GOOD MORNING. THE TIME IS 
          [00:00:02]
918 AND THE COMMITTEE ON 
          [Council Committee on Government Efficiency on August 10, 2026.]
GOVERNMENT EFFICIENCY HAS COME TO ORDER. WE DO HAVE A QUORUM. 
          WE NEED TO GET A MOTION. I'D LIKE TO HAVE A MOTION OF APPROVAL OF MINUTES OF MAY 11, 2026. WE MOVE THE SECOND MOTION. WE MOVE. ALL IN FAVOR? OPPOSED? AYES HAVE IT. NOW WE'RE GOING TO THE BRIEFING ACTION ITEM. 
          OFFICE OF DATA, ANALYTICS AND BUSINESS INTELLIGENCE OVERVIEW. 
          GOOD MORNING. 
          GOOD MORNING. HOW YOU DOING? I'M... GREAT, GREAT. IT'S ON YOU. 
          GOOD MORNING, HONORABLE CHAIR, VICE CHAIR AND MEMBERS OF THE COMMITTEE. IT IS A PLEASURE TO BE WITH YOU THIS MORNING. MY NAME IS BRITA ANDERCHECK AND I HAVE THE PRIVILEGE OF SERVING AS THE CITY'S CHIEF DATA OFFICER AND DIRECTOR... 
          OF THE OFFICE OF DATA ANALYTICS AND BUSINESS INTELLIGENCE. THANK YOU FOR HAVING US THIS MORNING. 
          THE PURPOSE OF THIS PRESENTATION IS TO SHOW THIS COMMITTEE THE EFFICIENCIES AND THE SAVINGS THAT OUR TEAM HAS BEEN ABLE TO HELP GENERATE THROUGHOUT THE CITY. 
          IN THE NEXT FEW SLIDES, YOU WILL HEAR ABOUT THOUSANDS OF HOURS SAVED ACROSS THE ORGANIZATION, MILLIONS IN COST AVOIDANCE, BUT MOST IMPORTANT, A SENSE IN SAVING LIVES. 
          ON SLIDE TWO, YOU CAN SEE THE PRESENTATION OVERVIEW. WE'LL MOVE QUICKLY THROUGH SOME BACKGROUND, SOME FEDERAL AND STATE MANDATES, THE SCOPE OF RESPONSIBILITIES OF OUR OFFICE, SOME OF THE EFFICIENCIES AND SAVINGS THAT WE WANT TO HIGHLIGHT TO THIS COMMITTEE, AS WELL AS FURTHER WORK AND IMPACT. 
          ON SLIDE THREE, JUST A LITTLE BIT ABOUT THE BACKGROUND. SO THE OFFICE OF DATA ANALYTICS AND BUSINESS INTELLIGENCE WAS FOUNDED OCTOBER 1ST, 2020, WITH A COUNCIL VOTE, AND IT'S AN INTERNAL DEPARTMENT THAT WAS DESIGNED TO CREATE EFFICIENCIES. DO DATA ANALYSIS AND CREATE EVIDENCE-BASED DECISION-MAKING THROUGHOUT OUR CITY OPERATIONS. OUR MISSION IS TO USE DATA TO IMPROVE LIVES, AND FROM A LITTLE BIT OF HISTORY, THE CITY HAD HAD ABOUT THREE DIFFERENT ATTEMPTS TO BUILD AN ANALYTICS PROGRAM, AND THEY HAD NEVER REALLY BEEN SUCCESSFUL OR REACHED THEIR INTENDED STRATEGIC VALUE. 
          AND SO OUR CURRENT STRUCTURE WAS INTENTIONALLY DIFFERENT, AND FOR FIVE YEARS NOW WE HAVE DELIVERED MEASURABLE IMPROVEMENTS AND COST SAVINGS THROUGHOUT THE CITY. AND THE OBJECTIVE WAS INSTEAD OF HAVING ALL DEPARTMENTS HAVING THEIR OWN TEAMS, HAVING ONE CENTRALIZED TEAM, WE STILL HAVE LOTS OF ANALYSTS OUT IN DEPARTMENTS AND WE SUPPORT 25 USERS, 2,500 USERS, EXCUSE ME, CITYWIDE ACROSS THREE DIFFERENT. 
          ON SLIDE FOUR, THERE IS A BRIEF SLIDE THAT EXPLAINS WHY DID WE BREAK THIS FUNCTION OUTSIDE OF ITS. AND THE REALITY IS THAT BOTH ITS AND OUR DATA ANALYTICS. PRACTICE HAVE DIFFERENT AND DISTINCT MISSIONS. SO WHERE ITS IS RESPONSIBLE FOR NETWORKS, SERVERS, INFRASTRUCTURE, HARDWARE, CYBER SECURITY, THEIR MAIN MISSION IS TO ENSURE THE ORGANIZATION'S TECHNOLOGY RUNS RELIABLY AND SECURELY. DBI'S GOAL IS TO CONDUCT STATISTICAL MODELING, ADVANCED ANALYTICS, DATA GOVERNANCE, AND PROVIDE THE CITY WITH MUCH NEEDED OPERATIONAL INTELLIGENCE, AS WELL AS LEAD THE CITY'S IMPLEMENTATION OF AI. AND SO THE MISSION HERE IS TO USE DATA AND AI TO DRIVE SMARTER OPERATIONS AND OUTCOMES FOR OUR DEPARTMENT. 
          ON SLIDE FIVE, YOU CAN SEE JUST A BIT ABOUT DATA'S GROWING IMPACT. 
          THE EXPRESSION USED TO BE THAT DATA IS THE NEW OIL. 
          THE EXPRESSION NOW IS THAT DATA IS THE NEW OIL, IT'S THE PIPELINE, IT'S THE REFINERY, AND IT'S THE GAS STATION. 
          DATA ISN'T AN OUTCOME OR A BYPRODUCT. IT IS THE THING THAT POWERS OPERATIONS FOR ORGANIZATIONS THROUGHOUT OUR COUNTRY. AND SO IT'S NO LONGER JUST LET'S INFORM LEADERSHIP ABOUT A FEW NUMBERS. IT'S INSIDE ALL OF THE PIPELINES THAT MAKE OUR CITY OPERATIONS RUN. RECENTLY IN THE NEWS, THERE WAS A STORY ABOUT A VERY POPULAR SHOE COMPANY THAT NOW SAYS IT'S A DATA AND AI COMPANY. THE IDEA THAT THE DATA THAT PEOPLE HAVE IS SO VALUABLE, MORE VALUABLE THAN THE PHYSICAL PRODUCT THAT THEY PRODUCE. ON SLIDE SIX, YOU CAN SEE THE RANGE OF DATA WORK THAT WE DO. OUR PUBLIC-FACING DASHBOARDS ARE WHAT PEOPLE KNOW US PERHAPS THE MOST FOR, BECAUSE THOSE ARE THE THINGS THAT THEY CAN MOST READILY SEE, BUT THEY ARE JUST THE TIP OF THE ICEBERG. MOST OF OUR WORK IS ACTUALLY UNSEEN AND IS INVOLVED IN SYSTEMS, OPERATIONS, SPATIAL ANALYTICS, AND AUTOMATION. 
          ON SLIDE SEVEN, A LITTLE BIT ABOUT THIS WORK THAT IS UNSEEN AND WHY IT NEEDS TO BE UNSEEN. 
          MOST OF WHAT WE DO IS PROVIDE OPERATIONAL INTELLIGENCE EVERY DAY TO CORE CITY DEPARTMENTS. 
          PARTICULARLY, WE SPEND MOST OF OUR TIME WITH OUR PUBLIC SAFETY PARTNERS, INTEGRATING THEIR SYSTEMS, INVITING THEM WITH ACTIONABLE INTELLIGENCE IN A TIMELY MANNER. AND OUR TEAM IS BACKGROUND CHECKED AND HAS SIEGES CLEARANCES TO HELP SUPPORT. PUBLIC SAFETY MISSION. ON SLIDE 8, I 
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JUST BRIEFLY WANTED TO HIGHLIGHT THE MANDATES BOTH FEDERAL AND STATE THAT OVERSEE AND GOVERN THE WAY THAT THE CITY MAINTAINS ITS DATA. YOU CAN SEE EVERYTHING FROM THE TEXAS DATA PRIVACY AND SECURITY ACT, THE RESPONSIBLE AI ACT, THE FEDERAL EVIDENCE ACT. 
          THERE'S A LOT OF WORK THAT WE DO WITH OUR DATA EVERY DAY THAT IS REQUIRED OF US. ON SLIDE 9, YOU CAN SEE THE PROGRAM STRUCTURE THAT DBI IS LAID OUT TO AND THE DESCRIPTIONS OF EACH PROGRAM THAT APPEAR IN THE CITY'S BUDGET AS WELL AS THE ASSIGNED FTES. 
          ON SLIDE 10, YOU CAN SEE THOSE SAME PROGRAMS AGAIN, AS WELL AS THE MANDATE THAT THEY RESPOND TO AND THE RISKS ASSOCIATED WITH NOT BEING ABLE TO MEET THOSE MANDATES. 
          ON SLIDE 11, I JUST WANTED TO SPEND A MOMENT TALKING ABOUT DATA STREAMLINING. SO DBI HELPS CONNECT HUNDREDS OF DISCONNECTED... SOURCE SYSTEMS THROUGHOUT THE CITY AND WE STREAMLINE THOSE INTO ONE PLACE SO IF YOU I THINK WE WE SEE ON TV THE IDEA THAT DATA IS CONNECTED FAST AND IS APPEARING ON ALL THESE SCREENS THAT'S NOT THE LIVED REALITY THAT WE HAVE EVERY DAY SO VARIOUS BITS OF INFORMATION ARE DISCONNECTED BUT THE REAL VALUE IS BRINGING THEM TOGETHER AND PUTTING THEM IN FRONT OF THE PERSON THAT NEEDS TO MAKE THE DECISION IN A TIMELY MANNER I WANT TO MOVE A LITTLE BIT INTO OUR EFFICIENCIES AND SAVINGS I'LL HIGHLIGHT A FEW OF THESE STARTING ON PAGE 12. THANK YOU, SLIDE 12. WE RUN A MONTE CARLO SIMULATION EVERY YEAR TO ASSESS HOW MUCH ARE WE ACTUALLY SAVING THE CITY, AND WHAT WE'RE LOOKING AT ARE OUR INTERNAL COSTS VERSUS EXTERNAL VENDOR COSTS. 
          AND SO WHAT WE KNOW IS THAT WE'RE GENERATING $11 MILLION EVERY YEAR IN COST AVOIDANCE IN TERMS OF WHAT IT COSTS US TO DO THE WORK THAT WE'RE DOING VERSUS IF WE HAVE TO OUTSOURCE IT. 
          SO THE OBVIOUS NEXT. QUESTION IS WELL WHAT IF WE DIDN'T DO THAT WORK AND THE REALITY IS WE ARE WE ARE GOING TO DO THAT WORK WE'RE STILL DOING THAT WORK BECAUSE SINCE 2024 ALONE ON SLIDE 13 YOU CAN SEE THAT THE CITY SPENT AN ADDITIONAL 15 MILLION ON 19 VENDOR DELIVERED DATA PROJECTS ON AVERAGE THEY COST ABOUT 813K SO WHAT WE KNOW IS THAT WHEN DBI DOES THESE PROJECTS THEY'RE ABOUT THEY'RE EIGHT TIMES LESS EXPENSIVE THAN IF WE HAVE TO GET THEM DONE EXTERNALLY AND THERE ARE TIMES WHEN THE VENDOR IS IS OF COURSE THE MOST APPROPRIATE SOLUTION. WE EITHER NEED AN OUTSIDE THIRD PARTY, WE WANT OBSERVATION, BUT WHEN WE CAN TAKE ADVANTAGE OF DOING IT INSIDE, WE'RE FASTER, WE'RE ALREADY UP TO SPEED ON THE SOURCE AND THE DATA SYSTEM, THERE'S NO RFP, THERE'S NO WAITING, AND WE ALREADY KNOW THE DATA, THE SYSTEMS, AND FREQUENTLY WE ALREADY KNOW THE CLIENT AND THE SORT OF THINGS THAT THEY NEED. 
          ON SLIDE 14, ONE OF THE EFFICIENCIES THAT WE WERE ABLE TO ACTUALIZE WAS THERE WERE SEVEN POSITIONS THAT WE WERE ABLE TO CUT BETWEEN TWO OTHER DEPARTMENTS LAST YEAR WHERE THE WE WORKED WITH THE DIRECTORS TO AUTOMATE THE FUNCTIONS THAT THOSE INDIVIDUALS WERE PERFORMING AND WE WERE THOSE DEPARTMENTS WERE ABLE TO REDUCE THOSE POSITIONS IN LAST YEAR'S BUDGET ON SLIDE 15 GOING THROUGH ALL OF THE THE WORK THAT WE HAVE DONE WE KNOW THAT WE ARE SAVING ABOUT 14 000 STAFF HOURS ANNUALLY AND SO YOU CAN SEE THAT WORKFLOW WORKFLOW PROCESS BEFORE AND ON ON SLIDE 16, THERE'S BEEN AN ADDITIONAL 30,000 INVESTIGATION HOURS SAVED IN TERMS OF THE AUTOMATION THAT WE ARE ABLE TO DO. 
          SO IF WE CAN HAVE THE MEN AND WOMEN OF DPD, OUR DETECTIVES, SPENDING LESS TIME SEARCHING FOR THINGS AND HAVE THEM MOVING FASTER, THAT'S AN INCREDIBLE SAVINGS. 
          ON SLIDE 17, JUST A SECOND, TALKING ABOUT THE OPEN DATA PORTAL. 
          SO OUR OPEN DATA PORTAL RECEIVED 50 MILLION VIEWS IN THE LAST FIVE YEARS. SO THAT'S ROUGHLY THE EQUIVALENT OF 10 MILLION OPEN RECORDS REQUESTS PER YEAR THAT THE OPEN DATA PORTAL IS SUPPLYING. BY COMPARISON, YOU CAN SEE IF WE HAD TO DO THIS MANUALLY, WE WOULD NEED APPROXIMATELY 225 MORE STAFF, AND IT WOULD COST APPROXIMATELY $25 MILLION. SO THIS IS AN EXAMPLE OF THE TYPE OF EFFICIENCY THAT OUR DATA WORK CAN PROVIDE. ON SLIDE 18... 
          WE'RE GOING TO JUST MOVE BRIEFLY INTO SOME SPECIFIC EXAMPLES. 
          SO THESE ARE EXAMPLES THAT WE'VE JUST GONE THROUGH, OUR MORE GENERAL CITYWIDE EFFICIENCIES. AND NOW WE HAVE A FEW SPECIFIC EXAMPLES OF IMPACT THAT WE'VE PRODUCED FOR DEPARTMENTS. SO JUST IN THE HUMAN TRAFFICKING AREA, AND SERGEANT HOLMES, THAT TEAM, IS HERE WITH US TODAY, AND WE'VE WORKED WITH HIM OVER THE YEARS. 
          SO ONE OF THE THINGS THAT WE KNOW IS THAT WE'VE HAD OVER A 50% REDUCTION. IN CURRENT MISSING OR RUNAWAY JUVENILE HIGH-RISK VICTIMS OF TRAFFICKING, MOVING FROM ABOUT 100 AMONG 50. AND IN 2024, THEY HAD 117 RECOVERIES. AND WE IMPLEMENTED THIS TOOL THAT THEY HELPED. THEY SAID THIS 
          [00:10:01]
IS WHAT WE NEEDED TO DO, CAN YOU MAKE THIS HAPPEN? AND IN 2025, DPD RECOVERED 194 HIGH-RISK VICTIMS, SO THAT'S AN INCREASE OF 77 RECOVERIES. INCREDIBLE WORK BY DPD, AND WE WERE PRIVILEGED TO BE A PART OF IT. WE'VE ALSO DONE A LOT OF WORK WITH OUR EMERGENCY MANAGEMENT AND CRISIS RESPONSE TEAM. ONE OF THE THINGS THAT WE ARE WORKING ON WITH THEM IS REAL-TIME ALERTS, LETTING THEM KNOW WHEN THINGS ARE HAPPENING. A LOT OF TIMES THINGS ARE HAPPENING IN SYSTEMS. THERE ARE SIGNALS. THAT THERE'S A LARGER CITY PROBLEM, WE'RE ABLE TO CONNECT THOSE AND GET THEM TO THEM THAT SAME MINUTE SO THEY CAN BEGIN TO TAKE ACTION TO SUPPORT THE CITY. 
          ON SLIDE 19, I JUST WANTED TO HIGHLIGHT ONE OF THESE ITEMS. I KNOW THAT WE HAVE MANY ITEMS HERE TODAY FOR YOU ALL TO GO THROUGH. 
          THE OVERDOSE RESPONSE TEXT MINING. SO WHAT WE'RE DOING IS WE'RE WORKING WITH DFR TO IDENTIFY AND PRIORITIZE OVERDOSE-RELATED COMMUNITY HEALTH FOLLOW-UPS. AND SO WE'RE USING TEXT MINING AND AUTOMATION, AND WE KNOW THAT WE ARE YOU SAVING 3,000 HOURS OF MANUAL REVIEW WORK SO THAT THEY CAN GET TO THE HIGHEST RISK VICTIM POTENTIALLY LOOKING AT FASTER IDENTIFICATION OF PEOPLE THAT HAVE HISTORY OF SUBSTANCE ABUSE AND WOULD BE MOST RECEPTIVE TO COMMUNITY HEALTH INTERVENTION SO WE'RE HOPING HERE WE'VE JUST PUT THAT INTO MOTION AND WE'RE HOPING IN THE NEXT YEAR THAT WE WILL HAVE A NUMBER OF PEOPLE THAT HAVE POSITIVELY BENEFITED FROM THAT AND ON THE NEXT SLIDE JUST TO HIGHLIGHT ONE OF THESE ITEMS, WE ARE WORKING WITH DFR AND DPD NOW ON A SITE SUITABILITY ANALYSIS. 
          SO WHEN YOU'RE LOOKING AT A BOND, WHERE DO WE PLACE A STATION, A FIRE STATION OR A POLICE STATION, SOMEWHERE IN THE NEXT 10 YEARS BASED ON POPULATION GROWTH, BASED ON WHAT'S HAPPENING IN OUR CITY, TO DO THAT WITH AN OUTSIDE CONSULTANT WOULD COST APPROXIMATELY $400,000. 
          MORE RECENT ESTIMATES WERE OVER A MILLION WHEN WE ASKED A DIFFERENT GEOSPATIAL PERSON TO GIVE US AN ESTIMATE ON WHAT IT WOULD COST. SO WE'RE ABLE TO DO THAT INTERNALLY MUCH CHEAPER. 
          ON SLIDE 21, JUST TO HIGHLIGHT ONE MORE ITEM FOR YOU IN A DIFFERENT AREA, WE'VE BEEN WORKING WITH THE OFFICE OF RISK MANAGEMENT ON SUBROGATION. SO WE'RE UNIFYING CRASH REPORTS AND OTHER DATA TO HELP REDUCE THE WORKFLOW FROM TWO WEEKS TO ONE DAY. 
          AND THIS, WE HOPE, WILL HELP THEM IMPROVE THE COLLECTIONS, ACCELERATING THEIR COLLECTIONS ON DAMAGES TO CITY PROPERTY TO HELP REPAIR THINGS THAT HAVE BEEN DAMAGED. SO A TRUCK BACKS INTO A TRAFFIC SIGNAL, RIGHT? SO THOSE ARE THE THINGS THAT WE ARE WORKING ON WITH THE ORN TEAM. 
          ON SLIDE 22, I JUST WANT TO SAY HOW TREMENDOUSLY PROUD I AM OF THE MEN AND WOMEN OF DBI. THEY DO INCREDIBLE WORK. IT DIRECTLY SERVES THE CITY'S PUBLIC SAFETY AND SERVICE MISSIONS, AND THEY DESERVE THE INCREDIBLE RECOGNITION. THAT THEY HAVE RECEIVED. ON SLIDE 23, WE ESTABLISHED LAST YEAR A PERFORMANCE MEASURE FOR ALL OF OUR CITY-WIDE AI INITIATIVES. WE WANTED ALL OF THEM TO SHOW A MEASURABLE BENEFIT WITHIN 12 MONTHS. 
          AND SO IF SOMETHING IS WORKING, WE WANNA SEE WHERE ELSE WE CAN APPLY IT, CAN WE SCALE IT, CAN WE CONTINUE TO GET THOSE BENEFITS? AND IF IT'S NOT WORKING, LET'S TURN THAT OFF, LET'S SAVE THOSE DOLLARS, LET'S PUT THEM SOMEWHERE ELSE. AND SO IN THE BUDGET PRESENTATION IN APRIL, I KNOW THAT AI FOR EFFICIENCIES WAS HIGHLIGHTED AND WE'RE TRYING TO FIND OPPORTUNITIES TO DO THAT AND THAT IS ONE OF THE WAYS THAT WE'RE DOING THAT. YOU SEE ON SLIDE 24 A FEW EARLY SUCCESSES OF USING AI TO CREATE EFFICIENCIES FOR THE CITY. THE CLEARVIEW FACIAL RECOGNITION PROGRAM, WHICH IS IN USE BY DPD, IS ACCELERATING THEIR SUSPECT IDENTIFICATION SPEED FROM DAYS OR WEEKS TO SECONDS AND THEY'VE HAD TREMENDOUS SUCCESS WITH OVER 300 REQUESTS PROCESS AND 25 CONFIRMED ARRESTS. WE WORKED WITH PARKS AND RECREATION TO DO AI CAMERA DETECTION TO HELP UNDERSTANDING IF THERE IS A PARKING VIOLATION OR PEOPLE IN PARKS AFTER HOURS, MOVING THAT DETECTION AGAIN FROM DAYS TO MINUTES TO HELP THEM RESPOND MORE QUICKLY TO BE IN MORE PLACES WHERE THEY'RE MOST NEEDED. 
          AND THEN THE SANITATION PROGRAM WITH THE THIRD EYE AI CAMERA, WHICH HAS TURNED AI HAS FLAGGED VIDEOS, WHICH HAS TURNED INTO 400 COACHABLE EVENTS EACH MONTH. 
          IMPROVING DRIVER SAFETY. SO THANK YOU SO MUCH FOR YOUR TIME. I'M HAPPY TO TAKE ANY QUESTIONS THAT YOU HAVE. THANK YOU, CHAIR JOHNSON. 
          THANK YOU. I FAILED TO MENTION THIS IN OPENING OF OUR MEETING. EACH COUNCIL MEMBER WILL HAVE THE SAME AMOUNT OF TIME THAT WE HAVE AS A REGULAR ON OUR CITY COUNCIL, FIVE MINUTES FOR THE FIRST ROUND, THREE MINUTES FOR THE SECOND ROUND, AND ONE MINUTE FOR THE LAST ROUND IF IT'S NEEDED. SO AT THIS POINT, WE'RE GOING TO START WITH MY RIGHT, CHAIR MENDELSOHN. 
          THANK YOU, CHAIR. THANK YOU, CHAIR. CAN YOU HEAR ME? NO. 
          CAN WE TURN UP THE MIC FOR CHAIR MENDELSOHN, PLEASE? HOW ABOUT THAT ONE? WELL, I HAVE A LOT 
          [00:15:02]
OF QUESTIONS ABOUT THIS PRESENTATION. AND ONE OF THE FIRST THINGS YOU SAY IS THAT IT PROVIDES COST SAVINGS. AND I'LL JUST SAY AS A GLOBAL IDEA, I'M NOT SURE HOW THAT'S POSSIBLE WHEN WE'VE SEEN THE LARGEST INCREASE IN OUR CITY BUDGET IN THE HISTORY OF DALLAS. I DON'T KNOW THAT YOU ARE PROVIDING COST SAVINGS AND STRATEGIES FOR COST SAVINGS WHEN EVERYTHING HAS EXPLODED IN COST. THE NEXT ITEM YOU SAY IS THAT IT'S DATA-DRIVEN DECISION-MAKING ACROSS THE ORGANIZATION. BUT THEN I SIT THERE AND I LOOK AT THE RECOMMENDATION THAT YOUR DEPARTMENT MADE ON CLOSING LIBRARIES. AND YOU PICKED FOUR LIBRARIES. AND VERY KEY FACTORS THAT ARE DATA-DRIVEN WERE NOT EVEN CONSIDERED. IT WASN'T CONSIDERED IF THEY WERE A VOTING CENTER. IT WASN'T CONSIDERED IF THEY WERE LITERALLY THE SCHOOL LIBRARY ATTACHED TO THE SCHOOL. IT WASN'T CONSIDERED IF THEY'RE THE ONLY LOCATION IN A CERTAIN COUNTY. THERE ARE VERY IMPORTANT FACTORS THAT ARE DATA-DRIVEN. IT WASN'T INCLUDED ABOUT CIRCULATION. IT WASN'T INCLUDED ABOUT THE NUMBER OF VISITORS. THESE ARE DATA-DRIVEN ITEMS THAT WEREN'T CONSIDERED IN A RECOMMENDATION THAT YOU MADE, PRESUMABLY, TO THE CITY MANAGER AND CERTAINLY TO THE COUNCIL THAT CAUSED WIDESPREAD CONCERN ACROSS THE CITY. AND SO HERE THERE'S A TOUTING OF, WELL, THIS IS THE DEFINITIVE DATA-DRIVEN AREA. AND I'M NOT SURE WE'RE GETTING THE FULL DATA-DRIVEN EXPERIENCE. ONE OF THE EXAMPLES YOU USE IS DFR AND MAINTENANCE. 
          BUT LET ME TELL YOU, I DROVE OUT THERE AT OUR SERVICE CENTER. THERE ARE 100-PLUS VEHICLES SITTING THERE OF EQUIPMENT FOR DFR. 
          WE'RE GOING TO TALK ABOUT IT AT OUR NEXT MEETING. YOU TALK ABOUT SUBROGATION. 
          BUT YOU DON'T SAY, HOW MUCH MORE MONEY DID WE GET BACK? DO YOU KNOW THAT? DID THE DEPARTMENT RECEIVE 10 EXTRA MILLION DOLLARS FROM CLAIMS? OR IS IT JUST IT WENT FASTER? I'M HAPPY TO TAKE THAT. BUT MY SENSE IS YOU HAVE A FEW MORE QUESTIONS. I DIDN'T KNOW IF YOU WANTED TO GET THEM ALL OUT AND THEN FOR ME TO RESPOND. 
          OH, NO. LET'S DO THAT ONE. 
          YEAH. 
          SO I'M HAPPY TO START WITH ORM AND THEN I CAN MOVE BACKWARDS. SO WE HAVE JUST PUT THAT PRODUCT INTO MOTION. SO WHAT WE KNOW IS THAT THEY'RE ABLE TO MOVE SIGNIFICANTLY FACTOR ON PROCESSING THE CLAIMS. OUR INTENT IS TO LOOK BACK AT A YEAR AND SEE IF WE'VE ACCUMULATED MORE MONEY. 
          I WANT TO KNOW HOW MUCH MORE MONEY WE'RE GETTING BACK. 
          YES. AND WE SHOULD KNOW THAT AT THE END OF THE YEAR. 
          ARE YOU GOING TO COVER THE COST OF ALL OF YOUR EXPENSES? YOU HAVE 37 OR 38 EMPLOYEES IN YOUR DEPARTMENT. IT'S A MASSIVE DEPARTMENT. AND I'LL SAY THERE'S A LOT OF ITEMS HERE. 
          THIS WORK IS NOT OPTIONAL. 
          WELL, NO ONE'S SAYING IT'S OPTIONAL, BUT MAYBE IT DOESN'T NEED TO BE AT THE SCALE THAT IT'S AT. 
          YOU KNOW, THE RISK WITHOUT THIS PROGRAM, IT'S AS IF WE'RE GOING TO SHUT THE ENTIRE THING DOWN. 
          BUT WHAT IF IT WAS SMALLER? MAYBE IT DOESN'T NEED TO BE THIS SIZE. 
          IF I MAY, WHEN THE DEPARTMENT WAS ESTABLISHED A FEW YEARS AGO, IT WAS PRIMARILY ESTABLISHED BY TAKING EXISTING RESOURCES FROM OTHER DEPARTMENTS AND CONSOLIDATING INTO A NEW DEPARTMENT OF DBI. SO THE NOTION THAT IT HAS EXPLODED FROM ZERO TO WHAT IT IS, IS NOT AN ACCURATE STATEMENT WHEN IT WAS A REALLOCATION OF RESOURCES FROM OTHER DEPARTMENTS. 
          BUT, JACK, DON'T WE STILL HAVE... 
          AND SO IT'S UNFAIR TO SAY THAT IT BECAME 38 POSITIONS FROM NOTHING WHEN THOSE POSITIONS WERE ALREADY IN PLACE. 
