Jan 18, 2023 City Council Special Session

[00:00:02]

GUYS.

ROGER. TOMMY, IT'S ON.

[1. CALL TO ORDER]

IS MY MIC ON? IT IS. WE NEED TO TURN YOU UP.

EVERYBODY'S IGNORING ME.

YEAH. IT'S YOUR JOB.

HIT THAT THING. NAH.

BE, MAYORAL. THAT'S BEING PUSHY.

I DON'T WANT TO DO THAT. OKEY DOKE.

WE'RE GOING TO GET STARTED AT 9:02.

GOOD MORNING, MAYOR AND COUNCIL.

WE HAVE ALL READY CALLED THIS MEETING TO ORDER.

[2.A. Receive a report and hold a discussion regarding the Matrix Consulting staffing and facility assessment of the Burleson Police Department. (Staff Presenter: Billy J. Cordell, Chief of Police)]

STAFF PRESENTER IS CHIEF BILLY CORDELL.

CHIEF. GOOD MORNING, MAYOR AND COUNCIL.

BILLY CORDELL, CHIEF OF POLICE AND I AM NOT DOING THIS PRESENTATION, BUT I AM INTRODUCING THE PRESIDENT OF MATRIX CONSULTING.

A LITTLE BACKGROUND. AS YOU RECALL, BACK ON JULY THE FIFTH, 2022, YOU APPROVED TO COMPLETE A STAFFING STUDY THAT INVOLVES SEVERAL ELEMENTS OF THE BURLESON POLICE DEPARTMENT.

THE MAIN THINGS WERE THE EVALUATION OF OUR CURRENT AND FUTURE STAFFING NEEDS, EVALUATION OF A MANAGEMENT PROCEDURES INCLUDING TRAINING, RETENTION, RECRUITMENT PRACTICES, EVALUATION OF OUR SPACE NEEDS FOR THE TOTAL FACILITY BUILDOUT.

LOOK AT THE NEED FOR AND COST EFFECTIVENESS OR THE FEASIBILITY OF THE CITY OWNING AND OPERATING A HOLDING FACILITY, WHICH IS IN ESSENCE A JAIL, EVALUATION OF THE COST AND BENEFITS OF A TAKE HOME CAR PROGRAM FOR OUR OFFICERS.

AND MATRIX HAS SPENT PROBABLY THE PAST SEVEN MONTHS, I'M GUESSING, MEETING WITH STAFF, ANALYZING THE DATA.

WE SHIPPED THEM AN AWFUL LOT OF DATA, HISTORICAL DATA, ABOUT THREE YEARS OF DATA THAT THEY WERE ABLE TO SIFT THROUGH.

WE WORKED VERY CLOSELY WITH WITH RICHARD AND HIS TEAM.

SO I'M GOING TO TURN THIS OVER TO THE PRESIDENT OF MATRIX CONSULTING GROUP, RICHARD BRADY, WHO HAS 35 YEARS EXPERIENCE IN DOING THESE THINGS.

SO, RICHARD.

THANK YOU, CHIEF. AND IT'S OVER 40 YEARS.

[LAUGHTER] BUT WHO'S COUNTING? MR. MAYOR AND MEMBERS OF THE COUNCIL.

I AM RICHARD BRADY, I'M THE PRESIDENT OF MATRIX CONSULTING GROUP.

I LED A TEAM OF SIX CONSULTANTS WHO HAVE WORKED WITH YOU SINCE LATE SUMMER ON THIS PROJECT.

AND I'M HERE TO PRESENT THE RESULTS OF THE STUDY.

THE STUDY WHICH YOU RECEIVED A FEW DAYS AGO, THE POWERPOINT SLIDE DECK I'M GOING TO BE USING HAS A COUPLE OF TINY DIFFERENCES IN IT.

THERE WERE A COUPLE OF TYPOS WHICH I CAUGHT, AND THERE'S ONE CHART HAS A MINOR CHANGE TO IT, AND I'LL EXPLAIN HOW AND WHY IT'S CHANGED WHEN WE GET THROUGH TO THAT POINT.

I DON'T MIND IF YOU INTERRUPT ME AS WE GO THROUGH THIS IF YOU NEED SOME CLARIFICATION ON ANY POINT OR HAVE A QUESTION, I THINK THAT'D BE BETTER THAN HAVING A BUNCH OF RANDOM QUESTIONS AT THE END. SO LET'S DO IT THAT WAY.

SO AGAIN, THANK YOU FOR THE OPPORTUNITY TO HAVE ME COME HERE TODAY TO SPEAK WITH YOU, TO SUMMARIZE THE REPORT, SINCE MOST OF YOU PROBABLY DON'T KNOW WHO WE ARE, PERHAPS IT'D BE A GOOD IDEA TO GIVE A QUICK INTRODUCTION TO THE FIRM.

WE JUST CELEBRATED OUR 20TH YEAR AS A FIRM.

WE PROVIDE A LOT OF SERVICES TO LOCAL GOVERNMENT, BUT OUR POLICE CONSULTING BUSINESS IS BY FAR OUR LARGEST SERVICE AREA IN LOCAL GOVERNMENT.

WE WORKED WITH OVER 400 LAW ENFORCEMENT AGENCIES IN THIS COUNTRY, SO A FEW IN CANADA, BUT MANY IN THE STATE OF TEXAS.

JUST IN THE PAST YEAR, YEAR AND A HALF, WE WORK WITH BOERNE, BUDA, FAIR OAKS RANCH.

WE'RE CURRENTLY WORKING WITH TEXAS CITY OR INITIATING A STUDY LATER TODAY WITH FORT WORTH.

WE'VE ALSO WORKED WITH AUSTIN, SO A LOT OF EXPERIENCE IN TEXAS.

OUR PROJECT TEAM IS FROM ALL OVER THE COUNTRY.

ONE PERSON WAS IN TEXAS, BUT I COME FROM CALIFORNIA, ANOTHER PERSON COMES FROM OREGON.

ANOTHER TWO PEOPLE CAME FROM NORTH CAROLINA, ONE FROM VIRGINIA.

SO WE'RE ALL OVER IT. WELCOME TO THE MODERN AGE OF CONSULTING.

BUT OUR TEAMS ARE, I THINK, A GOOD BLEND OF CONSULTANTS.

THEY INCLUDE PEOPLE LIKE ME WHO'VE NEVER BEEN A POLICE OFFICER, BUT I'VE BEEN INVOLVED IN EVERY ONE OF THOSE 400 STUDIES AND MANAGING MOST OF THEM AND ANOTHER 800 GOING BACK TO THE VERY BEGINNING OF MY CAREER IN THE LATE 1970S.

BUT SO WE HAVE A FEW PEOPLE WHO ARE PURE PUBLIC SAFETY ANALYSTS, AND THAT'S ALL THEY'VE BEEN DOING IN THEIR CAREERS.

BUT ALSO PEOPLE WHO USED TO BE CHIEFS OR SENIOR COMMAND STAFF IN OTHER DEPARTMENTS AND THEN LEFT, RETIRED, WHATEVER, AND DECIDED TO BECOME A CONSULTANT. AND WE HIRE THEM NOT AS SUBCONTRACTORS WHO EMBELLISH OUR TEAM, BUT THEIR STAFF MEMBERS.

[00:05:02]

AND SO BUT THEY COME WITH SPECIALIZED SKILLS, WHICH IS HELPFUL IN TERMS OF EVALUATING POLICIES, INTERNAL AFFAIRS AND THINGS LIKE THAT.

SO I WANTED TO GIVE THAT TO YOU TO TALK ABOUT THE THE EXPERTISE THAT'S WITHIN OUR TEAM.

THE OTHER THING THAT DISTINGUISHES US, I THINK, IS OUR APPROACH, FIRST OF ALL, AS YOU CAN SEE FROM THE REPORT, IT'S VERY FACT BASED.

THERE ARE PROBABLY AS MANY NUMBERS IN THERE AS THERE ARE WORDS, BUT WORDS ARE IMPORTANT, TOO, AS YOU KNOW.

BUT EXTENSIVE USE OF ANALYTICS IN A PROJECT LIKE THIS, WHICH IS THOROUGHLY ANALYZING NOT JUST CURRENT NEEDS, BUT PROJECTING THOSE NEEDS IN THE FUTURE IS IMPORTANT.

AS IMPORTANT AS THAT DATA ANALYTICS IS, GETTING INPUT FROM STAKEHOLDERS IS IMPORTANT TOO.

SO WE HAD AN EXTENSIVE PROCESS OF HEARING FROM STAFF AND ONE OPPORTUNITY, ONE AND ONE HALF OPPORTUNITIES FOR THE COMMUNITY TO PROVIDE INPUT AS WELL AND I'LL EXPLAIN THAT IN A SECOND TOO.

THROUGHOUT THE ENTIRE PROCESS FROM LATE SUMMER TO NOW, IT WAS INTERACTIVE WITH THE DEPARTMENT AND WITH THE CITY MANAGER AS WE WENT FROM FACTS TO ISSUES TO ALTERNATIVES TO THE DRAFT REPORT, WE REVIEWED WHERE WE WERE WITH THE DEPARTMENT AND THE CITY MANAGER SO THAT THERE WERE NO SURPRISES BY THE TIME WE GOT TO THE FINAL REPORT.

AND THAT PROCESS HAS SERVED US REALLY WELL.

THE CHIEF STATED THESE, BUT LET ME RESTATE THEM, WHAT THE STUDY OBJECTIVES WERE, FIRST OF ALL, CLEARLY TO UNDERSTAND OPERATIONS AND TO REALLY UNDERSTAND WHAT'S UNIQUE ABOUT BURLESON.

AND THAT'S A REAL PHILOSOPHY OF OURS, IS THAT NO TWO CITIES ARE ALIKE AND WE NEED TO SPEND THE TIME AND WE SPEND TIME ON THE GROUND UNDERSTANDING AND OBSERVING OPERATIONS, AS WELL AS A VERY EXTENSIVE COLLECTION OF DATA TO DOCUMENT WHAT PEOPLE DO AND HOW THEY DO IT.

THE RESULT OF THAT WAS TO EVALUATE IN DEPTH, LIKE ON A PER PERSON BASIS WITHIN THE DEPARTMENT WHAT CURRENT AND PROJECTED STAFFING NEEDS ARE, BUT NOT JUST TAKING THE EXISTING OPERATIONS AND USING THAT AS A BASE TO PROJECT INTO THE FUTURE.

BUT AT SEVERAL POINTS, AS WE'LL TALK ABOUT IN THE NEXT FEW MINUTES, CHALLENGING OPERATIONS AND HOW OPERATIONS ARE MANAGED TO SEE IF THERE'S A BETTER WAY OF DEPLOYING PERSONNEL OR MANAGING CASES OR PROVIDING SERVICES TO THE PUBLIC OR USING TECHNOLOGY.

SO TO PROVIDE A DIFFERENT KIND OF BASE UPON WHICH TO BUILD IN THE FUTURE IS AN IMPORTANT PART OF WHAT YOU SHOULD ASK A CONSULTANT LIKE US.

WE EVALUATED JAIL FACILITY OPTIONS, AS THE CHIEF MENTIONED, IN TERMS OF THE OPTIONS OF BUILDING JAIL AND HOUSE VERSUS CONTINUING THE PROCESS OF TRANSPORTING ARRESTEES AND BOOKINGS TO THE MANSFIELD JAIL.

AND SO WE TALKED ABOUT THAT AND ALSO EVALUATED FLEET ISSUES, PARTICULARLY THE VIABILITY OF A TAKE HOME CAR PROGRAM.

IT'S A LITTLE BIT MORE ABOUT OUR METHODOLOGY.

WE HAD EXTENSIVE INPUT FROM WITHIN THE DEPARTMENT, I THINK, OUTSIDE OF PATROL.

WE TALKED TO MOST OF THE STAFF WITHIN THE DEPARTMENT BECAUSE EVERYBODY HAS A FAIRLY UNIQUE ROLE IN AN ORGANIZATION LIKE THIS.

BUT IN PATROL, WE CAME OUT FOR TWO OR THREE DAYS AND DID RIDE ALONGS AND GOT THEIR INPUT AND SAW HOW THEY INTERACTED WITH THE COMMUNITY AND SOLVED PROBLEMS WITH THEM, ETC.

WE AUGMENTED THE INPUT WE HAD FROM INTERVIEWS WITH AN EMPLOYEE SURVEY WHICH HAD A PHENOMENAL RESPONSE RATE AND PROVIDED A LOT OF INPUT TO US ON PERCEPTIONS OF WHAT THEIR NEEDS ARE AND ISSUES WITHIN THE DEPARTMENT.

WE HAD A COMMUNITY MEETING TO OBTAIN THE COMMUNITY'S INPUT.

WE HAD A ONE IN PERSON MEETING THAT WAS WELL ATTENDED.

WE HAD ONE ONLINE THAT WASN'T ATTENDED AT ALL, BUT THAT'S OKAY.

THE ONE THAT WAS IN PERSON WORKED OUT REALLY WELL AND GAVE US A GOOD PERSPECTIVE ON WHAT THE COMMUNITY FELT WERE THEIR ISSUES.

AS I'VE MENTIONED REPEATEDLY, COMPREHENSIVE DATA COLLECTION ON ALL ASPECTS OF THE ORGANIZATION AND ITS OPERATIONS.

WE WORKED WITH CITY PLANNERS AND OTHERS TO UNDERSTAND WHAT IS GOING TO HAPPEN IN TERMS OF GROWTH IN THE COMMUNITY.

AND THAT WASN'T JUST TO LOOK AT WHAT PERCENTAGE THE CITY IS GOING TO GROW AT OVERALL OVER THE NEXT 20 YEARS.

BUT LOOKING AT THE TYPE OF DEVELOPMENT AND WHERE IT WAS GOING TO OCCUR AND ROUGHLY BY WHEN.

WHICH IS IMPORTANT FOR SOMETHING LIKE PATROL, PARTICULARLY BECAUSE IT'S A DECENTRALIZED OPERATION.

SO ANALYZE JAIL POLICE FACILITY NEEDS AND THE FLEET AND AS I MENTIONED A COLLABORATIVE PROCESS.

SO LET'S TALK A LITTLE BIT MORE ABOUT THE EMPLOYEE FEEDBACK.

I SAID WE HAD A PHENOMENAL RESPONSE RATE AND 96% MAY BE A RECORD FOR ALL OF THE STUDIES WE'VE EVER DONE.

SO I TAKE THE CHIEF AT HIS WORD THAT THERE WAS NO COERCION INVOLVED IN THAT, BUT THEY WERE ALL WILLING PARTICIPANTS.

BUT I THINK FOR US, A GOOD INDICATOR OF INTEREST IN SOMETHING LIKE THIS IS THAT THEY'RE NOT JUST FILLING OUT ONLINE THE FORCED CHOICE KINDS

[00:10:09]

THERE'S A LOT IN THE SURVEY.

IT'S IN AN ATTACHMENT OR AN APPENDIX TO THE REPORT.

BUT SOME OF THE IMPORTANT THINGS THAT CAME OUT IS REGARDLESS OF THE ISSUES THAT WERE IDENTIFIED BY PEOPLE WHO RESPONDED, EVERYBODY FELT LIKE THERE WAS A VERY HIGH LEVEL OF SERVICE PROVIDED TO THE COMMUNITY AND THAT THE RELATIONSHIPS AND THE PARTNERSHIPS WITH THE COMMUNITY WERE VERY STRONG AND THAT COMMUNITY POLICING IS ALIVE AND WELL IN BURLESON . THEY FEEL THAT WITHIN THE DEPARTMENT THAT THEY'RE INVOLVED IN CHANGE, INVOLVED IN SERVICE DELIVERY QUESTIONS AND ISSUES, AND THAT THEY'RE WELL INFORMED. AND I BRING THAT UP AS A NUMBER TWO POINT BECAUSE IT'S USUALLY NOT THE CASE IN THESE STUDIES.

SO THAT'S A VERY POSITIVE THING.

MOST FELT THAT THERE MORE TRAINING IS NEEDED TO MAINTAIN PROFICIENCY.

WE'LL TALK ABOUT THAT LATER.

TRAINING IS IMPORTANT IN ANY WALK OF LIFE AND IN LAW ENFORCEMENT IT'S CRITICAL BECAUSE MANY OF THE THINGS THEY DO ARE A BIG DIFFERENCE BETWEEN LIFE AND DEATH FOR THEIR THEMSELVES AND FOR OTHERS.

AND SO THEY NEED THAT.

BUT LAW ENFORCEMENT IS CHANGING RAPIDLY, TOO, BOTH IN TERMS OF THE TECHNOLOGY THAT SUPPORTS IT, BUT ALSO THE POLICIES THAT UNDERSCORE IT AND THE IMPORTANCE OF WORKING WITH THE COMMUNITY.

PATROL STAFF TENDED TO BELIEVE THAT MORE RESOURCES ARE NEEDED AND THAT THE JAIL TRANSPORTS WERE AN ISSUE.

IT WAS KIND OF A MIXED BAG WHEN WE DELVED INTO HOW THEY FELT LIKE THAT IN THE SURVEY, THEY FELT THAT OVERALL PROACTIVITY WAS AN ISSUE AND THAT THERE WAS NOT SUFFICIENT RESOURCES AVAILABLE FOR THINGS LIKE BACKUP.

THEY FELT THAT RESPONSE TIME TO HIGHER PRIORITY CALLS WAS GOOD AND WITHIN EXPECTATIONS, BOTH THE DEPARTMENT AND THE COMMUNITY, BUT LOWER PRIORITY CALLS LIKE THEFTS AND QUALITY OF LIFE ISSUES MUCH SLOWER THAN THEIR EXPECTATIONS OR THE COMMUNITY'S EXPECTATIONS.

TAKE HOME CARS WERE HIGHLY SUPPORTED AND WHAT ARE SOME OTHER ISSUES THAT CAME UP, I SEEN SOME IN PATROL ANOTHER ISSUE CAME UP ABOUT THE QUALITY OF LIFE CONSIDERATIONS WITH THE CURRENT SHIFT THAT THEY HAVE, THE EIGHT HOUR SHIFT AND THEIR OPENNESS TO AN ALTERNATIVE SHIFT, WHICH WE EVALUATED AS PART OF THIS REPORT.

THE COMMUNITY FEEDBACK. SO WE HAD ONE COMMUNITY MEETING IN LATE OCTOBER THAT WAS THE IN-PERSON ONE, AND THE SECOND ONE WAS IN NOVEMBER.

BUT NO ONE ATTENDED.

BUT MAJOR THEMES THAT CAME OUT OF THAT WAS CONFIRMING THE POLICE DEPARTMENT'S PERCEPTIONS OF SERVICE LEVELS, THAT THEY WERE VERY GOOD.

EVERYONE IN THE COMMUNITY MEETING SAID THAT THEY MET EXPECTATIONS AND THAT COMMUNITY SUPPORT FROM THEM IS VERY HIGH AS A RESULT.

THEIR VIEW OF RESPONSE TIMES WAS THAT IT WAS WITHIN THEIR EXPECTATIONS.

I THINK THERE MIGHT HAVE BEEN A COUPLE OF EXCEPTIONS TO THAT, BUT GENERALLY IT WAS VERY POSITIVE.

THERE WAS A DISCUSSION ABOUT MENTAL HEALTH SERVICES, HOW THAT COULD BE A POTENTIAL GAP AND SOMETHING TO FOCUS ON IN THE FUTURE.

AND WE LOOKED AT THAT AND OF COURSE, SOME CONCERN WAS GENERATED ON KEEPING UP WITH GROWTH.

GROWTH IN BURLESON HAS BEEN SIGNIFICANT TO GET US TO THIS POINT AND IT'S GOING TO BE SIGNIFICANT FOR THE NEXT 20 YEARS.

SO PRESUMABLY THAT'S AN IMPORTANT REASON WHY YOU HAD THIS STUDY.

SO LET'S MOVE ON TO PATROL AND WHAT WE FOUND.

SO PATROL IS A VERY DATA INTENSIVE PROCESS.

THEY DO TENS OF THOUSANDS OF THINGS A YEAR ON A 24 SEVEN BASIS.

AND WHILE WE WERE ABLE TO GET SOME OF THE QUALITATIVE ASPECTS OF PATROL OPERATIONS AND SERVICES FROM THE TIME WE SPENT WITH THEM IN THE FIELD, AND BY REVIEWING REPORTS AND THINGS LIKE THAT.

REVIEW OF CALLS FOR SERVICE AND OFFICER INITIATED ACTIVITY THROUGH THE COMPUTER AIDED DISPATCH SYSTEM AND THE RECORDS MANAGEMENT SYSTEM IS A REALLY IMPORTANT PART OF WHAT WE DO. WHAT THIS FIRST CHART SHOWS IS ON YOUR AVERAGE DAY ON A 365 BASIS, HOW CALLS ARE DISTRIBUTED THROUGHOUT THE DAY.

AND THIS IS VERY NORMAL AND GENERALLY GOES FROM ABOUT A HALF A CALL AN HOUR IN THE EARLY MORNING HOURS TO A LITTLE OVER THREE CALLS PER HOUR BY THE MIDDLE OF THE AFTERNOON.

IMPORTANT FOR THIS STUDY AND WE'LL TALK ABOUT LATER IS THAT THAT HIGHER LEVEL OF ACTIVITY IS PRETTY CONSISTENT FROM ABOUT 10 OR 12 IN THE MORNING TO ABOUT 10 AT NIGHT.

AND IT'S MORE PRONOUNCED HERE THAN WHAT WE TYPICALLY SEE.

AND IT LED US TO EVALUATE AN IMPORTANT ALTERNATIVE FOR YOU.

[00:15:05]

AND I THINK YOU CAN SEE THAT MOST OF THESE CALLS, EXCEPT FOR ABOUT TWO CLEAR ONES, LIKE RECKLESS DRIVING AND THEFT, WHICH ARE TOWARD THE BOTTOM OF THE LIST. MOST OF THESE ARE QUALITY OF LIFE TYPES OF SITUATIONS, OR SOMETIMES THEY MIGHT HAVE INVOLVED A CRIME, AND SOMETIMES IT'S JUST A COMMUNITY QUESTION ABOUT AN UNKNOWN CAR PARKED IN A NEIGHBORHOOD OR A LOUD NOISE SOMEWHERE, OR JUST SOMETHING THAT DOESN'T SEEM NORMAL.

AND IT MAY NOT BE ANYTHING, BUT IT SHOWS IT'S A PROVIDES AN IMPORTANT INDICATOR ON THE PROBLEMS THAT LAW ENFORCEMENT ARE DEALING WITH IN A COMMUNITY.

IT HAS AN IMPACT ON THEIR RESOURCE NEEDS BECAUSE UNLIKE TOWNS THAT HAVE MUCH HIGHER MAJOR CRIME LEVELS, THE HANDLING TIME ASSOCIATED WITH THOSE CALLS TENDS TO BE A LITTLE BIT LESS.

BUT IT SHOWS WHAT THEY'RE SPENDING MOST OF THEIR TIME DEALING WITH ARE QUALITY OF LIFE AND MINOR CRIME TYPES OF ISSUES.

SO THIS CHART WILL TAKE A LITTLE BIT OF EXPLANATION.

SO IT'S ONE THING TO LOOK AT CALL DISTRIBUTIONS AND THINGS LIKE RESPONSE AND HANDLING TIMES AND THINGS LIKE THAT.

BUT IN ORDER TO HAVE AN IMPACT ON CRIME, FOR EXAMPLE, OR ON COMMUNITY PERCEPTIONS OF SAFETY, OFFICERS NEED TIME TO BE ABLE TO DO THAT, TO BE INVOLVED WITH THE COMMUNITY, HAVE WHAT WE CALL PROACTIVE TIME, APART FROM THE TIME THEY SPEND RESPONDING TO CALLS FOR SERVICE, A REACTIVE KIND OF TIME, OR DOING ADMINISTRATIVE THINGS AND WRITING REPORTS AND GOING TO MEETINGS AND THINGS LIKE THAT.

SO THE TIME THEY HAVE TO GET OUT OF THEIR CARS AND TALK TO PEOPLE TO GO TO A MEETING, TO FOLLOW UP ON SOMETHING THAT MAY HAVE BEEN IDENTIFIED BY THE COMMUNITY OVER THE PAST SEVERAL DAYS AS BEING A PROBLEM IS AT THE CORE OF EFFECTIVENESS OF LAW ENFORCEMENT TODAY . MOST OF OUR CLIENTS ARE SOMEWHERE BETWEEN HAVING NO PROACTIVE TIME OR TO FOR VERY SMALL COMMUNITIES HAVING MORE THAN THEY KNOW WHAT TO DO WITH.

MOST OF THEM ARE SOMEWHERE IN THE MIDDLE.

IN OUR RESEARCH THAT IF YOU'RE NOT IN THE 40 TO 50% KIND OF RANGE, THE FREE TIME, THE PROACTIVE TIME DOESN'T OCCUR IN BIG ENOUGH CHUNKS THAT YOU CAN DO ANYTHING WITH IT.

IT'S ONLY AT 40 TO 50% THAT IT OCCURS IN LIKE 20 OR 30 MINUTE KIND OF TIME FRAME THAT ALLOWS THEM TO MEET WITH PEOPLE AND HAVE A DISCUSSION RATHER THAN HAVING TO SAY, SORRY, I CAN'T MEET WITH YOU NOW OR BREAKING OFF A CALL AND DOING SOMETHING ELSE.

SO BY THAT MEASURE, BURLESON LOOKS PRETTY GOOD.

IF YOU WERE TO TAKE 24 SEVEN THEY'RE AT 48%.

BUT THE PROBLEM WITH OVERALL STATISTICS IS THAT THEY HIDE A VERY IMPORTANT VARIATION THAT NEEDS TO BE ADDRESSED.

AS YOU CAN SEE, THE DARK GREEN REPRESENTS TIME.

OUR BLOCKS, EACH OF THESE ARE FOUR HOUR TIME BLOCKS BY DAY A WEEK.

