPLIED OR HAPPENING AT THE SAME TIME.
ONE IS THAT WE WERE CLARIFYING THE RESULTS OF WHAT WE FOUND THROUGH THE IT CADRE ASSESSMENT.
THE IT CADRE ASSESSMENT IS VERY WIDE.
IT COVERED A LOT OF SPACE THROUGH SURVEYS AND INTERVIEWS OF INDIVIDUALS ACROSS THE CITY AND IT WAS A BIG DRAGNET IN A LOT OF WAYS.
ONCE WE GOT IN AND STARTED LOOKING AT THAT DATA, SOME OF THAT DATA INDICATED DUPLICATIVE SYSTEMS. SO WE HAD TO CLEAN THE DATA.
AND RECLASSIFY SOME OF THE DATA.
SO THAT WAS REALLY THAT THAT CLEAN, THAT RECLASSIFICATION STEP THAT'S SHOWN ON HERE.
SECONDLY, WE DEFINITELY HAVE THE INTENT TO REDUCE THE NUMBER OF APPLICATIONS.
SO AS WE DO RATIONALIZE AND WE SAY WE HAVE TWO OF THESE, CAN WE GET TO ONE OF THOSE? THERE IS DEFINITELY THE INTENT AND THERE HAVE BEEN INSTANCES WHERE WE HAVE REDUCED OUT APPLICATIONS AS A RESULT OVER TIME.
AND THIRDLY THERE ARE SOME APPLICATIONS THAT COME INTO RETIREMENT UH...
THAT APPLICATION IS JUST NO LONGER SUFFICIENT IS NO LONGER CAPABLE OF MEETING THE NEEDS OF THE ORGANIZATION WAS NO LONGER SUPPORTABLE AND THOSE ARE MOVED THOSE AT THOSE FUNCTIONS OF MOVE FROM ONE APPLICATION TO ANOTHER APPLICATION IN ORDER TO MANAGE OUR TECHNICAL DEBT SO ALL OF THOSE THINGS WOULD HAPPEN AND WHEN WE MOVE IT WOULD NOT NECESSARY NOT NECESSARILY IS NOT NECESSARILY A REDUCTION UP IT COULD BE A REDUCTION IF WE MOVE IT TO SOMETHING THAT'S ALREADY EXISTING BUT IT COULD JUST BE ANOTHER APPLICATION AND THAT NEW APPLICATION MIGHT ACTUALLY REPLACE MORE THAN ONE SO IT'S IT'S A LITTLE BIT DIFFUSED IN TERMS OF HOW THE MECHANISM HAPPENS THAT WE REDUCE BUT OUR INTENT IS ALWAYS REDUCE BECAUSE WE WANT A LESS COMPLEX ENVIRONMENT BY REDUCING EVEN IF WE EVEN IF WE DON'T SAVE A DOLLAR IN TERMS OF OUR COST OF SOFTWARE, IT REDUCES THE COMPLEXITY IN OUR ENVIRONMENT, IT REDUCES OUR INFORMATION SECURITY EXPOSURE, AND IT MAKES THE ENVIRONMENT EASIER TO MANAGE SO THAT WE GET PREDICTABLE RESULTS.
SO WAS THAT EFFORT A ONE-TIME EVENT, OR ARE YOU CONTINUING TO LOOK FOR OPPORTUNITIES TO REDUCE THE COMPLEXITY OF YOUR APPLICATION PORTFOLIO? THAT IS CONTINUOUS ACTIVITY.
AND SO DO YOU ANTICIPATE MAKING INROADS ON THOSE 260 APPS THAT YOU'VE IDENTIFIED AS FUNCTIONALLY REDUNDANT? I DO.
THE CASE MANAGEMENT LINE ITEM, WHAT KIND OF CASES ARE YOU REFERRING TO THERE? ARE THOSE CRIMINAL CASES? NO, CASE MANAGEMENT IS A VERY GENERIC TERM THAT'S USED IN INFORMATION TECHNOLOGY.
BASICALLY, THE WAY YOU SHOULD THINK OF A CASE MANAGEMENT SYSTEM IS A SYSTEM THAT TAKES IN AN ISSUE OR A PROBLEM, RECORDS THAT ISSUE OR THE PROBLEM, AND RECORDS THE ACTIVITY AND TAKES ACTIVITY ALONG THE WAY UNTIL IT'S RESOLVED.
SO THE 311 SYSTEM WOULD BE A GOOD EXAMPLE OF A CASE MANAGEMENT SYSTEM.
WHERE SOMEONE CALLS IN, THEY PROVIDE AN ISSUE, WE WORK THE ISSUE THROUGH THE ENVIRONMENT, AND THEN WE CLOSE OUT THE ISSUE ONCE IT'S BEEN SOLVED.
SO THAT IS THE DEFINITION OF A CASE.
[01:15:02]
AND SO THAT'S USED VERY GENERICALLY.ACROSS A WIDE RANGE OF ACTIVITIES BECAUSE THERE ARE A LOT OF THINGS THAT WE DO IN LOCAL GOVERNMENT THAT LOOK LIKE CASE MANAGEMENT.
SO DO YOU MANAGE DPD'S ITS SYSTEM OR DO THEY HAVE THEIR OWN MANAGEMENT SYSTEM IN PLACE? WE MANAGE COMPONENTS OF THEIR SYSTEM, BUT NOT THE ENTIRETY OF THEIR SYSTEM.
A COUPLE OF YEARS AGO WE HAD A PROBLEM WITH A DELETION OF DATA.
FROM DPD'S DATABASES AND AT THE TIME THAT WE WERE BRIEFED ON THAT WE WERE INFORMED THAT THEY HAD A VERY ARCHAIC COMPLEX SYSTEM OF STORING DATA AND EVIDENCE HAS ALL OF THAT BEEN RECTIFIED NOW I WOULDN'T SAY THAT'S ALL BEEN RECTIFIED WE ALSO HAVE A LARGE PROJECT GOING ON RIGHT NOW TO CHANGE OVER OUR CAD AND RMS SYSTEM RMS SYSTEMS ARE PARTICULARLY CASE MANAGEMENT SYSTEMS, SO WE'RE IN THE PROCESS OF MIGRATING FROM AN OLD SYSTEM TO A NEW SYSTEM IN ORDER TO DEAL WITH MORE OF THOSE PROBLEMS. WHEN DO YOU ANTICIPATE THAT PROCESS WILL BE COMPLETED? I DON'T HAVE THE DATE HERE, BUT IT IS SOMETHING WE DO REPORT ON OUR TAR ON A REGULAR BASIS ON THE STATUS OF THE PROGRAM.
SO LET ME SEE IF I CAN FIND THAT HERE.
OUR STATED ESTIMATION TIME FOR CADRMS IS NOVEMBER 2027.
THAT'S ANOTHER YEAR AND A HALF.
YOU HAVE TALKED A LOT ABOUT THE PROCESS OF MIGRATING OUR SYSTEM TO THE CLOUD AND CO-LOCATION.
REQUIRE THE MIGRATION OF ALL OF OUR APPLICATIONS OR WILL THEY BE SUPPLIED BY THE COLOCATION LOCATION OR THE CLOUD WE HAVE TO ACTUALLY PROVIDE THAT WORK WE'RE GOING TO BE MOVING THOSE APPLICATIONS NOT THE COLOCATION PROVIDER SO WILL THAT BE AN OPPORTUNITY TO REDUCE THE NUMBER THE 90 AT-RISK APPLICATIONS IN THE PROCESS OF MOVING THEM? YES.
MOVING YOUR HOUSE, YOU GO THROUGH ALL OF YOUR OLD STUFF AND DECIDE WHAT YOU WANT TO THROW AWAY.
YOU'LL BE DOING THAT WITH YOUR APPS.
SOME OF THOSE APPLICATIONS WE'LL BE ABLE TO GET RID OF ALTOGETHER, AND OTHERS WE MANAGE IN A DIFFERENT WAY TO JUST MAKE SURE THAT THEY'RE SAFE AND SECURE BUT NOT NECESSARILY MOVING INTO THE NEW DATA CENTER.
NOW, WILL THAT PROCESS RESULT IN...
A REDUCTION IN THE PERSONNEL THAT YOU NEED TO MANAGE THE SYSTEM CURRENTLY? GENERALLY, NO.
WHAT THAT DOES MEAN, BECAUSE AS WE'RE MAKING A MOVE INTO THESE DATA CENTERS, IS THAT WE'RE STILL SUPPORTING THOSE APPLICATIONS, WHETHER THEY'RE IN OUR DATA CENTER OR IN THE CO-LOCATION DATA CENTER, WE'RE STILL SUPPORTING APPLICATIONS.
THE CO-LOCATION PROVIDER DOES NOT DO THAT ON OUR BEHALF.
WITH REFERENCE TO SLIDE NINE, LISTING THE TOP VENDORS OF SOFTWARE, I NOTICED THAT WORKDAY IS NUMBER THREE ON THE LIST AT $4.6 MILLION.
AND I RAISED THIS ISSUE WHEN THIS CAME UP FOR RENEWAL OF THE CONTRACT WITH WORKDAY RECENTLY AT THE HORSESHOE AS TO WHETHER THERE WERE ANY SUITABLE, LESS EXPENSIVE ALTERNATIVES.
AND I'VE SINCE COME TO LEARN THAT AI IS MAKING SIGNIFICANT INROADS INTO WORKDAY'S SOFTWARE SALES, AND I'M JUST CURIOUS IF YOU HAVE LOOKED OR PLAN TO LOOK AT AI-GENERATED APPLICATION TO REPLACE THE EXPENSIVE WORKDAY SOFTWARE AT SOME POINT.
I WILL ANSWER JUST VERY BRIEFLY AROUND THAT.
THE DEATH OF SOFTWARE AS A SERVICE HAS BEEN GREATLY EXAGGERATED.
AI DOES REPRESENT AN OPPORTUNITY FOR MANY ORGANIZATIONS TO CREATE SOFTWARE THAT THEY CAN GENERATE NEW CAPABILITIES AND NEW SUPPORT.
HOWEVER, WHEN IT COMES TO HR AND PAYROLL-SAFE SOFTWARE, THOSE ARE EXTREMELY COMPLEX SYSTEMS. THEY REPRESENT DECADES OF INTELLECTUAL PROPERTY THAT EXISTS WITHIN THOSE COMPANIES THAT THEY SELL TO US THROUGH THEIR SOFTWARE.
WOULD IT BE POSSIBLE FOR US TO INTRODUCE NEW ELEMENTS USING AI THAT MIGHT OFFSET SOME THINGS THAT ARE INSIDE OF WORKDAY? THAT'S POSSIBLE.
BUT TO SAY THAT WE WOULD REPLACE WORKDAY
[01:20:02]
WITH AN AI-GENERATED SOFTWARE, I DON'T THINK THAT'S REALLY PLAUSIBLE FOR THE CITY BECAUSE EVEN THEN WE WOULD STILL HAVE TO SWITCH INTO A MODE OF CREATING AND MANAGING SOFTWARE, WHICH DEVELOPED SOFTWARE, SOFTWARE WE DEVELOPED IN THE HOUSE THAT WE DON'T DO TODAY.OUR MAJOR MODE OF DEPLOYING SOFTWARE TODAY IS TO ACQUIRE SOFTWARE LICENSES AND THEN WORK WITHIN THOSE SOFTWARE LICENSES TO SWITCH TO A PRODUCT.
OR IN A WAY WHERE WE'RE ACTUALLY DEVELOPING APPLICATIONS AND MANAGING THOSE APPLICATIONS WITH DEVELOPERS IS A VERY DIFFERENT MODE AND WE'RE NOT LIKELY TO MAKE THAT SWITCH SOON THANK YOU MR STOVALL SO I DON'T KNOW IF THIS QUESTION WAS ANSWERED HOW MANY SOFTWARE PROGRAMS OR TECHNOLOGY APPLICATIONS DO WE HAVE THAT ARE DUPLICATES WELL, I THINK I WOULD REFER BACK TO THE PAGE THAT WE TALK ABOUT REDUNDANT APPLICATIONS.
AND IN THE NOTION THAT WHEN WE TALK ABOUT REDUNDANT APPLICATIONS, THAT DOES NOT MEAN THAT THOSE APPLICATIONS ARE 100% DUPLICATES.
I DON'T HAVE A GOOD NUMBER FOR YOU TODAY AS TO WHAT APPLICATIONS WERE MORE OR LESS 100%.
WHAT WE DO HAVE IS A LOT OF APPLICATIONS THAT COVER VERY SIMILAR SPACE.
BUT ARE USED IN DIFFERENT USE CASES SUCH AS A REALLY GOOD EXAMPLE OF THAT STARTS TO BE PAYMENT SYSTEMS CREDIT CARD PAYMENT SYSTEMS WE HAVE A NUMBER OF CREDIT CARD PAYMENT SYSTEMS ACROSS THE CITY AND THAT WOULD BE AN AREA THAT WE COULD POTENTIALLY REDUCE THE NUMBER OF THOSE THAT WE HAVE BUT BY REDUCING THAT NUMBER DOESN'T NECESSARILY SAY THAT WE'RE GOING TO SAVE A LOT OF MONEY BECAUSE AGAIN WE WOULD BE SUBSTITUTING A FOR B AND NOW THE TARGET APPLICATION WOULD REQUIRE MORE LICENSES TO SUPPORT THE CITY SO DO YOU THINK THERE'S A FINE LINE BETWEEN DUPLICATES AND SIMILARITIES THERE ARE OPPORTUNITIES TO DO THAT WHEN WE DO THAT ON A REGULAR BASIS SO THAT'S SOMETHING THAT AS I'VE SAID WE DON'T YOU DON'T ALWAYS SEE THE PRODUCTS OF THAT OFTENTIMES WHEN WE DO HAVE THOSE OPPORTUNITIES TO MAKE A SUBSTITUTION WITH INSIDE OF ITS WE'LL MAKE THE SUBSTITUTION, AND IF THERE'S A COST SAVINGS, THAT COST SAVINGS IS USUALLY OFFSETTING A COST INCREASE SOMEPLACE ELSE, EITHER IN THE TARGET APPLICATION OR IN OTHER APPLICATIONS.
BECAUSE OUR TOTAL APPLICATION BASE IS GROWING A COST, 2.5% TO 6% IS THE TYPICAL INCREASE IN COST YEAR OVER YEAR FOR AN ACQUIRED APPLICATION.
SO, SECOND PART OF THAT QUESTION IS, HOW MANY SOFTWARE PROGRAMS OR TECHNOLOGY APPLICATIONS CAN DALLAS RETIRE THAT YOU THINK THAT YOU SEE THERE ARE, AS WE SAY, FINE LINES SLASH DUPLICATES THAT YOU JUST MENTIONED? I CAN PROVIDE YOU A LIST LATER OF ONES THAT WE ARE TARGETING TO RETIRE.
I HAD EVEN ONE JUST INSIDE OF MY OWN APP, INSIDE OF MY OWN SHOP JUST THIS WEEK THAT I DETERMINED THAT WE PROBABLY DON'T NEED ANYMORE FROM AN INFORMATION SECURITY PERSPECTIVE.
AND WE DECIDED TO NOT RENEW THAT APPLICATION IN REVIEW IN NOT REDOING THAT APPLICATION THERE WAS A SEPARATE APPLICATION THAT WE WOULD HAVE TO INCREASE LICENSES ON SO THIS IS HAPPENING ON A REGULAR BASIS AND I CAN PROVIDE YOU A LIST OF SOME OF THOSE APPLICATIONS THAT WE HAVE TARGETED FOR REPLACEMENT THIS HAVE YOU ALREADY TARGETED OR YOU STILL IN THE PROCESS OF TARGETING AND CAN YOU GIVE A DOLLAR AMOUNT OF THOSE UH...
SLASH TECHNOLOGY THAT THAT IS GOING I CAN TELL YOU WHICH ONES WE ARE LOOKING TO RETIRE AND HOW MUCH THEY HAVE COST US IN THE PAST.
AND I CAN ALSO TELL YOU ON THE OTHER SIDE WHAT THE INCREASE IN COSTS WOULD BE BY THE REPLACEMENT BECAUSE THE REPLACEMENT DOES NOT REPRESENT A TOTAL REDUCTION IN COSTS.
WE TYPICALLY USE SOME OF THOSE APPLICATIONS, AGAIN, TO MANAGE THE COST OF IT BY REDUCING THE COST IN OTHER, BY OFFSETTING COSTS IN OTHER PLACES.