          BUT WE STILL HAVE GIS EMPLOYEES IN THOSE DEPARTMENTS, DON'T WE? WE DO IN SOME. AND ONE THING THAT I, BRITTA DIDN'T MENTION IS, SHE DID MENTION THAT LAST YEAR, OR FOR THE CURRENT YEAR, THAT WE ELIMINATED SEVEN POSITIONS FROM VARIOUS DEPARTMENTS. 
          IN THE BUDGET THAT WE'RE PRESENTING TOMORROW, WE'RE ELIMINATING ANOTHER EIGHT POSITIONS FROM VARIOUS DEPARTMENTS AND TAKING ON THE WORK WITHIN THE EXISTING RESOURCES WITHIN DBI. 
          AND HOW MANY OF THEM ARE COMING FROM THIS DEPARTMENT? MA'AM? HOW MANY OF THEM ARE COMING FROM THIS DEPARTMENT? WE'RE NOT. 
          WE WANT TO BUILD THIS DEPARTMENT. 
          YOU'RE ACTUALLY ADDING... 
          YES, MA'AM. WE NEED TO BUILD THIS DEPARTMENT BECAUSE THIS DEPARTMENT IS THE FUTURE, IN MY OPINION. I BET 30 OR 40 YEARS AGO, WHEN POSITIONS WERE BEING ADDED IN AN IT DEPARTMENT, PEOPLE WERE SAYING, WHY ARE WE ADDING ALL THESE POSITIONS IN IT? WELL, IT BECAME OUR REALITY, AND I BELIEVE DATA ANALYTICS IS GOING TO BECOME THE REALITY OF THE FUTURE AND USED IN EVERY SINGLE ONE OF OUR DEPARTMENTS. 
          SO TO REDUCE THE SIZE OF THAT DEPARTMENT, IN MY OPINION, IS THE WRONG WAY TO GO. 
          I ACTUALLY WANT TO CONSOLIDATE MORE FROM THE OTHER DEPARTMENTS INTO DBI. 
          BUT RIGHT NOW... 
          WELL, I WOULD DISAGREE WITH YOU. 
          AND I WOULD ALSO ASK, I MEAN, HERE'S ANOTHER EXAMPLE ON SLIDE 19. 
          WHEN YOU'RE TALKING ABOUT THIS OVERDOSE WORK, ARE WE BILLING THE COUNTY FOR THAT? ARE THEY REIMBURSING YOU? THAT IS NOT OUR JOB. 
          THAT WOULD BE A FABULOUS COUNTY PROJECT TO DO THAT WORK. 
          [00:20:02]
BUT I'M NOT EXPECTING FOR THE CITY TO BE PAYING FOR THAT. 
          AND THERE SEEMS TO BE JUST THIS RUNAWAY, I MEAN, HOW MANY DASHBOARDS DO WE HAVE? AND ONCE THEY'RE BUILT, WE DON'T NEED TO HAVE THE SAME NUMBER OF PEOPLE TO JUST MAINTAIN IT. 
          AND THERE DOESN'T SEEM TO BE ANY SORT OF OFFLOADING OF, OKAY, WE'VE CONNECTED THE DATA, NOW WE JUST NEED TO MAINTAIN. 
          SO I'M HAPPY TO TAKE THAT ONE FOR A SECOND. 
          SO FIRST, SO DFR ASKED FOR ASSISTANCE WITH THE WORK. 
          AND I'M ASSUMING THAT I DON'T KNOW WHICH PORTION OF IT IS REIMBURSED OR NOT, BUT IT'S SOMETHING THAT THEY TAKE ON AND THEY ASK FOR ASSISTANCE WITH, AND WE PROVIDED IT. 
          IN REGARDS TO THE NUMBER OF DASHBOARDS, WE HAVE DOZENS OF DASHBOARDS. 
          WE ALSO HAVE A SUNSET REVIEW PROCESS, WHICH MEANS IF SOMETHING IS NOT IN USE ANYMORE, IT IS ARCHIVED AND IT IS TURNED OFF. 
          MOST OF OUR PRODUCTS THAT MAY BE CALLED DASHBOARDS INFORMALLY ARE OPERATIONAL INTELLIGENCE TOOLS THAT ARE DELIVERED INTERNALLY TO PEOPLE. 
          CHAIR, I SURE WOULD LIKE TO HAVE SOME SORT OF GOVERNANCE IN PLACE WHERE DEPARTMENTS CAN'T JUST ASK FOR A NEW DASHBOARD OR A NEW PROJECT, BUT MAYBE IT NEEDS TO COME TO COUNCIL TO SEE IF THIS IS A WORTHY ENDEAVOR. 
          THERE'S A LOT OF DIFFERENT THINGS THAT ARE PUT UP JUST BECAUSE WE CAN. 
          ARE YOU MAKING THAT RECOMMENDATION? I'M MAKING THAT RECOMMENDATION THAT WE LOOK AT SOME SORT OF PROCESS WHERE IT HAS TO BE APPROVED. 
          THERE'S SOME SORT OF OVERSIGHT. 
          WELL, IF I MAY, I WOULD BE HAPPY TO TALK TO MS. TOLBERT ABOUT THAT. 
          BUT IDENTIFYING WHAT THE OPERATIONAL NEED OF A DEPARTMENT IS AND WHAT TOOL THEY NEED AND WHAT DATA THEY NEED, I'M NOT SURE IS REALLY A POLICY DECISION, BUT I WILL BE HAPPY TO TALK TO MS. TOLBERT ABOUT THAT AND WHAT TYPE OF GOVERNANCE NEEDS TO BE IN PLACE FOR STAFF TO LOOK AT THE DIFFERENT REQUESTS FROM THE DEPARTMENT. 
          BUT AGAIN, I DON'T THINK IT'S A POLICY DECISION ABOUT WHETHER A DEPARTMENT USES ONE TYPE OF TOOL OR ANOTHER TO ACCOMPLISH THEIR JOB RESPECTFULLY. 
          HOW MANY OF THE EMPLOYEES WORK FROM HOME, PLEASE? I DO NOT KNOW THE ANSWER TO THAT. 
          I WOULD ASSUME THAT BRITA WOULD. 
          ARE YOU TALKING ABOUT A TOTAL OF EMPLOYEES IN THE CITY? IN YOUR DEPARTMENT. 
          OH. 
          NO, IN YOUR DEPARTMENT. 
          OH. 
          NO ONE WORKS EXCLUSIVELY FROM HOME. 
          WE HAVE A HYBRID SCHEDULE. 
          HOW MANY PEOPLE ARE HERE TODAY? I DON'T KNOW OFF THE TOP OF MY HEAD, MA'AM. 
          COULD YOU FIND OUT? YES. 
          THANK YOU. 
          CHAIR RIDLEY. 
          THANK YOU, MR. CHAIR. 
          WITH REGARD TO THAT LAST ISSUE, JACK, I AGREE THAT THE DECISION AS TO WHETHER TO AUTOMATE FUNCTIONS IS NOT A POLICY-ORIENTED DECISION, BUT I THINK IT'S IMPORTANT THAT THERE BE SOME OVERSIGHT OF EACH DEPARTMENT'S REQUEST TO DBI TO AUTOMATE OR TO DO ANY KIND OF DASHBOARD, BECAUSE THIS CAN RUN INTO SERIOUS DOLLARS. 
          AND I THINK WE NEED AN OBJECTIVE REVIEW, NOT JUST THE DEPARTMENT WHO'S ASKING FOR IT, TO DETERMINE THAT THAT'S A PRIORITY AND IT'S WORTH THE MONEY THAT IT'S GOING TO COST. 
          SO WITH REGARD TO THE PRESENTATION IN SLIDE 13, YOU TALK ABOUT VENDOR-DELIVERED DATA PROJECTS COSTING $800,000 EACH. 
          THEY'RE EIGHT TIMES MORE EXPENSIVE THAN DBI-DELIVERED PROJECTS, THEN WHY ARE WE DOING THEM? SO I'LL TAKE THE FIRST PART OF YOUR QUESTION FIRST. 
          SO FOR THE RECORD, THERE IS A PROCESS. 
          WE HAVE AN INTAKE PROCESS. 
          WE HAVE A SCORE THAT EACH PROJECT RECEIVES. 
          AND CERTAINLY THE CFO AND THE CITY MANAGER'S OFFICE IS APPRISED OF WHAT WE'RE DOING AND THE PRIORITY LEVEL OF THOSE ITEMS. SO IT'S NOT SIMPLY THAT SOMEBODY WALKS IN AND THEY GET A PROJECT OR AN AUTOMATION. 
          THERE IS A PROCESS IN PLACE. 
          I KNOW THAT THAT DOESN'T SPEAK TO YOUR ENTIRE CONCERN, BUT I DID WANT TO SHARE THAT. 
          SO WHY ARE WE DOING THEM IN REGARDS TO THE OUTSIDE VENDOR PROJECTS? SIMPLY BECAUSE WE EITHER DON'T HAVE THE BANDWIDTH TO DO THEM, BECAUSE WE COULDN'T DO EVERY SINGLE THING THAT SOMEBODY IN THE CITY IS TRYING TO DO, AND THERE ARE MOMENTS WHEN IT WOULD MAKE MORE SENSE TO HAVE AN OUTSIDE VENDOR DO THAT WORK. 
          WELL, DOES SOMEONE REVIEW THAT DECISION, OR IS IT JUST A REFLEX DECISION IN THE DEPARTMENT THAT THEY'RE GOING TO HIRE THEIR FAVORITE OUTSIDE CONSULTANT TO DO SOMETHING WITHOUT ANY CHECKS AND BALANCES OF REVIEWING THE RFP IN YOUR DEPARTMENT TO DETERMINE IF YOU HAVE THE RESOURCES AND THE BANDWIDTH TO DO IT? SO SOMETHING THAT WE HAVE STARTED IS WHAT WE ARE CALLING THE ONE FRONT DOOR, WHERE DATA AND AI PROJECTS ARE GOING TO COME IN AND HAVE A CONCURRENT REVIEW WITH IT, MYSELF, AND PROCUREMENT, SO THAT WE CAN FIGURE OUT MORE QUICKLY, COULD WE GET THIS DONE INTERNALLY, 
          [00:25:01]
OR SHOULD THEY CONTINUE DOWN THAT PATH, SO THAT THERE'S MORE OF AN OVERSIGHT AND REVIEW PROCESS. 
          SO IS THAT ONE OF YOUR OBJECTIVES, TO REDUCE THE NUMBER OF OUTSIDE VENDOR PROJECTS AND SUBSTITUTE YOUR STAFF TO CARRY THOSE OUT WHERE IT'S MORE COST EFFECTIVE? THAT WOULD BE ONE OF MY OBJECTIVES. 
          BUT AGAIN, I WILL JUST SAY AGAIN, I THINK IT'S SOMETHING THAT WE HAVE AN OPPORTUNITY TO EXPAND ON IN THE FUTURE, BUT WITH LIMITED RESOURCES WITHIN THE DEPARTMENT, AND SOME WILL SAY THERE'S TOO MANY, BUT WITH THE RESOURCES WE HAVE, THEY WILL HAVE TO PRIORITIZE AND NOT BE ABLE TO DO EVERY SINGLE PROJECT THAT DEPARTMENTS NEED TO HAVE DONE. 
          WELL, I UNDERSTAND THAT. 
          I JUST WANT TO MAKE SURE SOMEBODY IS REVIEWING THAT AND MAKING THAT DECISION. 
          IT'S NOT BY DEFAULT. 
          SLIDE 17, THE 50 MILLION OPEN DATA PORTAL VIEWS. 
          HOW DOES THIS WORK EXACTLY? THIS IS THE FIRST TIME THAT I HAVE HEARD THAT THE CITY SECRETARY'S OFFICE DOESN'T HANDLE ALL OPEN RECORD REQUESTS. 
          YOU SAY SOME OF THEM ARE AUTOMATED? I'M SORRY, I DIDN'T HEAR THAT LAST WORD, SIR. 
          ARE SOME OF THEM AUTOMATED? YES, SO THANK YOU FOR THAT QUESTION, AND THIS IS WORTH EXPLAINING. 
          THERE ARE REQUESTS THAT THEY GET THAT ARE, I DON'T WANT TO CALL THEM ROUTINE, THEY'RE REPEATED LARGELY FOR SPECIFIC DATA SETS OR CURRENT THINGS, AND BY MAKING THAT DATA PUBLIC VIA OUR OPEN DATA PORTAL, WE'RE ABLE TO ELIMINATE THAT REQUEST GOING TO THE CITY SECRETARY'S OFFICE AND HAVING TO BE PROCESSED LIKE A REQUEST. 
          FOR EXAMPLE, LET'S SAY SOMEBODY WANTED A PARTICULAR SET OF CRIME NUMBERS, AND THEY USED TO HAVE TO GO TO THE CITY SECRETARY'S OFFICE AND PUT IN THAT REQUEST, AND SOMEBODY WOULD NEED TO GO PULL THAT DATA FROM THAT TIME RANGE AND BRING IT FORWARD. 
          AND NOW, SINCE WE'VE MADE THOSE THINGS AVAILABLE, PEOPLE ARE ABLE TO GO AND GET THEM EITHER VIA API, VIA A CSV FILE OR A TABLE, AND THEY'RE ABLE TO, SO INFORMATION THAT WE CAN MAKE PUBLIC, WE DO MAKE PUBLIC, AND THEY'RE ABLE TO, IT'S ESSENTIALLY SELF-SERVICE, AND THEY DON'T HAVE TO WAIT ON ANYBODY. 
          THEY CAN GO GET IT AT 2 A.M. 
          IF THAT'S WHEN THEY WANT IT, AND THEY DON'T HAVE TO WAIT ON THE PROCESS. 
          AND SO WE SERVICE ABOUT 10 MILLION OF THOSE A YEAR. 
          SO IF SOMEONE MAKES A RECORDS REQUEST FOR, LET'S SAY, CRIME DATA THAT'S ON YOUR OPEN PORTAL, BUT THEY DON'T KNOW THAT BECAUSE, LIKE ME, THEY DIDN'T KNOW THIS EXISTED, WHAT'S THE PROCESS OF HANDLING THAT? DOES THE CITY SECRETARY SAY, OH, THAT'S ON OUR OPEN RECORDS PORTAL, YOU CAN GO THERE? OR DO THEY DO IT MANUALLY? YES, THEY SEND THEM A LINK SO THAT THEY CAN ACCESS IT. 
          AND IS THAT PROCESS AUTOMATED, OR CAN IT BE? THAT'S A GREAT QUESTION. 
          I CAN LOOK INTO THAT, BUT I DO NOT KNOW THE ANSWER IF THEY'VE AUTOMATED THAT RESPONSE. 
          BECAUSE IT SEEMS TO ME IF WE CAN ELIMINATE THE HUMAN ELEMENT THERE, IF IT'S ALREADY IN THE PORTAL, WE OUGHT TO HAVE AI BE ABLE TO RESPOND TO AN OPEN RECORDS REQUEST AND SAY, HERE'S A LINK TO THE OPEN PORTAL, HELP YOURSELF. 
          THAT'S A GREAT POINT, SIR. 
          I'LL REACH OUT TO JEFF STOVALL AND THE CITY SECRETARY AND LOOK INTO THAT. 
          SLIDE 19. 
          YOU SKIPPED OVER THE BULLET POINT ABOUT PERMITTING ANALYSIS. 
          NOW, I UNDERSTOOD THAT WE SPENT SEVERAL MILLION DOLLARS TO BUY NEW SOFTWARE AND TOOK TWO YEARS TO IMPLEMENT IT TO REDUCE THE CONSTRUCTION PERMIT WAIT TIMES WITH GO DALLAS. 
          AND NOW YOU'RE TAKING FULL CREDIT FOR THAT WITH NO MENTION OF THE PURCHASE AND TRANSFORMATION OF THE SOFTWARE PROGRAM, WHICH IS ACCURATE. 
          SO I THINK WHAT WE HAVE IS AN ISSUE OF TIMING. 
          SO THIS ACTUALLY HAPPENED PRIOR TO THE SOFTWARE BEING IMPLEMENTED AND PUSHED TO THE PUBLIC. 
          SO WHAT NEEDED TO HAPPEN INITIALLY WAS A REVIEW OF THE PROCESS, WHICH WE DID BEFORE DALLAS NOW EXISTED. 
          AND THEN WE NEEDED TO SHOW THEM THESE ARE THE PERMITS THAT ARE ACTUALLY WAITING. 
          WE DEVELOPED TOOLS TO DO THAT. 
          AND THEY WERE ABLE TO WORK THROUGH WHAT THOSE THINGS WERE. 
          THEY HAD TWO DISJOINTED SOFTWARE SYSTEMS. I THINK WE'VE BEEN ABLE TO MAINTAIN THOSE GOOD TIMES BECAUSE WE SUBSEQUENTLY IMPLEMENTED THE SYSTEM. 
          SO YOUR FUNCTION WAS PURELY DIAGNOSTIC TO DETERMINE WHERE THE PROBLEMS WERE IN THE BOTTLENECKS OR DID YOU ACTUALLY IMPROVE THE WORKFLOW? THE WORKFLOW WAS IMPROVED. 
          AND MOST IMPORTANTLY, IDENTIFYING WHICH ITEMS WERE CAUGHT UP. 
          AND SO I NEVER WANT TO TAKE FULL CREDIT FOR ANY DEPARTMENT'S SUCCESS. 
          WE COME ALONG AND SUPPORT THEM IN THEIR MISSION. 
          AND SO THAT WAS NOT MY INTENTION. 
          BUT I THINK IN THIS PARTICULAR INSTANCE, THERE WAS A TIMING WHERE THIS HAPPENED FIRST AND THEN THE SOFTWARE WAS IMPLEMENTED. 
          SO YOUR DEPARTMENT WASN'T INVOLVED IN IMPLEMENTING THIS TRANSFORMATION OF SOFTWARE. 
          THAT WAS AN OUTSIDE VENDOR THAT DID THAT. 
          CORRECT. 
          OKAY. 
          THANK YOU, MR. CHAIR. 
          THANK YOU. 
          THANK YOU, MR. RIDLEY. 
          COUNCIL MEMBER ROTH. 
          THANK YOU. 
          JUST A COUPLE QUESTIONS. 
          [00:30:03]
ON PAGE 19, COULD YOU EDUCATE ME A LITTLE BIT ABOUT WHAT TEXT MINING MEANS? CERTAINLY THANK YOU FOR THE QUESTION, COUNCIL MEMBER. 
          SO WHAT YOU'RE DOING IS YOU'RE GOING THROUGH A NARRATIVE INSIDE OF A REPORT LOOKING FOR KEY WORDS. 
          SO WHAT THE CURRENT PROCESS IS, IS SOMEBODY IS NOW MANUALLY READING THOSE THOUSANDS AND THOUSANDS OF NARRATIVES LOOKING FOR AN INDIVIDUAL THAT MIGHT BE THE MOST AMENABLE TO GOING INTO TREATMENT, BASICALLY FROM THEIR 911 REPORT. 
          AND SO INSTEAD OF A HUMAN DOING THAT, THEY'VE TOLD US WHICH KIND OF KEY WORDS WOULD MATTER THE MOST TO THEM. 
          WHAT ARE THEY READING FOR? AND SO WE HAVE A TEXT MINING SCRIPT THAT READS THAT REPORT, IDENTIFIES THOSE WORDS, AND THEN SAYS, HEY, HERE'S A RANKED ORDER OF THE ONES THAT HAVE THE MOST REPEATED KEY WORDS THAT YOU SAY YOU'RE INTERESTED IN SEEING. 
          DOES THAT HELP, SIR? YEAH. 
          SO IT'S NOT THE TEXT ON MY PHONE. 
          IT'S A... 
          NO, SORRY. 
          YES. 
          IT'S GOING THROUGH THE 911 REPORTS OR THE POLICE REPORTS. 
          YES, SIR. 
          I THINK THAT'S SIGNIFICANTLY FOR AN UNEDUCATED PERSON LIKE ME TO UNDERSTAND THE DIFFERENCE AND THE TECHNICALITY OF IT. 
          I GET CREDIT FOR NOT KNOWING ANYTHING. 
          I THINK THAT THE... 
          I WANT TO COMPLIMENT YOU AND I WANT TO ENCOURAGE YOU. 
          YOUR DEPARTMENT HAS THE SKILL SETS TO DO SOME REAL IMPORTANT WORK FOR THE CITY. 
          THE CREATION OF THESE DATABASES, OF CREATING THE ALGORITHMS, TO CREATING THE SOFTWARE PACKAGES TO HELP US FIND INFORMATION, HELP US MINE THE INFORMATION, HELP US TO CREATE EFFICIENCIES IS REALLY AN IMPORTANT THING, I THINK. 
          BUT TO THE POINTS THAT HAVE BEEN MADE, I DON'T THINK THAT THERE'S A FOCUSED MISSION FOR WHAT YOU ALL ARE TRYING TO DO. 
          AND QUITE FRANKLY, I'M A LITTLE BIT SURPRISED THAT THE MISSION STATEMENT IS VERY BROAD AND THAT THE MISSION STATEMENT OF ASSISTING THE QUALITY OF LIFE IS REALLY NOT WHAT I THINK YOU ALL... 
          WHAT YOUR JOB IS. 
          I THINK... 
          AND AGAIN, I'M NOT SAYING WHAT YOUR JOB IS. 
          I'M THINKING THAT IT WOULD BE MORE INSTRUCTIVE AND MORE CREATIVE AND MORE VALUABLE IF YOUR MISSION WAS DEFINED AS BEING CREATING FUNCTIONAL EFFICIENCIES FOR THE OPERATION OF THE CITY, CREATING DEPARTMENTAL EFFICIENCY OR SOME KIND OF A MORE NARROWED DIRECTED SCOPE FOR HANDLING INTERNAL INFORMATION RECOVERY, RETRIEVAL, PROVIDING DATA THAT IS VALUABLE, NOT JUST THAT IS SUBSTANTIAL. 
          AND I THINK THAT THAT'S PART OF MAYBE THE DIFFICULTY THAT WE'RE HAVING IN JUSTIFYING THE VALUE ADDED PROPOSITION THAT YOU'RE PRESENTING. 
          I WOULD SUGGEST THAT THAT HAS TO BE REVIEWED. 
          THE OTHER THING THAT I WOULD LIKE TO ALSO SUGGEST IS THAT THERE ARE AREAS... 
          THE DATABASES, THE DASHBOARDS AND STUFF, AGAIN, WE'RE BEING OVERLOADED WITH INFORMATION. 
          AND SOMETIMES IT'S VALUABLE AND SOMETIMES IT ISN'T. 
          I LIKE THE IDEA OF BEING ABLE TO... 
          FOR PUBLIC TO BE ABLE TO ACCESS INFORMATION EFFICIENTLY, CREATIVELY, BUT JUST TO HAVE MORE AND MORE AND MORE STUFF TO LOOK AT IS NOT EFFICIENT. 
          AND AGAIN, THAT'S A HARD DECISION. 
          SOMEBODY HAS TO BE MANAGING THOSE REQUESTS. 
          THERE ARE THINGS IN OUR CITY THAT I THINK YOU HAVE A VERY GREAT OPPORTUNITY TO ASSIST US ON. 
          AND NUMBER ONE WOULD BE, AND I WOULD REQUEST THAT THE CHAIR CONSIDER THIS AND THE VICE CHAIR CONSIDER THIS, THAT THE ORGANIZATION OF OUR REAL ESTATE PORTFOLIO, OUR REAL ESTATE INFORMATION, WHICH IS ONE OF OUR BIGGEST, BIGGEST ASSETS, IS AN OPPORTUNITY FOR YOU ALL TO CONSOLIDATE IT, TO IDENTIFY IT, TO ORGANIZE IT, TO PROVIDE US A RESOURCE SO THAT WE CAN MANAGE AS A COUNCIL BODY, BUT ALSO THE STAFF CAN MANAGE THAT PART. 
          AND I WOULD SUGGEST THAT THAT WOULD BE AN IMPORTANT OBJECTIVE FOR THE MORE RECENT FUTURE THAN A FAR FUTURE. 
          AND LOOK, I THINK IT'S... 
          YOU'RE OBVIOUSLY CAPABLE. 
          YOU'VE OBVIOUSLY GOT THE 
          [00:35:01]
RIGHT PEOPLE. 
          YOU'VE GOT THE TECHNICAL SAVVY. 
          BUT I DON'T THINK YOU HAVE THE RIGHT DIRECTION AND IT'S NOT YOUR FAULT, IT'S THAT SOMEBODY... 
          WE NEED TO HAVE THE RIGHT DIRECTION. 
          WE HAVE TO HAVE THE RIGHT EXPECTATION AND WE HAVE TO UNDERSTAND WHAT YOU CAN DO TO ADD VALUE TO THE CITY ORGANIZATION. 
          IT'S NOT A POPULATION ISSUE. 
          IT'S A... 
          YOU'RE A PART OF A DEPARTMENT THAT'S SUPPOSED TO BE HELPING THE FUNCTIONALITY OF AN EFFICIENCY OF THIS PLACE, AND I'M SAYING NOT... 
          WHICH WILL GO, IT'LL PASS ON TO THE CITIZENS. 
          BUT YOUR FOCUS SHOULD BE MAKING MONEY, BEING MORE EFFICIENT, BEING HELPFUL FOR US IN DECISION MAKING PROCESS IS MY OPINION. 
          BUT ANYWAY, THANK YOU FOR YOUR PRESENTATION. 
          I APPRECIATE YOUR COMMENTS, SIR. 
          THANK YOU. 
          COUNCILWOMAN. 
          YEAH, WHAT HE SAID. 
          BECAUSE WHEN YOU LOOK AT... 
          OH, BECAUSE MY QUESTION IS, WHAT IS YOUR VISION AND WHAT IS YOUR... 
          BECAUSE YOU STATED YOUR MISSION TO USE DATA TO IMPROVE LIVES. 
          THAT'S SO VAGUE. 
          AND WHAT WE SAW, I THINK, WITH THE RELEASE OF THIS LATEST BUDGET IS OUR EFFICIENCIES IS WHAT HELPED US GET US OUT OF A HOLE, AND IT'S GOING TO BE... 
          THAT'S WHAT'S GOING TO BE IMPORTANT. 
          SO TO CREATE A DASHBOARD IS, TO ME, NOT EFFICIENCY. 
          UNDERSTOOD. 
          AND FOR SOMEBODY TO COME TO YOU AND SAY, I WANT A DASHBOARD, YOU PROBABLY SHOULD HAVE A CHECKLIST. 
          I'M NOT GOING TO GET INTO DEVELOPING THAT AND I DON'T WANT TO APPROVE IT, BUT YOUR JOB IS TO CREATE AN EFFICIENT CITY GOVERNMENT AND NOT... 
          AND IN TURN, IS WHAT MR. ROTH SAYS, WOULD IMPROVE LIVES, OR SHOULD IMPROVE LIVES. 
          BUT TO ME, IT'S REALLY ABOUT EFFICIENCIES, PERIOD. 
          USING DATA TO TACKLE AN INEFFICIENT WAY OF DOING BUSINESS. 
          AND LET'S BE HONEST, CITIES HAVE BEEN LIVING IN INEFFICIENT WAYS. 
          AND THAT MEANS IN ALL DEPARTMENTS. 
          WE CAN'T CHOOSE WHICH DEPARTMENT TO DO THAT IN. 
          YOU KNOW, THIS VERSUS THAT. 
          IT'S GOT TO BE ACROSS THE BOARD. 
          SO YOU MIGHT NEED TO GO BACK, AND I DON'T WANT TO GIVE YOU MORE HOMEWORK, BUT TO REALLY CREATE WHAT IS OUR VISION, OUR MISSION, OUR GOALS, AND LET'S SET THOSE REALISTICALLY. 
          BECAUSE YOU'VE BEEN BUILDING A PLANE AND FLYING IT. 
          LET'S JUST BE HONEST. 
          AND EVERYBODY COMES TO YOU, BRITTA, BECAUSE THIS UNKNOWN OF DEVELOPING A PROJECT IS... 
          YOU KNOW, WE JUST CREATE SOMETHING AND HOPE THAT WE FIGURE IT OUT. 
          BUT WHAT WE REALLY NEED TO DO IS THE DATA SHOULD ACTUALLY DRIVE HOW THE PROJECT IS DESIGNED. 
          AND I THINK YOU'RE IN A POSITION WITH YOUR CFO TO MAKE THAT HAPPEN. 
          AND SO, YOU KNOW, AND IT MAY BE THAT SOME THINGS GET PUT ON THE BACK BURNER BECAUSE THEY'RE NOT AS CRITICAL RIGHT NOW. 
          BECAUSE WE NEED TO GO AFTER THOSE BIG DOLLAR AMOUNTS. 
          AND LOOKING FOR WAYS OF, HEY, THIS IS WHAT WE'RE SEEING. 
