[4.A. Receive a report, hold a discussion, and give staff feedback, regarding the operational and administrative staffing assessment that considers the Department’s needs over the next five years.]

THE AGENDA IS ITEM FOUR REPORTS AND PRESENTATIONS.

ITEM FOUR A IS RECEIVE A REPORT, HOLD A DISCUSSION, AND GIVE STAFF FEEDBACK REGARDING THE OPERATIONAL AND ADMINISTRATIVE STAFFING ASSESSMENT THAT CONSIDERS THE DEPARTMENT'S NEEDS OVER THE NEXT FIVE YEARS.

THE STAFF PRESENTER IS KATIE FREEMAN, FIRE CHIEF AND IAN WOMACK, SENIOR CONSULTANT FITCH AND ASSOCIATES, LLC.

SO. YEAH, YEAH.

THERE WE GO. ALL RIGHT.

GOOD MORNING, MAYOR AND COUNCIL.

KATIE FREEMAN, FIRE CHIEF.

AND APPRECIATE YOUR TIME THIS MORNING.

FOR MYSELF AND IAN WOMACK FROM FITCH AND ASSOCIATES TO CO-PRESENT.

ALSO AT OUR AUDIENCE, WE HAVE STEVE KNIGHT, WHO PRESENTED SEVERAL YEARS AGO ABOUT OUR MASTER PLAN STUDY.

SO I'M GOING TO BE PRESENTING THE FIRST COUPLE OF SLIDES AND THEN IAN'S GOING TO COME IN HERE AND AND WALK THROUGH THE REST OF THE PRESENTATION AT DIFFERENT POINTS.

I'M GOING TO COME UP BECAUSE IT IS A TECHNICAL REPORT.

WE'RE GOING TO TRY TO KEEP IT AT A AT A HIGH LEVEL.

BUT OBVIOUSLY AT ANY TIME, ANY QUESTIONS, FEEL FREE TO STOP IN AND AND ASK HIM OR I'LL COME BACK UP TO THE PODIUM.

[00:15:06]

AND THERE ARE A COUPLE OF POINTS THAT I'LL COME BACK UP AFTER IAN PRESENTS SEVERAL SLIDES THAT HAS SOME POLICY IMPLICATIONS.

I JUST WANT TO MAKE SURE EVERYBODY UNDERSTANDS FROM A POLICY STANDPOINT.

SO WITH THAT SAID, I'M GOING TO GET STARTED WITH GIVE ME A LITTLE BACKGROUND.

AS YOU KNOW, A COUPLE OF YEARS AGO, WE ASKED FITCH AND ASSOCIATES TO COME IN HERE AND DO A MASTER PLAN STUDY.

AND AND THE BIGGEST TAKEAWAY OF THAT STUDY WAS, IF YOU RECALL, WE WERE ALREADY MOVING INTO THE DIRECTION OF ADDING A THIRD SQUAD.

WE KNEW THAT THE SYSTEM WAS STARTING TO GET TAXED, OUR RUN VOLUME WAS GOING UP.

AND WE FELT ALL ALONG WITH OUR ANALYTICS THAT WE KNEW THE SQUAD CONCEPT WAS EFFECTIVE AND EFFICIENT.

AND SO BEFORE WE WENT INTO THAT THIRD SQUAD FROM A BUDGETARY STANDPOINT, WE ASKED FITCH TO COME IN AND BASICALLY REVIEW EVERYTHING, LOOK AT OUR DATA, AND WERE WE ON TRACK WITH THAT? AND THE OUTCOME WAS, WAS, YES.

AND THE OTHER TWO IMPORTANT OUTCOMES OF THAT STUDY WAS THAT WE ASKED THEM TO LOOK SPECIFICALLY AT WHERE WE POSITIONED TO CONSIDER TRANSITIONING INTO FIRE BASED EMS. AND THROUGH THOSE DISCUSSIONS AND ALL THE ANALYSIS, ULTIMATELY THE RECOMMENDATION WAS YES.

AND THEN OBVIOUSLY WE'RE EXCITED ABOUT WHAT'S GOING TO TAKE PLACE OCTOBER 1ST, THAT THE DECISION WAS MADE FOR US TO TRANSITION TO FIRE BASED EMS. ALSO OUT OF THAT INITIAL STUDY, WE ASKED THEM TO LOOK AT VALIDATING THE THE REQUIREMENT FOR STATION FOUR.

WE KNEW THAT THAT THE CONSIDERATION WOULD BE GIVEN IF THE GREEN LIGHT WAS THAT WE NEEDED A STATION FOUR AND NEEDED TO BE FUNDED IN THE BOND PROGRAM.

SO JUST KIND OF GIVING YOU THE PIECES OF THE THE DIFFERENT PUZZLES AND THE SERVICES THAT FITCH HAS PROVIDED THROUGHOUT THE THROUGHOUT THE YEARS FOR US. WE ASKED THEM TO COME BACK IN THIS YEAR SPECIFICALLY BECAUSE WE WERE STARTING TO SEE SOME SOME STRESSES AND STRAINS IN OUR SYSTEM BASED ON SOME OF THE, I THINK THE UNINTENDED CONSEQUENCES OF SOME OF THE POLICIES THAT WE'RE GOING TO TALK ABOUT LATER ON ABOUT CAPPING VACATION ACCRUALS, SOME OF THOSE DOWNSTREAM UNINTENTIONAL BUT HAVING NEGATIVE CONSEQUENCES IN OUR OPERATIONS.

STAFFING SHORTAGES CAUSING AN EXORBITANT AMOUNT OF OVERTIME.

AND SOME OF THE THINGS THAT WE FELT LIKE OR NOT JUST FELT THAT WERE PROBLEMATIC, THAT WE WANTED SOMEONE TO COME IN AND HELP DO A DEEP DIVE INTO THE ANALYSIS, MAKE SOME RECOMMENDATIONS, AND THEN GIVE US SOME SOME OPPORTUNITIES TO LOOK AT FROM A POLICY STANDPOINT, HOW WE MOVE FORWARD.

AND SPECIFICALLY IN THIS STUDY, WHAT WE'RE GOING TO BE FOCUSING IN ON IS THE OPERATIONAL SIDE, THE NEEDS OF THE OPERATIONS AND THEN THE NEEDS OF THE FIRE ADMIN.

AND SO THEY'VE DONE A REALLY, REALLY GOOD JOB ABOUT QUANTIFYING THAT.

SO AGAIN, TO THE SCOPE OF THE WORK SPECIFICALLY FOR THIS, AS AS I'VE JUST SAID, WE FOCUSED ON THE RESPONSE SIDE, WE FOCUSED ON THE ADMINISTRATIVE SIDE.

AND AS YOU RECALL, A COUPLE OF COUNCIL MEETINGS AGO, WE'VE ALREADY STARTED THAT CONVERSATION ABOUT WE KNOW IN THE FUTURE WHAT AS BEST AS WE CAN, WHAT WILL THE ADMINISTRATIVE SIDE LOOK LIKE IN 15 TO 20 YEARS, WHICH WILL ALSO REFLECT, BE REFLECTIVE OF WHAT WILL THE DEPARTMENT POTENTIALLY LOOK LIKE IN THE NEXT 15 TO 20 YEARS.

AND THERE'S A SPECIFIC SLIDE THAT WE'LL TALK ABOUT LATER ON.

AND THEN GETTING BACK TO TODAY, WE WANTED TO KNOW WHERE WE'RE AT TODAY, WHERE DOES IT LOOK LIKE WE'RE GOING? AND WE WANT TO MAKE SURE WE'VE GOT THE THE OPERATIONAL EFFICIENCY TO MAKE SURE THAT WE'RE DOING A GOOD JOB OF BEING GOOD STEWARDS AND NOT OVERSTAFFING, NOT UNDERSTAFFING.

AND THEN IT HAS TO BE SUSTAINABLE.

AND THEN I THINK ONE OF THE KEY TAKEAWAYS HERE IS THE WHOLE SCOPE OF THIS STUDY IS WITHIN A FIVE YEAR, WE BELIEVE FIVE YEARS FOR OUR DEPARTMENT IS A REALLY, REALLY GOOD SNAPSHOT OF OUR OPERATIONS.

IT'S EASIER TO TRACK. IT'S EASIER TO PROJECT EXCEPT FOR THE ONE EXCEPTION TO THIS IS THE ASSUMPTION WHEN WE'RE PROJECTING OUT WHAT THE DEPARTMENT, WHAT THE COMMUNITY MAY LOOK LIKE IN THE NEXT 15 TO 20 YEARS.

SO THAT'S THE ONLY CAVEAT THAT THAT VARIES FROM THE SPECIFICS OF THIS DATA THAT IAN'S GOING TO BE GOING OVER AND I'LL BE SHARING AS WELL IS FOR FOR THE NEXT FIVE YEARS.

SO WITH THAT, I'M GOING TO ASK IAN WOMACK, SENIOR CONSULTANT FROM FITCH AND ASSOCIATES, TO COME UP AND PRESENT.

AND THEN I'LL BE HERE AGAIN TO TAKE THE PODIUM.

THANK YOU. THANKS. THANK YOU.

COUNCIL. GOOD MORNING.

WE APPRECIATE THE OPPORTUNITY TO BE HERE WITH YOU.

IT'S MY FIRST TRIP TO BURLESON.

IT'S A BEAUTIFUL CITY. SO AS THE CHIEF SAID, THE FIRM, WE'VE WE'VE DONE WORK HERE PREVIOUSLY.

SO SOME OF YOU MAY BE FAMILIAR WITH US, BUT FOR THOSE OF YOU THAT AREN'T JUST A LITTLE BRIEF BACKGROUND ABOUT FITCH AND ASSOCIATES, WHO WE ARE.

[00:20:01]

SO WE'RE A PUBLIC SAFETY ESSENTIALLY CONSULTING FIRM.

WHAT MAKES OUR FIRM SOMEWHAT UNIQUE IS WE DON'T JUST CONSULT IN THE SPACE.

WE ACTUALLY OPERATE AND MANAGE IN THE SPACE.

SO WE'RE A VERY QUANTITATIVE FIRM.

WE REALLY FOCUS ON THE DATA AND WE USE THAT QUANTITATIVE SIDE AND FOCUS TO INFORM OUR QUALITATIVE INPUTS AS WELL.

AND BECAUSE WE MANAGE SYSTEMS, WE HAVE THE OPPORTUNITY TO ACTUALLY PUT THE PRACTICES THAT WE RECOMMEND TO TEST IN REALITY AND SEE HOW EFFECTIVE THEY ARE TO ACCOMPLISHING OBJECTIVES.

COLLECTIVELY, THE FIRM'S GOT 40 YEARS OF EXPERIENCE ACROSS THE GLOBE IN MANAGING EMS SYSTEMS, DESIGNING FIRE BASED EMS SYSTEMS, DEPLOYING MANAGEMENT STUDIES, BEST PRACTICES, EFFICIENCIES, YOU NAME IT.

WE OPERATE IN ALL SPACES OF PUBLIC SAFETY, LAW ENFORCEMENT, FIRE AND EMS, EMERGENCY MANAGEMENT AS WELL.

SO THAT'S THAT'S ENOUGH ABOUT US.

ME PERSONALLY, I'VE BEEN IN THE FIRE SERVICE FOR 25 YEARS.

FIRE SERVICE BASED EMS, FIRE SERVICE BASED SUPPRESSION.

I'VE WORKED IN ALL ASPECTS OF THE PROGRAM AREAS TRAINING, EMERGENCY MANAGEMENT, PLANNING, LOGISTICS, EMS. AGAIN, IF YOU NAME IT, IT'S BEEN THE FULL BREADTH.

SO I'VE BEEN WITH FITCH AND ASSOCIATES NOW FOR SEVEN YEARS DOING THESE TYPES OF STUDIES AS WELL.

LET ME GET MY CLICKER HERE, SO WE'LL JUMP RIGHT IN.

YOU'LL SEE A VERY QUANTITATIVE ANGLE ON THIS AS WELL TO GO WITH WHAT I SAID IS OUR CHARACTERISTICS AS A FIRM.

SO OUR PROJECT APPROACH, WE GATHERED FIVE YEARS OF PAYROLL DATA, STAFFING DATA POLICIES, BUDGET DATA.

THAT'S IMPORTANT FOR US TO TO DIAL IN THE FTE COUNTS.

AND I'LL TALK ABOUT WHY THAT'S IMPORTANT WHEN WE GET TO IT.

SO WE'RE NOT OVERSTATING OR UNDERSTATING THE PROGRESSION OF THE USE OF HOURS OR THE USE OF TIME.

DEPARTMENT POLICIES, JOB DESCRIPTIONS, FUTURE LAND USE AND DEVELOPMENT.

ALL OF THOSE INPUTS WERE ESSENTIAL FOR US TO UNDERSTAND THE FULL BREADTH OF THE CHALLENGES FACING THE DEPARTMENT OVER THE NEXT FIVE YEARS.

AND THEN WE USE THOSE INPUTS TO ANALYZE HOURS WORKED EARNED AND LEAVE TIME OVERTIME UTILIZATION, LOOK FOR ANY CORRELATIONS THAT FACTORS THAT COULD BE DRIVING OVER TIME. AND WE TOOK A VERY QUANTITATIVE MATHEMATICAL APPROACH TO THAT AS WELL.

UTILIZATION AND IMPACTS OF LEAVE.

WHAT'S THE FREQUENCY THAT LEAVE RATES ARE BEING USED AND ARE THOSE INFLUENCING THE READINESS OF THE OF THE ORGANIZATION? STAFFING LEVELS.

WHAT IS YOUR CURRENT STAFFING LEVELS BY BUDGETED FTE COUNT AND HOW DOES THAT IMPACT THE AGENCY'S RESILIENCY, RELIABILITY OR INFLUENCE YOUR LONG TERM SUSTAINABILITY? THEN WE TAKE THAT INFORMATION AND WE WE DEVELOP SOME OPTIMIZED STAFFING ALTERNATIVES FOR YOU.

SO AGAIN, A QUANTITATIVE APPROACH TO SAYING HOW MANY BODIES DOES THE ORGANIZATION NEED TO HAVE TO SUSTAIN OPERATIONS DAY TO DAY RELIABLY . FUTURE FIRE STATION DEPLOYMENT.

WE LOOKED AT AREAS OF DEVELOPMENT AND THE SYSTEM.

AM I SAYING THAT RIGHT? CHISHOLM, CHISHOLM.

CHISHOLM. THE L IS SILENT.

YOU KNOW, I'VE BEEN TALKING WITH THEM FOR MONTHS NOW.

THEY COULD HAVE FILLED ME IN ON THAT. I FEEL LIKE HE GOT ME.

HE GOT ME, CHIEF. ALL RIGHT, THAT'S FAIR.

CHISHOLM. CHISHOLM.

AND THEN WE LOOKED AT ADMINISTRATIVE STAFFING LEVELS, NOT JUST THE OPERATIONAL SIDE, BUT WHAT'S WHAT'S NEEDED ON THE ADMINISTRATIVE SIDE OF THE HOUSE TO EFFECTIVELY SUPPORT THE OPERATION. FOUR MAIN THEMES WILL PRESENT THEMSELVES THROUGHOUT THIS STUDY FTE ALLOCATIONS WITH STAFFING MULTIPLIERS, AND I'LL EXPLAIN WHAT STAFFING MULTIPLIERS ARE WHEN WE GET THERE.

BUT WHEN WE'RE TALKING ABOUT HOW MANY, HOW MANY INDIVIDUALS SHOULD BE FUNDED, IT'S WE TAKE A VERY MATHEMATICAL APPROACH TO THAT.

MINIMUM DAILY OPERATIONAL STAFFING, AND THAT RELATES TO HOW MANY PEOPLE HAVE TO BE ON DUTY EACH DAY FOR THE DEPARTMENT TO DEPLOY ALL OF ITS PROGRAM SERVICES.

ADMINISTRATIVE STAFFING LEVELS, AS WE JUST MENTIONED, WHAT IS NECESSARY IN BACK OF HOUSE TO SUPPORT FRONT OF HOUSE OPERATIONS ESSENTIALLY.

AND THEN FUTURE CAPITAL AND RESOURCE INVESTMENT.

AND ALL THESE THEMES ARE VERY INTERRELATED.

NO ONE OF THESE ELEMENTS REALLY STANDS ON THEIR OWN.

THEY'RE HIGHLY CONNECTED.

SO A QUICK REVIEW OF THE PAYROLL HOURS, 2022 DATA WAS USED BECAUSE THAT WAS OUR MOST RECENT COMPLETED YEAR.

REGULAR WORK HOURS ACCOUNTED FOR 90% OF ALL SWEAT HOURS.

SO SWEAT HOURS REFER TO THE HOURS WORKED HERE DELIVERING THE MISSION.

OVERTIME ACCOUNTED FOR ANOTHER 9.5% OF THAT, 9.5%, NEARLY 70% OF IT WAS VACANCY OVERTIME.

I'M SO OVER TIME WILL COME OUT OF 1 OR 2 BUCKETS.

BECAUSE OF THE FIREFIGHTERS SCHEDULE THEY WORK A 24 TO 48, WHICH AVERAGES TO A 56 HOUR WORKWEEK.

THE FAIR LABOR STANDARDS ACT HAS BUILT IN OVERTIME IN THAT SCHEDULE, AND THAT'S CALLED FLSA OVERTIME.

SO WE PULLED THAT OUT BECAUSE THAT'S JUST A PART OF THE SCHEDULE THAT'S UNAVOIDABLE.

AND THEN WE LOOKED AT WHAT IS VACANCY OVERTIME.

THAT WOULD BE OVERTIME THAT IS HIGHER BECAUSE THERE WAS A HOLE IN THE ORGANIZATION FOR THE DAY THAT NEEDED TO BE FILLED TO DELIVER THE SERVICE FOR THE DAY.

AND THAT WAS A RATE OF OF THE 9.5% OVERTIME, 68% OF IT WAS VACANCY OVERTIME OR WORK DONE IN ADDITION TO REGULARLY SCHEDULED

[00:25:07]

HOURS. OVERTIME INCREASED SINCE 2018, 134%.

THAT'S THE AGGREGATE AND WE'LL DIVE INTO OVERTIME MORE GRANULARLY IN A FEW SLIDES.

THE NEXT CATEGORY IS SCHEDULED LEAVE.

SO THIS IS LEAVE THAT YOU ANTICIPATE AND PLAN ON OCCURRING, RIGHT? THERE'S VACATION.

HOLIDAY TIME CAN BE USED FOR THAT.

SO WHEN WE AGGREGATE THOSE TOGETHER, IT'S ABOUT 65% OF ALL LEAVE IS SCHEDULED LEAVE.

VACATION INCREASED ABOUT 20% FROM 2018.

AND I'LL JUST REFERENCE THE REASON WE'RE USING 2018 AS AN ANCHOR POINT TO COMPARE TO 2022, BECAUSE IT ALLOWS US TO ACCOUNT FOR COVID, RIGHT? COVID BLEW EVERYTHING UP ON THE NUMBERS.

AGENCIES AND BURLESON DID IT THEMSELVES AND IT WAS BEST PRACTICE ACROSS THE COUNTRY.

FROZE VACATION TIME DURING COVID TO DEAL WITH STAFFING ISSUES.

SICK LEAVE WENT ALL HAYWIRE.

SO WE ANCHORED ALL THESE COMPARISONS IN 2018, WHICH IS A NORMAL FULL OPERATIONAL GOT US TO COMPARE IT AGAINST 2022 AS WE'VE RETURNED TO NORMAL OPERATIONS TO GET AN APPLES TO APPLES COMPARISON.

UNSCHEDULED LEAVE, WHICH IS SICK OR WORKER'S COMP TIME.

SO THIS IS LEAVE THAT OCCURS THAT YOU DON'T PLAN TO OCCUR, RIGHT? NOBODY PLANS TYPICALLY TO GET SICK OR TO GET INJURED.

SO WE BUNDLE THOSE TOGETHER IN A BUCKET OF UNSCHEDULED LEAVE.

AND THAT ACCOUNTS FOR 30 ABOUT 32% OF ALL LEAVE.

AND AGAIN, WE KNOW THAT SICK LEAVE INCREASED 188%, ABOUT 109% SINCE 2018.

AND THAT IS NOT RELATED TO COVID BECAUSE WE'RE GOING 2018 TO 2022.

AND YOU CAN SEE THE TABLE BREAKS DOWN THE YEAR OVER YEAR CHANGE.

SO IF YOU LOOK AT YOUR COVID YEAR, 2021 FROM 2022 ON SICK LEAVE, A 251% INCREASE, THAT'S THAT'S DIRECTLY CORRELATED WITH WHAT WE EXPERIENCING WITH COVID.

SO SOME OF THOSE BIG NUMBERS ARE EASILY EXPLAINED BY WHAT WE'RE EXPERIENCING DURING THOSE YEARS.

MORE OF A DEEP DIVE INTO THE OVERTIME, 13,600 HOURS OF OVERTIME IN 2022, 9,200 OF THOSE WERE VACANCY OVERTIME AND 4,300 WERE THAT FLSA OVERTIME OR THAT FAIR LABOR STANDARDS ACT OVERTIME, THE FIREFIGHTER RANK ACCOUNTED FOR THE LARGEST SUM OF VACANCY OVERTIME, WHICH IS A IS A TESTAMENT TO SOUND ADMINISTRATION OVERSIGHT BY FIRE ADMIN BECAUSE WHAT THEY'RE DOING IS THEY'RE HIRING BACK AT THE LOWEST RANK LEVEL AND ALLOWING MEMBERS IN THE ORGANIZATION TO ACT UP.

SO IF A BATTALION CHIEF THAT IS A MUCH HIGHER COST VALUE IS OFF FOR THE DAY AND THERE'S A VACANCY THERE, AN OFFICER WOULD ACT UP INTO THE BATTALION CHIEF SPOT, A FIREFIGHTER OR DRIVER WOULD ACT UP INTO THE OFFICER'S SPOT, AND THEN YOU WOULD HIRE IN AT THE FIREFIGHTER RANK TO FILL THAT VACANCY.

SO THAT REALLY IS BEST PRACTICE AND THAT'S SOUND FISCAL MANAGEMENT 2018 TWO THROUGH 2022 VACANCY PER FTE HAS INCREASED 324%.

AND SO THE PER FTE IS THAT'S THE WEIGHTED VALUE.

AND WHEN WE LOOK AT THAT, IF YOU LOOK AT THE AGENCY FROM 2018 THROUGH 2022, THE FTE HEADCOUNT HAS INCREASED ABOUT 15.9%, 16% SAY ON A ROUNDING.

BUT IN THAT SAME PERIOD OF TIME, THE VACANCY OVER TIME PER FTE HAS GONE UP 324%.

SO THERE'S SOME DRIVERS THERE AND WE'LL TALK ABOUT THOSE A LITTLE BIT MORE.

IF YOU LOOK AT FLSA, OVERTIME UP 19% IN THAT SAME DATE RANGE, THAT MAKES SENSE, RIGHT? BECAUSE IF THE FTE HEADCOUNT HAS GONE UP ABOUT 16%, WE WOULD EXPECT THAT FLSA OVER TIME TO KEEP A PRETTY GOOD COMMENSURATE RATE AND IT INDEED HAS.

TOTAL OVERALL CHANGE AGAIN IS AT 134%.

WE DID DRILL THIS DOWN TO THE OPERATIONAL POSITIONS IN THE ORGANIZATION.

SO THIS ISN'T LOOKING AT WHAT'S HAPPENING ADMINISTRATIVELY.

THIS IS REALLY ABOUT YOUR BATTALION CHIEFS, LIEUTENANTS, OPERATORS AND FIREFIGHTERS.

SO WE DID A CORRELATION ANALYSIS TO DETERMINE WHAT FACTORS WOULD BE POSITIVELY CORRELATED WITH THE INCREASE IN VACANCY OT AND THAT'S WHAT YOU SEE HERE ON THIS TABLE.

WE REALLY BUCKETED THESE ITEMS DOWN.

SO THERE'S ABOUT 40 PAY CODES TOTAL.

WE PUT THEM INTO APPROPRIATE BUCKETS OF SCHEDULED LEAVE, UNSCHEDULED LEAVE, AND LOOK TO SEE IF THERE IS ANY STATISTICAL CORRELATION.

THERE WAS A STRONG POSITIVE CORRELATION BETWEEN THE INCREASE IN VACANCY OT AND THE INCREASE IN THE USE OF UNSCHEDULED LEAVE.

SO THOSE TWO SEEM TO BE TIED TOGETHER.

YOU WOULDN'T THINK YOU'D NEED MATH TO SHOW THAT, RIGHT? THAT SEEMS PRETTY OBVIOUS INTUITIVELY, BUT AGAIN, WE'RE VERY QUANTITATIVE FIRM AND WE WANT TO BE ABLE TO PUT A HARD VALUE NUMBER TO IT, AND THAT'S WHAT WE'VE DONE HERE.

WE ALSO ASKED THE QUESTION IN THE ANALYSIS IS IF THE USE OF HOLIDAY FOR VACATION OR LEAVE WAS DRIVING AN INCREASE IN OT THAT ACTUALLY HAD A NEGATIVE CORRELATION.

SO MEMBERS HAVE THE ABILITY TO USE HOLIDAY TIME AS TIME OFF OR TO GET COMPENSATION FOR IT IS NOT SEEM TO BE A CONTRIBUTING FACTOR TO THE INCREASING RATE OF

[00:30:01]

VACANCY OVERTIME.

WE LOOKED AT THE LEAVE ACCRUAL.

AND SO AGAIN, OUR FIRST STEP ON THAT IS TO UNDERSTAND WHAT THE ACCRUAL PROCESS AND PROGRAM IS FOR THE ORGANIZATION.

SO FOR BURLESON, LEAVE IS ACCRUED BY HOURS WORKED BASED ON LEVEL OF SENIORITY.

THERE'S THREE LEVELS FOR ACCRUAL.

0 TO 9 YEARS, 10 TO 19, 20 PLUS.

THAT'S A GREAT SET UP AND I'LL MENTION MORE WHY HERE IN A MINUTE.

120 HOURS OF HOLIDAY ARE EARNED ANNUALLY AS WELL.

SO THERE'S 10 HOLIDAYS THAT ACCOUNT FOR 12 HOURS.

A PIECE FOR PERSONNEL AND PERSONNEL HAVE THE OPTION OF USING THAT FOR EITHER LEAVE OR COMPENSATION.

AND ABOUT HALF THE TIME THEY USE IT FOR LEAVE OF THE TIME, THE OTHER HALF, THEY THEY TAKE IT IN COMPENSATION.

IN APRIL OF 2021, THE CITY MODIFIED THE LEAVE POLICY.

THEY CAPPED THE VACATION LEAVE BUCKETS AND THERE IS AN OBSERVED INCREASE IN THE DATA IN THE USE OF VACATION LEAVE SINCE THAT PERIOD OF TIME.