ALLUDED TO THIS QUESTION ASKED THIS QUESTION AND AND IT IS KIND OF LIKE DIFFICULT TO KIND OF UNDERSTAND HOW MUCH OF THIS COMES OUT OF THE GENERAL FUND OR DOES DOES IT COME OUT OF THE GENERAL FUND BECAUSE I KNOW YOU THINK HE SAID IT WAS SPREAD ACROSS SO HOW MUCH ACTUALLY OF THIS COMES OUT OF GENERAL FUND THAT WE CAN BE THAT WE CAN SAVE TAX DOLLARS TAXPAYERS THE TAX DOLLARS I WOULD HAVE TO GO BACK TO OUR ALLOCATION MODE, OUR ALLOCATION INSIDE OF THE BUDGET, TO DETERMINE EXACTLY WHAT PROPORTION OF ITS COSTS IS CHARGED BACK TO GENERAL FUND.
I DON'T HAVE THAT NUMBER ON THE TOP OF MY HEAD RIGHT NOW.
BUT YOU CAN'T GET THAT BY FRIDAY? I BELIEVE WE CAN GET THAT BY FRIDAY, AND THAT SHOULD ALREADY BE IN THE BUDGET.
WE'RE GOING TO START BACK WITH MY LEFT, SECOND ROUND, CHARITABLY.
[01:25:09]
HOW MANY OF THE APPLICATIONS ARE CUSTOM APPLICATIONS? WE MAINTAIN VERY FEW.I DON'T, AGAIN, HAVE A NUMBER RIGHT ON TOP OF MY HEAD OF CUSTOM APPLICATIONS, BUT IT'S RELATIVELY FEW.
HOWEVER, WHEN WE LOOK AT WHAT WE TALK ABOUT IN TERMS OF REDUNDANT APPLICATIONS, MANY OF THESE REDUNDANT APPLICATIONS ALSO INCLUDE THINGS THAT ARE NOT STANDALONE APPLICATIONS.
INTERFACES AND INTERFACES SOMETHING THAT WE WOULD WOULD CREAM IN MANY CASES IS CUSTOM IT'S EITHER CUSTOM APPLICATION THAT WE CREATED OR SOMEBODY ELSE CREATED ARM SO A LARGE FRACTION OF THESE REDUNDANCIES DO SHOW UP IN INTERFACES WHICH DON'T NECESSARILY HAVE A SPEND ASSOCIATED WITH THEM ARM SO TO ANSWER YOUR QUESTION YOU KNOW SUCCINCTLY DON'T HAVE A SPECIFIC NUMBER OF CUSTOM APPLICATIONS THAT WE HAVE FOR THE ORGANIZATION, I DON'T HAVE A LIST THAT WE'VE EVEN MAINTAINED OF CUSTOM APPLICATIONS.
WHAT I CAN SAY IS THAT WE DO HAVE RELATIVELY FEW STANDALONE CUSTOM APPLICATIONS, AND MANY OF THE THINGS THAT WE DO HAVE THAT ARE CUSTOM ARE INTERFACES, NOT APPLICATIONS.
BUT WE HAVE SOME CUSTOM APPLICATIONS.
YES, WE UNDOUBTEDLY DO HAVE SOME, BUT IT'S RELATIVELY FEW.
COUNCILMEMBER MENDELSON, IF I CAN ADD, SO SOME OF OUR DASHBOARDS USE A SOFTWARE CALLED POWER BI, AND THOSE DASHBOARDS ARE CUSTOM DASHBOARDS THAT ARE DEVELOPED FOR OUTREACH AND CERTAIN OTHER THINGS.
SO WE USE SOFTWARE LIKE POWER BI TO CREATE THOSE CUSTOMIZED TOOLS FOR THE CITY.
SO I LOVE THAT YOU BROUGHT UP THE DASHBOARDS.
I WOULD LIKE TO SEE A REPORT ON HOW MANY TIMES THOSE DASHBOARDS ARE EVEN VIEWED.
LIKE, I WOULD LIKE TO SEE EVERY SINGLE DASHBOARD WE HAVE AND HOW MANY VIEWS IT'S HAD.
IN CALENDAR YEAR 25, 25 AND YEAR TO DATE FOR 26, DOESN'T MATTER.
I THINK IT IS A SHOCKINGLY LOW NUMBER COMPARED TO HOW MUCH MONEY WE'RE SPENDING BUILDING OUT A GAZILLION DASHBOARDS.
MY NEXT QUESTION IS A SORT OF GLOBAL QUESTION FOR YOU, JEFF, IS WHAT CAN BE DONE TO REDUCE IT EXPENSES WITHOUT INCREASING OUR RISK? DO YOU HAVE ANY IDEAS ON THAT? YES.
THE FIRST ONE I HAD ALREADY SHARED PREVIOUSLY AROUND STRONGER BUSINESS CASES.
IN ORDER TO DRIVE DOWN OUR COSTS, HAVING BUSINESS CASES WHICH SHOW THE INCREASE IN COSTS OR DECREASE IN COSTS ASSOCIATED WITH AN ACTIVITY VERSUS WHAT WE EXPECT OUR BENEFIT TO BE, THAT IS SOMETHING THAT WE CAN DO.
WHAT YOU WILL NOTICE IF YOU LOOK AT, AGAIN, ON PAGE, WE KEEP REFERRING BACK TO THE APPLICATION PAGE, PAGE 09, MANY OF THESE APPLICATIONS ARE DRIVEN BY THE VOLUME OF USAGE, WHICH IS RELATED BACK TO THE NUMBER OF EMPLOYEES THAT WE HAVE.
AND SO EVERY TIME WE ADD AN EMPLOYEE, THAT INCREASES OUR MICROSOFT EXPENDITURE.
SO MAY I ASK YOU, YOU BROUGHT THIS UP EARLIER, AND THANK YOU FOR REFERENCING IT BACK.
WHY DO YOU HAVE TO GIVE TECHNOLOGY RIGHTS TO A SUMMER INTERN? I MEAN, WHY DOES A LIFEGUARD AT THE POOL NEED TO HAVE THAT? BECAUSE IF YOU'RE A SUMMER INTERN AND THEY'RE USING A COMPUTER, THEY NEED TO HAVE AN ACCOUNT.
IF THEY ARE A LIFEGUARD AND THEY'RE BEING PAID ON THE CITY PAYROLL, CITY PAYROLL REQUIRES FOR THEM TO BE ABLE TO HAVE AN ACCOUNT SO THAT THEY CAN GO IN AND ACTUALLY LOOK AT THE INFORMATION ASSOCIATED WITH THEIR PAYMENT.
SO EVERYONE WHO BASICALLY IS EMPLOYED BY THE CITY HAS TO HAVE SOME ACCESS.
NOW, ALL THOSE ACCESSES DON'T COST THE SAME BECAUSE THERE ARE DIFFERENT TYPES OF ACCESSES THAT WE CAN PROVIDE.
BUT ANYBODY WHO'S WORKING FOR THE CITY HAS TO HAVE...
THE ABILITY TO BE ABLE TO SEE THE INFORMATION ASSOCIATED WITH THEIR EMPLOYMENT.
WELL, IT'S INTERESTING, YOU KNOW, YOU MAKE THE POINT ABOUT THE BUSINESS CASE.
YOU KNOW, WE SAY, OH, LET'S AUTOMATE THIS.
BUT ACTUALLY THEN NOW WE'RE SPENDING A LOT OF IT TIME TO GET SOMEBODY ONBOARDED THAT WAY.
AND I'LL JUST TELL YOU, IT'S NOT AN EASY PROCESS.
AND I'LL BET YOU THERE'S NOBODY UP HERE THAT DIDN'T HAVE PROBLEMS WITH GETTING THEIR OWN STAFF ONBOARDED WITH IT BECAUSE IT IS AN ISSUE.
SO WE'VE JUST TRADED ONE PROBLEM FOR ANOTHER, IN MY OPINION.
[01:30:02]
OF QUESTIONS ABOUT REDUNDANT SOFTWARE AND RETIRING SOME, BUT WHAT'S THE SCHEDULE FOR THAT TO HAPPEN? THE SCHEDULE FOR RETIRING ALL THE SOFTWARE THAT WE HAVE THAT WE ARE TARGETING? I JUST WANT TO MAKE SURE.ALL THE REDUNDANT SOFTWARE THAT YOU'RE AWARE OF.
I THINK WE CAN PROVIDE A NOTION AROUND THE 90 THAT WE'VE TARGETED SPECIFICALLY THAT ARE TARGETED FOR TECHNOLOGY DEBT AND WHAT'S HAPPENING WITH THOSE.
BUT THERE'S NO INTENT TO REPLACE ALL OF THE APPLICATIONS THAT ARE SHOWN ON THE EARLIER SLIDE ON PAGE 7 BECAUSE AS I HAD INTIMATED BEFORE, OFTENTIMES WE HAVE APPLICATIONS THAT LOOK SIMILAR BUT PERFORM DIFFERENT FUNCTIONS AND SO THE NOTION OF REDUNDANCY IS PROBABLY OVERSTATED.
IF I HAVE A TELESTATIC SYSTEM THAT I'M USING TO MANAGE THE SCHEDULES OF OUR POLICE OFFICERS THAT OVERLAPS A SYSTEM LIKE WORKDAY WHICH HAS SIMILAR CAPABILITIES BUT IS NOT SPECIFICALLY MADE FOR PUBLIC SAFETY AND THE COMPLEXITIES OF MANAGING A PUBLIC SAFETY SCHEDULE ARE BEYOND THE CAPABILITIES OF WORKDAY HOWEVER WHEN I COMPILE A LIST THAT SHOWS CAPABILITIES THAT MAY OVERLAP OR HAVE REDUNDANCIES ASSOCIATED BOTH WOULD SHOW UP ON THAT LIST, BUT THERE WOULD NOT BE AN INTENT TO EITHER ELIMINATE TELESTAFF OR TO ELIMINATE WORKDAY BECAUSE BOTH ARE NEEDED IN ORDER TO HAVE AN EFFECTIVE PROCESS.
SO DO YOU HAVE ANY SCHEDULE FOR RETIRING SOFTWARE? HOW ABOUT MULTIPLE PAYMENT PLATFORMS? WHAT I CAN SAY THAT I WOULD BE ABLE TO PROVIDE IS INFORMATION AROUND THOSE 90 THANK YOU.
THAT WE TALK ABOUT AND WHAT OUR INTENT IS AROUND THOSE 90 AND HOW DO WE EITHER EXPECT TO REPLACE THEM OR RETIRE THEM COMPLETELY ARE THE MULTIPLE PAYMENT PLATFORMS IN THE 90.
UM I DON'T HAVE THE LIST OF THE 90 IN FRONT OF ME BUT IT WOULD NOT BE SURPRISING TO ME TO FIND THAT THERE ARE SOME IN THERE UM THOSE ARE ALL MY QUESTIONS FOR NOW THANK YOU COUNCIL MEMBER ROTH.
JEFF, I WANT TO APPLAUD YOU FOR RAMPING UP AS FAST AS YOU'VE COME, AS YOU'VE DONE SINCE YOU'VE JUST GOTTEN HERE.
RECENTLY AND AND TO YOU HAVE A LOT OF CREDIT FOR CATCHING UP THERE BUT IT'S A BIG PROBLEM AND AND IT'S REALLY SOMETHING THAT'S VERY VITAL TO US AND IT IS A BIG LINE ITEM GENERALLY IN THE BUDGET THAT WE REALLY NEED TO FOCUS ON I THINK WHAT WOULD BE HELPFUL FOR ME AND MAYBE IT WOULD BE HELPFUL FOR OTHERS HERE IS IF WE HAD SOME KIND OF A BREAKOUT BY DEPARTMENT OF HOW YOU ARE ALLOCATING THE THE MONIES THAT YOU'RE THAT YOU'RE THAT WE'RE SPENDING IN YOUR SECTION IN OTHER WORDS UH IF WE COULD FIND OUT WHERE THE 170 MILLION IS BEING ALLOCATED UH IN IN A LINE ITEM FOR EACH AND IT MAY ALREADY BE IN THE BUDGET UH BREAKOUT BUT IT'S HARD FOR FOR ME TO FIGURE OUT HOW TO IDENTIFY IT AND TO DO IT AND SO PART OF THAT MONEY IS GOING INTO ENTERPRISES.
SOME OF IT'S GOING INTO DEPARTMENTAL BUDGETS, SOME OF IT MAY BE, I DON'T KNOW WHERE ELSE IT'S GOING, BUT IF YOU COULD SORT OF BREAK OUT WHERE THE $170 MILLION IS GOING BY DEPARTMENTAL AND ENTERPRISE LINE ITEMS, I THINK THAT WOULD HELP US GET OUR ARMS AROUND WHERE THE MONEY'S BEING SPENT.
AND IS THAT A ZERO? IS YOUR INTERNAL BUDGET, SO TO SPEAK, A ZERO-SUM GAME? ARE YOU ALLOCATING? HUNDRED HUNDRED CENTS TO EVERYBODY ELSE COUNCILMEMBER ROTH UM I THINK THAT JACK GARLAND EXPLAINED WE'RE AN INTERNAL SERVICE FUND.
SO, YES, WE ARE FUNDED THROUGH THE VARIOUS DEPARTMENTS.
AND SO WE CAN CERTAINLY PROVIDE THAT KIND OF BREAKDOWN ON WHICH DEPARTMENTS ARE PART OF THE FUNDING AND THE PERCENTAGE.
I DON'T KNOW IF JACK WANTS TO ADD ANYTHING TO THAT.
AND SO PROVIDE THAT TRANSPARENCY.
IS THE DATA ANALYSIS DEPARTMENT, IS THAT PART OF YOUR IT DEPARTMENT OR IS THAT A SEPARATE DEPARTMENT? DBI IS NOT PART OF MY DEPARTMENT.
THIS IS A SEPARATE DEPARTMENT.
WHAT IS IT? THE DATA ANALYSIS GROUP IS NOT PART OF MY DEPARTMENT.
THANK YOU FOR ALL THE INFORMATION.
ANYONE ELSE HAVE A QUESTION? I HAVE ONE MORE.
CHAIR MENDELSON? WELL, SO IT WAS JUST BROUGHT UP ABOUT THE DATA ANALYTICS.
SHOULD THAT BE PART OF YOUR DEPARTMENT?
[01:35:03]
I THINK THAT IS REALLY A POLICY DECISION MADE AT THE CITY MANAGER'S LEVEL ABOUT HOW TO BEST DELIVER THOSE SERVICES.I DON'T SEE THAT THERE IS ANY SPECIFIC NEED WHY THAT WOULD HAVE TO OCCUR.
IT'S JUST A MATTER OF HOW DO WE WANT TO ORGANIZE OURSELVES IN ORDER TO DELIVER SERVICES.
AND HOW OFTEN ARE YOU WORKING TOGETHER WITH THAT DEPARTMENT? I MEET WITH THE DIRECTOR OF THAT DEPARTMENT EVERY OTHER WEEK.
HOW MANY PROJECTS ARE YOU WORKING ON TOGETHER? I WOULD SAY MOST OF THE PROJECTS THAT THEY ARE WORKING ON REQUIRE IT ENGAGEMENT, SO THEY'RE NOT A WHOLE LOT THAT DON'T REQUIRE SOME LEVEL OF IT ENGAGEMENT.
WELL, THAT'S WHY I'M ASKING IF THEY SHOULD BE TOGETHER SO THAT WE CAN HAVE SOME, AGAIN, EFFICIENCY.
THAT'S WHAT THIS COMMITTEE IS ABOUT, AND IT DOES SEEM UNNECESSARILY SEPARATED.
HAS THERE BEEN ADDITIONAL CONSIDERATION OF THE IT DEPARTMENT BEING MOVED TO BE DIRECTLY REPORTING TO THE MANAGER? YOU KNOW, WE APPRECIATE THE FEEDBACK.
COUNCIL MEMBER MIDDLETON, YOU KNOW, WILL CERTAINLY BRING THAT UP WITH OUR CITY MANAGER AND TAKE THAT FEEDBACK BACK TO HER.
MOST LARGE COMPANIES, THE CHIEF INFORMATION OFFICER DOES REPORT TO THE CHIEF EXECUTIVE.
PLEASE, WE DO WANT YOU GUYS TO COME BACK NEXT MONTH, SO I WILL GET WITH JACK TO GET THAT DONE.
ALSO, PLEASE PROVIDE A TIMELINE DEADLINE WHEN YOU REMOVE THE SOFTWARE THAT WAS DISCUSSED.
AND I DO KNOW WE ALSO ASKED FOR SEVERAL INFORMATION TO BE IN THE MEMO.
THIS WEEK SO THOSE INFORMATION AND MORE THAT I WILL ACTUALLY TEXT YOU EMAIL YOU SO YOU HAVE THE INFORMATION MAKE SURE THAT A LOT OF THE QUESTIONS AND THAT WE IN CONCERNS THAT WE HAVE ALL COMMITTEE MEMBERS RECEIVE THAT EMAIL ABOUT THIS FRIDAY THANK YOU SO MUCH NOW WE'RE UP TO A OVER OVERVIEW OF DEPARTMENT OF HUMAN RESOURCES DIRECTOR NINA THERE HE IS.