          AND THAT'S ON EVERYTHING. 
          YOU KNOW, WE'VE GOT AN OVERTIME ISSUE, RIGHT? WE'VE GOT A PENSION ISSUE. 
          LET'S LOOK AT ALL OF THIS STUFF. 
          AND SO, IS IT REALLY TO IMPROVE LIVES? NO, IT'S REALLY TO IMPROVE OUR CITY GOVERNMENT. 
          AND I THINK THAT'S THE FOCUS. 
          AND AGAIN, I DON'T WANT TO RUN YOUR DEPARTMENT. 
          I DON'T WANT YOU... 
          I MEAN, I JUST WOULD LOVE TO SEE THE BENEFITS OF YOUR DEPARTMENT. 
          GO AHEAD. 
          I JUST WANTED TO SAY THAT I APPRECIATE YOURS AND COUNCILMEMBER ROSS' COMMENTS ABOUT THE MISSION STATEMENT. 
          AND WHEN I WROTE IT FIVE YEARS AGO, MY INTENTION, AT THE RISK OF BEING VAGUE, WAS TO BE BROAD ENOUGH TO ENCOMPASS WHICHEVER DEPARTMENT NEEDED THAT WORK, RIGHT? AND SO, THESE HAVE NOT BEEN THINGS THAT HAVE BEEN PUBLIC OR IN SORT OF OUR PUBLIC DOCUMENTS. 
          BUT WE'VE ALWAYS HAD SORT OF SUB-OBJECTIVES THAT DESERVE FOCUS AND REFINEMENT AROUND DRIVING THE DOLLARS, RIGHT? LIKE, IF THE GOAL IS GOING TO BE THAT PART OF WHAT WE WANT TO DO, MAYBE IT'S NOT OUR BIG MISSION STATEMENT, BUT WE WANT TO REDUCE THE NUMBER OF DOLLARS SPENT ON VENDOR-DRIVEN DATA PROJECTS. 
          I MEAN, RIGHT. 
          THOSE ARE THE SORTS OF THINGS THAT MAYBE ARE NOT THE TRUE MISSION STATEMENT OR THE RALLYING CRY TO THE TROOPS, RIGHT, AS WE TALK ABOUT THE WORK THAT WE'RE DOING, BUT DEFINITELY CAN BE A SUB-PART OF WHAT WE DO. 
          SO I VERY MUCH APPRECIATE AND AM IN ALIGNMENT WITH YOUR COMMENTS ABOUT WHERE WE ARE RIGHT NOW MEANS THAT WE NEED THIS FOCUSED ASPECT. 
          AND I HEAR YOU ON THE ROI IMPACT. 
          AND IF I... 
          I ABSOLUTELY DO NOT DO EVERYTHING THAT COMES TO MY DOOR. 
          AND ALMOST NOBODY COMES TO ME AND SAYS THE WORD DASHBOARD. 
          BUT THEY COME TO ME AND THEY SAY, I HAVE A PROBLEM. 
          CAN YOU HELP? AND THEN WE TALK THROUGH THAT PROBLEM AND FIGURE OUT, CAN I? IS THIS THE APPROPRIATE APPLICATION? DO THEY NEED TO GO TO IT? IS THIS REALLY A MANAGEMENT THING? WE TALK IT THROUGH. 
          AND IF THERE IS A DATA SOLUTION, IF THEIR PROBLEM IS REALLY ABOUT THE FACT THAT THEIR DATA IS DISCONNECTED AND IT'S NOT WHERE THEY NEED IT WHEN THEY NEED IT, THEN WE ARE THE SOLUTION. 
          AND WE REALLY ONLY DO THAT WORK THAT'S HIGH ROI. 
          AND JACK CAN TELL YOU, I HAVE DONE NOTHING BUT THINK ABOUT OVERTIME FOR THE PAST TWO MONTHS. 
          AND THAT'S WHAT I'M GOING TO BE DOING FOR THE NEXT SEVERAL MONTHS. 
          AND SO I KNOW THAT THESE... 
          SO I APPRECIATE YOUR COMMENTS ABOUT THE FOCUS AND SHARPENING THAT FOCUS SPECIFICALLY AROUND EFFICIENCY AND DOLLARS IN THE COMING YEAR. 
          SO I JUST WANTED TO SAY THAT. 
          [00:40:01]
THANK YOU. 
          BECAUSE LIKE I SAID, I THINK YOUR DEPARTMENT IS WHAT'S GOING TO HELP US CHIP AWAY AT THESE GAPS THAT WE ARE SEEING FOR FUTURE. 
          AND IT COULD BE FROM STREETLIGHTS, RIGHT? AND THEN, I MEAN, SO IT'S EVERYTHING. 
          I MEAN, DATA, THE PROBLEM IS WE GET TOO MUCH SOMETIMES. 
          AND SO HOW DO YOU FILTER THROUGH THAT TO GET TO A SOLVABLE SOLUTION OR TO SOLVE THE PROBLEM IN A GOOD SOLUTION? SO I JUST FEEL THAT YOU ARE... 
          YOU CREATED... 
          THIS WAS SIX YEARS AGO. 
          AND IT MAY BE TIME... 
          YOU'VE HAD FIVE YEARS OF EXPERIENCE HERE. 
          AND IT MAY BE TIME TO REFINE YOUR DEPARTMENT AND GET REALLY... 
          AND YOU'RE ALMOST LIKE A OUTSOURCED CONSULTANT. 
          AND SO IT MAY BE TIME TO JUST NOW... 
          YOU'RE AT THE FIVE-YEAR MARK. 
          WHAT WORKED? WHAT DIDN'T WORK? WHERE DO WE NEED TO TIGHTEN? WHERE DO WE NEED TO SAY, LOOK, WE DON'T NEED TO DO ANY MORE DASHBOARDS. 
          THAT WAS GREAT AT THE BEGINNING. 
          AND NOW THESE ARE THE FIVE THINGS THAT WE'RE GOING TO FOCUS ON BECAUSE THAT IS WHAT DRIVES X, Y, OR Z. 
          AND SO I'M NOT HERE TO GET IN THE WAY. 
          BUT I THINK IT'S TIME. 
          I MEAN, WE'VE GOTTEN THE FIVE YEARS. 
          WE'VE POTTY TRAINED, RIGHT? SO LET'S MOVE FORWARD AND REALLY RUN WITH THIS. 
          BECAUSE AGAIN, I DO BELIEVE DATA IS GOING TO BE KEY. 
          IF WE WANT TO BE A DATA-DRIVEN CITY, WE NEED GOOD DATA AND WE NEED GOOD PROCESSES TO GET THERE. 
          THAT'S JUST MY THOUGHT. 
          THANK YOU. 
          IF I MAY RESPOND PARTIALLY TO THAT, COUNCILMEMBER BLACKMON. 
          BRITA AND I HAD A CONVERSATION EARLIER THIS YEAR ABOUT WHAT'S NEXT AND REALLY WANTING TO LEAN IN TO DATA TO GROW THE DEPARTMENT IN WHAT'S THE NEXT STEP. 
          AND SO THAT'S WHY YOU'LL SEE IN THIS BUDGET EIGHT POSITIONS ELIMINATED FROM VARIOUS DEPARTMENTS. 
          THEY MAY HAVE ONE POSITION THAT'S FOCUSED ON DATA. 
          AND BY ELIMINATING THAT AND REASSIGNING THAT WORK TO BRITA'S TEAM, WHO HAS THE BENCH STRENGTH, WHO HAS THE SKILLS, WHO HAS THE ABILITY TO DO THAT WORK, REALLY IS A DIRECTION I THINK WE NEED TO GO, IS TO BRING SOME OF THOSE SINGLE POINTS INTO A BIGGER TEAM AND REALLY MOVE IN THAT DIRECTION OF MORE OF A CONSOLIDATION OF THOSE EFFORTS. 
          AND SO YOU'LL SEE THAT, THE REDUCTION OF EIGHT POSITIONS ACROSS FIVE DIFFERENT DEPARTMENTS THIS YEAR. SO THANK YOU. 
          COUNCILMAN BAZALDUA. THANK YOU, MR. CHAIR. AND THANK YOU ALL FOR THE PRESENTATION AND FOR YOUR WORK. 
          I WILL OFFER, I GUESS, SOMEWHAT OF A DIFFERENT PERSPECTIVE AND SAY THAT I YOU I'M A BIG FAN OF THE WORK THAT YOU ALL DO. I THINK THAT WE SHOULD BE USING YOU ALL IN A MORE AGGRESSIVE MANNER, QUITE FRANKLY, BRITA, WITH THE DATA THAT YOU HAVE BROUGHT FORWARD. I WILL SAY THAT TO THE COMMENTS THAT WERE MADE AND THAT THE CHAIR ASKED FOR FOLLOW-UP ON, I'M ADAMANTLY OPPOSED FOR US TO TAKE A POSITION TO MICROMANAGE ANY DEPARTMENT. 
          AND SO I DON'T BELIEVE THAT IT IS THE... JOB OF THE COUNCIL. IT IS NOT A POLICY DISCUSSION OR DECISION FOR US TO MICROMANAGE WHAT DASHBOARDS ARE OR AREN'T MADE. HOWEVER, I DO BELIEVE IT IS OUR POLICY DECISIONS AS THIS BODY TO LEVERAGE THE WORK THAT'S PUT INTO THESE DASHBOARDS AND THE DATA THAT'S COLLECTED AND USE IT FOR GOOD. I HAVE NOT SEEN THE SAME PASSION OR MOTIVATION TO BE AS MICROMANAGING TO CERTAIN DEPARTMENTS LIKE THE POLICE DEPARTMENT, FOR INSTANCE. I'VE ASKED BRITA, SPECIFICALLY, ABOUT THE RESPONSE TIMES. 
          I THINK THAT THERE'S BEEN VERY HELPFUL DATA THAT HAS BEEN GATEKEPT, QUITE FRANKLY. AND SO WE HAVE TO GET SERIOUS ABOUT BRINGING TO LIGHT SOME OF THE DATA THAT IS BEING PUT THROUGH THIS DEPARTMENT TO OPEN OUR EYES TO EFFICIENCIES. MR. CHAIR, THIS COMMITTEE RIGHT HERE IS MEANT TO DIG INTO THE EFFICIENCIES AND INEFFICIENCIES. 
          WITHIN OUR CITY, AND I DON'T BELIEVE THAT THERE'S A DEPARTMENT THAT COULD BE A BETTER RESOURCE FOR THAT TASK THAN BRITA'S, AND THAT'S THE WAY THAT THIS SHOULD BE LEVERAGED. I THINK THAT THERE'S A LEVEL OF SCRUTINY THAT IS NOT REALLY FOCUSING ON THE RESOURCE THAT WE HAVE WITHIN THIS DEPARTMENT SO THAT WE CAN IDENTIFY INEFFICIENCIES, AND AT A SMALL SCALE, LOOKING AT WHAT HAS BEEN PRESENTED WITH THIS CURRENT FISCAL YEAR OR THIS NEXT FISCAL YEAR'S BUDGET, AND FINDING A FEW POSITIONS, I THINK THAT WE AS THE GOVERNING BODY COULD TAKE ADVANTAGE OF THIS DEPARTMENT AND ASK TO TRULY DIG IN TO SOME OF THE ISSUES THAT WE HAVE HAD IN OUR CITY. 
          IT'S HOW WE HAVE BEEN ABLE TO COME TO LIGHT. WE HAVE BEEN ALMOST AT A STAGNANT STANDSTILL FOR SOME OF OUR BIGGEST POLICY DISCUSSIONS SINCE I'VE BEEN ON COUNCIL. 
          AND THEN ONCE BRITA'S DEPARTMENT BRINGS US HARD DATA, IT GIVES US SOMETHING OTHER THAN ANECDOTE OR BIASED TESTIMONY. 
          TO MAKE DECISIONS ON. AND 
          [00:45:02]
THAT'S WHAT I BELIEVE EFFICIENCY SHOULD BE HIGHLIGHTED FROM. SO I WILL SAY THAT I APPRECIATE THE WORK THAT YOU'RE DOING. I WILL SAY THAT I'VE BEEN, IT'S BEEN VERY EYE-OPENING TO ME AS A POLICYMAKER WITH VARIOUS POLICY DISCUSSIONS THAT WE'VE HAD. IF YOU GO AND TAKE THE TIME AND GO SIT WITH BRITA AND WORK THROUGH SOME OF THESE DASHBOARDS AND SEE ON THE BACK END SOME OF THIS DATA THAT'S BEEN COLLECTED, IT'S NOT JUST ABOUT THE SHINY FRONT FACING PEACE THAT WE PUT OUT. THAT WE CALL A DASHBOARD. IT'S ABOUT THE DATA THAT'S ACTUALLY BEEN COLLECTED AND WE SHOULD BE USING THAT TO MAKE POLICY DECISIONS AND CHANGES. 
          THAT, MR. CHAIR, IS WHAT I THINK THAT WE HAVE LACKED MOST OF AND THAT'S ON US. 
          THAT'S THIS BODY. WE HAVE NOT TRULY LEVERAGED THE RESOURCE THAT WE HAVE WITHIN THIS DEPARTMENT. WE HAVE NOT USED THE DATA THAT'S BEEN COLLECTED AND AGGREGATED FOR US TO MAKE BETTER DECISIONS OR TO CHANGE INEFFICIENCIES THROUGHOUT THE THE ORGANIZATION. AND UNTIL WE DO... I DON'T KNOW THAT SCRUTINIZING STAFF FOR JUST DOING WHAT THEY'VE BEEN TASKED TO DO IS APPROPRIATE OR PRODUCTIVE, QUITE FRANKLY. SO I JUST ASK THAT WE BETTER LEVERAGE THIS. 
          I THINK THAT MR. ROTH AND MS. BLACKMON BOTH MADE GOOD POINTS SPECIFICALLY ON TRULY BEING DATA-DRIVEN. I THINK THAT WE HAVE EVOLVED FROM WHEN YOU FIRST WROTE THIS MISSION STATEMENT. MAYBE IT'S TIME FOR A SPRUCE UP AND FOR US TO LOOK AT HOW WE CAN BETTER LEVERAGE THIS. THIS DATA, BUT ONE IN SPECIFIC, I'VE SAID IT PUBLICLY BEFORE, I'M NOT ON PUBLIC SAFETY. I CAN'T DICTATE WHAT GOES ON TO THAT COMMITTEE. 
          MADAM CHAIR, I THINK THAT THERE HAS BEEN A SPECIFIC EFFORT TO PREVENT CERTAIN DATA FROM COMING FORWARD THAT HAS ALREADY BEEN COLLECTED, AND ONE IN PARTICULAR IS RESPONSE TIMES. MY DISTRICT WANTS TO SUPPORT OUR POLICE. 
          100% SUPPORTS OUR POLICE. IT ALWAYS TURNS POLITICAL WHENEVER ANY TYPE OF SCRUTINY OR NEGATIVE OPINIONS ARE BEING GIVEN. AND I THINK THAT THAT'S UNFORTUNATE. 
          BUT THE REALITY IS, IS WHEN YOU LOOK AT THE DATA THAT'S BEEN COLLECTED BY DATA ANALYTICS, WE HAVE A HUGE ISSUE OF INEFFICIENCY WITH OUR POLICE DEPARTMENT AND HOW THEY RESPOND TO CALLS, HOW THEY STAY PUT AT CALLS, THE AMOUNT OF ELEMENTS THAT ARE PUT TO CALLS, AND EVEN THE CONTROLS THAT ARE PUT IN PLACE FOR THEM TO BE ASSIGNED TO AND FROM. CALLS WITHIN THE DIFFERENT PRIORITY LEVELS. 
          THAT'S ONE HUGE PIECE THAT IS THE MOST EXPENSIVE DEPARTMENT OF OUR ENTIRE BUDGET, THAT WE ARE NOT SCRUTINIZING. 
          WE ARE NOT USING DATA TO DRIVE THE DECISIONS THAT ARE BEING MADE. 
          WE ARE NOT ASKING FOR LEADERSHIP TO BE DATA-DRIVEN. BUT YET WE HAVE VERY HIGH SCRUTINY AND EXPECTATION OF EVERY OTHER DEPARTMENT OF OUR CITY. SO I ASK THAT WE USE THIS TO BRING US SOME EFFICIENCY EXERCISES. 
          INSTEAD OF IT JUST BEING A CHICKEN AND EGG CONVERSATION, BECAUSE THAT'S ALL THAT IT SEEMS TO BE, AND IT'S AN UNFAIR SCRUTINY TO A GROUP OF EMPLOYEES, I THINK, THAT ARE DOING GOOD WORK IN OUR CITY. THANK YOU, COUNCILMAN BAZALDUA. I WILL MAKE ONE STATEMENT. I DO CONCUR AND AGREE WITH WHAT COUNCILMEMBER ROTH AND COUNCILMEMBER BLACKMON SAID. 
          BEING DATA-DRIVEN IS IMPORTANT, AND HAVING THAT INFORMATION IS BECAUSE THAT'S HOW WE CAN DETERMINE OUR EFFICIENCIES AND UNDERSTAND WHAT'S GOING ON. SO I WILL MAKE A RECOMMENDATION, BUT BEFORE WE DO THAT, I WANT TO GO BACK TO CHAIR MENDELSOHN FOR OUR SECOND ROUND. THANK YOU. YEAH, WE ACTUALLY HAVE SO MUCH DATA. YOU KNOW, IT'S INTERESTING ON PAGE 17 WHEN YOU SAY 50 MILLION OPEN DATA PORTAL VIEWS IN THE LAST FIVE YEARS. 
          I REGULARLY DOWNLOAD DATA FROM THE PORTAL. IT DOES NOT MEAN I HAVE AN OPEN RECORDS REQUEST. IT JUST MEANS THERE'S DATA THERE. 
          SOMETIMES I'M GOING, WELL, USUALLY I'M GOING FOR A VERY SPECIFIC THING, BUT BECAUSE THERE'S SO MUCH, YOU JUST GET LOST. YOU'RE LIKE, OH, WELL, LET ME GO LOOK AT THAT. I DIDN'T KNOW ABOUT THIS. AND YOU LEARN ALL SORTS OF DIFFERENT THINGS AS YOU'RE DOWNLOADING IT, AND YOU'RE LIKE, OH, WELL. SLICE AND DICE IT THIS WAY BECAUSE I CAN NOT BECAUSE I WAS ACTUALLY GOING TO LOOK FOR THAT OR MAKE A DATA REQUEST SO I DON'T BELIEVE THAT IT TRANSLATES TO THE 50 MILLION AND I THINK THAT THERE'S PEOPLE WHO JUST DO IT ON A REGULAR MONTHLY BASIS OR WEEKLY BASIS JUST TO SEE WHAT THE UPDATE LOOKS LIKE AND SO I DISAGREE THAT WE ARE SAVING 10 MILLION OPEN RECORDS REQUESTS I THINK THAT IS AGAIN, LIKE... SO MUCH OF THIS IS JUST HYPERBOLE. 
          WHAT I'LL SAY FOR THE GOAL ISSUE IS THAT I WOULD LIKE TO SEE AN ANNUAL GOAL SET OF A DIRECT EXPENSE THAT YOU'RE GOING TO OFFSET WITH YOUR EFFORTS. SO WHETHER THAT'S YOU'RE GOING TO ELIMINATE STAFF THAT IS NO LONGER NEEDED BECAUSE SOMETHING HAS BECOME AUTOMATED. WHETHER YOU'RE GOING TO ELIMINATE SOFTWARE 
          [00:50:02]
BECAUSE YOU'RE GOING TO PUT TWO OTHER THINGS TOGETHER AND NOW WE DON'T NEED TO DO THIS. 
          BUT LET'S SEE AN ACTUAL GOAL. 
          AND ALSO, THAT GOAL COULD BE INCREASING REVENUE. I MEAN, IT DOESN'T HAVE TO BE JUST DECREASING EXPENSES. THERE'S MORE THAN ONE PART OF THAT EQUATION. 
          CAN YOU EXPLAIN THE SEVEN POSITIONS YOU SAY THAT WERE CUT THIS BUDGET CYCLE, AND THEN YOU'VE GOT EIGHT COMING UP. WHAT WERE THE SEVEN POSITIONS THEN? THANK YOU FOR THE QUESTION. 
          THERE WERE POSITIONS IN 311 AND PLANNING AND DEVELOPMENT SERVICES. 
          AND HOW MANY 311? THERE WAS ONE POSITION IN 311. AND THEN SIX IN PLANNING AND DEVELOPMENT? YES. I JUST WANT TO MAKE SURE IT WASN'T A... 
          YEAH, THEY WERE, IN BOTH INSTANCES, THEY WERE ALL GIS-RELATED POSITIONS THAT WERE DOING FUNCTIONS THAT WE WERE ABLE TO AUTOMATE FOR THE DEPARTMENT. AND THEN FOR THE EIGHT THAT ARE COMING FOR THE PLANNED BUDGET, WHAT DEPARTMENTS ARE THEY IN? THERE IS, DO YOU WANT THIS? YEAH, SURE. ONE IN LIBRARY, ONE IN FACILITIES, TWO IN PROTOCOL. I'M SORRY, CAN YOU JUST, YOU'RE JUST A LITTLE BIT FAR FROM THE MIC. I'M SORRY, I'M SORRY. ONE IN LIBRARY. 
          ONE IN FACILITIES, TWO IN HOUSING, ONE IN HR, THREE IN PARK AND RECREATION FOR A TOTAL OF EIGHT, $616,000 REDUCED IN THOSE DEPARTMENTS. AND AGAIN, THOSE WERE POSITIONS THAT DID SOME TYPE OF DATA ANALYTIC WORK WITHIN THE DEPARTMENT THAT IS BEING CENTRALIZED WITHOUT A CHANGE IN THE NET STAFF FOR BRTA. 
          AND WHAT DOES A HYBRID SCHEDULE LOOK LIKE IN YOUR DEPARTMENT? CAN YOU EXPLAIN THAT? YEAH, PEOPLE HAVE CORE DAYS WHEN THEY ARE IN WITH THEIR TEAMS, AND THEN THERE ARE DAYS WHEN THEY WORK REMOTELY. 
          AND HOW MANY ARE THEY REMOTE VERSUS HOW MANY ARE THEY IN? MOST PEOPLE ARE IN THREE AND OUT TWO. OTHER PEOPLE ARE IN FOUR AND OUT ONE. MY TEAM WAS, I SAY, BORN IN COVID, AND WE DIDN'T EVEN HAVE A SPACE IN THE BUILDING, SO WE WERE REMOTE INITIALLY. 
          SO WE WERE USED TO THAT WORK. WHEN THEY PREPARED A SPACE FOR US, WE WERE IN A SITUATION WHERE WE IMMEDIATELY HAD TO HOTEL BECAUSE THERE WERE NOT ENOUGH DESKS. AND SO THAT WAS SOMETHING THAT JUST SORT OF CAME NATURALLY, THAT HYBRID APPROACH. I DID NOT KNOW THAT YOU HAD EVER VISITED US. I KNOW BECAUSE YOU WEREN'T THERE. 
          SURE, REALLY. THANK YOU, MR. CHAIR. I CONCUR WITH MY TWO COLLEAGUES WHO RAISED THE ISSUE ABOUT THE DEPARTMENT'S MISSION STATEMENT. I THINK IT'S A MISNOMER, AND THAT'S UNDERSCORED BY THE DISCUSSION HERE TODAY, WHICH HAS SOLELY BEEN ON THE SIDE OF MAKING CITY GOVERNMENT MORE EFFICIENT. 
          SO I PROPOSE THAT THE MISSION STATEMENT BE REVISED TO MAKING CITY GOVERNMENT MORE EFFICIENT, BECAUSE THAT'S WHAT YOU'VE TALKED ABOUT. 
          YOU'VE TALKED ABOUT CUTTING EIGHT JOBS, AUTOMATING THEM. YOU'VE TALKED ABOUT HOW MUCH MONEY YOU'VE SAVED. IT'S NOT ABOUT HELPING PEOPLE IN THE COMMUNITY LIVE BETTER LIVES. 
          IT'S ALL ABOUT EFFICIENCY, AND I THINK THAT'S WHAT IT SHOULD BE. ON SLIDE 23, YOU HAVE AS THE FIRST BULLET PERFORMANCE MEASURE, ALL CITYWIDE AI INITIATIVES SHOW A MEASURABLE BENEFIT WITHIN 12 MONTHS. 
          ON WHAT METRICS? SO WE'RE DESIGNING INDIVIDUAL METRICS BASED ON THE PROJECT. SO THE DEPARTMENT THAT IS IMPLEMENTING COMES UP WITH A MEASURABLE BENEFIT. 
          WHAT DO THEY WANT TO SEE THE PROJECT DO? IT HITS OR DOES NOT HIT THAT TARGET. SO IT IS DEVELOPED INDIVIDUALLY FOR THE PROJECT THEY'RE IMPLEMENTING. AND AS ANYONE YOU'VE IDENTIFIED, BUT WE ALSO NEED TO HAVE A BALANCE OF WHAT IT'S GOING TO COST IN TERMS OF YOUR DEPARTMENT'S MANPOWER AND SALARIES. WE CAN DETERMINE IF THERE ARE OTHER GREATER PRIORITIES IN HOW TO UTILIZE THE MANPOWER IN YOUR DEPARTMENT. IS ANYONE DOING THAT? I AM LOOKING QUICKLY NOW. MOST OF THEM ARE DESIGNED ABOUT SORT OF LIKE WORK TARGETS, NUMBERS, PERCENTAGES, REDUCTIONS, INCREASE, BUT WE CAN CERTAINLY ADD THAT COMPONENT. 
          I THINK THAT THAT'S CERTAINLY FAIR. OKAY. I THINK THAT'S CRITICAL FOR THIS COMMITTEE TO BE ABLE TO EXERCISE ITS THANK YOU. NECESSARY OVERSIGHT OF THE DEPARTMENT TO BE ABLE TO HAVE REPORTS FROM YOU PERIODICALLY ABOUT THE INITIATIVES FOR USE OF AI. 
          I THINK WE'RE ALL INTERESTED IN THAT BECAUSE OF ITS HUGE POTENTIAL. 
          BUT WE NEED TO KNOW THAT IT'S 
          [00:55:01]
COST EFFECTIVE AND WE'RE NOT UTILIZING IT JUST BECAUSE IT'S A SHINY NEW INTERESTING METHOD OF DOING DATA ANALYTICS. 
          ABSOLUTELY. THANK YOU. 
          ABSOLUTELY. THANK YOU, CHAIR RIDLEY. COUNCIL MEMBER ROTH. 
          THANK YOU. 
          I WANT TO ALSO SORT OF JOIN IN WITH CHAIR MENDELSOHN'S SUGGESTION THAT REALLY THE MANAGEMENT OBJECTIVES IS REALLY THE ISSUE HERE. 
          CERTAINLY THE SPECIFICS OF WHAT'S BEEN TRANSPIRING, I THINK, HAS BEEN DRIVEN BY THE LACK OF FOCUS ON WHAT I THINK WE ARE EXPERIENCING. 
          EXPECTING AND WHAT THE CITY IS EXPECTING. IT'S NOT NECESSARILY YOUR FAULT. IT'S NOBODY'S FAULT, BUT THE DIRECTION NEEDS TO BE REVISED. AND TO THE TO CHAIR MENDELSOHN'S POINT, IF WE COULD CREATE SOME SPECIFIC GOALS, SOME SPECIFIC REQUIREMENTS, I THINK THAT WOULD HELP US ALL FOCUS ON ON THAT ON THAT POINT. SO PLEASE TAKE THAT THAT SUGGESTION TO HEART AND AND SEE IF YOU COULD COME BACK AND BRING US SOMETHING THAT WOULD WOULD ADDRESS THAT MORE SPECIFICALLY. I WANT TO AGAIN JUMP ON MY SORT OF BANDWAGON OF REALLY DEALING WITH REAL ESTATE. THIS IS AN OPPORTUNITY. IT'S ALL ABOUT DATA. REAL ESTATE IS ONLY ABOUT DATA. AND WE DON'T HAVE A GOOD PORTAL WHERE WE CAN GET THAT DATA. 
          AND THAT SHOULD BE SOMETHING THAT I REALLY WOULD ENCOURAGE THIS GROUP TO FOCUS ON. AND QUITE FRANKLY, CHAIR, I WOULD REQUEST THAT THIS BE AN AGENDA ITEM IN THE FUTURE, THAT WE HAVE A REAL ESTATE REVIEW AND A REAL ESTATE PRESENTATION AND AN ACKNOWLEDGMENT OF UPDATE OF WHERE WE ARE WITH THAT. 