WHICH MAKES SENSE, RIGHT? IF EMPLOYEES STAND TO TO NOT ACCRUE ANY MORE, IT DOES CREATE AN INCENTIVE TO MAKE SURE THEY'RE USING THE TIME WHILE THEY HAVE IT AVAILABLE.

AND YOU CAN SEE THAT IN THE PREVIOUS SLIDE AT THE START, WE LAID OUT ALL THE LEAVES.

YOU CAN SEE THE VACATION YEAR OVER YEAR INCREASE.

GOOD NEWS FOR THE AGENCY IS 72% OF THE AGENT IS VERY YOUNG.

THE DEPARTMENT IS VERY YOUNG.

SO 72% OF THE AGENCY LIVES IN THAT FIRST ACCRUAL BUCKET.

SO THEY'RE ACCRUING AT THE LOWEST RATE.

THE NEXT BIGGEST GROUP IS THAT NEXT LOWEST BUCKET, 17%.

AND ONLY 10% OF THE PERSONNEL IN THE ORGANIZATION TODAY IS AT THAT MAX ACCRUAL LEVEL.

WHAT'S GOOD ABOUT THAT IS IT PROVIDES YOU AS POLICY MAKERS, A VERY STABLE FORECAST MOVING FORWARD ABOUT WHAT TYPE OF LEAVE ACCRUAL LIABILITY YOU'RE GOING TO INCUR. AND THE REASON THAT'S IMPORTANT IS WHEN WE TALK ABOUT STRATEGIES FOR APPROPRIATE NUMBER OF VACATION SLOTS, APPROPRIATE HEAD COUNTS PER SEAT, YOU'RE TRYING TO FILL A DAY.

THESE ARE MODELS THAT WILL STAY VERY STABLE BECAUSE AS THE AGENCY PROGRESSES THROUGH 2027, YOU'RE ONLY GOING TO SEE ABOUT AN 8% INCREASE IN YOUR ACCRUED LEAVE LIABILITY.

AGAIN AND WHAT'S GOOD ABOUT THAT IS THOSE BUCKETS ARE SO BIG, THE 0 TO 9 YEARS PERSONNEL DON'T PROGRESS TO THE NEXT STEP AS RAPIDLY AS IF YOU HAD 5 BUCKETS THAT WERE SMALLER RANGES.

SO IT PROVIDES A NICE, NICE FUTURE OUTLOOK IN A VERY RELIABLE PERSPECTIVE MOVING FORWARD.

VACATION SLOTS. SO WE LOOKED AT HOW MUCH LEAVE CAN INDIVIDUALS ACCRUE? AND THEN THE KEY IS, IS THE AGENCY PROVIDE ENOUGH CAPACITY FOR INDIVIDUALS TO USE THE LEAVE THEY'VE EARNED? RIGHT. IT'S IT'S HARD TO CALL IT A BENEFIT IF YOU CAN NEVER SPEND IT.

RIGHT. SO WE LOOK AT THE THE TWO VACATION SLOTS IS THE POLICY POSITION FOR THE FIRE DEPARTMENT RIGHT NOW.

AND WE ASK, IS THAT SUFFICIENT FOR ALL THE LEAVE THAT'S ACCRUED INSIDE OF THE ORGANIZATION? SO WITH THE TWO VACATION SLOTS, THAT PROVIDES A CAPACITY OF ABOUT 17,520 HOURS ANNUALLY, ALL THE VACATION LEAVE ACCRUED AND EARNED IN THE ORGANIZATION IS 11,700, 50% OF THE HOLIDAY VALUE THAT'S USED FOR LEAVE IS 3,500 HOURS.

SO TOTAL SCHEDULED LEAVE ONLY CONSUMES ABOUT 87% OF WHAT THE CAPACITY PROVIDED BY THE TWO VACATION SLOTS.

SO WE TYPICALLY RECOMMEND ABOUT A 10% BUFFER ON YOUR CAPACITY SO THAT YOU CAN ABSORB A LITTLE SWELLS AND MORE UTILIZATION, HIGH PEAKS OF UTILIZATION THAT COME TRANSIENTLY AROUND HOLIDAY PERIODS OR SPECIAL DAYS TYPE OF THING.

SO THAT WOULD PUT THE AGENCY IN AN OPTIMAL POSITION AT 87% OF THEIR VACATION SLOT CAPACITY.

THE TWO SLOTS IS SUFFICIENT FOR THE AMOUNT OF PERSONNEL THAT ARE IN THE ORGANIZATION TODAY.

AND JUST TO KIND OF FRAME CONTEXT OF HOW TWO ADDITIONAL BODIES AFFECT THAT CAPACITY, WE FIGURED THAT IF THE AGENCY WERE TO ADD SIX MORE FTES, YOU WOULD STILL YOU WOULD BE AT THAT KIND OF YOU WOULD BE ABOVE THAT 10% BUFFER THAT WE WOULD RECOMMEND.

BUT THERE'S STILL SUFFICIENT CAPACITY FOR EVERYBODY TO USE THEIR LEAVE.

SO THE ADDITION OF SOME FTES DOESN'T AUTOMATICALLY MEAN YOU HAVE TO INCREASE VACATION SLOTS IMMEDIATELY.

WE LOOKED AT THE USE OF HOLIDAY TIME TO JUST ASK A SIMPLE QUESTION ON THE MATH.

RIGHT? UNDERSTANDING LOCAL POLICY AND LOCAL RESTRICTIONS DICTATE WHETHER THAT'S A STRATEGY THAT CAN BE USEFUL OR NOT.

IT'S AN INFORMATIVE ANALYSIS TO SAY SINCE HOLIDAY CAN BE USED FOR LEAVE, IF IT WASN'T USED FOR LEAVE, IF THE LABOR GROUP AND THE THE CITY ALL AGREE TO JUST PAY IT OUT AND NOT USE IT FOR LEAVE, WHAT TYPE OF CAPACITY COULD THAT REINTRODUCE INTO THE SYSTEM? AND IT WOULD INTRODUCE ANOTHER 20% CAPACITY INTO THE TWO LEAVE SLOTS.

SO WITH HOLIDAY ONLY BEING PAID OUT, NOT USED AS LEAVE, THE AGENCY COULD REALLY SUSTAIN 80 FTES WITH TWO SLOTS AND STILL HAVE THAT 10% BUFFER.

BUT AGAIN, THAT'S JUST A QUANTITATIVE ANALYSIS TO GIVE SOME CONTEXT OF SOME OF THE STRATEGIES THAT WE SEE AROUND THE COUNTRY.

[00:35:03]

AND I THINK THE CHIEF WANTED TO COMMENT ON THE.

YEAH, THANK YOU. YEAH, I JUST WANTED TO SHARE WITH YOU ABOUT HOW FLEXIBLE WE TRY TO MAKE THIS WITH THE GOING BACK TO THE VACATION BEING CAPPED AND KNOWING THAT WE'VE GOT A YOUNG WORKFORCE AND THEY ACCRUE ACCRUE THAT 180 HOUR FROM THE FIRST YEAR TO 980 HOURS, WHICH EQUATES TO 7 AND A HALF SHIFTS, WHEN YOU DO THE MATH OF THE HOLIDAYS, THAT'S 5 SHIFTS.

SO WHAT WE'VE DONE IS SINCE THE CHANGE OF THE POLICY AND THE PEOPLE THAT HAD AN EXCESS OF THE PAYOUT, IT WENT TO A ACCRUAL BUCKET OVERAGE BUCKET.

SO EVERYBODY THAT'S BEEN HIRED SINCE THEN DOES NOT HAVE THAT ACCRUAL.

SO WHAT WE SAID, WHAT WE WANTED TO DO WAS TRY TO GIVE THE ESPECIALLY THE NEW FOLKS THAT THAT EARNED 7 AND A HALF SHIFTS OFF A YEAR, THAT WHEN THEY SCHEDULED THEIR VACATION TIME, WE ALLOW THEM TO BASICALLY PUT THEIR HOLIDAY TIME THERE AND SAVE THEIR VACATION TIME.

SO IN ESSENCE, THEY MANAGE IT.

THEY KNOW WHEN THEY'RE GOING TO GET TO THAT POINT WHERE THEY NEED TO START BURNING TIME.

BUT WE FEEL IT AND THE FIREFIGHTERS LIKE IT.

WE FELT LIKE WE REALLY WANTED TO BE ABLE TO HELP OUT.

STILL WORKING WITHIN THE CITY'S POLICY ABOUT LETTING THE NEW HIRES, ESPECIALLY IN THAT GROUP AND EVEN SOMEWHAT IN THAT MIDDLE GROUP, BE ALLOWED TO BUILD A BUCKET UP OF VACATION.

AND THEY SUBSTITUTE THAT HOLIDAY TIME.

SO I JUST WANTED TO SHARE THAT WITH YOU AS A POLICY AND AS A PRACTICE.

IT'S A VERY GOOD THING AND IT HELPS PEOPLE ACCRUE SOME VACATION TIME, LITERALLY USE THEIR HOLIDAY TIME AS A SUBSTITUTE AND THEY GET THE TIME OFF.

AND WE'RE STILL STAYING WITHIN OUR CAPACITIES, WHICH IS GOOD MANAGEMENT AND WHERE WE'RE ALLOWING PEOPLE OFF, BUT WE'RE ALLOWING THEM TO TO TRADE TIME AND BUILD UP SOME TIME.

SO ANY QUESTIONS ON THAT? OKAY. THANK YOU.

SO NEXT WE LOOKED AT THE STAFFING MULTIPLIER.

AND ESSENTIALLY WHAT THE STAFFING MULTIPLIER IS, IS A VALUE THAT'S DETERMINED BY MATHEMATICAL EQUATION FOR THE AMOUNT OF BODIES YOU NEED TO HAVE TO FILL ONE SEAT, 365 DAYS A YEAR, 7 DAYS A WEEK, 24 HOURS A DAY.

IT SOUNDS FANCIER THAN IT IS.

IT'S REALLY JUST BASIC ARITHMETIC, RIGHT? BUT THE STAFFING MULTIPLIER THAT THAT WE FIGURE BASICALLY TAKES THE AVERAGE ANNUAL HOURS ACTUALLY WORKED BY AN EMPLOYEE.

SO AN EMPLOYEE BY THEIR SHIFT MAY BE SCHEDULED FOR 2,920 HOURS A YEAR ON A THREE SHIFT SCHEDULE THAT COVERS THE ENTIRE 8,760 HOURS IN A YEAR.

BUT WITH VACATION TIME SICK LEAVE TIME AWAY, THEY DON'T WORK THE ACTUAL THE FULL HOURS THAT THEY'D BE SCHEDULED FOR SO YOU HAVE TO SCHEDULE FOR RELIEF. HOW MANY EXTRA FTES DO YOU NEED COVERED SO PEOPLE CAN TAKE VACATION AND THE TRUCKS CAN STILL GO OUT THE DOOR? THAT'S WHAT THE STAFFING MULTIPLIER IS.

WHEN WE TAKE AND WE USE THE AVERAGE ANNUAL HOURS USED, THAT ESTABLISHES A STAFFING MULTIPLIER.

BUT IT IS THE LEANEST WAY TO LOOK AT THAT.

IT BASICALLY WOULD DIAL IN THE FTE COUNT, RIGHT ON THE THE LEVEL OF BUBBLE OF BEING ABLE TO TIP FROM BEING UNDER TO HAVING JUST RIGHT.

BUT IT IS COMMON PRACTICE.

SO WE APPLIED THIS METHODOLOGY IN 2022.

IT WAS THE SAME METHODOLOGY THAT WE APPLIED IN THE PREVIOUS STUDY BACK IN 2021.

YEAH, JUST TO SEE IF THE STAFFING MULTIPLIER IS MIGRATED.

STAFFING MULTIPLIERS DO MIGRATE BECAUSE AS THE WORKFORCE CHANGES RIGHT AND THEY THEY ACCRUE MORE HOURS OR AS THEY AGE AND THEY BECOME MORE SENIOR, THEY MAY TAKE MORE TIME. THEY'RE NOT SAVING IT AS MUCH.

SO THAT MULTIPLIER DOES MOVE AND IT SHOULD BE SOMETHING THAT'S CONTINUALLY EVALUATED TO MAKE SURE THE HEADCOUNT IS APPROPRIATE.

SO WE REEVALUATED IT UTILIZING THE SAME METHODOLOGY THAT WOULD UTILIZE PREVIOUSLY.

AND THE NEW STAFFING MULTIPLIER VALUE IS 3.54, WHICH ESSENTIALLY SAYS FOR EVERY SEAT YOU HAVE TO FILL A DAY, WHICH IS 15 RIGHT NOW, YOU NEED 3.54 FTES TO BE ABLE TO CONTINUALLY STAFF THAT 24 HOURS A DAY, 7 DAYS A WEEK, 365 DAYS A YEAR WITHOUT RELYING TOO HEAVILY ON OVERTIME TO FILL VACANCIES WHEN THEY OCCUR.

SO THAT WOULD EQUAL 53 FTES AS OPPOSED TO THE 51 FTES THAT WERE FUNDED IN FY 22.

SO IT WOULD BE A GAP OF TWO FTES AT THAT NEW STAFFING MULTIPLIER.

IN OCTOBER, THE AGENCY'S MINIMUM STAFFING WILL GO TO 17 AS THEY DEPLOY THE THIRD AMBULANCE.

SO AT 17 IS A MINIMUM STAFFING ON THAT MULTIPLIER, IT WOULD NEED 60 PERSONNEL WITH AT LEAST 11 OF THOSE PERSONNEL BEING PARAMEDIC QUALIFIED. THE AGENCY MEETS THAT THEY HAVE MORE THAN 11 PARAMEDIC QUALIFIED, SO THEY'RE ALL SET IN THE EMS SIDE.

[00:40:02]

BUT IF YOU LOOK AT THE 58 FTE ALLOCATION THAT STARTS BEGINNING IN FY 24, IT WOULD BE TWO FTES SHORT OF WHAT THE STAFFING MULTIPLIER IS DICTATING IS THE OPTIMAL, THE LEANEST APPROACH TO FUNDING OR STAFFING THOSE POSITIONS.

WE ALSO ANALYZE THE STAFFING MULTIPLIER USING TWO ALTERNATIVES.

THESE ARE METHODOLOGIES THAT ARE ALSO COMMONLY USED ACROSS THE COUNTRY AND THE MATTER OF WHICH METHODOLOGY A COMMUNITY USES IS REALLY A MATTER OF A POLICY DECISION. AS I MENTIONED, THE FIRST ONE IS THE LEANEST APPROACH TO DETERMINING THAT FTE COUNT BY SEAT.

YOU HAVE TO STAFF DAILY.

THESE ALTERNATIVES ALLOW THE AGENCY TO INTRODUCE A LITTLE BIT MORE CAPACITY SO THAT WHEN UNSCHEDULED LEAVE OCCURS, THEY'RE LESS SUSCEPTIBLE TO THAT, IMPACTING THE NEED TO DRIVE OVERTIME STAFFING.

SO THE FIRST ALTERNATIVE WE LOOK AT THE THE LEAVE BY THE AVERAGE VALUE ACCRUED RATHER THAN THE AVERAGE VALUE USED.

SO THE AVERAGE VALUE ACCRUED ASSUMES EVERYBODY USES MOST OF THEIR TIME FOR THE YEAR.

THAT WOULD ELEVATE THE STAFFING MULTIPLIER TO 3.62.

AND AGAIN, IF WE APPLY THAT TO THE OCTOBER 2023 MINIMUM STAFFING, IT WOULD REQUIRE 61.5 OR 62 FTES, WHICH WOULD BE 4 MORE FTES THAN ARE CURRENTLY BUDGETED FOR FY 24.

AND WITH 11 OF THOSE BEING AT THE PARAMEDIC CREDENTIAL.

THE SECOND ALTERNATIVE DEVELOPED IS THE MOST CONSERVATIVE APPROACH TO THE RELEASE STAFFING MULTIPLIER, AND THAT'S WHERE IT TAKES THE MAXIMUM ACCRUAL VALUES, APPLIES THEM ACROSS THE BOARD TO DETERMINE THE STAFFING MULTIPLIER THAT ELEVATES THE MULTIPLIER TO 3.77, WHICH AT A 17 MINIMUM STAFFING FOR THE DAY WOULD NEED 64 PERSONNEL TO DO THAT.

AND WE'LL DEMONSTRATE HERE HOW THAT RELIEF MULTIPLIER INFLUENCES THE PROBABILITY OF OVERTIME OCCURRING.

AND THAT'S WHAT WE DO HERE WITH THIS THIS TABLE AND THESE SLIDES.

SO HOW DOES LEAVE IMPACT OVER TIME? YOUR FTE BALANCE PER SHIFT VALUE IS WHAT DEMONSTRATES THE REMAINING FTES AFTER COUNTING FOR THE MINIMUM STAFFING AND THE AMOUNT OF VACATION SLOTS THAT OCCUR, STARTING WITH HOW MANY FTES ARE IN THE ORGANIZATION.

SO THAT FTE BALANCE, I DON'T KNOW IF THERE'S A LITTLE POINTER ON HERE, BUT LET'S SEE.

HEY, ALL RIGHT, SO THIS FTE BALANCE PER SHIFT VALUE, THE CLOSER THAT NUMBER IS TO ZERO, THE MORE SENSITIVE THE AGENCY IS TO UNSCHEDULED LEAVE THE EFFECTS OF UNSCHEDULED LEAVE.

MEANING IF THEY'RE RIDING A ZERO LINE ON THIS FTE BALANCE PER SHIFT AND SOMEBODY CALLS OUT SICK, THEY'RE LIKELY TO NEED OVERTIME TO COVER THE VACANCY.

THEY DON'T HAVE IT ON THE BENCH STRENGTH.

SO YOU CAN SEE IN 2022 THE FUNDED FTE COUNT WAS 52.

THE COUNT PER SHIFT WAS 17.3 FTES ESSENTIALLY, THERE WAS TWO VACATION SLOTS AVAILABLE.

MINIMUM STAFFING IS 15, WHICH LEFT AN FTE BALANCE OF 0.3.

WELL, WHAT WAS THE USE OF LEAVE IN 2022? IN 2022, SCHEDULED AND UNSCHEDULED LEAVE EQUATED TO 2.63 FTE A DAY.

1.72 WERE SCHEDULED AND 0.91 FTES WERE UNSCHEDULED LEAVE.

SO WHAT HAPPENED IS ON A DAILY AVERAGE, YOU WERE EXCEEDING MORE PEOPLE OFF THAN YOU HAD CAPACITY TO DO THAT.

SO YOU WERE DRIVING AN OVERRELIANCE ON THAT VACANCY OVER TIME.

AND YOU CAN SEE THAT. SO IF YOU LOOK AT YOUR 2022 OVERTIME VALUES, THEY WERE THEY WERE VERY HIGH.

NOW, THE AGENCY HIRED IN DECEMBER ADDITIONAL FTES, RIGHT.

THEIR FUNDING ALLOCATION WENT UP TO 58 FTES IN 2023 TO PREPARE FOR THE FOURTH AMBULANCE.

RIGHT. SO THE FOURTH AMBULANCE HASN'T DEPLOYED YET.

THESE PERSONNEL ARE BROUGHT ON EARLY TO TRAIN, PREPARE SO THAT THEY CAN GO FULLY OPERATIONAL ON OCTOBER 1.

SO IT PROVIDES A NICE COMPARISON WITH 2022 OF HOW THE FTE HEADCOUNT INFLUENCES THAT STAFFING FTE BALANCE PER SHIFT.

SO AT 58 PERSONNEL, AGAIN, MINIMUM STAFFING, STILL 15 VACATION SLOTS, STILL 2.

YOU CAN SEE THAT YOUR FTE BALANCE PER SHIFT IS 2.3.

SO YOU HAVE A MUCH HIGHER ABILITY TO ABSORB UNSCHEDULED LEAVE WHEN IT OCCURS.

WE DIDN'T INCLUDE THE 2023 OVERTIME NUMBERS BECAUSE THE YEARS RIGHT STILL MIDSTREAM, BUT STAFF DOES REPORT THAT THERE'S BEEN A SUBSTANTIAL DECREASE IN VACANCY OVER TIME AND SINCE THOSE PERSONNEL CAME INTO THE ORGANIZATION AS A RESULT.

SO IT JUST GIVES YOU A REAL TIME EXAMPLE OF HOW THIS TABLE INFORMS YOUR STAFFING.

NOW, WHAT WILL HAPPEN IS WHEN YOU GO TO 2024 AND THAT MINIMUM STAFFING NUMBER GOES TO 17 NOW BECAUSE THAT THIRD AMBULANCE IS IN SERVICE, IT WILL DROP YOUR BALANCE PER SHIFT BACK DOWN TO THAT SAME VALUE YOU HAD IN 2022.

SO WITHOUT ANY ADJUSTMENTS ON YOUR FTE COUNT, YOU LIKELY WILL SEE AN OVERTIME EXPERIENCE IN 2024 THAT WAS VERY SIMILAR TO YOUR OVERTIME EXPERIENCE IN

[00:45:06]

2022. NOW THE OPTIONS THAT YOU SEE ON THAT TOP TABLE FOR 2024, OPTION ONE, TWO AND THREE ARE SIMPLY APPLYING THE THREE METHODOLOGIES FOR THE STAFFING MULTIPLIERS THAT WE'VE DISCUSSED ALREADY.

IF YOU AT A MINIMUM ADJUST YOUR STAFFING MULTIPLIER UTILIZING THE SAME METHODOLOGY PREVIOUSLY, BUT WITH TODAY'S NUMBERS, IT WOULD ADD TWO FTES. AND YOU CAN SEE BY THE END OF THE DAY THAT AT LEAST GIVES YOU ONE FTE BALANCE PER SHIFT FOR SOME SURGE CAPACITY.

THAT WILL HELP TO REDUCE THE OVERTIME LIABILITY LIKELY, BUT IT PROBABLY WON'T REDUCE IT AS MUCH AS YOU WOULD HOPE OR EXPECT.

BECAUSE AGAIN, THAT'S THAT THAT'S THAT LEANEST APPROACH THAT DOESN'T GIVE YOU A WHOLE LOT OF WIGGLE ROOM.

OPTION TWO IS THE SECOND RELIEF MULTIPLIER, WHICH IS AGAIN IS 62 FTES WOULD GIVE YOU 1.5 BALANCE PER SHIFT.

AND THEN OPTION THREE WITH THE 64 FTES WOULD GIVE YOU A 2.4 BALANCE FTE PER SHIFT.

AND HOW THAT LOOKS, IF YOU COMPARE IT AGAINST THIS FTE EQUIVALENT OF VACANCY RATE PER SHIFT, WAS 1.06.

YOU'RE ABOUT 2 WHOLE PERSONNEL ON VACATION OR HOLIDAY DAY.

YOU'RE ABOUT 1 WHOLE, ON AVERAGE PERSON ON SICK LEAVE A DAY.

SO YOU'RE HIRING BACK ON AVERAGE 1 VACANCY OT PERSON A DAY, WHICH LEAVES YOU A BALANCE OF OF 2 PERSONNEL.

SO IT HELPS YOU SEE THAT YOUR SWEET SPOTS ARE REALLY GOING TO BE RIGHT RIGHT IN THIS AREA HERE AS FAR AS HOW THE LEAVE IS AFFECTS YOU OVER TIME AND HOW THE HEADCOUNT THAT YOU START WITH INFLUENCES THE FINAL NUMBER.

DID YOU HAVE ANYTHING? OKAY.

THE NEXT THING WE LOOKED AT WAS JUST A COMPARISON TO NFPA 1710, NFPA, 1710 IS THE STANDARD FOR ORGANIZED PROFESSIONAL FIRE DEPARTMENTS AND ESSENTIALLY THE DEPLOYMENT OF THOSE SERVICES.

IT COVERS QUITE A FEW ELEMENTS.

WE TYPICALLY ALWAYS ADDRESS THIS BECAUSE IT'S IT'S A COMMON CONVERSATION FROM AGENCY TO AGENCY BECAUSE IT'S AN ELECTIVE STANDARD.

BUT IT IS A STANDARD THAT A LOT OF AGENCIES POINT TO TO TRY TO DETERMINE WHAT THEIR STAFFING NEEDS ARE.

SO WHAT WE JUST DID HERE WAS A COMPARISON OF WHAT THE NFPA 1710 STANDARD RECOMMENDS AND WHERE BURLESON STANDS IN POSITION TO THAT.

NOW, HOW AN AGENCY OR A LOCAL GOVERNMENT CHOOSES TO MOVE FORWARD IS PURELY A POLICY DECISION.

WHAT WE SEE IS ACROSS THE COUNTRY, AGENCIES HIT ALL AROUND 1710.

THEY MAY MEET IT IN ONE AREA.

THEY DON'T MEET IT IN ALL THE OTHER AREAS OR THEY MEET IT IN A FEW AREAS.

THEY'RE KIND OF ALL OVER THE PLACE.

THEY THE KEY IS REALLY DIALING DOWN YOUR SERVICE DELIVERY TO MEET THE CAPACITY OF YOUR COMMUNITY TO SUPPORT IT.

AND THEN THE NEEDS AND THE DEMANDS THAT THE COMMUNITY IS ASKING FROM THE ORGANIZATION.

SO IF WE LOOK AT RESPONSE TIME AS A COMPARISON, 1710 SAYS RECOMMENDS THAT THE FIRST UNIT TO A FIRE OR A BLS UNIT SHOULD HAVE A FOUR MINUTE TRAVEL TIME AT THE 90TH PERCENTILE, AND THEN A ALS UNIT SHOULD HAVE AN EIGHT MINUTE TRAVEL TIME AT THE 90TH PERCENTILE.

SO FOR BURLESON, THEY'RE IN GOOD SHAPE ON ALS FOR FIRST UNIT, RIGHT? THEY'RE THEY'RE PERFORMING AT 7.7 MINUTES AT THE 90TH PERCENTILE FOR FIRST ALS, BUT THEY'RE UNABLE TO MEET THAT FOUR MINUTE TRAVEL TIME FOR FIRST UNIT BLS OR TO A STRUCTURE FIRE.

WHAT WOULD IT TAKE TO GET THERE? WE RAN THAT ANALYSIS FOR YOU AS WELL, JUST TO GIVE CONTEXT.

SO FOR YOUR COMMUNITY AND YOUR CURRENT FOOTPRINT, JURISDICTIONAL BOUNDARY, ROAD NETWORK, IMPEDANCE TRAFFIC, IT WOULD TAKE TEN FIRE STATIONS TO HIT FOUR MINUTE TRAVEL TIME AT THE 90TH PERCENTILE AND AGAIN, THAT'S WHY THOSE THINGS DRILL DOWN TO POLICY DECISIONS RIGHT ON THE STAFFING SIDE.