THE DARK GREEN REPRESENTS [INAUDIBLE] TIMES OF THE DAY IN WHICH PROACTIVE TIME EXCEEDS 40% AND THEREFORE GOOD IN A SENSE THAT THEY HAVE ADEQUATE AMOUNT OF TIME FOR ALL OF THE THINGS THAT I MENTIONED.

BUT DURING THE LATE MORNING TILL THE LATER IN THE EVENING TILL ABOUT 10:00 PM, IT'S VERY IT'S MUCH LOWER.

IT'S CERTAINLY NOT 40% MOST HOURS IT'S USUALLY BETWEEN 25 AND 30%.

SO THERE ARE A REAL CHALLENGE TO MEET THE NEEDS OF THE COMMUNITY IN THAT TIME.

AND I WOULD HASTEN TO ADD THAT THOSE ARE THE HOURS THAT MOST PEOPLE ARE AWAKE AND NEEDING HELP OR CREATING PROBLEMS OR WHATEVER, AND YOU NEED THAT PROACTIVE TIME. THAT'S EXACTLY WHAT I WAS ABOUT TO ASK, IS WHO'S UP AT 3:00 A.M.

TO BE ABLE TO HAVE A CONVERSATION, TO WALK THROUGH AN ISSUE OR SOMETHING THAT'S BEEN A CONCERN IN THEIR NEIGHBORHOOD OR SOMETHING LIKE THAT.

THOSE AREN'T TIMES WHERE THE COMMUNITY IS NECESSARILY RESPONSIVE TO HAVING THOSE INTERACTIVE AND PROACTIVE CONVERSATIONS WITH OUR DEPARTMENT.

SO HOW IS THAT WHEN YOU'RE LOOKING AT SOMETHING LIKE THIS? WHAT I GUESS I'M HOPING YOU'RE GOING TO COME AROUND TO WHAT IS IT THAT WE SHOULD BE LOOKING AT TO ADDRESS? HOW DO YOU ACCOMMODATE THIS? I'M ASSUMING IT'S GOING TO COME BACK TO THAT SHIFT ALTERNATIVE THAT YOU MENTIONED AND NUMBER OF PEOPLE THAT ARE AVAILABLE DURING CERTAIN PARTICULAR SHIFTS.

FIRST OF ALL, MY STAFF WOULD TELL YOU THAT I'M UP AT 3:00 A.M..

I'M SORRY I DIDN'T GET IT? MY STAFF WOULD TELL YOU THAT I'M UP AT 3:00 A.M.

[LAUGHTER] BUT MOST PEOPLE AREN'T.

I'M NOT UNLESS SOMETHING'S WRONG.

BUT THAT'S THE NEXT SLIDE.

SO THE SOLUTION IS IN SO CLEARLY SOMETHING NEEDS TO SHOULD BE DONE ABOUT THIS BECAUSE IT'S DESIRABLE TO HAVE FAIRLY CONSISTENT LEVELS OF

[00:20:02]

AND IT ALSO SAY IN ORDER TO GET TO THAT 48% OVERALL, THERE ARE HOURS OF THE DAY, AS YOU POINT OUT, LIKE BETWEEN 2 A.M.

AND 6 A.M., WHERE IT'S WASTED PROACTIVE TIME BECAUSE THERE'S NOT MUCH YOU COULD DO AT THAT TIME AND YOU'RE REALLY DEPLOYING PEOPLE FOR OFFICER SAFETY.

AND WHEN A SERIOUS CALL HAPPENS TO BE ABLE TO DO THAT AND HAVE BACKUP AND HAVE A SECOND CALL IF IT REQUIRED, BUT SO IT HIDES THE FACT THAT THERE ARE SOME ISSUES HERE. SO OUR SOLUTION IS TWOFOLD.

ONE IS AN OUTRIGHT RECOMMENDATION AND THE OTHER ONE IS A VERY STRONG SUGGESTION.

AND THIS IS THE SLIDE THAT IS DIFFERENT.

IN YOUR PACKET IT LOOKS ALMOST IDENTICAL TO THIS.

BUT IF YOU LOOK AT WHERE IT SAYS 33%, THAT'S SLIGHTLY LESS GREEN.

THERE ARE A COUPLE MORE OF THOSE ON THE RIGHT.

SO THE MOST IMPORTANT THING YOU CAN DO TO ACHIEVE MORE, A HIGHER LEVEL OF PROACTIVITY FIRST OF ALL, OVERALL A 57%, BUT MORE CONSISTENT THROUGHOUT THE DAY IS TO INCREASE THE NUMBER OF OIC, THE OFFICERS IN CHARGE BY THREE, AND THAT PROVIDES A GAP COVERAGE FOR THAT PERIOD OF TIME THAT MAKES ALMOST THE ENTIRE CHART GREEN.

SO THE OIC, THE OFFICER IN CHARGE ISSUE IS BIGGER THAN JUST MEETING THE THE PROACTIVE TIME.

THEY ARE, AS IT WERE, ASSISTANT SUPERVISORS.

WHEN THE SERGEANT IS NOT AVAILABLE, HE OR SHE IS SICK OR NOT AVAILABLE FOR ONE REASON OR ANOTHER, THE OIC CAN STEP IN. AND SO THEY'RE AN IMPORTANT PART OF PROVIDING SHIFT SUPERVISION, WHICH IS VERY IMPORTANT IN A LAW ENFORCEMENT ORGANIZATION.

CAN YOU DO ME. I'M SORRY, I DIDN'T I THOUGHT YOU WAS THROUGH.

COULD YOU DEFINE WHAT IS PROACTIVE? WHAT ARE WE. ARE WE TALKING ABOUT GROUPS THAT WE NEED TO MEET WITH THAT CALL IN AND WANT TO MEET, OR US GOING OUT AND DOOR TO DOOR OR WHAT ARE WE BEING PROACTIVE ABOUT? THE THINGS YOU MENTIONED ARE CERTAINLY PART OF IT.

GETTING OUT OF YOUR CAR RIGHT OUTSIDE HERE AND TALKING TO SOMEBODY WHO LOOKS LIKE THEY MAY NEED HELP OR TALKING TO A BUSINESS OWNER ABOUT PROBLEMS THAT THEY'VE HAD.

LIKE MAYBE THEY'VE HAD A ROBBERY TWICE IN THE LAST YEAR OR ANYTHING LIKE THAT.

WHY IS THAT DEFICIENT RIGHT NOW IS BECAUSE WE DON'T HAVE THE TIME TO DO IT OR THE PERSONNEL OR OR JUST DON'T HAVE THE KNOWLEDGE OR THE DIRECTION? WHAT'S WRONG WITH IT? YOU DON'T QUITE HAVE THE NUMBER OF PEOPLE THAT YOU NEED TO BE ABLE TO DO THAT DURING THOSE HOURS OF THE DAY.

SO THAT BY ADDING THE OICS, THE OFFICERS IN CHARGE, THEY COULD BE REGULAR PATROL OFFICERS.

BUT BY ADDING THREE PERSONNEL, YOU HAVE PROVIDED THE GAP COVERAGE THAT YOU NEED DURING THOSE HOURS OF THE DAY.

BUT BY DESIGNATING PEOPLE SO THAT YOU'VE GOT AN OFFICIAL ASSISTANT SUPERVISOR OR OFFICER IN CHARGE ON EACH SHIFT ALSO HELPS WITH SUPERVISION.

SO WE'RE BUILDING UP TO WE'RE RAMPING UP TO A NEW NUMBER.

IS THAT BECAUSE OF HISTORY OF OTHER DEPARTMENTS OR ARE WE'RE JUST NOT GETTING TO EVERYBODY OR HOW ARE WE COMING UP WITH WHERE OUR TARGET IS? WHERE DO WE GET THAT NUMBER, DO YOU KNOW? BY ADDING STAFF? OKAY, I'M UNDERSTANDING THAT.

BUT WE'RE TRYING TO THE ACTIVE GOING OUT THERE.

HOW DO WE KNOW WE'RE MISSING THOSE CALLS? YOU'RE NOT MISSING A CALL.

IT'S NOT A CALL. IT'S PROACTIVITY.

IT'S IT MAY BE THE RESULT OF SOMEBODY CALLING UP THE DEPARTMENT AT ONE POINT AND SAYING, I'D LIKE TO MEET WITH AN OFFICER AT SOME POINT.

BUT USUALLY IT'S THE OFFICER'S OWN VOLITION.

IF SOMEBODY IS ASSIGNED AN AREA TO PATROL IN THERE ARE NEIGHBORHOOD ASSOCIATIONS IN THAT GROUP THAT ARE IN THAT AREA.

THERE ARE BUSINESSES IN THAT AREA.

NEIGHBORHOOD WATCH GROUPS, THOSE TYPES OF THINGS THAT THEY CAN PROACTIVELY CALL IN.

HEY, HOW'D YOU LIKE TO GET TOGETHER FOR COFFEE OR SOMETHING LIKE THAT? EXCELLENT. THANK YOU. OKAY, WELL, MAY I LAYER ON TO THAT? ISN'T THAT WHY WE HAVE NEIGHBORHOOD PATROL OFFICERS? IN PART, BUT THEY'VE GOT OTHER THINGS THEY'RE RESPONSIBLE FOR AS WELL.

BUT PATROL OFFICERS NEED THAT TIME AND NEED TO BE INVOLVED AS WELL, BECAUSE THEY'RE THE ONES WHO ARE DEPLOYED 24/7.

THEY'RE THE ONES WHO NEED TO KNOW WHAT THE PROBLEMS ARE FIRST HAND.

THEY'RE THE ONES THAT ARE GOING TO BE RESPONDING TO CALLS WHEN THEY OCCUR.

SO THEY NEED TO BE INVOLVED IN THAT, TOO.

AND IT CAN'T JUST BE THE PEOPLE WHO ARE WORKING WITH A COMMUNITY, RESOURCE OFFICERS ARE WORKING.

AND I KNOW YOU'LL EXPLAIN MORE ABOUT THIS, BUT MY CONCERN IS I LOOK AT THE TIME FRAMES OF OUR HIGHEST CALLS AND NEEDS.

IT'S NOT THE 10:00 AM TO 2:00 PM TIME FRAME WHERE WE'RE SHOWING THE DEFICIENCY AND PROACTIVITY.

SO I'M NOT SURE IF I'M GETTING THE CORRELATION THERE WHERE WE HAVE LACK OF STAFF WHEN THAT'S OUR LOWEST TIME FOR CALLS.

AND NOW WE'RE TRYING TO ADD ANOTHER STAFF MEMBER ON THERE WHEN WE DON'T HAVE AS MANY CALLS GOING ON.

SO THAT GIVES THEM ACTUALLY MORE TIME TO BE PROACTIVE AND BE WITH THE PEOPLE.

ACTUALLY NOT. SO IF YOU LOOK AT THE CHART WE HAD UP EARLIER, SO YOU SEE 12 P.M.

[00:25:04]

ON THE RIGHT AND GO UP A COUPLE OF BARS AND THAT'S THOSE ARE THE PEAK CALL HOURS.

SO IF YOU HAVE ROUGHLY THE SAME NUMBER OF PEOPLE DEPLOYED DURING THOSE HOURS AS YOU WOULD IN THE OTHER HOURS, BUT MORE CALLS THEN PROACTIVITY IS GOING TO DECLINE.

THAT'S 2 TO 6 P.M..

I WAS MENTIONING THE 10 A.M.

TO 2 P.M.. IT'S NOT OUR PEAK.

IT'S IT'S A HIGHER IT'S A HIGHER ONE, BUT IT'S NOT A PEAK.

BUT OKAY, THAT'S MAYOR, THANK YOU FOR ASKING THOSE QUESTIONS BECAUSE I WAS LOOKING FOR THE SAME ANSWERS.

CAN YOU START ON THAT SLIDE YOU WERE JUST ON JUST A SECOND? WHICH ONE? THE PREVIOUS ONE. THAT ONE.

SO IS THIS FOR CALLS FOR SERVICE? IS THAT WHAT I'M UNDERSTANDING? YES, JUST CALLS FOR SERVICE, THE YOU KNOW, I LOOK AT THIS FROM A LAW ENFORCEMENT BACKGROUND AND I SEE SOME THINGS ON HERE.

FOR EXAMPLE, THE 6 TO 10 MAY LOOK LIKE WE'RE NOT ANSWERING AS MUCH CALLS FOR SERVICE.

BUT CHIEF, YOU CAN CORRECT ME IF I'M WRONG ON THIS.

THAT'S A TIME WHEN PEOPLE ARE SPEEDING THROUGH OUR SCHOOL ZONES AND WE GOT TO HAVE OFFICERS IN THOSE SCHOOL ZONES.

SO IT MAY NOT BE A CALL FOR SERVICE SPECIFICALLY, BUT WE MAY NEED MORE PEOPLE.

ABSOLUTELY. AND THE SAME THING GOES AT NIGHT.

THAT'S WHEN THEY'RE CUTTING OFF OUR CATALYTIC CONVERTERS.

RIGHT. AND BREAKING INTO THE CARS AND STEALING THEM.

SO IT'S NOT THAT THE OFFICERS AREN'T DOING ANYTHING.

WE DIDN'T SAY THAT. THEY'RE ANSWERING THE CALLS.

AND SO I WANT TO MAKE SURE THAT WE DON'T TIE THIS JUST TO HOW MANY CALLS WE'RE GETTING PER HOUR.

AND LET'S ONLY STAFF ACCORDING TO THAT, BECAUSE WE NEED TO MAKE SURE WE GOT PEOPLE COVERING THOSE SCHOOL ZONES, DRIVING THROUGH OUR NEIGHBORHOODS, MAKING SURE THAT NOBODY'S UNDERNEATH YOUR TRUCK, CUTTING YOUR CATALYTIC CONVERTER OFF AT THREE IN THE MORNING.

SO ONE CHART WE DID NOT PUT IN HERE FROM THE REPORT SHOWS OFFICER INITIATED ACTIVITY.

SO IT'S THE NON CALL ACTIVITIES THAT THEY'RE INVOLVED IN.

AND THE ONE OF THE REALLY GOOD NEWS THAT COMES OUT OF THAT PART OF THE ANALYSIS IS THAT FOR WHATEVER PROACTIVE TIME THEY HAVE, THEY'RE USING IT.

A BENCHMARK FOR US IS THAT THE NUMBER OF OFFICER INITIATED ACTIVITIES SHOULD BE SOMETHING LIKE THE NUMBER OF REACTIVE CALLS FOR SERVICE.

IN THIS DEPARTMENT IT'S ABOUT 75% HIGHER.

SO THEY'RE USING THAT TIME TO GENERATE ACTIVITY, BUT THAT'S NOT REFLECTED IN HERE.

THE POINT HERE IS THAT THEY'VE GOT LESS TIME TO DO NOT JUST THE COMMUNITY MEETINGS, BUT TO BE INVOLVED IN OFFICER INITIATED ACTIVITY, TRAFFIC STOPS, YOU KNOW, SUSPICIOUS BEHAVIOR TYPES OF THINGS THAT THEY SEE ON VIEW, THOSE TYPES OF THINGS THEY DO LESS OF AS A PROPORTION OF TIME BECAUSE THEY'RE RESPONDING TO MORE CALLS DURING THOSE PERIODS.

SO YOU NEED TO HAVE THAT TIME MORE GREEN SO THAT THEY CAN HAVE THE MEETINGS AND GENERATE THE ACTIVITY.

SO YEAH, NO, THAT NOBODY DOES.

THAT'S NONE.

SO THERE'S ANOTHER ASPECT TO THIS CHART AND THIS IS THE PART THAT'S DIFFERENT ABOUT THIS PAGE, DIFFERENT.

WE'RE SUGGESTING AND THE OFFICERS CERTAINLY ARE LOOKING FOR SOMETHING LIKE THIS TOO, TO TRANSITION TO A DIFFERENT SHIFT STRUCTURE AWAY FROM THE EIGHT HOUR SHIFT TO 12 HOUR SHIFTS.

ONE OF THE THINGS WE'LL TALK ABOUT REPEATEDLY IN THIS MEETING ARE THINGS THAT YOU NEED TO DO TO ENHANCE RECRUITMENT AND RETENTION OF OFFICERS. NATIONALLY THERE IS A REAL PROBLEM, AS I'M SURE YOU KNOW, IN RECRUITING AND RETAINING POLICE OFFICERS.

NOBODY WANTS TO BECOME ONE.

AND PEOPLE ARE LOOKING FOR OTHER CAREERS FOR A WIDE VARIETY OF REASONS.

AND SO WHATEVER YOU CAN DO TO ALTER THAT EQUATION AND THEIR PERCEPTION OF WORK LIFE BALANCE AND THINGS LIKE THAT, THE BETTER.

SO YOU COULD IMPLEMENT A 12 HOUR SHIFT WITH THE SAME NUMBER OF PEOPLE, AND THAT ALSO HELPS ACHIEVE THAT PROACTIVITY TARGET THAT WE'RE LOOKING FOR. IS A 12 HOUR SHIFT RECEIVED WELL.

A LOT OF TIMES OFFICERS THEY WORK EXTRA JOBS.

YEAH.

SO I KNOW I KNOW HAVING EXTRA DAY OFF OBVIOUSLY WOULD GIVE THEM AN ABILITY TO WORK MORE.

BUT AT THE SAME TIME, MAYBE IT INTERFERES WITH THEM IF THEY HAVE A SHIFT BEFOREHAND OR I DON'T KNOW IF YOU'RE ABLE TO ANSWER THAT OR NOT? I JUST WANT TO MAKE SURE THAT THE OFFICERS RECEIVE THAT WELL.

THERE'S A IT IS COMPLICATED AS YOU MENTIONED.

THERE ARE ALSO POTENTIAL IMPACTS OF A CHANGE LIKE THAT ON YOUR ABILITY TO HELP OUT WITH CHILD CARE OR FAMILY, OTHER KINDS OF FAMILY CARE AND THINGS LIKE THAT. THAT'S EXACTLY WHAT I WAS JUST ABOUT TO BRING UP, IS HOW DO YOU BALANCE THAT WITH A LONGER SHIFT AND HOW IS IT ON THEIR EMOTIONAL AND MENTAL HEALTH TO HAVE SUCH LONG SHIFTS? HAVING THE EXTRA TIME, THE EXTRA DAYS OFF MORE THAN COMPENSATES IT FOR MOST PEOPLE, MOST OF THE TIME.

WHERE IT BECOMES A PROBLEM IN THE COMMUNITIES WE WORKED IN IS THAT YOU DON'T HAVE ENOUGH TO GET YOU TO THAT.

[00:30:04]

AND THEN THEY HAVE AN ARREST AT HOUR TEN OR 11, AND THEY'RE WRITING A REPORT FOR THE NEXT TWO OR 3 HOURS.

SO IT HAS IT ALL HAS TO COME TOGETHER IN THIS.

BUT THIS IS A, NOT A HIGH CALL FOR SERVICE COMMUNITY.

IT'S MOSTLY RESIDENTIAL, SOME BUSINESS, SOME PASS THROUGH THOSE KINDS OF PROBLEMS. THE CALL VOLUME ISN'T EXCEEDINGLY HIGH AND SHOULDN'T BE THROUGH THE PERIOD YOU SHOULD CONSIDER IT.

HOWEVER, YOU CAN ACHIEVE SOMETHING MUCH LIKE THIS CHART HERE BY JUST ADDING THE OFFICERS IN CHARGE AND NOT CHANGING THE SHIFT.

BUT BOTH OF THEM TOGETHER ACHIEVES A LOT OF OBJECTIVES.

SO ARE YOU SAYING WE DON'T HAVE AN OFFICER IN CHARGE ON EVERY SHIFT? NO YOU DO? NO, NOT RIGHT NOW.

YOU DON'T. WE JUST ONLY GOT TWO.

OKAY.

OH, YOU GOT THE THIRD. THEY'RE THREE NOW.

SO WE'RE SAYING YOU SHOULD TAKE IT TO SIX.

THAT WAY YOU CAN MORE GUARANTEE THAT YOU'VE GOT THE WHOLE WEEK COVERED.

I WAS GOING TO FOLLOW ON JIMMY'S QUESTION.

I'M NOT SURE I'VE HEARD YOUR ANSWER.

IT DOESN'T APPEAR THAT WHEN YOU WERE ASKING THE OFFICERS ABOUT THINGS THAT YOU ASKED THEM DIRECTLY IF THEY WANTED TO MIGRATE TO A 12 HOUR SHIFT SCHEDULE OR KEEP THE SCHEDULE AS IT IS, DID WE GET AN OPINION ON THAT? I DON'T RECALL SEEING IT.

SO AN ALTERNATE ALTERNATIVE SHIFT WAS MENTIONED IN THE FORCE CHOICE QUESTIONS OR IT WAS.

THE CURRENT SHIFT IS AN ISSUE FOR THEM.

IN MANY OF THE NARRATIVE COMMENTS THAT'S THE 12 HOUR ALTERNATIVE SPECIFICALLY, IT CAME UP AS DID A TEN HOUR SHIFT AND OUR RIDE ALONGS AS WELL.

GREAT QUESTIONS ON THAT.

AND I DON'T WANT TO HIJACK YOUR PRESENTATION, BUT THAT IS A CONCERN WHEN YOU LOOK AT THE LIFE BALANCE OF HAVING TIME OFF AND WORK.

THERE'S THE DEPARTMENTS AND THE CHIEFS THAT I'VE SPOKEN WITH THAT ARE ON 12 HOUR SHIFTS.

THEY SEEM TO LIKE THAT.

WE ARE IN THE PROCESS AS WE SPEAK OF DESIGNING A SURVEY THAT GOES OUT TO OUR OFFICERS WITH REGARDS TO BECAUSE WE DIDN'T KNOW WHAT THE ALTERNATIVE SHIFT WAS GOING TO BE TO LOOK AT AND GET THEIR OPINIONS ON 12 HOUR SHIFTS AS OPPOSED BECAUSE WE KNOW ONE SIZE DOES NOT FIT ALL.

PART OF THE BEAUTY OF THIS AND IN SPEAKING WITH RICHARD AND HIS TEAM, IS THAT IF WE GO TO 12 HOUR SHIFTS, WE TALKED ABOUT A POWER SHIFT.

WHAT WOULD THAT LOOK LIKE? IF YOU HAVE PEOPLE THAT HAVE COLLEGE OR THEY'VE GOT CHILD CARE ISSUES OR SOMETHING, THEY MAY WANT AN EIGHT HOUR SHIFT.

SO CAN WE BLEND 2 12 HOUR SHIFTS AND HAVE AN EIGHT HOUR SHIFT THAT MEETS THE GOALS OF MOST OF OUR PEOPLE? AND THAT'S WHAT THE SURVEY THAT WE'RE DOING TO ANSWER YOURS.

AND YOUR QUESTION IS TO TRY TO LOOK AT HOW THIS IMPACTS OUR PERSONNEL, BECAUSE CERTAINLY WE'RE CONCERNED ABOUT THAT.

AND THEN THE COMMENT I'D ADD ON THE PROACTIVE, WHEN YOU LOOK LIKE 2 A.M.

TO 6 A.M., THAT'S A GREAT THING.

OUR MIDNIGHT SHIFT OFFICERS, THEY GET OUT AND THEY'RE HUSTLING BURGLARY, MOTOR VEHICLES, AS YOU KNOW, AND CONVERTER THEFTS.

AND WE'RE GOING TO HIGHLIGHT SOME OF THESE IN OUR UPCOMING BANQUET.

BUT YOU WANT THEM TO HAVE THAT PROACTIVE TIME SO THEY CAN GO OUT.

IT'S NOT JUST CONTACTING CITIZENS.

IT IS ALSO LOOKING FOR BAD GUYS AND GIRLS THAT ARE OUT THERE CAUSING OUR PROBLEMS IN OUR COMMUNITY.

I HOPE THAT ANSWERS THE QUESTION.

YEAH, IT DID. I'M JUST A LITTLE CONCERNED THAT THE PURPOSE OF GOING TO THE 12 HOUR SHIFT, FOUR DAYS ON, THREE DAYS OFF, MORE OR LESS, I SAW THE SCHEDULE. I DON'T HAVE THE DETAILS OF IT FRESH IN MY MIND, BUT IT APPEARED TO ME THAT IT MIGHT MAKE IT MORE FEASIBLE FOR THE OFFICER TO TAKE ON A SECOND JOB AND IT WOULD DEFEAT THE PURPOSE OF GIVING THEM MORE TIME TO SPEND WITH FAMILY AND PRIVATE PURSUITS AND RESTING AND RECREATING THEIR MENTAL WELL-BEING.

SO IF THEY COME BACK INTO WORK EXHAUSTED FROM HAVING DONE THEIR SECOND JOB, WE REALLY DIDN'T GET ANYWHERE.

CORRECT. AND THAT'S WHAT WE'RE LOOKING AT.

SO THERE'S YOU KNOW, EVERYBODY HAS THEIR PERSONAL LIVES.

SOME OF THEM, WHETHER IT'S OFF DUTY JOBS, WHETHER IT IS, YOU KNOW, LIFE BALANCE AND THERE'S DIFFERENT MODELS ON THE 12 HOUR SHIFT.

AND WE'RE GOING TO HAVE TO SEE IF WE CAN FIND ONE THAT IS CONDUCIVE TO WHAT OUR STAFF NEEDS.

BUT WE'VE GOT TO LOOK AT THAT WITH OUR STAFF AND JUST NOT ARBITRARILY CHANGE THAT.

JUST A QUESTION. IS THERE ANY THOUGHT OR ANY WAY MAYBE TO LOOK AT A HYBRID SYSTEM THAT UTILIZES 12 BUT ALSO HAS A STANDARD TRADITIONAL SHIFT? I'M CONCERNED THAT MAYBE A HUSBAND AND WIFE TEAM, YOU KNOW HOW IT IS.

THEY TRADE OFF THE KIDDOS, ONE GOES FROM ONE SHIFT TO THE NEXT.