THANK YOU GUYS FOR BEING HERE.
AND I KNOW WE HAVE ABOUT 15 MINUTES LEFT.
SO WE'LL GO THROUGH THE PRESENTATION IF WE CAN KIND OF SPEED IT UP SO WE CAN GET TO SOME OF THE QUESTIONS THAT THE COMMITTEE MAY HAVE.
NINA ARIAS, DIRECTOR OF HUMAN RESOURCES, AND WITH ME, TOMMY MOLLES, DIRECTOR OF HR, AND STEPHEN TUSKEN, WORKFORCE MANAGEMENT.
SO THIS PRESENTATION WILL INCLUDE SOME INFORMATION ABOUT THE DEPARTMENT, THE MISSION, STRATEGY, GOALS, THE STRUCTURE.
ALSO, WE'LL TALK ABOUT HR SERVICES, STAFFING LEVELS, AND WORKLOAD.
AND WE'LL TALK ABOUT THE HR BENCHMARKS TO OTHER CITIES AS REQUESTED AND THE TALENT ACQUISITION, WHICH IS THE WORK THAT WE DO IN PARTNERSHIP WITH THE CIVIL SERVICE DEPARTMENT.
THIS SLIDE TALKS ABOUT WHAT WE DO.
OUR WORK INTO BIG POCKETS COMPENSATION, WHICH IS DONE FOR THE ENTIRE ORGANIZATION, INCLUDING UNIFORM.
TALENT ACQUISITION, WHICH WE'LL TALK A LITTLE BIT MORE IN DETAIL ABOUT HOW THAT IS DONE IN COLLABORATION WITH CIVIL SERVICE.
EMPLOYEE WELL-BEING, WHICH INCLUDES BENEFITS AND ENGAGEMENT.
TALENT DEVELOPMENT, WHICH DEALS WITH ORGANIZATIONAL EFFECTIVENESS, PERFORMANCE MANAGEMENT, SUCCESSION PLANNING.
AND THEN EMPLOYEE RELATIONS, WHICH IS ABOUT COMPLIANCE AND INVESTIGATIONS, BOTH THE PROACTIVE AND REACTIVE ASPECT OF EMPLOYEE RELATIONS.
SO WHAT MATTERS THE MOST TO THE DEPARTMENT AND TO THE CITY IN TERMS OF TALENT IS FIRST STAFF INSTABILITY, ENSURING THAT WE ARE RECRUITING AND RETAINING THE STAFF THAT THE CITY NEEDS TO BE ABLE TO DELIVER SERVICES.
THAT IS ALSO RELATED TO TALENT RETENTION.
CAREER MOBILITY IS ABOUT GIVING EMPLOYEES THE OPPORTUNITY TO DEVELOP AND MOVE UP IN THE ORGANIZATION WHICH ALSO PROMOTES TALENT RETENTION AND MANAGER EFFECTIVENESS AS WE HAVE SOLID SKILL SET IN OUR MANAGEMENT OUR EMPLOYEES THRIVE
[01:40:01]
AND DO THEIR WORK BETTER.SO HOW WE ACHIEVE THAT WE FOCUS ON THE PEOPLE, THE PROCESSES, PLANNING AND TECHNOLOGY, AND WE'LL TALK A LITTLE BIT MORE ABOUT THAT IN DETAIL.
BUT I ALSO WANTED TO HIGHLIGHT SOME OF OUR MEASURES THAT WE DO, YOU KNOW, WE FOCUS ON.
THE FIRST ONE IS THE VACANCY RATE AND HERE'S SOME NUMBERS RELATED TO THAT.
IN 2024 WE WENT FROM 19 PERCENT TO 15% VACANCY RATE IN 2025.
OUR TURNOVER FROM 11% IN 2024 TO 10% IN 2025.
INTERNAL PROMOTIONS, WE HAVE A GOAL OF 25%.
WE'RE A LITTLE BIT SHY OF THAT.
AND THEN MANAGER FEEDBACK, WE HAVE A GOAL OF 100%.
AND THAT GOAL IS RELATED TO MANAGERS PROVIDING FEEDBACK TO THEIR EMPLOYEES.
WE ALSO TALK ABOUT WHERE WE'RE HEADING.
IN 2026 WE ARE FOCUSING ON STRATEGIC WORKFORCE PLANNING AND PERFORMANCE MANAGEMENT.
IN 2027 WE'LL BE FOCUSING ON WELLNESS EXPANSION AND ADVANCED ANALYTICS RELATED TO TALENT INFORMATION AND THEN IN 2028 WE'RE GOING TO BE LOOKING AT WORKFORCE MANAGEMENT TO ENSURE THAT TALENT IS DEPLOYED AS NEEDED IN THE MOST EFFECTIVE WAY AT EVERY DEPARTMENT.
THE NEXT SLIDE TALKS ABOUT OUR MISSION.
I'D LIKE TO HIGHLIGHT THAT WE PROVIDE TOOLS, PROCESSES, AND SYSTEMS TO EMPOWER THE MANAGERS.
IT IS THEM THAT ATTRACT, RECRUIT, AND RETAIN THE PEOPLE TO SERVE OUR RESIDENTS.
SO THAT IS OUR ROLE IS TO PROVIDE THOSE TOOLS AND TO MAKE THOSE TOOLS AS EFFECTIVE AS POSSIBLE.
IN THIS SLIDE ALSO THERE'S SOME INFORMATION ABOUT HOW WE DO THAT.
AND OUR FOCUS IS TO HAVE A SYSTEM THAT ALLOWS LEADERS TO LEAD THEIR PEOPLE.
SO WE ARE LEADER-LED, HR-ENABLED.
BY THE TOOLS THEY DO THE WORK OF LEADING THEIR PEOPLE.
WE COLLABORATE WITH DIFFERENT DEPARTMENTS FOR IMPACT-BUILT RELATIONSHIPS TO MAKE SURE THAT WE HAVE SHARED SUCCESS.
SO WE WORK WITH CIVIL SERVICE, WE WORK WITH EACH ONE OF THE DEPARTMENTS TO ENSURE THAT THEIR TALENT STRATEGIES ARE SOLID.
WE ALSO ARE PEOPLE-CENTERED BUT DATA-DRIVEN.
WE COLLECT AN IMMENSE AMOUNT OF DATA AND THAT DATA INFORMS THE DECISIONS OUR MANAGERS MAKE EVERY DAY.
PRIORITIZE EMPLOYEE WELL-BEING AND ALSO CONTINUOUS GROWTH IS OUR PURSUIT.
THIS SLIDE SHOWS THE HR SERVICES BY COMPONENT AND SOME YOU KNOW BY NUMBERS.
WE OVERSEE OVER 1.4 MILLION TRANSACTIONS ANNUALLY.
IN BENEFITS ADMINISTRATION WE HAVE 12 STAFF AND SOME OF THE NUMBERS ARE LISTED THERE.
WE MANAGE THREE HEALTH PLANS AND MANY OTHER PLANS FOR VOLUNTARY BENEFITS.
WE HAVE NEGOTIATED $9 MILLION IN SAVINGS THIS LAST YEAR.
WE SERVE 24,212 ENROLLED EMPLOYEES AND DEPENDENTS.
THAT INCLUDES UNIFORM AND EMPLOYEES AND THEIR FAMILIES FOR EVERY SINGLE DEPARTMENT.
IN RECRUITMENT AND TALENT ACQUISITION, WE HAVE A LITTLE BIT SHORT OF HALF A MILLION TRANSACTIONS.
PROCESS AND POSITIONS FIELD IS ALSO LISTED.
IN PERFORMANCE MANAGEMENT WE HAVE TWO STAFF.
THEY OVERSEE 46,000 TRANSACTIONS.
THE OBJECTIVES AND GOALS OF ALL EMPLOYEES ACROSS THE ORGANIZATION, THE FEEDBACK THAT IS PROVIDED, AND THE PERFORMANCE IMPROVEMENT PLANS THAT ARE DEVELOPED.
IN LEARNING AND DEVELOPMENT WE HAVE 30 STAFF AND THE INFORMATION REGARDING THEIR ACTIVITIES IS LISTED.
WITH TRAIN 13,288 EMPLOYEES IN THE LAST YEAR.
WE OFFER OVER 10,000 COURSES WITH OVER 6,000 TRANSACTIONS.
IN COMPENSATION, WE HAVE 10 STAFF AND THE DATA RELATED TO THEIR WORK IS ALSO LISTED.
WE HAD 3,432 JOB OFFERS PROCESSED.
[01:45:03]
MOVING TO THE NEXT SLIDE, WE HAVE HR CONSULTING.OUR HR CONSULTANTS ARE THE HR PARTNERS THAT SERVE DEPARTMENTS DIRECTLY AND THEY, YOU KNOW, AGAIN THEIR NUMBERS ARE THERE.
105 INVESTIGATIONS COMPLETED, TERMINATIONS MANAGED, LEAVES OF ABSENCE MANAGED, AMO TRANSACTIONS.
THEY OVERSEE 1481 TRANSACTIONS AND THE REASON WHY WE CAN QUANTIFY ALL THESE TRANSACTIONS VERY CAREFULLY AND AND ACCURATELY IS BECAUSE ALL THIS INFORMATION IS CONTAINED IN OUR SYSTEM OF RECORDS.
SO THE AUDITS GOING BACK TO THIS DATA IS VERY CLEAN, IT'S VERY EASY TO FOLLOW.
WHEN WE'RE TALKING ABOUT POLICY AND RECORDS MANAGEMENT, WE HAVE TWO STAFF DEDICATED TO THAT.
PERSONNEL FILE REQUESTS, OPEN RECORDS REQUESTS ARE LISTED.
HOW MANY FILE UPDATES WE'VE DONE.
IN WORKFORCE PLANNING WE HAVE TWO STAFF.
WE HAVE EACH DEPARTMENT IN PILOTS ON HOW TO BETTER MANAGE THE WORKFORCE, THE POSITIONS ANALYZED, THE STRATEGIC ROLES IDENTIFIED, AND THE ACTION ITEMS. SO IN THE NEXT SLIDE THERE'S INFORMATION, DETAILED INFORMATION ABOUT OUR STAFF.
WE HAVE 74 INDIVIDUAL POSITIONS.
IF WE GO BACK TO EVEN 10 YEARS BACK, BASICALLY OUR POSITIONS HAVE INCREASED.
WHAT WE DO HAVE IS THAT NOW WE ARE SHOWING INTERNS, WHICH ARE MOSTLY THE MAYOR'S PROGRAM INTERNS LISTED IN OUR HEADCOUNT, SO THAT MAKES IT LOOK AS IF WE HAVE MORE EMPLOYEES THAN WE DO.
BUT WE HAVE BROKEN DOWN HOW MANY PEOPLE ARE DEDICATED TO EACH ONE OF THE AREAS IN HR.
WE HAVE A TOTAL OF 59 FTES AND THAT HAS VERY SIGNIFICANTLY WE HAVE IMPROVED OUR VACANCY RATE IN HR SO NOW WE HAVE FEWER VACANCIES THROUGHOUT THE YEAR, THEREFORE OUR FTE HAS INCREASED, BUT THE NUMBER OF POSITIONS HAS NOT.
IN THE NEXT SLIDE, THIS IS INFORMATION ABOUT HOW OUR DEPARTMENT COMPARES TO OTHER PEER CITIES IN DALLAS, IN TEXAS.
SO WE HAVE HOUSTON, SAN ANTONIO, AUSTIN, AND ACTUALLY WE HAVE PHOENIX, SO WE HAVE ONE OUT OF STATE AS WELL.
AND SO THE EMPLOYEE RATIO RECOMMENDED BY SHRM IS 1 TO 100.
THAT'S THE TYPICAL ONE HR STAFF PER 100 EMPLOYEES AND OF COURSE THAT VARIES SIGNIFICANTLY WITH INDUSTRY BUT THAT IS AN AVERAGE.
SO IN HR WE HAVE 1 TO 230 EMPLOYEES IN THE CITY OF DALLAS AND THE COST PER EMPLOYEE IS 654.
YOU COMPARE THAT TO HOUSTON AND OF COURSE IT IS VERY DIFFICULT TO COMPARE APPLES TO APPLES AND I JUST WANTED TO ACKNOWLEDGE THAT BECAUSE EVERY DEPARTMENT OR EVERY CITY IS A LITTLE BIT DIFFERENT IN TERMS OF HOW DO THEY DEPLOY HR.
BUT WE LOOKED THROUGH THE BUDGET BOOKS OF ALL THE CITIES AND THIS IS THE VERY BEST COMPARISON WE WERE ABLE TO DO BASED ON THE INFORMATION AVAILABLE.
HOUSTON HAS ABOUT 21,000 EMPLOYEES.
THE RATIO IS 1 TO 97 AND THAT INCLUDES CIVIL SERVICE.
AND THEN FOR CITY OF SAN ANTONIO AND CITY OF AUSTIN IS 1 TO 212 AND 1 TO 98.
THE BENEFIT ADMINISTRATION AND RISK MANAGEMENT IS ONLY INCLUDED IN AUSTIN.
ALL THE OTHERS INCLUDE CIVIL SERVICE BUT NOT BENEFITS OR RISK MANAGEMENT AND WE WERE JUST NOT ABLE TO DETERMINE YOU KNOW THE MIX IN AUSTIN OF HOW COULD WE DO IT ONE-TO-ONE HOWEVER IF WE PUT TOGETHER ALL OF OUR CIVIL SERVICE AND ALL OF OUR RISK MANAGEMENT AND ALL OF OUR BENEFITS THAT'S STILL LESS THAN THE ONE TO 98 BUDGET AUSTIN HAS SO THIS IS JUST A GLANCE TO GIVE YOU NOT AN IDEA OF HOW OUR STAFF IS DEPLOY AND HOW IT COMPARES TO OTHER CITIES.
IN THE NEXT SLIDE, THIS SLIDE TALKS A LITTLE BIT ABOUT OUR METRICS.
THE KEY TALENT METRICS THAT WE FOCUS ON ARE VACANCY RATE, TURNOVER, APPLICANT AVERAGE TIME TO HIRE, AND INTERNAL PROMOTIONS.
[01:50:05]
AND ON THE RIGHT YOU SEE A DASHBOARD THAT SHOWS IN DETAIL BY DEPARTMENT HOW EACH ONE OF OUR DEPARTMENTS PERFORM IN RELATION TO EACH ONE OF THOSE TOPICS.ALSO IN THE NEXT SLIDE, THIS FOCUS IS ACTUALLY DIVING DOWN, THIS IS A DEEP, YOU KNOW, DIVE DOWN INTO TURNOVER.
SO IT TELLS YOU HOW MANY TERMINATIONS, WHAT IS THE TURNOVER RATE, THE VOLUNTARY RATE, INVOLUNTARY RATE, THE RETIREMENT RATE.
AND THIS INFORMATION THAT IS PROVIDED TO EXECUTIVES ON A MONTHLY BASIS AND IS REVIEWED BY THEIR DIRECTORS AND MANAGEMENT AS WELL.
NOW THIS SLIDE TALKS ABOUT HOW TALENT ACQUISITION IS DONE, WHAT ARE THE RESPONSIBILITIES OF HR AND CIVIL SERVICE.
SO WE HAVE THREE TYPES OF RECRUITMENT PROCESSES.
ONE IS THE CIVIL SERVICE NON-UNIFORM PROCESS THE NEXT ONE IS THE NON-CIVIL SERVICE IN OTHER WORDS EVERYBODY WHO'S NOT A CIVIL SERVICE EMPLOYEE AND THEN UNIFORM AND POLICE HAVE THEIR OWN TYPE OF RECRUITMENT OR THEIR OWN YOU KNOW RECRUITMENT PROCESS SO WE HAVE 4 210 STAFF IN THE CIVIL SERVICE NON-UNIFORM 3 000 STAFF IN THE NON-CIVIL SERVICE 4 100 STAFF AND 2 399 IN DFR IN THAT BOX AS WELL YOU'RE GOING TO LOOK AT, YOU CAN SEE THE NUMBER OF REQUISITIONS AND THE NUMBER OF NEW HIRES FOR EACH ONE OF THOSE STACKS.
NOW ACROSS THE ROWS YOU SEE EACH ONE OF THE STEPS OF THE RECRUITMENT PROCESS AND WHO'S RESPONSIBLE.
IN GREEN YOU SEE THE RESPONSIBILITY HR HAS RELATED TO THE CIVIL SERVICE POSITIONS.