NFPA 1710 RECOMMENDS FOUR PERSON TRUCKS AND ENGINES.

CURRENTLY, THE FIRE DEPARTMENT DEPLOYS THREE PERSON ENGINES AND A FOUR PERSON TRUCK COMPANY, WHICH IS A COMMON STANDARD PRACTICE THAT WE SEE.

THEY'RE NOT OUT IN LEFT FIELD ON THAT AT ALL.

THERE ARE ISO ONE AND ACCREDITED ORGANIZATIONS ACROSS THE COUNTRY THAT DEPLOY ACROSS THE BOARD THREE PERSON STAFFING.

SO IT REALLY IS A LOCAL POLICY DECISION.

THERE'S THERE'S NO EMPIRICAL EVIDENCE IN ONE WAY OR ANOTHER THAT WOULD SUPPORT GOING FROM A THREE TO A FOUR.

OR CONVERSELY, THERE'S NO EMPIRICAL EVIDENCE THAT WOULD SUPPORT GOING FROM A FOUR DOWN TO A THREE.

IT'S PURELY A LOCAL POLICY DECISION.

WE WOULD ALSO NOTE THAT AS AN AGENCY OR COMMUNITY GROWS MUCH LIKE BURLESON IS, CONSIDERATION BE GIVEN TO WHERE THE INVESTMENT HAS THE BIGGEST ROI FOR THE COMMUNITY? SO AS YOU POTENTIALLY FACE FUTURE CONSTRAINTS, INCREASES IN DEMAND AND EXPANDING JURISDICTIONAL BOUNDARY, THERE MAY BE LESS OF A RETURN ON INVESTMENT, INCREASING THE CONCENTRATION OF PERSONNEL PER UNIT AS OPPOSED TO INCREASING THE DEPLOYMENT OF UNITS IN THE COMMUNITY.

[00:50:02]

RIGHT, TWO EXTRA BODIES COULD BE AN EXTRA UNIT VERSUS TWO EXTRA BODIES ON THE SAME VEHICLE SO.

YOUR EFFECTIVE RESPONSE FORCE AS WELL.

SO WHAT AN EFFECTIVE RESPONSE FORCE IS, IS IT'S THE NUMBER THAT AN AGENCY DETERMINES IS HOW MANY PEOPLE THEY NEED TO DELIVER TO A FIRE TO EFFECTIVELY MITIGATE THE INCIDENT AT THE AT THE BASELINE.

NFPA 1710 FOR A TYPICAL RESIDENTIAL FIRE RECOMMENDS 17 PEOPLE AS AN EFFECTIVE RESPONSE FORCE.

CURRENTLY, THE FIRE DEPARTMENT'S DAILY MINIMUM STAFFING IS 15.

IN OCTOBER IT WILL GO TO 17 BECAUSE OF THE THIRD AMBULANCE.

AND ALL THAT MEANS IS IF THE DEPARTMENT CHOOSES TO MEET 1710 EFFECTIVE RESPONSE FORCE, THEY WILL HAVE TO DELIVER EVERY DEPLOYED UNIT THEY HAVE ON THE ROAD TO A STRUCTURE FIRE TO MEET THAT 17 VALUE.

SO INCREASING DAILY MINIMUM STAFFING TO 19 WOULD GIVE THEM AN EXTRA UNIT CAPACITY TO HAVE A UNIT FREE AND AVAILABLE IF THEY DELIVERED AN ERF OF 17 PERSONNEL.

THANK YOU. AND I WANT TO SHARE SOME SOME HOPE THAT WE'RE HOPING VERY SOON TO FIND OUT OUR STATUS ON THE SAFER GRANT.

SO JUST TO TAG ON TO THIS ANALYSIS, LET'S ASSUME WE GET THAT THE NINE FIREFIGHTERS WE'VE ASKED FOR AND WE HOPE FOR, ONE OF THE THINGS THAT WE WILL DO TO PROVIDE A MORE EFFECTIVE RESPONSE FORCE WOULD BE WE WOULD TAKE THOSE NINE FIREFIGHTERS AND WE WOULD PUT ALL OF THEM IN OPERATIONS.

AND I'LL DISCUSS THIS A LITTLE BIT MORE DETAIL MONDAY WHEN I PRESENT MY STRATEGIC OVERVIEW.

BUT I WANTED TO SHARE WITH YOU THIS, THAT IF WE GET THE NINE, WE WE HAVE A REAL NEED CURRENTLY AND IN THE FUTURE TO PROVIDE AN EFFECTIVE RESPONSE FORCE IN THE SENSE AS WELL THAT WE DON'T EMPTY OUT THE CITY FOR EVERY FOR FOR A STRUCTURE FIRE AND THAT ONE OF THE KEY POLICY DECISIONS THAT WILL BE FOR FUTURE COUNCILS FUTURE LEADERSHIP BECAUSE IT'S GOING TO TAKE TIME IS TO EVENTUALLY IT WILL TAKE RESOURCES IS TO BUILD THAT RESILIENCY, THAT REDUNDANCY IN THIS SYSTEM BASED ON WILL IT BE TWO PERSON SQUADS, WILL IT BE A TWO PERSON, WHATEVER. SO AS WE GET THIS STAFFING, WE HAVE SOME PLANS THAT I'LL GO INTO MORE DETAIL MONDAY ON WHAT THAT MIGHT LOOK LIKE AND HOW WE GET RESILIENCY.

BUT I WANTED TO SHARE WITH YOU, IF WE GET THE SAFER GRANT, WE'LL PUT ALL THE PEOPLE IN OPERATIONS, WE'LL HAVE SOME OFFSETS FOR BUDGET.

I'LL TALK HOW WE WOULD PLAN TO USE THAT, WORKING WITH TOMMY AND OF COURSE WITH COUNCIL APPROVAL.

SO I'LL SAVE THAT FOR MONDAY.

BUT I JUST WANTED TO TOUCH ON THE SAFER GRANT RIGHT NOW.

I CAN'T OVERSTATE THE IMPORTANCE IF WE WERE TO GET THAT NINE, IT WILL BE AN INCREDIBLE ASSET TO THIS CITY AND OUR SERVICES THAT WE'RE GOING TO BE ABLE TO PROVIDE.

THANK YOU. CHIEF FROM OUR POINT OF VIEW, RIGHT NOW, ACHIEVING THE STANDARDS OF NFPA 1710 IS UNATTAINABLE.

IF WE HAVE TO HAVE TEN FIRE STATIONS WHERE WE ONLY CURRENTLY HAVE THREE AND ONE ON THE HORIZON, WHY ARE WE LOOKING AT THIS? WHAT'S TO BE GAINED BY US SHOWING THAT WE'RE FALLING SHORT OF A GOAL AND WHY? OR UNDER WHAT CIRCUMSTANCES SHOULD NFPA 1710 BE OUR GOAL OR SHOULD IT AT ALL? WELL, I THINK TO WHAT IAN HAS ALREADY SAID, AND THAT'S A GOOD QUESTION, IS 100% COMPLIANCE WITH 1710 FOR ALMOST EVERY CITY, IF NOT EVERY CITY, 100% COMPLIANCE IS NOT ATTAINABLE.

BUT THERE ARE ASPECTS, THE EFFECTIVE RESPONSE FORCE, THERE ARE THINGS THE RESPONSE TIMES FOR OUR ALS UNITS.

THERE ARE GOALS WITHIN 1710 THAT ARE ACHIEVABLE IN MANY COMMUNITIES.

THEY'RE ACHIEVABLE HERE.

SO IT ALLOWS US TO STACK UP AGAINST THAT STANDARD AND HAVE A GOAL TO MEET WHERE WE CAN AND WHERE WE CAN AFFORD.

AND I WOULD SAY EVEN WHERE WE SHOULD, WHERE WE HAVE A FISCAL ABILITY THAN WE HAVE A RESPONSIBILITY TO SAY THIS IS HOW THIS IS A STANDARD AND WE DO MEET IT AND WE DO MEET THAT.

AND SO IT'S WHAT'S ACHIEVABLE AND WHAT'S NOT.

AND THEN TO YOUR POINT, I HAVE NO FALSE ILLUSION THAT WE WILL EVER HAVE TEN FIRE STATIONS.

WE ARE NOT GOING TO EVER MEET A FOUR MINUTE RESPONSE TIME.

BUT I DON'T THINK IT'S MUTUALLY EXCLUSIVE BECAUSE WE CAN'T DO THAT.

THEN THE REST OF THE STANDARD RECOMMENDATIONS, THEY ARE APPLICABLE AND I THINK THEY'RE IMPORTANT AND THEY DO TRANSLATE TO A HIGHER LEVEL OF SERVICE THAT WE PROVIDE TO THE COMMUNITY.

OKAY, CHIEF, TO FOLLOW UP ON COUNCIL MEMBER DAN MCCLENDON QUESTION.

OUR GOAL IS TO MAKE A FOUR MINUTE RESPONSE.

THE GOAL WITHIN THE FOUR MINUTE TRAVEL TIME.

ARE ANY OF THE AVERAGE 7.7 MINUTE CALLS WITHIN THAT FOUR MINUTE TRAVEL TIME AT THIS TIME?

[00:55:02]

YES. YES, WE HAVE I THINK OFF THE TOP OF MY HEAD, IT'S ABOUT 50%.

AND THEN WHEN WE GET, I'LL HAVE TO LOOK AT THE STUDY, SEE THE 50% RIGHT NOW OR WHEN WE GET STATION FOUR ONLINE, WE WILL ACHIEVE 50%.

SO WE SO WE WILL HAVE COMPLIANCE.

WE'LL HAVE A LOWER AND COUNCIL MEMBER MCCLENDON THE 1710, THE MEASUREMENT IS A 90TH PERCENTILE, SO NINE OUT OF TEN CALLS WOULD BE THE 100% ACHIEVEMENT.

BUT CURRENTLY WE DO ACHIEVE 1710.

BUT IT'S NOT AT THE 90TH PERCENTILE.

IT'S DOWN IN THERE IN THAT 40% OR 50%.

IT'S JUST NOT BY THE LETTER OF THE STANDARD.

SO WE DO HAVE SOME COMPLIANCE.

WE DON'T HAVE TOTAL COMPLIANCE.

AND AND TO YOUR POINT, I HOPE THAT ANSWERS IT.

WELL, IF WE WERE TO PUT IN TEN STATIONS, WHICH WE KNOW WE'RE NOT CORRECT, WHICH THEY WOULD ALL HAVE AN AVERAGE FOUR MINUTES TO EACH BOUNDARY, WE STILL MAY NOT ACHIEVE THAT IF WE'RE DOING 7.7 WITHIN THAT FOUR MINUTES NOW.

YEAH, THE 7.7 WOULD COME DOWN WITH THE TEN.

IT WOULD BE BASED ON THE ANALYSIS WE WOULD MEET 90% OF THE TIME.

THAT'S HOW MANY STATIONS IT WOULD TAKE AND THE LOCATIONS.

AGAIN, IT'S JUST A QUANTITATIVE ANALYSIS IN THE IDEAL WORLD, AND IT WOULD BE BASICALLY WHEN A COMMUNITY IS GROWING AND EXPANDING AND YOU'RE ADDING RESOURCES, BASICALLY YOU'RE STARTING FROM SCRATCH AND THEN YOU'RE YOU'RE ABLE TO BUILD THAT PERFECT MODEL IN COMPLIANCE, WHICH WE'RE NOT THERE AND WE'RE NEVER GOING TO BE THERE. AND WE'RE NOT UNLIKE EVERY OTHER COMMUNITY IN THE UNITED STATES.

SO WE'RE NOT MAKING 90 PERCENTILE WITHIN THE FOUR MINUTE TRAVEL TIME, CORRECT? CORRECT. OKAY.

SOMETIMES WE ARE AND SOMETIMES WE'RE NOT, BUT NOT IN THE 90TH PERCENTILE.

WE DO HAVE FOUR MINUTE TRAVEL TIMES IN A LOWER PERCENTAGE, BUT NOT IN THE 90TH PERCENTILE.

THAT IS CORRECT. OKAY.

THANK YOU, CHIEF. YOU'RE WELCOME.

ONE MORE OUT OF CURIOSITY, DO YOU KNOW OF ANY CITY AROUND HERE OR ANY STATIONS THAT CAN ACHIEVE THAT 90%? I KNOW OF NONE.

AND I THINK IAN AND THEM HAVE THE YOU KNOW IT'S NOT THE BIG PICTURE.

BUT IN MY FORMAL WORLD, NO.

AND TO MY KNOWLEDGE, LARGE METRO, MEDIUM SIZED, SMALL.

THERE'S NO DEPARTMENT THAT I KNOW OF THAT MEETS 100% OF THAT 1710 STANDARD.

I HAVE A BROADER QUESTION AND IT RELATES TO THE STAFFING MULTIPLIER NUMBER.

I'VE BEEN ACCOMPLISHING SOMETHING IN THE PAST 45 MINUTES OF SITTING HERE AND TRYING TO LOOK SAGE AND WISE AND LIKE I UNDERSTOOD EVERY SINGLE NUMBER THAT YOU PUT OUT IN FRONT OF US. AND I'M NOT A BAD NUMBER CRUNCHER, BUT I THINK I'VE BROKEN A TOOTH OR TWO ON THESE.

IF A WORKFORCE, IF OUR FIRE DEPARTMENT WORKFORCE NEVER TOOK A DAY'S VACATION, NEVER TOOK ANY SICK LEAVE, AND WE PERFECTLY FILLED ALL OF OUR POSITIONS, OUR STAFFING MULTIPLIER WOULD THEN BE 3.00 OR WHAT WOULD IT BE? OR IT WOULD BE. I MEAN, IT'S A HYPOTHETICAL SITUATION.

IT WOULD BE LESS, I DON'T KNOW, BUT IT WOULD BE LESS.

I GUESS WHAT I'M TRYING TO GET AT IS I LOOK AT THINGS A LITTLE BIT DIFFERENTLY AND I LOOK AT THE PERCENTAGE OF, LET'S CALL IT EXTRA WORKFORCE THAT I HAVE TO HAVE IN ORDER TO MEET THE STAFFING NEEDS, FILL EVERY SPOT AND EVERY SHIFT ON EVERY STATION AND LOOK AT WHATEVER THE NUMBER ABOVE THAT IS AS JUST BEING A SORT OF AN EFFICIENCY MEASURE, YOU KNOW, THAT, YOU KNOW, WE EXPECT THE GUYS TO HAVE ALL THE TIME THAT WE'VE GRANTED THEM FOR VACATIONS, FOR SICK LEAVES, FAMILY MEDICAL LEAVE ACT ET CETERA, ET CETERA.

WHAT WOULD AN IDEAL NUMBER BE? SO HOW WHAT IS THAT PERCENTAGE THAT I'M LOOKING FOR? 3.5.4 MEANS NOTHING TO ME UNLESS YOU'RE TELLING ME THAT'S BASED ON THREE BEING PERFECT AND 3.6 BEING 20% OVER STAFFED IN ORDER TO. CAN YOU CAN YOU GIVE ME A LITTLE BETTER MATHEMATICAL GUIDELINE THERE? YOU DIDN'T WASTE YOUR TEETH.

IT WAS WORTH BREAKING THEM BECAUSE YOU NAILED IT.

OKAY. WELL, SO YOU'RE RIGHT.

THREE WOULD BE THE ABSOLUTE VALUE IF NOBODY EVER TOOK OFF.

EVERYBODY ALWAYS REPORTED FOR EVERY SINGLE DAY.

THAT'S JUST YOU'RE SAYING YOU GOT THESE MANY POSITIONS AND YOU GOT THREE SHIFTS? YEP. IF NOBODY EVER TOOK A DAY OFF OR EVER GOT SICK, THEN 3.00 WOULD BE YOUR MULTIPLIER.

SO WE'RE SAYING SOMEWHERE BETWEEN 3.54 TO 3.62, MEANING WE'RE SOMEWHERE FROM 28 TO 33%, NOT 23%, SOMETHING LIKE THAT.

YEAH. THE VALUE ABOVE 3 TO 20 ACTUAL RELIEF.

OKAY. MULTIPLIER. YEP.

SO WE COMBINE THE RELIEF MULTIPLIER WITH THE STAFFING MULTIPLIER COMES WITH A WHOLE NUMBER OF 3.64.

OKAY. SIMPLE QUESTION.

THAT'S GOOD ANSWER. GOOD QUESTION.

OKAY. THANK YOU, CHIEF.

CHIEF FREEMAN, IF YOU DON'T MIND, WOULD YOU JUST PROVIDE SOME CLARITY ABOUT THE APPLICATION FOR SAFER GRANT, HOW THAT WORKS AND THE MECHANISMS?

[01:00:01]

I'M SORRY, I APOLOGIZE. SO WE APPLIED BACK IN THE SPRING.

I'VE GOT IT IN MY STRATEGIC THE SPECIFIC DATE, BUT WE APPLIED.

IT'S A VERY LENGTHY PROCESS.

WE WERE AWARDED A SAFER GRANT RIGHT AFTER SHORTLY AFTER I GOT HERE WHERE WE WERE ABLE TO TO HIRE SIX FIREFIGHTERS.

IN THE ESSENCE OF THE SAFER GRANT, IF WE'RE AWARDED, IS IN THIS CASE, FOR NINE FIREFIGHTERS FOR THREE YEARS.

WE PAY FOR IT OUT OF OUR FEDERAL IT'S FEDERAL FUND.

THERE'S NO MATCHING. BUT THE SAFER GRANT WILL FUND NINE FIREFIGHTERS, THEIR SALARY AND THEIR BENEFITS FOR THREE FULL YEARS AND ON THE FOURTH YEAR.

SO I THINK IT'S FY 26-27, THEN THE CITY WOULD PICK THAT UP.

BUT IT'S BASICALLY IT'S A $3 MILLION GRANT AND IT IS INSTANT.

AND THEN IF WE'RE AWARDED IT, WE WILL GO INTO AS QUICK AS WE CAN.

I MEAN, LITERALLY WE WILL START OPENING UP THE HIRING PROCESS AND THEN WE'VE GOT TO GO THROUGH AND WE HIRE AND THEN WE ONBOARD THEM AND WE GET THIS HUGE INFLUX OF FIREFIGHTERS THAT CAN START ADDRESSING SOME OF THESE NEEDS AND WE'LL START GETTING THE BENEFITS OF REDUCTION AND OFFSETS AND OVERTIME AND BE ABLE TO DO HAVE A MORE RESILIENT RESPONSE FORCE. SO THAT'S IT AT A HIGH LEVEL.

MAYOR COUNCIL, I WOULD JUST ADD TOO WHEN MARTIN PRESENTED THE GENERAL FUND OVERVIEW ON JUNE 5TH, THE ASSUMPTION OF THE SAFER GRANT BEING FUNDED WAS IN THERE.

SO IN YEAR FOUR, WE DO HAVE NINE FIREFIGHTERS PLAN.

SO JUST FROM AN IMPACT STANDPOINT, WE'RE ALREADY ACCOUNTING FOR THAT.

SO IT WOULD BE A GREAT BENEFIT TO THE CITY ON MULTIPLE LEVELS BECAUSE IT'S PAID FOR OUT OF FEDERAL DOLLARS AND WE DO NOT HAVE TO PAY BACK.

WE DON'T HAVE TO MATCH.

IT'S A THREE YEAR BIG INFUSION.

SO THANK YOU.

THANK YOU. I'M DEVIL'S ADVOCATE HERE, TOMMY AND CHIEF IN THE THREE YEARS.

OKAY, WE'RE GOING TO PICK UP THE TAB.

WHAT IF WE CAN'T NOW WE GOT TO LET SOME FOLKS GO.

IS THAT TRUE? THE ASSUMPTION WOULD BE THAT AS LONG AS FOUR STAYS ONLINE, WE KNOW WE'RE GOING TO HAVE TO START HIRING FOR FOURS.

WE WOULD USE THOSE POSITIONS.

WE KNOW WE'RE GOING TO HAVE TO HIRE A MINIMUM OF 15 FOR FOURS.

WE WOULD FROM MY PERSPECTIVE, MY RECOMMENDATION WOULD BE WE'RE AT THAT POINT A YEAR OR TWO YEARS AWAY BECAUSE WE ACTUALLY WOULD PICK THEM UP ON THE FOURTH BUDGET CYCLE, FOUR YEAR BUDGET CYCLE.

WE WOULD USE THEM ANTICIPATING THAT FOURS WAS GOING TO BE ONLINE WITHIN A YEAR OR SO.

SO WE'VE GOT SOME DIFFERENT OPTIONS.

COUNCILMEMBER JOHNSON, TO YOUR QUESTION RIGHT NOW, BASED ON OUR ASSUMPTIONS ON 3% TAX GROWTH AND OUR CURRENT ASSUMPTIONS ON SALES TAX, WE CAN FUND THE NINE FIREFIGHTERS BEGINNING IN YEAR FOUR.

THERE WOULD BE NO NEED FOR LAYOFFS BASED ON THOSE CURRENT ASSUMPTIONS.

SO OBVIOUSLY, IF WE STARTED SEEING THINGS CHANGING IN OUR FINANCIAL FORECAST, WE MAY HAVE TO PULL BACK ON WHAT WE'VE DONE FOR FUTURE SUPPLEMENTALS AND WHAT WE CONSIDER ONE TIME COSTS OR FUTURE POSITIONS.

BUT I WOULDN'T ADVOCATE ANY LAYOFFS IN THE FIRE DEPARTMENT, I THINK WE'D HAVE PLENTY OF TIME TO ADJUST OUR FUTURE BASED ON THAT.

AND I TOO NEVER SUGGEST LAYOFFS.

BUT SOMETIMES THINGS HAPPEN AND YOU JUST CAN'T HELP.

YES, SIR. AND THAT'S MY POINT.

YES, SIR. I THINK WE'VE GOT CAPACITY TO PULL BACK ON OUR FUTURE SUPPLEMENTALS.

AND I THINK THAT OUR ASSUMPTIONS HAVE BEEN VERY CONSERVATIVE.

SO I FEEL CONFIDENT ON THAT.

THANK YOU, SIR. SO ON THE FOURTH FIRE STATION, WE LOOKED AT THAT AS WELL. OBVIOUSLY, IT'S A PART OF YOUR LONG TERM PLANNING CONVERSATION.

WHAT WOULD BE AN APPROPRIATE RESOURCE TO PLAN FOR IN THAT AREA BASED OFF OF WHAT IS CURRENTLY UNDERSTOOD TO MAKE UP THAT COMMUNITY ONCE IT'S DEVELOPED? SO WE LOOKED AT THE COMPREHENSIVE PLAN, THE 2020 UPDATE, LOOKED AT WHAT WAS PLANNED FOR BOTH LARGE COMMERCIAL, LARGE OFFICE SPACE HEALTHCARE AND THEN A LOT OF RESIDENTIAL.

SO THE APPROPRIATE RESOURCE THAT WE WOULD RECOMMEND FOR THAT AREA WOULD BE TO CONSIDER A QUINT TYPE APPARATUS.

IT WILL HELP THE AGENCY IN A COUPLE OF WAYS.

IT'S APPROPRIATE FOR THE LEVEL OF RISK THERE.

THE NEED TO PLACE ELEVATED STREAMS, A LARGE BOX, INDUSTRIAL, A LARGE BOX OFFICE SPACE AS WELL AS IT GIVES THEM SOME ADDITIONAL CAPACITY AT THAT ELEVATED STREAM TRUCK SPECIALTY APPARATUS WHERE THEY ONLY HAVE CURRENTLY ONE IN THE SYSTEM NOW.

BEING ON THE FRINGES AS WELL.

IT'S GOOD TO CONSIDER DEPLOYING THAT AS AN ALS RESOURCE.

SO INITIALLY GETTING THE UNIT OPERATIONAL AS A BLS UNIT WORK TOWARD A GOAL OF GETTING IT ALS CAPABLE SO THAT WHEN AN EMS CALL OCCURS IN THAT AREA, YOU'RE NOT CONSTANTLY DRAWING YOUR TRANSPORT RESOURCES OUT THERE UNNECESSARILY.

YOU CAN INITIATE THAT INITIAL ALS CARE TREATMENT AND STABILIZATION AND THEN WAIT FOR A TRANSPORT UNIT TO ARRIVE.

AT SOME POINT IF THAT COMMUNITY CONTINUES TO GROW, AS IS DETAILED IN THE PLAN, IT WOULD BE APPROPRIATE TO HAVE AN ALS AMBULANCE THERE AS

[01:05:03]

WELL, IN ADDITION TO THE QUINT AS AN APPARATUS.

SO ESSENTIALLY WHAT WE DID IS EVALUATED IS THAT APPARATUS STRATEGY, IS THAT UNIT STRATEGY, IS THE FACILITY STRATEGY APPROPRIATE FOR WHAT IS PROSPECTIVELY DOWNSTREAM IN THAT AREA? AND THE ANSWER IS YES.

WE FEEL LIKE THOSE ARE REASONABLE STRATEGIES TO LOOK AT.

SO WE JUST SIMPLY PLAYED OUT HOW YOU MIGHT BUILD UP TO THAT AND AVOID THAT BIG KIND OF TSUNAMI WAVE OF FINANCIAL IMPACT ALL AT ONCE.

SOME OF THE CHALLENGES YOU HAVE CURRENTLY AS YOU FIX THOSE KIND OF START SETTING YOU UP, IF YOU TAKE AN INCREMENTAL ENOUGH APPROACH TO BE FULLY READY TO DEPLOY WHAT YOU NEED IN THAT FOURTH STATION WHEN THAT NEED ARISES, WE CAN'T TELL YOU QUANTITATIVELY WHEN THAT WILL OCCUR.

THAT'S WHY YOU'LL SEE IN THE FISCAL YEAR ON THE TABLE FOR THE BLS ENGINE PLUS AMBULANCE OR ALS ENGINE PLUS AMBULANCE IS A TO BE DETERMINED, YOU REALLY NEED TO LET THE DEMAND THAT STARTS TO OCCUR ONCE YOU HAVE A RESOURCE IN THAT PLACE, GUIDE YOUR FUTURE EFFORTS.

BUT YOU CAN YOU CAN BUILD UP TO THE PERSONNEL NECESSARY INCREMENTALLY FISCAL YEAR OVER FISCAL YEAR WITH THAT STAGED APPROACH.

AND THAT WAS REALLY THE TAKEAWAY HERE.

WE LOOKED AT ADMINISTRATIVE STAFFING NOW, SWITCHING GEARS FROM OFF THE STREET TO WHAT MAKES THE ORGANIZATION GO AROUND AND SUPPORT AT THE ADMINISTRATIVE LEVEL.