          AND I WOULD HOPE THAT WE COULD HAVE THAT DONE SOONER THAN LATER, IF POSSIBLE. ARE YOU ASKING ME? I WOULD LIKE YOU TO PLEASE PUT, YEAH, IF YOU WOULD BE ABLE TO DO THAT. YES. WE'LL PUT IT ON FOR NEXT MONTH. IF THAT'S APPROPRIATE, OR GIVE PEOPLE THE RIGHT TO DO IT BEFORE THE END OF THE YEAR, WE SHOULD DO THAT. I JUST WANTED TO POINT OUT THAT THROUGH THE MAYOR'S ASSIGNMENTS TO THE DIFFERENT COMMITTEES, REAL ESTATE WAS KIND OF TASKED TO THE FINANCE COMMITTEE, AND THEY HAVE BEEN DEALING WITH IT. WE CAN OBVIOUSLY BRING TO YOUR COMMITTEE AS WELL, BUT THERE'S BEEN MORE TIME SPENT ON REAL ESTATE WITHIN FINANCE THAN ANY OTHER COMMITTEE. 
          BUT I WORK FOR YOU GUYS. MY REQUEST IS REALLY TO BRING... FOR US TO BE SORT OF A CENTER FOCUS ON THAT IF WE CAN. I'M NOT TRYING TO TAKE AWAY THE RESPONSIBILITY FROM FINANCE, BUT I THINK WE HAVE A DIFFERENT OBJECTIVE AND A DIFFERENT VISION AND A DIFFERENT FOCUS THAT WE NEED TO MAKE, AND I THINK WE HAVE TO LOOK AT THE REAL ESTATE GENERALLY, AND MAYBE WE CAN GIVE YOU ALL SOME GUIDANCE AS TO WHAT KIND OF PRESENTATION. BUT I WOULD LIKE TO SEE SOMETHING, CERTAINLY IF IT CAN BE THAT FAST, BUT GIVEN THE FACT THAT WE'RE IN THE BUDGET SITUATION, THAT IT'S A DIFFICULT TIME. I WOULD CERTAINLY REQUEST THAT IT BE DONE IN THE NEXT COUPLE TO THREE MONTHS, BEFORE THE END OF THE YEAR AND BEFORE DECEMBER IF POSSIBLE. 
          BUT AGAIN, IT'S UP TO THE CHAIR TO CREATE HIS AGENDA. MY ONLY OTHER COMMENT WOULD BE THAT I KNOW THAT THERE IS A REAL ESTATE MASTER PLAN AND SOME OTHER THINGS THAT ARE BEING WORKED ON. I JUST DON'T KNOW THE TIMING OF THOSE OFF THE TOP OF MY HEAD. SO I DON'T THINK THEY WOULD BE READY BY YOUR NEXT MEETING. 
          BUT THAT'S UNDER JOHN JOHNSON. I WOULD HAVE TO ASK THAT QUESTION, SIR. 
          THANK YOU. AND TAKE THE MOMENT, COUNCILMAN ROTH. I KNOW YOU'VE ASKED FOR THIS SINCE LAST YEAR, TO BE QUITE HONEST WITH YOU. SO JACK, BECAUSE HE'S BEEN ASKING, AND I'VE ASKED AND IT WAS KIND OF DELAYED BECAUSE EVERYBODY TOLD ME TO WAIT. 
          AND SO WHEN MY COLLEAGUES ASK ME TO ASK THEM TO THE AGENDA THAT THEY'RE VERY PASSIONATE ABOUT THAT WE NEED TO DO FOR EFFICIENCY PURPOSES, I WANT TO SUPPORT THAT. SO I'M ASKING IF ADMINISTRATION TO GET WITH COUNCILMAN ROTH AND GET WITH MYSELF CONCERNING NEXT MONTH AGENDA AND LET'S SEE WHAT WE CAN START. PUTTING ON THERE FOR REAL ESTATE AND HE'S ALREADY COMMITTED TO GIVING SOME GUIDANCE ON WHAT WE WOULD LIKE TO SEE. SO I WOULD ECHO THAT. 
          SO I DON'T HAVE A PROBLEM WITH THAT AND I CAN WORK WITH THE CFO TO GET THAT DONE. THANK YOU SO MUCH, JACK. THANK YOU, CHAIR, FOR SUPPORTING THAT. 
          ABSOLUTELY. 
          OKAY. COUNCILMEMBER BAZALDUA. THANK YOU, CHAIR. I JUST WOULD ALSO LIKE TO ADD TO THE REQUEST AND ASK THAT WE GET A FULL BRIEFING FROM DATA ANALYTICS ON POLICE RESPONSE TIMES. 
          AND THE EFFICIENCY USE OF RESOURCES IN THOSE RESPONSE TIMES AS WELL. 
          SURE, ABSOLUTELY. 
          YOU GOT THAT, JACK? 
          [01:00:01]
INCLUDING USE OF OVERTIME AS WELL. YES, I UNDERSTAND. WE JUST NEED TO FIGURE OUT HOW QUICKLY WE CAN GET INFORMATION FOR YOU, AND WE WILL WORK WITH YOU AND ALINA ON YOUR AGENDA. THANK YOU. 
          THIS IS THE LAST ROUND. 
          ANYONE HAVE ANYTHING ELSE THEY WANT FOR THE LAST ROUND? JUST VERY QUICKLY. 
          IN ORDER TO DIFFERENTIATE WHAT FINANCE COMMITTEE IS LOOKING AT IN TERMS OF CITY-OWNED REAL ESTATE AND WHAT THIS COMMITTEE SHOULD LOOK AT, I THINK WHAT WE SHOULD BE LOOKING AT IS NOT SPECIFIC PIECES OF REAL ESTATE AND THE MERITS OF KEEPING IT OR SELLING IT, BUT RATHER THE PROCESS, HOW WE CAN USE DATA TO DETERMINE HOW WE HANDLE THAT REAL ESTATE. AND THAT'S, I THINK, WELL WITHIN THE PURVIEW OF DBI AND THIS COMMITTEE, AND IT'S DIFFERENT FROM WHAT FINANCE IS DOING. 
          ABSOLUTELY. THANK YOU. THANK YOU FOR CLARIFYING, SIR. 
          YEP. ANYONE ELSE? ALSO, I WOULD LIKE, I WANT TO MAKE SURE, SO WE'VE HEARD THE DISCUSSION FROM OUR COMMITTEE OF GOVERNMENT OFFICIALS CONCERNING THIS MATTER, SO I WOULD LIKE TO MAKE A RECOMMENDATION TO HAVE A DISCUSSION WITH THE FULL COUNCIL CONCERNING THE DASHBOARD AND PROJECTS BEING WORKED. ON ABOUT OFFICE OF DATA ANALYTICS AND BUSINESS INTELLIGENCE TO CREATE OR DISCUSS A MORE EFFICIENCY PROCESS. DO I HAVE A MOTION OR SECOND? ALL IN FAVOR, AYE. I CAN'T MAKE THE MOTION. 
          OKAY. 
          SO MADE. 
          IT'S BEEN MOVED AND IT'S BEEN SECONDED TO THE DISCUSSION. 
          JUST A CLARIFICATION, CHAIR. YOU'RE TALKING ABOUT A BRIEFING. 
          YES, A FULL COUNCIL BRIEFING. 
          THIS IS TO ASK FOR A FULL COUNCIL BRIEFING. 
          FOR A FULL COUNCIL BRIEFING. 
          I WOULD SUPPORT THAT. THANK YOU. 
          FULL COUNCIL BRIEFING. ALL IN FAVOR? AYE. OPPOSED? AYE. 
          7. THANK YOU SO MUCH. 
          NEXT AGENDA ITEM, FOLLOW-UP ON MAY 11, 2026, COMMITTEE ON GOVERNMENT EFFICIENCY, MEETING OVERVIEW OF HUMAN RESOURCES AND CIVIL SERVICES DEPARTMENT. JACK, YOU ALREADY THERE? GO AHEAD. 
          SIR, THANK YOU. AS YOU MENTIONED, THIS IS FOLLOW-UP TO MAY 11TH MEETING, AND SO FOR THE INTEREST OF TIME, I'LL JUMP THROUGH THIS FAIRLY QUICKLY. 
          SO ON PAGE THREE, THE DALLAS CITY CHARTER ESTABLISHES DUTIES ASSIGNED TO THE CITY MANAGER, HUMAN RESOURCE DEPARTMENT, CIVIL SERVICE BOARD, AND CIVIL SERVICE SECRETARY, WHICH IS THE DIRECTOR OF THAT DEPARTMENT. BASED ON THE CURRENT CITY CHARTER, CIVIL SERVICE AND HR ARE SEPARATE DEPARTMENTS AND CANNOT BE COMBINED WITHOUT A CHARTER AMENDMENT. 
          BOTH ARE CARVED OUT WITHIN THE CHARTER. CITY ATTORNEY'S OFFICE DID PROVIDE AN OPINION TO THIS COMMITTEE ON JUNE THE 12TH. EVEN WITH THAT SAID, I'LL GO THROUGH AND WE DO HAVE SOME RECOMMENDATION AND SOME CHANGES THAT... AT LEAST FOR AN INTERIM PERIOD, MAY BE OF INTEREST TO YOU. SO ON SLIDES FOUR AND FIVE, WE LAID OUT THE DIFFERENT SCOPE OF RESPONSIBILITY OF THE TWO DIFFERENT DEPARTMENTS WITH CIVIL SERVICE ON SLIDE FOUR, PRIMARILY FOCUSED ON RECRUITING AND EXAMINATION, TEST VALIDATION AND ASSESSMENT, AND THE TRIAL BOARD AND THE ADMINISTRATIVE LAW JUDGE REVIEW OR HEARINGS. 
          WHEREAS THE HUMAN RESOURCE DEPARTMENT HAS A BROADER SCOPE OF RESPONSIBILITY AS OUTLINED ON PAGE FIVE. INCLUDING COMPENSATION MANAGEMENT, RECRUITMENT, ONBOARDING, PERFORMANCE MANAGEMENT, BENEFIT ADMINISTRATION, POLICY AND RECORDS, ETC., ETC. A LONG LIST. THE AREA THAT BOTH DEPARTMENTS TOUCH IS RECRUITING AND HIRING. 
          AND SO THAT'S WHAT I WANT TO TALK ABOUT ON SLIDE SIX. 
          ON SLIDE SIX, YOU'LL SEE A GRAPHIC THAT KIND OF LAYS OUT THE DIFFERENT COMPONENTS OF THE HIRING, THE RECRUITMENT AND HIRING DONE BY THE TWO DIFFERENT DEPARTMENTS. WHILE THERE IS HIRING AND RECRUITMENT THAT GOES ON WITHIN THE TWO DIFFERENT DEPARTMENTS, THEY'RE REALLY TOUCHING DIFFERENT TYPES OF APPLICANTS, WHICH IS CONFUSING IF YOU'RE AN APPLICANT. SO IF YOU'RE APPLYING FOR A CIVIL SERVICE JOB, YOU HAVE ONE PATH. IF YOU'RE APPLYING FOR A NON-CIVIL SERVICE JOB, YOU HAVE A DIFFERENT PATH. 
          AND SO ON SLIDE 7, IN THE CURRENT YEAR, WE TRIED TO MAKE THAT MORE SEAMLESS, BRING THAT TOGETHER IN A ONE CENTRAL GATEWAY, THROUGH AN ONLINE PRESENCE AS WELL AS A SPACE IN CITY HALL THAT EVERYONE WOULD KNOW ALL JOBS, ALL HIRING, ALL RECRUITMENT FUNNELS THROUGH THAT ONE OFFICE OF TALENT CENTRAL AS A COLLABORATION BETWEEN THE TWO DEPARTMENTS. 
          MORE INFORMATION ABOUT HOW THAT COLLABORATION WAS PUT TOGETHER IN THE CURRENT YEARS ON SLIDE 8, IT INVOLVED HUMAN RESOURCES, CIVIL SERVICE, OUR 311 OR CUSTOMER EXPERIENCE DEPARTMENT, POLICE AND FIRE. 
          ALL WORK TOGETHER ON BRINGING THAT TOGETHER ON OUR ONE WEBSITE AND ONE FRONT DOOR FOR POSITIONS. 
          [01:05:05]
ON SLIDE NINE, BACK IN MAY AND JUNE WHEN WE PUT THIS PRESENTATION TOGETHER, WE WERE GOING TO RECOMMEND THAT WE CONTINUE THE COLLABORATION, KEEPING TALENT CENTRAL AS IT IS, MAKING NO CHANGES TO THAT, AND THEN IF THERE'S A DESIRE OF THE COUNCIL TO DO SOMETHING DIFFERENT TO ACTUALLY BE ABLE TO COMBINE THE TWO DEPARTMENTS ADDRESSING THAT THROUGH A CHARTER AMENDMENT AT THE NEXT POINT THAT THERE'S A CHARTER ELECTION. 
          NOW, THERE'S SOMETHING NOT ON THE PAGE THAT I WANT TO TALK ABOUT, AND THAT IS BRINGING TOGETHER THOSE DIFFERENT STAFF INTO CIVIL SERVICE THAT ALL TOUCH HIRING AND RECRUITING. SO THE PROPOSED BUDGET THAT YOU RECEIVED OVER THE WEEKEND. 
          WE ELIMINATED TWO POSITIONS IN HR. AND TRANSFERRED FIVE TO CIVIL SERVICE SO THAT CIVIL SERVICE WOULD HAVE THE FULL RESPONSIBILITY FOR ALL POSITIONS, WHETHER THEY'RE CIVIL SERVICE OR NON-CIVIL SERVICE POSITIONS FOR THE HIRING AND THE RECRUITMENT AND THE HIRING FUNCTION. AND THEN WHEN IT COMES TO ONBOARDING, THAT IT SHIFTS OVER TO THE DEPARTMENT OF HUMAN RESOURCES FOR THE TENURE OF THE PERSON'S EMPLOYMENT WITH THE CITY. BUT... WE WOULD BE ABLE TO CONSOLIDATE THAT, NOT JUST THROUGH A WEBSITE, BUT MOVING POSITIONS, ELIMINATING POSITIONS WITHIN HUMAN RESOURCES, AND MOVING THAT RESPONSIBILITY FULLY TO CIVIL SERVICE. SO THE BUDGET, AGAIN, THAT YOU GOT THIS WEEKEND ELIMINATES A TOTAL OF SEVEN POSITIONS FROM CIVIL SERVICE, I'M SORRY, FROM HUMAN RESOURCES, AND PUTS FIVE OF THOSE INTO CIVIL SERVICE TO CONSOLIDATE THAT. AND BY DOING THAT WE WERE ABLE TO REDUCE A COUPLE OF THE POSITIONS FOR CIVIL SERVICE. 
          SO THAT IS STAFF'S RECOMMENDATION. THAT'S PART OF THE CITY MANAGER'S RECOMMENDATION THAT'S IN THE BUDGET IS TO MAKE THAT CONSOLIDATION. 
          SO THIS IS OUR FOLLOW-UP TO YOUR PREVIOUS CONVERSATIONS. 
          AND THEN IF THE COUNCIL WANTS TO CONSIDER SOMETHING FOR A FUTURE CHARTER AMENDMENT, THAT WOULD BE AT A FUTURE TIME. THOSE ARE MY COMMENTS, SIR, AND I WILL TRY TO ANSWER QUESTIONS. START WITH MY LEFT, COUNCILMAN BAZALDUA. 
          THANK YOU, CHAIR. THANK YOU ALL FOR THE RECOMMENDATIONS. SO I UNDERSTAND THE CHARTER AMENDMENT. CAN YOU JUST SAY TO BE COMPLIANT WITH THE CHARTER, BUT TO ADDRESS EFFICIENCIES OR INEFFICIENCIES? WHAT WOULD THE PROCESS LOOK LIKE FOR HR TO ESSENTIALLY MERGE TWO? CIVIL SERVICE SO THAT WOULD NOT BE POSSIBLE WITHOUT A CHARTER CHANGE IS THAT BECAUSE OF THE NEED TO STAND UP THE HR DEPARTMENT IT'S BECAUSE THE CHARTER CALLS OUT BOTH DEPARTMENTS. 
          YEAH. 
          BUT WHAT DOES THAT LOOK LIKE IS WHAT I'M TRYING TO GET. 
          WITHOUT A CHARTER AMENDMENT, WHAT WOULD THAT LOOK LIKE? WITHOUT A CHARTER AMENDMENT, WE HAVE RECOMMENDED WHAT WE BELIEVE WE CAN DO UNDER THE EXISTING CHARTER, WHICH IS TO DELEGATE THE NON-CIVIL SERVICE RECRUITMENT AND HIRING TO THE CIVIL SERVICE DEPARTMENT. BUT BEYOND THAT, THERE'S NOT A RECOMMENDATION, AND I DON'T KNOW. SARAH FROM THE CITY ATTORNEY'S OFFICE, IF THERE'S ANY OTHER CLARIFICATION REGARDING THE LIMITATIONS OF THE CHARTER, BUT I WOULD HAVE TO LEAVE THAT TO THE LEGAL TEAM TO EXPLAIN. 
          GOOD MORNING, JENNIFER HAGER WITH THE CITY ATTORNEY'S OFFICE AND SARAH MENDOLA IS THE CHIEF OF THE EMPLOYMENT SECTION. 
          JUST BRIEFLY, WE CAN TELL YOU WHAT THE CHARTER SAYS ABOUT THE FUNCTIONS THAT IT IS MANDATED FOR CIVIL SERVICE, WHICH IS CREATING THE ELIGIBILITY LIST FOR ALL CIVIL SERVICE POSITIONS. SO THEY DO THE MINIMUM REQUIREMENTS FOR A POSITION, AND HISTORICALLY THAT WOULD BE, LET'S SAY, YOU KNOW, A MANAGER ONE AND MAKING UP A POSITION. THEN THEY WOULD GATHER THE APPLICANT'S INFORMATION AND CREATE AN ELIGIBILITY LIST FOR THOSE WHO MEET THE MINIMUM QUALIFICATIONS, AND THEN THAT ELIGIBILITY LIST WOULD BE SENT TO THE DEPARTMENT TO CARRY ON AND DECIDE WHO THEY WANT TO INTERVIEW FOR THAT POSITION. THAT'S A CHARTER-MANDATED FUNCTION FOR CIVIL SERVICE. SO THAT'S JUST AN EXAMPLE OF ONE. I DON'T KNOW IF YOU WANT ME TO GO THROUGH ALL OF THEM. 
          SO I WOULD ADD TO THAT THAT THE CHARTER IS PRETTY LIMITED ON WHAT THE RESPONSIBILITY AND SCOPE OF WORK IS OF CIVIL SERVICE AND THE CIVIL SERVICE BOARD. AND THERE ARE 
          [01:10:01]
SIGNIFICANTLY OTHER RESPONSIBILITIES WITHIN THE SCOPE OF THE HUMAN RESOURCES DEPARTMENT. 
          FOR EXAMPLE, EMPLOYEE HEALTH BENEFIT ADMINISTRATION. THAT IS NOT. DELEGATED TO THE CIVIL SERVICE BOARD OR THE CIVIL SERVICE DEPARTMENT THROUGH THE CHARTER, IT IS A CITY MANAGER RESPONSIBILITY. 
          DETERMINING COMPENSATION AND OUR COMPENSATION PLAN AND WHAT WE PAY FOR DIFFERENT TYPES OF POSITIONS, THAT IS NOT IN THE CHARTER DELEGATED TO THE CIVIL SERVICE BOARD. 
          THAT IS A CITY MANAGER RESPONSIBILITY. SO THE CITY MANAGER AND HER ORGANIZATION HAS A MUCH BROADER SCOPE OF RESPONSIBILITY WHEN IT COMES TO MANAGING THE... 14,000 PLUS EMPLOYEES OF THE CITY AND CIVIL SERVICE HAS A VERY LIMITED SCOPE AS DEFINED IN THE CHARTER REGARDING IDENTIFYING ELIGIBLE APPLICANTS AND AND GOING THROUGH THAT HIRING PROCESS AND SO THE CITY MANAGER WOULD NOT BE RECOMMENDED I DON'T THINK ANY CITY MANAGER WOULD WANT TO DELEGATE THE TYPES OF RESPONSIBILITIES THAT A HUMAN RESOURCE DEPARTMENT HAS TO A BOARD THAT THEY HAVE ABSOLUTELY NO CONTROL OVER. 
          WHEN 73% OF YOUR BUDGET IS PERSONNEL, YOU WANT TO HAVE YOUR ARMS AROUND THAT AND HAVE OVERSIGHT OF THAT, NOT SOME BOARD THAT HAS A DIFFERENT TYPE OF SCOPE OF RESPONSIBILITY AS OUTLINED IN THE CHARTER. NO, I THINK THAT'S VERY HELPFUL. I GUESS THAT'S HELPFUL BECAUSE WHAT I'M TRYING TO GET TO IS WHAT WOULD IT LOOK LIKE FOR US TO ADDRESS THE DUPLICATIVE NATURE? THAT EXISTS, EVEN IF IT IS WITH SPECIFIED DEPARTMENTS VERSUS OTHER, BUT DIFFERENTIATING THOSE RESPONSIBILITIES THAT HAVE BEEN IDENTIFIED SPECIFIC TO HUMAN RESOURCES THAT ARE NOT GOING TO BE A PART OF CIVIL SERVICE. HOW ARE WE ABLE TO I DON'T KNOW THE CORRECT TERMINOLOGY BECAUSE OF WHAT THE CHARTER PROVIDES FOR US BUT ALLOWS FOR US TO STILL BE IN COMPLIANCE BUT ALLOWS FOR FROM WHAT I GATHER THE THE HOW IT'S LAID OUT WITHIN OUR CHARTER IS ALLOW FOR CIVIL SERVICE ESSENTIALLY TO TO BE MORE OF THE EMPLOYEE AND FRONT-FACING COMPONENT OF HUMAN RESOURCES WHERE THERE'S MORE OF LIKE THE BACK OFFICE THE BACK END PIECE THAT OUR CHARTER REALLY DESIGNATES TO HUMAN RESOURCES WHAT DOES THAT LOOK LIKE AND HOW CAN WE GET TO THAT PLACE? BECAUSE THEN I BELIEVE WE WOULD STILL BE IN COMPLIANT WITH HOW THE CHARTER HAS ALIGNED, BUT MAYBE FREE UP SOME DUPLICATIVE ROLES AND RESPONSIBILITIES WITHIN TWO DIFFERENT DEPARTMENTS FOR THE SAME FUNCTION. SO I'LL TRY. THE ONLY DUPLICATIVE ROLES AND SCOPE OF RESPONSIBILITY IS AROUND RECRUITMENT AND HIRING. THAT IS THE ONLY DUPLICATION. 
          CIVIL SERVICE DOES NOT DO COMPENSATION. HR DOES. CIVIL SERVICE DOES NOT DO PERFORMANCE MANAGEMENT. 
          HR DOES, ET CETERA. 
          BUT QUANTIFIED TO TIME IS WHAT I MEAN, EVEN IF IT'S JUST ONE TASK. 
          WHEN YOU HAVE AN ORGANIZATION OF 14,000 PEOPLE AND YOU'RE RESPONSIBLE AND YOU'RE SPLITTING THE ROLE OF HIRING AND RECRUITMENT, IT'S A PRETTY LARGE TASK. 
          THAT IT IS DUPLICATIVE. AND SO THE ONLY PART THAT WAS IN HUMAN RESOURCES THAT WAS A DUPLICATION OF RECRUITMENT AND HIRING THAT IS A PRIMARY RESPONSIBILITY OF CIVIL SERVICE WAS SEVEN POSITIONS. 
          AND SO THOSE SEVEN POSITIONS ARE BEING ELIMINATED FROM THE HUMAN RESOURCES DEPARTMENT. 
          SO THE HUMAN RESOURCES DEPARTMENT WILL NOT HAVE A DUPLICATION THEN. OKAY. SO ANYTHING THAT WE THOUGHT WAS A DUPLICATION. WAS THE HIRING AND RECRUITMENT AND HIRING, ELIMINATE THE SEVEN POSITIONS THAT WERE INVOLVED IN THAT IN HUMAN RESOURCES, GIVE FIVE ADDITIONAL POSITIONS TO CIVIL SERVICE SO THEY COULD TAKE ON THAT ADDITIONAL BREADTH OF DOING THE RECRUITMENT AND HIRING. BUT THAT WAS THE ONLY DUPLICATION, AND WE'RE TRYING TO ELIMINATE THAT THROUGH THIS BUDGET. 
          WELL, I JUST WANT TO SAY THAT PUBLICLY HOW I AM EXCITED FOR DIGGING INTO EFFICIENCIES BECAUSE I BELIEVE THAT THE ANGLE TO ADDRESS THE INEFFICIENCIES OR DUPLICATIVE NATURE OF THE TWO DEPARTMENTS WAS TO ELIMINATE CIVIL SERVICE, WHICH I'M ADAMANTLY AGAINST. 
          AND SO I LIKE SEEING THE DIRECTION THAT WE ARE MOVING IN NOW THAT STILL PRIORITIZES THE EMPLOYEES AND THE BENEFITS THAT COME WITH HAVING A CIVIL SERVICE DEPARTMENT AND BEING CIVIL SERVICE PROTECTED. THAT IS NOT. EQUITABLY ACROSS THE BOARD WITH EACH DEPARTMENT. SOME ARE NOT FORTUNATE ENOUGH TO HAVE ASSOCIATIONS ADVOCATING ON THEIR BEHALF. SO I DO BELIEVE THAT THERE'S VALUE IN THIS BOARD AND THE STRUCTURE OF CIVIL SERVICE, AND I'M 
          [01:15:02]
GLAD THAT WE ARE LOOKING FOR A SOLUTION IN THE END THAT ADDRESSES INEFFICIENCIES BUT DOES NOT ELIMINATE A VERY, VERY CRITICAL COMPONENT TO OUR CITY'S ORGANIZATION. 
          THANK YOU. WE THOUGHT YOU ASKED FOR ELIMINATION OF DUPLICATION, AND I THINK THAT'S WHAT WE WERE... 
          CAME BACK WITH YEAH YOU DID THANK YOU THANK YOU COUNCIL MEMBER COUNCIL MEMBER BLACKMON UM THANK YOU OKAY SO WHAT YOU'VE PROPOSED HERE IS ALL GOOD WITH THE ATTORNEY SO DON'T LEAVE DON'T LEAVE DON'T DON'T LEAVE IT'S ALL GOOD WITH THE ATTORNEYS CORRECT AND THAT WAS THE QUESTION THAT WAS ASKED MOVING CIVIL SERVICE INTO HR RIGHT BUT WHAT IF YOU FLIP THAT WELL BECAUSE AND MOVING HR INTO CIVIL SERVICE. AND I MEAN, I'M JUST, BECAUSE I'M LOOKING AT THE CHARTER RIGHT NOW, AND I'M TRYING TO FIND WHERE IT SAYS SPECIFICALLY ABOUT HR. BECAUSE IT SAYS COUNCIL AND THE BOARD AND THE CIVIL SERVICE BOARD, BUT THERE'S NOTHING, SO YOU CAN GET WITH ME AND SHOW ME WHERE IT SPECIFICALLY SAYS ABOUT HR HAS TO BE THIS WAY. YES, AND I THINK A SHORT ANSWER TO YOUR QUESTION IS HR IS ONLY MENTIONED ONCE IN THE CHARTER. HOWEVER, HR IS A DEPARTMENT THAT REPORTS TO THE CITY MANAGER, AND THERE ARE SOME CITY MANAGER FUNCTIONS WHO DEAL WITH PERSONNEL, THINGS LIKE THAT. 
          OKAY. SO YOU SAY THAT THE NEXT CHARTER REVIEW IS WHEN TO TACKLE THIS, BUT THAT IS ABSOLUTELY FALSE BECAUSE WE CAN OPEN IT UP AT ANY TIME AS A COUNCIL. WE CAN PUT ANYTHING ON THE CHARTER TO BE REVIEWED. SO MY THING IS I THINK WE SHOULD KEEP STUDYING THIS, AND HOPEFULLY MAYBE IN MAY OR NOVEMBER. TO MAKE THAT CHANGE BECAUSE I THINK IT WAS ADOPTED IN 73, BECAUSE THAT'S WHAT IT SAYS HERE, OR MAYBE WHEN IT WAS FIRST CREATED, BUT IT WAS AMENDED WITH RENUMBERING IN 1973, AND IT'S BEEN AMENDED SEVERAL TIMES SINCE THEN. AND IT MAY NEED TO BE TOTALLY RESTRUCTURED. 
          AND THAT'S MY NEXT QUESTION IS, EACH CAN IT BE A, YES, YOU CAN HAVE YOUR BOARD, BUT THE CITY MANAGER IS A FUNCTION OF THAT BOARD WITH THE CIVIL SECTOR. CAN YOU TOTALLY RESTRUCTURE THIS IN A WAY WHERE YOU DON'T TOTALLY GIVE EVERYTHING TO THE CITY MANAGER, BUT YOU MAYBE CREATE SOME EFFICIENCIES? I THINK THERE, I WOULD LIKE TO ANSWER JUST THE LEGAL QUESTIONS WITH REGARD TO THAT. 