SO WE ASSIGN COMPENSATION, DEVELOP JOB DESCRIPTIONS, NARROW DOWN THE APPLICANT LIST FOR FIT, PROVIDE SUPPORT FOR INTERVIEWS AND SELECTION, PARTICIPATE IN THE OFFER AND SALARY.
NEGOTIATION AND BASICALLY LEAD THAT AND THEN CONDUCT BACKGROUND CHECKS, ORIENTATION AND ONBOARDING FOR ALL OF THE POSITIONS THAT ARE CIVIL SERVICE.
FOR THE NON CIVIL SERVICE WE DO THE ENTIRE PROCESS FROM ASSIGNING COMPENSATION TO BACKGROUND SO EVERY SINGLE STEP IS CONDUCTED BY HR.
AND FOR UNIFORM WE ASSIGN COMPENSATION AND DEVELOP JOB DESCRIPTIONS AND THEN ASSIST WITH THE BACKGROUND CHECK, ORIENTATION, AND ONBOARDING.
I ALSO LISTED THE RESPONSIBILITIES OF DPD AND DFR AND THE RESPONSIBILITIES OF CIVIL SERVICE AND JARED DAVIS, OUR DIRECTOR OF CIVIL SERVICE, WILL BE WITH YOU LATER TODAY AND WILL PROVIDE MORE DETAILS ABOUT HIS ROLE AS WELL.
SO IN THE NEXT SLIDE I WOULD LIKE TO SPEAK BRIEFLY ABOUT TALENT CENTRAL.
TALENT CENTRAL IS AN INITIATIVE OF CIVIL SERVICE AND THE HR DEPARTMENT TO PROVIDE A CENTRALIZED PUBLIC FACING RECRUITMENT HUB UNIFYING HIRING FOR ALL POSITIONS CIVIL SERVICE AND NON-CIVIL SERVICE AS WELL AS UNIFORM POLICE AND FIRE.
WE HAVE SLOWED DOWN THESE INITIATIVES A LITTLE BIT BECAUSE OF THE CURRENT HIRING FREEZE AND WE WANT TO MAKE SURE THAT WE ARE NOT MOVING FORWARD WITH TALENT CENTRAL AT A TIME IN WHICH WE HAVE ANNOUNCED THAT A HIRING FREEZE IS IN PLACE.
SO TALENT CENTRAL INCLUDES A PHYSICAL HUB, A PLACE WHERE APPLICANTS CAN GO TO, AND ALSO A DIGITAL GATEWAY.
AND THE KEY BENEFITS FOR DEPARTMENTS IS THAT THIS PROVIDES A COORDINATED PROCESS, SHARED SCHEDULING, AND ULTIMATELY IMPROVED HIRING RESULTS.
AND FOR APPLICANTS IT'S JUST EASIER.
THEY DON'T HAVE TO WONDER IS THIS CIVIL SERVICE, NON-CIVIL SERVICE UNIFORM THAT JUST GO TO ONE PLACE AND THEY FIND IT ALL.
IN THE NEXT SLIDE, THERE'S DETAILS ABOUT HOW EACH ONE OF THE DIFFERENT PARTNERS OR DEPARTMENTS FORGE A CROSS-FUNCTIONAL PARTNERSHIP FOR TALENT CENTRAL.
HUMAN RESOURCES OVERSEES AND CHAMPIONS THE CITYWIDE TALENT ACQUISITION STRATEGY AND WE MANAGE THE OVERALL STRATEGY.
CIVIL SERVICE IS A KEY PARTNER LEVERAGING WORKDAY TO SUPPORT DEPARTMENT LEADERS AND COORDINATE TARGETED RECRUITMENT FOR THE CRITICAL ROLES THEY OVERSEE.
THEY ALSO WORK TO ENSURE TESTING AND VALIDATION RULES ARE CONSISTENT.
[01:55:01]
COMMUNICATIONS AND CUSTOMER EXPERIENCE THEY OVERSEE ALL MARKETING AND ADVERTISEMENT AID AT HIRING QUALITY PUBLIC SERVANTS AND THE DALLAS POLICE AND DALLAS FIRE RESCUE THEY WORK IN THEIR DEPARTMENTS TO ENSURE RECRUITMENT EFFORTS ARE TARGETED FOR EACH ONE OF THEIR AREAS THAT IS THE UM END OF OUR PRESENTATION TODAY AND ANY YOU KNOW QUESTIONS YOU WILL HAVE WE WELCOME THOSE IN THE APPENDIX YOU SEE MORE INFORMATION ABOUT UM YOU KNOW, HOW DO WE WORK ON, YOU KNOW, HOW TALENT CENTER WORKS, IN CASE YOU WOULD LIKE TO REFER TO THAT.IF YOU HAVE ANY QUESTIONS ABOUT THE APPENDIX OR THE PRESENTATION OR THE DEPARTMENT, I'LL BE HAPPY TO ANSWER THOSE.
WE'LL START WITH MY RIGHT, MY LEFT.
JUST A QUICK UNDERSTANDING FOR ME.
ARE YOU ALSO CONSIDERED AN INTERNAL DEPARTMENT ALLOCATION OR WHATEVER YOU CALL IT, WHERE YOUR COSTS ARE SPREAD OUT OVER EVERYBODY, AND THEN YOU BASICALLY PROVIDE THE SERVICE AND GET REIMBURSED? I BELIEVE JACK IS BETTER EQUIPPED TO ANSWER THAT QUESTION.
THEY ARE NOT CONSIDERED AN INTERNAL SERVICE FUND, THE SAME AS IT IS.
HOWEVER, I DO WANT TO CLARIFY.
THE HUMAN RESOURCES DEPARTMENT IS FUNDED WITHIN THE GENERAL FUND.
HOWEVER, ANNUALLY WE DO A COST ALLOCATION PLAN FOR ALL OF THE GENERAL FUND DEPARTMENTS THAT SERVE OTHER DEPARTMENTS.
FOR EXAMPLE, THE MAYOR AND COUNCIL OFFICE.
FOR EXAMPLE, THE CITY MANAGER'S OFFICE, THE BUDGET OFFICE, THE CONTROLLER'S OFFICE, PURCHASING, HR.
AND THROUGH THAT COST ALLOCATION PLAN, WE CHARGE TO THE ENTERPRISE FUND, SO IT'S NOT AS AN INTERNAL SERVICE FUND.
HOWEVER, THERE IS A MECHANISM IN PLACE WHERE WE CHARGE TO WATER, AVIATION, CONVENTION CENTER, THE OTHER ENTERPRISE FUNDS FOR YOUR OFFICE AS WELL AS NINA'S OFFICE AS WELL AS MY OFFICE.
WHAT IS THE BUDGET FOR HR THIS PAST YEAR? AND SO I WOULD HAVE TO GET THE DETAIL ON THAT BUT IT'S CHARGED AND IT COMES INTO THE GENERAL FUND AS A REVENUE AND SO WE CAN GET YOU THE DETAIL ON THE REVENUE THAT GETS CHARGED OFF.
BUT IS IT A I MEAN JUST IN ROUND NUMBERS? SO EACH DEPARTMENT IS AND I APOLOGIZE BECAUSE I JUST DON'T KNOW THE A NUMBER BUT WITHIN HR FOR EXAMPLE IT'LL BE CHARGED OFF TO DEPARTMENTS BASED UPON THE SIZE OF THE DEPARTMENT'S HEAD COUNT OR POSITION.
WHEREAS THE CONTROLLER'S OFFICE IS CHARGED OFF BASED UPON INVOICES PAID AND DIFFERENT MECHANISMS. AND I WILL GET YOU MORE DETAIL.
WHERE I WAS GOING WITH MY QUESTION, MAYBE IT WILL HELP YOU RESPOND TO ME IN THE LETTER, IS WHAT'S THE BIG NUMBER OF THE COST AND THEN HOW IT'S ROLLED UP INTO THE DEPARTMENTS.
I'D LIKE TO HAVE THE SIMILAR REQUEST THAT WE HAD FROM THE IT, IS IF WE COULD FIGURE OUT WHAT THE BIG NUMBER IS AND THEN WHAT CONTRIBUTIONS.
THE VARIOUS DEPARTMENTS AND ENTERPRISES ARE DOING IT.
IT WILL ALLOW ME TO GET MY ARMS AROUND THE BIG NUMBER AND WHETHER WE'RE GETTING PAID BACK THROUGH THE VARIOUS DEPARTMENTS.
I SAW IN THE LIST OF PEOPLE, IT LOOKED LIKE ON YOUR FIVE AND SIX SHEETS, YOU HAD ABOUT 80 PEOPLE LISTED UNDER THOSE GROUPS.
IN YOUR LIST OF PEOPLE, YOU HAD 74.
THEN THE ADDITIONAL 18 SO IS THERE IS IT 80 OR IS IT 74 OR DOES THAT 80 INCLUDE SOME OF THE INTERIM IS THERE'S A DISCREPANCY IS WHAT I'M TRYING TO FIGURE OUT THE ACCOUNT WHEN WE'RE TALKING ABOUT EACH ONE OF THE AREAS WHEN WE'RE LOOKING AT SLIDES FIVE AND SIX THAT IT ALSO INCLUDES BENEFITS AND EMPLOYEE WELL-BEING BEING WHICH IS 12 EMPLOYEES SO IF YOU LOOK AT THE BOTTOM THEY KIND OF LIKE LIGHT BLUE.
IN THIS SLIDE, IF WE CAN GO TO THE HR STAFF, WE HAVE 74 STAFF DEDICATED TO BUDGET COMPENSATION, EXECUTIVE LEADERSHIP, BUT THEN WE HAVE ALSO 12 EMPLOYEES DEDICATED TO BENEFITS.
SO THAT MAY BE WHAT YOU'RE LOOKING AT A DISCREPANCY.
SO IS THE TOTAL 80 OR 74? THE TOTAL IS 70.
WHAT'S THE TOTAL OF YOUR EMPLOYEES? WHEN WE'RE LOOKING AT THE HR EMPLOYEES PLUS THE BENEFITS EMPLOYEES, THEY'RE TWO SEPARATE FUNDS.
SO THAT IS WHY I'M SEPARATING.
SO IS IT 80 PLUS 74? IT'S 74 PLUS 12.
[02:00:08]
IT'S 74 PLUS 12.WHEN YOU'RE LOOKING AT, IF THE DISCREPANCY YOU'RE SEEING IS WHEN YOU'RE COUNTING.
BENEFIT ADMINISTRATION 12 STAFF THAT IS CONSISTENT WITH THE SLIDE 7 WHAT IT TALKS ABOUT 12 STAFF IN BENEFITS AND EMPLOYEE WELL-BEING SO THAT IS THE SAME 74 PLUS 12 IS 86.
OKAY, AND THEN THE 18 INTERNS.
WHAT DO THEY DO? THEY ARE INTERNS OF THE MAYOR'S OFFICE THAT HEADCOUNT IS ADDED TO HR BECAUSE WE MANAGE THAT PROGRAM, BUT THEY DON'T WORK FOR HR THESE ARE HIGH SCHOOL INTERNS OR, YOU KNOW, INTERNS THAT WORK THROUGHOUT THE ENTIRE ORGANIZATION.
IT'S JUST THAT THE POSITIONS ARE ALLOCATED TO HR BECAUSE WE MANAGE THAT PROGRAM.
BUT THEY ARE NOT PEOPLE THAT WORK FOR HR.
THEY'RE JUST INTERN POSITIONS.
SO IT APPEARS AS IF WE HAVE HUNDREDS AND SOME WHEN THESE ARE REALLY INTERN POSITIONS THAT ARE JUST ALLOCATED FOR BUDGET PURPOSES.
WE'VE TRIED TO CLEAN THAT UP AND REALLY THE BEST PLACE TO PUT THEM IS HR BECAUSE WE MANAGE THEM.
WE RECRUIT THEM AND WE HELP MANAGE THAT PROGRAM.
AND THEN MY LAST QUESTION, IS THE BENEFITS STAFF, IS THERE A RELATIONSHIP WITH THEM AND THE RISK MANAGEMENT DEPARTMENT? I MEAN, ARE YOU, IS THE RISK MANAGEMENT DEPARTMENT ALSO DEALING WITH BENEFIT ISSUES OR INSURANCE ISSUES RELATIVE TO, I DON'T KNOW WHAT, HEALTH OR WORKERS' COMP OR...
OR IS THAT, ARE THEY SEPARATE, ARE THEY WORKING TOGETHER, OR IS THERE AN OVERLAP, IS THERE A CONNECTION? CAN YOU EXPLAIN TO ME WHAT YOUR RELATIONSHIP IS? ABSOLUTELY.
THE RISK DEPARTMENT IS A SEPARATE DEPARTMENT, AND WE DO WORK TOGETHER ON CERTAIN AREAS, BUT THE RISK DEPARTMENT ENCOMPASSES RISK RELATED TO EMPLOYEES AND RISK RELATED TO CONTRACTS.
AND OTHER RISK AND FACILITIES.
SO THEY DO ALL THAT WORK AND THEY'RE NOT WITHIN THE HR HEADCOUNT.
THEY'RE NOT IN THE HR DEPARTMENT.
IT'S A SEPARATE DEPARTMENT DOING THAT.
SO WORKERS COMP IS NOT MANAGED BY HR CURRENTLY.
AND THE EMPLOYEE BENEFITS ARE NOT RELATED TO HEALTH CARE OR THE INSURANCE OR ANY KIND OF OTHER INSURANCE THAT IS A BENEFIT FOR AN EMPLOYEE.
IS THERE A RELATIONSHIP BETWEEN HR AND RISK? AGAIN, I'M NOT TRYING TO HANG YOU.
TO UNDERSTAND, YOU KNOW, WHERE THE DIFFERENT, WHO'S DOING WHAT IN THE TWO DEPARTMENTS.
AND SO, IF I MAY, THERE'S NOT A RELATIONSHIP RISK, AS NINA MENTIONED, A SEPARATE DEPARTMENT, AND HAS WORKERS' COMP, PROPERTY INSURANCE, VEHICLE INSURANCE, BUT THE EMPLOYEE HEALTH BENEFIT PROGRAM, THAT IS THE HEALTH INSURANCE THAT IS MANAGED BY HR AS A EMPLOYEE BENEFIT.
ZORONDA'S TEAM DOES NOT TOUCH EMPLOYEE HEALTH BENEFITS.
YES, SO IF THERE IS AN ACCIDENT AND IT'S WORKERS COMP, IT WILL BE REFERRED TO ZORONDA AND THAT WILL BE MANAGED THROUGH OUR INSURANCE, YOU KNOW, WORKERS COMP INSURANCE.
IF AN EMPLOYEE REQUIRES OR IS PARTICIPATING IN OUR BENEFITS PLAN, AN EMPLOYEE, A RETIREE, POLICE OFFICERS, EVERYONE IN THE CITY GOES THROUGH US, THROUGH OUR BENEFITS.
I GUESS MY FIRST QUESTION I'M GOING TO ASK IS WHY WE'RE NOT GETTING APPLES TO APPLES WHEN YOU'RE COMPARING TO OTHER CITIES.
YOU'VE GOT SOME THAT INCLUDE CIVIL SERVICE AND YOURS DOES NOT.
ADMINISTER CIVIL SERVICE VERY DIFFERENTLY THAN OTHER CITIES AND SO I DID NOT WANT TO INCLUDE CIVIL SERVICE NUMBERS AS JARED WOULD BE PROVIDING THAT INFORMATION.
DON'T YOU THINK THAT GREATLY CHANGES THE RATIO WHEN YOU'VE GOT HOUSTON WITH CIVIL SERVICE, SAN ANTONIO CIVIL SERVICE, AUSTIN AND PHOENIX AND THEN YOU'RE TRYING TO SHOW AN HR TO EMPLOYEE RATIO THAT IS NOT INCLUDING A WHOLE GROUP OF EMPLOYEES.
YOU WILL BE LOOKING AT THE RATIO WITH CIVIL SERVICE THROUGH CIVIL SERVICE.
IT'S LIKE, THIS IS AN HR PRESENTATION, SO AS WE WERE DEVELOPING THE PRESENTATION, WE DID THOUGHT ABOUT WHAT IS THE BEST WAY TO PRESENT IT.
[02:05:01]
TO US THE APPLES TO APPLES, MEANING IF YOU COULD REDO THIS SLIDE, I WOULD LIKE TO RECEIVE IT WHERE IT INCLUDES CIVIL SERVICE AND HR WITH THESE OTHER CITIES THAT HAVE CIVIL SERVICE AND HR.YEAH, BECAUSE CIVIL SERVICE DOES SUCH A DIFFERENT WORK THAN HR, I WANTED TO MAKE SURE THAT IT WAS VERY CLEAR.