THAT COULD REALLY A 12 HOUR SHIFT COULD REALLY DERAIL THAT.

YES, SIR. AND WE'VE HAD THE SAME CONCERNS AGAIN WHEN THIS MODEL CAME OUT AND WE HAD TALKED TO THEM ABOUT WE REALLY WANT TO TAKE A SERIOUS LOOK AT TWELVES BECAUSE WE'RE GETTING A LOT OF FEEDBACK FROM PEOPLE THAT WANT THEM.

BUT WE ALSO UNDERSTAND THAT NOT EVERYBODY ONE SIZE DOESN'T FIT ALL.

SO THE SURVEY IS GOING TO GO OUT TO OUR OFFICERS SOON AFTER THIS CONVERSATION AND WE'RE GOING TO GET THE FEEDBACK FROM THEM AND HOW THIS WOULD IMPACT THEIR LIVES.

[00:35:03]

HYBRID IS PROBABLY THE RECOMMENDATION, I WOULD SAY.

SO IF WE NEED TO MEET EIGHT HOUR SHIFTS, THAT MAY BECOME THE POWER SHIFT AND THEN FOR THE OVERLAP ON THAT.

SO, YOU KNOW, AGAIN, WE'VE GOT TO LOOK AT IT.

THIS IS JUST A STANDARD 12'S AND THAT'S GOING TO IMPACT OUR PEOPLE.

SO YEAH.

COULD THE 12 HOUR SHIFT DOWN THE ROAD AND SOMETHING HAPPENS AND OUR OFFICER HAS BEEN ON A 12 HOUR SHIFT AND HE'S TIRED AND EVERYTHING.

HOW'S THAT GOING TO AFFECT US IN COURT? WELL, I MEAN, IT'S ALWAYS GOING TO BE LOOKED AT.

THERE'S NO QUESTION ABOUT THAT.

YOU KNOW, AS TO IF YOU AND WE'VE GOT PROVISIONS IN PLACE IN OUR POLICY THAT SAYS YOU CAN ONLY WORK SO MANY HOURS IN A DAY.

SO IN OTHER WORDS, YOU'RE NOT GOING TO DO BACK TO BACK 12 HOUR SHIFTS.

YOU'RE NOT GOING TO DO AN EIGHT HOUR PART TIME JOB AND THEN COME IN AND WORK, YOU KNOW, PUT IN 20 HOUR SHIFTS.

THERE'S PROVISIONS THAT WE LOOK AT THAT SAY, YOU KNOW, WE NEED YOU OUT THERE FRESH AND AND SERVING AT OPTIMAL LEVEL SO THAT YOUR MENTAL STATUS IS GOOD FOR SERVING.

SO ALL THOSE THINGS ARE FACTORS THAT WE'VE GOT TO CONSIDER IN THIS SO.

CHIEF BEFORE YOU LEAVE, LET'S SAY WE SHIFTED OVER TO 12 HOUR SHIFTS, AND THAT DIDN'T GO WELL.

JUST FOR SOME REASON TO [INAUDIBLE].

IT'S NOT IMPOSSIBLE TO GO BACK TO WHAT WE WERE DOING, RIGHT? ABSOLUTELY CORRECT.

YES. I MEAN, YOU KNOW, EVERYTHING WE DO IS A TRIAL BASIS.

YOU KNOW, HOW WE DEPLOY, HOW WE ADDRESS CRIME, HOW WE DEAL WITH ALL THIS IS A TRIAL BASIS.

WHEN IT DOESN'T WORK, YOU BACK UP, REGROUP, AND YOU FIGURE SOMETHING ELSE OUT.

SO. GREAT COMMENT, SIR.

THANKS, CHIEF. ANY OTHER QUESTIONS ON THIS PART? ALL RIGHT. LET ME POINT OUT SOMETHING ELSE.

THE NATIONAL EXPERIENCE ABOUT THE GENERATIONAL CHANGE IN WORK, INCLUDING IN POLICE, IS THAT MOST MILLENNIALS AND GEN XERS THESE DAYS ARE LOOKING FOR FEWER HOURS TO WORK AND LESS HAVING TO RELY ON EVEN OVERTIME, LET ALONE SECONDARY JOBS.

AND SO THEY'RE LOOKING MORE AT QUALITY OF LIFE AND TIME OFF WITH THEIR FAMILIES.

NOT EVERYBODY, BUT A LOT.

SO THE OVERALL RECOMMENDATIONS IN THE OPERATIONS SECTION ARE TO KEEP PATROL STAFFING AT ITS CURRENT NUMBER, BUT ADDING THE THREE OIC'S, BUT REDEPLOYING THE STAFF AND REALLOCATING THEM, AS WE'VE SAID.

AND THAT SHOULD ACHIEVE MORE CONSISTENT AND HIGHER LEVELS OF A KEY BENCHMARK FOR PATROL IN TERMS OF THEIR ABILITY TO WORK WITH THE COMMUNITY AND TO BE INVOLVED IN OFFICER INITIATED ACTIVITY.

ONCE YOU HAVE MORE TIME, IT'S IMPORTANT THAT IT'S STRUCTURED IN SOME WAY THROUGH CRIME ANALYSIS, THROUGH SUPERVISORY CONTROL AND OVERSIGHT AND ACCOUNTABILITY.

AND SO THERE NEEDS TO BE A MORE FORMALIZED PLAN OF DOING SOME OF THE THINGS THAT WE'VE TALKED ABOUT HERE THIS MORNING IN TERMS OF WORKING WITH PRIORITIZE THE COMMUNITY AND PRIORITIZE PROBLEMS, WORKING WITH SPECIFIC COMMUNITY GROUPS, HAVING FREQUENCY OF CONTACT EXPECTATIONS, THINGS LIKE THAT . MOVING OUTSIDE OF PATROL BUT STILL IN OPERATIONS.

WE LOOKED AT THE TRAFFIC ENFORCEMENT AND TRAFFIC SAFETY PROGRAM HERE.

YOU'VE GOT A SMALL UNIT, VERY, VERY PRODUCTIVE UNIT.

BUT YOU'RE MISSING TWO DAYS PER WEEK IN TERMS OF COVERAGE.

AND WE'RE SUGGESTING THAT YOU SPLIT THE GROUPS UP SO THAT YOU HAVE WEEKEND COVERAGE.

BECAUSE JUST LOOKING AT THE CALL SIDE OF TRAFFIC PROBLEMS IN TERMS OF REPORTS OF TRAFFIC PROBLEMS AND CRASHES AND THINGS LIKE THAT, THE WEEKENDS ARE OBVIOUSLY AS BIG A PROBLEM AS MANY OF THE DAYS.

SO WE'RE NOT TALKING ABOUT 24 SEVEN COVERAGE, BUT DEFINITELY SEVEN COVERAGE DURING AT LEAST THE DAYTIME HOURS.

YOU'VE MADE SOME CHANGES TO THE BICYCLE UNIT AND WE'RE SUPPORTING THAT TO HAVE IT AS A MIX OF FULL TIME STAFF.

I BELIEVE YOU'VE JUST ADDED TWO PEOPLE THERE WITH COLLATERAL DUTY PEOPLE SEASONALLY OR BASED ON SPECIAL EVENTS AND DAYS OF THE WEEK AND THINGS LIKE THAT.

AND THAT'S A DESIRABLE WAY TO GO ABOUT DOING THAT.

THE PROACTIVE ENFORCEMENT TEAM.

SO THE LAST THREE ARE ALL PROACTIVE ENFORCEMENT EMPHASES.

SO THE LAST ONE, THE SPECIAL RESPONSE TEAM, THE SRT VALUABLE ENFORCEMENT ASSET.

I MEAN, IT'S ONE THING TO HAVE PATROL OFFICERS HAVE THE 20 MINUTES OR SO THAT WE'VE TALKED ABOUT TO BE INVOLVED WITH THE COMMUNITY.

BUT SOMETIMES YOU NEED 8 HOURS OR 4 HOURS OR 2 HOURS, AND PATROL CAN'T FULFILL THOSE NEEDS.

AND SO BY HAVING A FLEXIBLY DEPLOYED TEAM DEALING WITH A WIDE VARIETY OF PROBLEMS, DEPENDING ON WHAT THE PROBLEMS ARE, IS IMPORTANT TO HAVE IN A DEPARTMENT THIS SIZE.

WE'RE SUGGESTING HERE AGAIN THAT SUPERVISION AND OVERSIGHT CAN BE AN ISSUE.

AND SO WE ARE SUGGESTING THAT ONE OF THE EXISTING MEMBERS BE DESIGNATED AS AN OIC HERE AS WELL.

[00:40:03]

EVEN MORE IMPORTANT BECAUSE IT'S ALL PROACTIVE AND OVERSIGHT IS CRITICAL FOR EFFECTIVE OPERATIONS AND FOR DOING THINGS CORRECTLY.

QUESTION ABOUT THE BICYCLE UNIT.

IT'S MORE OR LESS ATTACHED TO THE OLD TOWN EXPERIENCE FOR PEAK TIMES.

TWO QUESTIONS. ONE, THAT'S NOT ENOUGH FOR A FULL WORKWEEK.

SO IF IT'S WEEKENDS AND EVENINGS PARTICULARLY AND WHAT DO WE DO WITH THESE GUYS FOR THE REST OF THEIR TIME? AND AS WELL, WHAT ABOUT WHEN WEATHER IS JUST NOT FIT FOR RIDING BICYCLES? WHAT DO THEY DO THEN? YEAH, SURE. SO THEY CAN GO IN CARS.

SO YOUR APPROACH TO IT IS REALLY A GOOD ONE.

MOST DEPARTMENTS DON'T HAVE MIXES OF PERMANENTLY ASSIGNED PEOPLE AND AND COLLATERALLY ASSIGNED PEOPLE.

THAT HELPS ADDRESS THE FLEXIBILITY RIGHT THERE OF IF THERE ISN'T A SPECIAL EVENT OR MORE PEOPLE OR WHATEVER YOU WOULD NEED PROACTIVE BIKE TEAM FOUR THEY CAN BE IN PATROL.

AND SO SAME THING WITH THE TWO THAT ARE PERMANENTLY ASSIGNED.

AND IF YOU'RE HAVING AN ICE STORM OR SOMETHING LIKE THAT, BEING ON A BIKE ISN'T DESIRABLE OR EVEN REALLY NEEDED, PERHAPS.

BUT SO YOU CAN USE THEM IN PATROL.

BECAUSE DIFFERENT KINDS OF CALLS HAPPEN DURING THOSE TIMES.

MOVING ON TO SUPPORT.

YOU HAVE AN ADMINISTRATIVE AND TRAINING SERGEANT WHO HAS IT SAYS A WIDE RANGE OF RESPONSIBILITIES HERE.

IT'S AN EXTRAORDINARY RANGE OF RESPONSIBILITY, INCLUDING TRAINING, EVERYTHING TO DO WITH RECRUITMENT AND RETENTION ACTIVITIES WITHIN THE DEPARTMENT, PLUS BEING A QUARTERMASTER PLUS BEING INVOLVED IN SOME INTERNAL AFFAIRS INVESTIGATIONS AND OTHER SPECIAL PROJECTS AS ASSIGNED.

IT'S GREAT TO HAVE A POSITION LIKE THAT.

IT'S A GREAT CAREER DEVELOPMENT TOOL AND I'M NOT SUGGESTING ANYTHING IN WHAT THE SERGEANT IS DOING IS DEFICIENT, BUT SOME OF THOSE ROLES ARE CRITICAL NOW AND WE'LL GET MORE CRITICAL IN THE FUTURE RELATING TO RECRUITMENT, CAREER DEVELOPMENT AND TRAINING.

AND SO SOME OF THE MORE MUNDANE TASKS SHOULD BE REASSIGNED, LIKE QUARTERMASTER ROLES AND INTERNAL AFFAIRS TO OTHER SENIOR STAFF WITHIN THE DEPARTMENT SO THAT THE SERGEANT CAN BE MORE DEDICATED TO THE STAFF DEVELOPMENT SIDE OF THINGS IN TERMS OF RECRUITMENT, RETENTION AND TRAINING.

ON TRAINING THE DEPARTMENT CURRENTLY USES AN OUTSIDE FIRING RANGE AND HAS SOME INTEREST IN LOOKING AT ONE INTERNALLY BECAUSE OF THE TIME IT TAKES TO GET TO THE OUTSIDE RANGE, YOU'RE GOING TO NEED A FOLLOW UP STUDY ON THIS.

BUT WE'VE SPENT SOME TIME IN THE REPORT LAYING OUT THE PLUSES AND MINUSES ON AN INDOOR VERSUS AN OUTDOOR RANGE.

THERE ARE VAST DIFFERENCES IN COST BETWEEN THE TWO.

THEY BOTH SHARE ENVIRONMENTAL ISSUES, CERTAINLY MAJOR RISK ISSUES AND NOISE ISSUES AND THE LIKE.

SO YOU'RE GOING TO NEED A FOLLOW UP STUDY TO BE ABLE TO LOOK AT THAT.

AN AREA THAT MAY BE APPROPRIATE IN THE CITY NOW FOR AN OUTDOOR RANGE MAY NOT BE APPROPRIATE IN TEN YEARS.

AND INDOOR RANGES IS REALLY VERY, VERY EXPENSIVE TO DO THESE DAYS.

SO FOR THE TIME BEING, IT'S ONE OF THOSE THINGS YOU SHOULD CONTINUE TO JUST USE THE APPROACH THAT YOU'RE USING AND CONSIDER THIS AT SOME LATER DATE.

ON BALANCE, I THINK THAT I GUESS IT WOULD BE OUR OPINION IS THAT AN OUTSIDE RANGE IS PROBABLY BETTER THAN BUILDING IT INTO AN INDOOR FACILITY THAT YOU'RE PLANNING FOR NOW. THE CITY MARSHAL STAFF, YOU'VE RECENTLY BEEN CONVERTING THEM FROM DEPUTY MARSHALS TO OFFICERS, AND I THINK THAT'S COMPLETED NOW.

WE THINK THAT YOU SHOULD INCREASE THE NUMBER OF OFFICERS BY ONE.

THEY DO A WIDE VARIETY OF THINGS RELATING TO MUNICIPAL COURT OPERATIONS, THEY'RE BAILIFFS, THEY'RE DOING FACILITY SECURITY AND THINGS LIKE THAT.

WITH ANOTHER ONE BECAUSE THE COURT CALENDAR IS VERY SO MUCH THEY COULD HELP OUT WITH THE PRISONER TRANSPORT TO MANSFIELD.

SO IT'S NOT UNUSUAL TO HAVE COURT SECURITY UNITS AND DEPARTMENTS AROUND THE COUNTRY ALSO DOING INMATE OR PRISONER TRANSPORT.

SO THAT COULD HELP, PARTICULARLY DURING BUSY TIMES OF THE DAY.

[00:45:01]

I READ THAT YOU SUGGESTED ADDING ONE, BUT SO MANY OF OUR CASES HAVE MOVED TO VIRTUAL.

AND SO IF THAT THEN THERE'S ONLY ONE.

IT'S MY UNDERSTANDING THAT NEEDS TO BE IN THE FACILITY SINCE THERE ISN'T A PERSON PRESENT AND IT'S JUST VIRTUAL.

SO I WAS WONDERING AND I'M GLAD YOU POINTED OUT WHAT THAT ROLE COULD SERVE AS.

AND I THINK THAT THAT WOULD, IN MY UNDERSTANDING, ON SOME OF THE OTHER FINDINGS THAT YOU'RE BRINGING FORWARD IS THAT IT COULD HELP ALLEVIATE THAT FEELING LIKE IT'S NOT AS PRODUCTIVE OF A TIME WHEN THEY HAVE TO TRANSPORT FROM MANSFIELD OR THEY HAVE TO TRANSPORT FROM CLEBURNE.

RIGHT. AND HAVING THEM AS OFFICERS GIVES YOU A LOT OF FLEXIBILITY TO DO DIFFERENT THINGS LIKE THAT.

AND HOPEFULLY COURTS WILL CONTINUE THE VIRTUAL MIX.

I THINK THAT WE'VE ALL LEARNED A LOT DURING THE COVID PERIOD THAT CAN BE SOUND BUSINESS PRACTICES INTO THE FUTURE AND THINGS LIKE COURT ARRAIGNMENTS AND CERTAIN KINDS OF HEARINGS BEING DONE VIRTUALLY IS CERTAINLY IN THAT CATEGORY.

WE SUPPORT ENTIRELY THE CRO'S, THE COMMUNITY RESOURCE OFFICERS, AND PROVIDING A VALUABLE COMMUNITY OF SUPPORT.

WE SUGGEST THAT OVER TIME IN THE FUTURE YOU SHOULD CONSIDER HAVING THAT UNIT BE A MIX OF SWORN AND NON SWORN PERSONNEL. IF YOU LOOK AT THE WIDE RANGE OF THINGS THAT THEY DO, SOME OF THE THINGS REALLY DO BENEFIT FROM HAVING A POLICE OFFICER OR THE PERCEPTION OF A NEED FOR A POLICE OFFICER LIKE MEETING WITH COMMUNITY GROUPS, ESPECIALLY WHEN THEY'RE SOLVING LAW ENFORCEMENT PROBLEMS. BUT SOMETIMES IT'S LITERATURE SUPPORT, IT'S FOUND PROPERTY, IT'S THINGS THAT YOU DON'T NEED A POLICE OFFICER TO DO.

AND SO BY LOOKING AT THOSE ROLES AND THE AMOUNT OF TIME AND WE DID THAT IN A REPORT, YOU CAN MAKE A CASE NOW FOR AT LEAST ONE OF THEM TO BE A NON SWORN TYPE OF STAFF. BUT IN THE FUTURE, AS WORKLOADS AND AS THE COMMUNITY GROWS, THAT WORKLOAD WILL INCREASE.

SO THE RECORDS UNIT IS UNDERGOING A TRANSITION IN STAFF ROLES, PARTICULARLY RELATING TO THE SUPERVISOR WHO BROUGHT SOME OF THE RESPONSIBILITIES FROM COMMUNICATIONS TO THE RECORDS PART.

AND WE'RE RECOMMENDING THAT SOME OF THOSE DUTIES LIKE REVIEWING TAPES AND THINGS LIKE THAT, GO BACK TO THE COMMUNICATIONS CENTER AND THAT THE SUPERVISOR FOCUS MORE ON RECORDS AND FOCUS MORE ON SOME OF THE TECHNOLOGY NEEDS THAT THEY NEED NOW OR IN THE IMMEDIATE FUTURE, LIKE TRANSITIONING AWAY FROM CD STORAGE OF DATA TO OTHER MORE ELECTRONIC FORMS OF DATA STORAGE THAN THAT.

IN INVESTIGATION.

SO THAT'S QUITE A LONG AREA IN THE REPORT BECAUSE WE'VE DEVELOPED SOME ACTIVITY AND TIME STANDARDS FOR EVERYTHING DETECTIVES DO BASED ON THE TYPE OF INVESTIGATIVE CASE THAT THEY HAVE.

SO WE SPENT SOME TIME I APOLOGIZE FOR THAT EXPLAINING ALL OF THAT.

BUT IT WAS NECESSARY TO SUPPORT OUR ANALYSIS OF INVESTIGATIONS, MUCH LIKE THE ANALYSIS WE DO IN PATROL.

AND BASED ON THAT, IT PRETTY CLEARLY UNDERSCORES THE NEED FOR ANOTHER PERSON [INAUDIBLE] ANOTHER PROPERTY CRIME INVESTIGATOR.

AND IT'S NOT JUST BECAUSE OF CRIME TRENDS, IT'S BECAUSE THE WORKLOAD ASSOCIATED WITH HANDLING ANY KIND OF CASE HAS GROWN SO MUCH IN THE RECENT YEARS, LIKE DOING CELL PHONE DOWNLOADS AND REVIEWS, PUBLIC VIDEO REVIEWS, BODY WORN CAMERA REVIEWS, THOSE TYPES OF THINGS, CAR VIDEOS, ETC., ARE ALL THINGS THAT INVESTIGATORS ARE SPENDING THEIR TIME ON NOW THAT THEY DIDN'T SPEND TEN YEARS AGO, BECAUSE THOSE THOSE THINGS DIDN'T EXIST AND THEY'RE IMPORTANT FORMS OF EVIDENCE.

SO THE TIME PER CASE IS INCREASING QUITE A BIT IN SPITE OF TECHNOLOGY.

SO THAT RESULTS IN THAT.

THE CAPTAIN HAS A WIDE SPAN OF RESPONSIBILITIES, LIKE EVERYBODY'S ALMOST A DIRECT REPORT TO THE CAPTAIN, AND WE'RE RECOMMENDING A LIEUTENANT TO HELP BREAK THAT DOWN.

SO HAVING A LIEUTENANT OVER ALL THE INVESTIGATORS AND VICTIM WITNESS WOULD HELP FREE THE CAPTAIN UP FROM BEING ABLE TO DO THAT SO IT WOULD REDUCE THE SPAN OF CONTROL.

YOU'RE INVOLVED IN THE STOP PROGRAM, WHICH IS THE NARCOTICS PROGRAM.

AND WE THINK THAT ADDING ANOTHER OFFICER BECAUSE SO MUCH OF THEIR TIME IS SPENT IN BURLESON, THAT ADDING THAT RESOURCE WOULD REALLY BOLSTER THE SUPPORT FOR NARCOTICS ENFORCEMENT BECAUSE IT'S NOT JUST WHAT YOU'RE PROVIDING TO THAT TASK FORCE, BUT ALL THE OTHER MEMBERS FROM THE OTHER COMMUNITIES TASK FORCE, WHICH IS A REAL VALUE ADDED KIND OF ASSISTANCE TO CONTROLLING THAT TYPE OF THING HERE.

YOU'VE RECENTLY ADDED TO POSITIONS OF PROPERTY AND EVIDENCE TECHNICIAN AND A SCHOOL RESOURCE OFFICER AND ONE WAS CONVERTED TO A SERGEANT.

[00:50:03]

THE PROPERTY AND EVIDENCE PEOPLE SHOULD BE TRAINED TO BE IN FIELD EVIDENCE PROCESSING AS WELL TO ASSIST PATROL AGAIN IN THAT PART OF THE ACTIVITY.

JAIL ISSUES.

SO WE LOOKED AT OVER TEN YEARS WORTH OF DATA.

AND, YOU KNOW, WHEN YOU LOOK AT IT OVER THAT PERIOD OF TIME, THE NUMBER OF BOOKINGS VARIES QUITE A BIT.

BUT OVERALL, NOT JUST BECAUSE OF COVID, THE NUMBER OF BOOKINGS HAVE DECREASED IN PROPORTION TO CITY JAIL POPULATION.

THERE'S A LOT OF REASONS FOR THAT.

COVID WAS ONE IN THE LAST COUPLE OF YEARS, BUT TREATING DIFFERENT KINDS OF OFFENSES DIFFERENTLY, NOT MAKING THEM ARREST TYPES OF SITUATIONS OR TRANSPORT TYPES OF SITUATIONS HAS DONE ANOTHER.

SO IT'S NOT INCREASED PROPORTIONATE WITH THE CITY POPULATION, AND WE DON'T THINK IT WILL CHANGE IN THAT RATE APPRECIABLY OVER THE FUTURE.

BUT BECAUSE THE POPULATION WILL INCREASE SO MUCH AND CRIME AND ARRESTABLE OFFENSES WILL INCREASE, THAT BOOKINGS WILL INCREASE.

SO OUR PROJECTIONS WENT INTO SOME DEPTH OF ANALYSIS.

THERE WILL GO FROM ABOUT THREE A DAY TO ABOUT FIVE OR FIVE AND A HALF BOOKINGS A DAY OVER THE NEXT 20 YEARS.

WE RECOGNIZE AND WE DOCUMENT IN THE REPORT THE AMOUNT OF TIME IT TAKES TO GO TO THE MANSFIELD JAIL.

I JUST DID IT BEFORE I CAME IN HERE.

I WENT ON GOOGLE MAPS AND IT WAS 27 MINUTES AND SOMETIMES IT COULD BE A LITTLE BIT LESS, SOMETIMES IT COULD BE A LOT MORE.

BUT WE WENT THROUGH THE ANALYSIS AND THIS TRANSITIONS INTO THE NEXT SLIDE THAT BECAUSE OF THE COSTS, BECAUSE OF THE RISK MANAGEMENT INVOLVED AND OTHER CONSIDERATIONS WE'LL TALK ABOUT, WE RECOMMEND THAT IN SPITE OF THE FACT THAT MANSFIELD IS GOING TO BE REBUILDING A JAIL, A BIGGER JAIL, WHICH WILL HELP, BUT THERE'LL BE SOME TRANSITION GOING FROM ONE TO THE OTHER, THAT YOU SHOULD CONTINUE THIS PRACTICE, BECAUSE IF YOU DECIDED TO BUILD [INAUDIBLE] JAIL, IT WOULD TAKE 12 STAFF AT A MINIMUM, BECAUSE YOU HAVE TO HAVE TWO PEOPLE ON DUTY AROUND THE CLOCK AND THAT'S 10 OR 11 PEOPLE AND YOU NEED A SUPERVISOR ON TOP OF THAT.

THE COST OF THAT ALONE IS $1.1 MILLION DOLLARS A YEAR, BUILDING A 4,500 SQUARE FOOT JAIL FOR JUST TEN INMATES FOR SHORT PERIODS OF TIME.

YEAH, THERE IS ONLY 3 TO 5 PER DAY, BUT THEY COULD OVERLAP FROM THE PREVIOUS DAY, EVEN THOUGH THEY'RE MOSTLY SHORT TERM KINDS OF DETAINEES.

THAT WOULD COST ANOTHER $600,000 OR SOMETHING LIKE THAT TO BE ABLE TO DO THAT, PROBABLY MORE.

YOUR LIABILITY WOULD INCREASE FOR JAIL OPERATIONS, A LIABILITY THAT MANSFIELD HAS ALMOST ENTIRELY.