          IT WOULD TAKE US SOME TIME TO EVALUATE THAT, AND THEN WE CAN REPORT THAT TO YOU. I GUESS WHAT I'M SAYING IS NOT NECESSARILY NIBBLE AT THE EDGES OF ALL THIS, BUT MAYBE FUNDAMENTALLY CHANGE THE WAY IT WORKS. 
          I THINK THAT IS SOMETHING THAT WOULD TAKE SOME TIME TO LOOK AT. RIGHT, TO FUNDAMENTALLY CHANGE IT. 
          BECAUSE I THINK IT IS KIND OF, THIS HAS BEEN GOING ON SINCE, WELL, SINCE, I MEAN, AND I THINK THE CONFUSION AND THERE'S, I'M GLAD THAT WE CREATED SOME, WE ELIMINATED SOME, YOU KNOW, WE'VE CREATED MORE EFFICIENCIES HERE. 
          BUT WHAT I'M TRYING TO SAY IS WHY DO WE HAVE TO STILL HAVE IT THE SAME WAY? MAYBE WE TOTALLY CHANGE IT TO WHERE IT WORKS FOR A MODERN CITY. AND I THINK THERE'D BE AN OPPORTUNITY TO MAKE SOME CHANGES AT THE TIME THAT YOU CHOOSE TO GO WITH THE NEXT CHARTER ELECTION. ABSOLUTELY, WE COULD COME BACK WITH SOME RECOMMENDATIONS. I MEAN, THERE'S NUMBERS THAT THERE'S GOING TO BE FOR THE NEXT YEAR, I THINK, GOING THROUGH CHARTER ELECTIONS. 
          BUT I DO WANT TO REITERATE THAT A LOT OF THE WORK OF THE HUMAN RESOURCES DEPARTMENT IS VERY SIGNIFICANT RELATED TO MANAGING THE PERSONNEL. AND THE EXPENSES OF THE CITY. 
          CORRECT. AND THE CITY MANAGER IS RESPONSIBLE FOR THAT BASED ON THE CHART. BASED ON HOW IT'S WRITTEN TODAY. 
          WELL, UNLESS YOU'RE GOING TO TAKE THE RESPONSIBILITY OF THE BUDGET FROM THE CITY MANAGER THEN YES, OF COURSE YOU'RE CHANGING EVERYTHING. 
          YES, AS IT'S WRITTEN TODAY, BUT IF YOU CHANGE IT TO WHERE, I DON'T, AND I'M JUST ASKING THE QUESTION, THERE'S GOT TO BE ANOTHER WAY TO DO IT. 
          AND IF NOT, THEN WE WORK WITH WHAT WE'RE GIVEN. BUT TO JUST SAY THIS IS THE ONLY WAY TO DO IT AND NOT LOOK BEYOND JUST OUR DOCUMENT AND NIBBLE AROUND IT, I THINK IS NOT A GOOD EXAMINATION. AND I THINK IT IS TIME TO START LOOKING. AND I UNDERSTAND WHAT THE CITY MANAGER'S ROLE IS AND THEIR RESPONSIBILITIES AND WHAT CIVIL SERVICE IS IN THE BOARD. 
          BUT IT'S ALMOST LIKE MAYBE IT'S TIME THAT WE KIND OF MARRY THEM AND FIGURE OUT A DIFFERENT WAY. AND IT'S JUST AN EXERCISE IN DISCUSSION. AND CHANGE THIS COMPLETELY. AND, YOU KNOW, THE WHOLE SECTION, WHAT, 16, CHAPTER 16 OF IT, BECAUSE I THINK IT'S TIME TO MODERNIZE. 
          AND SO THAT MAY BE WHERE MY THOUGHTS. THANK YOU. 
          COUNCIL MEMBER ROTH. THANK YOU. 
          I'VE GOT SOME EDUCATION THAT I NEED TO, YOU NEED TO HELP. DOES THIS ISSUE APPLY? APPLY BOTH 
          [01:20:04]
TO NOT ONLY THE CITY STUFF BUT TO OUR GENERAL FUND OPERATIONS BUT ALSO TO OUR ENTERPRISES. IS IT THE SAME PROCESS, THE SAME STRATEGY? DO WE HAVE THE SAME ISSUES? THE FOLKS THAT ARE WORKING AT THE AIRPORT, ARE THEY UNDER THIS SAME PROCESS? THEY ARE. ALL EMPLOYEES OF THE CITY FALL WITHIN. 
          UNDER THE CHARTER THAT WE'RE DESCRIBING. AND SO THE HUMAN RESOURCES DEPARTMENT IS RESPONSIBLE FOR EMPLOYEE HEALTH BENEFITS FOR EVERY EMPLOYEE, REGARDLESS OF WHERE THEY'RE FUNDED, COMPENSATION ANALYSIS, ET CETERA. CIVIL SERVICE WILL BE RESPONSIBLE FOR ALL HIRING AND RECRUITMENT, REGARDLESS OF HOW A POSITION IS FUNDED. 
          IT WILL BE RECRUITED AND HIRED THROUGH THE CIVIL SERVICE DEPARTMENT. AND DOES THE ENTERPRISES HAVE THEIR OWN INTERNAL? DEPARTMENTS THAT ARE ALSO DEALING WITH EMPLOYEES AND WITH THE RECRUITMENT AND WITH TALENT ACQUISITION AND SPECIALIZED REQUIREMENTS? IN OTHER WORDS, IS THERE A DUPLICATION WITHIN THOSE OUTSIDE GROUPS THAT SOMEHOW AFFECT HR AND CIVIL SERVICE? THERE ARE SOME DEPARTMENTS THAT HAVE STAFF THAT HAVE ASSIGNMENTS OF DUTIES THAT ARE SUPPORTIVE OF HUMAN RESOURCE. SO IN CODE COMPLIANCE FOR EXAMPLE THEY MAY HAVE A POSITION THAT HELPS MANAGE ALL OF THE PAPERWORK RELATED TO PERSONNEL WITHIN THEIR DEPARTMENT JUST BECAUSE IT'S EASIER FOR THE CODE COMPLIANCE DEPARTMENT TO MANAGE THAT. 
          WITH ALL OF THEIR SUPERVISORS AND MANAGERS. THE WATER DEPARTMENT WITH 1,000-PLUS EMPLOYEES, SAME SITUATION. THEY MAY HAVE AN EMPLOYEE THAT IS ASSIGNED THAT TASK. BUT AS FAR AS THE OVERALL STRUCTURE, IT'S MANAGED THROUGH THE HUMAN RESOURCE DEPARTMENT. 
          EVEN FOR POSITIONS WITHIN THE AIRPORT, AS AN EXAMPLE, THE HUMAN RESOURCE DEPARTMENT HAS DONE THE COMPENSATION ANALYSIS FOR POSITIONS THAT WOULD BE FILLED WITHIN THE AIRPORT. 
          AND AGAIN, THANK YOU FOR THE CLARIFICATION BECAUSE THAT'S, I'M SITTING HERE ON THE EFFICIENCY COMMITTEE. 
          AND I WANT TO MAKE SURE THAT I UNDERSTAND THE DIFFERENTIATION BETWEEN THE CIVIL SERVICE AND. HUMAN RESOURCE FUNCTIONS AND I RESPECT THAT AND I LIKE THE FACT THAT Y'ALL ARE ADDRESSING THAT BUT WHAT I'M ALSO WANTING TO MAKE SURE IS THAT WE HAVE EFFICIENCIES WITHIN THE INTERDEPARTMENTAL AND AN INTERAGENCY WHEN I INTERAGENCY IN THE ENTERPRISE SITUATION THAT WE'VE GOT DUPLICATION IN THAT IN THAT VENUE THAT WE ALSO NEED TO IDENTIFY I'M ALSO CONCERNED ABOUT THE HUMAN RESOURCES. 
          SCOPE OF RESPONSIBILITY. AND ALL OF THESE THINGS THAT THEY'RE DOING, I'M WONDERING, WHO'S DOING THIS? WHAT ARE THEY DOING? AND AGAIN, I'M NOT TRYING TO CRITICIZE OR PICK ON ANYBODY, BUT THERE'S A LOT OF STUFF IN HERE THAT SEEMS TO BE, THAT MIGHT BE RIPE FOR RE-EVALUATION ON PROGRAMS, ON NUMBER OF PEOPLE, ON WHAT ARE THEY, ON DUPLICATION. OF INTERDEPARTMENTAL CONNECTIONS FOR WHETHER IT'S PLANNING, WHETHER IT'S EMPLOYEE RELATIONS, WHETHER IT'S WELLNESS. IT SEEMS TO ME THAT THERE MIGHT BE SOME OTHER OPPORTUNITIES TO SQUEEZE OUR EFFICIENCY OPPORTUNITIES BETWEEN HR AND THE INDIVIDUAL DEPARTMENTS THAT ALSO HAVE PROGRAMMING AND EMPLOYEE CONSULTING AND EMPLOYEE-RELATED SOMEWHAT HR FUNCTIONS OR, LIKE YOU SAY, SUPPORT. AND, AGAIN, I THINK THAT THAT'S AN OPPORTUNITY THAT MAY BE A BIG BUCKET THAT WE COULD LOOK INTO AS POTENTIAL SAVINGS AND ALSO NOT JUST SAVINGS BUT ALSO A MORE DIRECT FOCUS ON. 
          DECISION MAKING ON MANAGEMENT STYLE AND IT MIGHT BE. 
          SO ANYWAY, THANK YOU FOR CLARIFICATION ON THAT. 
          AND I WOULD SUGGEST THAT MAYBE THERE BE SOME FUTURE THOUGHT IN THE HR DEPARTMENT AS TO SEEING WHAT OVERLAPS THERE ARE, NOT BETWEEN CIVIL SERVICE AND HR, BUT WHETHER THERE'S OVERLAPS 
          [01:25:02]
BETWEEN HR AND DEPARTMENTAL STAFFING ON WHAT THE ACTIVITIES ARE IN THOSE DEPARTMENTS THAT COULD BE. PERHAPS COMBINED, PERHAPS BE EFFICIENTLY IDENTIFIED OR ELIMINATED IN SOME OF THE PROGRAMIC OR OTHER THINGS THAT COULD BE DONE. SO TO ADD TO WHAT I'VE SAID PREVIOUSLY ABOUT THE TOTAL REDUCTION WITHIN HR DEPARTMENT OF THOSE SEVEN POSITIONS, FIVE WHICH DID GO TO CIVIL SERVICE, THERE'S A TOTAL OF 11 POSITIONS AND $979,000 THAT WAS CUT OUT OF THE HUMAN RESOURCES DEPARTMENT BUDGET AS WE WENT THROUGH THIS PROCESS AND IN THE RECOMMENDED BUDGET AS WE WERE LOOKING AT HOW TO ELIMINATE THE DUPLICATION BETWEEN CIVIL SERVICE AND HR. 
          WE ALSO LOOKED AT OTHER ROLES, LOOKED AT THE NUMBER OF POSITIONS THAT WERE ASSIGNED TO THE ROLES TO ACHIEVE THE THINGS THAT ARE ON SLIDE FIVE, THE SCOPE OF RESPONSIBILITY OF THE HUMAN RESOURCES DEPARTMENT. 
          AND THROUGH THAT PROCESS, WE ELIMINATED FOUR ADDITIONAL POSITIONS ACROSS A TOTAL OF 11 POSITIONS BEING ELIMINATED FROM THE HUMAN RESOURCE DEPARTMENT FOR JUST SHY OF A MILLION DOLLARS IN THIS RECOMMENDED BUDGET. 
          AND JUST FOR MY, AND AGAIN, I KNOW THAT THE INFORMATION IS THERE, AND I'M SORRY THAT I DON'T HAVE IT AT MY FINGERTIPS, BUT HOW MANY FOLKS ARE IN THE HR DEPARTMENT? AND IN THE CIVIL SERVICE DEPARTMENT, TOTALLY. YEP, THAT WAS ONE NUMBER I DIDN'T BRING WITH ME. SORRY ABOUT THAT. I'LL HAVE THAT TOMORROW. BUT I THINK IT'S A COUPLE HUNDRED, ISN'T IT? NO, SIR. NO, SIR. HOW MANY IS IT? THERE'S TOMMY DINO OFF THE TOP OF YOUR HEAD. 
          SOMEBODY SAY IT LOUDER. 
          OKAY. 
          AND JARED, HOW MANY IN CIVIL SERVICE? TWENTY-THREE IN CIVIL SERVICE. 
          THANK YOU. THANK YOU, GUYS. 
          JACK, ONE OF THE, WHEN I WAS TASKED, GIVEN THIS TASK BY THE MAYOR, ONE OF THE THINGS HE ASKED ME TO DO WAS LOCATE THE DUPLICATION THAT YOU WAS IN A MEETING WITH ME, JACK. THE DUPLICATION OF THE DEPARTMENT TO SEE WHICH WAY WE CAN SAVE THE CITY MONEY CONCERNING THIS DEPARTMENT AND HOW WE CAN BETTER BE EFFICIENT WHEN IT COMES TO OUR FINANCES. AND SO... 
          WHAT IS THE DESIGNATED FUNCTION IN THE CHARTER, SPEAKING OF HUMAN RESOURCES? IN THE CHARTER, HR IS MENTIONED IN CHAPTER 16, AND HR IS RESPONSIBLE FOR ESSENTIALLY THE PERSONNEL ROLE. IS IT? OKAY. 
          AND THE HR DEPARTMENT HAS BEEN DELEGATED RESPONSIBILITIES THAT THE CITY MANAGER HAS. IN REGARDS TO IMPLEMENTING JUST OUR PERSONNEL MANAGEMENT, IF YOU WILL, SIR. RIGHT. AND, SIR, JUST TO ADD TO WHAT MS. MEDULLA SAID, THE PERSONNEL RULES ARE RECOMMENDED TO COUNSEL AND ADOPTED BY ORDINANCE UNDER CHAPTER 34. CAN HUMAN RESOURCES FUNCTION UNDER CIVIL SERVICES? HR MAY NOT FUNCTION UNDER CIVIL SERVICE. THE REASON IS... MAY NOT OR CANNOT? MAY NOT UNDER THE... SO THAT MEANS THAT IT POSSIBLY CAN. 
          WELL, WE COULD GO INTO EXECUTIVE SESSION AND GET MORE INTO THE LEGAL OPINION THAT WE GAVE YOU AND DISCUSS THAT THERE. 
          THERE'S A LOT THAT WOULD BE CONFIDENTIAL THAT WE COULD DISCUSS WITH YOU THERE. I'M NOT ASKING FOR A LEGAL CONVERSATION. I'M ASKING A DIRECT QUESTION. CAN HUMAN RESOURCES OPERATE UNDER CIVIL SERVICE? THAT'S A YES OR NO. AND YOU SAID THAT IT... IT POSSIBLY CAN. UNDER THE CURRENT CHARTER STRUCTURE, HR MAY NOT OPERATE UNDER CIVIL SERVICE. OKAY. 
          IF WE PLACE HR UNDER CIVIL SERVICES, HOW MUCH MONEY WILL WE BE SAVING? SO MY OPINION IS GOING TO BE, WELL, ONE, YOU CAN'T DO IT WITHOUT A CHARTER CHANGE. 
          THAT WAS WHAT WAS JUST SAID. 
          WITHOUT A CHARTER CHANGE, YOU CANNOT DO THAT. BUT IF A CHARTER CHANGE AND YOU MOVED EVERYTHING UNDER CIVIL SERVICE AND YOU TAKE ALL OF THE RESPONSIBILITY FOR HUMAN RESOURCES AWAY FROM THE CITY MANAGER AND GIVE IT TO A BOARD, THE CIVIL SERVICE BOARD, THEY WOULD THEN NEED TO BE RESPONSIBLE FOR COMPENSATION, BENEFITS, ONBOARDING, WELLNESS, LEAVE. 
          POLICIES, PERSONNEL, CONSULTING, WORKFORCE PLANNING, EMPLOYEE RELATIONS, GRIEVANCE, ETC., ETC., ALL THE THINGS LISTED ON SLIDE FIVE. THEY ONLY HAVE 23 EMPLOYEES OR THEREABOUTS. 
          IT WOULD REQUIRE POSITIONS TO DO THAT. I DO NOT BELIEVE THAT WE HAVE WASTED 
          [01:30:03]
POSITIONS. AGAIN, WE WENT THROUGH AND SCRUBBED THE POSITIONS AND ELIMINATED SOME ADDITIONAL POSITIONS IN THIS RECOMMENDED BUDGET. I THINK YOU WOULD BASICALLY BE TAKING THE EXISTING POSITIONS IN HR AND GIVING THEM ALL TO CIVIL SERVICE. 
          WITH THE EXCEPTION OF YOU WOULD HAVE TWO DIRECTORS, YOU ONLY NEED ONE. SO I APPRECIATE THAT, JACK. MY QUESTION IS HOW MUCH MONEY WE WOULD BE SAVING? $200,000, RIGHT, $300,000. SO $300,000, IF WE CONNECT, IF WE BUY OUR HUMAN RESOURCES UNDER CIVIL SERVICES, WE'LL BE SAVING $200,000, ROUGHLY $300,000? YOU HAVE TO HAVE A CHARTER AMENDMENT TO DO THAT. BUT, YES, THERE WOULD BE. A SAVINGS IF YOU ELIMINATE A DEPARTMENT YOU WOULD HAVE SOME SAVINGS IN YOUR EXECUTIVES MOST LIKELY OKAY RIGHT NOW YES SIR OKAY THAT'S MY QUESTIONS THANK YOU CHAIR RIDLEY THANK YOU MR CHAIR SO I'M NOT CONVINCED THAT SUCH A CONSOLIDATION IS A GOOD IDEA BASED UPON WHAT YOU'VE SAID JACK THAT YOU COMPARED THE FUNCTIONS OF THE DIFFERENT DEPARTMENTS AND THE PERSONNEL AND YOU CAME UP WITH THIS RECOMMENDATION TO TRANSFER RECRUITMENT FROM HR TO CIVIL SERVICE, A RECOMMENDATION THAT I FULLY ENDORSE, BUT YOU FOUND NO OTHER DUPLICATION. AND I THINK IT'S CRITICAL THAT WE RECOGNIZE THE UNIQUE ROLE OF CIVIL SERVICE IN THE CITY, AND THAT IS CIVIL SERVICE'S FUNCTION IS TO PROTECT THE INTERESTS OF THE PEOPLE. 
          OF EMPLOYEES THAT ARE GOVERNED BY CIVIL SERVICE PROTECTIONS. 
          THAT'S WHY IT HAS AN INDEPENDENT BOARD. THAT'S WHY IT'S NOT UNDER THE CITY MANAGER, BECAUSE OF THE INSTANCES IN PAST HISTORY WITH OTHER CITIES WHERE POLITICAL INFLUENCE LED TO HIRING AND FIRING GOVERNMENT EMPLOYEES. 
          IF WE WERE TO PUT CIVIL SERVICE UNDER HR, THEY WOULD BECOME... 
          UNDER THE AUTHORITY OF THE CITY MANAGER, WHICH WOULD ELIMINATE THE PROTECTIONS POTENTIALLY FOR CIVIL SERVICE EMPLOYEES. 
          PUTTING HR UNDER CIVIL SERVICE, WHEN ALL YOU'RE REALLY SAVING IS ONE DIRECTOR'S SALARY, I THINK WOULD REQUIRE HIRING PERHAPS A HIGHER-PRICED DIRECTOR FOR THE COMBINED DEPARTMENTS WHO WERE QUALIFIED TO CARRY OUT BOTH FUNCTIONS. SO I'M NOT SURE THAT YOU WOULD REALLY END UP SAVING MUCH, AND I'M CONCERNED THAT THE GOVERNANCE OF CIVIL SERVICE WOULD BE WATERED DOWN IF THEY TOOK ON ALL OF THESE HR FUNCTIONS. 
          SO, DIRECTOR DAVIS, IF YOU WOULD LIKE TO ADDRESS THIS ISSUE, YOU'RE WELCOME TO DO SO. 
          BUT I THINK WE NEED TO RECOGNIZE THE CRITICAL AND UNIQUE ROLE OF THE CIVIL SERVICE DEPARTMENT AND ITS BOARD. 
          THANK YOU, MR. RIDLEY. YES, AND I CONCUR WITH YOUR ASSESSMENT OF THE SITUATION. I ALSO CONCUR WITH WHAT THE CITY MANAGER HAS BROUGHT FORWARD IN TERMS OF TRANSFERS, THE FULL RECRUITMENT. ONE OF THE QUESTIONS HAS ALWAYS BEEN TO ADDRESS ANY CONFUSION THAT THE PUBLIC MAY HAVE ABOUT WHO'S DOING THE HIRING. 
          CIVIL SERVICE, BEFORE THIS RECOMMENDATION, SUPPORTED ABOUT 87% OF THE CITY'S WORKFORCE IN TERMS OF HIRING. SO BRINGING OVER THESE ADDITIONAL WORK, CONTINUING TO LOOK AT HOW WE'RE BRANDING OURSELVES IN THE MARKET, CONTINUING TO LOOK AT WHAT OTHER INTERNAL EFFICIENCIES THROUGH OPERATIONAL EXCELLENCE IN TERMS OF HOW WE RECRUIT PEOPLE, I THINK POSITIONS US AS A CITY TO PUT FORWARD, TO BE THAT EMPLOYER OF CHOICE, THAT ATTRACTIVE EMPLOYER. I'M EXCITED ABOUT THE OPPORTUNITY TO BRING THIS INTO A SINGULAR FOCUS. I THINK THAT THIS IS EFFICIENT. I THINK IT MEETS THE GOAL OF THIS COMMITTEE. I THINK IT MEETS THE GOAL OF THE MAYOR IN TERMS OF FINDING OUT THOSE AREAS WHERE THERE MAY BE DUPLICATION. I THINK AT THIS POINT, IF WE WERE TO SUPPORT THIS ALL THE WAY THROUGH, WE WOULD ELIMINATE THE DUPLICATION THAT HAS ALWAYS BEEN THE QUESTION BETWEEN CIVIL SERVICE AND HUMAN RESOURCES. I THINK THIS WOULD CLOSE THAT CONVERSATION AS IT RELATES TO HOW WE LOOK TO THE PUBLIC, WHAT WE'RE DOING, AND WHO WE'RE SERVICING. 
          IT WILL REALLY ALLOW US AND POSITION US TO CREATE A FULL SERVICE RECRUITMENT FUNCTION THAT SUPPORTS BOTH ENTERPRISE, SWORN, AND OTHER CIVILIAN DEPARTMENTS HERE AT THE CITY. AND MR. RIDLEY, TO YOUR EXACT POINT, WITHOUT WATERING DOWN THE INDEPENDENT NATURE AND THE PROTECTIONS THAT ARE AFFORDED TO EMPLOYEES THROUGH THE INDEPENDENCY THAT'S GOTTEN THROUGH THE CIVIL SERVICE BOARD AND THE FUNCTION, WE COOPERATE, BUT WE ALSO MAINTAIN OUR INDEPENDENCE TO MAKE SURE THAT WE GIVE EMPLOYEES AND EVERYONE I'M THEY'RE FAIR AND DUE PROCESS AS IT RELATES TO COMPLAINTS, GRIEVANCES, AND HIRING HERE. COUNCIL MEMBER RIDLEY, THANK YOU. I THINK YOU SAID IT ALL VERY 
          [01:35:02]
WELL. AND I JUST WANTED TO REITERATE THAT... 
          REASSIGNING THE RESPONSIBILITIES THAT THE CITY MANAGER HAS OVER HUMAN RESOURCES TO A BOARD THAT THE CITY MANAGER WOULD NOT HAVE AUTHORITY OVER WOULD BE VERY PROBLEMATIC FROM THAT PERSPECTIVE. 
          AGAIN, WITH 73% OF YOUR BUDGET BEING IN YOUR PERSONNEL COSTS, TAKING THAT AWAY FROM YOUR CITY MANAGER, I DON'T KNOW WHAT THAT DOES. 
          IT'S VERY PROBLEMATIC IN MY OPINION. 
          THANK YOU. WELL, YOU KNOW, IT'S INTERESTING. THERE ARE SO MANY CONVERSATIONS HAPPENING RIGHT NOW ABOUT GOVERNANCE FOR THE CITY. AND WOULD WE LOOK AT A STRONGER MAYOR SYSTEM? WOULD WE LOOK AT A VARIETY OF THINGS? AND SO I HOPE THAT THIS WILL BE PART OF THOSE CONVERSATIONS ABOUT HOW WE DO THINGS. 
          I'M DELIGHTED TO HEAR THAT ALL OF THE RECRUITING WILL GO TO CIVIL SERVICE. AND, YOU KNOW, JARED, I HOPE YOU REALIZE THAT. ABOUT YOUR EXCELLENCE AND YOU'VE DONE A REALLY FANTASTIC JOB. 
          I DO HAVE A QUESTION THOUGH. 
          IF WE HAD SEVEN PEOPLE ON THAT TEAM IN HR, WHY ARE ONLY FIVE MOVING OVER? WE ELIMINATED TWO OF THE SEVEN POSITIONS AND JARED, IF YOU WANT TO SPEAK TO ANY EFFICIENCIES THAT ARE GAINED BY ELIMINATING DUPLICATION. 
          WE'RE IN HIRING FREEZE. SOME OF THOSE POSITIONS WERE VACANT. WHEN WE LOOK AT WHERE WE ARE, OF COURSE, WE'LL HAVE TO REASSESS ONCE THAT FREEZE IS LIFTED. 
          BUT I THINK AS WE LOOK AT WHO WE'RE TOUCHING, WHO WE'RE SERVICING, AND LOOKING FOR A WAY TO CONTAIN COSTS AND WITH THOSE BEING VACANT POSITIONS, I OFFER THOSE UP FOR ELIMINATION AS WE CONTINUE TO. AND THERE MAY BE SOME THINGS AT MID-YEAR EVEN THAT I COME BACK TO JACK AND CITY MANAGEMENT TO TAKE A LOOK AT THE ORGANIZATION TO MAKE SURE WE'RE GETTING THE MOST BANG FOR OUR BUCK IN TERMS OF WHAT WE'RE ACTUALLY DOING. 
          I'LL JUST SHOOT STRAIGHT WITH YOU, MS. MENDELSON, IS THAT WE'RE SUPPORTING, WE'RE ADDING ON THIS ADDITIONAL WORK. 
          THOSE POSITIONS WERE VACANT. 
          I FULLY SUPPORT THAT ELIMINATION, AND WE'LL CONTINUE TO LOOK AT THE ORGANIZATION AND RIGHT-SIZE IT TO MAKE SURE THAT WE'RE SERVICING DEPARTMENTS AS WE NEED TO DO. 
          BUT THAT'S HOW WE GOT TO THOSE ELIMINATED POSITIONS. 
          WELL, I HOPE THE COUNCIL IS REALLY HEARING THOSE NUMBERS, BECAUSE WHEN YOU THINK ABOUT... SEVEN PEOPLE HAVING DONE A JOB AND NOW FIVE ARE GOING TO DO IT, THAT'S A REALLY BIG PERCENTAGE DECREASE. WHEN YOU TALK PERCENTAGES, WE WERE OVERSTAFFED IS WHAT YOU'RE REALLY SAYING. 
          BY TWO PEOPLE, SEVEN, NOW FIVE ARE GOING TO DO THAT JOB. 
          I WOULD DESCRIBE IT AS THAT WE'LL GAIN EFFICIENCIES BY COMBINING THE TWO AND ELIMINATING THE DUPLICATION. 
          SO IT WAS AN INEFFICIENT PROCESS. BUT TO DO THAT WORK, WE BELIEVE IT TOOK SEVEN. 
          BY COMBINING IT INTO A CONSOLIDATED FUNCTION, YOU CAN DO IT WITH FEWER. 
          YES, MA'AM. WELL, THEN WE'LL KEEP WITH THIS NUMBERS OF FIVE AND SEVEN. 
          FOR SEVEN YEARS, WE'VE BEEN SAYING HOW INEFFICIENT IT IS. 
          SEVEN YEARS. SO, CHAIRMAN JOHNSON, CONGRATULATIONS. 
          SEVEN YEARS IS HOW LONG IT TAKES COMPLAINING ABOUT THIS PROCESS. 