SO THE FIRE DEPARTMENT DEPLOYS A LEAN ADMINISTRATION, WHICH IS AN UNCOMMON, ESPECIALLY AS AN AGENCY GROWS FROM A SMALLER AGENCY TO A MID SIZED AGENCY. THEY CURRENTLY USE TEN PERSONNEL FROM THE COMPANIES OR THE LINE LEVEL TO FILL ESSENTIAL ADMINISTRATIVE FUNCTIONS.

SO THEY DO THIS AS ESSENTIALLY EXTRA WORK TO THEIR REGULAR DAILY DUTIES BECAUSE THEY NEED THAT CAPACITY.

IT'S NOT A BAD APPROACH, ESPECIALLY FOR A GROWING ORGANIZATION THAT HELPS WITH SOME PROFESSIONAL DEVELOPMENT.

IT'S A GOOD ENGAGEMENT OWNERSHIP PIECE.

BUT AT SOME POINT, AS THE DEMANDS ADMINISTRATIVELY GROW, AS THE COMMUNITY GROWS, IT DOESN'T STAY A TENABLE SOLUTION.

SO THAT RELIANCE ON FIELD PERSONNEL CAN START TO CAUSE OPERATIONAL ISSUES, CONSISTENCY ISSUES, TIMELINESS ISSUES.

SO WHAT WE LOOKED AT IS, IS OVER THE NEXT FIVE YEARS WITH WHAT GROWTH IS ANTICIPATED, WHAT WOULD BE AN APPROPRIATE ADMINISTRATIVE STAFFING BACK OF HOUSE SO THAT THERE WASN'T AN OVERRELIANCE ON FIELD PERSONNEL TO CARRY ESSENTIAL ADMINISTRATIVE FUNCTIONS, NOT BUILD OUT, YOU KNOW, PIE IN THE SKY.

BUT WHAT ARE THE ESSENTIAL CORE DUTIES THAT WOULD NEED TO BE DONE AND WHAT HOW MANY PEOPLE WOULD WE NEED TO ACCOMPLISH THAT? SO WHAT WE PRESENTED THE THE ORGANIZATION WAS A FIVE YEAR PERSPECTIVE LOOK AT A POTENTIAL ORGANIZATIONAL CHART TO SUPPORT ALL THE ADMINISTRATIVE FUNCTIONS IN THE ORGANIZATION. THIS CHART WOULD ADD SIX NEW ADMINISTRATIVE POSITIONS AT SOME POINT OVER THE NEXT FIVE YEARS.

I NOTED ONE ADJUSTED POSITION BECAUSE THE POSITION CURRENTLY EXISTS, WE WOULD JUST RECOMMEND EXPANDING THEIR SCOPE SOMEWHAT.

YOU'LL SEE IN THE CHART EVERYTHING IN BLUE CURRENTLY EXIST.

EVERYTHING IN GREEN IS AN ADDITION AND THEN THE LIGHT GREEN AT THE BOTTOM IS THE EXPANDED SCOPE.

SO THAT'S THAT LIFE SAFETY INSPECTOR NOW.

AND WE WOULD RECOMMEND, YOU KNOW, YOU GUYS ARE MOVING FORWARD WITH THIRD PARTY PLANS EXAMINER SUPPORT.

IT'S A GREAT STRATEGY, RIGHT? AS THE AS THE COMMUNITY IS GROWING.

THAT'S A GOOD WAY TO MOVE FORWARD AT SOME POINT AT THAT 4 OR 5 YEAR MARK AS DEVELOPMENT CONTINUES TO RAMP UP, IT MAY BE ADVANTAGEOUS FOR YOU TO BRING THOSE SERVICES INSIDE SO YOU CONTROL THAT FULL BUSINESS CYCLE OF PERFORMANCE ON THE PLANS REVIEW AND THE ENFORCEMENT OF THE LIFE SAFETY CODE.

SO YOU COULD DO THAT BY EXPANDING THE SCOPE OF ONE OF YOUR INSPECTORS NOW AND KIND OF HAVING THAT ON YOUR RADAR ALLOWS YOU TO BUILD UP TO THAT, TO GET THE CREDENTIALING IN THE PLACE AND THE EXPERIENCE IN PLACE SO THAT WHEN THAT MOMENT COMES, YOU'RE READY TO ASSUME THOSE SERVICES.

THE OTHER GREEN BOXES WE DETAILED OUT IN THE REPORT.

SO I DON'T WANT TO GET, YOU KNOW, TAKE UP A TON OF YOUR TIME WALKING THROUGH EACH BOX.

BUT I WANT TO HIGHLIGHT JUST A COUPLE OF OVERALL PRINCIPLES THAT WE APPLIED ON THIS.

ONE OF THE STRATEGIES IS MAKING SURE THAT YOUR LEADERSHIP POSITIONS HAVE SUFFICIENT CAPACITY TO LEAD AND STRATEGIZE, RIGHT? SO IF YOUR LEADERSHIP POSITIONS ARE BOGGED DOWN WITH THE DAY TO DAY ADMINISTRATIVE FUNCTIONS AND DUTIES, THAT CAN CONSUME A LOT OF THAT STRATEGIC MINDSET AND SPACE THAT'S AVAILABLE. SO THE GOAL HERE IS TO MAKE SURE THAT EVERY MAJOR PROGRAM AREA HAD A SPECIALIST OR AN ASSISTANT TO DO THE DAILY ADMINISTRATIVE FUNCTIONS TO FREE UP LEADERSHIP TO DO JUST THAT, STRATEGIZE AND LEAD.

AND THEN FOR THE EMS SIDE, WE'VE ESTABLISHED THE EMS BATTALION CHIEF AS A PART OF, AGAIN, YOUR EMS PROGRAM EXPANSION.

BUT AS THE VOLUME INCREASES, ESPECIALLY NOW THAT YOU'RE GETTING INTO THE TRANSPORT WORK, THAT QUALITY ASSURANCE, QUALITY IMPROVEMENT POSITION IS GOING TO BE MORE IMPORTANT THAT IT'S FOCUSED AND CENTRALIZED, ONE FOR CONSISTENCY AND TWO FOR BILLING, RIGHT?

[01:10:04]

IT CAN SERVE A PRE BILLING FUNCTION TO MAXIMIZE YOUR ABILITY TO COLLECT ON THE SERVICES THAT YOU'RE PROVIDING.

RIGHT NOW THAT QA FUNCTION IS ONE OF THOSE ROLES THAT IS CARRIED BY PERSONNEL AT THE FIELD LEVEL, WHICH WHILE THEY'RE DOING A VERY, VERY GOOD JOB OF PUTTING A GOOD EFFORT INTO IT, BEING DISPERSED LIKE THAT, IT PROVIDES AN OPPORTUNITY FOR SOME INCONSISTENCY AND IT COULD INFLUENCE THE EFFECTIVENESS OF YOUR BILLING.

SO WE WOULD PUT THAT FORWARD AS A PRIMARY STRATEGY COMING INTO FY 24 OR SOON AFTER WHEN YOU ASSUME THOSE TRANSPORT SERVICES.

A FINANCE MANAGER BEING IN THE TRANSPORT WORK, EXPANDING THE FOOTPRINT OF THE ORGANIZATION INCREASES A LOT OF YOUR FINANCIAL ACTIVITIES, ALTHOUGH YOU'LL USE A THIRD PARTY BILLING VENDOR THAT VENDORS PERFORMANCE NEEDS TO BE MANAGED AND MONITORED AND THE REVENUE CYCLES KEPT UP ON, RIGHT? SO THAT WOULD BE A BIG PART OF THAT FINANCIAL MANAGER POSITION.

ALSO TAKING A LOT OF THAT FINANCE MANAGEMENT OVERSIGHT OFF OF THE LEADERSHIP OF THE ORGANIZATION.

SO AGAIN, THEY CAN FOCUS ON FUTURE STRATEGY.

AND THEN AS YOUR HEADCOUNT INCREASES, IT'S GOING TO BE MORE AND MORE DIFFICULT FOR A BATTALION CHIEF TO CARRY THE EMS PROGRAM RESPONSIBILITIES AND THE TRAINING PROGRAM RESPONSIBILITIES BECAUSE YOU'RE.

TRAINING PROGRAM IS GOING TO BE FOCUSED WITH RECRUITMENT, HIRING, RETENTION, IN-SERVICE TRAINING TO CONTINUE TO MEET YOUR ISO REQUIREMENTS.

AND EVERY TIME THE HEADCOUNT GOES UP, THOSE THOSE NEEDS AND THAT WORK LEVEL GOES UP AS WELL.

SO THE LAST THING WE LOOKED AT, THE THE CHIEF ASKED US SAID, HEY, WE JUST WANT TO HAVE A PERSPECTIVE AT THE.

I SKIPPED OVER SOMETHING ON THIS LAST ONE.

LET ME GO BACK ONE.

I WANTED TO MAKE SURE WE.

HOW DO I REVERSE? HERE WE GO. ALL RIGHT. YEAH.

I DIDN'T TALK ABOUT CAPITAL NEEDS.

CURRENTLY, THERE IS SPACE FOR THEM TO DO WHAT THEY NEED TO DO IN THEIR CURRENT BUILDING.

BUT AS AS YOU LOOK AT HOW THE ADMINISTRATION COULD EXPAND OVER THE NEXT FIVE YEARS AND NEEDS TO EXPAND, WE WANT YOU TO ALSO CONSIDER WHAT IS THE CAPITAL IMPACT OF THAT MOVING FORWARD? HOW DO WE PROVIDE THE AGENCY WITH SUFFICIENT ADMINISTRATIVE SPACE TO SUPPORT THE ADMINISTRATIVE FUNCTIONS? SO WE SIMPLY LAID OUT THAT YOU COULD LOOK AT ADDING TO EXISTING ADMINISTRATIVE SPACE.

YOU COULD LOOK AT NEW FIRE DEPARTMENT ADMINISTRATIVE OFFICES, OR YOU COULD LOOK AT TAKING A PUBLIC SAFETY COMPLEX TYPE STRATEGY.

THERE ARE ADVANTAGES TO A PUBLIC SAFETY STYLE, COMPLEX STRATEGY BECAUSE YOU ACHIEVE SOME ECONOMIES OF SCALE.

YOU'RE MAINTAINING CAPITAL IN A SINGLE FIXED FACILITY VERSUS TWO FIXED FACILITIES.

A LOT OF SPACE THAT'S UTILIZED SOMETIMES IN ADMINISTRATIVE FUNCTIONS IS SHARED SPACE AND IS NOT 100% OCCUPIED.

SO THERE'S SOME ECONOMIES OF SCALE WITH SHARED CONFERENCE ROOMS, SHARED TRAINING ROOMS, SHARED BREAK SPACES.

SO THAT'S A STRATEGY THAT IS IMPLEMENTED AT VARIOUS AREAS IN THE COUNTRY AND FOR THE COMMUNITY OF YOUR SIZE, IT'S A VIABLE STRATEGY TO CONSIDER. SO THE REAL TAKEAWAY HERE IS WHEN YOU LOOK AT THAT FIVE YEAR ADMINISTRATIVE OUTLOOK, TRY NOT TO LOOK AT IT JUST THROUGH THE LENS OF THE ADDITIONAL FTES.

AS THOSE FTES COME ONLINE, YOU'RE GOING TO HAVE TO ALSO CONSIDER THE CAPITAL NEEDS OF PROVIDING SUFFICIENT ADMINISTRATIVE OFFICE SPACE FOR THE FIRE DEPARTMENT TO FUNCTION.

THIS IS. EXCUSE ME.

WHAT I REFERRED TO EARLIER, THIS IS WHERE WE DEVIATED FROM A FIVE YEAR PROJECTION AND IT ALIGNS WITH WHAT WE TALKED ABOUT BEFORE US DOING AS BEST A JOB AS WE CAN, TRYING TO PROJECT OUT WHAT SIZE OF THE DEPARTMENT WE WOULD BE LOOKING AT IN 15 TO 20 YEARS.

AND THAT'S GOING TO TRANSLATE INTO ADMINISTRATIVE NEEDS.

SO WHAT I DID WAS I ASKED IAN AND THEM, I GAVE THEM ASSUMPTIONS, REALISTIC ASSUMPTIONS THAT THE CITY WOULD BE POTENTIALLY 90,000, 100,000.

THE DEPARTMENT WOULD HAVE A COUPLE OF DOUBLE COMPANIES.

SO AND I WON'T GO INTO ALL THE DETAIL HERE, BUT WHEN YOU LOOK AT THE UPPER LEFT HAND CORNER, THAT IS WHAT POTENTIAL AND I THINK THERE ARE SOLID ASSUMPTIONS, REALISTIC ASSUMPTIONS.

WE WOULD HAVE FIVE STATIONS, EVERY STATION WOULD HAVE AN AMBULANCE, SEVERAL OTHER STATIONS WOULD HAVE WHAT WE WOULD CALL A DOUBLE COMPANY.

SO IT WOULD HAVE AN ENGINE AND AN AERIAL.

AT THAT POINT, WE WOULD HAVE THE NEED TO HAVE ANOTHER BATTALION CHIEF.

SO WHEN YOU LOOK AT THAT, THAT ALL TRANSLATES OUT TO A NUMBER OF FIREFIGHTERS AND THEN A NUMBER OF FIREFIGHTERS WILL AGAIN DETERMINE APPROXIMATELY HOW LARGE OF AN ADMINISTRATIVE SUPPORTIVE STAFF WILL WE NEED.

SO WHEN YOU WHEN WE LOOK AT THIS GRAPH, IAN DID A REALLY GOOD JOB TRANSLATING MY ASSUMPTIONS INTO A POTENTIAL

[01:15:03]

NUMBER OF ORGANIZATION NEEDS ON ADMIN SIDE, WHICH WOULD BE SOMEWHERE AROUND 24 TO 26.

AND THEN BASED ON THAT, WE'LL BE ABLE TO TAKE THE PROGRAMING THAT WE TALKED ABOUT BEFORE WITH KOMATSU OR WHOMEVER AND TRANSLATE THAT INTO WHAT, WHAT SIZE SQUARE FOOTAGE FOR LOOKING AT THE FUTURE. SO I JUST WANT TO SET UP THE CONTEXT OF THE ANALYSIS IN THIS.

AND JUST FOR CONTEXT, WE PUT THAT TOTAL FTE ADMINISTRATIVE FTE ALLOCATION OF 24 TO 26.

AND AGAIN, THAT'S ASSUMING THAT YOU'RE SUPPORTING 150 FIELD FIREFIGHTERS AND FIVE FIRE STATIONS.

SO THAT THAT IS INSIDE OF THE BENCHMARK CONTEXT OF WHAT YOU WOULD SEE ACROSS THE COUNTRY FOR AN ORGANIZATION DEPLOYING THAT MANY OPERATIONAL RESOURCES. YOU'LL TYPICALLY SEE AN ADMINISTRATIVE STRUCTURE THAT'S IN THAT 20 TO 28 FTE COUNT.

I DON'T KNOW WHAT HAPPENED ON THE SLIDES, BUT I CAN'T READ THE HIEROGLYPHICS.

BUT WHAT THAT'S SUPPOSED TO SAY IS PRIMARY TAKEAWAYS, RIGHT? THE SUMMARY OF THE MOST SALIENT RECOMMENDATIONS.

THE FIRST ONE IS CONSIDER INCREASING THE FTE ALLOTMENT TO A LEVEL THAT'S NOT DEPENDENT ON VACANCY OVER TIME TO MEET YOUR DAILY STAFFING NEEDS.

AND AS WE SAW IN THE DATA, THERE HAS BEEN AN INCREASED RELIANCE ON VACANCY OVER TIME IN YOUR MOST RECENT OPERATIONAL PERIODS.

CONSIDER UTILIZING ONE OF THE TWO ALTERNATIVE STAFFING MULTIPLIERS AS A SECOND RECOMMENDATION BECAUSE IT WILL PROVIDE YOU A LITTLE BIT MORE SURGE CAPACITY SO THAT WHEN UNSCHEDULED LEAVE OCCURS, YOU'RE NOT AS LIKELY TO INCUR VACANCY OVER TIME.

SO THERE'S A COST EXCHANGE ON THAT, RIGHT? I CAN PAY YOU OVERTIME OR I CAN HIRE A BODY.

PART OF THE STRATEGY ON THAT IS TO HAVE A MORE PREDICTABLE FISCAL LIABILITY MOVING FORWARD.

AND GENERALLY YOUR FULL TIME FTES ARE VERY EASY TO PROJECT, RIGHT? SO FOR BUDGET PLANNING, THAT'S A MORE STABLE, SUSTAINABLE APPROACH AS OPPOSED TO ALWAYS TRYING TO KIND OF PREDICT THE UNPREDICTABLE VARIABILITY OF OF OVERTIME GIVEN YOUR FUTURE FISCAL CONSTRAINTS.

AGAIN, AS WE TALK ABOUT THE CONTEXT OF SOME OF THE NFPA 1710 STANDARDS AND WHAT'S GOOD FOR THIS COMMUNITY IS JUST CONSIDER WHERE YOU WANT TO INVEST AND LOOK AT INVESTING IN OPPORTUNITIES TO IMPROVE THE LEVEL OF SERVICE DELIVERY OR THE DISTRIBUTION OF RESOURCES AS OPPOSED TO ADDING ADDITIONAL COST TO EXISTING RESOURCES.

CONSIDER A PHASED IN STRATEGY FOR STATION FOUR.

SO WE TALKED ABOUT WHAT THE POTENTIAL NEEDS WOULD BE IN THAT NEW AREA AS IT DEVELOPS.

AND WE WOULD CERTAINLY RECOMMEND THAT YOU TAKE A LONG RUNWAY APPROACH TO THAT AND BUILD INCREMENTALLY SO THAT WHEN THOSE RESOURCES NEED TO FULLY COME ONLINE, YOU'VE ALREADY KIND OF ABSORBED THE FISCAL IMPACTS OF THOSE AND THEY'RE PART OF YOUR REGULAR YEAR OVER YEAR BUDGET.

WE TALKED ABOUT THE ADMINISTRATIVE CAPACITY THAT IS GOING TO BE IMPORTANT MOVING FORWARD.

ESSENTIALLY, YOUR MISSION IS GOING TO GROW MORE COMPLEX WITH THE MS TRANSPORT.

AS THE COMMUNITY GROWS, THE SUPPORT IN THE COMMUNITY IS GOING TO GROW MORE AND MORE COMPLEX, THE DEMAND FROM THE COMMUNITY.

SO CARRYING THOSE RESPONSIBILITIES WITH COMPANY LEVEL PERSONNEL IS GOING TO BECOME MORE AND MORE DIFFICULT.

ADDING THAT ADMINISTRATIVE CAPACITY OVER THE NEXT FIVE YEARS WILL GET YOU WELL POSITIONED TO FACE THE GROWING, GROWING NEEDS OF THE FUTURE.

AND THEN, AS WE TALKED ABOUT, THAT COMES WITH THE CONSIDERATION OF THE CAPITAL SPACE.

SO AGAIN, THE RECOMMENDATION IS TO EVALUATE YOUR CAPITAL NEEDS IN CONCERT WITH YOUR FTE NEEDS AND CONSIDER YOUR THREE PRIMARY OPTIONS IS ADDING TO EXISTING SPACE, BUILDING A NEW FIRE DEPARTMENT ADMINISTRATION OR EVALUATING THE POTENTIAL ECONOMIES OF SCALE THAT COME WITH A SHARED PUBLIC SAFETY COMPLEX.

AT THIS POINT, I'M FREE TO TAKE ANY QUESTIONS YOU MIGHT HAVE OR ANYTHING WE DIDN'T COVER OR WE NEED TO TOUCH ON.

ANYBODY? I HAVE A QUESTION CONCERNING BACK TO THE CHARTS, 2022 PAYROLL HOURS.

RIGHT THERE ON THE 2018 TO 22, 2022.

IT'S HIGHLY INFLUENCED BY COVID.

I KNOW COVID STARTED IN 2019, BUT IT HIT US HARD IN 2020 AND 21, AND I SEE A LOT OF LEAVE AND WORKMAN'S COMP AND MISCELLANEOUS EMERGENCY LEAVES DUE TO COVID NUMBERS SPIKE.

I SEE VACATION SPIKED IN 2022 BECAUSE IT WAS.

ACCRUED THROUGH 20 AND 21.

SO THOSE NUMBERS TEND TO SKEW OUT A LITTLE BIT.

MY CONCERN IS GOING BACK TO COVID.

IF YOU'LL SCROLL DOWN TO THE LINE GRAPH, THREE PAGES DOWN OR THREE SLIDES DOWN.

[01:20:01]

THE VACANCY OVERTIME.

WHICH IS THE BLUE LINE.

I CAN UNDERSTAND THAT BECAUSE THE VACANCY WAS THERE DUE TO VACATION BEING TAKEN AFTER COVID.

THE ONE THAT CONCERNS ME IS THE GREEN LINE.

THE UNSCHEDULED LEAVE DIDN'T SEEM OR TEND TO DECLINE AS FAST AS I THINK IT SHOULD HAVE.

AND I'M NOT SURE THAT'S AN FTE ISSUE.

SO USING THIS FOR FTE.

I'M NOT AS FOCUSED ON IT AS I AM STAFFING THE VEHICLES CORRECTLY, GETTING THE RIGHT NUMBER OF PEOPLE IN THE SEATS, FIRST OF ALL, FOR THE SAFETY OF THE FIREFIGHTERS.

AND THE OTHER CONSIDERATION I HAVE IS YOUR FLOWCHART FOR STAFFING, FOR ADMIN, I APPRECIATE THAT.

THAT GIVES US A GOOD INSIGHT INTO WHAT WE NEED TO CONSIDER WHEN WE'RE DEVELOPING FUTURE ADMINISTRATIVE FACILITIES.

SO I APPRECIATE THAT.

BUT MY ONLY CONCERN IS THAT UNSCHEDULED LEAVE DIDN'T TEND TO FALL OFF THE WAY I THINK IT SHOULD HAVE.

SO THAT MAY NOT BE A CONSIDERATION WHEN WE'RE CONSIDERATION AN FTE FOR OVERTIME.

THAT'S ALL I HAVE. ANYBODY ELSE.

MAYOR, WOULD YOU LIKE TO TAKE A SHORT BREAK? OKAY. FIVE MINUTES.

FIVE MINUTES. OKAY.

FIVE MINUTES. ABOUT A FIVE MINUTE BREAK, EVERYBODY.

OKAY. THANK YOU, MAYOR.

COUNCIL. YES, SIR.

THE NEXT ITEM ON THE AGENDA IS ITEM 4B RECEIVE A REPORT, HOLD A DISCUSSION AND PROVIDE STAFF DIRECTION REGARDING THE OVERVIEW OF THE POLICE DEPARTMENT AND FISCAL YEAR

[4.B. Receive a report, hold a discussion, and provide staff direction regarding the overview of the Police Department and FY 24 supplemental budget requests.]

2024 SUPPLEMENTAL BUDGET REQUEST.

STAFF PRESENTER IS BILLY CORDELL, CHIEF OF POLICE.

MAYOR AND COUNCIL. BEFORE CHIEF GETS STARTED, THE REMAINDER OF THE DAY TODAY IS LARGELY FOCUSED IN ON OUR BUDGET PRESENTATIONS AND CONTINUING ON WITH OUR BUDGET DELIBERATIONS.

I WANT TO MAKE IT CLEAR THAT THE INTENTION OF TODAY IS THIS IS NOT THE NECESSARILY THE MANAGER'S RECOMMENDED SUPPLEMENTAL PACKAGES.

WE'LL DO THAT ON THE 24TH.

THIS IS AN OVERVIEW OF ALL THE REQUESTS FROM ALL THE DEPARTMENTS.

SO, CHIEF, ERIC, JEN, THEY'RE GOING TO GO THROUGH ALL THEIR SUPPLEMENTAL REQUESTS.

WE RECOGNIZE THERE'S NOT GOING TO BE FUNDING CAPACITY TO DO ALL OF THESE.

SO THE INTENTION IS TO GIVE THE COUNCIL A BACKGROUND ON WHAT ALL THESE ARE.

IN THE EVENT THAT YOU WOULD LIKE TO MOVE SOMETHING ABOVE OUR FUNDING LINE AND MAKE A CHANGE FROM WHAT STAFF IS RECOMMENDING, IT'S JUST TO GIVE YOU BACKGROUND AND ALSO FOR THE DEPARTMENTS TO GIVE THEIR PRIORITY RANKING OF WHAT THEIR SUPPLEMENTAL REQUESTS ARE.

READY. WELL, GOOD MORNING, MAYOR AND COUNCIL.

BILLY CORDELL, CHIEF OF POLICE.

IT'S A GREAT HONOR TO BE HERE AND PRESENT THIS TO YOU TODAY.

AND WE DID NOT.

LET ME QUALIFY A COUPLE OF THINGS.

FIRST AND FOREMOST, DOUG SANDIFER IS BACK.

DEPUTY CHIEF SANDIFER WAS OUT FOR QUITE A TIME.

SO WE WELCOME HIM BACK TODAY.

WE HAVE MISSED HIM FOR SURE.

AND THEN WE DID NOT INCREASE THE SECURITY FOOTPRINT AT CITY HALL TODAY.

BUT I THINK THIS IS PROBABLY THE SAFEST PLACE IN BURLESON.

AND I WILL REMIND WE DO HAVE OFFICERS ON THE STREET.

SO I WAS ASKED THAT.

ALL RIGHT. I'M GLAD THAT OUR OFFICERS ARE HERE.

ONE OF THE THINGS THAT I CAN SAY ABOUT THIS GROUP IS THEY'RE REALLY ENGAGED IN WHAT WE'RE TRYING TO DO.

THE FUTURE. THIS IS THEIR FUTURE.

THIS IS THEIR FACILITY.

THIS IS THEIR EQUIPMENT, THEIR SAFETY.

AND SERVING THE CITIZENS IS A HIGH PRIORITY TO THEM.

AND THEY HAVE REALLY GOTTEN ENGAGED.

SO I APPRECIATE THEM ALL BEING HERE.

WE'RE GOING TO TALK A LOT TODAY ABOUT SOME OF THE GREAT THINGS THAT THEY'VE BEEN ACCOMPLISHING OVER THE LAST YEAR AND IN THE FIRST QUARTER HERE.

SO IT'S GOOD THAT THEY'RE HERE TO LISTEN TO THAT.

SO AS AN OVERVIEW, THERE'S A LOT OF TRANSITION THAT HAPPENED IN 2022 AND THE FIRST QUARTER OF 2023.

I'M GOING TO BE LOOKING AT ORGANIZATIONAL OVERVIEW, SOME OF THE NEW INITIATIVES, CRIME STATS SUCCESSES REFER TO OUR MATRIX STUDY REGARDING BUDGETARY REQUESTS AND PROVIDE SOME OF THE UPDATES ON THE BPD FACILITY EXPANSION.