AND I JUST THINK IT WOULD BE AT CURRENT TO FOR 3 TO 5 ARRESTEES OR BOOKINGS A DAY IT'S JUST NOT WORTH THE INVESTMENT AND THE RISK.

WE GET INTO FACILITY ISSUES LATER BECAUSE WE ARE RECOMMENDING AT LEAST A VERY SHORT TERM PLACE TO HAVE ARRESTEES WHILE THE OFFICER IS WRITING A REPORT. AND THAT'S DIFFERENT THAN WHAT WE'RE TALKING ABOUT HERE.

SO RIGHT NOW, WHEN SOMEONE GETS ARRESTED, WHERE DO WE KEEP THEM? I MEAN, THEY HAVE TO IMMEDIATELY TAKE THEM TO MANSFIELD.

YEAH, OR SIT THEM IN A CHAIR.

SO IS THAT SOMETIMES A DETERRENT FROM WANTING TO DEAL WITH THAT PARTICULAR SITUATION? YEAH. DO WE SOMETIMES SAY THIS JUST ISN'T WORTH IT? WELL, YOU KNOW, IT HAS A LOT OF CONSEQUENCES IN TERMS OF EITHER YOU TAKE THEM RIGHT THERE OR YOU'RE GOING TO SIT THEM DOWN IN A CHAIR AND THERE'S NO SECURE SALLY PORT.

THERE'S NO SECURE AREA TO DO ANY OF THAT.

SO MAYBE IF YOU COULD DEAL WITH A PARTICULAR ARRESTEE IN A SHORT PERIOD OF TIME, MAYBE THAT WOULD REDUCE THE NUMBER OF TRANSPORTS OVER TIME.

IT'D BE HARD TO ESTIMATE THAT BECAUSE THEY'RE SO FEW TO BE ABLE TO DEAL WITH ANYWAY.

BUT IT WOULD HAVE SOME IMPACTS.

SO MOVING ON TO STAFFING PROJECTION.

SO WE WERE ASKED TO DO PROJECTIONS FOR A 20 YEAR PERIOD AND WORKING WITH CITY PLANNERS, AND WE DID THAT STARTING VERY EARLY ON IN THE STUDY.

WE LOOKED AT AT, WELL, CURRENT POPULATION DEMOGRAPHICS AND HOW PERMITS WERE BEING APPLIED FOR VARIOUS KINDS OF CONSTRUCTION THROUGHOUT THE CITY AND PROJECTED THAT INTO THE FUTURE.

AND SO WHILE YOU'VE GROWN A LOT HERE IN THE LAST 20 YEARS, SO THE NEXT 20 YEARS ARE GOING TO GROW BY ANOTHER 75%.

AND I'VE GOT THOSE NUMBERS HERE IN A LITTLE BIT.

I KNOW A LOT HAS BEEN SAID ABOUT THE DEVELOPMENT IN THE WESTERN PART OF THE CITY, AND THAT WILL BE SIGNIFICANT.

BUT OTHER PARTS OF THE CITY, INCLUDING THE CENTRAL PART, ARE GOING TO BE AT LEAST AS SIGNIFICANT IN THE FUTURE AS WELL.

SO HERE ARE THE POPULATION PROJECTIONS BY THE PLANNING AREAS THAT WE CALL WEST, CENTRAL AND EAST, AND THE CITY WILL GROW IN THE NEXT 20

[00:55:09]

WEST IS ACTUALLY GROWING BY ABOUT 60% AN CENTRAL AND EAST BY OVER 80, IN TERMS OF POPULATION.

AND SO WHAT WE DID ON PROJECTING WORKLOAD LIKE CALLS FOR SERVICE AND OTHER THINGS IS WE LOOKED AT HOW CALLS FOR SERVICE AND CRIME IS GENERATED NOW.

AND BROKE THAT DOWN BY AREA OF THE CITY AND DID A TYPOLOGY OF WHAT CHARACTERIZES THAT PART OF THE CITY.

IS IT RESIDENTIAL? IS IT A BUSINESS AREA OR SOMETHING LIKE THAT? THE REASON FOR THAT IS THAT CALLS FOR SERVICE HAPPEN AT DIFFERENT RATES.

A CITY THAT WAS ONLY HOUSES WOULD HAVE ONE LEVEL OF CALL FOR SERVICE GENERATION REALLY PRETTY LOW.

AND BY THE WAY, YOU'RE PRETTY LOW.

BUT FOR THE MORE YOU GET INTO BUSINESS TYPES OF THINGS SO THAT NON RESIDENTS ARE HELPING CAUSE PROBLEMS, TRANSIENTS AND THINGS LIKE THAT, OR THE MORE YOU'RE A DESTINATION COMMUNITY BECAUSE OF NIGHTLIFE OR OTHER KINDS OF ASSEMBLIES, YOU START GENERATING CALLS FOR SERVICE AT A DIFFERENT RATE THAN YOUR RESIDENTIAL POPULATION.

SO WE LOOKED AT IT AT THAT LEVEL OF DETAIL, AND SO WE MODELED THE FUTURE BASED ON THE PRESENT.

AND BY TALKING TO YOUR PLANNERS, I THINK WE HAD A PRETTY GOOD HANDLE ON THAT.

AND IT SHOWS PART ONE CRIME GOING UP ABOUT THE SAME RATE, THOUGH, COMPARED TO NOW ABOUT 75% OR SOMETHING LIKE THAT.

AND SAME WITH CALLS FOR SERVICE.

SO BY PROJECTING IT IN THESE PLANNING AREAS, WE'RE ABLE TO LOOK AT IMPACTS ON PATROL ON A DECENTRALIZED BASIS OVER TIME.

I HAD A QUESTION ON THIS? YEAH. WHY ARE WE USING PART ONE CRIMES? WELL, THERE AREN'T.

I MEAN, YOU'RE RIGHT. THAT IS ONLY SEVEN CRIMES.

THE STATE OF TEXAS REQUIRES NIBRS.

AND I'M JUST CURIOUS WHY WE'RE USING OLD NUMBERS INSTEAD OF WHAT THE STATES NOW REQUIRE.

BECAUSE WE WERE WE WERE USING PRE NIBRS INFORMATION TO HELP US DEVELOP A BASE.

SO IT'S HISTORICAL DATA WE'RE WANT TO MAKE SURE WE COMPARE APPLES TO APPLES? YEAH. MAKES SENSE. YEAH. NO, NIBRS IS CERTAINLY GOING TO BE BETTER.

THANK YOU. YEAH. SO I THINK I PRETTY MUCH EXPLAINED THAT, THAT IN TERMS OF PROJECTING THE STAFFING THOUGH ARISING FROM THE POPULATION SOME THINGS AND THE ACTIVITY THAT I DESCRIBED IN OUR PREVIOUS SLIDE, SOME ACTIVITIES LIKE PATROL, THERE'S A DIRECT RELATIONSHIP BETWEEN THE WORKLOAD AND THE NUMBER OF PEOPLE YOU NEED.

YOU PROJECT THE NUMBER OF CALLS FOR SERVICE.

DO WHAT WE DID EARLIER IN THIS STUDY ABOUT CURRENT STAFFING NEEDS AND YOU CAN PROJECT PATROL STAFFING.

OTHER FUNCTIONS ARE BASED ON THE NUMBER OF PEOPLE YOU HAVE DOING THOSE DIRECT THINGS LIKE PATROL INVESTIGATIONS.

SO LIKE RECORDS WOULD INCREASE NOT SO MUCH ON CALLS, BUT IN PROPORTION TO THE NUMBER OF PATROL PERSONNEL THAT YOU HAVE BECAUSE THERE'S A SELF-INITIATED ACTIVITY COMPONENT TO IT, ETC..

SPANS OF CONTROL ARE IMPORTANT FOR SUPERVISORS AND MANAGERS IN TERMS OF HOW WE LOOK AT THE FUTURE.

AND THERE ARE CERTAIN KINDS OF WHAT WE CALL NON SCALABLE FUNCTIONS LIKE CHIEF AND COMMAND STAFF.

SO SOME THINGS GET BETTER, BIGGER, NOT BECAUSE YOU'VE GROWN BY 70% IN THE PAST 70 YEARS, OR 20 YEARS, BUT HOW MUCH WORK PEOPLE CAN TAKE IN AN EXISTING PROGRAM LIKE TRAINING FOR EXAMPLE, YOU CAN INCREASE THE NUMBER OF OFFICERS BY 70% AND YOU WON'T NEED 70% MORE TRAINING STAFF BECAUSE THE TRAINING PROGRAM IS LARGELY THE SAME EXCEPT FOR ISSUES ASSOCIATED WITH GETTING CLASSES TOGETHER AND REIMBURSEMENTS AND THINGS LIKE THAT, THINGS THAT ADMINISTRATIVE STAFF CAN DO ANYWAY.

SO WE LOOKED AT EACH ONE OF THOSE FUNCTIONS DIFFERENTLY, AND YOU CAN SEE IN THE REPORT THAT WE BROKE IT DOWN BY FUNCTION, BY UNIT AND BY PERSON WITHIN THE ORGANIZATION.

AND IT ALL BOILS DOWN TO THIS.

SO WE'RE PROJECTING THAT OVER THE NEXT 20 YEARS THAT YOU'LL HAVE 54 NEW SWORN POSITIONS AND SIX NON SWORN POSITIONS.

THIS CHART ALSO SHOWS THE DIFFERENCE ON THE LEFT BETWEEN CURRENT AUTHORIZED POSITIONS AND WHAT OUR RECOMMENDED POSITIONS ARE.

SO WE'VE RECOMMENDED FIVE NEW POSITIONS NOW AND THAT INCREASES BY BASICALLY TEN POSITIONS OR SO EACH DECADE, EACH FIVE YEARS RATHER, THROUGH THE 20 YEARS.

AND THE SUPPORT STAFF, THE NON SWORN STAFF, MUCH LESS INCREASE.

IT'S MOSTLY IN RECORD STAFF.

SO FOR POLICE FACILITY ISSUES.

SO FIRST OF ALL, THE FACILITY CAN'T REALLY ACCOMMODATE GROWTH AT ALL.

I MEAN, IT'S A CONVERTED MEDICAL FACILITY, AS I UNDERSTAND, AND THAT'S ALWAYS KIND OF A PROBLEM TO DEAL WITH.

[01:00:04]

IT'S POORLY CONFIGURED AND IT'S JUST NOT A MODERN FACILITY FOR MODERN LAW ENFORCEMENT.

SOME FUNCTIONS HAVE A MAJOR LACK OF SPACE LIKE PROPERTY, AND EVIDENCE IS LITERALLY BURSTING AT THE SEAMS. AND YOU, BECAUSE OF RECORDS EVIDENCE RETENTION WAS YOU CAN'T JUST GET RID OF IT ALL.

YOU CAN'T EVEN JUST SAY EVERYTHING OVER TEN YEARS TO GET RID OF IT.

THERE ARE RETENTION REQUIREMENTS FOR EACH TYPE OF EVIDENCE THAT YOU HAVE AND YOU COULDN'T GET RID OF IT FAST ENOUGH ANYWAY.

SO THAT'S A MAJOR PROBLEM.

THERE'S LITTLE ROOM TO PROCESS EVIDENCE, FORENSIC TYPE OF EVIDENCE.

THERE'S NO RESTROOMS FOR PEOPLE YOU'RE DETAINING FOR SHORT PERIODS OF TIME.

THERE'S NO QUIET ROOM FOR DISPATCHERS, WHICH IS AN IMPORTANT PART OF WHAT THEY NEED BECAUSE OF THE STRESS THAT THEY HAVE TO GET THEM OFFLINE FOR 10 OR 15 MINUTES TO GET AWAY FROM THE NOISE OF RADIO AND TELEPHONE TRAFFIC.

SOME FUNCTIONS LACK SPACE ENTIRELY, LIKE THERE IS NO SECURE SALLY PORT, WHICH IS A RISK ISSUE FOR THE OFFICERS AND TRANSPORTING PEOPLE FROM A CAR TO A FACILITY. NO TEMPORARY HOLDING FACILITY, AS WE TALKED ABOUT BEFORE.

AND AGAIN, WE'RE NOT TALKING ABOUT SOMETHING LIKE MANSFIELD, WE'RE TALKING ABOUT SOMETHING WHERE YOU CAN INTERVIEW SOMEBODY FOR HALF AN HOUR OR AN HOUR BEFORE YOU TAKE THEM TO MANSFIELD OR RELEASE THEM.

NO SPACE FOR FITNESS.

AND WHEN WE TALK ABOUT QUALITY OF LIFE TYPES OF THINGS, FOR TO ATTRACT AND RETAIN EMPLOYEES, ALMOST ALL MAJOR FACILITIES TODAY ARE INCLUDING PHYSICAL FITNESS ROOMS. SO WHEN WE NEED TO INTERVIEW OR ASK QUESTIONS FOR FROM SOMEONE THAT'S AT MANSFIELD, DO WE GO PICK THEM UP, BRING THEM BACK? HOW DOES THIS WORK OR ARE WE DOING SOME OF THAT STUFF IN MANSFIELD? WHERE ARE WE DOING THESE THINGS WHEN WE DON'T HAVE WE DON'T HAVE HOLDING CELLS.

IT'S A COMBINATION.

IT CAN BE WHERE WE HAVE TO GO TO MANSFIELD.

IF IT'S ONE OF OUR VIOLENT CRIMES, TYPICALLY WE'LL INTERVIEW THEM AT BPD.

THAT'S PART OF WHAT THIS IS ON THE TEMPORARY HOLDING FACILITY, BECAUSE WE ARE INTERVIEWING THEM IN THE SAME SPACES AS WHERE ALL OF OUR EMPLOYEES, MANY OF THEM CIVILIANS. RIGHT.

UTILIZING THE STAFF, BATHROOMS AND THINGS.

AND WE HAVE NO PLACE THAT WE CAN LOCK THEM DOWN.

SO WE CALL OFFICERS OFF THE STREET TO COME IN THERE AND WATCH THEM, WHICH IS A PROBLEM.

OKAY. THE OTHER THING ON THE HOLDING FACILITY IS WHEN WE ARREST DWIS AND WE ARREST QUITE A FEW DWIS THERE'S A SIGNIFICANT AMOUNT OF PAPERWORK WE'VE GOT TO FILL OUT TO GO GET THE BLOOD DRAWS. SO AS I HAVE DONE TOO IS STAND OUT THERE BY BACK OF A VEHICLE AND GUARD A PRISONER WHILE THEY'RE IN TRYING TO GET ALL THEIR PAPERWORK ORGANIZED, TO GET THE WARRANTS TO GET THE BLOOD DRAWS. SO WE JUST DON'T HAVE A SECURE PLACE TO PUT SOMEBODY.

AND, YOU KNOW, THAT'S A PROBLEM.

ABSOLUTELY.

SO WE'RE USING THE CARS I ALMOST ASKED THIS EARLIER IN SOME CASES WE'RE USING THE CARS AS OUR HOLDING CELL? YEAH. AND WE TRY NOT TO INTERVIEW AT THE JAILS.

WE TRY TO INTERVIEW BEFORE.

SURE. IT'S INEVITABLE THAT THAT WILL OCCUR HERE AND THERE.

BUT IT'S A PROBLEM WITHIN OUR FACILITY TO HAVE UNSECURED PEOPLE, EVEN THOUGH WE HAVE AN OFFICER THERE.

RIGHT. THANKS.

I THINK IT'S ALSO IMPORTANT TO RECOGNIZE THAT MOST OF THE PEOPLE ARE BEING HELD AT THE MANSFIELD JAIL AREN'T THERE FOR VERY LONG ANYWAY.

IF IT'S A MORE SERIOUS OFFENSE, THEY'RE GOING TO BE TAKEN RELATIVELY QUICKLY TO A COUNTY FACILITY.

SO FACILITY NEEDS.

SO WE REVIEW. SORRY, CAN YOU GO BACK ONE SLIDE REAL QUICK.

OF COURSE.

THE SPACE FOR FITNESS.

YES. I'M CONFUSED BY THAT BECAUSE THE POLICE AND CORRECT ME IF I'M WRONG, THEY DON'T HAVE ACCESS TO THE BRICK? THEY HAVE ACCESS TO THE BRICK YES, BUT WE DON'T HAVE AN IN HOUSE.

RIGHT. WORK OUT FACILITY.

FOR WHEN THEY'RE ON DUTY OR OFF DUTY? EITHER. SOME DEPARTMENTS INCREASINGLY ARE PROVIDING SHIFT TIME FOR PERSONAL FITNESS, AND MANY AGENCIES ARE DOING THAT.

BUT USUALLY IT'S OFF DUTY.

BUT IT'S THEY'LL HAVE WEIGHTS, THEY'LL HAVE RUNNING MACHINES, THEY'LL HAVE OTHER CARDIO AND STRENGTH TRAINING.

SO WHAT IS THEIR ACCESS TO THE BRICK? HOW DOES THAT WORK? I THINK THEY HAVE ACCESS FOR FREE.

YEAH, THEY HAVE. THEY HAVE, LIKE ANY OTHER EMPLOYEE, OFFICERS HAVE ACCESS TO THE BRICK.

THIS WOULD BE AN IN-HOUSE FACILITY SIMILAR TO ALL OF OUR FIRE STATIONS HAVE WORKOUT FACILITIES IN EACH OF THOSE LOCATIONS.

THIS WOULD BE A PLACE WHERE YOU WOULD ENCOURAGE FITNESS.

IT'D BE MORE CONVENIENT FOR THE OFFICERS BEFORE THEIR SHIFT OR AFTER THEIR SHIFT, OR PERHAPS DURING SOME TIME.

WE WANT TO PROVIDE THEM DURING WORKING HOURS TO REMAIN FIT AND THAT KEEPS THEM SAFE.

AND THAT'S SOMETHING THAT'S INCREASINGLY COMMON IN THESE TYPES OF FACILITIES.

THAT'S, I THINK, WHAT YOU'RE SAYING.

IF YOU DON'T MIND, I'D LIKE TO WEIGH IN JUST TO SAY ON THAT.

BRICK IS A GREAT IDEA AND IT WOULD BE FOR A LOT OF OUR CITY STAFF, IT DOESN'T NECESSARILY WORK FOR AN OFF DUTY POLICE OFFICER.

[01:05:02]

AN ON DUTY POLICE OFFICER HAS A LOT OF GEAR ON THEM, INCLUDING A DEADLY WEAPON.

SO IT MAY NOT BE ADVISABLE TO GO PUT THAT IN A GYM LOCKER WHILE THEY WORK OUT AT THE BRICK OR LOCK IT IN THEIR CAR.

CERTAINLY SOMETHING I DON'T I HOPE OUR POLICIES WOULD NOT ALLOW IT.

SO THAT'S WHY THE BRICK MAY NOT NECESSARILY WORK.

AND I THINK IT'S I THINK IT'S IMPORTANT TO HAVE THAT SECURE LOCATION WHERE THE OFFICER CAN REMOVE THEIR BODY ARMOR, THEIR WEAPONS, AND SECURE THEM THERE AT THE POLICE FACILITY.

SO I LIKE THE IDEA OF A BRICK.

IT'S A GOOD IDEA WHEN YOU'RE THINKING ABOUT THINGS, BUT I DON'T KNOW THAT IT WOULD WORK FOR LAW ENFORCEMENT PURPOSES.

THERE ARE SOME COMPLICATIONS WITH THAT AND THAT, YOU KNOW, THE BRICK IS FULL OF THE PUBLIC AND WE DEAL WITH A LOT OF THE PUBLIC IN A NEGATIVE WAY.

SO YOU'RE NOW INSIDE THEY'RE MIXED WITH PEOPLE THAT YOU MAY HAVE HAD ON A TRAFFIC STOP AND STUFF.

I MEAN, THERE'S A LOT OF COMPLICATIONS TO THAT.

COUNCILMEMBER STANFORD MAKES SOME GREAT POINTS ON THE EQUIPMENT AND THE GEAR.

IT WOULD BE BETTER TO ENCOURAGE, AS BRYAN SAID, WE'RE TRYING TO ENCOURAGE TRAINING, TRY AND ENCOURAGE FITNESS.

AND THE MORE CONVENIENT, AS WE ALL KNOW, THE MORE CONVENIENT IT IS, THE MORE WILL UTILIZE THAT OPTION.

WHILE I UNDERSTAND THAT PIECE, I DO WANT TO CIRCLE BACK.

SHE ASKED IF IT'S FREE.

IS IT FREE TO OUR POLICE DEPARTMENT AND FIRE? IS IT OR IS IT? I FORGOT. THERE IS A MINIMAL CHARGE FOR IF YOU WANT TO ADD YOUR FAMILY ON TO THE PLAN.

I UNDERSTOOD THAT PART. I HAVE FORGOTTEN WHAT THE RATES ARE, BUT THERE ARE SOME MINIMAL CHARGES.

IT'S VERY AFFORDABLE.

IT'S LIKE WHAT WE PAY, RIGHT? IT'S LIKE I THINK I PAY $12 A MONTH FOR 4 PEOPLE.

IT'S VERY LOW.

YEAH. BUT IN THE INTERIM, THAT MIGHT BE SOMETHING THAT WE LOOK AT BECAUSE WE'RE TRYING TO ENCOURAGE IT WHILE THEY DON'T HAVE IT CURRENTLY.

YEAH, I WOULD I UNDERSTAND WHERE YOU'RE COMING FROM, BUT I WOULD BEG TO DIFFER.

THERE'S A DIFFERENCE BETWEEN FIRE DEPARTMENT AND POLICE DEPARTMENT BECAUSE FIREFIGHTERS HAVE DOWNTIME DURING THE DAY TO WORK OUT.

WE'RE TALKING ABOUT US HIRING MORE PEOPLE TO BE MORE PROACTIVE SO THEY DON'T ACTUALLY HAVE THE TIME TO WORK OUT DURING THE DAY.

NOW, I UNDERSTAND WHAT YOU'RE SAYING ABOUT BEING AROUND THE PUBLIC, BUT I COULDN'T PICK A POLICE OFFICER OUT OF A LINEUP AT THE BRICK IF I WERE THERE.

NOW I CAN BECAUSE I'VE MET A LOT OF THEM.

BUT I WOULD IT JUST I'M LOOKING AT WE'VE GOT A STATE OF THE ART WORKOUT FACILITY THAT CAN BE USED BEFORE AND AFTER WORK TIME. I DON'T KNOW IF I SEE THE TIME FOR POLICE OFFICERS TO BE WORKING OUT DURING A SHIFT.

NO, THEY WOULDN'T. RIGHT.

YEAH. YOU KNOW, I THINK, AGAIN, THE WHOLE CONCEPT OF WHAT WE'RE TRYING TO ACCOMPLISH WITH TRAINING IS TO ENCOURAGE OUR OFFICERS TO GET IN AND TRAIN.

FITNESS IS AN IMPORTANT PART OF THAT.

THERE'S THERE WOULD BE A FITNESS AREA IN THIS FACILITY.

THERE WAS NOT ROOM TO PUT A FITNESS AREA IN THIS FACILITY.

SOME OFFICERS MAY BE COMFORTABLE WITH GOING TO A BRICK OR TO OTHER GYMS, AND THAT'S THEIR PREROGATIVE.

BUT I KNOW THERE ARE OFFICERS THAT ARE NOT AS COMFORTABLE.

NO DISRESPECT TO THE BRICK AT ALL AND THE SECURITY THERE.

IT'S JUST SOME FEEDBACK WE'VE HEARD.

OKAY. I COULD KIND OF SEE YOUR POINT.

IT OCCURRED TO ME THAT IT MIGHT GET USED BY THE POLICE OFFICERS, EITHER IMMEDIATELY BEFORE WHERE THEY COULD WORK OUT A LITTLE BIT, SHOWER, DRESS, UNIFORM UP AND GO OUT.

AND THEN PERHAPS AT THE END OF THE SHIFT, WHEN THEY KIND OF NEED TO DECOMPRESS A LITTLE BIT AND WIND DOWN.

SO I CAN SEE THE BENEFIT.

I THINK IT'S A DIFFERENT MODEL THAN THE REASON WHY YOU HAVE IT IN A FIRE HALL.

BUT IT MAKES SENSE TO ME.

BUT THE FITNESS IS IMPORTANT FOR BOTH OF THEM, SO THEY'RE JUST GOING TO BE USING IT DIFFERENTLY.

SO TO SOLVE THOSE ISSUES, FIRST OF ALL, THE BRW STUDY WAS A VERY GOOD STUDY.

I MEAN, WE DID FIND SOME ADDITIONAL NEEDS FOR SPACE THAT AMOUNT TO LESS THAN 5000 SQUARE FEET IN A 67,000 SQUARE FOOT FACILITY, NOW 67,000 SQUARE FOOT FACILITY.

BUT THEY DID A GOOD JOB OF COMING UP WITH A SPACE PLAN FOR A MODERN PUBLIC SAFETY FACILITY TO SERVE YOU.

THERE WERE SOME AREAS IDENTIFIED HERE WHERE SOME ADDITIONAL SPACE IS REQUIRED BECAUSE OF SOME OF THE FUNCTIONALITY THAT WE'VE TALKED ABOUT HERE, THE PROPERTY AND EVIDENCE OF 900 SQUARE FEET, A LITTLE LESS THAN THAT FOR ADMINISTRATIVE SPACE, BECAUSE SOME ADDITIONAL POSITIONS ARE ARGUED FOR THE ADDITIONAL VEHICLES AND EQUIPMENT RESULTS IN MORE PARKING SPACE NEEDS AND THE TEMPORARY HOLDING SPACE FOR INTERVIEWING ARRESTEES.

SO I THINK THIS LARGELY COMPLEMENTS THE BRW STUDY RATHER THAN FINDING ANY MAJOR ISSUE ASSOCIATED WITH IT.

SO ADDITIONAL FACILITIES AND EQUIPMENT ISSUES.