          TO GET IT FIXED AND IT'S UNDER YOUR LEADERSHIP, SO CONGRATULATIONS. BUT IT'S RIDICULOUS THAT THIS IS WHERE WE'RE AT. DO YOU THINK IT'S FAIR TO SAY THAT NOW THE PROCESS IS UNDER CIVIL SERVICE, EVERYTHING IS PRE-EMPLOYMENT, AND UNDER HR IT'S ONCE THEY'RE EMPLOYED? IS THAT A FULL SEPARATION NOW? I THINK SO. I THINK ONE OF THE THINGS I'VE ALWAYS TALKED ABOUT TO HELP PEOPLE UNDERSTAND THE DIFFERENCE BETWEEN CIVIL SERVICE AND HR IS IF YOU THINK ABOUT US LIKE BOOKENDS. WE'RE HERE IN THE BEGINNING IN TERMS OF MAKING SURE YOUR PROCESS IS FAIR, COMPETITIVE, YOU KNOW, BASED ON MERIT AND FITNESS. 
          AND THEN IF YOU HAVE A GRIEVANCE OR YOUR EMPLOYMENT IS SEPARATED AT THE END, WE'RE ON THE OTHER END. AND THOSE ARE THE THINGS THAT... 
          CFO IS TALKING ABOUT IN TERMS OF MAKING SURE THE CITY MANAGER HAS THE ABILITY TO MANAGE THE BUDGET AND THE MOVEMENT OF POSITIONS AND ALL OF THOSE THINGS AND THEN BE A RESOURCE FOR EMPLOYEES TO GO TO IF THEY HAVE A GRIEVANCE OR A COMPLAINT ABOUT THAT TREATMENT IN THE MIDDLE. SO I THINK IT IS FAIR TO SAY THERE IS A CLEAR CUT. 
          EXECUTIVES WILL REMAIN UNDER THE CITY MANAGERS, YOU KNOW, WITH HUMAN RESOURCES IN TERMS OF REMAINING THOSE EXECUTIVES AND I THINK THAT'S SMART. 
          AND SO I THINK THERE'S A FAIR AND CLEAR CUT AT THIS POINT. 
          AFTER SOME TIME, I'M GLAD TO SEE US HERE, AND I THINK IT'S A CLEAR DELINEATION OF WHERE WE SHOULD BEGIN AND STOP IN TERMS OF THAT SINGLE POINT OF ENTRY. SO WE'RE FOCUSING A LOT ON CIVIL SERVICE, BUT LET'S GO BACK TO HR. SO HR NOW RETAINS COMPENSATION, 
          [01:40:02]
PERFORMANCE, BENEFITS. WHAT OTHER TASKS ARE THEY, WHAT OTHER AREAS ARE THEY COVERING? ON SLIDE FIVE, EVERYTHING EXCEPT FOR RECRUITMENT. 
          SO IN THAT, RECRUITMENT AND TALENT ACQUISITION UP AT THE TOP WAS WHERE WE SAW THE OVERLAP. ON SLIDE FOUR WAS CIVIL SERVICE, AGAIN WITH THE RECRUITMENT. AND SO HR WILL CONTINUE TO HAVE THE FUNCTIONS AND SCOPE OF RESPONSIBILITY OUTLINED ON SLIDE FIVE WITH THE EXCEPTION OF RECRUITMENT AND HIRING. 
          AND WHAT EXACTLY IS MEANT BY EMPLOYEE ENGAGEMENT IN THIS INSTANCE? SO THERE'S DIFFERENT ACTIVITIES. TODAY THERE'S MEETINGS WITH EMPLOYEES THAT THE CITY MANAGER IS HOLDING AND IS ENGAGING WITH THE EMPLOYEES. THERE'S DIFFERENT TYPES OF SURVEYS THAT HAVE BEEN DONE IN THE PAST. THERE'S DIFFERENT EMPLOYEE FAIRS, WELLNESS FAIRS, AND THINGS THAT ARE DONE THAT ENGAGE THE EMPLOYEES. AND THERE'S SO THERE'S THAT TYPE OF ACTIVITY THAT HAPPENS WITHIN THE HR DEPARTMENT ON BEHALF OF MANAGEMENT. 
          WELL, WELLNESS IS A DIFFERENT BULLET. IT SOUNDS LIKE YOU'RE REALLY JUST TALKING ABOUT CITY MANAGER ACTIVITIES. ARE THERE OTHER THINGS THAT MAYBE YOU JUST DIDN'T MENTION? I WOULD NOT MAKE THOUGHTS. 
          IT'S PHONE A FRIEND. 
          WE HAVE OTHER EXAMPLES OF EMPLOYEE ENGAGEMENT. 
          AFTERNOON, TOMMY MOLISES IS THE DIRECTOR OF HUMAN RESOURCES. EARLIER LAST YEAR, THE DIRECTOR OF HUMAN RESOURCES IN THE AREA SAID WE MADE A DECISION TO START A NEW GROUP OF EXISTING RESOURCES WITH THE EMPLOYEE AND WELLNESS ENGAGEMENT TEAM. 
          AND PART OF THOSE WELLNESS ENGAGEMENT ACTIVITIES IS TO CONNECT WITH EMPLOYEES. TO MAKE SURE THEY UNDERSTAND ALL THE WELLNESS ACTIVITIES THAT WE HAVE. WE DO KNOW THAT THERE IS PROBABLY NOT THE BEST CONNECTION AND COMMUNICATION WE HAVE TO CONNECT EMPLOYEES TO ALL THE ACTIVITIES THAT WE HAVE TO MAKE SURE WE CAN TRY TO BRING IN SOME BETTER INFORMATION FOR THEM TO RECEIVE THE MEDICAL OR WELLNESS CARE. 
          AND SO PART OF THOSE WELLNESS ACTIVITIES IS TO MAKE SURE THAT HERE'S A SLEW OF PROGRAMS. THOSE WELLNESS ENGAGEMENT ACTIVITIES COMES FROM... I'M JUST GOING TO PAUSE FOR A SECOND. 
          UNDERSTAND WHAT WELLNESS IS? MY QUESTION WAS ABOUT EMPLOYEE ENGAGEMENT. 
          IT'S A SEPARATE BULLET. IS IT REALLY JUST ABOUT PROMOTING? IT IS. SO I THINK THAT'S THE CORE REASON WHY WE COMBINED IT, BECAUSE WE DO HAVE A TEAM CALLED WELLNESS AND ENGAGEMENT, WHERE SO FAR SEPARATED, THERE WAS A HUGE DISCONNECT. 
          AND THE REASON WE BROUGHT IT TOGETHER IS BECAUSE WELLNESS AND ENGAGEMENT DO GO HAND IN HAND TO MAKE SURE THAT WE'RE DRIVING THE CHANGE THAT WE'RE LOOKING FOR. HOW MANY PEOPLE WORK IN WELLNESS AND ENGAGE? HOW MANY EMPLOYEES? ON TOP OF MY HEAD, LET ME GET BACK WITH YOU. I DO WANT, I DO, WE HAVE AN ADMINISTRATOR AND WE HAVE TWO EMPLOYEES. I WANT TO SAY THERE'S THREE EMPLOYEES IN THAT TEAM, BUT LET ME DOUBLE CHECK AND GET THOSE NUMBERS. WOULD WE BE ABLE TO GET, FOR ALL OF THE BULLETS ON ITEMS, WOULD WE BE ABLE TO GET THE NUMBER OF THEM? YES, MA'AM. AND I WOULD IMAGINE THERE'S A SUCCESSION PLANNING. 
          I MEAN, DO YOU KNOW? I DO NOT. 
          ARE THERE SUCCESSION PLANS? I KNOW THERE'S BEEN, SO THAT'S NOT IN MY PURVIEW, BUT I KNOW OUR DIRECTOR HAS HAD CONVERSATIONS, AND I KNOW THERE IS PLANNING, SO I CAN DEFINITELY CONNECT WITH HER AND WE CAN FOLLOW UP ON THAT. SO THERE'S CONVERSATIONS ABOUT SUCCESSION PLANNING, BUT WE DON'T HAVE ANY? NOT THAT I HAVE SEEN. 
          OVER THE COURSE OF MY 30 YEARS WITH THE CITY, THERE'S BEEN DIFFERENT EFFORTS. 
          PROGRAMS THAT HAVE BEEN OFF AND ON KNOW THAT NINA HAS BEEN DEVELOPING A TRAINING PROGRAM AT THE REQUEST OF THE CITY MANAGER FOR SOME EXECUTIVE SUCCESSION PLANNING. SO THERE IS ACTIVITIES GOING ON REGARDING SUCCESSION PLANNING AT THE EXECUTIVE LEVEL AT THIS POINT. DO YOU HAVE A SUCCESSION PLAN? FOR ME PERSONALLY, I DO. YOU DO? I DO. OKAY. AND IS IT FILED WITH HR, OR IS IT JUST SOMETHING YOU'VE DEVELOPED FOR YOUR DEPARTMENT? IT'S, FOR ME PERSONALLY, IT'S SOMETHING THAT I'VE TALKED TO THE CITY MANAGER ABOUT, YES. THANK YOU. AND WHAT ABOUT UPSKILLING? 
          [01:45:01]
SO I THINK THAT'S ONE OF THE ACHIEVEMENTS WE HAVE WITHIN WORKDAY IS WE DO HAVE A MODULE WITHIN WORKDAY THAT WE ARE IDENTIFYING UPSCALING PROGRAM. WE HAVE UPSCALING ACTIVITIES THAT IDENTIFY, AND PART OF THAT IS WHAT WE CALL WORKFORCE PLANNING THAT WE HAVE ALSO DEVELOPED AS WELL TO IDENTIFY WHICH POSITIONS AND WHAT SKILLS, WHAT DOES THE FUTURE OF THE CITY NEED TO LOOK LIKE. AND SO THAT IS STILL IN PROGRESS AND IN DEVELOPMENT. SO IN THE LAST YEAR, HOW MANY EMPLOYEES HAVE GONE THROUGH UPSCALING AND ARE IN A NEW POSITION THAT IS OF A HIGHER VALUE? I THINK WE'LL HAVE TO GET TO THAT. YES. I'M GOING TO ASK ONE MORE QUESTION. IS THAT ALL RIGHT? HOW MANY EMPLOYEES ARE PROFICIENT IN THE HMIS SYSTEM? I'M SORRY, PLEASE. IN THE HUMAN RESOURCE INFORMATION SYSTEM THAT YOU HAVE IN WORKDAY? YES, WHAT WAS YOUR QUESTION AGAIN? I'M SORRY. 
          HOW MANY EMPLOYEES DO YOU HAVE THAT ARE PROFICIENT IN IT? SO INCLUDING ME, HRS REPORTS DIRECTLY TO ME. WE SUPPORT THE CORE HCM MODEL. 
          INCLUDING ME, THERE'S 11 INDIVIDUALS. WE ALL HAVE A LEVERAGE OF CERTIFICATIONS THROUGH WORKDAY CERTIFICATION, AI CERTIFICATIONS. SO I WOULD SAY ALL 11 OF US ARE EFFICIENT WITHIN THE SYSTEM. 
          THANK YOU. 
          IS HR DIRECTOR HERE? SHE WAS NOT ABLE TO BE HERE THIS MORNING, BUT TOMMY IS ASSISTANT DIRECTOR WITHIN THE DEPARTMENT. OK, YOU REPRESENT HER? YES, SIR. 
          OK, I DON'T HAVE A QUESTION. 
          I JUST HAVE A STATEMENT THAT I'M GOING TO MOVE ON AND SEE IF ANYONE ELSE HAVE ANYTHING ELSE TO SAY. MY CHALLENGE IS WHEN I'M LOOKING AT THE DUPLICATION OF THIS DEPARTMENT, I KNOW THIS IS A GREAT CONVERSATION. 
          AND I KNOW WE HAVE SOME THINGS TO DISCUSS GOING. 
          FURTHER GOING ON, TO DISCUSS FURTHER, I'VE BEEN DOWN TO HUMAN RESOURCES A FEW TIMES. NOT A LOT, BUT A FEW. AND I WENT DOWN THERE, TO BE HONEST WITH YOU, BECAUSE CHAIR MENDELSOHN SAID NO ONE IS AT WORK. SO I ACTUALLY WENT DOWN THERE A FEW TIMES, AND GUESS WHAT? WASN'T AT WORK. 
          AND THEN I SAT HERE AND LISTENED TO THE HR DIRECTOR ADVOCATE AND SAY, WE NEED TO GIVE INCENTIVES FOR PEOPLE TO... NOT COME TO WORK AND PRETTY MUCH WORK ON THE COVID SCHEDULE, THAT WAS CONCERNING TO ME. 
          SO I'M PUTTING IT IN MY WORDS, BUT THAT'S PRETTY MUCH WHAT YOU SAY IF YOU GO LOOK AT THE VIDEO, IT'S OUT THERE. HER WORDS WASN'T EXTENSIVE WHEN YOU HIRE PEOPLE. SO WHEN I'M LOOKING AT THE JOB RESPONSIBILITY AND WHAT WE'RE EXPECTING, MY PERSONAL VIEW, JUST ME, I'M ONE OUT OF 15, I BELIEVE PEOPLE SHOULD COME TO WORK. I BELIEVE THAT YOU SHOULD BE AVAILABLE. AND, YOU KNOW, WHEN I WENT AND SAW WHAT CHAIR MENDELSON SAID A FEW TIMES, DIDN'T TELL NO ONE I WAS GOING, I JUST WENT AND DIDN'T MAKE NO FUSS ABOUT IT, DIDN'T SAY ANYTHING TO THE CITY MANAGER. BUT I JUST NOTED IT. I SAY DULY NOTED. SO THAT IS A CONCERN. 
          WHEN WE'RE TALKING ABOUT BUDGET AND BENEFICENCY, IF WE'RE PAYING FOLKS, I'M NOT PAYING FOLKS TO BE HOME. 
          I'M NOT PAYING FOLKS TO BE VIRTUAL ALL THE TIME. I'M PAYING FOLKS BECAUSE WE'RE PAYING FOLKS THE TAXPAYERS' DOLLARS. I WANT YOU HERE AT WORK TO DO THE JOB SO WE CAN HAVE A BETTER CITY. AND SO I WILL MAKE THAT STATEMENT PUBLICLY BECAUSE I WENT AND SAW IT A FEW TIMES AND ACTUALLY WAS SURPRISED. SO THAT'S ALL I HAVE TO SAY. I'M GOING BACK TO MY LEFT. ANYONE ELSE HAVE ANY QUESTIONS CONCERNING THIS? ANYONE ON MY RIGHT? CHAIR MENDELSOHN, THREE MINUTES. WELL, THANK YOU. 
          THOSE WERE MY LAST QUESTIONS AS WELL. HOW MANY OF YOUR EMPLOYEES DO YOU WORK FROM HOME? VERY SIMILAR TO THE DATA TEAM, WE'RE ALSO A HYBRID SCHEDULE. 
          ON THE SPECIFICS, I CAN GET THOSE NUMBERS FOR YOU ON THE HYBRID SCHEDULES. 
          WHAT DOES A HYBRID SCHEDULE MEAN TO YOU? SO I THINK IT MEANS DIFFERENT THINGS FOR ME. IT MEANS THAT WE'RE IN THE OFFICE ON CERTAIN SCHEDULE DAYS. 
          YEAH, WEDNESDAYS. I CAN SPEAK TO MY TEAM. MY TEAM ARE IN THERE ON... 
          AT LEAST THREE DAYS A WEEK. 
          BUT WE ALSO MAKE SURE WE OFF-SHIFT TO MAKE SURE THERE'S ALWAYS REPRESENTATION IN THE OFFICE. AND THAT'S HOW I WOULD DEFINE HYBRID SCHEDULE. I THINK IT'S THE DETERMINATION FROM OUR DIRECTOR FOR EVERY MANAGER TO MANAGE THEIR TEAM THAT REPORTS TO THEM. AND SO FOR ME, IT'S TO MAKE SURE THAT WE'RE THERE WHEN WE NEED TO BE THERE. 
          WE'RE THERE TO REPRESENT, TO BE AT MEETINGS, TO BE FRONT-FACING. AS WELL AS TO BE SURE THAT, AND AT LEAST FOR ME, IS TO MAKE SURE WE ALWAYS HAVE THAT AVAILABILITY, AND I THINK THAT'S THE MOST IMPORTANT THING. WELL, WE'RE HAVING A MEETING TODAY, AND IT'S ABOUT HR. 
          THANK YOU. THANK YOU 
          [01:50:03]
FOR YOUR PRESENTATION. WE'RE NOW UP TO A FOLLOW-UP APRIL MEETING, APRIL 13, 2026, COMMITTEE ON GOVERNMENT EFFICIENCY DEALING WITH STIPENDS AND PARTNERSHIPS. 
          JACK, YOU'RE STILL AT THE TABLE. YES, SIR. SO AGAIN, AS YOU MENTIONED, FOLLOWING UP TO CONVERSATIONS IN APRIL, I'LL JUMP THROUGH THIS. WE TALKED ABOUT THAT THE CITY IS NOT ABLE TO GIVE GIFTS, IT'S CONSTITUTIONAL PROHIBITED TO DO THAT. ALL CITY FUNDS HAVE TO BE USED FOR A PUBLIC PURPOSE. WE DO HAVE PARTNERSHIPS WITH A WIDER RANGE OF DIFFERENT ENTITIES, WHETHER THEY'RE AGENCIES, NON-PROFITS, COMMUNITY ORGANIZATIONS, BUSINESSES. 
          WE WORK TOGETHER TO ACHIEVE A SHARED COMMON GOAL. WE PARTNER. 
          TO ACHIEVE THOSE GOALS, SHARING THE CONTRIBUTION, SHARING THE RISK AND THE REWARD, TYPES OF PARTNERSHIP ARE LISTED ON PAGE FIVE. SOME OF THEM COME IN THE FORM OF MANAGEMENT AGREEMENTS OR USE AGREEMENTS. SOME COME IN THE FORM OF STIPENDS. 
          SOME COME IN THE FORM OF IN-KIND SUPPORT OR FACILITY USE AGREEMENTS, ET CETERA, AS LISTED ON SLIDE FIVE. 
          SOME EXAMPLES OF OUR PARTNERSHIPS ARE ON SLIDE SIX. MANAGEMENT AGREEMENTS, WHERE THERE IS A CONTRACT WHERE AN ENTITY RUNS OR MANAGES SOMETHING ON THE CITY'S BEHALF. AN EXAMPLE OF THAT IS THE ZOO. 
          WE HAVE USE AGREEMENTS WHERE THERE IS PERMISSION GIVEN TO AN ENTITY TO USE A FACILITY OR VENUE SPACE WHILE PERFORMING INDEPENDENT OF THE CITY. 
          FOR EXAMPLE, DALLAS PERFORMING ARTS FOUNDATION HAS A USE AGREEMENT. AND THEN WE HAVE DIFFERENT TYPES OF CONTRACTS FOR SERVICES. 
          AN EXAMPLE OF THAT WOULD BE OUR CONTRACT WITH BRIDGE STEPS. STIPENDS IS A FORM OF PARTNERSHIPS LISTED ON PAGE 7. TYPICALLY THEY ARE FOR SMALLER ORGANIZATIONS WHERE A STIPEND IS GIVEN AGAIN FOR THE ORGANIZATION TO PROVIDE SOME TYPE OF PUBLIC GOOD ON BEHALF OF THE CITY. ON SLIDE 8 IN THE APPENDIX YOU WILL SEE INFORMATION THAT WE GATHERED FROM VARIOUS DEPARTMENTS. 
          WHEN WE WERE HERE BEFORE, YOU ASKED FOR SOME PERFORMANCE TYPES OF INFORMATION, NUMBER OF INDIVIDUALS SERVED, WHERE WE HAD THAT AVAILABLE FROM THE DEPARTMENTS THAT IS PROVIDED IN THE APPENDIX. 
          I DID INSERT A TABLE HERE ON SLIDE 8 SHOWING OF THE DIFFERENT ITEMS LISTED ON THE APPENDIX, THERE'S 124 DIFFERENT ENTRIES. FIFTEEN OF THEM ARE FOR $1 MILLION OR MORE. 27 OF THEM FALL BETWEEN $200,000 AND $1 MILLION, AND YOU CAN SEE HOW THAT BREAKS DOWN. THE LARGEST OF THE PARTNERSHIPS THAT WE HAVE WOULD BE WITH THE DALLAS ZOO, WHICH IS ABOUT $15 MILLION, HOUSING FORWARD, VARIOUS ART ORGANIZATIONS, THE BRIDGE, DALLAS COUNTY. WE HAVE SOME PARTNERSHIPS WITH DALLAS COUNTY FOR FORENSIC SERVICES OR HIGHWAY TRAFFIC MANAGEMENT. UH ETC UM SO I WANTED TO POINT OUT ON THE NEXT COUPLE OF SLIDES WE DID ASK Y'ALL ON APRIL 1ST AS PART OF A BUDGET PRESENTATION WE DID A POLLING EXERCISE TO GET SOME FEEDBACK ABOUT YOUR THOUGHTS REGARDING THE PARTNERSHIPS AND SO INFORMATION ABOUT THE THREE QUESTIONS WE ASKED HER ON SLIDE 9 AND 10. THERE WAS SOME AGREEMENT THAT WE SHOULD LOOK AT OUR PARTNERSHIPS WHEN WE ARE REDUCING OTHER PARTS OF THE CITY BUDGET THAT WE MAY MAKE REDUCTIONS WITHIN OUR PARTNERSHIPS OR THAT WE SHOULD BEGIN TO PHASE DOWN SOME THAT WE'VE HAD FOR LONG PERIODS OF TIME. 
          ON SLIDE 11, JUST A SUMMARY. 
          OVER MANY YEARS, THE CITY HAS ENTERED SEVERAL PARTNERSHIPS OR STOPPING RELATIONSHIPS THAT DO HELP FURTHER THE TYPES OF THINGS THAT WE WANT TO ACCOMPLISH AT THE CITY, BUT THEY DO COME AT A COST. 
          ON SLIDE 12, WE REALLY INTENDED JUST TO RECEIVE FEEDBACK TODAY, BUT I WANT TO GIVE YOU SOME INFORMATION THAT'S INCLUDED IN THE BUDGET THAT YOU RECEIVED OVER THE WEEKEND JUST SO YOU WILL KNOW. THAT AS WE'VE HAD CONVERSATIONS ABOUT PARTNERSHIPS OR STIPENDS, THAT WE DID MAKE SOME ADJUSTMENTS IN THE BUDGET. AND SO, FOR EXAMPLE, PARTNERSHIPS WITHIN PARK AND RECREATION, THEIR RELATIONSHIPS WITH THE TRINITY RIVER AUDUBON, CEDAR RIDGE PRESERVE, THE DALLAS ARBORETUM, AND THE DALLAS ZOO, THEY INITIALLY MADE 3% REDUCTIONS FROM THOSE FOUR PARTNERS AND THEN LATER CAME BACK AND GAVE AN 
          [01:55:01]
ADDITIONAL... REDUCTION FOR THE DALLAS ZOO. SO TRINITY, RIVER AUDUBON, CEDAR RIDGE AND ARBORETUM HAD 3% REDUCTIONS IN THEIR THE AGREEMENT, THE AMOUNT THAT WE GIVE TO THOSE ORGANIZATIONS AND THE ZOO HAS A 4.68% REDUCTION. 
          SO TOTAL OF THOSE FOUR AGREEMENTS WITH THE PARK DEPARTMENT ABOUT $719,000 WAS REDUCED FROM THE BUDGET. WE ALSO... 
          IN WORKING WITH THE POLICE DEPARTMENT, ONE OF THE RELATIONSHIPS THAT'S ON THE APPENDIX, ONE OF THE PARTNERSHIPS THEY HAD WAS WITH DALLAS COUNTY FOR HIGHWAY TRAFFIC MANAGEMENT, HIGHWAY TRAFFIC ENFORCEMENT, AND CLEARING THE HIGHWAY WHEN THERE'S ACCIDENTS. THE POLICE DEPARTMENT IS BRINGING THAT BACK TO BE SOMETHING OPERATED BY THE POLICE DEPARTMENT. 
          THAT WAS A $1.5 MILLION AGREEMENT WITH THE COUNTY THAT THE DALLAS POLICE DEPARTMENT IS BRINGING BACK. AND ALSO IN THE OFFICE OF ARTS AND CULTURE, THE AT&T PERFORMING ARTS CENTER, OUR CONTRACT WITH THEM HAD A PART OF OUR PARTNERSHIP WITH THEM THAT DID COME TO AN END WITH $1.5 MILLION COMING BACK AND BEING ELIMINATED FROM THE BUDGET. 
          SO $3.7 MILLION OF TYPES OF PARTNERSHIPS THAT WE HAVE IN THE CURRENT YEAR THAT WE MADE REDUCTIONS IN FOR THE NEW YEAR THAT WILL BE INCLUDED. 
          IN THE BUDGET CONVERSATIONS OVER THE NEXT FEW WEEKS. AND SO THAT'S ALL I HAD TO SHARE WITH YOU. I REALLY WANTED TO MY MAIN POINT WAS TO GIVE YOU AN UPDATE ON WHAT WAS IN THE BUDGET. 
          THERE'S ABOUT SIX DIFFERENT PARTNERSHIPS OR STIPENDS THAT WE REDUCED OR PULLED BACK ON THROUGH THIS BUDGET RECOMMENDATION. 
          THANK YOU, JACK. I'M GOING TO START ON MY LEFT. 
          COUNCILWOMAN BLACKMON. 
          OKAY. 
          I GUESS THAT TABLE THAT SHOWS THE VARIOUS GROUPINGS OF HOW MUCH EACH STIPEND SLASH PARTNERSHIP. YES, MA'AM, ON SLIDE EIGHT. EIGHT, OKAY. 
          THAT INCLUDES EVERYTHING FROM THE APPENDIX SIDE THAT'S ATTACHED. YES, MA'AM. 
          THERE'S $69 MILLION WORTH OF ITEMS LISTED, 124 ITEMS. I JUST KIND OF GROUPED IT BY SIZE. AND 80% OF THOSE ARE $1 MILLION OR MORE. 79%, YES, MA'AM. YES. 
          OKAY, MY QUESTION, THOUGH, IS ARE ALL THESE THAT, YOU KNOW, WITH THE, DO YOU HAVE THE 68, WHICH ONES ARE STIPENDS AND WHICH ONES ARE PARTNERSHIPS? AND I ONLY SAY THIS BECAUSE, I MEAN, IS THERE A DIFFERENCE? AND, I MEAN, IN OUR TOTAL BUDGET IS WHAT? NOT, THIS IS PART OF THE GENERAL FUND, THOUGH, RIGHT? YES, ALL OF THIS IS PART OF THE GENERAL FUND. OKAY, SO OUR GENERAL FUND IS WHAT NOW? TWO BILLION. OKAY, SO TWO BILLION. I THOUGHT IT WAS A LITTLE BIT MORE THAN THAT. 
          AND SO 68, THAT MILLION, OR 69, IS PART OF THAT. SO I GUESS MY QUESTION IS, AND GIVEN THAT PEOPLE ARE EITHER INDIFFERENT OR NO, HOW MUCH CAN WE CONTINUE TO REDUCE THAT, AND ARE WE GOING TO OVER THE YEARS TO COME? BECAUSE I THINK THERE COULD BE STILL SOME MORE THAT COULD BE REDUCED IN THIS BUDGET. 
          BUT THE QUESTION IS, WHEN DO YOU START SEEING SERVICE LEVELS AFFECTED AND THE PAIN GOES THEN? AND IS THAT FAIR TO TALK ABOUT WITH OUR PARTNER? SO I THINK THAT'S GOING TO BE UP TO EACH OF THE INDIVIDUAL ORGANIZATIONS OF WHEN THEY FEEL THE PAIN, RIGHT? THE ZOO, OBVIOUSLY A BIGGER ORGANIZATION, THEM RECEIVING A 3% REDUCTION, WHICH WAS THE INITIAL REDUCTION, MAY BE OF A LESS IMPACT THAN THE TRINITY AUDUBON. BUT AREN'T WE COVERING SOME EXPENSES FOR THE ZOO ON OTHER PLACES? YES, MA'AM. 
          AS AN EXAMPLE, IN THE 2024 BOND PROGRAM, THERE'S $30 MILLION THAT WAS FOR THE ZOO, AND WE WILL START PAYING THE DEBT ON THAT. OKAY. THAT'S IN ADDITION TO... 
          TO THE GARAGE, RIGHT? YES, MA'AM. SO, I MEAN, IT'S ALMOST LIKE WE SHOULD LOOK AT IT AS A HOLISTIC AND NOT JUST A DOLLAR AMOUNT. LIKE, WHAT IS... BECAUSE EVEN WITH THE ARBORETUM, LIKE, WE'RE DOING THINGS FOR THE ARBORETUM, AND IS THERE AN... 
          AND I HATE TO DO THIS, BUT THE REALITY IS WE'VE GOT TO LOOK AT EVERYTHING, BECAUSE WE HAVE... WE'RE GETTING TO THAT CRITICAL NEED. AND SO I GUESS THE QUESTION IS, AND EVERYBODY'S GOING TO HAVE TO BE DIFFERENT, YES, BECAUSE I WOULD THINK THAT THE TRINITY AUDUBON CENTER, A 3% HIT, IS HARDER THAN AT THE ARBORETUM. 