BUT FIRST, WE WANT TO START WITH KIND OF A DEPARTMENTAL ORGANIZATION CHART, AND I'M NOT GOING TO SCARE YOU INTO THINKING THAT I'M GOING THROUGH EVERY BIT OF THIS, BUT JUST THE OVERVIEW IS THAT WE'RE DIVIDED IN TWO BUREAUS, BOTH OPERATIONS AND SUPPORT.

AS YOU'RE AWARE, MATRIX COMPLETED AN ELABORATE STUDY ON BPD'S 20 YEAR NEEDS THAT INCLUDED THE PRIMARY THINGS WERE STAFFING, SHIFT SCHEDULES AND FACILITY SIZE, ALONG WITH SOME OTHER ANCILLARY THINGS.

THEY VALIDATED A NEED FOR A LIEUTENANT'S RANK AS WE WERE REQUESTING, AND THAT INCLUDES FOUR POSITIONS.

WE ADDED TWO LIEUTENANTS IN LAST YEAR'S BUDGET AND WE APPRECIATE YOUR APPROVAL OF THAT, INCLUDING ADMINISTRATIVE AND AN OPERATIONS LIEUTENANT.

THEIR RECOMMENDATION WAS WE TRANSITION TO 12 HOUR SHIFTS AND THAT TRANSITION THAT FREED UP AN EXTRA SERGEANT.

AND THEN MID-YEAR WE WERE ABLE TO UPGRADE THAT SERGEANT TO A LIEUTENANT.

THIS YEAR, ONE OF THEIR PRIORITIES FOR US WAS TO HAVE AN IMMEDIATE FOURTH LIEUTENANT POSITION THAT WOULD REPORT THROUGH THE SUPPORT BUREAU AND THAT WOULD ROUND OUT

[01:25:10]

THE FOUR LIEUTENANT POSITIONS THAT WE HAVE.

AND I'LL TALK MORE ABOUT THAT IN A LITTLE WHILE.

LOOKING AT THE CHART, THE ADMIN LIEUTENANT REPORTS TO MY OFFICE.

WE DID SOME REORGANIZING A MOTION TO MAKE SURE WE GOT A LITTLE BIT.

WE DIVERSIFIED SOME OF THE ADMIN SERGEANT'S DUTIES.

THEY JUST COULD NOT KEEP UP WITH EVERYTHING WE HAD.

SO WE PUT THE COMMUNITY RESOURCE OFFICERS UNDER THE ADMIN LIEUTENANT, AND HE ALSO COORDINATES COPS, THE CITIZENS POLICE ACADEMY, THE MOTB, AND HE'S GOING TO COORDINATE A NUMBER OF THE PROJECTS AND HEAVILY INVOLVED IN OUR NEW FACILITY IN THE PLANNING OF THAT UNDER THE OPERATIONS CAPTAIN, YOU SEE THE TWO PATROL LIEUTENANTS, ALL THE PATROL IS ASSIGNED TO OPS ALONG WITH OUR STRATEGIC RESPONSE TEAM.

IF APPROVED, THE SUPPORT BUREAU LIEUTENANT WILL BE ASSIGNED TO THE SUPPORT CAPTAIN.

AND AGAIN, I'LL TALK MORE ABOUT THAT IN DETAIL.

BUT THAT'S GOING TO DO THE SAME THING THAT ALL THE LIEUTENANTS POSITION HAD IS FREE UP SOME OF THE ADMINISTRATIVE DUTIES OF OUR OUR FIRST LINE SUPERVISORS TO ALLOW THEM TO BE FIRST LINE SUPERVISORS.

SO WE'RE GOING TO TALK A LITTLE PHILOSOPHY HERE.

I WANTED WANTED TO JUST KIND OF REMIND YOU AND TOUCH BASE ON SOME OF THE THINGS THAT HAVE BEEN OCCURRING INCREMENTALLY OVER THE PAST SEVERAL YEARS.

TRADITIONALLY, THE BPD HAS BEEN A REACTIVE DEPARTMENT, MEANING THAT WE ANSWER OUR CALLS FOR SERVICE WHEN THEY COME IN.

WE INVESTIGATE AND FOLLOW UP ON THAT.

AND I WANTED US AND OUR DEPARTMENT WANTED US TO BECOME A MORE PROACTIVE UNIT.

SO WE COULDN'T JUST DO THAT OVERNIGHT WITH THE POSITION.

SO I'M GOING TO GO THROUGH SOME OF THE THINGS THAT WE HAVE DONE THAT PUTS US IN A GREAT POSITION, AND THEN THAT BLENDS IN WITH SOME OF THE FUTURE ITEMS THAT WE'RE TALKING ABOUT.

SO IT BEGAN WITH HIRING A FULL TIME CRIME ANALYST A FEW YEARS AGO THAT ANALYZES ALL OF OUR CRIME TRENDS, PRODUCES CRIME BULLETINS, SHARE INFORMATION ON SUSPECTS AND VEHICLES.

FURTHERMORE, SHE COORDINATES WITH CRIME ANALYSTS THROUGHOUT THE STATE FUSION CENTERS AND IS A GREAT RESOURCE WHEN WE'RE LOOKING AT SOCIAL MEDIA FOR INVESTIGATIVE PURPOSES.

IN OCTOBER OF 18, WE CREATED THE STRATEGIC RESPONSE TEAM WITH A SUPERVISOR AND FOUR OFFICERS THAT WE TOOK FROM EXISTING RESOURCES BECAUSE WE FELT THAT STRONGLY ABOUT THE NEED TO BE PROACTIVE.

SRT REPRESENTS THE PROACTIVE APPROACH TO TARGET CRIMINALS, CRIME TRENDS AND LIAISON WITH DETECTIVES FOR THE WARRANT SERVICE.

THEY ALSO COORDINATE WITH OUR TASK FORCE, IN PARTICULAR THE STOCK TASK FORCE, WHICH IS OUR PRIMARY NARCOTICS AGENCY IN JOHNSON COUNTY.

LAST YEAR WE ADDED A NARCOTIC DETECTOR DOG TO PROACTIVELY ENHANCE THEIR CAPABILITIES IN DEALING WITH ILLEGAL NARCOTICS.

AND IN 2022, WE TRANSITIONED TO A PHILOSOPHY CALLED DATA DRIVEN APPROACHES TO CRIME AND TRAFFIC SAFETY, OR DDACS THROUGH CRIME ANALYSIS AND OFFICER INPUT. WE IDENTIFY HOTSPOTS EVERY QUARTER, MAYBE TRAFFIC ACCIDENTS, MAYBE CRIME TRENDS, AND THEN THE INFORMATION IS PACKAGED AND SENT OUT FOR THE NEW PLACES. OUR PATROL OFFICERS WILL TARGET SPENDING AROUND 15 MINUTES PER EVERY FOUR HOURS WITHIN THAT AREA.

OBVIOUSLY, WE WANT THEM TO SPEND MORE IF WE CAN, BUT THEY'RE TO BE VISIBLE IN THAT AREA THROUGHOUT THE 24 HOURS THAT WE'RE OUT THERE.

AND WE'VE SEEN SOME GOOD SUCCESSES OFF OF THAT LAST YEAR WE BEGAN.

PURCHASING THE FLOCK, AUTOMATIC LICENSE PLATE READERS OR LPRS.

AND I'M GOING TO TALK MORE ABOUT THAT IN DETAIL.

AND THEN WE RECENTLY IMPLEMENTED A SMALL SCALE REAL TIME CRIME CENTER.

I THINK SOME OF YOU HAVE VISITED THAT AND SEEN THE VALUE THAT WE HAVE ON THAT AND THAT CERTAINLY WE WANT TO EXPAND IN THE FUTURE BECAUSE REAL TIME DATA, REAL TIME CRIME INFORMATION IS WHAT OUR OFFICERS NEED TO BE PROACTIVE.

AGAIN, WE STILL RESPOND TO THE 911 CALLS FOR SERVICE, BUT WE WANT TO GET AHEAD OF SOME OF THESE THINGS.

SO LOOKING AT THE CALLS FOR SERVICE COMPARES OUR CALLS FOR SERVICE OVER THE PAST SEVEN YEARS.

THERE ARE BASICALLY TWO TYPES OF CALLS FOR SERVICE.

YOU'VE GOT THE CITIZEN INITIATED CALLS FOR SERVICE WHERE THEY CALL 911 FLAG AN OFFICER DOWN OR SHOW UP IN OUR DEPARTMENT.

THEN YOU HAVE THE OFFICER SELF-INITIATED CALLS FOR SERVICE.

THAT'S WHEN AN OFFICER SEES SOMETHING, CALLS OUT ON IT OR TRAFFIC STOPS, THINGS LIKE THAT.

SO IF YOU LOOK AT THE SLIDE THERE, WE STAYED PRETTY CONSISTENT WITH OUR CALLS FOR SERVICE FROM 202-2022.

TRAFFIC STATS.

IN 2022, TRAFFIC STOPS INCREASED BY 1377 STOPS OVER THE 2021 NUMBERS.

AND I'LL QUALIFY. WE WE COMPARE OUR STATS YEAR TO YEAR.

SO 2021-2022 IS WHAT WE'LL BE TALKING ABOUT.

AND THEN WE INCLUDE THE FIRST QUARTER OF 2023 SO THAT WE CAN SEE IF WE'RE TRENDING ALONG THE SAME LINES THERE.

SO WE WERE ABLE TO FILL NUMEROUS VACANCIES THIS YEAR.

AND THEN WE STILL HAVE SEVERAL PEOPLE THAT ARE IN THE IN THE TRAINING PHASES.

ONCE WE GET THEM OUT, WE'LL ANTICIPATE THAT THOSE TRAFFIC STOPS WILL INCREASE JUST FOR QUALIFICATION HERE.

AND INCAPACITATION MEANS THAT ONE OF THE SUBJECTS IN THE ACCIDENT WAS TRANSPORTED TO A MEDICAL FACILITY, A FATALITY CRASH LOCATIONS.

[01:30:09]

TWO WERE ON I-35.

ONE WAS ON SOUTH BURLESON BOULEVARD, ONE WAS ON 917 AND ONE WAS ON WILTSHIRE.

THAT WAS THE CATHERINE BRYAN HOMICIDE WAS ALSO A PART OF AN ACCIDENT.

TWO OF THE FATALITIES INVOLVED MOTORCYCLES.

AND AS WE GO THROUGH THESE, I USUALLY WILL GIVE YOU LIKE WE LOOK AT THE FATALITY ACCIDENT, IT SHOWS A 66.7% INCREASE, WHICH IS A PRETTY SIGNIFICANT NUMBER.

BUT WHEN YOU HAVE A LOW NUMBER OF THEM, WE WENT FROM THREE IN 21 TO FIVE IN 22.

PRIORITY ONE AND PRIORITY CALLS ALONG WITH OUR MAP.

THE MAP ON THE RIGHT SHOWS THE FOUR POLICE DISTRICTS NORTH AND THE GREEN IS ROUGHLY 38% OF OUR CALLS FOR SERVICE SOUTH IN THE IN THE I GOING TO CALL IT PINK. I HAVE NO IDEA WHAT COLOR THEY DO THAT JUST TO CONFUSE ME.

I THINK THERE'S ROUGHLY 28% OF THE CALLS FOR SERVICE WEST THE PURPLE IS ROUGHLY 15%.

BUT WE KNOW WHEN WE GET CHISHOLM SUMMIT UP IN OPERATIONAL THAT WE WILL SEE SIGNIFICANT INCREASES IN THAT AREA.

OUT TO THE WEST AND EAST IS ROUGHLY 18% OF THE CALLS FOR SERVICE.

I'LL CALL YOUR ATTENTION TO THE LAYOUT OF THE CITY AS IT IS CHALLENGING FROM A RESPONSE TIME.

WHETHER YOU'RE TALKING ABOUT FIRE DEPARTMENT OR POLICE DEPARTMENT, YOU GET A CALL IN THE IN THE BOTTOM LEFT CORNER AND YOU'RE GOING TO THE BOTTOM RIGHT CORNER.

THERE'S NOT REALLY ANY QUICK ROUTES TO GET THERE.

SO THAT IMPACTS OUR OUR RESPONSE TIMES.

SO THESE RESPONSE TIMES WERE CALCULATED FROM THE CAD SYSTEM BASED ON 2022 NUMBERS.

THE RESPONSE CLASSIFICATIONS ARE DIVIDED INTO PRIORITY AND PRIORITY ONE CALLS.

LET ME KIND OF EXPLAIN THAT AND THEN WHERE WE WANT TO GO WITH THAT.

THE PRIORITY CATEGORY REPRESENTS OUR FASTEST RESPONSE IN CERTAIN CALLS WITHIN THE CATEGORY.

ALLOW OFFICERS TO RESPOND.

CODE THREE USING LIGHTS AND SIRENS.

HOWEVER, NOT ALL OF THOSE CALLS REQUIRE LIGHTS AND SIRENS.

SO IT'S KIND OF A BLEND OF TWO DIFFERENT THINGS.

SOME EXAMPLE OF OUR HIGHEST PRIORITY CALLS.

THOSE ARE CALLS THAT HAVE SOME KIND OF LIFE THREATENING NATURE TO THE CALL.

THERE'S SOMEBODY WITH A GUN OR A KNIFE, SOMETHING LIKE THAT, THAT'S THREATENING ANOTHER LIFE.

SO WE RUN LIGHTS AND SIRENS ON THAT IN PROGRESS, EMERGENCIES, I THINK WE RUN LIGHTS AND SIRENS WHEN WE HAVE AN ACCIDENT ON I-35 TO GET THERE AND GET CONTROL OF THAT SCENE VERY QUICKLY BECAUSE THE ANCILLARY ACCIDENTS THAT OCCUR IN THE AFTERMATH EXAMPLES, SOME OF THE LOWER PRIORITY CALLS THAT WE DO NOT RESPOND.

CODE THREE TO THAT WOULD BE ROBBERY, BURGLARY INVESTIGATIONS WHERE SUSPECT IS GONE OR MINOR CRASHES THAT ARE NOT ON THE FREEWAY GIVE YOU KIND OF SOME OF THE NOTES.

PRIORITY ONE CALLS WERE LOWER RESPONSE TIME THAN PRIORITY CALLS, AND THAT SEEMS A LITTLE BIT UPSIDE DOWN.

SO LET ME GIVE YOU THE BEST EXPLANATION I CAN ON THAT.

THERE'S A LOT OF FACTORS THAT CAN ALTER THAT AND NOT, LIKE I SAID, NOT ALL PRIORITY ONE CALLS REQUIRE A CODE THREE RESPONSE, BUT ALL OF THEM REQUIRE A PHYSICAL RESPONSE.

YOU HAVE TO DRIVE FROM A TO B, AND ONE OF THE DIFFERENCES IS WHEN SOMEBODY FLAGS DOWN AN OFFICER, A CITIZEN INITIATED CALL OR THEY COME INTO THE STATION, THE OFFICERS IN THERE.

THAT'S A ZERO RESPONSE TIME.

SO YOU DON'T HAVE TO DRIVE FROM FAR LEFT TO FAR RIGHT ON THAT.

SO THERE'S A LOT OF FACTORS THAT INFLUENCE THAT.

ONE OF THE THINGS THAT WE'RE WORKING ON WANT TO GET DONE IS TO RE CATEGORIZE THAT PRIORITY CALL CATEGORY SO THAT WE WE CALL OUT THE HIGHEST PRIORITY CALLS.

WE'RE RESPONDING CODE THREE TO BE ABLE TO SHOW YOU EXACTLY WHAT THOSE TIMES DICTATE.

AND THEN THE OTHER CATEGORY IS THE LESSER PRIORITY CALL.

AND THEN YOU HAVE THE PRIORITY ONE CALLS, WHICH IS OUR LEAST HIGHEST PRIORITY CALL.

ALL RIGHT. LET'S LOOK AT SOME OF OUR CRIME STATS.

THIS IS THE CRIMES AGAINST PERSONS FOR THOSE THAT MAY NOT KNOW.

FOR THE LONGEST WE OPERATED UNDER UNIFORM CRIME REPORTING, REPORTING OUR NUMBERS.

AND THERE ARE EIGHT CATEGORIES TO THE FBI.

IN 2019, WE TRANSITIONED TO NIBRS, WHICH IS THE NATIONAL INCIDENT BASED REPORTING SYSTEMS. NIBRS IS A MUCH MORE DETAILED LIST OF OFFENSES.

THIS IS A SNIPPET OR A SAMPLE OF THE ONES THAT WE DEAL WITH MOSTLY, AND PROBABLY THE ONES THAT ARE MOST WATCHED IN THERE.

SO THIS IS NOT ALL OF THE CRIMES UNDER THE CRIMES AGAINST PERSON CATEGORY.

AND I WANT TO QUALIFY, AS I ALWAYS DO.

THESE ARE RAW NUMBERS THAT PULL STRAIGHT OUT OF OUR RECORDS MANAGEMENT SYSTEM.

THEY WILL NOT REFLECT THE FINAL NUMBERS POSTED TO THE FBI WEBSITE.

THE FBI'S FINAL NUMBERS TAKE AROUND A YEAR TO A YEAR AND A HALF TO FINALIZE BECAUSE THERE IS A LOT OF SCREENING PROCESSES THAT GO THROUGH.

WE MIGHT UNFOUND CASES RIGHT AT THE END OF DECEMBER THAT HAVE TO BE PACKAGED BECAUSE THEY DON'T GO TO THE FBI.

YOU GIVING YOU NUMBERS THAT ARE A YEAR OLD, A YEAR AND A HALF OLD DOES NOT DO YOU ANY GOOD.

DOESN'T DO ME ANY GOOD.

WE WANT A SNIPPET ON THAT. SO THESE NUMBERS ARE ALL THEY'RE NOT EXACTLY GOING TO BE THE FINAL NUMBERS.

BUT OVERALL CRIMES AGAINST PERSONS HAD A 3.2% INCREASE OR A TOTAL OF 17 OFFENSES.

AGAIN, WE COMPARE A YEAR TO YEAR.

SO AND INCLUDES THE FIRST QUARTER OF 2023.

LOOKING AT SOME OF THE CATEGORIES THAT WERE MORE SIGNIFICANT, 30% INCREASE IN SEX OFFENSES, WHICH EQUATES TO 14 MORE OFFENSES ON THAT.

[01:35:08]

MOST OF THESE OFFENSES INVOLVE A KNOWN OFFENDER.

YOU KNOW, THIS COULD BE A SIGNIFICANT OTHER.

THIS COULD BE A DATING SITUATION.

SOMEBODY FROM THE OFFICE, SOMEBODY THAT'S A KNOWN PERSON TO THE TO THE VICTIM.

ONE DID NOT.

BUT IT WAS CLOSED IN THIS PARTICULAR INSTANCE BECAUSE OF THE LACK OF COOPERATION FROM THE VICTIM ON THAT.

47% OF THESE CALLS WERE DELAYED REPORTS.

THAT IS NOT UNUSUAL.

THAT MEANS THAT THE OUTCRY WAS MADE SOMETIME AFTER THE ACTUAL OFFENSE AND IT WAS MADE LIKE IN 2022 ON AN OFFENSE THAT MAY OCCURRED YEARS AGO.

WE SAW A NUMBER OF THESE OFFENSES IN THE AFTERMATH OF COVID WHEN THE KIDS GOT BACK INTO THE SCHOOLS BECAUSE THE SCHOOLS ARE ONE OF THE HIGHEST REPORTING ENTITIES FOR ABUSE TO KIDS.

HALF OF THESE OFFENSES WERE CHILD VICTIMS, WHICH LENDS CREDENCE TO THOSE THAT ARE A FAMILIAL RELATIONSHIP WHERE THEY HAVE HAD SOME KIND OF INAPPROPRIATE CONTACT WITH THE CHILD. THE 60 OFFENSES THAT WE HAVE ON THIS 24 ARE CURRENTLY SUSPENDED, MEANING THERE'S NO ADDITIONAL THINGS THAT THEY CAN FOLLOW UP ON AT PRESENT.

BUT WE LEAVE THOSE SUSPENDED BECAUSE DNA RESULTS MAY COME IN LATER DOWN THE LINE.

THEN THAT CASE WOULD BE OPENED UP AND RE-INVESTIGATED OTHERS WERE CLEARED BY ARREST OR EXCEPTIONAL MEANS OR HAVE AN ACTIVE WARRANT ISSUED.

WE SAW 17% INCREASE IN AGGRAVATED ASSAULT OFFENSES, WHICH EQUATES TO 13 OFFENSES OF THE 86, 33% OF THOSE WERE IMPEDE BREATHING STRANGULATION.

THOSE THAT WERE ON COUNCIL, THEN REMEMBER, WE PASSED THE STRANGULATION ORDINANCE AND WE CLASSIFY THOSE AS FELONY OFFENSES NOW SO THAT WE CAN GET HIGHER LEVEL OF OFFENSE. 14 OF THEM WERE FIREARM USED AND 59% OF OUR AGGRAVATED ASSAULTS STEMMED OUT OF FAMILY VIOLENCE.

ALL RIGHT. MOVING TO THE CRIMES AGAINST PROPERTY.

WE HAD AN EXTREMELY SUCCESSFUL YEAR WHEN COMPARED TO 2021 WITH AN OVERALL 22.8% DECREASE.

AND THAT IS ABSOLUTELY AMAZING.

AND IT HIGHLIGHTS THE WORK OF SO MANY OFFICERS.

AND SOME OF THEM I'M GOING TO SPEAK ABOUT IN HERE IN PARTICULAR, THE 48.6% DECREASE IN BURGLARY AND MOTOR VEHICLES WAS INCREDIBLE, AS THAT'S USUALLY OUR SECOND HIGHEST PROPERTY CRIME. BEHIND THEFT, AUTO THEFTS DECREASED SIGNIFICANTLY LAST YEAR.

HOWEVER, I NOTE WE ARE SEEING AN INCREASE IN AUTO THEFTS IN THE FIRST QUARTER OF 2023.

IN JANUARY, WE SAW A SIGNIFICANT INCREASE IN AUTO THEFT DUE TO A TIK TOK CHALLENGE.

SOCIAL MEDIA CAUSES US ALL KINDS OF GRIEF AND MISERY THAT REVEALED A FLAW IN KIAS AND HYUNDAIS IGNITION SYSTEMS. DETAILED INSTRUCTIONS ON HOW TO EASILY STEAL THESE CARS BECAME KNOWN AS THE KIA BOYS CHALLENGE.

AND THIS WAS A NATIONWIDE DEAL, NOT JUST BURLESON.

WE GOT HIT FOR 11 AUTO THEFTS THROUGH THAT, WE WERE ABLE TO ARREST FOUR JUVENILES IN THAT AND THE OFFENSES STOPPED.

SO WE HOPE THAT THOSE ARE GOING TO GO DOWN AS WE MOVE THROUGH THE YEAR.

REGARDING THE BMV REDUCTION, I GIVE A LOT OF KUDOS TO OUR MIDNIGHT OFFICERS.

THEY ARE IN OUR NEIGHBORHOODS.

THEY ARE WORKING THE NEIGHBORHOODS AND THEY ARE CATCHING A LOT OF PEOPLE.

THIS WEEK WE WERE OUT IN THE NEIGHBORHOOD AND WE CAME ACROSS TWO GUYS WALKING DOWN THE THE ROADWAY AND THEY TOOK OFF RUNNING.

AS SOON AS THEY SAW US, WE WERE ABLE TO FIND A VEHICLE THAT DID NOT REGISTER IN THAT NEIGHBORHOOD.

NOBODY RECOGNIZED THAT VEHICLE.

SO THEY DID SOME REALLY GOOD INVESTIGATIVE WORK AND ENDED UP ONE OF THEM COMING BACK TO THE VEHICLE AND THEY ENDED UP CATCHING HIM.

THERE WAS A GUN IN THE FRONT SEAT OF THAT VEHICLE.

AND WE DID NOT, TO MY KNOWLEDGE, DIDN'T HAVE ANY BURGLARY MOTOR VEHICLES.

WE THINK WE GOT THEM BEFORE THEY HIT VEHICLES.

SO THE MIDNIGHT OFFICERS DO A CREDIBLE JOB WITH THE REDUCTION IN BURGLARY OF MOTOR VEHICLES.

AND I GIVE THEM A LOT OF KUDOS.

AS STATED EARLIER, OUR PROACTIVE APPROACH CONTRIBUTES TO MANY OF THE SUCCESSES ON THIS SLIDE, OUR CRIME ANALYST CONSTANTLY MONITORS CRIME TRENDS, PUSHES THAT INFORMATION OUT TO PATROL AND OUR CITIZENS ON PATROL.

I'M GOING TO TALK MORE ABOUT THEM A LITTLE LATER ON, BUT I GIVE A SHOUT OUT TO OUR CITIZENS ON PATROL.

THEY ADD GREAT VALUE TO OUR CITY AND REDUCING PROPERTY CRIMES.

AND BEFORE ANYBODY SAYS HE IS NOT STRANGLING THE DOG, CRIMINAL INVESTIGATION SECTION CONSISTS OF TWO UNITS CRIMES AGAINST PERSONS AND PROPERTY CRIMES.

THEY ALSO LAST ON FOR THE THREE PEOPLE WE HAVE ASSIGNED TO TWO TASK FORCES, THE COMMANDER OF THE STOP TASK FORCE, WHICH IS OUR PRIMARY NARCOTICS TASK FORCE AND AN ADMIN OR ASSIGNED THERE. AS WE GO THROUGH THIS BUDGET PROCESS, WE'RE RECOMMENDING ANOTHER OFFICER BE ASSIGNED THERE AND THEN WE HAVE AN OFFICER ASSIGNED TO THE TRI COUNTY AUTO THEFT TASK FORCE, WHICH IS ELLIS TARRANT AND JOHNSON COUNTIES.

THEY OPERATE OFF OF A GRANT THAT REIMBURSES SOME OF THEIR SALARIES.

SO LET'S LOOK AT THE NUMBERS FOR CRIMINAL INVESTIGATION.

THIS SLIDE REPRESENTS THE CLEARANCE RATE FOR OUR INVESTIGATIVE UNIT.

THE LEFT IS THE CRIMES AGAINST PERSONS, AND THE PROPERTY CRIMES ARE ON THE RIGHT.

CASES LISTED AS ARREST OR EXCEPTION, MEANING THAT CASE IS CLOSED.

[01:40:02]

EXCEPTION MEANS THERE'S SOME FACTOR OUTSIDE OF OUR CONTROL THAT DOES NOT ALLOW US TO PROSECUTE THAT CASE, I.E.