[01:10:03]

AND WHILE WE SUPPORT THE IDEA, I THINK YOU'VE GOT SOME PLANS GOING FORWARD OF HAVING A SHARED SPACE IN A FUTURE FIRE STATION FOR PURPOSES OF MEETING WITH THE PUBLIC AND DOING OTHER WRITING A REPORT OR SOMETHING, THAT HAVING A SEPARATE STAFFED SUBSTATION IS JUST NOT FEASIBLE BECAUSE OF BOTH THE CONSTRUCTION COST AND THE OPERATING COSTS OF STAFFING IT FOR WHAT IS GOING TO BE WORTH TWO OR THREE OFFICERS ARE GOING TO BE DEPLOYED EVEN AT THE END OF 20 YEARS.

SO MANY DEPARTMENTS USE POSTAGE STAMPS, SO STOREFRONT TYPES OF SUBSTATIONS FOR THOSE KINDS OF PURPOSES.

AND WE SUGGEST THAT YOU DO THAT AS WELL.

SO WE AREN'T SUPPORTING THAT.

SO SO THERE ARE SOME VEHICLE ISSUES THAT WE LOOKED AT AS WELL.

I THINK YOU'RE TALKING LATER THIS MORNING ABOUT THE MOBILE COMMAND CENTER AND THE MOBILE MEDIC VEHICLE. WE SUPPORT THOSE OPERATIONALLY.

THEY'RE IMPORTANT FOR THE WORST KIND OF SITUATION IMAGINABLE.

BUT THEY HELP PROTECT YOUR PEOPLE, THEIR COMMUNITY, AND ARE UNFORTUNATE BUT ARE INCREASINGLY NECESSARY IN THIS ENVIRONMENT FOR THOSE KINDS OF SITUATIONS.

AND IT ISN'T JUST THE WORST KIND OF SITUATIONS.

IT'S FOR THINGS LIKE WARRANTS AND THINGS LIKE THAT WHICH HAPPEN EVERY WEEK.

WE LOOKED AT THE TAKE HOME CAR PROGRAM, AND AGAIN, WHILE THERE'S CERTAINLY A COST HERE, AS SHOWN THERE, $2.7 MILLION DOLLARS TO GET STARTED BY BUYING SOMETHING LIKE 40 ADDITIONAL CARS AND REPLACING SOME OLD ONES, BUT ANOTHER 500,000 A YEAR IN VEHICLES COMPARED TO WHAT YOU'RE SPENDING RIGHT NOW.

IT'S MORE AND MORE AGENCIES ARE GOING TO A TAKE HOME CAR PROGRAM AS A WAY TO ATTRACT AND RETAIN STAFF.

I MEAN, YOU THINK ABOUT THE BENEFIT OF HAVING A CAR, DEPENDING ON HOW YOU GOVERN THAT, WHETHER IT'S IN CITY OR OUT OF CITY OR IN A PERIPHERY OR SOMETHING LIKE THAT, THE CARS GET A GREATER LIFE. THEY LAST LONGER BECAUSE THEY'RE NOT BEING DRIVEN 24 HOURS A DAY.

BUT THERE IS A COST, MOSTLY AN UPFRONT COST THAT YOU WILL INCUR BECAUSE OF THAT.

SO WE SUPPORT IT, BUT IT'S A BIG COST.

SO WE'RE JUST LAYING THAT OUT FOR YOU.

AND THERE'S ANALYSIS WITHIN.

AND I WANT TO SPEAK ON THE TAKE HOME CAR REAL QUICK.

I HAVE SUPPORTED IT AS WELL.

AND I KNOW THE UPFRONT COST IS MORE OBVIOUSLY, BUT AND YOU MENTIONED THE VEHICLES LAST LONGER THAT ARE DRIVEN LESS I THINK THEY ALSO LAST LONGER BECAUSE THEY ARE TAKE HOME CARS BECAUSE THE OFFICER WILL TAKE CARE OF THEIR VEHICLE.

THERE'S YOU KNOW, ANYBODY THAT'S BEEN IN LAW ENFORCEMENT LONG ENOUGH HATES GOING AFTER GETTING IN THE CAR AND YOU FIND OLD CHICKEN BONES THROWN UNDER THE SEAT BECAUSE NOBODY DRIVES THE THING. AND CHIEF, I SEE THE LAUGHTER BECAUSE YOU'VE BEEN THERE WITH ME, HAVEN'T YOU? AND BUT IF IT'S A TAKE HOME CAR, IF IT'S YOUR CAR, YOU ARE GOING TO KEEP THAT THING CLEAN? YOU'RE GOING TO MAKE SURE IT'S WELL MAINTAINED.

YOU'RE NOT GOING TO DRIVE IT PAST ITS MAINTENANCE SCHEDULES.

YOU'RE GOING TO TAKE CARE OF THAT.

SO I THINK THE DOWN THE ROAD COSTS ARE NOT AS GREAT AS WHAT WE THINK THEY ARE.

ONCE WE FIGURE OUT THAT THE CAR IS ACTUALLY MAINTAINED BETTER, IN MY OPINION, I HAVE A PRETTY SIZABLE FLEET OF VEHICLES FOR THE SIZE COMPANY I AM BECAUSE WE'RE VERY MOBILE AND I HAVE SOME VEHICLES THAT ARE TAKE HOME AND I HAVE SOME THAT ARE NOT.

IT CONTINUALLY BECOMES A QUESTION AS TO JUST HOW MUCH BENEFIT A TAKE HOME VEHICLE IS.

AND I THINK IT I MEAN, TO THE EMPLOYEE, MY VEHICLES THAT ARE TAKE HOME VEHICLES ARE TYPICALLY JUST STANDARD PICKUP TRUCKS AND THEY'RE GENERALLY EXPECTED TO USE THEM AS IF THEY WERE THEIR OWN, MEANING THAT THEY MAY BE GOING TO LOWE'S ON SATURDAY TO PICK UP A REFRIGERATOR IN IT.

BUT YOU CAN'T DO THAT KIND OF STUFF IN A COP CAR.

SO HOW DOES THAT WORK? IT WOULD APPEAR TO ME OKAY, YEAH, IT'D BE NICE TO HAVE A RIDE TO AND FROM WORK THAT YOU DIDN'T HAVE TO PROVIDE YOURSELF, BUT IT REALLY DOESN'T REPLACE A CAR THAT YOU'LL NEED FOR YOUR OFF DUTY HOURS UNLESS IT IS EXPECTED THAT YOU'RE GOING TO GO TO LOWE'S AND PICK UP A REFRIGERATOR IN YOUR COP CAR, WHICH I DON'T THINK YOU WILL.

SO I'M A LITTLE KIND OF ON THE FENCE ABOUT THIS.

I'M HEARING WHAT YOU SAY, AND I UNDERSTAND THE LONGEVITY OF THE VEHICLES WILL BE INCREASED BECAUSE THEY WON'T BE DRIVEN AS MUCH.

AND YES, I TEND TO FIND THAT INDIVIDUALLY ASSIGNED VEHICLES GET BETTER CARE THAN OBVIOUSLY POOLED VEHICLES DO.

SO THAT I GET THAT.

BUT I'M WONDERING ANOTHER QUESTION.

I GUESS IF THE OFFICER IS IN THE VEHICLE ON HIS WAY TO AND FROM THE STATION, IS HE ACTUALLY ON THE CLOCK AT THAT TIME?

[01:15:10]

YES TO ALL OF THOSE.

IF MY GUYS GO OUT AND REAR IN SOMEBODY ON A SATURDAY IN A COMPANY VEHICLE, I'M INVOLVED.

IF THEY DID IT IN THEIR OWN CAR, I'M NOT.

SO I DON'T KNOW A LOT OF QUESTIONS THERE.

NO THERE ARE A LOT OF QUESTIONS.

SO LET ME LET ME WEIGH IN A LITTLE. WHEN I SAY TAKE HOME CARS, I DON'T MEAN FOR THE WHOLE DEPARTMENT.

LET ME JUST EXPLAIN ONE AREA WHERE I THINK IT CAN BE HUGELY ADVANTAGEOUS.

YOU KNOW, IF WE GET A CALL OUT OR SOMETHING IN A POLICE DEPARTMENT, OFTENTIMES WHAT THAT LOOKS LIKE IS, IS THE OFFICERS GETTING A PERSONAL VEHICLE.

THEY RESPOND TO THE STATION.

YOU CORRECT ME IF I'M WRONG ON ANY OF THIS, CHIEF, BECAUSE IT'S YOUR DEPARTMENT.

BUT OFTENTIMES THEY'LL RESPOND TO THE STATION.

THEY'LL HAVE TO GEAR UP, THEN THEY'LL HAVE TO RESPOND TO THE LOCATION.

SO TIME IS PRECIOUS.

IF THEY HAVE A TAKE HOME CAR AT THE HOUSE AND THEY GET A SWAT CALL OUT OR SOMETHING LIKE THAT AND THEY HAVE THAT TAKE HOME VEHICLE, IT'LL BE EQUIPPED.

THEY CAN RESPOND STRAIGHT FROM THE HOUSE TO THE LOCATION.

THE COMMAND SCENE CAN BE SET UP ON THE SCENE AND WE SHAVE THOSE VALUABLE MINUTES.

AND IF I'M SAYING SOMETHING WRONG, CHIEF, PLEASE STEP IN.

YOU KNOW, SO I SEE THAT AS A HUGE ADVANTAGE TO BEING ABLE TO RESPOND TO THE SCENES QUICKER.

I'M NOT SAYING THE WHOLE DEPARTMENT GETS A TAKE HOME CAR THE PATROL OFFICERS AND STUFF LIKE THAT.

THEY MAY HAVE TO COME IN.

BUT I DO THINK TAKE HOME VEHICLES ARE VALUABLE FOR CERTAIN OFFICERS DEPENDING UPON THEIR ROLE WITHIN THE DEPARTMENT.

YEAH, I CAN SEE THAT.

I DON'T KNOW IF A FULLY EQUIPPED PATROL CAR IS SOMETHING THAT WOULD BE OF ANY BENEFIT TO AN OFFICER WHEN HE'S NOT ON DUTY.

I CAN SEE YOUR POINT THAT IF HE WAS CALLED IN FROM AN OFF DUTY SITUATION TO IMMEDIATELY RESPOND TO AN INCIDENT WHICH I'M SURE HAPPENS FROM TIME TO TIME.

SO THAT TO.

BUT. SORRY.

YOU KNOW, HE'S STILL NOT IMMEDIATELY READY TO JUMP IN THE CAR AND GO UNLESS HE'S WEARING HIS BULLETPROOF JACKET WHILE HE'S COOKING HAMBURGERS IN THE BACKYARD.

I MEAN, I DON'T KNOW, BUT THERE'S A LOT OF STUFF HERE TO TALK ABOUT.

THERE IS. THAT 2.7 MILLION, HOW MANY VEHICLES IS THAT? 43, I THINK. SOMETHING LIKE THAT.

OH, PLUS REPLACING OTHER ONES AND STARTING THE FUNDING PROCESS TO REPLACE ONES THAT HAD TO BE REPLACED 1 TO 3 YEARS AHEAD OF TIME.

YES. I'VE TALKED TO A COUPLE OF OFFICERS WHO DON'T EVEN WEAR THEIR UNIFORM HOME.

THEY DON'T WANT ANYBODY TO KNOW THEY'RE OFFICERS.

THAT'S WHERE I WAS GOING TO GO WITH THIS. SO THEY DON'T WANT.

AND SO SAYING SOME PEOPLE MAYBE BUT TO I GUESS I DON'T FOR ME I'VE HEARD A COUPLE OF TIMES THIS WOULD BE GREAT FOR RECRUITING AND I DON'T REALLY SEE THAT BENEFIT.

SO IF I LIVE.

A LOT OF THEM LIVE HERE IN BURLESON, BUT IF I LIVE IN FORT WORTH AND I HAVE TO DRIVE MY CAR TO FORT WORTH TO GET TO WORK, I MEAN, MOST OF US DO THAT.

RIGHT. AND A LOT OF PEOPLE DON'T WANT LIKE I SAID, I'VE HAD OFFICERS TELL ME I DON'T EVEN I TAKE EVERY SINGLE THING OFF BEFORE I WALK OUT OF THIS STATION AND GO HOME.

ONE OF THE ITEMS THAT WE'RE LOOKING AT AS PART OF THAT, THE FACILITY PART, WAS A COVERED PROTECTED PARKING AREA BECAUSE THEY DON'T THE OFFICERS FEEL UNCOMFORTABLE GETTING IN AND OUT OF THEIR VEHICLES.

SO CITIZENS OR ANYONE DRIVING PAST CAN SEE WHAT THEY PERSONALLY DRIVE, WHAT THEY LOOK LIKE AND WHERE THEY'RE HEADING, WHAT THEIR SCHEDULE LOOKS LIKE.

SO I HAVE SECURITY RESERVATION OF LIKE YOU'RE ADVERTISING AND IN YOUR HOME.

LIKE I'M WELL AWARE THAT THERE'S A FORT WORTH POLICE OFFICER THAT LIVES IN MY NEIGHBORHOOD, BUT HE LIKE, I JUST KIND OF I AGREE WITH THAT.

I DON'T KNOW HOW IT SEEMS LIKE A RECRUITMENT TOOL FOR CERTAIN LEVELS WHEN IT'S A BIG ADVERTISEMENT.

AND THIS IS WHERE I WORK.

YOU KNOW, MY SCHEDULE, YOU SEE, WHEN I'M HOME AND WHEN I'M NOT AND WHEN I'M HEADING IN TO A CALL.

AND I ALSO JUST PIGGYBACK ON WHAT DAN SAID.

IT'S NOT THE CAR YOU'RE GOING TO DRIVE TO HOME DEPOT IN.

RIGHT. IT'S YOU'RE SPECIFICALLY GETTING IN IT TO HEAD INTO YOUR SHIFT.

AND SO I, TOO, HAVE HEARD RESERVATIONS OF LIKE, I DON'T WEAR THE BURLESON GEAR OUT ONCE I'M OFF SHIFT, I'M NOT GOING TO GO INTO THE GROCERY STORE AND WALK AROUND WITH THAT BECAUSE, AS THE CHIEF MENTIONED, WORKING OUT LIKE IF SOMEONE SEES YOU, YOU'RE JUST YOU'RE IN WITH THE COMMUNITY ALL THE TIME AND SOMEONE MIGHT WANT TO BEND YOUR EAR ABOUT SOMETHING OR ASK YOU ABOUT THAT SPEEDING TICKET, OR IT'S JUST LIKE, YOU'RE NEVER OFF THEN.

YEAH. ALL OF THESE ARE VALID CONCERNS, AND THE RESEARCH HAS SHOWN THAT MOST OF THE BENEFIT GOES TO FAMILIES. AND EVERYBODY'S NOT IN A FAMILY WITH MULTIPLE CARS.

BUT IF IT TAKES AWAY YOUR NEED TO HAVE TO BUY A COMMUTING CAR, THAT FOR A LOT OF PEOPLE, A HUGE BENEFIT.

AND SO ALL WE'RE SAYING IS THAT MORE DEPARTMENTS ARE GOING TO IT, INCLUDING IN THE METROPLEX, AND THAT'S SOMETHING TO CONSIDER.

[01:20:05]

NOT EVERYBODY, YOU KNOW, OBVIOUSLY THEY DIDN'T DESERVE IT.

YEAH, BUT THE TAKE HOME WAS APPRECIATED BY THE EMPLOYEES.

I CAN'T SPEAK FOR THE OFFICERS.

CAN YOU SPEAK A LITTLE BIT ABOUT THE IMPACT IT HAS ON THE NEIGHBORHOOD WHEN WE HAVE.

I'VE HEARD SEVERAL TIMES THAT WE DON'T HAVE A POLICE PRESENCE.

SO WHEN THESE VEHICLES ARE IN THEIR DRIVEWAYS, WHAT'S IT LIKE IN THE NEIGHBORHOOD? TO ME, IT WOULD BE POSITIVE.

IT IS. I MEAN, IT'S HARD TO PROVE THAT, BUT BECAUSE THE CAR ISN'T ALWAYS THERE AND WHAT'S THE RELATIONSHIP? BUT IT CERTAINLY HAS AN IMPACT IF THERE IS A MARKED OFF VEHICLE IN A NEIGHBORHOOD THAT PEOPLE KNOW THAT THERE'S OFFICERS AROUND.

BUT AS YOU POINTED OUT, THERE IS A DOWNSIDE TO THAT AS WELL.

WELL, WE'VE GOT TWO FORT WORTH POLICE CRUISERS IN OUR NEIGHBORHOOD.

MM HMM. AND I LIKE IT PERSONALLY.

SO I DON'T HAVE ALL THE ANSWERS ON THIS EITHER.

BEFORE YOU GO.

YEAH. THERE'LL BE A POINT IN TIME HERE WHEN THE MONEY WILL BECOME AN ISSUE, CHIEF, BECAUSE YOU SAY, YOU MIGHT SAY, HEY, WE NEED THIS MORE THAN WE DO THAT.

SO WE WILL DEFINITELY HAVE TO TAKE THESE THINGS INTO CONSIDERATION.

I'M FOR ME, I'D NEVER THOUGHT ABOUT THAT, BUT IF I WERE A POLICE OFFICER AND I COULD GIVE YOU SOMETHING THAT WOULD HELP PROTECT YOURSELF OVER A TAKE HOME CAR, I THINK I WOULD TAKE THE PROTECTION.

BUT THAT'S JUST ME SAYING.

BUT I DO KNOW AT SOME POINT IN TIME THERE WON'T BE ENOUGH MONEY.

THERE NEVER IS.

SO WE'LL HAVE TO MAKE THESE DECISIONS.

YEAH, AND MANY DEPARTMENTS AROUND THE COUNTRY ARE FACED WITH THESE DECISIONS AND ARE BEING IMPACTED BY THIS MORE THAN YOU HAVE.

YOU HAVE VACANT POSITIONS, BUT WE'RE WORKING WITH DEPARTMENTS YOUR SIZE THAT HAVE 30 VACANT POSITIONS, AND THAT'S NOT UNCOMMON AROUND THE COUNTRY.

SO THINGS LIKE $30,000 SIGNING BONUSES AND CARS AND THINGS LIKE THAT ARE THINGS THAT CITIES ARE DOING IN ORDER TO ATTRACT THEM.

SO YOU'RE DOING SOMETHING RIGHT HERE.

YOU'VE GOT SOMETHING THAT PEOPLE WANT TO COME HERE AND STAY HERE FOR.

SO KEEP IT UP.

I'M GOING TO SPEAK JUST A BIT ON THE RETENTION AND I DON'T HAVE THE ANSWERS.

AND YOU'RE RIGHT, COUNCILMAN JOHNSON, IT DOES COME DOWN TO MONEY A LOT OF TIMES.

AND YOU GOT TO FIGURE THIS OUT.

BUT ONE THING I KNOW, UNLESS LESS TIMES HAVE CHANGED, I KNOW IT COST A LOT MORE MONEY TO HIRE AN OFFICER THAN IT DOES TO RETAIN AN OFFICER.

AND, YOU KNOW, YOU GOT TO LOOK AT THE TRAINING AND THE ACADEMY COSTS AND EVERYTHING ELSE.

THE UPFRONT COST IS VERY, VERY EXPENSIVE.

WE HAVE TO FIGURE OUT WHAT WE'RE GOING TO DO BECAUSE WE'RE NOT OUT IN WEST TEXAS, WHERE OUR NEAREST COMPETITION IS 100 MILES AWAY.

OUR NEAREST COMPETITION IS ON OUR DOORSTEP.

AND YOU KNOW, WHEN I WAS IN FORT WORTH FOR A LONG TIME, BENBROOK WOULD COME IN AND TAKE OUR OFFICERS BECAUSE THEY WOULD OFFER A LITTLE BETTER INCENTIVE.

WE'RE IN THAT BOAT.

WE'VE GOT THE WHOLE METROPLEX WE'RE COMPETING AGAINST.

AND, YOU KNOW, WE SEE THIS, YOU KNOW, WHEN ALEX COMES BEFORE US TRYING TO BRING IN SOME ECONOMIC THINGS, HE'S IN COMPETITION.

OUR CHIEF'S IN COMPETITION.

ALL OF OUR CHIEFS, FIRE, POLICE, EVERYBODY IS IN COMPETITION WITH THE METROPLEX.

I DON'T HAVE THESE ANSWERS.

I'M NOT SITTING UP HERE PRETENDING I DO.

BUT WE HAVE TO FIGURE OUT WHAT WE'RE GOING TO DO.

AND, YOU KNOW, IF. IF IT MEANS WE, I GIVE A $30,000 INCENTIVE TO GET SOMEBODY IN HERE OR WE GIVE THEM A $30,000 CAR, THEN THAT'S A DECISION THAT WE'LL HAVE TO ONE DAY APPROACH. AND I DON'T HAVE THOSE ANSWERS YET.

I DON'T KNOW WHAT IT LOOKS LIKE.

AND, YOU KNOW, THAT'S A BATTLE THE CHIEF HAS TO GO THROUGH, I'M SURE, ON A REGULAR BASIS.

HOW DO WE ONE HIRE THEM AND HOW DO WE KEEP THEM EVEN AFTER WE HIRE THEM AND WE GET THEM HALFWAY THROUGH THE ACADEMY, WHO'S GOING TO JUMP IN THERE AND TAKE THEM OFF OUR HANDS AND OFFER THEM A LITTLE MORE MONEY? THOSE ARE SOME OF THE UNIQUE CHALLENGES THAT I THINK WE NEED TO MAKE SURE WE KEEP OUR EYES OPEN AND WE MAKE SURE WE STAY OBJECTIVE AND THAT WE REMAIN OPEN MINDED ON THESE . GREAT POINTS. YEAH, I'M GOING TO SAY THAT THERE ARE A LOT OF WAYS THAT YOU CAN MAKE A JOB MORE ATTRACTIVE THAT WOULD BE MORE MEANINGFUL TO THE PROSPECTIVE EMPLOYEE OR THE CURRENT EMPLOYEE THAT YOU'RE TRYING TO RETAIN, YOU KNOW, IDEAS ABOUT BETTER HEALTH INSURANCE PROGRAMS, BETTER BENEFITS, BETTER PAID TIME OFF.

ALL THESE THINGS MAY COST A LOT LESS THAN FULLY EQUIPPING A COP CAR AND HAVING IT SET 60% OF ITS TIME.

YOU KNOW, I DON'T KNOW.

THAT'S KIND OF MY THOUGHT THAT YOU COULD USE THAT $500,000 PER YEAR.

THAT'S $10,000 PER OFFICER OR OUR CURRENT STAFFING.

RIGHT. SO THAT'S A LOT.

THAT'S A LOT OF MONEY TO BUILD FRINGE BENEFITS AND MAKE THE JOB MORE ATTRACTIVE.

YEAH, I AGREE WITH ALL OF THAT.

I MEAN, THAT'S WHY WE LOOKED AT A VARIETY OF STRATEGIES GOING BACK TO THE BEGINNING OF THIS PRESENTATION, TALKING ABOUT PATROL [INAUDIBLE] TRYING TO FIND A LOT OF THINGS THAT COULD APPEAL TO DIFFERENT KINDS OF EMPLOYEES, PROSPECTIVE EMPLOYEES, AND TO RETAIN EMPLOYEES BECAUSE IT'S CRITICAL TODAY.

AND I DON'T THINK IT'S GOING TO GET ANY BETTER IN THE FUTURE.

[01:25:03]

ALL RIGHT. SO IN CONCLUSION, YOU REALLY DO HAVE A REALLY GREAT DEPARTMENT, AS WE JUST SAID.

AND I THINK THAT IN OUR POSITION HERE, EVALUATING THE DEPARTMENT, YOU KNOW, THIS THE THINGS THAT WE'RE EVALUATING AND THE RECOMMENDATIONS WE MADE ARE NOT REVOLUTIONARY AT ALL. THEY'RE EVOLUTIONARY IN SOME MINOR WAY TO ENHANCE WHAT YOU'RE ALREADY DOING.

WELL HERE, IT'S COMMUNITY ORIENTED.

THAT'S A REALLY PROACTIVE DEPARTMENT.

YOU NEED SOME RESOURCES TO IMPROVE UPON THAT.

CERTAINLY WITHIN PATROL, BUT IN OTHER AREAS AS WELL.

SO WE'VE GOT MANY RECOMMENDATIONS IN THAT AREA.

YOU SHOULD NOT BUILD YOUR OWN JAIL, BUT YOU REALLY DO NEED TO BUILD A NEW FACILITY AS SOON AS YOU CAN, BECAUSE IT'S NOT JUST THAT THEY DON'T HAVE SPACE, IT'S JUST NOT GOOD QUALITY SPACE THAT YOU WANT PEOPLE TO FEEL LIKE THEY ARE PROUD TO WORK IN AND FEEL COMFORTABLE WORKING IN AND HAVE PRIVACY WHEN THEY NEED IT AND THINGS LIKE THAT.

WE THINK IMPLEMENTING A TAKE HOME CAR PROGRAM COULD BE AN IMPORTANT INCENTIVE AND IT'S SOMETHING TO LOOK AT AS WITH SOME OF THE OTHER THINGS THAT WE'VE LOOKED AT HERE.

BUT WE REALIZE THAT THERE'S A PRICE TAG WITH MANY OF THESE RECOMMENDATIONS, BUT WE'VE SPREAD THAT OUT OVER 20 YEARS.

SO I THINK HOPEFULLY ONE OF THE IMPORTANT THINGS THAT CAME OUT OF THIS FOR YOU WOULD BE THE BENCHMARKS THAT YOU SHOULD LOOK AT AS YOU GROW SO THAT YOU'RE JUST NOT USING IMPRESSIONS OR UNSUPPORTED STATEMENTS ABOUT FUTURE NEED, BUT YOU'RE BASING IT ON WORKLOAD AND SERVICE LEVEL INDICATORS AS WE HAVE.

SO THANK YOU VERY MUCH FOR THIS TIME.