          BUT THAT'S FOR THEM TO TELL US OR TO INVEST IN TO WEIGH WHAT THEY'RE TELLING 
          [02:00:01]
US. YES, MA'AM, BECAUSE DIFFERENT ORGANIZATIONS THEN HAVE OTHER REVENUES. 
          CORRECT. WHICH WE'RE TRYING TO EXPAND TO. I DON'T KNOW ALL OF THEIR FINANCIALS, BUT I WOULD ASSUME THAT THE ARBORETUM HAS OPPORTUNITIES THAT MAYBE THE CEDAR RIDGE PRESERVE DOESN'T HAVE. 
          CORRECT. LIKE WHICH THEY CAN'T HOST WEDDING. SO THEY HAVE OPPORTUNITIES TO GENERATE DIFFERENT TYPES OF REVENUE TO MAKE UP FOR ANY REDUCTIONS IN CITY SUPPORT. ALL OF THE ITEMS LISTED IN THE APPENDIX ARE GOOD SERVICES. 
          THEY'RE AN EXTENSION OF THE CITY. THEY'RE SERVICES. WHETHER IT'S THE BRIDGE, HOMELESS SHELTER, OR THE ZOO, OR THE ARBORETUM, THEY PROVIDE A PUBLIC PURPOSE. WHAT DO THEY ALL DO? SO IT'S A DECISION. IT IS. 
          IT'S A HARD DECISION ON WHICH, THEN YOU START EVALUATING ON WHICH PUBLIC SERVICE IS MORE IMPORTANT THAN THE OTHER OR HAS PRECEDENCE, AND THAT'S A HARD, THAT'S NOT, IT'S HARD BECAUSE NOT EVERY, IT'S NOT EQUAL. 
          AND IT COMES DOWN TO WHAT YOUR PRIORITIES ARE, OR WHAT THE PRIORITIES OF THE COMMUNITY ARE. I MEAN, I APPRECIATE THAT Y'ALL CAME WITH THIS MUCH, AND MAYBE THERE'S A LITTLE BIT MORE THAT CAN HAPPEN. 
          AND THAT'S JUST THE REALITY OF IT, THAT YOU GO AFTER THE BIG CHUNKS, BECAUSE THAT'S WHERE THE MOST EFFECTS CAN BE MADE. AND SO, AND I KNOW IT'S NEVER EASY, AND SOME OF THESE PARTNERSHIPS WE WERE GIVEN BECAUSE OF PAST COUNCILS AND PAST CITY MANAGERS AND THEIR AFFECTION OR THEIR... AND THE NEED AT THAT POINT. I MEAN, THERE WAS SOME THINGS HAPPENING. SO I JUST FEEL THAT WE'RE GOING TO HAVE TO START HAVING THESE HARD CONVERSATIONS, AND YOU'RE RIGHT, IT'S GOT TO BE REFLECTIVE OF WHAT IS A MATTER OF PRIORITY AND WHAT WE HAVE TAKEN ON ON THEIR BALANCE SHEET TO HELP THEM, AND SO MAYBE IT SHOULD COME OFF OF OUR DIRECT CASH GIFT OR STIPEND OR PARTNERSHIP OR WHATEVER YOU WANT TO CALL IT. AND SO I GUESS WE'LL KEEP LOOKING AT THIS. 
          I THINK YOU NEED TO HIT YOUR BUTTON. 
          THANK YOU. IT IS SOMETHING THAT MS. TOLBERT HAS TALKED ABOUT AS WE GO INTO EVEN AFTER OCTOBER 1ST, THAT BECAUSE OF THE CHALLENGE FROM THIS COMMITTEE ON LOOKING AT THESE SORTS OF THINGS, THAT THERE NEEDS TO BE MORE WORK DONE. AND TO BE HONEST, WE SHOULD BE ASKING THAT QUESTION. AND IF PEOPLE ARE GETTING UPSET AND SAY YOU CAN HAVE IT BACK, WELL, IT'S ALMOST LIKE, WELL, WE HAVE TO ASK THIS. I MEAN, IF WE DON'T, THEN WE'RE NOT DOING OUR JOB. 
          AND YOU'RE NOT DOING YOUR JOB BECAUSE WE'RE LOOKING LITERALLY UNDER EVERY CUSHION FOR ANY KIND OF PENNIES. AND THIS DOESN'T CHANGE. THIS DOESN'T CHANGE. THE PROBLEMS WITH THE BUDGET ARE GOING TO BE GOING FORWARD. YOU'RE CORRECT. AND SO WE NEED TO CONTINUE TO LOOK AT THOSE OPPORTUNITIES. WITH OBJECTIVITY AND FAIRNESS. 
          OKAY, THANK YOU. THAT'S IT. 
          GOVERNOR ROTH. THANK YOU. 
          I'M NOT AGAINST. PROVIDING STIPENDS OR WORKING WITH FOLKS AND PROVIDING PARTNERSHIPS AND CONTRIBUTING TO PROJECTS THAT FURTHER OUR MISSION, OUR CORE SERVICE MISSION. 
          AND I VIEW A LOT OF THESE STIPENDS, PARTNERSHIPS, FUNDING AS VALUES IN DIFFERENT BUCKETS. SOME OF THEM ARE ECONOMIC DEVELOPMENT, SOME OF THEM ARE PROVISION OF SERVICES, MOTION OF... 
          SERVICES, BUT THE OVERREACHING ISSUE IS HOW ARE WE EVALUATING? THESE PROVIDING THESE FUNDS AND HOW OFTEN DO WE DO THAT OFF DO ARE THESE ANGUS AS YOU BASICALLY VIEW THE REQUESTS AND AND THEN VET THE REQUEST AND HOW DOES THAT WORK IS IT IS THERE SORT OF A PLACE FOCUS CENTRAL AREA WHERE PEOPLE COME IN AND ASK FOR THE THE ANNUAL SO THEY WORK DIFFERENTLY. SO SOME OF THE ONES IN CULTURAL AFFAIRS, AS AN EXAMPLE, THEY DO HAVE AN ANNUAL PROCESS WHERE THEY RECEIVE APPLICATIONS AND GO THROUGH A COMMITTEE MAKING A DECISION OF WHO GETS AWARDED FUNDS EACH YEAR. OTHER RELATIONSHIPS THAT WE MAY HAVE, WE HAVE LONGSTANDING RELATIONSHIPS WITH. WE'VE HAD A RELATIONSHIP WITH OUR BIGGER PARK ORGANIZATIONS FOR A NUMBER OF YEARS, THE ZOO, THE ARBORETUM, ET CETERA. AND SO THOSE ARE MULTI-YEAR TYPES OF RELATIONSHIPS. SO THEY'RE EVALUATED BY EACH OF THE INDIVIDUAL DEPARTMENTS. PARK AND RECREATION WILL EVALUATE THEIRS. OFFICE OF ARTS AND CULTURE WILL EVALUATE THE BENEFIT FROM THEIR ORGANIZATIONS, ET CETERA. SO IT'S MANAGED MORE AT A DEPARTMENTAL LEVEL THAN AT A CITYWIDE LEVEL. AND MY 
          [02:05:01]
POINT IS THAT IF IT'S A TANGENTIAL BENEFIT TO US, IF FUNDING SOMETHING REALLY IS A BENEFIT, LEVERAGE ALLOWS US TO LEVERAGE THE EXPERTISE, THE FUNDRAISING, THE BRANDING, THE AUXILIARY INCOME PRODUCTION, OR PROVIDING A SERVICE THAT CAN BE PROVIDED BY SOMEBODY ELSE. 
          I THINK THAT'S CRITICAL TO THE PROCESS OF EVALUATION. WHAT I AM CONCERNED ABOUT IS THAT THE FUNDING OF THESE THINGS BECOMES VERY EMOTIONAL, THAT IT BECOMES... 
          THAT IT BECOMES AS A MATTER OF RIGHT. AND I THINK THAT WE HAVE TO MAKE SURE THAT THE RECIPIENTS UNDERSTAND THAT WE HAVE TO REEVALUATE THEM AND THAT THERE IS SOME CRITERIA THAT WE'RE SORT OF VETTING THEM ON. I ALSO AM CONCERNED ABOUT DUPLICATION OF SERVICES AND DUPLICATION OF BENEFICIAL RESPONSES FROM DIFFERENT ORGANIZATIONS. I'M NOT SAYING THAT WE SHOULD PUT ALL OUR MONEY IN ONE BASKET. 
          BUT WE'VE GOT TO FIGURE OUT WHAT DEPARTMENTS. I'M NOTICING IN THE APPENDIX A LOT, A LOT OF DEPARTMENTS. I MEAN, THERE'S A LOT OF PROGRAMS COMING OUT OF A FEW DEPARTMENTS. AND SO WE'VE GOT TO FIGURE OUT, DO THESE DEPARTMENTS REALLY NEED THE PROGRAMS? ARE THESE VETTED AND THEY'RE MAKING MONEY OR THEY'RE PROVIDING SERVICES OR SOMEBODY ELSE IS DOING IT BETTER THAN WE CAN DO IT AND IT'S WORTH IT FOR US TO PRIME THE PUMP? OR IS IT SOMETHING THAT WE WANT TO PROMOTE? AND WE'VE GOT TO REALLY MAKE SURE THAT THE OBJECTIVES OF WHOEVER'S VETTING THIS STUFF ARE EVALUATED PROPERLY, AND THAT WE'RE NOT DUPLICATING SOMETHING FROM ONE DEPARTMENT THAT MIGHT BE ALSO ENHANCING ANOTHER. 
          OR IF WE DO NEED TO COMBINE THEM, LET'S MAKE IT TRANSPARENT, LET'S MAKE IT VISIBLE, SO THAT PEOPLE UNDERSTAND WHAT WE'RE DOING HERE. ANYWAY, I APPLAUD YOU ALL FOR LOOKING AT THIS CRITICALLY, BUT I THINK WE NEED TO... 
          ALSO MAKE SURE THAT THE WORLD UNDERSTANDS WE WANT TO BE PARTNERS. WE WANT TO I WANT TO HAVE A PARTNER WHO'S CONTRIBUTING SOMETHING ON THEIR SIDE. OTHERWISE, I DON'T NEED A PARTNER, RIGHT? SO LET'S MAKE SURE THAT OUR PARTNERS AND OUR SUBSIDIZED GROUPS ARE ACTUALLY PROVIDING VALUED SERVICES, ECONOMIC VIABILITY, COST SAVINGS, AND NOT DUPLICATION OF SERVICES. THANK YOU. 
          THANK YOU, CHAIR ROTH. I'M GOING TO START WITH CHAIR RIDLEY. I JUST HAVE THREE WORDS. NO SACRED COWS. 
          CHAIR MENDELSOHN. I HAVE SO MANY MORE THAN THREE WORDS. 
          MY FIRST QUESTION IS, IN THE APPENDIX, ARE ALL OF THESE GENERAL FUND OR SOME OF THESE ARE CDBG? SOME OF THEM ARE DIFFERENT FUNDING SOURCES. THEY'RE NOT ALL GENERAL FUND. I THINK WE IDENTIFIED IN THE... 
          FAR LEFT COLUMN FUND NAME. 
          I'M SO SORRY, I DID NOT. 
          SOME OF THEM THAT SAY OTHER FUND, THEN I WOULD HAVE TO DIG IN TO TELL YOU WHAT THAT FUND IS, BUT A LOT OF THOSE WILL BE GRANTS. 
          WELL, A LOT OF THESE THAT ARE GRANTS REALLY, I DON'T BELIEVE, BELONG WITH THE CITY. AND I'M SITTING HERE GOING MENTAL HEALTH, THAT'S THE COUNTY. 
          COUNSELING SERVICES, THAT'S THE COUNTY. MENTAL HEALTH AND MENTAL HEALTH ACCESSIBILITY, THAT'S THE COUNTY, AND ALL OF THOSE ARE GRANTS, AND I HOPE THAT YOU'LL MOVE ALL OF THEM TO THE COUNTY. 
          IS THERE A GROUP OF NUMBERS YOU WERE LOOKING AT? SURE. 
          THOSE THREE WERE NUMBER 20, 21, AND 26. 
          I WOULD ALSO SAY NUMBER 16. 
          THIS IS A NEWBORN NURSE PROGRAM. 
          ALSO A GRANT. 
          CAN YOU HELP ME FOR NUMBER 14? THIS IS UNDER HOUSING AND COMMUNITY EMPOWERMENT PARTNERSHIP. 
          THIS IS FOR THE BAM WOW PROGRAM WITH DPD. THIS IS ALL FOR DALLAS ISD STUDENTS AND IT'S A STUDENT EMPOWERMENT PROGRAM. WHAT DOES THAT OTHER FUND MEAN? IS IT NOT GENERAL FUND? IT'S OTHER THAN GENERAL FUND. 
          BUT WE HAVE LISTED GRANTS, SO I WOULD HAVE TO LOOK AND SEE WHAT THAT OTHER IS ON THAT PARTICULAR ONE. 
          OKAY. WELL, AGAIN, IT'S A GREAT PROGRAM. I'M VERY WELL ACQUAINTED WITH IT, HAVE HELPED PERSONALLY WRITE CHECKS TO FUND THIS PROGRAM AND OTHER SOURCE. 
          BUT DISD SHOULD BE CARRYING IT OUT. THIS IS A GREAT PROGRAM FOR THEM. 
          WE GOT A LOT OF GENERAL FUND FOR ARTS AND CULTURE, AND THAT HAS BEEN A SACRED COW. 
          AND I GUESS I'M KIND 
          [02:10:02]
OF GLAD CHAIRMAN RIDLEY IS GONE BECAUSE HE'D BE HAVING A HEART ATTACK ABOUT RIGHT NOW. 
          BUT IT'S A LOT OF MONEY. AND MANY OF THEM ARE OUR FRIENDS AND THEY'RE AN IMPORTANT AND VITAL PART OF OUR CITY. 
          BUT I GOT TO TELL YOU THAT I'M UP FOR JUST SAYING ACROSS THE BOARD WE NEED TO HAVE SOME REDUCTION IN THIS. IT CAN'T BE JUST THIS STAYS, BUT WE'RE GOING TO CLOSE OUR LIBRARIES ANOTHER DAY. 
          THE ARTS AND CULTURE HAVE A MEANS FOR RAISING OTHER FUNDS. 
          THEY'RE JUST GOING TO HAVE TO DO A LITTLE MORE FUNDRAISING. 
          AND THIS IS NOT AN ESSENTIAL. 
          IT IS NOT OUR TAXPAYER WHO HAS TO PAY THIS. IT'S THE PEOPLE WHO WANT TO MAKE SURE IT'S THERE. SO I HOPE WE'LL GO THROUGH AND SCRUB THIS SOME MORE. I KNOW I'LL HAVE SOME QUESTIONS FOR YOU ABOUT IT. 
          I APPRECIATE YOU PUTTING IT TOGETHER IN THIS WAY. SO I KNOW I HAVE ASKED ABOUT THESE ITEMS. MANY, MANY TIMES WE'VE GONE THROUGH A NUMBER OF THEM WITH THE BUDGET, BUT I'M NOT SURE WE'VE EVER HAD IT PRESENTED THIS COMPREHENSIVELY, AND I APPRECIATE IT. THANK YOU. AND IF EACH OF YOU INDIVIDUALLY IDENTIFY, IF YOU WANT US TO LOOK AT THEM, PLEASE JUST LET ME KNOW WHICH ONES, AND I'LL TRY TO GET YOU ANSWERS. WELL, I WILL SAY FOR COUNCILMEMBER BLACKMON MAKING THE POINT, YOU KNOW, WHEN I SAW THE MEMO ABOUT AUDUBON, I KNOW THAT WHEN YOU'RE TAKING AWAY THAT KIND OF DOLLARS FROM, THEY RUN ON A TEENY TINY BUDGET, I DON'T KNOW THAT THEY HAVE DONORS TO GO TO. 
          BUT THE ZOO DOES. THE ZOO HAS MASSIVE AMOUNTS OF DONORS. 
          AND, YOU KNOW, LAST YEAR WHEN, YOU KNOW, PEOPLE HAD A HEART ATTACK AND I MADE THAT AMENDMENT, REDUCE THE STIPEND BY THE AMOUNT THAT WE'RE PAYING FOR THE PARKING LOT BOND, YOU KNOW. YOU KNOW PANDEMONIUM ENSUED BUT THE REALITY IS WE ARE SPENDING MORE MONEY FOR THE ZOO THAN EVER AND I LOVE THE ZOO I TRULY LOVE THE ZOO BUT IT DOESN'T MEAN THAT WE SHOULD BE INCREASING OUR FUNDING TO THE ZOO AT A VERY TIME THAT WE'RE TAKING AWAY SERVICES THAT ALL RESIDENTS IN DALLAS RELY ON ESPECIALLY WHEN THIS IS OUT OF THE NORM ACROSS THE COUNTRY ON HOW MUCH WE CONTRIBUTE. 
          WHEN YOU START LOOKING AT ZOOS ACROSS THE COUNTRY, MANY OF THEM, FIRST OF ALL, AREN'T FUNDED AT ALL BY THEIR MUNICIPALITY, SOME BY THEIR COUNTY, BUT MANY OF THEM ARE JUST INDEPENDENTLY ABLE TO SUSTAIN. 
          AND SO, YOU KNOW, EVEN VERY NOTABLE ZOOS LIKE A SAN DIEGO OR EVEN OUR SAN ANTONIO ZOO, I MEAN, THERE'S LOTS OF THEM. SO I HAVE TO SAY THAT I HOPE THAT THERE WILL BE AN AMENDMENT THAT'S SUPPORTED TO NOT SLASH THE ZOO. BUT AT LEAST REIN IT IN AND ASK THEM TO DO A LITTLE BIT MORE THAN THEY'VE BEEN DOING. AND, YOU KNOW, THEY'VE MADE GREAT IMPROVEMENTS. I'M REALLY PROUD OF THEM. THE ZOO TODAY IS COMPLETELY DIFFERENT THAN THE ZOO OF 30 YEARS AGO, AND IT NEEDED TO CHANGE. 
          BUT THE LEVEL OF FUNDING THAT WE'RE PUTTING THERE HAS JUST NOT BEEN APPROPRIATE, IN MY OPINION. SO THERE'S PROGRAMS HERE THAT WE SHOULD KEEP, BUT SOME OF THEM THAT... I HOPE WE'LL GET A SMALL HAIRCUT, NOT A BIG HAIRCUT, AND PUT THEM ON A PATH TO A LITTLE MORE INDEPENDENCE. THANK YOU. 
          WANTED TO FOLLOW UP IN CLASS BECAUSE I DON'T THINK I WAS CLEAR. THE ZOO'S REDUCTION IN THE PROPOSED BUDGET IS ABOUT $700,000. I DON'T THINK I WAS CLEAR ABOUT THAT. I JUST WANT TO MAKE SURE YOU KNEW THE NUMBER. THANK YOU. THANK YOU. 
          ANYONE ELSE? THANK YOU, JACK. WE'RE UP TO, AND I KNOW WE'RE GOING OVER TIME. WE STARTED A LITTLE LATE. WE HAD A SPRING AUDIT TO THE AUDITOR. 
          PARKING AND RECREATION REVENUE MANAGEMENT RELEASE. I SEE THE AUDITOR IS HERE. 
          THEY SHOULD BE HERE. JUST ONE SECOND. 
          WAITING ON THE CITY AUDITOR. 
          I'M RORY GALT. SURE. CAN YOU 
          [02:15:03]
HEAR ME NOW? THANK YOU. 
          AND I KNOW WE PRESSED FOR TIME, SO I'M GOING TO TRY TO GO THROUGH THIS PRETTY QUICKLY. 
          GIVE ME ONE SECOND HERE. 
          GO AHEAD. 
          DO YOU WANT ME TO GIVE YOU A BRIEF OVERVIEW OF THE AUDIT? YES. OKAY. THE AUDIT OF PARKS AND RECREATION REVENUE MANAGEMENT, WHICH WAS ISSUED ON JUNE 1ST, WAS AN AUDIT WITH THE OBJECTIVES TO DETERMINE WHETHER THE PARK AND RECREATION ACCURATELY REFLECTED REVENUES TO SUPPORT BUDGET NEEDS, MADE PROGRESS TOWARDS REVENUE MANAGEMENT TO ACHIEVE COST RECOVERY GOALS, AND SAFEGUARD COLLECTED FEES. 
          THE SCOPE OF THE AUDIT WAS FISCAL YEAR 2024 ACTIVITY. IN TERMS OF OUR CONCLUSIONS REGARDING THIS AUDIT, I'M NOT ABLE TO SHARE WITH YOU OUR CONCLUSION ON ACCURATELY REFLECTED TO SUPPORT BUDGET NEEDS DUE TO ONGOING LITIGATION. 
          IN TERMS OF HAS THE PARK MADE PROGRESS TOWARDS REVENUE MANAGEMENT TO ACHIEVE GOALS, COST RECOVERY GOALS, WE GENERALLY CONCLUDED THAT NO, THEY HAVE NOT MADE PROGRESS, AND THE OBSERVATIONS B AND C ADDRESS THOSE ISSUES. IN TERMS OF REVENUE SAFEGUARDS, WE CONCLUDED THAT, YES, THE PARK AND REC HAS IMPLEMENTED INTERNAL CONTROLS TO SAFEGUARD CASH COLLECTIONS, AND THE RECREATION CENTERS GENERALLY HAVE MET THE PAYMENT CARD STANDARDS TO ENSURE CREDIT CARD TRANSACTIONS ARE SAFEGUARDED. 
          I'M NOT ABLE TO SHARE WITH YOU THE CONCLUSION REGARDING THE CREDIT CARDS FOR GOLF DUE TO CONFIDENTIAL GOVERNMENT INFORMATION RELATED TO SECURITY AND INFRASTRUCTURE ISSUES FOR COMPUTERS. THESE ISSUES HAVE BEEN... GIVEN AN EXECUTIVE SESSION BRIEF TO THE FINANCE COMMITTEE. 
          THANK YOU. 
          I WAS STARTING TO PASS IT OVER TO MY RIGHT, CHAIR MENDELSOHN, IN A FEW SECONDS HERE. 
          FROM MY UNDERSTANDING, FUNDING WAS RECEIVED BUT NOT FOLLOWED BY POLICY. 
          FUNDING WAS SUPPOSED TO BE OWED TO GENERAL FUND, AND POLICY WAS NOT FOLLOWED CONCERNING THOSE FUNDING. IS THAT CORRECT? THAT'S CORRECT. 
          OKAY, AND YOU CANNOT GO IN MORE DETAIL DUE TO... I'M NOT ABLE AT THIS POINT TO GO INTO FURTHER DETAIL, NO. 
          MY CONCERN IS WHEN WE'RE TALKING ABOUT FUNDING AND ACCOUNTABILITY AND TRANSPARENCY, IT NEEDS TO BE SAID AND I UNDERSTAND THAT WE'RE SAYING THAT IT CANNOT BE, BUT I THINK THE PUBLIC NEEDS TO UNDERSTAND THAT FUNDING WAS NOT FOLLOWED BY POLICY AND THAT IS A BIG CONCERN FOR ME. SO AT THIS POINT, WE MAY HAVE TO GO INTO EXECUTIVE SESSIONS, BUT I DO WANT TO PASS IT OVER TO CHAIR MENDELSOHN. 
          THANK YOU. I DO THINK THIS WAS A REALLY IMPORTANT AUDIT AND UNLIKE MANY AUDITS, I FEEL LIKE THERE WERE SO MANY THINGS THAT I READ THAT HAD INTERACTIONS WITH HOW THE COUNCIL SETS POLICY. SO SPECIFICALLY IF I CAN ASK YOU ABOUT THE COST RECOVERY CONCEPT, MANY TIMES WE HAVE HAD THE DEBATE AND CHAIR I RECOGNIZE YOU ARE NEWER AS WELL AS COUNCILMEMBER ROTH. 
          BUT THE IDEA OF COST RECOVERY FOR FEES, WHETHER THAT'S A REC CENTER MEMBERSHIP, THE FITNESS CENTER, POOLS, GOLFIES. 
          ARE THEY COLLECTING THE FULL COST RECOVERY, AND IS THAT BECAUSE THE COUNCIL HAS SET A POLICY SAYING DON'T DO IT, OR IS IT BECAUSE THEY HAVE BEEN UNWILLING TO DO THAT? OKAY, SO IF YOU CAN MOVE THAT MICROPHONE REALLY QUICKLY. 
          CAN YOU HEAR ME OKAY? SO OUR UNDERSTANDING IS THAT THE RATES ARE INITIALLY IT GOES THROUGH THE POLICY. PARK BOARD AND THEN IT GOES TO CITY COUNCIL AND GETS APPROVED BUT OF COURSE THAT'S LIKE THAT'S THE FINAL RATES AND A LOT OF THE COMPONENTS GO INTO THAT AND OF COURSE THERE ARE A LOT OF DISCUSSIONS OUTSIDE OF THAT BUT THE FINAL APPROVAL YES THAT'S OUR UNDERSTANDING BUT GENERALLY BUT GENERALLY NO THERE'S NOT A COMPLETE ANALYSIS OF ALL THE COSTS THAT NEED TO BE CONSIDERED IN THOSE RATES SO YOU'RE SAYING FOR FULL COST RECOVERY I BELIEVE YOU SAID IN THE AUDIT THANK YOU. THAT THEY WEREN'T INCLUDING CAPITAL IMPROVEMENTS AND MAINTENANCE THAT'S NEEDED. IS THAT CORRECT? CORRECT. NO CAPITAL EXPENSES. YEAH, I READ IT. 
          OKAY. BUT THE PROBLEM IS THEN IT COMES TO US AND WE GO, WHOA, SO YOU'RE SAYING IT'S GOING TO BE $80 A MONTH TO JOIN THE REC CENTER FOR THE FITNESS CENTER? THAT'S TOO MUCH. MY PEOPLE CAN'T AFFORD THAT. WE NEED TO LOWER IT. AND THEN WE HAVE THE GENERAL FUND SUBSIDIZING IT. IS THAT WHAT'S HAPPENING? CORRECT. YEAH. AND SO I JUST WANT TO SAY, CHAIR, I 
          [02:20:02]
KNOW WHERE YOU'RE GOING WITH THIS, AND I HAVE TO SAY, WE HAVE TO LOOK IN THE MIRROR. THIS HAS BEEN OUR FAULT. THIS IS THE DISCUSSION WE'VE HAD. AND IF YOU AS A LEADER WANT TO SAY, NO, WE'RE GOING TO GO FOR FULL COST RECOVERY, I WILL SUPPORT YOU. I WILL 100% SUPPORT YOU. 
          BUT THAT MEANS COST RECOVERY FOR EVERYONE. AND THAT'S NOT WHAT'S BEEN HAPPENING. HAVE YOU ESTABLISHED WHAT? THE ACTUAL DIRECT AND INDIRECT COST IS FOR ALL PROGRAMS? NO, WE HAVEN'T. IS THAT POSSIBLE TO DO? WE WOULD FIRST HAVE TO ASK PARKS AND REC TO PROVIDE US WHATEVER INFORMATION THEY HAVE AND THEN WORK FROM THERE. SO THERE IS A POSSIBILITY OF DOING IT, BUT WE'D HAVE TO WORK WITH THEM, AND THAT'S BEEN PART OF THE ISSUE TOO IS THAT THEY HAVE NOT BEEN ABLE TO PROVIDE THE INFORMATION THEMSELVES FOR US TO BE ABLE TO LOOK AT IT. WELL, IT SEEMS THAT... 
          SINCE IT'S FINANCIAL INFORMATION, THE CITY WOULD HAVE THAT. 
          IS THAT CORRECT? SHOULD BE. 
          CORRECT. JOHN JENKINS, ARE YOU GOING TO COMMIT TO PROVIDING THE INFORMATION SO WE CAN GET THE FULL DIRECT AND INDIRECT COST OF EVERY PROGRAM? COULD YOU BE ON THE MICROPHONE? YEAH, SO WE DO HAVE INFORMATION ON COST OF RECOVERY. FOR EXAMPLE, WE KNOW 100% HOW MUCH IT COSTS US TO RUN GOLF COURSES. WE KNOW WE BRING IN $7.2 MILLION. WE'RE ABOUT $800,000 SHORT TO OPERATE THE GOLF COURSES. 
          SO, NO, WE HAVE SOME DETAILS ON CERTAIN TYPES OF PROGRAMS. NOW, CERTAIN PROGRAMS THAT WE HAVE JUST EVOLVED, WE WERE TRYING TO USE THE GENERAL FUND, TRYING TO USE THE MULTI-YEAR FUND SO WE CAN OFFER THE PROGRAMS AND KEEP THEM. KEEP THEM AT A LOW COST TO KEEP THINGS AFFORDABLE. 