I WOULD ACTUALLY ARGUE IT DOES NOT.
I WOULD ACTUALLY ARGUE THESE SHOULD BE COMBINED.
AND I HOPE, CHAIR, THAT WILL BE A VERY ROBUST CONVERSATION, IF NOT AT THIS MEETING, BUT AT THE NEXT, BECAUSE THIS IS, AGAIN, A PLACE FOR ENORMOUS EFFICIENCY WHERE THERE IS DUPLICATION AND, FRANKLY, A LOT OF EXTRA STAFF, IN MY OPINION.
THAT WE HAVE 86 EMPLOYEES IN HR WHEN WE ALREADY OUTSOURCE BENEFITS WE OUTSOURCE FMLA HOW MUCH DO YOU HAVE IN YOUR BUDGET FOR CONTRACTS IS THAT INFORMATION THAT WE HAVE HANDY WE NEED TO FOLLOW UP AND WE GET BACK WITH YOU ON THAT YES OKAY SO 65 DAYS IS THE AVERAGE TIME TO HIRE WHY IS IT SO HIGH? IT IS A COMBINATION OF FACTORS.
I WOULD SAY THAT WHEN YOU COMPARE TO THE YOU KNOW THE STANDARD FOR CITIES IS ACTUALLY ABOUT HALF.
UNFORTUNATELY HIRING IN THE PUBLIC SECTOR IS VERY DIFFICULT.
IT IS DIFFICULT BECAUSE EMPLOYEES ARE OR APPLICANTS ARE LOOKING FOR STABILITY AND UNFORTUNATELY THAT IS NOT NECESSARILY SOMETHING WE CAN ALL TIME OFFER UM WHAT I WOULD SAY CAN I JUST ASK YOU YOU'RE SAYING THAT GOVERNMENT WORK IS NOT STABLE COMPARED TO THE PRIVATE SECTOR IS THAT WHAT YOU'RE SAYING SOME OF THE POSITIONS ARE NOT AND SOME ARE AND SOME ARE PERCEIVED AS NOT STABLE IN PARTICULAR LATELY I'M JUST GONNA STOP YOU THERE BECAUSE I WOULD 100% DISAGREE WITH THAT AND THE REASON WHY IT'S DIFFICULT TO HIRE IS BECAUSE OF RULES THAT YOU'VE PUT IN PLACE THERE'S THERE'S NO OTHER REASON WHY IT IS SO DIFFICULT I'M SORRY AND IF YOU ASK PEOPLE AROUND THIS CITY THEY WILL AGAIN SAY AND BY YOU I'M NOT SAYING YOU PERSONALLY BUT THAT THE CITY HAS CREATED ITS OWN PROBLEM AND EVERY SINGLE DEPARTMENT I'M SORRY CHAIR THIS IS BEFORE YOU WERE HERE BUT WE WENT IN GPFM AND WE ASKED EVERY SINGLE DEPARTMENT WHAT IS THE MOST CHALLENGING DEPARTMENT OF WORK WITH YOU WOULD YOU WOULD CRY TO KNOW THAT EVERY DEPARTMENT SAID HR EXCEPT FOR HR EXCEPT FOR HOUSING AND EXCEPT FOR THE CITY ATTORNEY'S OFFICE AND HOUSING IN THE CITY ATTORNEY'S OFFICE SAID EACH OTHER I BELIEVE IF I MAY I BELIEVE THAT THAT QUESTION WAS NEVER ASKED WHAT WAS ASKED IS WHAT ARE THE MOST DIFFICULT PROCESSES AND SO IT IS I MEAN IT IS WELL SINCE I ASKED MANY OF THE DEPARTMENTS I KNOW SPECIFICALLY WHAT THE QUESTION WAS AND IT WAS WHAT IS THE HARDEST DEPARTMENT TO WORK WITH AND WHEN I LOOK AT THE NUMBER OF PEOPLE THAT ARE IN THESE DEPARTMENTS, AND YOU HAVE 10 PEOPLE WORKING ON THE HR INFORMATION SYSTEM THAT WE'VE SPENT, I DON'T KNOW, $6 MILLION ON AND CONTINUE TO INVEST IN, AND IT WAS MEANT TO CREATE EFFICIENCY.
THAT WAS WHAT WE WERE SOLD ON.
AND INSTEAD, WE'RE INVESTING MORE AND MORE MONEY IN THE SYSTEM FOR THE TECHNOLOGY AND FOR THE STAFF.
AND I DON'T BELIEVE IT'S DOING 23.
EMPLOYEES ARE DOING HR CONSULTING? WHAT DOES THAT EVEN MEAN? THOSE ARE HR GENERALISTS.
THAT IS THE WORK THAT THEY DO AT THE DEPARTMENT LEVEL IN TRAINING, PERFORMANCE MANAGEMENT.
SO EVERY DEPARTMENT BENEFITS FROM THE WORK OF THOSE 23 EMPLOYEES.
BUT IS THE TRAINING NOT LEARNING AND DEVELOPMENT? BECAUSE YOU HAVE OTHER PEOPLE FOR THAT.
THE ORGANIZATION OF THE HR DEPARTMENT INCLUDES CENTERS OF EXPERTISE WHICH ARE STAFF DEDICATED TO BEST PRACTICES, BRINGING IN PROGRAMS, PUTTING TOGETHER PROGRAMS, AND THOSE ARE THE TWO PEOPLE THAT YOU ARE LOOKING AT IN LEARNING AND DEVELOPMENT.
THEY DEVELOP TRAINING NOW TO DEPLOY TRAINING TO THE ENTIRE ORGANIZATION, TO THE 13,000 EMPLOYEES.
YOU NEED SOMEONE TO GO AND TAKE THAT INFORMATION AND BRING IT TO THE EMPLOYEES DIRECTLY.
I'M SORRY, SO ARE YOUR PEOPLE CONDUCTING THE TRAINING? SOME OF THEM, YES.
OR YOU'RE BRINGING IN OTHER PEOPLE TO DO TRAINING? NO, I MEAN THESE ARE TRAININGS THAT WE HAVE DEVELOPED AND WE HAVE DEPLOYED DIRECTLY.
AND OF THE 10 STAFF THAT ARE DOING COMPENSATION, HOW CAN WE KEEP HEARING HOW YOU HAVE
[02:10:02]
TO HIRE OUTSIDE GROUPS TO DO COMPENSATION STUDIES? THERE ARE CERTAIN COMPENSATION STUDIES THAT ARE DONE BY OUTSIDE GROUPS BECAUSE IT HAS BEEN EITHER REQUESTED, FOR INSTANCE FOR MEET AND CONFER, THEY DO NOT WANT US TO DO INTERNAL STUDIES THEY WOULD LIKE FOR A SEPARATE ORGANIZATION OTHER THAN MEET AND CONFER WHAT OTHER OUTSIDE COMPENSATION STUDIES HAVE BEEN DONE NOT RECENTLY THE ONLY COMPENSATION STUDIES THAT WE HAVE DONE RECENTLY ARE RELATED TO MEET AND CONFER THAT INCLUDES CONSULTANTS ALL OTHERS HAVE BEEN DONE INTERNALLY OKAY I'M JUST GOING TO SAY CHAIR I WOULD VERY MUCH LIKE TO HAVE THE DISCUSSION OF COMBINING HR AND CIVIL SERVICE AND WHAT OTHER SOURCES WHAT OTHER AREAS WE CAN COMPLETELY OUTSOURCE THIS THIS HAS BEEN AN ONGOING AREA OF INEFFICIENCY IN OUR CITY AND NEEDS IMPROVEMENT IN MY OPINION THANK YOU THANK YOU CHAIR MILLICENT COUNCIL COUNCILMEMBER BLACKMAN BECAUSE OF TIME I ACTUALLY AGREED WITH MS. MENDELSON, IT'S A PRETTY FRAGMENTED SYSTEM.AND I THINK WE NEED TO COMBINE IT AND I KNOW THERE'S CHARTER IMPLICATIONS, BUT I DO THINK IT CAN BE DONE AT THE WILL OF GETTING IT DONE BECAUSE I JUST THINK IT'S FRAGMENTED.
I FEEL LIKE YOU'RE TRYING TO PUT A PROGRAM TOGETHER IN ORDER TO MAKE IT WORK AND IT'S REALLY JUST STILL FROM THE 1970S. AND SO I DO BELIEVE THAT IF WE WANT TO BE AN EFFICIENT CITY, WE PROBABLY SHOULD START AT HR.
THAT'S MY TWO CENTS IS HOW DOES IT HOW DO YOU START THE PROCESS TO COMBINE IT AND IT MAY BE A CHARTER VOTE.
I THINK THAT IS ONE THING BUT IT COULD BE THAT ALL THIS FOLDS INTO CIVIL SERVICE ANYWAY, SO I WOULD LIKE TO SEE HOW IT WORKS.
THANK YOU COUNCIL MEMBER ROTH.
I'M SORRY COUNCIL MEMBER RIDLEY MISSOURIAS DO YOU SEE ANY? WHAT DO YOU SEE AS THE FUTURE FOR AI AS A MEANS OF? REDUCING THE NEED FOR MANUAL REVIEW OF EMPLOYMENT APPLICATIONS AND OTHER PURPOSES IN YOUR DEPARTMENT TO INCREASE EFFICIENCY.
I BELIEVE THERE IS MUCH POTENTIAL AND OPPORTUNITY IN DOING THAT.
AND IN PARTICULAR, WE ARE WORKING WITH WORKDAY TO INCORPORATE AI IN OUR PROCESS.
AND I WOULD LIKE TO ASK TOMMY MOLLIS TO PROVIDE A LITTLE BIT MORE INFORMATION ON HOW WE'RE DOING THAT.
THANK YOU TOMMY MULLIS, ASSISTANT DIRECTOR.
SO WORKDAY HAS RECENTLY ANNOUNCED ABOUT TWO YEARS AGO THAT THEY'RE ENTERING THE EUGENIC AREA OF CALLED WORKDAY AGENTS.
EACH AGENT SPECIFICALLY SERVES AROUND EACH OF THE MAJOR MODULES THAT WORKDAY HAS.
SO ESSENTIALLY WHAT IT DOES IS IT MAKES THE PROCESS EASIER.
AN EXAMPLE IS IF YOU WISH TO REQUEST A DAY OFF IN WORKDAY INSTEAD OF YOU SUBMITTING ALL THE DIFFERENT PROMPTS AND CLICKS.
YOU CAN JUST ASK IT TO DO IT THROUGH A LIKE A QUICK SEARCH BAR AS YOU WOULD USE LIKE CHAT GPT SO THAT'S JUST ONE IDEA SO THEY HAVE INVESTED A LOT IN BUYING SEVERAL AI APPLICATIONS AND PART OF THAT IS TO REDUCE THE TRANSACTIONAL THAT CONNECTION FOR DOING PERFORMANCE REVIEWS JOB DESCRIPTIONS ANY OF THOSE MANUAL TASKS THAT STILL REQUIRE SOME LEVEL OF CLICKS IT CAN HELP DO IT IT STILL MEANS THAT YOU GOT TO HAVE A PERSON ON THE OTHER SIDE TO VALIDATE WHAT IS BEING SAID RIGHT JUST LIKE ANYTIME YOU USE AI YOU'RE NOT JUST GOING TO TAKE IT AT FACE VALUE THERE HAS TO BE SOME EXPERIENCE THERE'S A LOT OF INVESTMENT THAT'S HAPPENING WE ARE ACTUALLY EXPLORING THAT IN OUR PREVIEW RIGHT NOW WHICH IS A TENANT AND WE WILL WE'RE DEFINITELY EXCITED ABOUT SOME OF THE FUNCTIONALITY THAT IT BRINGS TO THE CITY DO YOU ANTICIPATE THAT THOSE INNOVATIONS WILL REDUCE YOUR HEAD COUNT AT SOME POINT SO FOR, AND I JUST WANT TO BE, AND I WANT TO PREFACE THIS, IS ANY TIME COMES WITH HR TECHNOLOGY, AND I'VE IMPLEMENTED HR TECHNOLOGY SYSTEMS FOR THE LAST 15 YEARS ALL ACROSS THE UNITED STATES, IS IT'S NOT ABOUT REDUCING HEADCOUNT WHEN YOU'RE EMPLOYING DIFFERENT TECHNOLOGIES, HOW TO REDUCE RISK, HOW TO OPTIMIZE AND REDUCE THE TRANSACTIONAL.
WE HAVE TO MAKE SURE THAT WHEN WE UNDERSTAND WHAT REDUCING HEADCOUNT IS, WHAT DOES THAT HEADCOUNT LOOK? OBVIOUSLY, THERE'S ALWAYS GOING TO BE EFFICIENCIES.
SO I WANT TO BE VERY WARY BECAUSE WHEN I CAME HERE A COUPLE YEARS AGO, WE DID HAVE A VERY, VERY HEADCOUNT IN THE HRAS TEAM.
THERE WAS ABOUT 20 PEOPLE THAT INCLUDED CONSULTANTS.
WE REDUCED THAT BY 50%, RIGHT, SINCE IMPLEMENTATION.
SO WE HAVE REDUCED OUR LEAN ON THAT.
BUT WHEN YOU LOOK AT THE RATIO OF HOW MANY PEOPLE IT TAKES TO SUPPORT AN HR TECHNOLOGY SYSTEM OF THIS NATURE, WE HAVE TO UNDERSTAND WHAT DOES THAT MEAN AND WHAT DOES THAT TAKE FROM THAT TRANSACTIONAL PERSPECTIVE.
[02:15:01]
SO IN ESSENCE CAN WE BE OPTIMIZED? CAN WE WORK MORE EFFICIENT? ABSOLUTELY.WHAT THAT NUMBER IS, I CAN'T TELL YOU TODAY.
AND IF I MAY ADD TO THAT, WHEN WE'RE TALKING ABOUT ONBOARDING OR RECRUITMENT, YES, WE'LL BE ABLE TO REDUCE THE NUMBER OF PEOPLE DEDICATED TO ONBOARDING OR RECRUITMENT IF WE HAVE A MORE EFFICIENT PROCESS.
ACTUALLY, MANY OF THOSE POSITIONS HAVE BEEN EITHER REPURPOSED OR ELIMINATED OVER THE LAST THREE YEARS.
AND WE WILL CONTINUE TO DO THAT AS, YOU KNOW, MAINTAINING, AS WELL AS WE'RE ABLE TO MAINTAIN SERVICE LEVELS.
THERE IS A LEVEL OF STAFFING YOU NEED TO MAINTAIN FOR THE SERVICE LEVEL AT THE TIME, ACCORDING TO THE TECHNOLOGY YOU HAVE DEPLOYED AT THE TIME.
AND IF I MAY ADD, EFFICIENCY IS NOT JUST REDUCING HEADCOUNT, IT'S REDUCING COSTS.
WE NO LONGER NEED TO USE THE EQUIFAX CONTRACT THAT WE HAVE TO FILE ACA 1094 AND 1095S.
BECAUSE NOW THAT WE INTEGRATE DIRECTLY WITH THE IRS, WE'VE SAVED THE CITY OVER $250 MILLION.
AGAIN, EVERYONE WAS REALLY EXCITED WHEN I SAID THAT.
WELL, I WOULD LIKE TO HAVE A FOLLOW-UP REPORT ON THESE ISSUES BY YOUR DEPARTMENT AT A FUTURE COMMITTEE MEETING.
WHEN WOULD BE AN APPROPRIATE TIME FOR YOU TO REPORT BACK ON THE PROGRESS MADE IN UM...
THESE TECHNOLOGY INNOVATIONS? SIX MONTHS? YEAH, SIX MONTHS.
LAST WEEK WAS ACTUALLY THE FIRST WEEK THAT HR'S TEAM TURNED ON SOME OF THE AI FEATURES IN SOME OF OUR PREVIEW.
SO I THINK IN SIX MONTHS, WE WILL DEFINITELY HAVE A LOT MORE TO REPORT BACK.
MR. CHAIR, I'D LIKE TO REQUEST THAT WE PUT THEM ON THE AGENDA ABOUT SIX MONTHS OUT SO THAT THEY CAN REPORT ON THEIR EFFICIENCY INNOVATIONS.
I HAVE A QUESTION AND I KNOW WE HAVE WE'RE PUSHED FOR TIME BUT CAN YOU TELL US HOW MANY EMPLOYEES DO HR AND ARE EMBEDDED IN DEPARTMENTS NOT COUNTED IN NOT IN HR? YES THAT IS THANK YOU FOR THAT QUESTION THAT IS A QUESTION THAT IS ASKED OFTEN WHAT I CAN TELL YOU IS THAT THERE ARE NO ADDITIONAL HR STAFF EMBEDDED.