I WANT TO GO BACK TO SOMETHING WHEN YOU'RE SAYING GROWTH OF THE CITY, I WAS CURIOUS AND WE'VE HAD CONVERSATIONS.

I KNOW YOU LOOKED AT PROJECTIONS OF POPULATION GROWTH AND I DON'T KNOW HOW MUCH YOU DUG INTO WHAT THAT POPULATION GROWTH MIGHT LOOK LIKE OR WHAT COMES WITH POPULATION GROWTH.

THERE'S AN URBAN SPRAWL.

PEOPLE ARE LEAVING THE BUSY DOWNTOWN AREAS AND THEY'RE MOVING THIS DIRECTION.

BUT SOMETHING OUR COMMUNITY WE'RE HEARING ABOUT IN OUR COMMUNITY IS INCREASE IN HOMELESSNESS, VISIBILITY.

AND I WAS CURIOUS BECAUSE ONE OF THE POSITIONS THAT YOU DIDN'T OR ONE OF THE AREAS YOU DIDN'T PROJECT AND I'M ASSUMING THE SAME OVER THE TEN YEARS INCREASING WAS OUR CRIME ALWAYS OUR VICTIM'S CRIME ASSISTANT? IS THAT WHAT IT IS CHIEF? STEPHANIE BEARD'S OFFICE AND THEY'RE DOING SO MUCH MORE.

AND YOU TOUCHED ON A LITTLE BIT OF IT, BUT THEY DO SO MUCH MORE THAN JUST SO THEY ARE ONE OF THOSE PROACTIVE OFFICES.

I BELIEVE THEY GET A TIP OR THEY HEAR OR AS AN OFFICER IS DRIVING, THEY SEE SOMEONE THAT LOOKS LIKE THEY'RE IN NEED AID AND THEY'RE GOING ABOVE AND BEYOND AND LOOKING INTO RESOURCES AND CONNECTING WITH EDUCATING THAT PARTICULAR PERSON ON WHAT'S AVAILABLE LOCALLY, WHAT'S AVAILABLE JUST DOWN THE ROAD.

AND SO I WAS SURPRISED THAT THAT WAS ONE TO SUGGEST ADDING TO WHEN WE'RE SEEING CITIZENS ARE CONCERNED AND THEY'RE BRINGING THIS FORWARD OF WHAT ARE WE GOING TO DO AS FAR AS THAT HOMELESSNESS OR PEOPLE THAT ARE COMING THIS DIRECTION, THAT ARE LOOKING FOR DIRECTION AND NEED THAT GUIDANCE AND POSITIVE EXPERIENCE WITH OUR POLICE DEPARTMENT.

SO IN TERMS OF THE VICTIM WITNESS STAFF, SO THEY'RE ABLE TO HANDLE THEIR WORKLOAD NOW AND WE PROJECT DURING THE PERIOD.

BUT THERE'S ONE THING I DIDN'T MENTION IN THE PRESENTATION WHICH WE DID LOOK IN THE REPORT AT, AND IT'S SOMETHING THAT WAS IN PART INITIATED BY THE COMMUNITY MEETING ON THE MENTAL HEALTH CRISIS RESPONSE TYPES OF SITUATIONS.

AND WHILE THAT WILL BE GROWING AT CURRENT LEVELS, WE LOOKED AT THE CALLS THAT ARE GENERATED WITH THAT BEING A CAUSE OR A SUSPICION OF WHAT'S BEHIND THE NATURE OF THE CALL.

AND IT'S SO FEW CALLS THAT IT'S NOT GOING TO BE EFFECTIVE AT THIS POINT TO HAVE A UNIT THAT'S JUST DEALING WITH THAT AS OPPOSED TO INCREASING THE CRISIS INTERVENTION TRAINING THAT ALL PATROL STAFF HAVE TO BE ABLE TO DEAL WITH THAT.

BUT AT SOME POINT IN THE FUTURE, IT WOULD BE DIFFICULT TO SAY BECAUSE, SEE, WE'RE ABLE TO ANALYZE AT THIS POINT THAT YOUR POPULATION IS GOING TO BE GROWING BECAUSE THAT'S WHAT YOU'RE PLANNING FOR, BUT NOT WHERE THEY'RE COMING FROM.

IS IT URBAN SPRAWL AND WHAT'S THE IMPACT ON HOMELESSNESS AND OTHER TYPES OF POPULATIONS? SO THAT'S SOMETHING YOU'RE JUST GOING TO NEED TO MONITOR DURING THE PLANNING PERIOD.

I APPRECIATE THAT. TOUCHING BACK ON THE TRAINING THAT MAKES MAKING THAT CONNECTION MAKE SENSE.

THANK YOU. VICTORIA.

WE HAVE BEEN GOING TO OR I'VE BEEN GOING TO SOME MEETINGS WITH THE TCHC, WHICH IS TARRANT COUNTY HOMELESS COALITION OR A COMMITTEE OR WHATEVER IT IS.

WE'RE OKAY FOR A LITTLE WHILE, BUT WE ARE.

I'VE ALREADY TALKED TO BRYAN ABOUT ADDRESSING THAT SITUATION AND TRYING TO GET AHEAD OF IT.

[01:30:04]

IT WAS ALWAYS MY GOAL TO MAKE SURE THAT WE DID IT WELL AND WISELY SO THAT OUR NEEDS WERE MET IN THE FUTURE.

I READ EVERY PAGE OF YOUR REPORT, EVERY SINGLE PAGE, EVERY LINE, AND I WANT TO SAY I MAY NOT AGREE WITH EVERY ASSUMPTION YOU MADE AND I MAY NOT AGREE WITH EVERY RECOMMENDATION THAT YOU CAME UP WITH, BUT I CAN'T DISAGREE WITH YOU DID ONE HELL OF A GOOD JOB AND YOU DUG OUT THE DETAILS YOU GOT THE PERSPECTIVE ON THINGS, AND I AM PERSONALLY MUCH BETTER ASSURED THAT OUR PROGRAM IS HEADED IN THE RIGHT DIRECTION AS A RESULT OF YOUR WORK.

SO THANK YOU.

GOOD JOB. I'M PLEASED WITH THE PRODUCT.

I'M PLEASED WITH HOW DEEP YOU GOT INTO IT.

AND I WANT TO THANK YOU FOR YOUR EFFORTS.

THANK YOU. ANYBODY ELSE? GOOD JOB. THANK YOU.

THANK YOU VERY MUCH. MAYOR AND COUNCIL WE HAVE BEEN GOING FOR A LITTLE BIT.

IS IT OKAY IF WE TAKE A FIVE MINUTE BREAK? ABSOLUTELY. LET'S DO THAT.

THANK YOU. THERE YOU GO.

OKAY. THANK YOU, MAYOR AND COUNCIL.

WE'RE BACK FROM RECESS AT 10:43.

THAT MOVES US ON TO SECTION 3 CITIZENS APPEARANCE.

SO EACH PERSON IN ATTENDANCE WHO DESIRES TO SPEAK TO THE CITY COUNCIL ON AN ITEM NOT POSTED ON THE AGENDA SHALL SPEAK DURING THIS SECTION.

SPEAKER CARD MUST BE FILLED OUT AND TURNED INTO MYSELF PRIOR TO ADDRESSING THE CITY COUNCIL, AND EACH SPEAKER WILL BE ALLOWED 3 MINUTES.

AT THIS TIME I HAVE NO SPEAKER CARDS.

IS THERE ANYBODY IN THE AUDIENCE WHO WOULD LIKE TO SPEAK TO COUNCIL ON AN ITEM NOT POSTED ON THE AGENDA? OKAY. SEEING NONE, THEY'LL MOVE US ON TO SECTION 4 GENERAL 4A IS TO CONSIDER APPROVAL OF A PROFESSIONAL SERVICES CONTRACT WITH BRINKLEY

[4.A. Consider approval of a professional services contract with Brinkley Sargent Wiginton Architects for design of the Burleson Police Headquarters Expansion project in the amount of $2,581,495. (Staff Presenter: Eric Oscarson, Director of Public Works)]

ERIC, YOU ARE UP NEXT.

MAYOR AND COUNCIL.

TODAY I'M HERE TO PRESENT TO YOU ON THE EXPANSION CONTRACT, THE DESIGN CONTRACT FOR THE EXPANSION OF THE POLICE HEADQUARTERS.

BEFORE I GET INTO SOME OF THE DETAILS, I DO WANT TO STATE THAT I AM THE ONE PRESENTING IT, BUT I HAVE A TEAM OF FOLKS THAT HAVE BEEN WORKING WITH US ON THIS PROJECT.

FROM THE CITY MANAGER'S OFFICE WITH THE CITY MANAGER AND THE DEPUTY CITY MANAGER TO THE CHIEF AND HIS STAFF, AND THEN A PUBLIC WORKS TEAM WITH ERIC THOMPSON OF OUR ENGINEERING GROUP. AND TODAY WE DO ALSO HAVE DENNY BOLES FROM BRINKLEY SARGENT IS HERE AS WELL.

HE'S THE PRINCIPAL ON THIS PROJECT.

SO I'M GOING TO PRESENT IT.

IF WE GET TO POINTS WHERE WE HAVE QUESTIONS I WANT TO ASK , LOTS OF QUESTIONS.

I'LL DO THE BEST TO ANSWER THEM.

IF I HAVE TO TURN AND BRING IN A RELIEF PITCHER, I WILL.

WE HAVE A LOT OF GOOD PEOPLE HERE WITH A LOT OF KNOWLEDGE, SO WE WANT TO MAKE SURE WE GET YOU ALL THE INFORMATION THROUGHOUT THE PRESENTATION.

SO REAL QUICK, I WANT TO GO THROUGH SOME QUICK BACKGROUND.

SO BACK IN 2009, GSBS ARCHITECTS DID A FACILITY STUDY FOR THE POLICE DEPARTMENT.

AT THAT TIME, THEY RECOMMENDED A FACILITY OF ABOUT 32,000 SQUARE FEET.

IN 2015, THE POLICE DEPARTMENT MOVED INTO THEIR CURRENT FACILITY, WHICH IS 24,000 SQUARE FEET.

SO 8000 SQUARE FEET LESS THAN WHAT WAS RECOMMENDED AT THE TIME AND 21 IN NOVEMBER BRW ARCHITECTS AS HAVE BEEN TALKED ABOUT EARLIER TODAY DID A STUDY CAME UP WITH A RECOMMENDATION OF BETWEEN 53,000 AND 69,000 SQUARE FEET WOULD BE NEEDED OVER THE NEXT 15 YEARS.

IN DECEMBER OF 21, A CITIZEN ADVISORY BOARD RECOMMENDED A PROJECT TO EXPAND THE POLICE DEPARTMENT.

AND IN MAY OF 2022, BURLESON VOTERS APPROVED A $36.4 MILLION DOLLAR EXPANSION.

AND THEN TODAY, WE'RE HERE TO PRESENT YOU THE DESIGN CONTRACT FOR THAT EXPANSION.

SO WITH THE PROJECT, THE HEADQUARTERS EXPANSION PROJECT, BRW DID KIND OF A JUST A RENDERING OF WHAT A SPACE PROGRAM WOULD LOOK LIKE. THIS IS THE ONE THAT WAS APPROVED BY THE BOND PROJECT.

DON'T GET TOO MUCH TIED INTO EXACTLY WHERE THINGS ARE LOCATED.

THAT'S SOMETHING THAT THE BRINKLEY SARGENT AND THE CONSULTING FIRM WILL TAKE A LOOK AT AND VERIFY THE PROGRAM AND NEEDS, ESPECIALLY BASED ON THE UPDATED MATRIX REPORT.

AND THEN ANY OTHER COUNCIL DIRECTION.

BUT BASED ON THEIR STUDY, THEY IDENTIFIED THE NEEDS FOR A TRAINING CENTER, A HARDENED COMMUNICATIONS SPACE, PARTIAL SUPPORT BUILDINGS, OBVIOUSLY THE

[01:35:04]

WITH REGARDS TO THE PROJECT BUDGET, THE COMPLETE PROJECT IS COMPRISED OF SEVERAL COMPONENTS AND CONTRACTS.

JUST REMEMBER THAT EACH ONE OF THESE CONTRACTS OFFERS AN OPPORTUNITY FOR COUNCIL TO HAVE INPUT AND TO DISCUSS THE DIRECTION OF THE PROJECT.

SO OVERALL, THE PROJECT HAD $36.4 MILLION DOLLARS.

THE DESIGN CONTRACT IS ABOUT 2.75.

THAT'S ARCHITECT AND OTHER DESIGN PROFESSIONALS AND WE'LL GET INTO THE DETAILS OF THOSE.

THE CONSTRUCTION ITSELF, WHICH INCLUDES A CMR AND THEIR CONTRACTORS, WILL HAVE DIFFERENT MILESTONES FOR REVIEW AND FEEDBACK FROM COUNCIL.

IN THE FUTURE, IN THE NEXT FEW MONTHS, THE HOPE IS TO BRING FORWARD A CMR CONTRACT, AN AWARD OF GMP OR A GUARANTEED MAXIMUM PRICE.

AND THEN WE ALSO HAVE COSTS FOR ESCALATION BASED ON THE TIMING TO GET IT COMPLETED.

INFLATION AND OTHER FACTORS.

AND THIS SECTION ALSO DOES INCLUDE THE GAS LINE RELOCATION, LAND, SURVEYING, OTHER GEOTECHNICAL THINGS THAT THE CITY WOULD BE RESPONSIBLE FOR.

SO AS WE MENTIONED, BRINKLEY SARGENT WIGINTON, WAS SELECTED AS THE FIRM TO DO THE DESIGN.

THIS WAS SELECTED THROUGH A FORMAL PROFESSIONAL SERVICES PROCESS, 11 FIRMS SUBMITTED.

WE DID INTERVIEWS FOR THREE.

AND AT THE END, THE PANEL SELECTED BSW TO BE THE DESIGN CONTRACTOR.

THEY HAVE DONE OVER 100 PUBLIC SAFETY FACILITIES JUST LOCALLY IN THE AREA OF PROJECTS IN GRAND PRAIRIE, TEXAS, LONGVIEW, MESQUITE, NORTH RICHLAND HILLS AND ROUND ROCK.

AS PART OF THIS CONTRACT, THEY ARE GOING TO USE SOME SUB CONSULTANTS FOR ACCESSIBILITY DESIGN, CIVIL DESIGN, MEP, MECHANICAL, ELECTRICAL, PLUMBING, LANDSCAPE ARCHITECTURE AND OTHERS. THEY ARE A LEADER IN THE POLICE FACILITY, PLANNING AND DESIGN.

THEY HAVE DONE PLENTY OF CMR PROJECTS, ARE CURRENTLY DOING ONE AS WE SPEAK.

AND THEY HAVE DEFINITELY HAVE AWARENESS AND UNDERSTANDING OF PUBLIC FACILITY TRENDS.

THE GRAND PRAIRIE ONE THAT YOU HAVE LISTED IS THAT THEIR NEW FACILITY? I BELIEVE SO.

THE JOINT WITH AND ITS POLICE, FIRE AND COMMUNICATIONS, I BELIEVE, IS THAT THE NEW GRAND PRAIRIE ONE? IT'S IMPRESSIVE. SO THE DESIGN CAN ATTRACT DIFFERENT SECTIONS OF IT.

WE HAVE BASIC DESIGN SERVICES FOR 1.8 MILLION.

THIS IS THE FINAL FEES DETERMINED BASED ON CONSTRUCTION ESTIMATE DEVELOPED DURING THE DESIGN PROCESS.

SO THE FEES COULD FLUCTUATE DOWN IF WE WERE TO REDUCE SCOPE OR INCREASE SCOPE, BUT THIS WOULD BE FINAL FEES WOULD BE DETERMINED AT THAT TIME.

THEY DO HAVE SUPPLEMENTAL SERVICES.

SO THESE ARE ADDITIONAL CONTRACTORS.

SO AGAIN, THE MEP DESIGN, LANDSCAPE DESIGN, CIVIL DESIGN, STRUCTURAL DESIGN, THOSE TYPES OF THINGS.

AND THEN THERE'S REIMBURSABLE EXPENSES FOR A TOTAL OF $2.5 MILLION DOLLARS.

CMR, SO ONE OF THE PARTS OF THIS CONTRACT AND THINGS I'LL BE WORKING ON IS CALLED A CONSTRUCTION MANAGER AT RISK.

AND IF YOU REMEMBER, OUR PARKS FACILITY IS A CMR PROJECT.

IT ALLOWS US TO HELP CONTROL THE COSTS BY HAVING A CMR ON HAND.

SO AGAIN, THE PLAN IS TO BRING FORWARD A CMR CONTRACT, HOPEFULLY LATER THIS YEAR TO GET INPUT FOR COUNCIL AND AGAIN LOOK AT THE PROJECT A LITTLE BIT FURTHER. SO JUST A REMINDER, CMR ASSUMES THE RISK FOR THE CONSTRUCTION AT WHAT'S CALLED A GUARANTEED MAXIMUM PRICE AND THEY'RE RESPONSIBLE FOR HOLDING ALL THE CONTRACTS WITH THE SUBCONTRACTORS.

THE CMR CONSULTS WITH THE OWNER DURING DESIGN, SO THEY'LL BE WORKING WITH US AS WELL AS THE DESIGN TEAM IN AREAS OF COST ESTIMATING, SCHEDULING, CONSTRUCTABILITY REVIEW AND CONSTRUCTION MEANS AND METHODS.

SO THAT WILL ALLOW US TO IDENTIFY NEEDS AHEAD OF TIME, VERIFY THAT WE'RE GOING IN THE RIGHT DIRECTION.

YES, MAYOR. IS A CONSTRUCTION MANAGER IS HE PART OF THE DESIGN PROCESS OR SEEING THAT PROCESS? YEAH. SO WHAT WE WOULD DO IS MOVING FORWARD AND WE TALKED ABOUT THIS A LITTLE BIT IN THE FUTURE SLIDES, BUT THE PLAN WOULD BE THAT WE WOULD HIRE A DESIGN TEAM.

THEY WOULD HELP US DRAFT THE RFP TO HAVE A CMR. THEY'D HELP US SELECT THE CMR. AND THEN AS WE'RE DOING THE INITIAL DESIGNS, THE CMR IS INVOLVED IN THAT PROCESS.

SO THEY'RE SEEING WHAT'S GOING ON IN THE CONSTRUCTION INDUSTRY.

IF WE'RE SEEING LATE LONG LEAD TIMES ON CERTAIN PRODUCTS, THEY'LL RECOMMEND GOING FORWARD AND GETTING, YOU KNOW, STRUCTURAL STEEL ORDERED AHEAD OF TIME AS WE'RE MOVING THROUGH.

BUT THEY'RE PART OF THE DESIGN PROCESS SO THEY CAN TALK ABOUT WHAT'S GOING ON IN THE INDUSTRY AND MAKING SURE WE'RE MAKING GOOD DECISIONS.

I THINK A KEY POINT TO THAT IS YOU DON'T WANT TO DESIGN SOMETHING THAT YOU CAN'T AFFORD OR CAN'T BUILD EFFICIENTLY.

AND SO THAT'S THE REASON THAT THESE KINDS OF CONTRACTS ARE USED, IS THAT AS THROUGH THAT PROCESS, WE'RE COMING BACK AND SAYING, THIS IS WHAT WE CAN GET FOR OUR MONEY, HOW WE CAN

[01:40:01]

THAT'S, I THINK, THE ESSENCE OF WHAT THE RECOMMENDATION IS.

DO WE HAVE ANY REQUIREMENTS FOR MINORITY OWNED PERCENTAGES, FOR MINORITY OWNED FOR SUBS? SO WE DON'T HAVE A PERCENTAGE? I MEAN, SO OBVIOUSLY WHEN WE DO OUR NORMAL CONTRACTS, WE TRY TO REACH OUT AND DO HUB VENDORS OR HIGHLY UNDERUTILIZED BUSINESSES AND THOSE TYPES OF THINGS, WHICH INCLUDES MINORITY OWNED COMPANIES AND THINGS LIKE THAT.

BUT WE DO NOT HAVE A SET STANDARD THAT WE HAVE ADOPTED TO REQUIRE THAT.

IS THAT SOMETHING THAT WE CAN LOOK INTO FOR THE FUTURE BECAUSE I THINK THAT'S IMPORTANT? [INAUDIBLE]. SURE, WE COULD CERTAINLY BRING SOME OPTIONS BACK TO THE COUNCIL OF LOOKING AT THAT FROM A PROCUREMENT STANDPOINT.

BUT AS ERIC SAID, WE DON'T HAVE THAT CURRENTLY.

THANK YOU. SO WHERE ARE WE AT TO DATE? SO, AS YOU KNOW, THERE'S A NATURAL GAS TRANSMISSION LINE THAT RUNS THROUGH THE CENTER OF THIS PROPERTY.

WE'RE WORKING WITH THE WILLIAMS GAS LINE COMPANY TO HAVE THAT RELOCATED.

THEY'RE CURRENTLY IN DESIGN.

WE'RE WAITING ON CONSTRUCTION UPDATES SO WE CAN GET SOME CONSTRUCTION NUMBERS AND WE'LL BE BRINGING FORWARD AT A FUTURE COUNCIL MEETING, A CONSTRUCTION CONTRACT TO MOVE THAT GAS LINE OUT OF THE WAY OF THE CENTER OF THE PROPERTY.

WE'RE GOING TO BE WORKING ON DOING LAND SURVEY AND GEOTECHNICAL THAT'S CURRENTLY UNDERWAY.

WE'RE GETTING THAT INFORMATION.

CURRENTLY, WE'RE DOING SURVEY WORK AND GATHERING INFORMATION ON THE SITE.

AGAIN, ARCHITECTURAL SERVICES, PROCUREMENT.

WE DID THAT, RFQ AND TODAY WE'RE BRINGING FORWARD THAT CONTRACT.

AND THEN IN THE FUTURE DATE, WE'RE GOING TO BE BRINGING FORWARD HOPEFULLY A CMR AND BRINGING FORWARD A CONTRACT TO GET A CONSTRUCTION MANAGER AT RISK ON BOARD.

SO LET'S LOOK AT THE SIX MONTH KIND OF LOOK AHEAD AND OPTIONS AND OPPORTUNITIES FOR ADDITIONAL REVIEW AND INPUT.

SO AS OF TODAY, WE'RE HERE TODAY TO BRING FORWARD THE CONTRACT.

THE HOPE IS THAT THE GAS LINE RELOCATION AGREEMENT COMES FORWARD AND IS COMPLETED THIS YEAR, THIS WINTER, MEANING CURRENTLY THE HOPE IS THAT WE'RE GOING TO HIRE THE CMR THIS SPRING.

SO IN THE NEXT FEW MONTHS WE'LL GET AN RFP TOGETHER AND COME FORWARD WITH A CMR RECOMMENDATION.

AND THEN ALSO IN THE SPRING, WE ANTICIPATE THE VERIFICATION OF THE PROGRAM.

SO WHAT DOES THAT MEAN? SO ONCE WE BRING A DESIGN CONSULTANT ON BOARD WITH BRINKLEY SARGENT WHAT THEY WOULD DO IS AGAIN REAFFIRM WHAT HAS BEEN PRESENTED BY BRW, REVIEW WHAT MATRIX HAS JUST PROVIDED AND VERIFY THAT THE PROGRAM AND THE NEEDS OF THE POLICE DEPARTMENT ARE BEING MET WITH THE NEW DESIGN.

SO THEY'RE GOING TO GO THROUGH AND DO A LOT OF THE WORK THAT'S ALREADY BEEN DONE.

BUT THEY'RE GOING TO HAVE FRESH EYES ON IT, VERIFY THAT, THAT ALL THE INFORMATION IS CORRECT AND THEN HELP US PUT TOGETHER A PROGRAM SO WE CAN GET AN IDEA OF HOW MUCH SPACE WE NEED AND HOW WE'RE GOING TO PROGRAM THAT AREA.

THE CMR WILL BE ON BOARD TO HELP US WITH THAT AS WELL.

AGAIN, LIKE BRYAN SAID, TAKING A LOOK AT AN OPPORTUNITY TO SEE WHAT THE COST WOULD BE TO BUILD A BUILDING THAT SIZE.

AND SO MAKING SURE WE CAN AFFORD WHAT THE RECOMMENDATIONS ARE.

AGAIN, WHEN WE BRING FORWARD THE CMR, WE'LL BE COMING BACK TO COUNCIL AND PRESENTING THAT INFORMATION AND IT'S AN OPPORTUNITY FOR COUNCIL TO PROVIDE INPUT.

SO LATER IN THE FALL OF 2022, WE'LL REVIEW SCHEMATIC DESIGN AND THE COST ESTIMATE.

SO THE INTENT IS WE COME BACK TO COUNCIL.

THIS WILL INCLUDE AN INITIAL SITE PLAN, FLOOR PLANS, BUILDING ELEVATIONS, VIEWS FROM DIFFERENT ANGLES, AND THIS WOULD BE AN OPPORTUNITY FOR COUNCIL TO WEIGH IN AND PROVIDE INPUT, GIVE THEIR THOUGHTS ON WHAT THE BUILDING LOOKS LIKE.

DOES IT MEET THE NEEDS OF THE POLICE DEPARTMENT AND ANY OTHER IDEAS THEY MAY HAVE FOR THAT BUILDING.

ONCE WE GET THAT FEEDBACK, WE WOULD START DESIGN DEVELOPMENT.

THIS INCLUDES PROJECT SPECIFICATIONS, MORE DETAILED CIVIL ENGINEERING, STRUCTURAL AND DESIGN.

AND AGAIN, WE COULD BRING THAT INFORMATION BACK TO YOU TO REVIEW.

SO ONE OF THE WAYS THAT THE CMR PROJECT METHOD COULD HELP US SAVE ON CONSTRUCTION COSTS WOULD BE ALLOW US TO BRING THE CONTRACT FORWARD IN MULTIPLE PIECES.