          SO NO, THE ANSWER IS YES. WE WILL PROVIDE TO THE COUNCIL AND THE BOARD, WHICH WE JUST HAD A DISCUSSION WITH THE BOARD LAST WEEK, ABOUT THE COMP PLAN FROM 2015 THAT SAID YOU NEED TO SET CERTAIN RATES FOR COST RECOVERY FOR DIFFERENT TYPES OF PROGRAMS. CORE PROGRAMS SHOULD BE SET AT THIS RATE. 
          MORE PRIVATE USE SHOULD BE SET AT THIS RATE. AND TO YOUR POINT, YES, OVER THE YEARS, COUNCILS, BOARDS HAVE DECIDED, NO, A GOOD EXAMPLE WAS THE AQUATICS FACILITIES. 
          WHEN WE BUILT THE NEW AQUATICS FACILITIES, IT WAS VERY CLEAR IN THE MASTER PLAN. IT SAID YOU NEED TO GET TO A CERTAIN PERCENT OF COST RECOVERY. EVERYBODY AGREED TO BUILD THOSE POOLS, AND THEN WHEN IT CAME TO SETTING THOSE POLICIES ON THOSE RATES, NO. COUNCIL AND BOARD PUSHED BACK ON TRYING TO SET THOSE COSTS RECOVERED. 
          BUT THAT'S DIFFERENT. 
          SITUATION. THERE WAS ECONOMIC TIMES THAT WAS HAPPENING AT THE TIME WHERE THEY'RE LIKE, NO, DON'T RAISE THE RATES. 
          THEY WANTED TO MAKE SURE THEY KEPT IT AFFORDABLE. SO THERE ARE REASONS WHY THESE COST RECOVERY RATES HAVEN'T BEEN FULLY IMPLEMENTED. I KNOW THERE HAVE, BUT DO YOU, TO PLEASE BRING FORWARD WHAT THE COST RECOVERY IS, LET'S SEE IF THIS COUNCIL HAS THE GUTS TO DO IT. 
          THE NEXT THING I'LL JUST SAY IS THAT IN READING THIS, THINGS LIKE CLOSING THE COMMUNITY POOLS, THAT WAS PART OF A MASTER PLAN, THAT BUILD A SPLASH PAD. 
          CLOSE THE COMMUNITY POOL, THAT WAS WHAT THE MASTER PLAN SAYS. BUT THEN WE BUILT THE SPLASH PAD, BUT WE'VE NEVER CLOSED THE COMMUNITY POOLS. 
          AND IT KEEPS COMING BACK HERE, AND WE KEEP THEM OPEN. 
          BECAUSE, AGAIN, OUR GOVERNANCE STRUCTURE. 
          GOVERNANCE STRUCTURE SAYS, I HAVE TO PROTECT THE ONES IN MY DISTRICT. AND THEN THERE'S DEALS MADE. THIS IS A VERY BAD WAY OF GOVERNANCE. 
          SO, I'M JUST GOING TO SAY, I HOPE YOU BRING IT BACK TO US AGAIN. 
          WE WILL, BECAUSE WE'RE IN THE MIDDLE AND Y'ALL HAVE BEEN MEETING WITH THE CONSULTANTS. WE'RE RIGHT IN THE MIDDLE OF THAT. THIS IS WHAT THE POLICY WAS THAT WAS ADOPTED, AND IT IS WAY PAST TIME TO DO THE THING THAT WAS ADOPTED. 
          AND YOU CAN SEE IT ALL THROUGH THIS AUDIT THAT POLITICAL DECISIONS ARE MADE THAT ARE CAUSING THIS FINANCIAL ISSUE THERE. THE EXPIRING CONTRACTS, I WILL JUST SAY, AGAIN, I'M SORRY FOR THE NEW PEOPLE, BUT THERE'S A PRETTY OUTRAGEOUS... FIGHT AT THIS HORSESHOE BETWEEN ME AND THE CITY MANAGER ABOUT CONTRACTS EXPIRING AND I SAID WE DON'T EVEN KNOW WHEN THEY EXPIRE AND I WAS TOLD AND THIS IS ON CAMERA OH NO WE KNOW WHEN THEY'RE EXPIRING OH YEAH WE ARE EARLY WE DO NOT WE OUGHT TO HAVE A SYSTEM PROCUREMENT THE DAY THAT CONTRACT IS SIGNED AND EVERY SINGLE MONTH THAT DEPARTMENT SHOULD BE ALERTED YOU HAVE 14 MORE MONTHS YOU HAVE 13 MORE MONTHS YOU HAVE 12 MORE 
          [02:25:01]
MONTHS. BUT THAT IS NOT WHAT'S HAPPENING. 
          AND, I MEAN, THERE'S A LOT OF CONTRACTS, I GET IT, BUT THAT IS EXACTLY WHAT THE AUTOMATION OUGHT TO BE DOING. IS DATA ANALYTICS DOING THAT FOR US? HELLO? NO? SO THIS HAS BEEN GOING ON FOR YEARS. 
          ON THE CONTRACT EXPIRATION, I'VE GOT TO CLEAR THAT UP, AND EVEN WE HAVE PROVIDED DOCUMENTS TO THE CITY AUDITOR'S OFFICE THAT KNOW. 
          THAT GOLF CONTRACT, WE STARTED THE PROCESS TWO AND A HALF YEARS IN ADVANCE, AND WE HAVE... ALL THE DOCUMENTATION SHOWING THAT WE STARTED IT AND SO NO IT WASN'T THAT THE CITY NOTHING AGAINST CONSTRUCTION I WORKED GREAT WITH THE CITY AUDITOR'S OFFICE UNFORTUNATELY MY TEAM PROBABLY DIDN'T PROVIDE THEM ALL THE INFORMATION THEY HAVE IT NOW NO THAT CONTRACT STARTED TWO AND A HALF YEARS BEFORE IT EXPIRED OKAY I WANT TO MAKE SURE THE PUBLIC HEARS THAT I THINK THAT THE ISSUE IS NOT ABOUT PART CITY-WIDE ISSUE AND THE LAST THING I'M JUST GOING TO YEAH, SO, SO, THEY SAY INTERNAL SERVICE, I'M SORRY, AUDITORY. IT WAS FOR THE AUDITORY. 
          THE REIMBURSEMENT FOR PARKS AND REC PROVIDES SOME CLEANING SERVICES FOR GUTTERS IN THE PARKS AREA THAT DWU IS NOT ABLE TO PERFORM. ENTER INTERNAL AGREEMENT, THE FORMAL MEMO THAT PHAR TAKES ON. OKAY. 
          THANK YOU. I DIDN'T KNOW THAT. AND SO YOU'RE SAYING THAT YOU DON'T THINK THAT IT SHOULD BE DONE ON THIS AD HOC BASIS, THAT THERE SHOULD BE MORE OF AN AGREEMENT THAT IS PERFORMED ANNUALLY? SO THIS IS IN THE IMMERSION WITHIN THE RISE TO THE LEVEL OF FIVE. WHAT IS IT YOU WOULD LIKE THEM TO BE DOING DIFFERENTLY ABOUT? HERE WE'RE COMMUNICATING THAT ESSENTIALLY THE MANAGED WHAT'S BEING NETTED AGAINST THE GENERAL FUND EXPENDITURES RIGHT NOW. SO RIGHT NOW, SEE THAT IT'S BEING RECORDED AS THE CONTRA EXPENSE. SO YOU'LL SEE THE EXPENSES BEING RECORDED, AND THEN IT'S BEING REVERSED OUT AS THE NEGATIVE EXPENSE. 
          SO ALL WE'RE SEEING HERE IS THE EMERGENCY. THE EMERGING RISK SECTION IS THAT IT SHOULD BE RECORDED AS REVENUE INSTEAD OF BEING REVERSED OUT FROM THE EXPENSE. 
          FOR TRANSPARENCY. OKAY, THANK YOU VERY MUCH. 
          COUNCILMEMBER ROTH? I'M NEW TO THIS GROUP, BUT I'M ABSOLUTELY BLOWN AWAY AND DISAPPOINTED AT THE RESULTS FROM THE AUDIT. 
          IT REALLY IS NOT A GOOD MARK ON THE POTENTIAL POSSIBILITIES. 
          IT REALLY CREATES A TREMENDOUS REQUIREMENT FOR IMPROVEMENT. 
          TO ME, WHEN YOU DO AN AUDIT LIKE THIS AND YOU COME UP WITH THE INFORMATION THAT'S BEEN PROVIDED, THIS IS NOT THE FINAL SITUATION. 
          THIS IS JUST INDICATIVE OF OTHER POTENTIAL PROBLEMS. AND ANECDOTALLY, I THINK THERE'S OTHER THINGS THAT WE NEED TO BE TRYING TO FOCUS ON. 
          THE PARKS DEPARTMENT IS ABSOLUTELY VITAL. 
          IT IS A CORE SERVICE, BUT IT HAS TO BE RUN LIKE A BUSINESS, AND WE HAVE TO DO IT PROPERLY. 
          WE HAVE TO PROVIDE SERVICES THAT ARE COST-EFFECTIVE TO OUR RESIDENTS AND OUR CITIZENS, BUT WE ALSO HAVE TO MANAGE OUR PROPERTIES PROPERLY. 
          WE HAVE TO MANAGE OUR MAINTENANCE AND COSTS PROPERLY, AND WE HAVE TO MANAGE OUR REVENUES PROPERLY. 
          [02:30:01]
REVENUES INCLUDE A LOT OF THINGS. 
          REVENUES INCLUDE MAKING MONEY NOT JUST FOR COST RECOVERY, BUT MAKING MONEY BY INCENTIVIZING, BY SPONSORSHIPS, BY TRYING TO MONETIZE SOME OF OUR SPECIFIC PROPERTIES THAT I'M PARTICULARLY CONCERNED ABOUT AND WHICH YOU ALL KNOW ABOUT THAT ARE NOT BEING TAKEN CARE OF. 
          WE HAVE OPPORTUNITIES THAT WE ARE NOT HANDLING, AND THE PARKS DEPARTMENT KNOWS ABOUT THOSE. 
          AND IF IT'S HAPPENING IN MY DISTRICT, IT'S HAPPENING IN OTHER DISTRICTS. 
          I AM NOT HAPPY WITH THIS. 
          WE HAVE SO MANY OPPORTUNITIES TO GIVE YOU ALL CREDIT, TO GIVE YOU THE BENEFIT. 
          YOU ALL ARE A DRIVING FORCE TO HELP SOLVE THE PROBLEMS, AND I WANT TO MAKE SURE THAT YOU ALL ARE FOCUSED ON HELPING US HELP YOU. 
          SO I'M REAL CONCERNED ABOUT THE INTER-PUBLIC-PRIVATE PARTNERSHIPS. 
          I DON'T THINK THOSE ARE ANECDOTALLY SITUATIONS WHERE I DON'T THINK THOSE ARE BEING MANAGED TO THEIR MAXIMUM AND EFFICIENTLY. 
          I THINK THERE'S OPPORTUNITIES UNDER YOUR RENAISSANCE PLAN AND TRYING TO FIGURE OUT HOW TO MONETIZE AND IMPROVE REVENUES. 
          I DON'T THINK THOSE ARE BEING HANDLED TO THE MAXIMUM BENEFIT THAT YOU ALL SHOULD GET CREDIT FOR. 
          AND I THINK THAT THE COST RECOVERY, WHICH IS A POLITICAL, WHICH IS A POLICYMAKING, AND A COST SERVICE REQUIREMENT FOR OUR CITIZENS HAS TO BE THOUGHTFULLY DONE. 
          I'M NOT SAYING THAT WE HAVE TO PRICE PEOPLE OUT OF THE SERVICE, BECAUSE WE ARE RESPONSIBLE FOR PROVIDING THOSE CORE SERVICES, AND THOSE CORE SERVICES ARE LOST LEADERS IN MANY CASES. 
          AND THAT'S SOMETHING THAT A CITY SHOULD PROVIDE. 
          BUT WE HAVE TO KNOW WHAT THOSE NUMBERS ARE. 
          AND WHEN YOU'RE BAKING IN AND MAKING UP YOUR COST VALUATIONS, THE DEVIL IS IN THE DETAILS OF WHAT YOU'RE INCLUDING IN YOUR EXPENSE OR COST EVALUATION PROCESS. 
          AND YOU'VE GOT TO MAKE SURE THAT THE NUMBERS THAT YOU'RE BAKING INTO THIS, AND I'M NOT SAYING IT IN A DETRIMENTAL WAY, BUT IN A CREATIVE WAY, DON'T OVER-CREATE COSTS THAT ARE TRANSPARENT IN THE CAPITAL COST VERSUS THE OPERATING COST. 
          AND ON THE OPPORTUNITIES AND THE NEEDS FOR RESERVES, ET CETERA. 
          DON'T MAKE UP NUMBERS. 
          AND I'M NOT SAYING YOU DO. 
          DON'T MAKE IT WORSE THAN IT IS, BUT MAKE IT HONEST. 
          MAKE IT TRANSPARENT. 
          NOT THAT YOU'RE NOT DOING IT. 
          I'M SAYING LET'S USE THAT AS OUR BASELINE IN EVERYTHING THAT WE'RE DOING, WHICH I KNOW YOU ALL ARE DOING. 
          BUT MAKE SURE THAT THE NUMBERS ARE VERIFIABLE, JUSTIFIABLE, AND CAN BE OPENLY APPRECIATED AND ENDORSED. 
          AND I REALLY WOULD LOVE FOR YOU ALL TO -- I THINK THIS INDICATES A NEED FOR REALLY A REEVALUATION OF THE STRATEGIES, ANALYSIS OF YOUR PORTFOLIO. 
          TO CHAIR MENDELSOHN'S POINT, I THINK THE LACK OF SPECIFIC INFORMATION RELATIVE TO A LOT OF -- YOU ALL ARE IN THE REAL ESTATE BUSINESS BIG TIME. 
          THE OPPORTUNITY FOR THE DATA MANAGEMENT GROUP TO HELP YOU UNDERSTAND WHAT YOU HAVE, WHAT YOU NEED, HOW MUCH STUFF IS COSTING YOU IS SOMETHING THAT WOULD BE A PRIME EFFICIENCY OPPORTUNITY FOR THIS COMMITTEE ALSO. 
          AND TO THE EXTENT WE CAN HELP YOU, I THINK THAT'S SOMETHING WE SHOULD BE LOOKING AT. 
          I'M DISTRESSED WITH THIS, FOLKS. 
          AND IT'S NOT ANY ONE PERSON. 
          IT'S SYSTEMIC. 
          WE'VE GOT TO GET A HANDLE ON THIS, FOLKS, IF YOU CAN. 
          THANK YOU. 
          I'M SORRY. 
          COUNCILWOMAN BLACKMON. 
          THANK YOU. 
          SO I GUESS I'M TRYING TO FIGURE OUT WHAT DIRECTION ARE YOU LOOKING FROM US, THIS BODY? BECAUSE SOMETHING'S REDACTED. 
          I HEARD Y'ALL WENT TO EXECUTIVE SESSION AND FINANCE, BUT I GUESS WE'RE NOT GOING TO DO EXECUTIVE HERE. 
          WE NEED TO GO TO AN EXECUTIVE SESSION SO YOU CAN GET THE REST OF THE INFORMATION. 
          AFTER THAT, WE HAVE ANOTHER MEETING. 
          WE'RE IN THE MIDDLE OF THIS. YOU SPECIFICALLY MENTIONED, I MEAN, WE'VE GOT A LOT OF... 
          [02:35:01]
...DOING THE GOLF CONTRACTS BECAUSE THEY BROUGHT IN THE LARGEST OPERATIONAL REVENUE FOR PKR. OKAY. AND FIRST OF ALL, NOTHING HAS BEEN CRIMINAL, RIGHT? OKAY. NOT THAT WE IDENTIFIED. 
          IT'S JUST OUR PROCESSES AND CHECKS AND BALANCES? CORRECT. IT'S THE MONITORING. 
          GO AHEAD. IT'S THE MONITORING ASPECTS. LIKE YOU SAID, IT'S A CONTRACT. 
          ME, I'VE SEEN THE MONITORING OF... YEAH, BECAUSE, I MEAN, WE HAD TO RESPOND. 
          RECOVERY, REVIEW THE PARTNERSHIPS TO SEE IF THEY'RE SUSTAINABLE, AND THEN FORMALIZE CURRENT PROCESSES ON THE GOLF CONTRACTS. WHAT I'M LOOKING FOR IS IF YOU DON'T FIX THE OVERSIGHT SYSTEM, YOU CAN CREATE ALL THESE, AND YOU'RE STILL GOING TO BE BACK HERE IN FIVE YEARS. YES. SO WHERE IS THAT IN YOUR RESPONSE UNLESS RIGHT? BECAUSE I UNDERSTAND WHAT THE RECOMMENDATION WAS FROM IT, BUT THERE SEEMS TO BE A BIGGER ISSUE THAT I THINK ALL OF US OUT HERE HAVE HIT IS THE OVERSIGHT OF THESE CONTRACTS. 
          ALL RIGHT. I CAN JUST SPEAK AND I'M ASKING MY INTERNAL CPA TO TALK ABOUT THE RESPONSE, BUT ONCE AGAIN, BECAUSE I'M HEARING THINGS SAID THAT THERE'S NO MONITORING, THERE IS 100% MONITORING OF THE GOLF COURSES, AND WE WILL GIVE YOU ALL THE DATA TO SHOW YOU. WE KNOW EXACTLY HOW MUCH IS BEING SPENT AT THE GOLF COURSES. WE KNOW OUR EXPENSES. WE KNOW OUR REVENUES. AND SO I WILL MAKE SURE I PROVIDE TO THIS COUNCIL AND TO THE PUBLIC THROUGH A MEMO PROVIDING YOU ALL THE DOCUMENTATION SHOWING THAT THERE IS PROPER MONITORING, THERE IS PROPER FINANCIAL ACCOUNTING THAT'S HAPPENING AT THOSE GOLF COURSES. AND ARE WE ONLY SUPPOSED TO LOOK AT THE GOLF COURSES? BECAUSE I THINK I WOULD LIKE TO LOOK AT ALL THE PARTNERSHIP AGREEMENTS. 
          THEY DO SPOT AUDITS. AND LET ME MAKE SURE WE'RE CLEAR. 
          ANYTIME THE AUDITORS COME IN AND AUDIT US... IT ONLY MAKES OUR BUSINESS BETTER. AND WE TAKE THOSE RECOMMENDATIONS, AND THEN WE GO BACK AND WE CHANGE OUR BUSINESS OPERATIONS. AND I KNOW THEY CAN ATTEST TO THAT EVERY TIME THEY HAVE AUDITED. AND WE APPRECIATE THE AUDIT. 
          GOOD AFTERNOON. CAN YOU MOVE IT UP THERE? THEY HAVE THE MICS A LITTLE LOW. DO YOU HEAR ME? SO REGARDING GOLF, WE HAVE... WHAT IS YOUR NAME, I'M SORRY, AND YOUR POSITION? MANAGER OF WHAT? INTERNAL CONTROLS. 
          OKAY. YES. SO SPECIFICALLY, I WANT TO SPEAK ABOUT THAT PART. WITHIN THE DIVISION THAT WE HAVE, PART OF RECREATION, PARK AND RECREATION SERVICES IS THE GOAL. AND WE HAVE ACTUALLY, THE MONITORING PROCEDURES ARE THERE. THEY HAVE THE REPORTS FROM THEIR SOFTWARE. WE CAN PULL THE REPORTS FROM OUR END, FROM OUR DIVISION, AND THEN COMPARE THEM. SO WE HAVE THIS MONITORING PROCEDURES IS GOING. MAYBE DURING THE AUDIT, WE HAD SOME SHORTAGE IN THE POSITION FOR A FEW MONTHS. THAT'S WHY WE DIDN'T HAVE ENOUGH REPORTS FOR MONITORING, BUT THIS PROCESS IS GOING. 
          WE HAVE A PERSON THAT MONITORS THE GOLF REVENUES AND PULL REPORTS FROM CLUB PROFIT, WHICH WAS THE SOFTWARE, AND ALSO FROM THE OTHER SIDE, AND JUST RECONCILED WHAT THE REVENUE THAT GOLF PROS BROUGHT US. 
          BUT I DON'T THINK IT WAS ABOUT THE REVENUES. I THINK IT WAS ABOUT THE CONTRACT. 
          WELL, REMEMBER, I CLEARED IT UP BECAUSE... I DON'T KNOW. 
          THE CITY AUDITORS DID NOT INITIATE TO US THAT WE NEED TO WORK ON AN EXPIRED CONTRACT. WE HAD ALREADY STARTED THAT PROCESS. OKAY. AND SO, BUT YOU DID AGREE TO IT TO THE LETTER. THERE ARE TWO SEPARATE ISSUES. I'M SORRY. 
          GO AHEAD. THERE ARE TWO SEPARATE ISSUES. ONE WAS THE CONTRACTS THEMSELVES THAT HAD EXPIRED, AND THEN THE SECOND ONE WAS MORE THE LOOKING AT THE INDIVIDUAL PERFORMANCE OF EACH OF THE GOLF COURSES FROM THE STANDPOINT OF 
          [02:40:01]
WHETHER IT'S MAKING MONEY OR NOT. 
          THOSE ARE TWO SEPARATE ISSUES IN THE SAME OBSERVATION. 
          IN YOUR FINDINGS, IN YOUR RECOMMENDATIONS, AND IT WAS ALL PRO-CONTRACTS....C2 WHEN WE'RE TALKING ABOUT CONTRACT MONITORING, WHICH OUR RECOMMENDATION C2 ON PAGE 10 IN THE PUBLIC REPORT SAYS, ENSURE TIMELY EXECUTION AND RENEWAL OF GOLF PRO-CONTRACTS PRIOR TO EXPIRATION BECAUSE... OUR SCOPE WAS JUST THE GOLF CONTRACTS. WE DIDN'T LOOK AT THE ENTIRE CONTRACT MONITORING PROCEDURE. OKAY. 
          AND THAT'S WHY OUR RECOMMENDATION WAS NARROWED DOWN TO THE GOLF CONTRACT, TO WHICH PARKS AND REC AGREED TO OUR RECOMMENDATION AND HAS THE ACTION PLAN DOCUMENTED ON THE SAME PAGE, PAGE 10. 
          OKAY, AND THEN THEY WROTE THE LETTER SAYING THAT... YES, AND IT'S ALSO IN THE AUDIT REPORT UNDER ACTION PLAN. OKAY. 
          ON PAGE 10. SO I DON'T NECESSARILY THINK WE'RE LOOKING AT THE RECOVERY OF FEES. IT'S JUST THERE'S NO PROCESS IN WHICH A CONTRACT COMES AVAILABLE IN THE RENEWAL PROCESS. IS THAT CORRECT? SO THERE WAS A PROCESS, ACTUALLY. THERE WAS SOME DELAY. WE STARTED ALREADY THE RENEWAL PROCESS, BUT THERE WERE SOME DELAYS THAT HAPPENED THAT CAUSED. 
          THE CONTRACT, YOU KNOW, NOT TO BE RENEWED ON TIME. 
          THAT'S THE REASON FOR THAT. 
          WE HAVE THE TIMELINE FOR EACH PROCESS, TRANSFERS BETWEEN THE DEPARTMENTS AND ALL THAT, BUT AT THE END IT WAS JUST THE ISSUE OF THERE WAS JUST A MISTAKE. 
          WELL, I'M KIND OF CONFUSED BECAUSE THE AUDITOR SAYS THERE'S NOT. WELL, ARE WE TALKING ABOUT THE CONTRACT, EXPIRED CONTRACTS? OKAY, THE DATES THAT WE HAVE IS THE ADMINISTRATIVE ACTIONS. NOW WE WERE TALKING FIVE DIFFERENT CONTRACTS HERE, SO IT'S NOT JUST ONE CONTRACT, THERE'S FIVE DIFFERENT CONTRACTS. THE ADMINISTRATIVE ACTION FORMS WERE SIGNED IN LATE DECEMBER 2024 OR EARLY JANUARY 2025. 
          NOW WHEN WE ASKED, THERE'S ALSO A SUPPLEMENTAL AGREEMENT THAT HAS TO BE SIGNED AND EXECUTED. 
          SO THOSE WERE THE ISSUES BECAUSE THOSE WERE NOT COMPLETED UNTIL JUNE, EARLY, LATE MAY, EARLY JUNE OF 2025. IN THE INTERIM, WHEN WE ASKED FOR THOSE, WE WERE TOLD THAT THE BOARD PRESIDENT HAD SIGNED ON THE WRONG LINE IN 2025 AND THAT THEY WERE WORKING TO TRY TO GET THAT CORRECTED. 
          HOWEVER, IT NEVER GOT CORRECTED UNTIL JUNE, SO THAT'S WHERE THE ISSUE WAS. 
          IT DIDN'T SEEM LIKE THEY WERE TIMELY FOLLOWING UP. SO, YES, WE DON'T, WE'RE NOT DISPUTING THAT THEY STARTED THE PROCESS CORRECTLY. IT'S A MATTER OF THE ACTUAL FOLLOW-UP AND THE FINAL RESOLUTION DIDN'T HAPPEN UNTIL JUNE OF 2025. 
          THANK YOU. OKAY. AND HOW MANY FOLKS IN THIS AREA IN PARKS? LIKE, ARE MANAGED? YEAH, CONTRACT COMPLIANCE. 
          NO, THAT ACTUALLY, YOU'RE SUPPOSED TO MAKE SURE THAT WE'RE IN COMPLIANCE. THAT WE'RE IN COMPLIANCE. IS IT JUST THE YOUNG MAN HERE, OR IS HE LIKE FOUR? NO, I HAVE SOMEONE WHO. WE ACTUALLY HANDLED THE GOLF OPERATION AND TENNIS OPERATION. THAT'S WHO'S RESPONSIBLE FOR IT, MS. BLACKMON. BUT TO THE POINT THAT I WAS MAKING IS, ALTHOUGH WE STARTED THE PROCESS TWO AND A HALF YEARS AGO, YEARS IN ADVANCE, WHERE WE STARTED GOING THROUGH THE PROCESS, WORKING WITH PROCUREMENT SO WE CAN GET THE SOLICITATION OUT ON THE STREET. 
          WE HAVE ALL THE DOCUMENTATION SHOWING, BUT TO RORY'S POINT, WHAT HAPPENED IS, EVEN THOUGH WE STARTED TWO YEARS AGO, GOING THROUGH THIS LENGTHY PROCESS BECAUSE WE WANTED TO CHANGE THE MODEL THAT WE WAS DOING WITH THE GOLF COURSES, SO THAT'S WHY WE STARTED DOING ALL THIS DUE DILIGENCE. AND THEN EVENTUALLY IT CAME UP ON THE TIME ON THE EXPIRATION. THAT'S EXACTLY WHAT HE'S TALKING ABOUT. BY THE TIME YOU GOT IT ACTUALLY EXECUTED, THE CONTRACT HAD ALREADY EXPIRED, EVEN THOUGH YOU START THIS PROCESS TWO YEARS IN ADVANCE. I THINK WE SHOULD KEEP IT. CUT. THANK YOU. 
          OKAY, I KNOW. SHE HAS TO LEAVE. WE HAVE ABOUT THREE. DO YOU WANT TO GO AHEAD? COUNCILWOMAN. 
          THANK YOU, I APPRECIATE IT. 
          THANK YOU, CHAIR. SO THE CONCERN IS FINANCIAL SUSTAINABILITY GOALS AREN'T BEING MET. I MEAN, THIS WAS IDENTIFIED IN 2016, AND SO WHEN WE TALK ABOUT COST RECOVERY, IT DOESN'T HAVE TO COME OUT OF PEOPLE'S WALLETS. IT CAN COME FROM SPONSORSHIPS THAT HELP UNDERWRITE. 
          AND SO THAT'S WHERE WE SHOULD BE LOOKING. AND WE'VE HAD THIS CONVERSATION PUBLICLY AND PRIVATELY. 
          AND IT'S NOT GETTING SOLVED. 
          [02:45:01]
SO IT'S JUST, WE KEEP GETTING THE SAME STORY. 
          UNFORTUNATELY, WE DO NOT HAVE QUORUM. WE LOST QUORUM. SO WE'LL BRING THIS BACK. 
          PROBABLY CALL A SPECIAL CALL MEETING TO TRY TO RECEIVE THIS. BEGINNING WHAT YOU SAID, CHIEF AUDITOR, FUNDING PUT BACK IN THE BUDGET. 
          12-03 AND THE COMMITTEE ON GOVERNMENT EFFICIENCY IS ADJOURNED.
* This transcript was compiled from uncorrected Closed Captioning.