WHAT WE DO HAVE IS STAFF THAT ASSISTS MANAGEMENT WITH MANAGEMENT PROCESSES.
FOR INSTANCE, PROCESSING TIME CARDS OR PROCESSING PERFORMANCE EVALUATIONS OR APPROVING TRAINING.
SO WE HAVE PEOPLE IN DEPARTMENTS THAT ARE ADMINISTRATIVE FOCUSED STAFF DOING HR TYPE WORK.
BUT THEY DO NOT DO COMPENSATION.
THEY DON'T MANAGE INVESTIGATIONS.
THEY DON'T DO THE WORK THAT HR STAFF DOES.
THEY DON'T HAVE ACCESS TO OUR SYSTEMS. I WOULD SAY THE ONLY EXCEPTION TO THAT WOULD BE PARKS THAT HAS SOME STAFF, BUT THEY'RE MOSTLY DEDICATED TO TRAINING THEIR PEOPLE.
THEY HAVE HIGH VOLUME, SO THEY HAVE STAFF DEDICATED TO PARKS.
THEY HAVE A VERY PARTICULAR ENVIRONMENT AND THEY HAVE STAFF, BUT AGAIN, THEY'RE NOT HR STAFF.
THEY'RE MOSTLY PAYROLL PROCESSING STAFF OR ONBOARDING PROCESSING STAFF OR IT MAY BE RECRUITMENT OUTREACH STAFF, BUT THEY'RE NOT HR STAFF.
SO WHAT ABOUT NDPD, DFR, THE RECRUITING AND THOSE DEPARTMENT OF DPD INVESTIGATIONS? IT SEEMS LIKE THEY'RE DOING SOME OF THE HR WORK, AND IT SEEMS LIKE WE'RE GETTING CAUGHT UP IN SEMANTICS, AND IF THEY DON'T DO THIS JOB, THEN IT'S NOT REALLY GOOD.
WE'RE NOT REALLY CONSIDERING THEM HR.
SO CAN YOU EXPLAIN THAT? YES, DPD, FOR INVESTIGATIONS IN PARTICULAR, THERE ARE CERTAIN REGULATIONS THAT DO NOT ALLOW CIVILIANS TO DO INVESTIGATIONS RELATED TO THE CONDUCT OF POLICE OFFICERS.
SO THERE ARE INTERNAL AFFAIRS STAFF DEDICATED TO THAT TYPE OF WORK.
HOWEVER, IF THERE IS AN INVESTIGATION THAT IS ABOUT SOMEONE WORKING IN DPD THAT IS RELATED TO, YOU KNOW, MAYBE SEXUAL HARASSMENT, THEN WE WILL COME IN AND ASSIST WITH THAT.
SO IT DEPENDS ON THE ISSUE AND IT DEPENDS ON THE TYPE OF EMPLOYEE.
BUT, YOU KNOW, AGAIN DPD, DFR, AND PARKS ARE THE ONLY DEPARTMENTS THAT REALLY HAVE STAFF DEDICATED TO IT AND PARKS DOESN'T HAVE.
STAFF DEDICATED TO OTHER THAT TRAINING AND ONBOARDING.
BEFORE I GO ON, ANY OTHER QUESTIONS? CHAIR MIDDLETON? WELL, ACTUALLY, CHAIR, YOUR QUESTION IS THE ONE I WOULD REALLY LIKE TO GET THE ANSWER TO BECAUSE I'LL JUST TELL YOU WE'RE ABOUT TO HAVE A PUBLIC SAFETY COMMITTEE MEETING AT ONE O'CLOCK AND THERE'S AN ENTIRE RECRUITING DEPARTMENT
[02:20:02]
FOR DPD, AN ENTIRE RECRUITING DEPARTMENT FOR DFR.THEY DO, I MEAN, I'VE BEEN WITH THEM ON TRIPS TO DO THE RECRUITING AND ONBOARDING AND TESTING.
NOW, I UNDERSTAND THE CIVIL SERVICE SIDE OF THAT, BUT THERE'S NO WAY YOU'RE GOING TO TELL ME THAT THE WORK THAT THEY'RE DOING IS NOT HR. IT IS.
AND YOU JUST ENUMERATE AN ENTIRE LIST OF THINGS THAT REALLY SHOULD BE INCLUDED IN HR STAFFING.
AND WHEN YOU'RE MAKING THESE COMPARISONS, AGAIN, YOU CAN MAKE A COMPARISON, BUT WHEN YOU PULL OUT CIVIL SERVICE AND YOU'RE NOT EVEN ACKNOWLEDGING ALL OF THE EMBEDDED HR PEOPLE, YOU'RE GOING TO TELL ME THAT THE WATER DEPARTMENT DOESN'T HAVE EMBEDDED HR PEOPLE? I DON'T BELIEVE IT.
I'M TELLING YOU, ALL ACROSS THIS ENTIRE CITY STAFF, THERE ARE HR PEOPLE, WHETHER THEY'RE DOING TRAINING, WHETHER THEY'RE HIRING, WHETHER THEY'RE MANAGING, AND THEY'RE DOING IT, AGAIN, AROUND HR BECAUSE OF THE PROBLEMS THAT WE'VE SEEN.
YOU KNOW, I THINK WE'VE SEEN THE AUDITS, BUT I'D LIKE TO SEE, CHAIR, THE ANSWER TO YOUR QUESTION, WHICH IS ALL OF THE POSITIONS WITHIN THE CITY THAT ARE DOING HR WORK IN VARIOUS DEPARTMENTS.
I WOULD LIKE TO CLARIFY ON SLIDE 11, THERE IS A, I WOULD SAY IT'S A GRAPHIC THAT SHOWS WHAT IS DONE BY.
CIVIL SERVICE, WHAT IS DONE BY HR, AND WHAT IS DONE BY DPD AND DFR IN REGARDING RECRUITMENT.
SO THE SPECIFIC OF WHAT DO THEY DO AND FOR WHOM IS LISTED THERE.
NOW OUTREACH, YES, DFR AND DPD HAVE VERY VERY ROBUST OUTREACH PROGRAMS. I DO NOT KNOW, I MEAN I CANNOT GIVE YOU THE EXACT NUMBER, I THINK IT FLUCTUATES OF PEOPLE DEDICATED TO IT.
BUT AGAIN, THAT IS WORK THAT THEY DO MOSTLY WITH CIVIL SERVICE.
SO I'M SURE THAT JARED MAY HAVE MORE DETAILS FOR YOU IN THAT REGARD.
WELL, I THINK IT'S INSULTING TO SAY THAT THEY DO OUTREACH.
THEY'RE LITERALLY HUMAN RESOURCE PROFESSIONALS IN THE WORK THAT THEY'RE DOING.
AND THEY ARE DOING RECRUITING.
AND OUTREACH IS WHEN THEY'RE GOING INTO THE COMMUNITY SAYING, HEY, HERE'S A DRONE PROGRAM WE WANT TO TELL YOU ABOUT.
BUT WHAT THEY'RE DOING IS LITERALLY SETTING UP RECRUITING MEETINGS ALL OVER THE STATE AND THE COUNTRY AND LITERALLY PUTTING THAT PROGRAM TOGETHER.
SO THAT, I THINK, IS SORT OF INSULTING TO THE STAFF MEMBERS WHO DO THAT.
AND, YES, YOU HAVE POLICE FIRE.
YOU DIDN'T INCLUDE THEIR NUMBERS IN YOUR HR TOTALS.
BUT THERE'S OTHER DEPARTMENTS AS WELL THAT HAVE PEOPLE WHO ARE TRULY DEDICATED TO DOING HR WORK.
THANK YOU, COUNCILMEMBER RESENDEZ.
NINA, THANK YOU SO MUCH FOR THE PRESENTATION.
THANK YOU ALL FOR THE PRESENTATION.
I WAS GOING TO JUST SAY THANK YOU FOR RESPONDING TO COMMENTS THAT MY COLLEAGUES MAKE, BECAUSE I LISTEN TO WHAT YOU ALL ARE SAYING.
AND SO I'M GOING TO CONTINUE TO LEAN ON YOU ALL'S EXPERTISE MANY TIMES OVER A LOT OF THE FOLKS THAT SERVE ON THE COUNCIL AND ARE PRIMARILY FOCUSED ON CUTTING THE BUDGET.
YOU KNOW, THAT'S UNDERSTANDABLE.
YOU HAVE A DIFFERENT PERSPECTIVE BUT I NEED TO HEAR THE RESPONSE FROM Y'ALL AND I REALLY JUST WANT TO SAY THANK YOU FOR THE RESPONSES YOU PROVIDED THANK YOU THANK YOU COUNCILMEMBER ROTH THANK YOU LET ME SAY THIS AND THEN WE'RE MOVING ON THERE HAVE BEEN A FEW QUESTIONS AND I HAVE A FEW CONCERNS FROM MY COLLEAGUES THAT ARE ASKING SPECIFIC QUESTIONS AND I'VE NOTICED THAT A FEW QUESTIONS BY THE QUESTIONS THAT WAS ASKED.
SO I'M NOT GOING TO DO THE BEAT UP SECTION, BUT WHEN YOU GUYS PRESENT, I WANT YOU GUYS TO BE ABLE TO GET EVERYTHING THAT WE'RE NEEDING SO WE CAN MAKE DECISIONS AND RECOMMENDATIONS TO OUR FULL COUNCIL.
AND I'VE NOTICED THAT TODAY, I'VE NOTICED IT A FEW TIMES, NOT JUST AT COMMITTEE MEETINGS, BUT ALSO AT COUNCIL.
AND SO I WILL BE SPEAKING WITH THE CITY MANAGER CONCERNING THIS BECAUSE WHEN WE'RE SITTING HERE...
AND WE'RE HAVING TO MAKE THESE RECOMMENDATIONS.
WE NEED TO MAKE SURE THAT WE GAIN ALL THE INFORMATION AND NOT CONTINUE TO SAY, WE'LL GET BACK WITH YOU, WE'LL GET BACK WITH YOU.
I WANT YOU TO BE PREPARED JUST LIKE WE'RE TRYING TO BE PREPARED TO DO WHAT WE NEED TO DO FOR OUR COMMUNITIES AND FOR OUR CITIZENS.
THAT'S NOT A QUESTION, THAT'S A STATEMENT.
SO I'LL BE SPEAKING WITH CITY MANAGERS CONCERNING THAT MATTER.
ANY OTHER QUESTIONS OR STATEMENTS? THANK YOU SO MUCH.
FINALLY, WE HAVE OUR OVERVIEW OF CIVIL SERVICE AND DEPARTMENT.
[02:25:02]
GOOD MORNING TO THE COMMITTEE.I'M JARED DAVIS AND I HAVE THE DISTINCT PLEASURE OF SERVING AS THE CITY OF DALLAS' CIVIL SERVICE BOARD SECRETARY AND DEPARTMENT DIRECTOR.
I WANTED TO PROVIDE YOU ALL THIS MORNING AT YOUR REQUEST.
SOME INFORMATION AS IT RELATES TO OUR DEPARTMENT, SOME OF THE INDIVIDUALS THAT WE SERVE, AND GENERALLY HOW WE'RE ORGANIZED, OUR HEADCOUNT, AND THOSE KINDS OF THINGS.
THE CIVIL SERVICE MISSION IS TO EMPLOY AND RETAIN THE BEST AND BRIGHTEST WORKFORCE, ENHANCING THE VITALITY AND QUALITY OF LIFE FOR ALL IN THE DALLAS COMMUNITY.
WE IN THE CIVIL SERVICE, OUR FUNCTION WAS BORN OUT OF THE GOOD GOVERNANCE PARADIGM PREDICATED ON THE BELIEF THAT A PUBLIC ENTITY'S SACRED DUTY TO SAFEGUARD THE PUBLIC TRUST IS THROUGH A SYSTEM OF CHECKS AND BALANCES, WHICH CREATED THE CIVIL SERVICE FUNCTION.
AS COUNCILMEMBER BLACKMON MENTIONED, IN THE LATE 1960S WAS WHEN WE REALLY ADDED THIS COMPONENT, WHEN WE ADDED THE MERIT SYSTEM OF EMPLOYMENT, WHICH INCLUDES THE PRESENT-DAY RECRUITMENT, TESTING, AND ASSESSMENT FUNCTIONS THAT ARE WITHIN THE DEPARTMENT.
CURRENTLY, THE CIVIL SERVICE DEPARTMENT SUPPORTS THE RECRUITMENT AND ASSESSMENT NEEDS OF ROUGHLY 83% OF THE CITY OF DALLAS' WORKFORCE.
UNFORTUNATELY, I HAVE NOT DONE A NEW TOTAL WITH SOME OF OUR REIMAGINATION OF DEPARTMENTS AND SUCH.
I DO BELIEVE THAT THAT NUMBER HAS INCREASED HERE RECENTLY, BUT AT LAST COUNT, IT WAS 83% OF INDIVIDUALS IN THE CITY OF DALLAS THAT WE SERVE FROM A CIVIL SERVICE POINT OF VIEW.
WE ARE GOVERNED BY A CIVIL SERVICE BOARD.
IT'S A SEVEN-MEMBER BOARD APPOINTED BY YOU ALL AS WELL AS THE MAYOR.
AND ON SLIDE NUMBER FOUR, THANK YOU, AND THEY'RE RESPONSIBLE FOR OVERSEEING THE DESIGN OF THOSE SELECTION METHODS, ENSURING THE FAIRNESS AND EFFECTIVENESS IN THE SELECTION OF APPLICANTS FOR CITY EMPLOYMENT.
THEY PROVIDE AN OBJECTIVE FORUM THROUGH WHICH EMPLOYEES CAN APPEAL CLAIMS OF DISCRIMINATION AND MISINTERPRETATION OR MISAPPLICATION OF CIVIL SERVICE RULES.
SO IN OTHER WORDS, HANDLING THE GRIEVANCE FUNCTION THAT TERMINATES WITH THE CIVIL SERVICE DEPARTMENT AS WELL AS THESE BOARD MEMBERS SERVE ALONGSIDE ADJUNCT PANEL MEMBERS TO ADMINISTER TRIAL BOARD HEARINGS THAT GRANT DUE PROCESS TO DEMOTED OR TERMINATED EMPLOYEES HERE AT THE CITY WE ARE ORGANIZED INTO THREE SEPARATE UNITS ONE IS THE RECRUITING AND EXAMINING UNIT, WHICH AS THE NAME BEARS OUT, THEY'RE RESPONSIBLE FOR HELPING TO RECRUIT AND REVIEW AND SCREEN RESUMES AND APPLICATIONS FOR EMPLOYMENT HERE AT THE CITY.
THEN WE HAVE A TEST AND VALIDATION AND ASSESSMENT UNIT WHO'S RESPONSIBLE FOR DESIGNING TEST INSTRUMENTS PRIMARILY FOR ANY OF OUR TESTED CIVILIAN POSITIONS, BUT MOST IN VOLUME, THE POLICE AND FIRE ENTRY LEVEL EXAMS AS WELL AS PROMOTIONAL EXAMS THAT WE UNDERTAKE FOR BOTH POLICE AND FIRE.
THEN WE HAVE THE ADMINISTRATION UNIT, WHICH WE JUST ALLUDED TO EARLIER, OVERSEES OUR GRIEVANCE AND APPEAL HEARINGS, AS WELL AS SOME OF THE OTHER INTERNAL ADMINISTRATION FUNCTIONS WITHIN THE DEPARTMENT.
ONE OF THE THINGS THAT I'VE OPERATED ON SINCE BEING IN THIS ROLE, AND I SHARE WITH YOU ON THE NEXT SLIDE, IS THAT WE HAVE THREE FOCUS AREAS THAT GUIDE ALL OF OUR WORK.
AND I THINK IT'S IMPORTANT TO JUST STOP HERE AND ILLUMINATE THESE FOR A MOMENT.
UNDER TALENT ATTRACTION, OUR GOAL IS TO TRANSFORM THE CIVIL SERVICE TALENT ACQUISITION AND HIRING PROCESS TO BETTER ATTRACT TALENT INTO THE CITY OF DALLAS' ORGANIZATION.
I LOOK TO COUNCILWOMAN BLACKMON WHEN I MAKE THIS STATEMENT THAT, YOU KNOW, WHEN I FIRST CAME INTO THIS ROLE, CIVIL SERVICE WAS BELABORED WITH A LOT OF ISSUES THAT WE'VE BEEN VERY DILIGENT ABOUT MAKING SURE WE'RE TAKING STRIDES TO TRANSFORM THE HIRING FUNCTION AND GET BETTER RESULTS BACK OUT TO THE ORGANIZATION.
AND SO THAT'S OUR ONGOING FOCUS IN TERMS OF OUR STRATEGY.