WHAT WE'RE SEEING IN THE CURRENT CONSTRUCTION INDUSTRY IS WE'RE SEEING LONG LEAD TIMES ON STRUCTURAL STEEL, HVAC UNITS, ANY KIND OF OTHER SUPPLY CHAIN IMPACTED, THINGS LIKE TECHNOLOGY.

WE'RE SEEING VERY LONG LEAD TIMES.

SO HAVING A CMR ON BOARD, AS WE START MOVING THROUGH THIS PROCESS, YOU MAY SEE US BRING THROUGH INDIVIDUAL PACKAGES JUST LIKE WE DID WITH THE PARKS ANNEX BUILDING.

WE ORDERED THE STEEL AHEAD OF TIME SO WE CAN GET IT ORDERED SO THAT BY THE TIME WE'RE READY FOR THE STEEL TO BE INSTALLED, IT'S HERE RATHER THAN WAITING LONGER IN THE PROCESS.

SO TONIGHT. TONIGHT.

I'M SO USED TO BEING HERE AT NIGHT.

TODAY. I'M SO USED TO BEING HERE AT NIGHT.

[LAUGHTER] TODAY WE ARE REQUESTING ACTION WITH THE APPROVAL OF THE PROFESSIONAL SERVICES CONTRACT.

AGAIN, THIS IS THE FIRST STEP IN MANY STEPS THAT COUNCIL WILL HAVE TO PROVIDE INPUT ON THIS PROJECT.

BUT THIS IS THE FIRST STEP TO KIND OF GET IT UP AND RUNNING.

[01:45:01]

IS THERE ANY QUESTIONS? I JUST HAD ONE AND I WASN'T SURE.

ARE THEY GOING TO? SO I'M GUESSING THAT ONCE ALL THIS CONSTRUCTION HAPPENS, IT'S GOING TO CAUSE A MAJOR HICCUP IN THE DAY TO DAY FUNCTIONS OF THE POLICE DEPARTMENT.

DO THEY HELP US WITH THE TEMPORARY TRANSITION OF PARTS OF THE POLICE DEPARTMENT, EQUIPMENT, ALL THAT KIND OF GOOD STUFF? IS THAT ALL FACTORED INTO THAT? YEAH. SO AS PART OF THE DESIGN, WE'LL SIT THERE AND WORK THROUGH THE TRANSITION.

SO THE BSW TEAM WILL WORK WITH OUR CURRENT POLICE STAFF AND VERIFY WHAT CAN BE KIND OF INTERFERED WITH, WHAT CAN'T BE.

HOW DO WE SHIFT THEM IN AND OUT AS WE MOVE THINGS.

SO WHAT YOU'LL SEE IS A LOT OF WORK ON THE POSSIBLY THE NEW BUILDING, MOVING SOME PEOPLE TEMPORARILY OVER AS WE DO RENOVATIONS TO THE OLD.

SO WE'LL HAVE A PHASING, THERE'LL BE A PHASING APPROACH, JUST LIKE WE DO WITH ANY OF OUR CONSTRUCTION CONTRACTS.

THERE'S A PHASING TO IT AND WE'LL BE WORKING WITH POLICE, THE POLICE CHIEF AND HIS STAFF TO VERIFY THAT WE'RE NOT IMPACTING DAY TO DAY OPERATIONS.

ANYBODY ELSE? YES, I HAVE SOME SERIOUS HEARTBURN ABOUT THIS $36 MILLION DOLLARS AT THE CURRENT LOCATION.

SO WE KNEW WHEN THEY MOVED IN THERE IT WAS UNDERSIZED.

AND I'M JUST I'M PERSONALLY NOT A BIG FAN OF RETROFITTING SOMETHING TO BE THAT IT WASN'T EVER BUILT IT WASN'T MEANT TO BE.

WE KNOW WHEN YOU TAKE A TOUR OF THE FACILITY AND IT WAS POINTED OUT IN THIS STUDY THAT I TOO WANT TO ECHO WAS WELL DONE AND JUST VERY LOOKED THROUGH SO MANY THINGS THAT WE KNEW AND VALIDATED SOME THINGS.

AND WHILE I TOO DIDN'T AGREE WITH EVERY PIECE OF IT, IT WAS GOOD TO JUST READ THROUGH ALL THE MATERIALS.

AND I'M NOT, I JUST DON'T AGAIN, I DON'T KNOW HOW WE CAN RETROFIT A BUILDING RIGHT NOW.

YOU KNOW, THE PUBLIC COMES IN AND THEY NEED SOMETHING AND THEY HAVE TO GO THROUGH THEY COME TO PICK UP SOMETHING FROM EVIDENCE AND THEY HAVE TO GO THROUGH A SECURED AREA TO PICK OUT WHAT IT IS LIKE, WHERE DO WE RELOCATE THAT, IS, AND READING THROUGH THE STUDY AND IT SAYS LIKE THE VENTILATION IS AN ISSUE WITH THIS PARTICULAR PIECE.

SO THAT NEEDS TO BE RELOCATED TO AN OUTER WALL.

WELL, WHERE IS THE OUTER WALL THAT THAT COULD BE IS WHERE THE PUBLIC ENTERS, AND THEN THEY'RE ESCORTED AGAIN THROUGH A SECURE AREA TO THE BACK OF THE BUILDING TO COLLECT WHATEVER ITEM IS THERE IN THE EVIDENCE ROOM.

I'M JUST I'M STILL NOT.

I'M AFRAID AND I HAVE RESERVATIONS ABOUT SPENDING THIS MUCH MONEY AND THIS BUILDING STILL NOT BEING WHAT THE POLICE DEPARTMENT NEEDS.

AND THEY THEY ARE AT THE PUBLIC'S DISPENSE THEIR PRIMARY ROLE IS CUSTOMER SERVICE AND BRINGING IN HAVING CITIZENS COME IN FOR JUST GENUINE WANTING TO UNDERSTAND HOW TO WORK BETTER WITH THE DEPARTMENT. HOW CAN WE BE PROACTIVE VERSUS THE BAD GUYS THAT THEY HAVE TO BRING IN THROUGH THE BACK.

I'M JUST. I DON'T THINK ANYTHING SHOULD BE OFF THE TABLE.

I KNOW WE TOOK THIS TO VOTERS AND THAT WAS ONE OF MY BIG RESERVATIONS OF TAKING IT BEFORE WE KNEW FULLY, LIKE LOOKING AT THE BIG PICTURE.

WHAT ALL DO THEY NEED AND HOW DO WE MAKE IT FIT? AND ARE WE STILL TRYING TO PUT A BAND-AID ON SOMETHING OR ARE WE STILL TRYING TO CRAM SOMETHING ON A LOCATION THAT MAY NOT SUIT ALL THEIR NEEDS? AND THAT IS A PRIME LOCATION ON 174, THE BUILDING, WHILE WE'RE NOT GETTING PROPERTY TAXES ON IT NOW, WHAT DOES THAT I JUST DON'T KNOW THAT ANYTHING SHOULD BE TAKEN OFF THE TABLE AND I DON'T KNOW HOW TO PROCEED.

I DON'T KNOW IF IT'S GO THROUGH SOME OF THIS AGREEMENT WITH THE ARCHITECTURAL FIRM.

AND I KEEP HEARING YOU SAY IT'LL BE BROUGHT TO US TO SAY, IS IT TRULY MEETING ALL THE POLICE DEPARTMENTS NEEDS? BUT THEN ARE WE TOO FAR DOWN THE LINE TO SAY, NOPE, WE'VE ALREADY SPENT $2.5 MILLION DOLLARS? HOW CAN WE BACK OFF OF THAT? WE'VE COMMITTED TO THIS.

LET'S GO FORWARD WITH IT ANYWAY.

AND ARE WE BACK IN THE EXACT SAME SPOT IN FIVE, SEVEN YEARS OF THIS STILL WASN'T WHAT WE NEEDED, BUT WE PUT A BAND-AID ON IT AND IT'S WHAT THE VOTERS SAID THAT THEY WOULD THEY WOULD ALLOW US TO GET TO DO.

AND SO WE DID IT.

BUT I'M JUST STILL HAVING RESERVATION ABOUT PUTTING SOMETHING, MAKING A BUILDING, SOMETHING IT WAS NEVER MEANT TO BE.

AND DOES IT REALLY ACCOMPLISH WHAT THEY NEED IT TO? YOU KNOW I SPOKE WITH THE GENTLEMAN FROM MATRIX AND HE SAID COMMUNICATIONS IS ONE THING.

THERE WAS A BLURB FOR THE COMMUNICATIONS AND IT SAID THEY HAVE IT SAID SOMETHING LIKE THEY HAVE ADEQUATE NATURAL LIGHT, BUT IT'S NOT THEY DON'T HAVE A QUIET SPACE.

BUT, YOU KNOW, IN LOOKING AT THE PREVIOUS THE ARCHITECTURAL FIRM THAT LOOKED AT IT BEFORE THE BOND INFORMATION WENT OUT TO THE PUBLIC AND IT'S LIKE, IS IT INSIDE THE BUILDING? IS IT A SEPARATE BUILDING? AND WHAT DO LIKE ARE THERE THINGS THAT CONNECT THESE BUILDINGS?

[01:50:03]

WE ALSO KNOW THAT THIS ISN'T GOING TO NECESSARILY BE THE CENTER OF TOWN GOING FORWARD.

WE'RE MOVING MORE TOWARD THE WEST.

WE'VE PURCHASED LAND AND IT'S KIND OF AT A DRAWING SPACE RIGHT NOW OF WHAT WE CAN DO WITH THAT AND HOW WE ACCOMPLISH SERVICES THAT THE CITY PROVIDES AND HOW WE GROW.

AND IS IT COMPLETELY OFF THE TABLE TO LOOK FROM THE GROUND UP? I JUST DON'T WANT TO, AGAIN, BAND-AID SOMETHING AND IT NOT BE ULTIMATELY WHAT SERVES THE PUBLIC THE BEST AND WHAT SERVES THIS DEPARTMENT THE BEST. I'LL TRY TO ANSWER SOME OF THOSE.

I KNOW THERE'S A LOT OF QUESTIONS, I THINK FROM OUR PERSPECTIVE, BRW'S PERSPECTIVE, AND I BELIEVE MATRIX PERSPECTIVE, NEW FACILITY MEETS OUR NEEDS FOR 20 YEARS, PLUS.

THE EXPANSION OF THE FACILITY.

THE EXPANSION AND THAT CURRENT FACILITY TOGETHER, THERE'S A RENOVATION OF THE CURRENT FACILITY THAT'S PROPOSED AS PART OF THIS PROJECT THAT, THAT MEETS THE NEEDS OF THE CITY FOR 20 YEARS.

THE LOCATION, WE BELIEVE IS CENTRALLY LOCATED.

BUT AND IT WAS THE PROJECT THAT WAS SUBMITTED TO THE VOTERS AND APPROVED BY THE VOTERS.

BUT TO THAT END, I GUESS IF THE COUNCIL HAS RESERVATIONS OR YOU WANT TO GO DOWN A DIFFERENT PATH, THOSE ARE CERTAINLY DISCUSSIONS YOU CAN HAVE AND PROCEED IN ANY WAY YOU WANT TO.

BUT WE BELIEVE THIS FACILITY WOULD GET US WHAT WE NEED, THE TYPE OF FACILITY THAT WE NEED FOR THE NEXT 20 YEARS.

THAT'S THE CONCLUSIONS OF OUR STAFF, BRW AND OF MATRIX.

THERE I MEAN, IT'S ALMOST LIKE THE ENTIRE BUILDING.

YOU WALK IN IT. IF YOU GO THROUGH A TOUR NOW, YOU WALK IN IT AND THERE'S THINGS THAT JUST CLEARLY DO NOT MAKE SENSE.

AND SO IT'S WE'RE ALMOST GUTTING THIS ENTIRE FACILITY AND BUILDING BEHIND IT, AS MY UNDERSTANDING, FOR THE HARDENED AREAS THAT THEY NEED FOR SAFETY AND SECURITY FOR THE SALLY PORT AREA.

I MEAN, MAYBE I'M JUST NOT THAT GOOD OF LOOKING AT THAT SPACE AND THINKING WHAT ALL CAN FIT THERE.

BUT I'M HEARING YOU AND I WANT TO EXPRESS MY HESITATION IN SPENDING THIS AMOUNT OF MONEY AND IT ULTIMATELY NOT SOLVING ALL THE THINGS.

AND ARE WE SHOEHORNING SOMETHING AGAIN WHEN WE OWN LAND? WHAT DOES IT LOOK LIKE TO SAY WHAT ARE THE NUMBERS? ARE THEY REASONABLY CLOSE TO EACH OTHER? I THINK MANSFIELD BUILT THEIRS FOR SOMETHING LIKE 41 MILLION, AND THAT WAS FROM THE GROUND UP.

THAT WAS THE GROUND UP. THEY ALREADY HAD EXISTING TRAINING FACILITY.

THEY DID HAVE A TRAINING SO THAT'S OBVIOUSLY WE'RE TALKING ABOUT $7 MILLION DOLLARS, YOU KNOW, IN MORE EXPENSES.

RIGHT. I WOULD SAY THIS, I HEAR YOUR CONCERNS.

I THINK ONE OF THE THINGS THAT BSW WILL DO, ONE OF THE FIRST THINGS THEY'RE GOING TO BE RESPONSIBLE FOR IS VERIFYING PROGRAM.

SO YOU'RE GOING TO START SEEING AND WHEN I SAY PROGRAM, IT'S ALL THE THINGS THAT CHIEF CORDELL AND THE STUDIES HAVE SHOWN.

WHERE WOULD THEY FIT IN THE BUILDING? HOW WOULD THEY GO? BECAUSE ONCE WE MAKE THOSE DECISIONS WITH PROGRAMING, WE START DESIGNING AROUND IT, RIGHT? AND SO YOU KIND OF START LAYING THINGS OUT.

HOW MANY SQUARE FEET ARE HERE? HOW MANY ARE THERE? WHAT DOES THAT LOOK LIKE? THAT'S KIND OF THE FIRST STEP, RIGHT? AND SO BY AUTHORIZING THIS CONTRACT, THAT'S THEIR FIRST STEP.

THEY'RE GOING TO GO THROUGH. WE'RE GOING TO VERIFY IT AND WE'RE GOING TO COME BACK TO YOU AND SAY, THIS IS WHAT WE THINK A GENERAL LAYOUT WOULD BE.

AGAIN, NOTHING WITH ENGINEERING, NOTHING WAS STRUCTURAL.

JUST THIS IS KIND OF THE LAYOUT.

WE VERIFY THAT NOW IF WE COME BACK AND THAT DOESN'T LOOK RIGHT, WE STOP.

WE FIGURE OUT WHAT THE NEXT STEPS ARE.

WE WORK WITH BSW TO FIGURE OUT WHAT THE NEXT STEPS ARE.

SO JUST DON'T THINK THAT WE AUTHORIZE A CONTRACT TODAY FOR $2.6 MILLION DOLLARS AND WE'VE CUT THE CHECK AND CORRECT. WE ARE GOING TO START AND WE'RE GOING TO START MOVING AND THEN WE CAN COME BACK.

AND IF YOU HAVE QUESTIONS OR CONCERNS, BUT I THINK WHAT YOU'RE GOING TO FIND AS THE CITY MANAGER NOTED, IS WE HAVE TWO STUDIES THAT HAVE SAID, ADDING THIS EXPANSION IS GOING TO WORK. AND SO THIS WILL BE GOOD FOR THE NEXT 20 YEARS AND WE'LL KIND OF WHAT IS THE NEXT 20 YEARS.

BUT SOMETIMES I WONDER IF THEY'RE LOOKING AT THAT, SAYING THIS IS WHAT THEY HAVE, LET'S MAKE IT WORK.

WE HAVE A HISTORY IN THIS COMMUNITY OF SQUEEZING OUR POLICE DEPARTMENT IN LIKE DOWN THE STREET.

THIS POST OFFICE BUILDING CAME AVAILABLE AND IT LOOKS GOOD AND THEY DON'T HAVE ANYTHING YET.

SO THAT'S A LOT BETTER THAN WHAT THEY DO HAVE PUT THEM THERE.

AND THEN IT'S LIKE, OH, THIS FACILITY OPENED UP.

IT'S A LOT MORE THAN WHAT THEY DO HAVE, SO LET'S PUT THEM THERE.

AND THEN I JUST IF IT'S WITHIN I KNOW WE WENT TO THE VOTERS AND WE SAID, I THINK WE'RE STILL STAYING TRUE TO THAT.

THE POLICE DEPARTMENT NEEDS EXPANSION, THEY NEED ROOM.

[01:55:03]

BUT AND WHERE WE KEEP PEOPLE SEPARATED AND THINK LIKE THERE'S SO MANY OBVIOUS THINGS THAT JUST MAKE SENSE, LIKE, YES, WE NEED A HOLDING CELL SO THAT PEOPLE ARE SECURE IN THE BUILDING AND OUTSIDE OF THE BUILDING.

AND BUT IF IT'S WITHIN IF THEY'RE WITHIN A COUPLE OF MILLION, I DON'T KNOW WHAT THOSE NUMBERS LOOK LIKE, BUT I JUST DON'T FEEL LIKE ANYTHING SHOULD BE OFF THE TABLE BECAUSE THIS IS A BIG CHUNK OF MONEY.

AND ULTIMATELY, IF WE END UP RIGHT WHERE IT SOUNDS GOOD, WE GAVE THEM THAT EXPANSION.

BUT THEY STILL IT STILL DOESN'T MEET OR IT DOESN'T ACTUALLY FUNCTION IN A MANNER THAT SERVES THE PUBLIC WELL AND SERVES THE PD WELL.

WAS IT A GOOD USE OF TAXPAYER DOLLARS? AND AND THEN WE'VE MENTIONED SEVERAL TIMES TODAY ABOUT HOW WE'RE IN COMPETITION CONTINUALLY WITH SURROUNDING DEPARTMENTS, AND IT'S JUST OUTSIDE OF OUR BACKYARD ONE WAY OR ANOTHER OF ANOTHER DEPARTMENT THAT COULD EASILY BE ENTICING TO THEM.

AND MANSFIELD'S JUST DOWN THE ROAD AND THEY HAVE A BEAUTIFUL NEW FACILITY.

AND I MENTIONED THAT GRAND PRAIRIE FACILITY IS EXTREMELY IMPRESSIVE.

AND I JUST WANT TO MAKE SURE WHATEVER I UNDERSTAND AND I HEAR YOU AND I APPRECIATE WHAT YOU'VE SAID ABOUT STARTING THIS CONTRACT.

AND THAT KIND OF GIVES ME SOMETHING TO IT'LL GIVE US SOMETHING TO GO OFF OF, OF LIKE LOOK AT THE PROGRAMING.

DOES THIS WORK? BECAUSE I JUST DON'T WANT TO BECAUSE IT'S MORE THAN WHAT THEY HAVE NOW.

THEY IT SOUNDS GREAT, BUT THAT'S NOT NECESSARILY ANSWERING ALL THE ISSUES THAT HAVE BEEN PRESENTED TO US.

CORRECT. THANK YOU COUNCIL MEMBER JOHNSON.

YOU MADE SOME VALID POINTS.

ONE IN PARTICULAR I'D LIKE TO ADDRESS IS THE COMMUNICATIONS DEPARTMENT, AND I BROUGHT THIS UP SEVERAL MONTHS BACK, AS A MATTER OF FACT, ABOUT MOVING THAT OUT OF THE FACILITY AS A WHOLE.

AND I JUST WANT TO BRING THAT UP AGAIN TO SAY THAT THAT NEEDS TO BE ADDRESSED IN ONE WAY OR ANOTHER TO AND BY BRINGING IN THE COMMUNICATIONS DIRECTOR AND SPEAKING WITH HIM, I'M NOT SURE HOW MUCH HE WAS SPOKEN TO IN THIS SURVEY FOR WHAT SHOULD HAPPEN TO THE COMMUNICATIONS DEPARTMENT.

BUT I TRULY SEE WHERE YOU'RE COMING FROM.

AND I HAD SPOKEN WITH THE CHIEF JUST BRIEFLY A FEW MINUTES AGO, AND I HAD ASKED THIS QUESTION MONTHS AGO TOO.

IS THIS REALLY ENOUGH? IS 20 YEARS ENOUGH? RIGHT, IS 20 YEARS ENOUGH.

QUITE FRANKLY, IT'S DIFFERENT THAN A FIRE STATION.

YOU EXPAND TO A NEW LOCATION, YOU BUILD A NEW FIRE STATION.

YOU DON'T HAVE A CHOICE BECAUSE OF TIME FRAME OF GETTING THERE.

IF I'M HERE IN 20 YEARS AND WE'RE COMING BACK TO THE VOTERS TO SAY, LET'S BUILD ANOTHER NOW WE'RE GOING TO BUILD A BRAND NEW FACILITY.

HOW ARE WE ALL GOING TO FEEL ABOUT THAT? IT'S JUST ALL THE THINGS THAT WE NEED TO BE CONSIDERING.

WE'RE OBVIOUSLY WE'RE TALKING TO YOU, WHICH YOU HAVE NOTHING TO DO WITH ANY OF THIS.

YOU'RE JUST DOING YOUR JOB.

AND I UNDERSTAND THAT.

BUT IT'S TRUE THAT THESE ARE THINGS THAT WE NEED TO BE CONSIDERING, THAT TWO AND ONE HALF MILLION WELL IS LIKE 2.8 AT THE END, I THINK MAYBE.

BUT WE SPENT A LOT OF MONEY TO SAY, IS THIS SOMETHING WE CAN ACTUALLY AFFORD TO BUILD? WELL, I'LL TRY TO JUST ADDRESS A COUPLE OF THINGS.

I KNOW THERE'S PROBABLY OTHER COMMENTS HERE, BUT THE STAFF AND OUR CONSULTANTS DID NOT GO INTO THIS PROJECT THINKING HOW CAN WE DO THIS AND NOT MEET THE NEEDS OF THE CITY OR THE POLICE DEPARTMENT MOVING FORWARD.

WE'VE TRIED TO HAVE A COMPLETE OPEN DISCUSSION ABOUT ALL THE POSSIBILITIES THAT ARE OUT THERE.

CERTAINLY YOU COULD HAVE YOU COULD ACQUIRE ADDITIONAL LAND OR YOU COULD USE LAND THAT WE'VE ACQUIRED IN ANOTHER PROCESS TO BUILD AN ENTIRELY NEW FACILITY.

WE LOOKED AT THAT.

ALL THOSE ARE MORE THEY'RE MORE EXPENSIVE AND WE DON'T BELIEVE PROVIDES MORE LIFE TO THE FACILITY.

THIS IS A SITE ALTOGETHER.

IF YOU LOOK AT THE COURTS BUILDING THE EXISTING PD AND THE VACANT LAND THAT'S BEHIND THERE, THAT OVER TIME CAN BE EXPANDED.

AND I THINK TO THE POINT ABOUT THIS IS WHAT WE NEED FOR THE NEXT 20 YEARS.

I CAN ASSURE YOU THAT AFTER 20 YEARS THERE WILL BE MORE RESOURCES THAT ARE NEEDED FOR THE POLICE DEPARTMENT, THE FIRE DEPARTMENT, ALL THE OTHER SERVICES THAT ARE THERE.

THIS WILL NOT BE THE LAST INVESTMENT THAT WE EVER MAKE IN THE POLICE DEPARTMENT.

BUT YOU HAVE SUFFICIENT SPACE ON THAT SITE THAT IF YOU WANTED TO EXPAND THAT EVEN FURTHER THERE POTENTIALLY DOING SOMETHING DIFFERENT WITH THE COURT BUILDING OR EXPANDING TO THAT AREA. YOU DO HAVE OPPORTUNITIES TO DO THAT.

BUT WE HAVE I GUESS I JUST WANT TO MAKE SURE THE COUNCIL UNDERSTANDS WE HAVE NOT BROUGHT YOU SOMETHING THAT WE FEEL LIKE IS PIECEMEAL, THAT DOESN'T IS NOT FUNCTIONAL AND NOT RESPONSIBLE FOR THE CITY.

WE BROUGHT YOU SOMETHING THAT WE KNOW IS VERY EXPENSIVE, BUT WE THINK IS VERY NECESSARY FOR THE FUTURE GROWTH OF THE DEPARTMENT AND PROVIDE A LOT OF THE RESOURCES THAT WE NEED.

CURRENTLY AS PART OF THE PROJECT, WE'RE ALSO GOING TO BE LOOKING AT THE COMMUNICATION SPACE.

[02:00:02]

BUT IF IT ADDS TWO OR THREE MILLION DOLLARS TO THE COST, I DON'T THINK THAT'S GOING TO BE A VIABLE SOLUTION.

AND I THINK THERE'S OTHER WAYS TO PROVIDE THE KINDS OF FACILITIES THAT WE NEED FOR THAT OPERATION.

THIS DOES INCLUDE A 3000 SQUARE FOOT HARDENED COMMUNICATION SPACE, WHICH CURRENTLY WE DO NOT HAVE.

SO HOPEFULLY THAT ALLAYS SOME OF THE CONCERNS.

WE'VE LOOKED AT IT.

SIX WAYS TILL SUNDAY KIND OF THING.

WE'VE HAD TWO INDEPENDENT FIRMS VERIFY THAT THIS WORKS AS WELL AS OUR OWN STAFF.

THERE'S A LOT OF OTHER OPTIONS THAT YOU COULD LOOK AT.

THE BOND COMMITTEE LOOKED AT A NUMBER OF THOSE.

WE CONSIDERED ALL THOSE DIFFERENT OPTIONS, BUT WE RECOMMEND IT TO YOU FOR THOSE REASONS.

AGAIN, WE FELT GOOD ABOUT IT WHEN WE BROUGHT IT FORWARD TO YOU.

AND THEN ULTIMATELY WHEN YOU SEND IT TO THE VOTERS.

BUT WE'VE ALSO HAD THAT INDEPENDENT VERIFICATION THAT TELLS US THAT IT DOES WORK.