THE SUSPECT DIED BEFORE WE COULD WRITE AN ARREST WARRANT FOR THEM OR THE DA DECLINES PROSECUTION OR A COUPLE EXAMPLES OF WHEN WE CLEAR SOMETHING EXCEPTIONAL MEANS CASES LISTED AS ACTIVE MEANS. WHAT I SAID A LITTLE WHILE AGO, DETECTIVE IS STILL WORKING THE CASE AND OTHER FACTORS DO NOT ALLOW THE DETECTIVE TO TO OBTAIN AN ARREST WARRANT OR A CASE FOR DISPOSITION AT THIS TIME.

SUSPENDED MEANS WE'VE EXHAUSTED ALL EVIDENTIARY LEADS.

THAT'S WHAT I SAID JUST A LITTLE WHILE AGO.

AND SOMETHING COMES UP, THEN WE MIGHT BE ABLE TO REOPEN THAT CASE.

AND THEN CLOSED MEANS WE'RE NOT GOING TO BE ABLE TO PURSUE CHARGES.

FOR EXAMPLE, SOME JUVENILE CASES.

THE PARENTS WILL SAY, YES, THAT HAPPENED.

WE DON'T WANT TO PURSUE CHARGES.

AND ACTING IN LOCO PARENTIS, THEY DID NOT WE DID NOT FOLLOW UP ON THAT.

SO WE WOULD CLOSE THAT UPSET, CLOSE THAT CASE OUT.

THE CLEARANCE RATES ARE CONSISTENT WITH THE 2021.

AND THEY'RE ALSO ALWAYS BETTER AVERAGES THAN WHAT YOU SEE ON THE NATIONAL AND THE STATE LEVELS.

ALL RIGHT. LET'S GET INTO SOME OF THE THE DIFFERENT UNITS WE HAVE THAT ARE WORKING.

THIS IS THE STRATEGIC RESPONSE TEAM WE TALKED ABOUT.

AND THEN THE NEXT WE'LL TALK ABOUT THE STOP THE OFFENDER PROGRAM OR THE STOP PROGRAM.

AS STATED EARLIER, SRT WAS CREATED IN 2018.

THEY WERE GIVEN A MISSION TO PROACTIVELY PURSUE CRIMINALS TRENDS AND ASSIST THE STOP TASK FORCE WITH ILLEGAL NARCOTICS.

THIS IS TARGETING PEOPLE THAT ARE CAUSING US GRIEF AND MISERY, NOT GOING IN AND SATURATING A NEIGHBORHOOD AND STOPPING EVERYBODY THAT'S DRIVING THROUGH THAT NEIGHBORHOOD.

THEY ALSO ASSIST WITH MAJOR CASE INVESTIGATION.

AND LAST YEAR WE ADDED, AS I SAID, THE NARCOTIC DETECTOR TEAM TO THAT.

SO YOU LOOK AT SOME OF THE THE NEXT FEW SLIDES ARE GOING TO HIGHLIGHT SOME OF THE OVERALL ARRESTS AND THE OPERATIONS OF OUR SRT.

THE OTHER BENEFIT OF HAVING AN SRT IS THEY HELP US WITH SURVEILLANCE AND SOME OF OUR HOMICIDES.

WE'VE HAD TO GO AND DO EXTENSIVE SURVEILLANCE DETAILS AND THEY'RE ABLE TO GO OUT THERE AND DO THAT FOR US WITHOUT TAKING OUT A PATROL STAFFING.

SO IF YOU LOOK AT THE ARREST ON THAT, THE PHYSICAL ARREST FELONY ARREST, YOU SEE THE NUMBERS FOR 2022 ARE PRETTY SIGNIFICANT.

AND THEN THE SEIZURE STATS FOR THE DIFFERENT DRUGS THAT THEY DEAL WITH.

WE'LL TALK SEPARATELY ABOUT THE STOP TASK FORCE.

THESE ARE JUST SRT.

ALL RIGHT. SO THEN AN OPERATION IN WEST THAT'S THAT TOP RIGHT SLIDE WEST DISTRICT LED TO MULTIPLE ARRESTS RELATED TO DRUGS AND WEAPONS VIOLATIONS.

OBVIOUSLY, WE SEE DRUGS AND WEAPONS THERE SIDE BY SIDE IN THESE INVESTIGATIONS.

IF YOU LOOK AT THE THE PICTURE ON THE LEFT, THE SRT CONDUCTED SEVERAL JOINT INVESTIGATIONS WITH INTERNAL AND SURROUNDING AGENCIES.

WE'VE GOT REALLY GOOD RELATIONSHIPS THAT HAVE BEEN BUILT TO BE ABLE TO WORK CLOSELY WITH OUR PARTNERING AGENCIES.

SO THAT PICTURE WAS AUTO THEFT TASK FORCE GOT INFORMATION THAT THERE WAS A STOLEN DODGE HELLCAT, WHICH IS A VERY EXPENSIVE VEHICLE THAT WAS IN THIS GARAGE.

THIS IS A HOME IN BURLESON OF A RENTED HOUSE.

WE RAN A SEARCH WARRANT OVER THERE AND 240 POUNDS OF MARIJUANA RECOVERED ALONG WITH THAT STOLEN VEHICLE.

WE SET UP SURVEILLANCE ON THAT PARTICULAR HOUSE AND WE'RE ABLE TO IDENTIFY SOME OF THE SUBJECTS THAT WERE COMING BACK TO THAT HOUSE.

THIS THIS INVESTIGATION EXTENDED WELL BEYOND BURLESON INTO FORT WORTH AND ARLINGTON AND I THINK GRAND PRAIRIE AND SOME OTHER CITIES.

SO IT WAS A PRETTY SIGNIFICANT NETWORK TO STEAL THESE DODGE CARS AND AND AND SELL DRUGS.

THE BOTTOM RIGHT PICTURE HAS A THAT WAS A STOP DEA SRT JOINT FENTANYL INVESTIGATION.

WE'VE HEARD A LOT ABOUT FENTANYL AND WE HAVE OUR SHARE OF IT IN BURLESON.

SO WE PUT THIS SLIDE UP, SO TO ACCOUNT FOR THE INCEPTION OF SRT FROM OCTOBER 18TH TO MAY 2023, THE NUMBER OF ARRESTS, THE NUMBER OF NARCOTICS SEIZURES AND THE BOTTOM STAT THERE, STOLEN PROPERTY RECOVERED OVER HALF $1 MILLION IN THAT.

ONE OF THE THINGS I'LL SAY AND I'LL GIVE YOU SOME OF THE, IF YOU START TALKING ABOUT KILOGRAMS AND OUNCES AND STUFF LIKE THAT.

SO THE COCAINE, THE 10.4KG OF COCAINE A KILO IS 2.2 POUNDS.

SO THAT EQUATES TO 23 POUNDS.

METHAMPHETAMINE, APPROXIMATELY 50 POUNDS, AND THE HEROIN WAS APPROXIMATELY 54 POUNDS OVER THAT TIME.

SO A LOT OF DOPE ON OUR STREETS.

THIS SLIDE REFLECTS A COMPLIMENT PAID TO THE SRT.

WHEN MATRIX CONSULTING CAME IN AND LOOKED AT OUR DEPARTMENT AND THEY SAID, WE NORMALLY DON'T ENDORSE A TEAM LIKE THIS IN A DEPARTMENT OF YOUR SIZE, BUT THEY APPEAR TO BE VERY EFFECTIVE AND THEY HAVE BEEN EXTREMELY EFFECTIVE IN WORKING WITH US IN A LOT OF DIFFERENT DIRECTIONS.

ALL RIGHT. LET'S MOVE ON TO THE STOP TASK FORCE.

AND THE COMMANDER IS HERE WITH US TODAY AND HE'S A BURLESON OFFICER.

AND I APPRECIATE THE AMOUNT OF KNOWLEDGE THAT HE HAS, WHETHER WE'RE TALKING ABOUT DRUGS, TALKING ABOUT GANGS, IT'S ABSOLUTELY PHENOMENAL WHAT HE BRINGS TO THE TABLE ON THAT.

SO WHEN YOU'RE LOOKING AT THE SNAPSHOT OF THE STOP TASK FORCE AND TRUST ME, THESE ARE JUST SNAPSHOTS, THE SEIZURE STATS OVER ON THE THE LEFT SIDE, SOME OF THE

[01:45:04]

HIGHLIGHTS OF THE NARCOTICS SEIZED BY THE STOP TASK FORCE.

AGAIN, THAT METHAMPHETAMINE, THAT 54,000 PLUS GRAMS, THAT'S ABOUT 120 POUNDS.

AND THESE ARE 2022 NUMBERS.

THAT'S 120 POUNDS OF METHAMPHETAMINES THAT THEY TOOK OFF THE STREET.

I CALL YOUR ATTENTION TO THE YELLOW HIGHLIGHTED THE TOTAL STREET VALUE OF ALL OF THE NARCOTICS EXCEEDS $6.4 MILLION IN ONE YEAR.

I CAN SAY THIS, THE COMMANDER GAVE ME PERMISSION TO SAY THIS, BUT I CAN'T TELL YOU ANY DETAILS ON THAT.

THOSE ARE THE 2022 NUMBERS.

THEY HAVE ALREADY BLOWN THOSE NUMBERS AWAY THUS FAR INTO 2023.

BUT THERE'S ONGOING INVESTIGATIONS.

SO WE'RE NOT GOING TO ELABORATE ON THE DETAILS OF THOSE.

BUT THAT'S THE AMOUNT OF NARCOTICS THAT ARE COMING THROUGH THIS CITY.

IF YOU LOOK OVER ON THE RIGHT SIDE, THAT BOTTOM TEAM HIGHLIGHTS, THEY HAD THE LARGEST CRYSTAL METHAMPHETAMINE SEIZURE IN STOPS HISTORY TOTALING 49.28 POUNDS.

NOW THAT IS FINISHED PRODUCT POWDER WE'LL TALK ABOUT ON THE NEXT SLIDE.

THE LIQUID PART OF THAT, THAT'S A LITTLE BIT LARGER.

THEY PROSECUTE THESE DEFENDANTS FEDERALLY BECAUSE WE HAVE HOMELAND SECURITY INVESTIGATOR THAT WORKS DIRECTLY WITH THEM.

SO WE TAKE A LOT OF THESE CASES FEDERAL ON THAT.

SO THEY RECEIVED A TOTAL OF 120 YEARS IN JAIL, STOP ASSISTED FIVE MURDER INVESTIGATIONS, A RESULT OF NINE SUBJECTS AND MULTIPLE OVERDOSE AND OVERDOSE DEATH INVESTIGATIONS RESULT IN THE ARREST OF TEN SUBJECTS.

INCREDIBLE AMOUNT OF WORK THAT THEY DO.

GOING THROUGH SOME MORE PICTURES HERE.

AGAIN, I'M NOT GOING TO READ ALL OF THIS FOR YOU.

I, YOU KNOW, YOU CERTAINLY CAN GO BACK AND LOOK IN THE PACKETS AND READ THAT THE TOP PHOTOGRAPHS ARE SOME OF THE EVIDENCE FROM THE MARCH 22ND INCIDENT THAT'S LABELED ON THE RIGHT. THERE WERE 194G OF FENTANYL PILLS AND OXYCODONE.

AND THEN THE BOTTOM PHOTOGRAPHS ARE SOME OF THE EVIDENCE FROM THAT BOTTOM INVESTIGATION THERE FROM MARCH TO DECEMBER, WE'RE LOOKING AT OVER 34,000G OF METHAMPHETAMINE, THAT'S 75 POUNDS, THAT IS THE LIQUID FORM OF IT.

AND IT'S DIFFERENT. IT HADN'T BEEN PROCESSED OUT YET.

I HOPE I'M DOING THIS ALL RIGHT, LARRY, BECAUSE I'M NOT TRYING TO EMBARRASS YOU HERE.

FINALLY, THE PICTURES ON THE LEFT, THIS PARTICULAR CASE, JULY, AUGUST INVESTIGATION.

SO THAT WAS COUNTERFEIT OXYCODONE AND PERC 30S, COCAINE INVESTIGATION AND A MYRIAD OF THINGS, ALONG WITH A LOT OF CURRENCY AND GUNS AND TWO ARRESTS THAT WERE MADE ON THAT ONE ON THE RIGHT FROM THE JULY SEPTEMBER INVESTIGATION.

AGAIN, COCAINE, 316G OF IT, 69,000 US CURRENCY, 22 GUNS SEIZED.

SO YOU ALWAYS SEE GUNS AND DRUGS PACKAGED IN THE SAME MANNER.

ALL RIGHT. ARISTOTLE ONCE SAID THE SUM OF THE WHOLE IS GREATER THAN THE SUM OF ITS PARTS.

THE GREAT RELATIONSHIPS THAT WE HAVE BUILT, NOT ONLY WITHIN THIS DEPARTMENT, BUT OUR NEIGHBORING AGENCIES, OUR FEDERAL AND STATE PARTNERSHIPS ALL COME TOGETHER FOR ONE COMMON GOAL. THE PICTURES IN THE BACKGROUND OF THIS MUG SHOTS ARE SIX PEOPLE INVOLVED IN A DRUG DEAL THAT WENT BAD THAT RESULTED IN THE DEATH OF AN INNOCENT MOTORIST IN JUNE OF 2022.

THERE WAS A LARGE SCALE INVESTIGATION INVOLVED, MULTIPLE UNITS WITHIN THE BURLESON POLICE DEPARTMENT, AS WELL AS THE STOP TASK FORCE TEAM, THE HOMELAND SECURITY INVESTIGATOR, AND RESULTING IN THE ARREST OF THESE SUSPECTS WITHIN 33 HOURS.

WE STARTED WITH NOTHING AND WITHIN 33 HOURS HAD SIX PEOPLE IN JAIL.

AND THAT'S JUST INCREDIBLE.

CHARGES RANGED ON THE SUSPECTS FROM CAPITAL MURDER TO VARIOUS NARCOTICS CHARGES.

DEPENDING ON THEIR INVOLVEMENT.

THE TWO MEN ON THE FAR LEFT, TOP AND RIGHT ARE A FATHER SON TEAM.

THEY WERE SOME OF THE BIG PROLIFIC METH.

SELLERS IN JOHNSON COUNTY.

THEY WERE IN POSSESSION OF APPROXIMATELY FIVE KILOS.

THAT'S 11 POUNDS OF METHAMPHETAMINES.

SO WE ADDED FEDERAL CHARGES FOR CONSPIRACY TO DISTRIBUTE METH.

AND THEN THEY WERE INDICTED AND WERE WAITING ON FEDERAL CHARGES ON THEM NOW.

WE ALSO PURSUED STATE CHARGES ON THEM.

AND THEY HAD BOTH OF THEM HAD PLEA DEALS.

THE FATHER PLED TO 40 YEARS.

THE SON PLED TO 42 YEARS.

HE GOT TWO EXTRA YEARS BECAUSE HE WAS STILL ON PAROLE WHEN HE COMMITTED THIS OFFENSE HERE.

AND THEN THEY'RE AWAITING THE REST OF THE CHARGES FROM THE STATE WITH CAPITAL MURDER.

ALL IN ALL, WE WROTE OVER 50 ARREST AND SEARCH WARRANTS DURING THAT TIME TO BE ABLE TO PROCESS ALL THE EVIDENCE THAT WENT INTO THIS ONE CASE.

SO IT TAKES A IT TAKES A VILLAGE PROPERTY AND EVIDENCE.

WE WANT TO TALK A LITTLE BIT ABOUT THAT.

THIS GRAPH SHOWS A 25% REDUCTION IN THE NUMBER OF PIECES OF EVIDENCE ENTERED IN 2022.

I WISH I HAD A GREAT EXPLANATION AS TO WHY IT WENT DOWN 25%, BUT WE ARE VERY GRATEFUL BECAUSE THAT IS WAY OVERCROWDED, AS YOU'LL SEE ON THE NEXT SLIDE, OUR CASELOAD DID NOT GET REDUCED, SO THAT DIDN'T CALL FOR IT.

DWIS WERE UP AND NARCOTICS WERE UP.

SO, YOU KNOW, I DON'T HAVE A GOOD EXPLANATION FOR YOU ON WHY THAT REDUCED.

BUT AGAIN, I'M APPRECIATIVE FOR IT.

ALL RIGHT. LOOKING AT THE PROPERTY ROOM, IT CONSISTS OF HIGH DENSITY STORAGE, WHICH IS VIDEO, AUDIO EVIDENCE, HAS TWO REFRIGERATORS FOR BLOOD AND

[01:50:04]

DNA EVIDENCE, THREE SEPARATE ROOMS, ONE SEXUAL ASSAULT EVIDENCE, GUN STORAGE AND DRUG STORAGE.

AND THEN THERE'S A LARGE ROOM FOR GENERAL PROPERTY AND EVIDENCE, AS YOU CAN SEE FROM THE CAPACITY, ALL THOSE BOXES ARE FILLED AND WE'RE AT CAPACITY.

THE DRUG ROOM IS 100% CAPACITY.

AND I MEAN, IT IS STUFFED IN THERE THROUGH THE 22-23 BUDGETARY PROCESS.

A FULL TIME PROPERTY AND EVIDENCE CRIME SCENE INVESTIGATOR WAS APPROVED AS A MID-YEAR ALLOCATION.

WE'RE IN THE PROCESS OF HIRING THAT PERSON IN THERE IN BACKGROUNDS AT THIS TIME.

THAT NEW POSITION WILL HELP US IN BEING ABLE TO TRY TO FINALIZE THE DISPOSITION OF SOME OF THESE CASES WHERE WE CAN GET SOME OF THAT PROPERTY OUT OF THERE THAT WILL HELP US LIMP THROUGH UNTIL WE CAN GET INTO THE NEW FACILITY.

WE DO HAVE ANOTHER STORAGE THAT THE FIRE DEPARTMENT HAD PROVIDED FOR US AND WE'RE APPRECIATIVE OF THAT.

IT'S OUT AT THE SERVICE CENTER, BUT IT'S GOING TO BE FOR GENERAL PROPERTY.

IT IS NOT SOMETHING THAT WE COULD CONTAIN EVIDENTIARY VALUE ITEMS INSIDE IT.

MOVING ON TO CASE REVIEW, OUR RECORDS GROUP CONSISTS OF SUPERVISOR AND FOUR TEAM MEMBERS AND THEY HAVE THEIR HANDS FULL EVERY SINGLE DAY. AS YOU CAN SEE, THEY HANDLE 4778 CRIMINAL CASES LAST YEAR.

THEY TOUCH EACH AND EVERY CASE THAT WE HAVE TO MAKE SURE THAT IT'S ACCURATE, ENSURE THAT THE APPROPRIATE CHARGES ARE MADE AND IT MEETS THE STATE CRITERIA BECAUSE THEY SEND IT, THEY PACKAGE IT AND SEND IT TO THE STATE.

AND IT GOES ON TO THE FBI FOR THE NUMBERS ON THAT.

THEY'RE BASICALLY THE Q AND A FOR ALL THINGS THAT WE SUBMIT TO THE STATE.

THE FINAL CASE DISPOSITION IS 4274, MEANING THAT NOT ALL OF OUR CASES GET SENT ON TO THE STATE.

THE IN THAT IF IT'S AN UNFOUNDED CASE OR DA DECIDES THEY DON'T WANT TO PROSECUTE THAT CASE, THOSE WOULD BE PULLED OUT OF THERE.

AND AGAIN, THE RECORDS IS THE CLEARINGHOUSE FOR ALL THAT.

THEY HANDLE ALL OPEN RECORDS REQUESTS FOR THE PD, INCLUDING ALL AUDIO, VIDEO 911 AUDIO AND RADIO TRAFFIC.

WE PRODUCE A LOT OF DIGITAL EVIDENCE THROUGH OUR IN-CAR AND BODY CAMS, BUT WHEN WE RELEASE THOSE THINGS, WE HAVE TO REDACT.

WE HAVE TO REDACT.

IT'S EASIER FOR ME TO SAY I HAVE TO REDACT THAT INFORMATION THAT WE CAN'T PROVIDE TO THE PUBLIC AND THE SOFTWARE THAT WE'RE CURRENTLY USING.

FOR EVERY ONE MINUTE OF VIDEO, IT TAKES ABOUT SIX MINUTES FOR THEM TO PROCESS THAT.

SO YOU GET A LENGTHY VIDEO.

IT TAKES THEM A LONG TIME TO PROCESS THAT.

WE'RE GOING TO TALK ABOUT THE AXON SOFTWARE AND THAT A LITTLE LATER ON IN THE SUPPLEMENTALS, BUT THAT SIGNIFICANTLY REDUCES THAT TIME.

FINALLY, ON THE RACIAL PROFILING, THEY ARE THE CLEARINGHOUSE FOR ALL OF OUR RACIAL PROFILING DATA THAT IS FORWARDED TO DR.

DEL CARMEN. DEL CARMEN ASSOCIATES, WHO PROVIDES OUR RACIAL PROFILING REPORT FOR YOU.

OPEN RECORDS REQUEST. JUST TO GIVE YOU AN IDEA, THE CITY HAD 4053 OPEN RECORDS REQUEST IN 2022.

OF THAT, BPD PROCESSES ALL BPD RELATED OPEN RECORDS REQUESTS, AND THAT WAS 3213 OF THOSE CASES.

COMMUNITY ENGAGEMENT IS SOMETHING THAT WE TAKE GREAT PRIDE IN.

WE HAD AN OPEN HOUSE.

WE HAVE NATIONAL NIGHT OUT COFFEE WITH A COP AND SO MANY OTHER THINGS THAT WE DO.

WE ALSO HAVE ABOUT 46,000 FOLLOWERS ON OUR SOCIAL MEDIA PAGE, OUR FACEBOOK PAGE.

AND AS WE'RE TALKING LATER ON, WE WANT TO BE ABLE TO IMPROVE THE ENGAGEMENT WITHIN SOME OF THOSE CIRCLES.

SO WE'VE GOT A MEDIA COMMITTEE AND TEAM OF PEOPLE THAT THAT WORK TOGETHER BEHIND THE SCENES TO KIND OF PLAN OUT WHAT WE'RE DOING.

VOLUNTEERS. WE TALKED A LITTLE BIT ABOUT THAT EARLIER.

COMMUNITY RESOURCE OFFICERS FALL UNDER THE DIRECTION OF THE LIEUTENANT AND WE RETOOL THE ENGAGEMENT WITH OUR VOLUNTEERS.

THEY'RE VERY VISIBLE WITHIN THE COMMUNITY.

IF YOU WERE AT THE PARADE OR THE HOT SOUNDS OF SUMMER OR YOU OUT AT THE 4TH OF JULY EVENTS, YOU SAW THEM ALL OVER THE PLACE.

OUR FAITH BASED PARTNERSHIP WAS MINISTERS AND OFFICERS OF GREATER BURLESON OR MOTB PROVIDES A RESOURCE.

THEY WORK VERY CLOSELY WITH OUR VICTIMS ASSISTANCE COORDINATOR IN TRAGIC SITUATIONS AND WILL RESPOND TO THE SCENE AS NEEDED.

ON THAT, WE STARTED A CITIZEN POLICE ACADEMY ON JUNE THE 1ST, HAD 17 COMMUNITY MEMBERS AFTER A REALLY GOOD PUSH TO GET INVOLVEMENT FROM THE COMMUNITY AND THAT WAS THE LARGEST GROUP WE'VE HAD IN A LONG TIME.

BUT THE STAT THAT STANDS OUT IN ALL OF THIS IS THE TOTAL VOLUNTEER HOURS FOR 2022.

THE TOTAL VOLUNTEER HOURS, 1847 VOLUNTEER HOURS FROM THIS GROUP.

AND THEY ARE PHENOMENAL IN WHAT THEY DO AND WE APPRECIATE THEM SO MUCH.

WE CREATED OUR FIRST ANNUAL REPORT, AND I THINK ALL OF YOU GOT AN ANNUAL REPORT THAT'S A QR CODE THAT YOU CAN PUT ON THERE.

IT GIVES A LOT OF INFORMATION ON BPD AND STATS AND ADDS TO THE TRANSPARENCY.

ALSO, OUR CITY WEBSITE CONTAINS A LOT OF INFORMATION.

WE ARE A CLEAR ORGANIZATION.

WE WERE THE FIRST ONE WITH THE BRAGGING RIGHTS FOR THE WHOLE STATE OF TEXAS BACK IN 1987.

WE'VE BEEN REACCREDITED EVER SINCE.

IT'S A WORLDWIDE ORGANIZATION.

IF YOU'RE NOT FAMILIAR WITH CALEA THAT WE CAN VOLUNTARILY PARTICIPATE IN.

[01:55:02]

BUT THE SHORT VERSION OF IT IS THAT IT ENSURES THAT YOUR POLICIES MAINTAIN A INDUSTRY STANDARD.

AND THEN WE HAVE TO GO BEFORE EVERY YEAR WE JUST FINISHED AN ANNUAL AUDIT AND THEN THE FOURTH YEAR WE HAVE TO GO BEFORE THE COMMISSION TO ENSURE THAT WE'RE IN COMPLIANCE WITH THAT. MIKE ALI IS THE ACCREDITATION MANAGER AND DESERVES AN AWFUL LOT OF CREDIT FOR PUTTING US WHERE WE ARE.

ALL RIGHT. TRAINING SERVES AS A CORNERSTONE OF THE DEPARTMENT.

BEGINS DAY ONE FOR SWORN PERSONNEL.

THE TRAINING INCLUDES THE ACADEMY AND THE ACADEMY HAS 845 HOURS THEY GO THROUGH ON TRAINING ON THAT.

OUR FIELD TRAINING, OUR TCOL CERTIFICATIONS.

AND THE DEPARTMENT IS DEDICATED TO PROVIDING TRAINING WELL BEYOND WHAT IS REQUIRED FOR LICENSING.

IN 2022, WE HAD 14,552 TOTAL HOURS OF TRAINING.

IF YOU LOOK AT THE PICTURES, THAT TOP LEFT WAS ACTIVE SHOOTER TRAINING WE DID IN THE OLD KERR LAST YEAR.

WE HAD 16 HOURS OF TRAINING.

WE RAN ALL OF OUR OFFICERS THROUGH THERE.

WE INTEND TO DO THAT AGAIN WITH THE NEW OFFICERS, AND WE'RE GOING TO INCORPORATE THE SCHOOL SAFETY OFFICERS INTO THAT FOOTPRINT.

SO ALL OF US ARE ON THE SAME PAGE AND DOING EVERYTHING WE CAN TO PROTECT THESE STUDENTS.

THE TOP RIGHT WAS FROM THE LEADS PROGRAM.

ONE OF OUR SERGEANTS WENT TO THE LEADS PROGRAM AND THEN THE BOTTOM RIGHT PICTURE.

WE SEND ALL OF OUR FEMALE OFFICERS TO THE ANNUAL WOMEN IN LAW ENFORCEMENT TRAINING CONFERENCE.

RECRUITMENT AND RETENTION.

HIGHLIGHT SOME OF OUR INITIATIVES THAT WE'RE IMPLEMENTING IN 2022, STARTING WITH IN OCTOBER 22ND COUNCIL APPROVED INCREASES IN OUR SALARIES.