THE SECOND IS AROUND TALENT ASSESSMENT, ENHANCING TALENT ASSESSMENT AND PLANNING PRACTICES OF THE DEPARTMENTS TO BETTER MEET HIRING NEEDS OF THE CITY OF DALLAS' ORGANIZATIONS.
JUST NOT TODAY, BUT ALSO TOMORROW, WHEN WE START TO LOOK AT LONG-TERM TALENT NEEDS THAT WE NEED, WHETHER IT BE SOMEONE WORKING IN WASTEWATER OR IN STREETS, THE POLICE, WE WANT TO MAKE SURE THAT WE ARE ON THE MONEY AND LOOKING LONG-TERM ON WHAT KIND OF SKILL MIX WE NEED AND HOW DOES THAT MEAN.
MR. CHAIR, DO WE NEED TO PARTNER WITH DALLAS ISD IN TERMS OF BRIDGE PROGRAMS AND PIPELINE PROGRAMS SO WE CAN HAVE THAT TALENT READY FOR THE FUTURE? THAT'S VERY MUCH A PART OF OUR WORK FOCUS AND PROGRAM.
AND THEN OPERATIONAL EXCELLENCE IS MAKING SURE WE'RE DEVELOPING A CONTINUOUS LOOP TO GET OURSELVES BETTER YEAR OVER YEAR.
AND WE REMOVE THINGS THAT AREN'T WORKING AND TRY TO IMPLEMENT THINGS THAT HAVE POTENTIAL TO WORK AND MONITOR THOSE RESULTS AND BE RESPONSIVE TO THAT AS WE MOVE FORWARD YEAR OVER YEAR.
NEXT SLIDE, IT'S REALLY THE FOUR TALENT IMPERATIVES THAT I'VE REDUCED DOWN TO FOUR THINGS THAT WE MUST, MUST DO IF WE THINK ABOUT TALENT FOR THE CITY OF DALLAS, BOTH TODAY AND TOMORROW.
IT'S NUMBER ONE, WE MUST EXPAND OUR CANDIDATE REACH.
WE MUST GO OUT AND REACH CANDIDATES WHERE THEY ARE.
AND SO THAT'S WHERE YOU SEE SOME OF THAT WORK.
THAT'S WHERE YOU SEE SOME OF THAT WORK AROUND MARKETING AND BRANDING AND WHAT'S
[02:30:02]
UNDERPINNING IN TALENT CENTRAL.NUMBER TWO IS INTENTIONALLY GATHER AND UTILIZE MARKET CAREER AND POSITION DATA TO DEVELOP AND REFINE THOSE TALENT SOURCING STRATEGIES.
SO UNDERSTANDING WHERE TALENT IS COMING FROM, MAKING SURE THAT WE HAVE SOURCING PLANS AND STRATEGIES IN PLACE, MUCH LIKE I JUST MENTIONED EARLIER, EVEN IF IT MEANS LIKE NUMBER THREE, CULTIVATING KEY COMMUNITY AND EDUCATIONAL PARTNERSHIPS IN ORDER TO GENERATE THAT TALENT IF IT DOESN'T EXIST.
AND THEN NUMBER FOUR, INTENTIONALLY LEVERAGE RECRUITMENT OPERATIONS PROCESS IMPROVEMENT PLANNING AS THE FRAMEWORK.
IF WE'RE NOT MEASURING WHAT WE DO AND MAKING SURE WE'RE GETTING THAT RIGHT, THEN WE'RE JUST ON A WHEEL OF INEFFECTIVENESS.
ON CHART NUMBER EIGHT, I HAVE, AND I KNOW THIS CHART IS BROUGHT TO YOU BY YOUR LOCAL OPTOMETRIST, BUT WHAT I WANTED TO POINT OUT HERE IS HOW WE'RE ORGANIZED.
NUMBER ONE IN OUR ANALYSIS AND DEVELOPMENT.
AND VALIDATION DEPARTMENT, WE HAVE CURRENTLY, THE CIVIL SERVICE DEPARTMENT HAS 22 FULL-TIME EMPLOYEES.
AND SO IF WE LOOK AT A RATIO, WE'RE SERVING ABOUT ONE PERSON TO EVERY 556 EMPLOYEES, JUST BASED ON HOW WE'RE ORGANIZED IN CIVIL SERVICE AND JUST WHAT WE'RE TOUCHING AND DOING.
BUT WE HAVE FOUR EMPLOYEES WHO WORK IN ANALYSIS AND DEVELOPMENT.
WE HAVE EIGHT EMPLOYEES WHO WORK IN APPLICATION EVALUATION FOR CIVILIANS.
SO THOSE ARE ALL OF YOUR CLASSIFIED CIVIL SERVICE POSITIONS THAT ARE CIVILIAN.
WE HAVE SEVEN WORKING UNIFORM, LOOKING AFTER OUR UNIFORM PARTNERS, SO POLICE, FIRE, ALL OUR PROMOTIONAL THINGS THERE.
AND THEN WE HAVE THREE FULL-TIME EMPLOYEES WORKING IN THE CIVIL SERVICE BOARD ADMINISTRATION, SO COORDINATING HEARINGS, MANAGING THE BACK OFFICE BUSINESS PIECES, AS WELL AS OTHER THINGS.
SO THAT'S HOW WE'RE ORGANIZED AS IT RELATES TO THAT.
TURNING NOW TO JUST GIVE YOU A FLAVOR OF SOME OF OUR SERVICES AND PROGRAMS ON SLIDE 10.
LAST YEAR WE EVALUATED 93,000 APPLICATIONS.
WE PROCESSED ALMOST 3,000 REQUISITIONS FOR HIRE.
WE ATTENDED 18 OUTREACH EVENTS.
ONE OF THE THINGS THAT WE'RE ALSO DOING AS WE FACE THE REALITY OF THIS HIRING FREEZE IS MAKING SURE THAT WHERE WE'RE GOING IS WHERE WE NEED TO BE.
AND BY THAT I MEAN, ARE WE GETTING THE APPLICANTS THAT WE HOPED FOR? ARE WE GETTING THOSE INQUIRIES ABOUT EMPLOYMENT OPPORTUNITIES? WE WANT TO MAKE SURE WE KNOW THERE ARE CERTAIN EVENTS THAT WE'RE ALWAYS GOING TO NEED TO BE AT BECAUSE WE WANT TO MAKE SURE THAT WE'RE KEEPING THE CITY OF DALLAS AS AN EMPLOYER BRAND OUT IN FRONT OF PEOPLE.
BUT WE'RE GOING TO ALSO TAKE THIS AS AN OPPORTUNITY TO DO SOME AFTER ACTION REVIEWS TO MAKE SURE THAT WHERE WE'RE INVESTING TIME, PEOPLE AND RESOURCES, WE'RE ACTUALLY GETTING A TURN ON THAT INVESTMENT IN TERMS OF ENHANCING OR OTHERWISE FORTIFYING THOSE APPLICANT POOLS.
LAST YEAR WE HEARD 13 TRIAL BOARD AND ADMINISTRATIVE LAW JUDGE HEARINGS.
IT'S IMPORTANT THAT YOU UNDERSTAND THAT ALL GRIEVANCES KIND OF TERMINATE WITH CIVIL SERVICE FOR THE BULK OF THE ORGANIZATION IF THEY ARE ENTITLED TO THAT CIVIL SERVICE NEXT LEVEL OF REVIEW.
AND SO LAST YEAR THAT CULMINATED IN ABOUT 13.
AND THEN ALSO ANYTIME SOMEONE IF THEIR EMPLOYMENT IS SEPARATED FROM THE CITY, THEY MUST COME BACK BEFORE THE CIVIL SERVICE BOARD FOR A REHIRE ELIGIBILITY HEARING AND TALK ABOUT, YOU KNOW, WHAT HAS HAPPENED SINCE THEIR TIME WITH THE CITY IN HOPES THAT THE BOARD WILL GRANT THEM THE ABILITY TO MAKE REAPPLICATION FOR EMPLOYMENT HERE.
SO LAST YEAR WE HEARD 12 OF THOSE.
LAST YEAR WE ADMINISTERED 09,740 UNIFORMED OR SWORN EXAMS ACROSS THE ORGANIZATION AT VARIOUS RANKS.
AND THEN FOR OUR CIVILIAN POSITIONS, AND WHEN I SAY CIVILIAN, I MEAN THAT THERE ARE SEVERAL DIFFERENT TESTED CIVILIAN POSITIONS.
AND SO LAST YEAR WE TESTED SOME 03,787 OF THOSE INDIVIDUALS.
I ALSO WANTED TO JUST SHARE WITH YOU ONGOING AND NEVER-ENDING ON SLIDE 11 ARE OUR SWORN PROMOTIONAL UNIFORM ACTIVITIES.
AS YOU ALL ARE AWARE, THE ABILITY TO PROMOTE.
WELL, FIRST THE ABILITY TO GRADUATE FROM FIRE OR POLICE ACADEMY AND THEN GO ON AND PROMOTE TO THE VARIOUS RANKS IS VERY, VERY IMPORTANT IN TERMS OF NOT ONLY RETENTION, BUT MORALE AS WELL AND PEOPLE'S LONG TERM CAREER HERE IN THE SWORN SERVICE.
AND SO WE ARE ALWAYS WANTING TO MAKE SURE THAT WE ARE PUTTING OURSELVES IN A POSTURE TO BE ABLE TO AT THE CHIEF'S REQUEST, MOVE OUT AND DO THESE PROMOTIONAL ACTIVITIES.
AND SO LAST YEAR WE WERE ABLE TO DO THE SENIOR CORPORAL EXAM FOR DALLAS.
FOR SENIOR CORPORAL, LIEUTENANT, FIRE.
WE FINISHED ALL OF OUR FIRE PREVENTION, AND RIGHT NOW WE'RE CURRENTLY WORKING ON FIRE OPERATIONS, AND WE SHOULD BE COMING TO CLOSE ON THOSE PRETTY SOON, AND THEN WE'LL START OVER AGAIN IN THE NEXT YEAR GOING BACK THROUGH THOSE PROMOTIONAL ACTIVITIES.
I'VE LISTED A LONG LIST ON SLIDE 12 THAT I WON'T GO THROUGH OF OUR DIFFERENT EVENTS, MUCH OF WHICH WE WILL BE REVIEWING AS WE MOVE FORWARD.
[02:35:01]
WANT TO...MENTIONED BEFORE I'M ASKED IS, YOU KNOW, AS IT RELATES TO BENCHMARKING AGAINST OTHER CITIES, GIVEN THE ANOMALY IN HOW OUR CHARTER SETS OUT CIVIL SERVICE BEING A DIFFERENT FUNCTION, IT'S VERY HARD FOR ME TO COMPARE THE CIVIL SERVICE FUNCTION TO ANY OTHER CITY BECAUSE MOST OTHER CITIES IN TERMS OF THEIR CIVIL SERVICE FUNCTION OPERATES UNDER TEXAS GOVERNMENT CODE 143, WHICH PRESCRIBES, YOU KNOW, HOW THEY TREAT POLICE AND FIRE IN PARTICULAR.
AND SO THAT'S WHY YOU DON'T SEE ANY OF THAT INFORMATION HERE, BUT THAT'S MY PRESENTATION TO YOU THIS MORNING, BUT I'LL STAND FOR ANY QUESTIONS THAT YOU MAY HAVE AT THIS TIME.
WE'RE GOING TO START ON MY LEFT.
JARED, CAN YOU DIFFERENTIATE FOR ME THE ROLES THAT CIVIL SERVICE PLAYS IN RECRUITMENT AND HIRING OF EMPLOYEES VERSUS THE HR DEPARTMENT? SO, LET'S BACK UP THAT THE CHARTER SUBDIVIDES THE ENTIRE CITY WORKFORCE.
THIS IS WHAT I ARGUE, MR. RIDLEY.
THE CITY DIVIDES ALL EMPLOYEES FOR ALL PRACTICAL PURPOSES ARE CIVIL SERVICE EMPLOYEES HERE AT THE CITY OF DALLAS.
THE CHARTER SUBDIVIDES THOSE EMPLOYEES INTO CLASSIFIED AND UNCLASSIFIED.
AND SO WHEN WE GET INTO THIS CONVERSATION ABOUT CIVIL SERVICE VERSUS NON-CIVIL SERVICE, IT'S DOWN TO ARE THEY A CLASSIFIED EMPLOYEE OR, IN OTHER WORDS, ENTITLED TO CERTAIN RIGHTS.
YOU KNOW, THAT ARE AFFORDED TO THEM THROUGH THEIR CIVIL SERVICE DESIGNATION.
AND SO FOR ALL OF THOSE, WHICH I'M THINKING OF, WE'RE NOW PROBABLY CLOSE TO 90% AS OPPOSED TO 83%.
BUT FOR THOSE POSITIONS, WHAT WE'RE RESPONSIBLE FOR ARE MAKING SURE THAT WE ADVERTISE THE OPPORTUNITY, WE SCREEN THE OPPORTUNITY, WE CONDUCT THE OUTREACH, WE WORK WITH THE HIRING MANAGER TO UNDERSTAND WHAT THEY'RE LOOKING FOR.
AND SO ONCE WE'VE DONE ALL OF THAT AND GO TO MARKET, WE...
WE GET WHAT THOSE RESULTS ARE WE PACKAGE THEM WE SEND THEM BACK TO THE HIRING DEPARTMENT AND TRY TO SUPPORT THEM THROUGH THEIR HIRING PROCESS ONCE THEY'VE CHOSEN THE CANDIDATE THEY WANT TO HIRE THEN IT KICKS IT OVER TO HUMAN RESOURCES ONCE AN OFFER IS MADE FOR ONBOARDING YES SIR EXCUSE ME I'M SORRY I'VE BEEN INFORMED THAT UH NO ONE CAN HEAR ONLINE SO CAN WE PAUSE FOR A SECOND? YOU WAS FLOWING, BROTHER.
SO CAN ANYONE HELP US WITH THAT? WE'RE HAVING SOME ISSUES ONLINE WITH BEING ABLE TO HEAR.
NOW I HAVE TO REMEMBER WHAT THAT ANSWER WAS.
IS THAT TECH GUY COMING DOWN? WE APOLOGIZE FOR THAT.
I THINK WE'RE STILL ON FLINTSTONE SYSTEM.
CHAIR ROBSON SAID IT WORKS THOUGH.
I DON'T KNOW IF YOU CAN DO IT AGAIN, BUT IT'S ON YOU.
ALRIGHT, SO TO COUNCIL MEMBER RIDLEY'S QUESTION ABOUT WHAT DELINEATES OUR SERVICE.
SO WE HANDLE ALL OF, I THINK OF THE EMPLOYEE EXPERIENCE OF CIVIL SERVICE.
WHAT'S DIFFERENT FROM CIVIL SERVICE AND HUMAN RESOURCES? LET ME JUST PUT IT SIMPLY LIKE THIS.
I THINK OF IT AS TWO BOOKENDS OF THE EMPLOYEE EXPERIENCE, RIGHT? SO ON THE FRONT END, WE HANDLE ALL OF THE HIRING, SCREENING, AND GET ALL THE READY FOR THE HIRING MANAGER TO MAKE THEIR SELECTION.
HUMAN RESOURCES PICKS UP IN THE MIDDLE WITH ONBOARDING.
AND MAKING SURE THAT WE CAN GET THEM ONBOARDED.
AND THEN AT THE END OF THEIR EMPLOYEE EXPERIENCE, IF IT'S TERMINATION OR SOMETHING LIKE THAT, AND THEY WANT TO APPEAL THAT DECISION, WE COME IN ON THE BACK SIDE AND HANDLE THAT AND MAKE A
[02:40:02]
DETERMINATION AS TO WHETHER THAT TERMINATION WILL BE REDUCED, THAT DISCIPLINE WILL BE REDUCED OR OTHERWISE CHANGED.WE DO THE PROMOTIONS FOR FIRE.
WE HANDLE THOSE HEARINGS ON THE BACK SIDE, WHEREAS HUMAN RESOURCES HANDLES WHAT'S IN THE MIDDLE, SO TRAINING AND DEVELOPMENT, BENEFITS, THOSE THINGS THAT EMPLOYEES TOUCH ONCE THEY'RE HERE.
SO HR DOESN'T DO ANY RECRUITING OF EMPLOYEES? WELL, HUMAN RESOURCES RECRUITS AND SUPPORTS THE RECRUITMENT FOR ANY OF THOSE UNCLASSIFIED POSITIONS, SO ANY OF YOUR EXECUTIVES.
ANY ASSISTANT DIRECTOR LEVEL AND ABOVE POSITIONS OR ANY DEPARTMENTS WITH THE EXCEPTION OF PARKS AND SOME OF THESE OTHER THAT REPORT DIRECTLY TO YOU LIKE THE CITY ATTORNEY'S OFFICE, SOME OF THOSE TYPE OF RECRUITMENTS.