I JUST WANT TO SAY IN THAT REGARD THAT WE JUST LISTENED TO A PRESENTATION ON A CONSULTING GROUP, BASICALLY.

THAT WAS MY INTENTION TO MAKE SURE THAT WHEN WE MAKE THIS JUMP, WE MADE THE RIGHT JUMP.

WHEN WE MADE THE JUMP TO PURCHASE THE MEDICAL BUILDING AND SUBSEQUENTLY THE BANK TO TURN IT INTO COURTS, WE SORT OF HAD EVIDENCE IN FRONT OF US THAT THAT PROBABLY WASN'T GOING TO BE ENOUGH, BUT WE DID IT ANYWAY.

AND PART OF THE REASON WE DID IT WAS TO GET THE LOCATION THAT WE GOT.

NOW, TWO THINGS COME TO MIND IF LET'S SAY THAT AND I'M ALWAYS AN OUT-OF-THE-BOX THINKER, BELIEVE ME.

BUT IF WE TEAR UP THIS PLAN AND GO TO A FRESH PIECE OF LAND SOMEPLACE AND COMPARE THE COST, I FEEL LIKE DOING SO PUTS US AT TWO MAJOR COST DISADVANTAGES RIGHT OFF THE BAT.

ONE BEING THAT WE DON'T OWN THE LAND, OR IF WE USE LAND THAT WE'VE ALREADY PURCHASED, THEN SOME OTHER NEED WILL NOT BE MET BECAUSE THAT LAND WAS USED FOR THIS.

SO THERE'S ONE POINT.

THE LAND'S NOT THERE, SO WE'D HAVE TO BUY THE LAND.

SECONDLY, ONE OF THE COMPONENTS, ONE OF YOUR SLIDES DESCRIBE THE WORK ON THE EXISTING HEADQUARTERS AS I QUOTE, LIGHT RENOVATION.

I KNOW I'M RENOVATING A HOUSE.

IT AIN'T LIGHT OKAY.

[LAUGHTER] THERE ISN'T NOTHING LIGHT ABOUT THAT OKAY. BUT I'M NOT SEEING THAT THIS IS TO THAT DEGREE.

THERE MAY BE INTERIOR WALLS SPACED AROUND HERE OR THERE, BUT LIGHT RENOVATION IMPLIES TO ME THAT WE'RE GOING TO PERHAPS PAINT SOME SURFACES, MOVE SOME FURNITURE AROUND, MAYBE MOVE SOME INTERIOR WALLS.

I DON'T KNOW, MAYBE IT'S MORE THAN THAT.

BUT WE'RE STARTING OUT WITH THE ADVANTAGE OF HAVING 24,000 SQUARE FEET ALREADY THERE OUT OF THE 63,000 THAT WE THINK WE NEED.

SO THAT'S GOING TO BE ANOTHER DISADVANTAGE TO STARTING OVER AGAIN ON A FRESH PIECE OF SOIL.

AND I DON'T THINK IF THESE NUMBERS CAN BE RELIED UPON FOR THE PORTION THAT'S BEING CONSTRUCTED NEW AS A PART OF THIS, THAT YOU WOULD EVER FIND A LESS EXPENSIVE WAY TO GO OFF ON A FRESH PIECE OF LAND SOMEPLACE AND BUILD THIS.

NOW, THE CENTRAL LOCATION WAS WHAT I PARTICULARLY LIKED, BEING RIGHT ON ONE OF THE MAJOR HIGHWAYS THROUGH TOWN AND BEING MORE OR LESS IN THE GEOGRAPHICAL CENTER OF TOWN, ESPECIALLY AS THE POPULATION CONTINUES TO INCREASE TO THE WEST.

SO TO GET A PIECE OF LAND THAT ANY KIND OF AFFORDABLE PRICE, WE'D BE FURTHER WEST AND AFFORDABLE LAND FURTHER WEST IS GETTING INCREASINGLY RARE BY THE MOMENT.

SO I THINK WE'VE DONE EVERYTHING REASONABLY POSSIBLE TO HEAD OFF THE POSSIBILITY OF MAKING A BAD DECISION AND STARTING THIS OFF ON THE WRONG FOOT. I CAN'T THINK OF ANYTHING WE COULD DO TO STUDY IT ANY HARDER.

AND THE CONCLUSIONS THAT HAVE COME FROM THE STUDIES THAT WE'VE DONE ARE IN FAVOR OF DOING THIS.

BUT ONCE AGAIN, I'M ALWAYS OPEN TO ANY SUGGESTIONS.

FOR ME, I APPRECIATE ALL THE CONCERNS AND I'D LOVE TO SEE THE COMMUNICATIONS HAVE A STANDALONE BUILDING.

YOU KNOW I THINK SOME OF THE CONCERNS ARE VALID AS FAR AS, HEY, WHAT ARE WE GOING TO DO 20 YEARS DOWN THE ROAD? BUT WE GOT TO UNDERSTAND, 20 YEARS DOWN THE ROAD, I DON'T THINK WE'LL BE IN A ONE BUILDING DEPARTMENT.

WE MAY NOT BE WE MAY HAVE TWO BECAUSE OF JUST THE SIZE AND SCOPE OF THE CITY.

IT MAY NOT MAKE SENSE TO HAVE IT ALL IN ONE BUILDING.

SO I THINK WE HAVE TO KEEP AN OPEN MIND.

I MENTIONED THAT EARLIER, KEEP AN OPEN MIND.

YOU KNOW, THIS THERE'S A LOT OF LAND HERE.

AND SO THAT LAND AND AT THE END OF THE DAY, THIS IS WHAT WE PRESENTED TO THE VOTERS AND IT'S WHAT THE VOTERS VOTED ON IN A BOND.

SO I THINK WE NEED TO MOVE FORWARD WITH THAT.

I DO HEAR THE CONCERNS THAT, HEY, 20 YEARS DOWN THE ROAD, THIS MAY NOT ACCOMMODATE US.

[02:05:04]

NOW THAT THAT'S ALL GROWN UP IN A LITTLE SMALLER FACILITY, I DON'T KNOW WHAT THE FUTURE HOLDS.

I HAVE NO IDEA.

NONE OF US DO. YOU KNOW, FOR NOW, THE MONEY WE'RE SPENDING AND THE UPCOMING PROJECTS WE WILL HAVE CHANCE TO SIT THERE AND VOTE AND SAY, YOU KNOW WHAT? THIS IS NOT, THIS BUILDING DOESN'T LOOK THE WAY WE WANT IT TO LOOK.

IT NEEDS TO BE REDONE.

THIS FIRM WE'RE TALKING ABOUT H AS DONE A LOT OF FACILITIES THAT I REALLY LIKE THAT LOOK REALLY GOOD.

YOU KNOW, I THINK IT WOULD BE YOU KNOW, I AGREE THERE'S ALWAYS TREPIDATION WHEN YOU'RE TALKING OF THIS KIND OF MONEY.

BUT AT THE SAME TIME, I'D BE A LITTLE DISINGENUOUS IF I SAID, YOU KNOW WHAT, YOU'VE DONE REALLY GOOD WORK IN THESE OTHER PLACES, BUT I DON'T TRUST YOU TO DO GOOD WORK HERE.

I THANK ALL OF OUR STAFF, I THANK THE COMPANY THAT'S BEEN SELECTED, I REALLY LIKE THEM.

AND, YOU KNOW, I HEAR THE CONCERNS.

BUT THE SAME TIME, I THINK WE NEED TO MOVE FORWARD ON IT.

I WAS GOING TO SAY, BRYAN, AND YOU BROUGHT THIS UP SEVERAL TIMES NOW.

I JUST WANT TO MAKE SURE THAT COUNCIL'S INVOLVED IN THIS PROCESS THROUGHOUT THE WHOLE PROJECT.

AND WE DO IDENTIFY SOME EFFICIENCIES THAT WE HAVE AND POSSIBLY AS WE IDENTIFY THOSE, BRING THE COUNCIL BACK OPTIONS SO WE CAN MAKE DECISIONS ON THAT AND JUST TAKE ADVANTAGE OF THAT VALUE ENGINEERING THAT WE'RE TALKING ABOUT.

SO. YES, SIR.

I HEAR THAT LOUD AND CLEAR.

AND WE'LL BE BACK TO YOU.

IF YOU DECIDE TO PROCEED WITH THIS CONTRACT IN THE SPRING, WE'LL HAVE THAT CMAR FIRM, IDENTIFIED, AND THEN THROUGH OUR WORK WITH THE ARCHITECT, WE CAN GIVE YOU AS MANY OPTIONS AS YOU NEED TO GET COMFORTABLE WITH THE DESIGN AND INCLUDING THE COMMUNICATIONS THAT I KNOW THAT I'VE HEARD THAT FROM SEVERAL OF YOU.

IT'S SOMETHING THAT'S IMPORTANT TO US TOO.

WE NEED TO LOOK AT THOSE OPTIONS AND SEE AND WE REALLY HAVE A CONCEPTUAL FRAMEWORK FOR IT, BUT NOT A DESIGN.

AND SO THERE'S A LOT OF DIFFERENT MOVING PARTS THAT WE CAN GIVE YOU AND AN OPTIONS OR WE'LL BE GLAD TO DO THAT.

I'M DEFINITELY FOR MOVING FORWARD.

BUT WHAT I LIKE ABOUT THE TIME FRAME RIGHT NOW IS CONSTRUCTION MATERIALS ARE STARTING TO COME DOWN IN PRICE, AND I'M HOPING WE CAN TAKE ADVANTAGE OF THAT SITUATION.

WE HAVE TWO MORE YEARS THAT WE REALLY DON'T KNOW WHAT THE ECONOMY IS GOING TO DO, BUT WE CAN REALLY TAKE ADVANTAGE OF THE DROP IN THESE MATERIALS.

I DON'T KNOW HOW THAT'S GOING TO WORK WITH OUR GENERAL CONTRACTORS [INAUDIBLE] WILL DO COST PLUS, THIS IS GOING TO BE A FIXED PRICE.

ISN'T IT? SO HOPEFULLY THAT'S GOING TO REFLECT SOME OF THE SAVINGS WE'RE GOING TO HAVE ON STEEL, CONCRETE AND STUFF OF THAT NATURE.

THAT'S HUGE RIGHT NOW.

AND THAT'S THE BENEFIT OF THE CMR. WE GET THEM ON BOARD. THEY CAN HELP US IDENTIFY THOSE BEST TIME TO ACQUIRE THEM.

THEY'RE SEEING WHAT THE PRICES ARE DOING, AND SO BRINGING THEM ON BOARD AS SOON AS POSSIBLE WILL HELP US WITH THE DESIGN AS WELL AS STARTING TO BRING FORWARD CONTRACTS TO PROCURE THOSE ITEMS. DO I HAVE A MOTION ON THIS? I MOVE TO APPROVE. SECOND.

I HAVE A MOTION BY JIMMY.

A SECOND FOR DAN. PLEASE VOTE.

MOTION PASSES UNANIMOUS.

THANK YOU VERY MUCH, COUNCIL. THANK YOU, MAYOR AND COUNCIL.

[4.B. Consider approval of a contract for the purchase of a police intermediate incident command vehicle using the HGAC-Buy Contract with LDV Custom Specialty Vehicles in the amount not to exceed $621,682. (Staff Presenter: Billy J. Cordell, Chief of Police)]

THE STAFF PRESENTER, I'M THINKING, IS POLICE CHIEF BILLY CORDELL, BUT HE BACKED OUT EARLIER.

SO ARE YOU THE PRESENTER? THANKS, AMANDA. YES. BILLY CORDELL, CHIEF OF POLICE AND HOPEFULLY THIS WILL BE THE SIMPLEST OF THE PRESENTATIONS TODAY.

AS YOU MAY RECALL, COUNCIL, WE BROUGHT TWO SPECIALTY VEHICLES BEFORE YOU LAST BUDGET, OF WHICH YOU APPROVED.

ONE OF THEM WAS AN INTERMEDIATE SIZED COMMAND VEHICLE, WHICH WE'RE GOING TO TALK ABOUT TODAY.

THE OTHER ONE WAS A MEDICAL ARMORED VEHICLE BEARCAT THAT HAS BEEN ORDERED.

ONE OF THE THINGS WE DID WAS WAITED TILL MATRIX WOULD LOOK AT AND VALIDATE THAT OUR DEPARTMENT, OUR SIZE, WHAT WE DO, THE THINGS THAT WE DO WITH THESE VEHICLES IS A VALID RESOURCE FOR US TO ACQUIRE.

AND THEY HAVE VALIDATED BOTH OF THESE VEHICLES, AS YOU HEARD RICHARD SAY TODAY.

SO INTERMEDIATE INCIDENT COMMAND VEHICLE.

WHAT WE'RE TALKING ABOUT HERE IS SOMETHING THAT'S UNDER 26,000 POUNDS THAT OUR STAFF CAN DRIVE WITHOUT A COMMERCIAL LICENSE, SOMETHING THAT WE CAN DEPLOY VERY RAPIDLY TO A SCENE. WE'LL POINT OUT THAT AS YOU SEE THE 302,380, THAT WAS THE BUDGET NUMBER THAT WE ASKED FOR LAST APRIL WHEN WE WERE TRYING TO PUT TOGETHER SOMETHING TO

[02:10:09]

SIMPLY WHAT WE DID WAS WE CONTACTED THE VENDORS AND SAID, GIVE US A BASE PRICE OF A VEHICLE THAT WE CAN TAKE BEFORE COUNCIL AND SAY, THIS IS WHAT WE THINK THIS IS GOING TO BE. IT WASN'T A VEHICLE THAT WAS COMPLETELY SPECKED OUT.

SO WHEN WE GOT THE VALIDATION FROM MATRIX, WE BEGAN CONVERSING WITH OUR VENDORS AND ACTUALLY SPECCING THE VEHICLES OUT, PUTTING EXTRA THINGS ON THERE.

AND OF COURSE WITH INFLATION ALONG WITH THAT, THE PRICE OF THAT ROSE TO $565,165 THROUGH HGAC CONTRACT PRICING.

AND CERTAINLY WE PUT A 10% CONTINGENCY ON ALL VEHICLES THAT WE ACQUIRE.

SO THAT RUNS THE PRICE UP TO $621,682.

TO GIVE YOU A LITTLE BIT OF IDEA OF WHAT WE WOULD USE THIS FOR, AND THIS SLIDE OUTLINES SOME OF THE THINGS INCLUDING THE PICTURES ON THE RIGHT THERE FROM A SWAT AND CRISIS NEGOTIATIONS EVENT.

WE WOULD ALSO USE IT FOR LARGE INVESTIGATIONS, THE HOMICIDES THAT WE HAD THAT ARE EXPANDED CRIME SCENES, THINGS LIKE THAT.

THE PICTURES ON THE RIGHT GIVE YOU AN IDEA OF HOW WE RUN A SWAT EVENT CURRENTLY, AS YOU SEE EVERYBODY STANDING BEHIND A TAHOE THAT'S NOT VERY WELL EQUIPPED WITH REAL TIME CRIME INFORMATION.

THE TOP PICTURE IS NEGOTIATIONS WITH THIS PERSON IN THERE.

AND IT'S JUST NOT THE OPTIMAL WAY OF DOING THINGS.

BUT I WANT TO POINT OUT, WHILE SWAT IS AN IMPORTANT ASPECT OF THIS NEED, THE MAJORITY OF ITS USE WILL COME FROM OTHER CITY EVENTS, SCHOOL EVENTS, FOOTBALL GAMES.

WE HAVE ENORMOUS AMOUNT OF PEOPLE AT ALL THE FOOTBALL GAMES IN BISD.

WE PUT A VERY SMALL FOOTPRINT WITHIN THE PRESS BOX UP THERE TO BE ABLE TO MONITOR.

BUT THIS VEHICLE ALSO GIVES US A LOT OF ABILITIES THAT WE DON'T HAVE.

YOU CAN SEE ON THIS SLIDE, WE POINTED OUT THE COVID CENTER.

WE SPENT 33 DAYS OUT IN THE ELEMENTS MANAGING THE COVID EVENTS.

THAT WAS OUR COPS, MEMBERS AND VOLUNTEERS ALONG WITH OUR OFFICERS, AND THEY HAD NO PLACE TO GET OUT OF THE ELEMENTS TO GO IN AND GO TO THE BATHROOM, USE THE FACILITIES AND THINGS LIKE THAT. AND THAT'S PART OF THE SPECCING OF THIS VEHICLE.

AND THE FUNCTIONALITY OF IT WHEN YOU LOOK AT IT, THREE PRIMARY WORKSPACES, THE REAR OF THE UNIT HAS A SECTION DESIGNED TO ACCOMMODATE FOUR INDIVIDUALS DURING CRITICAL INCIDENTS.

THIS CAN BE UTILIZED FOR PERSONNEL MANAGEMENT, COMMUNICATIONS ANALYSIS.

IF WE'RE HAVING A SWAT SITUATION, WE CAN PUT OUR NEGOTIATORS BACK IN THAT, THAT HAVE A SEPARATE SPACE TO FOCUS ON WHAT THEIR ROLE IS IN RESOLVING THAT ISSUE. THE MAIN CABIN, THE UNIT PROVIDES A LARGE CONFERENCE AREA THAT CAN ACCOMMODATE UP TO EIGHT PERSONNEL.

THAT WAS ONE OF THE CHANGES WE MADE ON THIS, WAS TO INCLUDE A SLIDE OUT SO THAT WE COULD EXPAND THAT AREA AND HAVE MORE FUNCTIONALITY OUT OF THAT.

AND THEN THE WORKSTATION LOCATED ON THE EXTERIOR OF THE UNIT IS AN IMPORTANT ADD IN, IN THAT AS WELL, BECAUSE WHEN YOU HAVE PEOPLE THAT ARE COMING TO THAT SITE TO BE DEPLOYED, WHETHER IT BE OTHER AGENCIES, WHETHER IT BE ADDITIONAL PERSONNEL OR OTHER CITY DEPARTMENTS, THEY CAN MEET ON THE OUTSIDE OF THAT VEHICLE AND NOT DISRUPT THE THINGS THAT ARE GOING ON WITHIN THAT VEHICLE.

AGAIN, IT'S LESS THAN 26,000 POUNDS, WHICH GIVES US THE ABILITY TO TRAIN STAFF MEMBERS ACROSS EACH SHIFT SO THAT IF AN INCIDENT HAPPENS, WE CAN DEPLOY THAT VEHICLE IMMEDIATELY.

TECHNOLOGY IS A HUGE, HUGE THING.

AND WHAT WE'RE TRYING TO ACCOMPLISH HERE, YOU'RE GOING TO HEAR ME TALK IN THE COMING MONTHS, BUT ALSO TODAY ABOUT REAL TIME INFORMATION THAT WE GET.

REALLY, WE OPERATE ON REAL TIME CRIME INFORMATION, REAL TIME INFORMATION WHEN YOU'RE HANDLING A HOSTAGE SITUATION, ANY KIND OF VIOLENT SITUATION.

SO THIS WILL GIVE US THE ABILITY TO STREAM OUR DRONES.

YOU'VE PROBABLY BEEN AROUND WHEN WE'RE ABLE TO, WE HAVE THE CAPABILITY TO STREAM THAT DRONE TO SOMEPLACE.

WHEN WE DID THE 4TH OF JULY EVENT, WE PUT THE DRONES IN THE AIR AND WE CAN STREAM THEM RIGHT BACK TO THE COMMAND POST SO THEY HAVE REAL TIME INFORMATION TO MAKE DECISIONS ON.

THAT ALSO INCLUDES THE ROBOT THAT WE DEPLOY INSIDE HOMES WHEN WE HAVE A SWAT SITUATION OR A HIGH RISK WARRANT SERVICE THAT WE CAN STREAM RIGHT BACK TO THAT VEHICLE THAT CAN EXTEND TO TRAFFIC CAMERAS, IT CAN EXTEND TO BISD.

WE ALSO HAVE A PARTNERSHIP WITH THEM TO LOOK AT THEIR CAMERAS.

BUT IF WE'RE RUNNING A VAN OUT AT THE SCHOOL FOOTBALL GAME, WE CAN STREAM THOSE CAMERAS RIGHT STRAIGHT INTO THERE.

WE ADDED A 360 DEGREE CAMERA FIXED TO THE VEHICLE BECAUSE WE DON'T ALWAYS HAVE ACCESS TO CAMERAS THAT ARE DEPLOYED IN CERTAIN AREAS.

SO WE MAY BE ABLE TO PUT THIS UP AND DEPLOY IT AND HAVE REAL TIME CRIME INFORMATION IN THERE, REAL TIME INFORMATION ON THE CRITICAL ROLE OF AND THE SUCCESS OF THE OPERATION.

SO COST. AGAIN, WE RECEIVED A BUDGET NUMBER ON THAT AND ONCE WE GOT DOWN TO SPECCING THAT VEHICLE OUT, IT RAISED THE PRICE OF THAT PRETTY SIGNIFICANTLY.

WE HAVE WE ORIGINALLY HAD EARMARKED ARPA FUNDING TO BE ABLE TO FUND THAT ORIGINAL PIECE OF THAT.

[02:15:05]

AND MARTIN, IF I MISSTATE THIS, PLEASE CORRECT ME, BUT WE ARE TRANSFERRING SOME BALANCE OF THAT TO COVER THE COST THAT WENT OVER BEYOND THE ORIGINAL QUOTE THAT WE GAVE YOU. SO THIS WOULD BE FUNDED COMPLETELY OUT OF ARPA FUNDS.

SO THE OPTIONS PROVE THE CONTRACT WITH THE PURCHASE OF THIS VEHICLE NOT TO EXCEED $621,682 OR DENY THAT CONTRACT WITH THEM.

STAFF IS RECOMMENDING APPROVAL OF THAT.

AND I WILL POINT OUT TO YOU, IT'S AGAIN, IT'S SUPPORTED BY RECOMMENDATION OF MATRIX CONSULTING AND THERE IS A 22 TO 24 MONTH LEAD TIME TO TAKE POSSESSION OF THIS VEHICLE. AND THE AFTERMATH OF UVALDE, EVERYTHING THAT WAS ON THE LOTS DISAPPEARED AND THAT RAN SOME OF THE PRICES UP.

BUT IT'S GIVEN US A 22 TO 24 MONTH LEAD TIME ON THIS VEHICLE.

WITH THAT, I'M GLAD TO ANSWER ANY QUESTIONS YOU MIGHT HAVE.

ANYBODY? JUST WANT TO SAY THAT THIS IS IT.

I'M GRATEFUL THAT WE HAVE THAT ARPA FUNDS AT OUR DISPOSAL FOR A UTILITY VEHICLE LIKE THIS.

THIS IS A GOOD USE OF THOSE FUNDS, AND I THINK IT SERVES A MULTITUDE OF AREAS THAT WE'VE BEEN LACKING IN.

AND SO I JUST WANT TO BE APPRECIATIVE OF THE INITIATIVE THAT IT TOOK TO UTILIZE THESE FUNDS IN THIS MANNER.

IS THERE A MOTION? MOVE TO APPROVE.

SECOND. RONNIE'S GOT IT.

I HAVE A MOTION BY TAMARA AND A SECOND BY JIMMY.

PLEASE VOTE.

OH, OKAY. I'M SORRY, RONNIE.

SECOND BY RONNIE, PLEASE VOTE.

MOTION PASSES UNANIMOUS.

THANK YOU. AND IF I MIGHT WRAP UP A COUPLE OF THINGS.

I WANT TO SAY THANK YOU TO RICHARD AND ALL OF HIS STAFF IN THE WORK THAT THEY DID AND PROJECTING THE FUTURE FOR US.

I THINK YOU SAW A VERY THOROUGH AND COMPETENT REPORT THAT GIVES US A GOOD GUIDE MOVING FORWARD ON THAT.

THANK YOU FOR THE PASSING OF THE FACILITY ARCHITECTURAL DESIGN.

I KNOW BSW AND DENNY AND HIS TEAM WE LOOK FORWARD TO WORKING CLOSELY WITH THEM.

ALL OF US WANT THE BEST FACILITY WE CAN MOVING FORWARD FOR SERVING OUR CITIZENS AND MAKING SURE THAT OFFICERS ARE PREPARED TO DO THAT.

AND I REALLY DO APPRECIATE THAT.

AND THIS VEHICLE AND FINALLY, I'LL SAY WE'VE GOT OUR RECRUITMENT SERGEANT IN THE AUDIENCE BACK HERE.

SO I'M GOING TO DIRECT HIM TO GO AHEAD AND GET LATERAL ENTRY FLIERS FOR ALL OF YOU THAT HAVE FORT WORTH VEHICLES THAT LIVE NEXT TO YOU, PLEASE GO AND PUT THEM ON THE WINDSHIELD OF THAT. WE DO HAVE A LATERAL ENTRY PROGRAM.

BUT AND AS A FINAL FOLLOW UP ON THAT, THE CHANGES THAT WE MADE FOR HIRING ARE WORKING.

I'LL COME BACK TO YOU IN THE NEAR FUTURE WITH SOME OF THE THINGS THAT ARE HAPPENING AROUND THERE.

BUT THE CHANGES WE MADE FOR LATERAL ENTRIES SEEM TO BE WORKING VERY, VERY WELL AND I APPRECIATE EVERYTHING YOU'VE DONE TODAY.

THANK YOU. THANK YOU, MAYOR AND COUNCIL.

THAT BRINGS US TO SECTION 5 EXECUTIVE SESSION.

AT THIS TIME, WE HAVE NO NEED FOR EXECUTIVE SESSION.

WE'VE DISPOSED OF ALL ITEMS ON THE AGENDA.

SO, MAYOR, IF YOU COULD ASK FOR A MOTION AND A SECOND TO ADJOURN WITH NO VOTE AND THEN STATE THE TIME OF ADJOURNMENT, PLEASE.

IS THERE A MOTION TO ADJOURN? RONNIE A SECOND BY DAN.

WE'RE OUT OF HERE AT 11:30.

THANK YOU.

* This transcript was compiled from uncorrected Closed Captioning.