WE WERE STRUGGLING TO HIRE PEOPLE.

I THINK WE WERE AT TEN VACANCIES AT THAT POINT, AND THEN WE HAD IN 2022, WE HAD FIVE TRAINEES THAT WENT THROUGH THE ACADEMY TOWARD THE END OF THEIR FIELD TRAINING, DECIDED THIS WASN'T FOR THEM, AND THAT'S NOT A PLACE WE WANT TO BE IN.

YOU APPROVED THE HIRING INCENTIVES AND WE WERE ABLE TO HIRE SEVEN LATERAL ENTRIES.

THESE ARE VETERAN OFFICERS FROM DIFFERENT DEPARTMENTS ALL OVER AND WE'RE DOING VERY WELL.

ALMOST ALL OF THEM ARE TURNED LOOSE TO SOLO STATUS.

WE STILL HAVE SOME FOLKS IN THE ACADEMY.

WE JUST GRADUATED THREE AND THEY'RE GOING TO BE HITTING THE STREETS FOR THEIR FIELD TRAINING HERE PRETTY QUICKLY.

WE'VE GOT ONE THAT'LL GRADUATE IN AUGUST AND ONE THAT STARTS MONDAY INTO THE ACADEMY.

SO I AM PROUD TO SAY RIGHT NOW WE ARE FULLY STAFFED ON PAPER.

THAT DOESN'T MEAN EVERYBODY IS SOLO STATUS OUT AND WORKING, BUT THE HIRING INCENTIVES, ALONG WITH THE RECRUITING INITIATIVES, THE PEER BOARD MENTORSHIP PROGRAMS, EVERYTHING THAT WE HAVE DONE TO TRY TO NOT ONLY HIRE BUT RETAIN PEOPLE HAS BEEN WORKING VERY, VERY WELL.

WE HAVE A BPD RECRUITMENT EMAIL ADDRESS AND EVERY WEEK WE GET MULTIPLE EMAILS FROM PEOPLE.

WHEN ARE YOU GOING TO BE HIRING? AND IT'S A GREAT PLACE TO BE.

AND ONE OF THE MOST SIGNIFICANT THINGS THAT WE HAVE BEEN ABLE TO DO IN THAT PROCESS AND I'M VERY PROUD OF IT AS WE'VE BEEN ABLE TO IMPROVE THE DIVERSITY WITHIN OUR DEPARTMENT SIGNIFICANTLY. AND THAT MAKES US MUCH, MUCH BETTER.

SO WE'RE VERY PROUD OF SOME OF THESE THINGS.

THE SUMMER OF 2022 CITY CONTRACTED STAFFING FACILITY NEEDS WITH MATRIX, CURRENT OPERATIONS, ORGANIZATIONAL STRUCTURE, STAFFING NEEDS.

WITH THE 20 YEAR PROJECTIONS, SPACE NEEDS, EQUIPMENT NEEDS AND PATROL ALLOCATION MODEL.

SO THE RECOMMENDATIONS, EVALUATION, STAFFING PROJECTION FOR SWORN IS ON THE TOP AND THE CIVILIAN IS ON THE BOTTOM HALF OF THAT SLIDE.

THE SECOND COLUMN THERE, AND THAT'S RECOMMENDED ON THE CHART REFERS TO THE IMMEDIATE STAFFING NEEDS THAT WILL SPEAK TO ON OUR NEXT SLIDE.

AS YOU CAN SEE, THE PROJECTIONS ARE BASED ON FIVE YEAR INCREMENTS, AND THAT WOULD ADD A TOTAL OF 56 SWORN AND EIGHT CIVILIAN BY 2043.

THE STUDY RECOMMENDS FIVE IMMEDIATE SWORN POSITIONS TO INCLUDE SUPPORT BUREAU LIEUTENANT, TWO DETECTIVES, ONE FOR THE CAPERS UNIT AND ONE FOR THE PROPERTY UNIT.

ONE STOP TASK FORCE INVESTIGATOR AND A DEPUTY MARSHAL.

THEY ALSO RECOMMENDED A 5.1% OVERAGE FOR PATROL STAFFING TO ACCOUNT FOR TURNOVER AND VACANCIES.

THAT WOULD ADD THREE FULL TIME EMPLOYEES TO THE TO THE MIX THERE.

SO EIGHT TOTAL FTES IS WHAT THEY HAD RECOMMENDED FOR IMMEDIATE HIRE.

THERE WERE ADDITIONAL RECOMMENDATIONS FROM OUR FIVE YEAR PLAN THAT HAVE ALREADY BEEN IMPLEMENTED.

THE TWO CIVILIANS, WE TALKED ABOUT THE PROPERTY AND EVIDENCE, BUT ONE RECORDS CLERK AND WE'VE ALREADY HIRED THOSE RECLASSIFIED SOME OF OUR OICS OR OFFICERS IN CHARGE, AND THEN WE'D ALREADY ADDED AN SRO SERGEANT.

SO THOSE THINGS HAVE BEEN COMPLETED AS PART OF THE MATRIX STUDY.

WHEN YOU LOOK AT THEIR STAFFING REALLOCATION, THE CHART ON THE LEFT, THAT WAS THE NINE HOUR SHIFTS THAT WE WORKED AND OPERATED UNDER WHEN THEY WERE DOING THE EVALUATION.

THE CHART ON THE RIGHT REPRESENTS THE REALLOCATION TO 12 HOUR SHIFTS WITH A TEN HOUR SHIFT OVERLAP MATRIX HAD OFFICERS MUST HAVE SUFFICIENT TIME OUTSIDE OF THE COMMUNITY DRIVEN WORKLOAD TO PROACTIVELY ADDRESS PUBLIC SAFETY ISSUES AND PROBLEM ORIENTED POLICING.

[02:00:02]

SO THEY DETERMINED THE NINE HOUR SHIFTS TO BE INEFFICIENT MODEL THAT DID NOT SUPPORT PROACTIVE SERVICE MODEL.

AS YOU CAN SEE, WE FELL SHORT OF THAT METRIC IN MANY PLACES AS SEEN ON THAT LEFT CHART.

THE NEW SHIFT SCHEDULE IS ON THE RIGHT.

MEET THE GOAL, 45% IN ALL BUT TWO OF THE TIME FRAMES, AND THAT ASSUMES THAT WE'RE FULLY STAFFED.

SO ON JUNE 12TH, THE PATROL SECTION STARTED WORKING THE NEW SCHEDULE.

I'LL TRY TO HIT THE CLIFF NOTES VERSION OF THIS, AND THAT IS WE'RE WORKING 12 HOUR SHIFTS.

SO YOU WORK SEVEN DAYS OUT OF 14 DAY PERIOD.

ALL PATROL MEMBERS ON 12 WILL HAVE A THREE DAY WEEKEND, FRIDAY, SATURDAY AND SUNDAY.

EVERY OTHER WEEKEND.

SO THAT IMPROVES OUR WORK LIFE BALANCE.

NOW, IF YOU'RE A TENURED OFFICER THAT WORKED MANY YEARS, YOU'RE NOT AS EXCITED ABOUT THAT AS SOME OF OUR YOUNGER OFFICERS TO BE ABLE TO DO THAT EACH SHIFT.

ONE OF THE THINGS WE REALLY LIKE AND THE FEEDBACK I'M GETTING IS THEY LIKE THAT EACH EACH SHIFT THERE IS A TEAM, IT'S A SERGEANT, PLUS THE OFFICERS THEY WORK ON THE SAME DAYS, HAVE THE SAME DAYS OFF. IT PROVIDES A VERY CONSISTENT LEVEL OF SUPERVISION.

THE TEAM MEMBERS BECOME VERY COHESIVE.

AND THAT'S A THAT'S A PLUS FOR US WORKING THE POWER SHIFT.

THAT WAS ONE OF THE THINGS WE WANTED TO BE ABLE TO SHIFT A GROUP OF PEOPLE TO THE PEAK CALL HOURS SO THAT WE HAD PLENTY OF OFFICERS OUT ON THE STREET TO BE ABLE TO HANDLE THOSE.

SO THERE'S AN OVERLAPPING COVERAGE THERE.

MOST IMPORTANTLY, ONCE FULLY STAFFED, OUR SUPERVISORS WILL NOT COUNT TOWARD THE MINIMUM STAFFING LEVELS WITH THE IMPLEMENTATION, AS I SAID EARLIER, THE LIEUTENANTS AND TAKING SOME OF THE ADMINISTRATIVE DUTIES OFF OF THE SERGEANTS, BEING ABLE TO NOT HAVE THEM FOR MINIMUM STAFFING, THAT'S GOING TO GIVE OUR SERGEANTS THE ABILITY TO GET OUT AND BE A SERGEANT AND TO LEAD THE THE OFFICERS.

MATRIX STUDY SPACE NEEDS PER COUNCIL DIRECTION.

THEY COMPLETED AN EVALUATION OF FUTURE SPACE NEEDS.

AS A REMINDER, A LITTLE BACKGROUND.

IN 2009, GSBS DID A STUDY THAT SAID WE NEEDED 32,000FT².

IN 2015, WE MOVED INTO THE EXISTING 24,000 SQUARE FOOT BUILDING AND THEN WE HAD BRW ARCHITECTURAL SPACE PLANNING AND THEY DID THEIR PROGRAM IN THE SUMMER OF 2022. AS A PART OF THE BOND PACKAGE, WE HAD FOUR OPTIONS THAT WENT TO THE BOND COMMITTEE THAT YOU APPOINTED THAT RANGE FROM 53,500 TO 69,000FT².

THE BOND COMMITTEE UNANIMOUSLY SELECTED THE 62,500 OPTION, WHICH INCLUDED AN ALLOCATION OF 3000 SQUARE FOOT FOR THE PUBLIC SAFETY COMMUNICATIONS MATRIX. SPACE PLANNER VALIDATED THAT 62,500 SQUARE FOOT OPTION AS DETERMINED BY BRW, BUT INCREASED THE TOTAL SQUARE FOOT RECOMMENDATION BY AN ADDITIONAL 4850 TO SUSTAIN THE GROWTH IN THE DEMANDS OF THE DEPARTMENT OVER THE NEXT 20 YEARS.

PART OF THE ADDED SPACE WAS TO INCLUDE A TEMPORARY HOLDING FACILITY.

THIS IS DIFFERENT FROM A JAIL HOLDING FACILITY IS VERY TEMPORARY.

SO WHEN WE BRING THOSE SIX SUSPECTS THAT WE HAD ON THAT MURDER INVESTIGATION, THEY WERE UP THERE IN THE OFFICE WITH AN OFFICER GUARDING EACH ONE.

WE HAVE NO PLACE TO SECURE THEM THERE.

SO IF WE BRING A SUSPECT IN FOR DWI, THERE'S PAPERWORK THAT HAS TO BE DONE AND WE PULL THE OFFICERS OFF THE STREET TO GUARD THAT PERSON WHILE THEY'RE GETTING IN THERE AND GETTING THE SEARCH WARRANT FOR THE BLOOD DONE.

SO WE HAVE NO PLACE TO PUT THEM.

AND MATRIX DID NOT SEEM TO THINK THAT WE NEEDED TO GO INTO THE JAIL BUSINESS WHERE WE HOUSED THEM LONGER TERM FOR THE 20 YEARS.

WE STILL HAVE OUR CONTRACT WITH MANSFIELD ON THAT.

BUT A HOLDING FACILITY IS SIMPLY A PLACE THAT WE CAN PUT SOMEBODY WHILE WE'RE DOING OTHER ANCILLARY DUTIES UNTIL WE CAN GET THEM PROCESSED INTO THE JAIL.

THAT ALSO INCLUDES A SALLY PORT ON THAT.

I THINK THE TOTAL SQUARE FOOTAGE IS BREAKING IT DOWN TO 900FT² IN PROPERTY AND EVIDENCE.

AGAIN, THAT IS AN AREA THEY ADDED A SIGNIFICANT AMOUNT OF SPACE, BUT SAID YOU'RE GOING TO NEED MORE AND THEN 860FT, TWO INVESTIGATIONS, 1570 FOR THE SUPPORT BUILDING AND IT WAS 1520FT² FOR THE TEMPORARY HOLDING AREA AND ENCLOSED VEHICLE, SALLY PORT, WHICH PROTECTS THE NEIGHBORHOOD.

COST CONTAINMENT.

WE'VE GOT A LOT OF COST CONTAINMENT STRATEGIES HERE.

VICTIM'S ASSISTANCE COORDINATOR IS A GRANT FUNDED POSITION.

WE EXHAUSTED THE THREE YEARS ON THAT, BUT WE DID GET IT RENEWED AGAIN, THANKS TO LIEUTENANT RALSTON AND GETTING THAT TAKEN CARE OF.

SO WE STILL HAVE THAT POSITION FUNDED UNDER A GRANT.

THE VEHICLE DECALS, NEW VEHICLES HAVE GRAPHIC PATCHES DISPLAYED ON THE SCREEN FOR FULLY MARKED UNITS.

BY TRANSITION TO THIS DESIGN AND CHANGING THE VENDORS, WE ARE SAVING $1,367 PER VEHICLE, WHICH IS HUGE.

AND THEN ALSO IT'S A LOCAL VENDOR.

CAMP GRAPHICS IS GOING TO BE OUTFITTING THESE VEHICLES, WHICH WE LIKE THAT TWO WAY RADIOS.

THE DEPARTMENT TRANSITIONED TO KENWOOD RADIOS WHICH OFFICERS AND APPROXIMATELY $5,000 SAVINGS PER HANDHELD RADIO AND 1000 PER VEHICLE.

THIS YEAR WE PURCHASED 19 HANDHELD RADIOS.

THAT'S ABOUT $95,000.

WE SAY THE CELL PHONE ALLOWANCES IN ACCOMMODATION WITH THE SOFTWARE TO MONITOR THAT.

WE GOT TO LOOKING AT THAT AND WE CAN ACTUALLY PROVIDE EVERY OFFICER A CITY CELL PHONE, WHICH GIVES THEM MORE FUNCTIONALITY WITH TICKET RIDING AND OTHER DUTIES THAT THEY

[02:05:04]

ARE INVOLVED IN, TAKING PICTURES OF EVIDENCE OUT THERE INSTEAD OF USING THEIR PERSONAL CELL PHONE WHEN THEY DON'T HAVE THAT AND WE ACTUALLY SAVE MONEY.

SO THAT'S ALREADY BEEN APPROVED AND WE'RE WORKING THROUGH THAT PROCESS NOW.

GUARD SERVICES. WE CONTRACT WITH A COMPANY TO GUARD PRISONERS AT HOSPITALS AS OPPOSED TO PAYING OVERTIME TO OFFICERS TO DO THAT.

THAT SAVED US ABOUT $2,400 A YEAR.

AND THEN OUR EVIDENCE PROCESSING IS OUTSOURCED, WHICH GIVES US A FASTER TURNAROUND TIME ON THAT.

THIS SLIDE REPRESENTS THE ADOPTED BUDGET FOR 20 2223, BUT DOES NOT REPRESENT THE SALARY INCREASES YOU APPROVED IN 2000 AND NOVEMBER 22ND.

SO THE BUDGET IS JUST UNDER $17 MILLION.

SO THESE ARE THE TOTAL REQUESTS AND SUPPLEMENTALS FOR PERSONNEL, ALTHOUGH WE'LL GLADLY TAKE THE EIGHT POSITIONS THAT MATRIX RECOMMENDED, WE REALIZE AND HAVE BEEN TOLD THIS IS A TIGHT YEAR. SO WE'RE DOING OUR PART TO TRY TO HOLD DOWN THAT AND GET THE MOST BANG FOR OUR BUCK.

SO I'LL GO THROUGH THAT.

WE HAVE SOME SIGNIFICANT EQUIPMENT AND TECHNOLOGY NEEDS.

SO THE GOAL THIS YEAR WAS TO TRY TO CATCH UP ON SOME OF THOSE NEEDS AND THEN WE'LL CONTINUE ASKING FOR THE PERSONNEL AS WE MOVE FORWARD.

THE BUDGET REQUEST FOR PERSONNEL INCLUDE TWO FULL TIME EMPLOYEES, A VEHICLE.

THEIR EQUIPMENT TOTALS $428,368.

WE'RE REQUESTING THAT NEW LIEUTENANT POSITION AS OUTLINED BY MATRIX AS IMMEDIATE NEED, AND THEN A CIVILIAN CRIME PREVENTION SPECIALIST.

SO THE LIEUTENANT WOULD REPORT UNDER THE SUPPORT BUREAU, BECOME AN ADMINISTRATIVE LIEUTENANT OVER THERE THAT'S AIMED AT SEVERAL DIFFERENT THINGS.

THAT'S REDUCING THE SPAN AND CONTROL FOR THE SUPPORT BUREAU FOR CRIMINAL INVESTIGATIONS.

AND FURTHER, THAT POSITION IS GOING TO ABSORB MANY ADMINISTRATIVE TASKS THAT THE TWO SERGEANTS.

COMPLETE EXAMPLES ARE GRAND JURY PRESENTATIONS, MAJOR CASE AND WARRANT REVIEW.

WE HAVE LEGISLATION IN THE LAST LEGISLATIVE SESSION REQUIRED US EVERY COUNTY TO CREATE A SEXUAL ASSAULT RESPONSE TEAM OR A SHARK TEAM.

SO WE HAVE TWO TEAMS ONE JOHNSON COUNTY, ONE IN TARRANT COUNTY.

WE ATTEND THAT.

THOSE ARE MEETINGS THAT THE LIEUTENANT WOULD GO TO.

WE ALSO PARTNERSHIPS WITH THE ALLIANCE FOR CHILDREN AND OUR [INAUDIBLE] OUT IN JOHNSON COUNTY TO BE ABLE TO GET THEM TO THOSE MEETINGS AS OPPOSED TO HAVING THE SERGEANTS HAVING TO TO GO TO THOSE THE CRIME PREVENTION SPECIALIST ENGAGEMENT.

THIS IS KIND OF A SWAP AROUND WHERE WE THINK WE GET TWO FOR ONE OUT OF THIS.

WE CURRENTLY HAVE FOUR COMMUNITY RESOURCE OFFICERS AND MATRIX RECOMMENDED A FUTURE CRIME PREVENTION SPECIALIST IN AN EFFORT TO BE MORE EFFICIENT.

WE'RE RECOMMENDING WE FILL THE CIVILIAN CRIME PREVENTION SPECIALIST NOW AS THERE'S AN OPPORTUNITY TO SAVE MONEY WITH THE CIVILIAN BETTER SERVE A BROADER DEPARTMENT NEEDS.

WE WANT THIS PERSON. WE'RE TALKING ABOUT COMMUNITY ENGAGEMENT, AND WE'RE USING A CRO TO TRY TO DO ALL OF THAT.

BUT THEY ALSO HAVE VOLUNTEERS THAT THEY'RE WORKING WITH OUR CITIZENS POLICE ACADEMY AND OUR COPS PROGRAMS, AND THEY JUST CAN'T GET EVERYTHING DONE.

SO WE WANT TO HIRE SOMEONE THAT HAS A SPECIALTY IN THAT TO BE ABLE TO FURTHER ENGAGE OUR COMMUNITY IN THAT.

AND THEN WHAT WE WILL DO IS WE'LL TAKE ONE OF THE CRO POSITIONS AND WE'LL TRANSFER THAT POSITION OVER TO THE STOP TASK FORCE, WHICH MEETS ANOTHER IMMEDIATE NEED.

SO WE FEEL LIKE WE'RE GETTING A TWO FOR ONE OUT OF THIS.

IF APPROVED, THE RESULTS AND OVERALL COST SAVINGS ABOUT $43,000 IN THE DIFFERENCE IN THOSE POSITIONS AS WELL.

ALL RIGHT. WE'RE LOOKING AT THE SUPPLEMENTALS FOR EQUIPMENT.

THIS CHART REFLECTS THE COSTS, THIS YEAR'S BUDGET FOR EQUIPMENT AND TECHNOLOGIES.

AND I'M GOING TO DETAIL THESE PRETTY THOROUGHLY IN THE NEXT FEW SLIDES BECAUSE THERE'S A LOT OF MONEY INVOLVED IN THAT.

BUT AXON, BODY-WORN, IN-CAR CAMERAS, NEW TASERS AND A TETHERED DRONE WOULD TOTAL ABOUT 534,409.

THERE ARE SEVERAL COST INCENTIVES FOR BEING ABLE TO DO THAT THAT I'LL DETAIL IN A SUBSEQUENT SLIDE REPLACING OUR TEN YEAR OLD GLOCK 40 CALIBER WEAPONS.

WE HAVE A GOAL OF REPLACING OUR WEAPONS EVERY TEN YEARS.

WE WOULD GO TO THE GLOCK 45.

IT'S A NINE MILLIMETER PLATFORM, HAS RED DOT SIGHTS THAT'LL RUN US ABOUT $134,620.

AND AGAIN, I'LL GET MORE DETAIL ON THAT IN A SUBSEQUENT SLIDE AND THEN ADD 20 FLOCK LICENSE PLATE READERS.

YOU APPROVED AN MOU FOR SOME INITIAL SETUP OF FOUR POLES ALONG TXDOT.

AND SINCE THINGS ARE FLOW SEAMLESSLY WITH TXDOT, WE HAVEN'T GOTTEN THOSE THINGS UP JUST YET.

BUT WE'RE HOPEFUL ON THEM.

BE ABLE TO GET THAT AND GET IT, GET IT DEPLOYED.

SO THE TOTAL IS SEVEN 5429 FOR THE TECHNOLOGY AND EQUIPMENT NEEDS THAT WE HAVE.

SO I APOLOGIZE.

THIS IS GOING TO BE A LONG TALK WITH A LOT OF INFORMATION AND I'M GLAD TO SLOW IT DOWN AND ANSWER ANYTHING YOU WANT.

THE CURRENT BODY WORN CAMERA AND IN-CAR CAMERA SOLUTIONS UTILIZED BY THE DEPARTMENT HAVE BECOME VERY INEFFICIENT.

OVER THE PAST YEAR. WE'VE HAD SEVERAL NEW VEHICLES RENDERED OUT OF SERVICE FOR EXTENDED PERIODS OF TIME DUE TO FAILING IN-CAR SYSTEMS. FURTHER, THE BODY WORN CAMERA SYSTEMS, BATTERY LIFE AND OVERALL LIABILITY HAS BECOME LIMITED AT BEST.

THE DEPARTMENT BEGAN LOOKING AT DIFFERENT SOLUTIONS FOR THESE SERVICES AND WAS DETERMINED THAT AXON WAS ONE OF THE INDUSTRY LEADING GROUPS FOR A REASON.

AND NUMEROUS AGENCIES AROUND US HAVE AXON CAMERAS.

[02:10:03]

SO THE FAR LEFT PHOTOGRAPH IS THE AXON BODY 4 CAMERA.

THIS CAMERA IS THE NEWEST BODY WORN CAMERA SOLUTION PROVIDED BY AXON.

SEVERAL ENHANCED FEATURES, 160 DEGREE FIELD, UPGRADED CAMERA, FAST CHARGING, EXTENDED BATTERY LIFE, IMPROVED SECURITY AND STORAGE, AND IT WILL BE REPLACED EVERY 30 MONTHS OR TWO AND A HALF YEARS.

THAT IS A SIGNIFICANT IMPROVEMENT BECAUSE WE HAVE TO CURRENTLY PURCHASE EACH ITEM FROM COBAN.

THESE ARE ON A REPLACEMENT SCHEDULE.

THE SECOND FROM THE LEFT PHOTO IS AXON FLEET THREE IN-CAR CAMERAS.

THAT'S THE NEWEST IN-CAR CAMERA SOLUTION PROVIDED BY AXON.

SOME OF THE ENHANCED FEATURES ARE DUAL VIEW CAMERA CAPTURES CLEAR PANORAMIC VIEWS IF YOU'VE SEEN A LOT OF TIMES YOU SEE SOMETHING ON THE MEDIA.

YOU'LL SEE THAT AXON ON THERE AND IT'S USUALLY VERY GOOD FOOTAGE.

IT ALSO COMES WITH A LICENSE PLATE READER IN EACH OF THE CARS THAT CAN COVER THREE LANES OF TRAFFIC.

THAT'S A BENEFIT FOR US.

IT PROVIDES ALERTS, LIVE MAPS, LIVE STREAMING.

YOU CAN ACTUALLY LIVE STREAM A PURSUIT OF OFFICERS IN THAT PURSUIT BACK TO THE SUPERVISOR.

IT RETAINS THE LAST 24 HOURS OF VIDEO WHERE KOBAN IS ABOUT EIGHT HOURS OF VIDEO AS A WIRELESS ACTIVATION AND IT PAIRS WITH OUR BODY WORN CAMERA FOR UPLOAD. THOSE WILL BE REPLACED EVERY 60 MONTHS, WHICH COINCIDES WITH OUR FIVE YEAR VEHICLE REPLACEMENT.

SECOND FROM THE RIGHT PHOTO IS THE AXON TETHERED DRONE, WHICH WOULD BENEFICIAL DURING CITY EVENTS, HIGH PROFILE LAW ENFORCEMENT INCIDENTS.

IT ALLOWS FOR WIRELESS STREAMING TO LAUNCH AND FLY AND LAND WITH ONE PUSH OF A BUTTON.

YOU DO NOT HAVE TO HAVE A PILOT IN CHARGE OF IT AND IT WILL STAY IN THE AIR FOR EXTENDED PERIODS OF TIME.

SO IT'LL GIVE YOU AN IDEA OF THE IMPORTANCE OF THAT.

OUR CITY EVENTS, WE FLY OUR DRONES IN THE EXTREME HEAT THIS YEAR.

WE DIDN'T LOSE ANY BATTERIES LAST YEAR.

WE LOST FOUR BATTERIES BECAUSE OF THE HEAT AND THOSE ARE 500 BUCKS APIECE AND WE WERE NOT IN THE AIR THAT THAT LONG, THIS TETHERED DRONE YOU CAN PUT UP AND IT STAYS WHEREVER YOU WANT IT FOR THE ENTIRE EVENT SO THAT YOU CAN MONITOR A LOT OF THINGS.

AND THAT'S AN IMPORTANT ADDITION TO US.

THE IMAGE ON THE FAR RIGHT IS THE AXON TASER TEN.

WHILE THE DEPARTMENT ALREADY UTILIZES TASERS, THE TASER TEN HAS A LOT OF SUPERIOR QUALITIES TO THAT.

IT HAS A 45 FOOT RANGE WHICH DOUBLES THE DISTANCE.

THAT GIVES YOU MORE TIME AND MORE COMFORT WITH DE-ESCALATING EVENT.

IT HAS TEN SINGLE PROBE CARTRIDGES.