BUT FOR THOSE OTHER DEPARTMENTS THAT ARE UNCLASSIFIED OR OTHERWISE NON-CIVIL SERVICE, HUMAN RESOURCES IS ON TAP TO HELP DO THAT RECRUITMENT.
OKAY IT SEEMS LIKE THERE'S A LOT OF COMMONALITY BETWEEN THESE TWO DEPARTMENTS.
WOULD IT BE MORE EFFICIENT TO COMBINE THEM INTO ONE DEPARTMENT WITH PERHAPS AN ASSISTANT DIRECTOR OVER CIVIL SERVICE WITHIN THE HR DEPARTMENT? WELL, I THINK THAT YOU HAVE TO FIRST LOOK AT WHAT THE CHARTER REQUIRES.
I WOULD AGREE WITH YOU THAT THERE ARE SOME COMMONALITY IN FUNCTION, BUT THERE ALSO MAY BE SOME COMMONALITY IN SKILL THAT I THINK WE WOULD NEED TO TRY TO TAKE A LOOK AT AND FIGURE OUT HOW WE CAN, YOU KNOW, LEVERAGE THAT SKILL MIX IN SUCH A WAY THAT WE'RE ABLE TO EXPEDITE, MAKE MORE EFFICIENT AND REDUCE COSTS, BUT STILL PROVIDE A GREATER PRODUCT BACK.
I THINK THERE'S SOME OPPORTUNITIES TO, FOR THE LACK OF A BETTER TERM, TO KIND OF KICK THE TIRES ON THAT.
AND I AGREE WITH MY QUESTIONS, BUT I HAVE ANOTHER ONE.
SO WHEN YOU TALK ABOUT UNCLASSIFIED AND CLASSIFIED, WHAT PERCENTAGE OF CITY HALL EMPLOYEES ARE EACH? DO YOU KNOW? AT LAST.
LAST COUNT THAT I CAN FIRMLY SIT HERE AND MAKE A REPORT ON, I THINK THAT NUMBER HAS GONE UP, LIKE I MENTIONED, BUT I WOULD SAY LAST COUNT WE HAD 80, CIVIL SERVICE HAS 83% OF THE CITY'S OVERALL WORKFORCE THAT WE'RE RESPONSIBLE FOR.
OKAY, SO 17 IS CONSIDERED UNCLASSIFIED.
RIGHT, OR FALL UNDER THE PURVIEW OF HUMAN RESOURCES FOR RECRUITMENT.
83 IS CLASSIFIED, BUT YOU MADE ANOTHER INTERESTING STATEMENT.
REALLY EVERYBODY'S UNDER CIVIL SERVICE CORRECT THE WAY THE CHARTER READS TO ME I MEAN IT SAYS ALL EMPLOYEES OF THE CITY OF DALLAS OF CIVIL SERVICE UH DIVIDE SUBDIVIDED I THINK I'M ALMOST QUOTING INTO TWO CATEGORIES CLASSIFIED AND UNCLASSIFIED OKAY AND UM THAT'S AN INTERESTING PERSPECTIVE I DO THINK IT NEEDS TO LOOK UNDER I KNOW THERE'S SOME LEGAL RAMIFICATIONS AND IMPLICATIONS.
BUT I THINK FIGURING, I WOULD LIKE TO SEE THE EXERCISE OF WHAT IT WOULD, IF WE COULD, MERGE THE TWO.
AND I'VE BEEN TALKING ABOUT THIS FOR A WHILE.
I MEAN, I THINK WE'VE TALKED ABOUT IT ON SOME BUDGET TIMES BEFORE, ABOUT FOUR YEARS AGO.
I JUST THINK THERE'S A LOT OF OVERLAP, A LOT OF POINTING IN OPPOSITE DIRECTIONS.
GIVEN THAT WE'RE HAVING TO HIRE SO MANY FIRE AND POLICE, I MEAN, THAT IS OUR CLASSIFIED.
I JUST WOULD LOVE TO SEE HOW THAT EXERCISE COULD HAPPEN AND IF IT CAN HAPPEN AND AND HOW WE HOW WE WOULD EXECUTE IT IF THAT WAS IT AND SO I WOULD LIKE TO SEE MORE INFORMATION ON THAT THANK YOU SHOW ME A LISTEN THANK YOU WHY JOIN MY COLLEAGUES IN ASKING FOR THIS TO BE A CONTINUED CONVERSATION I MEAN I RECALL SIX YEARS AGO THE CITY MANAGER AT THE TIME MADE THIS RECOMMENDATION.
I'M NOT SURE IF IT WAS A PUBLIC RECOMMENDATION.
I REMEMBER THE CONVERSATION IN MY OFFICE WHERE HE QUESTIONED WHY WE HAVE BOTH OF THESE AND SAID THIS IS A WAY WE CAN CREATE EFFICIENCY AND THIS IS WHAT THIS COMMITTEE IS ABOUT.
AND FRANKLY, I THINK IT'S WHAT OUR CITY NEEDS.
SO I WOULD LOVE TO SEE THIS CONTINUATION.
THE 22 EMPLOYEES THAT YOU HAVE ON SLIDE EIGHT, DOES THAT INCLUDE YOU? THAT DOES.
AND THEN YOUR BUDGET'S ABOUT $3 MILLION? ABOUT $3 MILLION.
OKAY, AND CAN YOU SEND ME, I DON'T UNDERSTAND THE, WHEN YOU WERE SAYING THAT CIVIL SERVICE ISN'T UNDER TEXAS CODE 143, CAN YOU EXPLAIN THAT A
[02:45:02]
LITTLE BIT MORE? YEAH, I CAN ALSO WORK TO MAKE SURE I DON'T OVERSTEP, BUT I ALSO WORK WITH THE CITY ATTORNEY'S OFFICE IN MAKING SURE THAT WE ARE ABLE TO SET THAT OUT.FOR YOU IN A WAY THAT SO SINCE THE CHARTER DESIGNATES THAT WE WILL HAVE CIVIL SERVICE IT SOUNDS LIKE THERE'S TWO CHOICES EITHER WE TRY TO AFFECT A CIVIL A CHARTER CHANGE OR WE MOVE HR TO BE PART OF CIVIL SERVICE IS THAT CORRECT CORRECT ARE THERE ANY OTHER OPTIONS THAT WE HAVEN'T THOUGHT OF I DON'T WANT TO SPEAK TO I SEE JACK IN MY PERIPHERY.
I HAVE ALREADY REQUESTED A LEGAL OPINION FROM THE CITY ATTORNEY'S OFFICE RELATED TO WHAT OPTIONS ARE REGARDING CIVIL SERVICE AND HR.
AS JARED JUST CAME UNDER ME AS PART OF MY PORTFOLIO, I'VE ASKED THE QUESTION.
WELL, I WOULD LIKE TO ASK THE CITY ATTORNEY TO ALSO PROVIDE THAT TO ALL OF THE COUNCIL MEMBERS DIRECTLY.
I HAVE A LOT OF, I'M REALLY LEARNING ABOUT THIS AND I APPRECIATE YOUR INFORMATION.
NUMBER ONE, DO YOU ALL ADMINISTER, DO YOU CREATE THE TESTS? AND ALSO ADMINISTER THE TESTS FOR THE EMPLOYEES THAT ARE BEING HIRED? CORRECT.
THERE ARE SOME TESTS IN THAT TEST AND VALIDATION GROUP WHERE WE HAVE TRAINED AND EXPERIENCED IO PSYCHOLOGISTS WHO DEVELOP TESTING INSTRUMENTS AND ASSESSMENT INSTRUMENTS FOR OUR TESTED POSITIONS.
THERE ARE SOME THAT WE ALSO COLLABORATE WITH THE VENDOR, JUST KIND OF AS AN INDUSTRY PRACTICE WHEN YOU GET INTO SOME OF YOUR PROMOTIONAL RANKS, AND IT'S A BETTER PRACTICE THAN KIND OF TAKING THAT ON YOURSELF.
BUT IT'S A COMBINATION OF THE TWO TO ANSWER YOUR QUESTION DIRECTLY.
AND SO IS THERE A LOT OF CHANGES IN THE APPLICATION, IN THE TESTING CRITERIA THAT YOU'RE TRYING TO EVALUATE FOR BASICALLY, YOU KNOW, SORT OF COMMONALITY POSITIONS THAT YOU'RE JUST TRYING TO HIRE FOR? WHAT WE WANT TO BE ABLE TO DO, OUR TESTING STRATEGY PRIMARILY RESTS ON...
MAKING SURE THE INSTRUMENT IS GIVING US THE FEEDBACK AS TO THE ABILITY OR THE LIKELIHOOD THAT A PERSON COULD PERFORM A JOB AT A VARYING LEVEL.
OR THEY HAVE THE CHARACTERISTICS OR THE SKILLS TO BE SUCCESSFUL IF THEY'RE TESTED BY THE TEXAS COMMISSION ON ENVIRONMENTAL QUALITY. SO IT'S JOB RELATED.
AND SO WHAT WE LOOK AT IS HOW THE TEST IS PERFORMING.
IS IT SCREENING? OUT THE PEOPLE THAT IT SHOULD SCREEN OUT? IS IT SCREENING IN THE PEOPLE THAT WE SHOULD SCREEN IN? AND THEN MAKING SURE THAT IF THE TEST ISN'T PERFORMING IN A CERTAIN AREA, RELYING ON THOSE EXPERTS TO HELP ME BREAK THAT DOWN TO UNDERSTAND WHAT DO WE NEED TO TWEAK AND CHANGE TO GET A BETTER INSTRUMENT.
SO IT'S AN ITERATIVE PROCESS BY AND LARGE.
MY POINT BEING IS THAT JOBS DON'T CHANGE.
YOU'VE ALREADY GOT THE INFORMATION.
HOW OFTEN DO YOU HAVE TO TWEAK YOUR TESTS? HOW OFTEN IS THAT REALLY NEEDS TO BE A BIG CHANGE UNLESS YOU GOT A NEW POSITION OR A NEW TECHNOLOGY OR SOMETHING THAT REQUIRES SOME SIGNIFICANT CHANGE? YEAH, I THINK JOBS BY AND LARGE DON'T CHANGE.
I THINK A BETTER PRACTICE IS TO DO A TEST, A TESTED POSITION REVIEW AT LEAST EVERY TWO YEARS BECAUSE YOU WANT TO MAKE SURE IT'S STILL AN EFFECTIVE TOOL AND THAT YOU'RE NOT RELYING ON SOMETHING THAT IS NOT RELIABLE.
SO I THINK AT LEAST EVERY TWO YEARS.
IT WOULD BE THE BEST PRACTICE TO GO THROUGH YOUR INVENTORY OF TESTED POSITIONS.
AND ALSO YOU WANT TO MAKE SURE THAT DIFFERENT GROUPS OF INDIVIDUALS ARE PERFORMING WELL ACROSS THE WHOLE LAYOUT OF WHO MAY BE A TEST TAKER AND WHAT'S THEIR EFFICACY IN ATTAINING EMPLOYMENT AND THEN BEING SUCCESSFUL.
IF YOU'RE ALSO MAKING 12,000, YOU'RE ADMINISTERING 12,000 EXAMS, IS MOST INDUSTRIES ARE USING THIRD-PARTY VENDORS TO ACTUALLY ADMINISTER THE EXAMS, AND THEY'RE ELECTRONIC FOR THE MOST PART, AND THEY'RE THIRD-PARTY.
I MEAN, IS THIS SOMETHING THAT TAKES UP A LOT OF TIME, A LOT OF PEOPLE, A LOT OF EFFORT? CAN WE DO THIS BETTER BY USING THIRD PARTIES TO SORT OF FILL IN THE BUBBLE DOTS RATHER THAN HAVING US SIT THERE AND DO IT? I THINK THAT I'VE GAINED SOME EFFICIENCY.
MY TEST AND VALIDATION GROUP, IF YOU GO BACK AND LOOK AT MY BUDGET, AT LEAST FOR THE LAST EIGHT BUDGET CYCLES, I'VE GONE DOWN IN BUDGET AND IN HEADCOUNT.
SO IN AREAS THAT DON'T MAKE SENSE TO CONTINUE TO HAVE PEOPLE AND THAT WE CAN RELY ON, I'VE ALREADY CUT THAT, IF YOU
[02:50:01]
WILL, FROM MY BUDGET BECAUSE IF I DON'T, IF I DON'T NEED IT, I DON'T NEED TO HAVE IT, AND THEN I'D RATHER TAKE THAT OPPORTUNITY OR THAT POSITION AND REPURPOSE IT FOR SOMETHING THAT WE DO NEED ON A TRADE-OUT. AND SO THAT'S WHAT I'VE BEEN DOING SINCE DAY ONE, AND SO I CAUGHT SOME FLACK, COUNCILMEMBER ROTH, FOR I WAS ACCUSED OF GREATLY REDUCING OUR TESTING GROUP, BUT WE WERE USING THIRD-PARTY VENDORS. AND I DID SUSPECT SOME THUMB TWIDDLING BECAUSE WE WERE RELYING ON THAT VENDOR IN SOME CASES. AND SO. WE'VE BEEN ABLE TO MAKE SOME COURSE CORRECTION AS WE'VE GONE OVER TIME. HOW MUCH OF YOUR BUDGET IS CONTRACTED HEADHUNTERS OR SORT OF THIRD-PARTY SOLICITORS OR RECRUITERS? VERY SMALL. I MEAN, IT'S SO MUNICIPAL, I DON'T EVEN THINK OF IT AS A CARVE-OUT NUMBER.MOST OF MY COSTS ARE IN THE 01,000 CODES OR OTHERWISE PERSONNEL. AND THEN THE LAST THING IS, COULD YOU GIVE US A BREAKDOWN? FROM YOUR BUDGET THE BIG BUDGET NUMBER AS I'VE ASKED FOR THE OTHER PRESENTERS OF HOW THAT MONEY IS IS SORT OF SPREAD OVER DIFFERENT DEPARTMENTS AND ENTERPRISES AND DEALS SO THAT WE CAN GET A BETTER HANDLE OF HOW THE MONEY THAT'S BEING SPENT THAT YOU'RE SUPPORTING THESE DEPARTMENTS HOW THEY'RE ALLOCATING THOSE FUNDS YES WE'LL THANK YOU THANK YOU COUNCILMEMBER RESENDEZ THANK YOU MR. CHAIR JUST BE REALLY QUICKLY JUST WANTED TO THANK YOU FOR THE PRESENTATION I THINK YOU ALWAYS HANDLE YOURSELF LIKE SUCH A PROFESSIONAL, AND I ALWAYS APPRECIATE THAT, AND I WISH I COULD BE LIKE YOU. I ALSO WANTED TO QUICKLY POINT OUT THE IRONY OF HAVING A DISCUSSION ON INEFFICIENCIES THAT'S GOING ON THREE HOURS NOW. SO I WANTED TO REMIND MY COLLEAGUES THAT NOTHING PREVENTS US FROM ASKING QUESTIONS OFFLINE AND BRINGING THE KNOWLEDGE WE GAIN TO THE HORSESHOE. THANK YOU, MR. CHAIR. ALL RIGHT, JAIME.
FIRST, LET ME SAY THANK YOU FOR BEING PREPARED. AND NOT GIVING FLUFF OR BUSY TALK TO SAY I GET BACK WITH YOU SO I DON'T APPRECIATE THAT I CONCUR WITH COUNCIL MEMBER RESCINDED PROFESSIONALISM AND PREPAREDNESS IS SHOWN I DO HAVE ONE QUESTION OR SOMETHING I NEED YOU TO DO OKAY FOR THE SECOND TIME PLEASE DEVELOP A PRESENTATION TO COMBINE SILVER HR AND SILVER SERVICES AND SHOW WHAT WE CAN OUTSOURCE AND BRING BACK THIS INFORMATION NEXT MONTH. WELL, WHAT WE WILL...
SO, I READ. YOU GOT IT? DO YOU NEED ME TO READ AGAIN? NO, I GOT IT. YOU GOT IT, OKAY. IT'S LIKE THE OTHER REQUEST. SO, WE'LL MAKE SURE WE WORK TOGETHER TO MAKE SURE WE'RE BACK WITH SOMETHING THAT IS A, PREPARED AND B, USEFUL. GREAT.
WELL, THE TIME IS 12. ANY OTHER QUESTION STATEMENTS? GREAT.
THE TIME IS 12 NOON AND THE COMMITTEE OF GOVERNMENT SUFFICIENTLY HAS ADJOURNED.
ALL RIGHT. THANK YOU.
* This transcript was compiled from uncorrected Closed Captioning.