THE CURRENT TASERS HAVE TWO AND YOU GET A ONE SHOT AT IT.

IF ONE OF THE PROBES DOES NOT HIT, THEN IT'S INEFFECTIVE AND YOU HAVE TO MOVE IN AND DRIVE STUN, WHICH IS A RISK TO OUR OFFICERS.

IT ALSO HAS AN AUDIO AND VIDEO VISUAL WARNING ALERT.

WHEN YOU OPEN THAT THING UP AND YOU'RE DEPLOYING IT AND SOME OF THE OTHER THINGS THAT ARE REALLY GOOD ABOUT IT, IT HAS AN AUTOMATIC BODY WORN CAMERA AS WELL AS AN IN-CAR ACTIVATION WHEN A TASER IS TURNED ON.

SO ANYBODY WITHIN A PERIMETER, ALL OF OUR OFFICERS, IF YOU PULL THAT OUT AND SAID, ARE YOU PULLING IT OUT AND HAVING TO TURN ON YOURS, IT AUTOMATICALLY ACTIVATES ALL OF THESE VEHICLE CAMERAS AND EVERYTHING GIVES US A LOT BETTER PICTURE OF WHAT THINGS ARE GOING ON.

AND THEN IT ALSO HAS TRAINING CARTRIDGES THAT COME WITH THEM TO BE ABLE TO PROVIDE TRAINING TO THEM.

ALL RIGHT. THIS IS A VERY BUSY SLIDE AND I'M GOING TO GET THROUGH IT REAL QUICKLY.

THE MAIN POINT IS, IF WE DO NOT GO TO AXON, THESE ARE COSTS THAT WE WILL INCUR.

SO AXON HAS UNLIMITED STORAGE FOR ALL THE DATA AND THE CLOUD THROUGH EVIDENCE.COM.

IT'S EXPENSIVE, AS YOU WOULD IMAGINE.

BUT GOING TO AXON THE CITY WOULD NOT HAVE TO MAINTAIN THE ON SITE SERVER THE CURRENT SERVERS IN NEED OF REPLACEMENT.

AND JAMES TELL US THE ESTIMATED COST FOR THAT.

SO $150,000 AXON HAS UNLIMITED STORAGE AND STORES THAT DATA FOR TWO YEARS UNLESS THE DATA IS SELECTED FOR RETENTION. CURRENTLY THE PROCESS OF RETAINING DATA IS THROUGH BURNING A DISK AND STORED IT IN THERE.

WE HAD A THE HIGH DENSITY STORAGE IN OUR PROPERTY ROOM WAS COMPLETELY FULL BECAUSE IT'S ARCHIVED EVENTS.

WE PULLED ALL OF THAT OUT AND NOW STORE THAT IN A SECURED AREA WITHIN RECORDS TO FREE UP SPACE FOR EVIDENTIARY.

IT'S A COMBINATION OF THE ISSUES WE'RE HAVING WITH THE PROPERTY ROOM, THE ANNUAL BODY WORN CAMERA.

IN-CAR MAINTENANCE FOR CURRENT SYSTEM, OR COBAN, IS APPROXIMATELY 45,000.

AN ANNUAL ADDITION AND REPLACEMENT TO CURRENT IN-CAR CAMERA SYSTEM IS APPROXIMATELY 79,210, AND THE BODY WORN CAMERA AND ACCESSORY REPLACEMENTS ABOUT 15,200. THIS DOES NOT TAKE IN CONSIDERATION THE IT'S STAFF TIME THAT THEY HAVE TO DO TO BE ABLE TO MAINTAIN THESE.

THAT PUTS YOU AT ABOUT 289,410 THAT WE WOULD NEED TO SPEND ON WHERE WE ARE NOW.

I'LL TALK A LITTLE BIT MORE ON THE ON THE NEXT PAGE.

BUT THEY THEY WILL BUY BACK OUR EXISTING TASERS AND THAT'S A $13,000 CREDIT TO THAT.

SO THAT EQUATES TO A LITTLE OVER $300,000.

WE TALKED ABOUT THE REDACTION SOFTWARE EARLIER WHERE IT WAS SIX MINUTES FOR EVERY ONE MINUTE.

THE AXON SYSTEM IS ANTICIPATED TO REDUCE THAT TO APPROXIMATELY 3 TO 4 MINUTES FOR EVERY ONE MINUTE.

[02:15:05]

SOME OF THE SIGNIFICANT THINGS.

IF THE BODY WORN CAMERA FAILS FOR ANY REASON, AXON WILL OVERNIGHT A REPLACEMENT.

NO MORE ATTEMPTING TO TROUBLESHOOT AND REPAIR OURSELVES.

WE'VE ALL BEEN ON THE THE REPAIR LINE TRYING TO GET THROUGH SOMETHING ON THAT.

AND THEY JUST PUT US A CAMERA IN OUR HANDS WITHIN 24 HOURS.

IF THE IN-CAR CAMERA FAILS, AXON WILL SEND A TEAM OUT TO TROUBLESHOOT AND ADDRESS AND REPAIR THE ISSUE.

SO IT'S SHORTER FLEET TIME DOWN ON THAT.

IT ALSO THE AXON SYSTEM INTEGRATES WITH OUR IA PRO SOFTWARE, WHICH IS SOFTWARE WHERE WE MONITOR USES OF FORCE PURSUITS, ALL OF THAT.

YOU CAN JUST DOWNLOAD THAT RIGHT INTO THAT AIR PRO SOFTWARE.

IT INTEGRATES WITH OUR OUR NEW CAD SYSTEM AS WELL AS OUR RECORDS MANAGEMENT SYSTEM.

FIREARMS REPLACEMENT.

WE SAID WE FOLLOW A TEN YEAR REPLACEMENT SCHEDULE.

NIGHT SIGHTS GO OUT AT ABOUT THE TEN YEAR MARK AND THE SPRINGS START FAILING.

SO THAT'S ABOUT A 350 TURNAROUND WHEN WE WHEN WE DO THOSE.

AND TO BE CLEAR, WE DON'T HAVE ANY WEAPONS THAT ARE FAILING ON US.

WE JUST WENT THROUGH QUALIFICATION.

WE BREAK THOSE THINGS DOWN ON A REGULAR BASIS TO MAKE SURE THAT THEY ARE OPERATING AT THE MAXIMUM LEVEL.

BUT TEN YEARS IS KIND OF AN INDUSTRY STANDARD FOR REPLACING THOSE.

SO UPON REVIEWING THE MOST CURRENT HANDGUN SYSTEMS, THE GLOCK 45 COMPACT NINE MILLIMETER HAS PROVEN TO BE A RELIABLE LAW ENFORCEMENT WEAPON SYSTEM.

IT MAINTAINS THE SAME FAMILIARITY WITH THE PLATFORM AND THE GRIP AS THE THE EXISTING GLOCKS DO.

IT HAS A RED DOT SIGHT, A REFLEX RED DOT SIGHT AND WEAPON MOUNTED LIGHT, WHICH IS AN UPGRADE FROM WHAT WE CURRENTLY HAVE.

EXPECTED LIFESPAN ON THOSE IS ABOUT TEN YEARS AND WE ANTICIPATE THAT OUR OUR ACCURACY WITH THESE WEAPON SYSTEMS WILL GO UP CONSIDERABLY.

MANSFIELD WENT TO THEM, THE CHIEF TOLD ME THEY'RE ACROSS THE BOARD ACCURACY, WHICH IS IMPORTANT FOR LIABILITY REASONS, SIGNIFICANTLY WENT UP IN ORDER TO IMPLEMENT THE GLOCK 45 MIGRATION OFFICERS REQUIRE 1000 ROUND TRAINING PROGRAM AND IN ADDITION WE'RE PURCHASING AND THIS IS A THIS IS A BIG THING AND A PART OF THIS.

IN ADDITION TO THIS, THE COST IS ADDING 20 ULTIMATE TRAINING MUNITIONS, GLOCK 45.

THESE ARE THE SAME PLATFORMS, BUT THEY ARE TRAINING WEAPONS, NOT CAPABLE OF FIRING LIVE ROUNDS.

AND THEN WE WOULD ADD SIMILAR CONVERSION KITS SO THAT OUR AR 15 SECONDS HAD THE SAME TYPE OF CAPABILITY WHERE THEY CAN'T FIRE LIVE ROUNDS.

THAT IS A SAFETY FACTOR.

AND UNFORTUNATELY WE'VE SEEN THAT OVER THE YEARS.

THAT'S A SAFETY FACTOR WHEN WE'RE TRAINING ON THAT.

THE CAPACITY OF THE CURRENT 40 IS JOHN BRACKET'S BACK HERE.

MAYBE CORRECT ME IF I'M WRONG, BUT IT'S 14IN THE MAG AND ONE IN THE CHAMBER.

THE GLOCK 45 HAS EITHER A 17 OR A 19 ROUND IN THE MAGAZINE PLUS ONE IN THE CHAMBER CAPABILITY.

SO WE ACTUALLY GET MORE AMMUNITION OUT OF THAT GUN.

THE TOTAL COST FOR THAT IS 134,620 WHEN YOU SUBTRACT 24,255 FOR SALVAGE, WE'RE ABLE TO WE WILL SELL THESE GUNS BACK TO A DISTRIBUTOR, A LAW ENFORCEMENT DISTRIBUTOR, AND THEN THEY WILL TURN AROUND AND RESELL THOSE GUNS.

BUT THEY ONLY SELL TO LAW ENFORCEMENT.

BUT THE OFFICERS WOULD HAVE THE ABILITY TO GO BACK IN AND TRANSITION THAT GUN BACK IF THEY WANTED TO.

BUT TO BE ABLE TO OWN THE GUN THAT THEY CARRIED ON DUTY.

FLOCK LICENSE, WE ARE GETTING CLOSE.

I PROMISE YOU. FLOCK LICENSE PLATE READERS, IN JANUARY, WE TALKED ABOUT YOU APPROVING THE TXDOT ON THAT.

BUT I ALSO WANT TO SPEND A LITTLE BIT OF TIME OF EDUCATING YOU AND OUR PUBLIC ON THE USE OF THE FLOCK SYSTEMS AND WHY WE WHY THEY BECOME SO POPULAR.

WE WANT TO BE TRANSPARENT IN HOW WE USE THAT, WHAT OUR POLICIES WILL MAKE SURE THAT WE ARE ONLY TRACKING THOSE INVOLVED IN CRIMINAL ACTIVITY.

I'VE SPOKEN A LOT IN THIS PRESENTATION ABOUT THE PROGRESSION OVER THE PAST FEW YEARS TO MAKE US A PROACTIVE POLICE DEPARTMENT AND FLOCK IS AN IMPORTANT PIECE OF THAT.

MOVING FORWARD, STOLEN VEHICLES ARE ENTERED INTO STATE AND FEDERAL DATABASES.

THEY'D BE ENTERED INTO THE FLOCK SYSTEM.

WE PLAN TO ENTER OUR CLASS B AND ABOVE ARREST WARRANTS INTO THE SYSTEM SO THAT WE CAN TRY TO LOCATE AND GET THE THE SUSPECTS OFF THE STREETS FASTER.

WHEN ALERTED, THE LICENSE PLATE CAN BE FLAGGED AND PASSES ON TO THE READER OR WHOEVER'S BEEN TOLD WITHIN THAT SYSTEM.

THEY WE TALKED ABOUT THE REAL TIME CRIME CENTER WHERE WE REALLY WANT TO GO WITH THAT DOWN THE ROAD IS TO HAVE FULL TIME PEOPLE IN THERE THAT WOULD ALERT THE REAL TIME CRIME CENTER AND THEY COULD DEPLOY OFFICERS THAT ARE ON THE STREETS AT THAT TIME.

BEYOND THE CRIMINAL ACTIVITY.

AND THIS IS AN EXTREMELY IMPORTANT PIECE OF THIS.

WE ALL WANT TO JUST LOOK AT THE CRIMINAL, BUT THIS IS AN EXTREMELY IMPORTANT PIECE OF THIS.

THE SYSTEM IS PERFECT FOR ENTERING LICENSE PLATES, FOR MISSING ABDUCTED PERSONS SUCH AS AMBER OR BLUE OR SILVER ALERTS.

THE GOVERNOR JUST SIGNED THE ATHENA BILL.

IF YOU'RE FAMILIAR WITH THAT, THE LITTLE GIRL, ATHENA WAS KIDNAPED UP IN NORTH FORT WORTH AREA, WHICH WILL ALLOW AGENCIES TO QUICKLY ENTER KIDNAPPED KIDS WITHIN A REGION WHERE THEY ARE MISSING. IT DOESN'T MEET THE HIGHER STANDARDS THAT YOU DO ON AN AMBER ALERT, BUT YOU CAN PUT IT WITHIN THE REGION ON THAT.

AND THE SYSTEMS ARE INTEGRATED.

[02:20:02]

SO SURROUNDING AGENCIES WOULD ALSO BE ABLE TO GET THOSE ALERTS SHOULD THAT PERSON PASS THROUGH THERE.

THE BEAUTY OF THE SYSTEM, LIKE I SAID, IS THE REAL TIME CRIME ALERTS.

AGAIN, THE SYSTEM IS DESIGNED TO TARGET CRIMINALS, PEOPLE INVOLVED IN CRIMINAL ACTIVITY.

AND I'M GOING TO SPEAK MORE TO THE BOTTOM THREE BULLETS ON THE NEXT SLIDE.

THIS IS AN ACTUAL PHOTOGRAPH OF A LICENSE PLATE DEPICTED ON THE SCREEN AS AN EXAMPLE OF A HIT THROUGH THE FLOCK SYSTEM.

AND THIS HAS BEEN ALTERED SO THAT WE'RE NOT RELEASING CGIS INFORMATION ON IT.

BUT AS YOU CAN SEE, THE LICENSE PLATE IS WHAT'S CAPTURED ON THERE.

YOU GET A PARTIAL OF THE VEHICLE SHOWING THE DIRECTION OF TRAVEL.

YOU GET A MAP ON THERE, YOU GET AN ADDRESS UP AT THE TOP.

THIS WAS ACTUALLY A STOLEN VEHICLE OUT OF FORT WORTH IN THE SYSTEM.

I'M AWARE OF 14 AGENCIES AROUND US THAT INCLUDE FORT WORTH, TARRANT COUNTY, MANSFIELD AND GRAND PRAIRIE ALL UTILIZE THE FOX SYSTEM AND SPEAK VERY HIGHLY OF IT.

WE HAVE BEEN DOWN TO THE REAL TIME CRIME CENTER ON A COUPLE OF DIFFERENT OCCASIONS DURING FORT WORTH'S REAL TIME CRIME CENTER.

THEY USE A SIGNIFICANT NUMBER OF FLOCK CAMERAS AND IT'S A PRETTY PHENOMENAL SYSTEM.

IT DOES NOT YOU SEE ON THE SCREEN THAT DOES NOT CAPTURE USED VIDEO TO CAPTURE THE OCCUPANTS OF THE VEHICLE.

IT IS STRICTLY TELLING US HERE'S THE HERE'S THE VEHICLE AND THE PLATE AND WHERE IT IS.

IT'S A GAME CHANGER WHEN YOU LOOK AT THIS FROM A LOT OF DIFFERENT AGENCIES, DALLAS POLICE, YOU KNOW, FORT WORTH HAS THE SAME THING.

BUT ALSO CALL YOUR ATTENTION TO THE BOTTOM.

THERE'S A GROWING NETWORK OF LICENSE PLATE READING CAMERAS THAT HELP STOP CRIME WITHIN NEIGHBORHOODS.

FORT WORTH, WE ASK THEM ABOUT, YOU KNOW, WHAT ALL THEY USE THEM FOR.

AND THEY SAID A LOT OF OUR NEIGHBORHOOD ASSOCIATIONS HAVE CONTACTED US.

WE SHOW THEM HOW THE SYSTEM WORKS.

THEY CAN PURCHASE THOSE WITHIN THEIR OWN NEIGHBORHOODS AND GIVE ACCESS TO THOSE.

SO IF YOU'VE GOT SOMEBODY IN A STOLEN VEHICLE COME THROUGH, THERE'S PROBABLY GOING TO COMMIT BURGLARY MOTOR VEHICLES THAT NIGHT THAT WILL SEND AN ALERT TO US AND IT HELPS HOLD YOUR CRIME DOWN. THIS IS A CASE THAT YOU'RE FAMILIAR WITH WHERE A LADY WAS SHOT.

OUR OFFICER WAS SHOT AND THE LADY WAS SHOT WHILE THIS WAS NOT A FLOCK LPR.

THERE WAS AN LPR SYSTEM THAT CAPTURED THIS VEHICLE GOING NORTH ON I 35 AROUND THE DENTON AREA.

WE WERE ALERTED IMMEDIATELY.

THIS IS HOW EFFECTIVE THIS CAN BE.

WE WERE ALERTED IMMEDIATELY.

WE CONTACTED THE AGENCY IN GAINESVILLE AND WERE ABLE TO INTERCEPT THAT VEHICLE UP THERE AND GET HIM INTO CUSTODY AT THAT POINT.

TRANSPARENCY. WE CERTAINLY WANT TO BE TRANSPARENT.

YOU KNOW, WE TALKED ABOUT VISITING FORT WORTH, LEARN FROM THEM AND WANT TO EMULATE SOME OF THE THINGS THAT THEY'RE DOING.

WE'VE GOT A TRANSPARENCY PAGE WITHIN OUR WEBSITE THAT WOULD POST INFORMATION ON.

ALL RIGHT. THIS IS THE TOTAL OF THE BUDGET REQUESTS, A TOTAL OF 1.18 MILLION THE RANK ORDER IS LISTED ON THERE WITH AXON, BODY WORN CAMERA SYSTEMS. FIRST, THE SUPPORT LIEUTENANT, CIVILIAN CRIME PREVENTION SPECIALIST, OUR FIREARMS REPLACEMENT.

AND THEN THE FLOCK CAMERA READING CAMERA READERS.

FINALLY, I'LL TALK JUST A LITTLE BIT ON THE FACILITY, FRANKLY, SERGEANT WIGINTON ARCHITECTS SELECTED TO DESIGN THIS FACILITY.

WE HAVE BIWEEKLY MEETINGS WITH THEM.

WE HAVEN'T HAD ONE IN A WEEK OR TWO OR A COUPLE OF WEEKS, BUT BI WEEKLY MEETINGS WITH THEM FOR THE DESIGN PHASE.

ONE SIGNIFICANT HURDLE IS THAT 12 INCH GAS LINE THAT RUNS RIGHT THROUGH THE MIDDLE OF THE PROPERTY.

AND I JUST WANT TO INSERT MY OPINION ON THIS IS THAT I WOULD LIKE TO SEE THAT MOVED BECAUSE WE'VE GOT, YOU KNOW, I'D LIKE TO MASTER PLAN THAT.

I KNOW THAT'S EXPENSIVE, BUT I'D LIKE TO MASTER PLAN THAT SO THAT IT FITS RIGHT ON THERE.

IF YOU CRAM THAT TOO FAR UP THE BUILDING UP TO MISS IT ON THE BACKSIDE, YOU'RE GOING TO REDUCE YOUR PARKING UP NEXT TO THE FACILITY, WHICH IS WHERE PATROL WILL BE.

THAT COMES IN AND OUT CARRYING A LOT OF EQUIPMENT, EVIDENCE, THINGS LIKE THAT.

SO WE'RE TRYING TO GET THEM PARKED UP CLOSE.

IF YOU PUSH IT TOO FAR TO THE BACK, NOW YOU'RE OVERLOOKING NEIGHBORS BACKYARDS.

SO THAT'S MY $0.02 ON THAT.

I'D LIKE TO SEE THAT GAS LINE MOVE BECAUSE AS WE MASTER PLAN THAT AND, YOU KNOW, EVENTUALLY THE EXISTING BUILDING WOULD PROBABLY BECOME THE NEW REMODEL OR EXPANSION THERE.

AND THEN IT GIVES YOU THE ROOM TO BE ABLE TO DO THAT WITH THE CONSTRUCTION MANAGER AT RISK PROCESS.

WE HAVE GONE THROUGH THE PROPOSALS.

THERE WAS A SELECTION MADE.

I DON'T KNOW THAT IT'S BEEN ANNOUNCED JUST YET, BUT WE WILL COME BACK TO YOU IN AUGUST WITH THE DESIGN AND THE DISCUSSION, A LITTLE BIT MORE INFORMATION.

THERE'S THE SLIDE YOU HAVE BEEN LOOKING FOR.

WITH THAT, I WILL OPEN IT UP TO ANY QUESTIONS THAT YOU HAVE.

CHIEF, BACK ON SLIDE 41, JUST SO I GET IT.

GET YOU STRAIGHT. LET ME GET BACK THERE.

AND THANK YOU FOR BREAKING ALL THIS OUT SO THAT THAT WOULD BE THE COST.

THAT'D BE THE ANNUAL COST IF WE KEPT THE CURRENT SYSTEM RIGHT NOW OF THAT.

THAT'S IF WE GO TO AXON, WE'LL SAVE THAT MONEY ACROSS THE BOARD.

YEAH. AND I DON'T KNOW.

WE'LL MAKE SURE I GET YOU THE EXACT INFORMATION.

COUNCILMAN RUSSELL.

I DON'T KNOW THE EXACT OFFSET OF THESE.

WHAT WHAT THIS IS BETTER DESCRIBED AT IS THESE ARE THE THINGS THAT WE'RE GOING TO HAVE TO EXPEND THIS YEAR IF WE DO NOT GO TO THE AXON PLATFORM, PLUS THE BIG

[02:25:07]

SAVINGS ON THAT.

I'LL GIVE YOU AN EXAMPLE. I THINK THE IN-CAR OPTIONS FOR THE KOBAN, THOSE RUN ABOUT 9000 A PIECE.

I'M LOOKING AT 9000 A PIECE.

WE'VE GOT TEN CARS DOWN THERE NOW AND WE'VE HELD OFF ON THAT TO MAKE A DECISION HERE SO THAT BECAUSE YOU PURCHASE THOSE, YOU OWN THEM WHERE THE AXON IS ON A REPLACEMENT SCHEDULE ON THAT, WE DON'T HAVE TO WORRY ABOUT A LOT OF THINGS.

BUT YES, SIR, THAT'S OKAY.

I KNOW. THE GOOD THING IS BECAUSE THE HALF A MILLION A YEAR IS SCARY, BUT THIS WHEN YOU ADD THESE ALL UP AND YOU DEPRECIATE THE SERVER, IT'S GOOD.

FOR FIVE YEARS.

IT'S ABOUT $169,000 A YEAR SAVINGS.

SO IT REALLY JUST MAKES THE REQUEST 325,000 INSTEAD OF HALF A MILLION.

SO THAT DEFINITELY HELPS.

I JUST WANTED TO POINT THAT OUT. SO THANK YOU FOR.

YES, SIR. IN THERE. ANY OTHER QUESTIONS? I THINK THERE'S. LORD, HELP ME.

I'M TALKING MONEY WISE.

BUT THERE'S OTHER THINGS TO CONSIDER HERE.

OUTSIDE OF THE MONEY SAVINGS AND OUTSIDE THE MONEY SPENT.

IT'S THE SAFETY OF THE OFFICERS, JUST LIKE WE'D BE VERY CONCERNED WITH THE SAFETY OF THE FIREMEN.

SAME DEAL? YES, SIR.

YOU CAN'T YOU CAN'T PUT A PRICE ON THAT ONE.

SO IN MY OPINION, YOU GOOD FOLKS NEED WHAT YOU'RE ASKING FOR.

AND I'M WILLING TO I FOR ONE, I'M WILLING TO DO WHAT WE CAN TO DO IT.

THANK YOU. I APPRECIATE THAT.

ALL RIGHT. JUST CURIOUS, CHIEF, DOES THE TETHERED DRONE REQUIRE ONE OF OUR LICENSED DRONE FLIERS? NO. IT CAN BE PUT UP BY ANYONE.

IT CAN BE PUT UP BY ANYONE.

BUT FOR CAUTIONARY.

SURE. WE WOULD PROBABLY WANT THAT IN CONJUNCTION WITH A DRONE PILOT OR A TRAINED OBSERVER.

YOU KNOW, JUST TO MAINTAIN AND KEEP THE SAFETY PERIMETER AROUND THAT, IT WILL FLY IN.

YOU KNOW, THE DIFFERENCE IS EXPENSIVE, BUT IT WILL FLY IN THE EXTREME TEMPERATURES.

YOU CAN DEPLOY THAT AT ANY ONE OF OUR EVENTS VERY QUICKLY AND LIVE STREAM THAT BACK TO THE COMMAND POST.

WE RUN OUR DRONE UP AT 4TH OF JULY EVENT.

WE RUN THAT DRONE UP SEVERAL TIMES, BUT WE CAN'T KEEP IT IN THE AIR FULL TIME BECAUSE THE HUMIDITY, THE BATTERY DOESN'T LAST, BATTERY DOESN'T LAST THAT LONG FOR ALL OF THOSE FACTORS. BUT THEN WHAT WHAT WE HAD LAST YEAR, FOUR OF OUR MATRIX TO TEN BATTERIES BUBBLED AND THEY'RE DONE AT THAT POINT.

AND THE LAST THING YOU WANT IS THAT HEAT TO CAUSE A DRONE TO FALL OUT AND OUT OF THE SKY.

BUT THIS GIVES US THE ABILITY TO KEEP A DRONE IN THE AIR AND LIVE STREAM THAT BACK TO THE THE COMMAND POST MAY NOT MEAN ANYTHING MOST OF THE TIME, WE HOPE.

BUT YOU CAN ALSO PROACTIVELY LOOK FOR PEOPLE START SWIRLING WHEN THAT FIGHTS COMING, THINGS LIKE THAT.

AND YOU CAN GET OFFICERS OVER THERE AHEAD OF THAT.

BUT IT'S JUST SITUATIONAL AWARENESS IS EVERYTHING.

AGAIN, I KEEP TALKING ABOUT REAL TIME, REAL TIME INFORMATION, AND THIS GIVES YOU REAL TIME INFORMATION.

SO YES, I NOTICED JUST.

TRAFFIC ALONE THIS WEEK.

THIS JULY 4TH WAS TRAFFIC PATTERNS WERE DIFFERENT.

THERE'S A MULTITUDE OF THINGS THAT YOU CAN BENEFIT FROM, REAL TIME INFORMATION COMING THROUGH AND SAYING, WHAT ARE WE DOING DIFFERENTLY AND HOW CAN WE ADJUST AND FIX AND ADDRESS THOSE ITEMS? AND I APPRECIATE THAT BECAUSE EVERYBODY JUST LOOKS, OH MY GOSH, YOU'RE JUST SPYING ON PEOPLE.

YOU KNOW WHAT? WE FLEW THAT DRONE FOR MOST OF THE 4TH OF JULY EVENT WAS TO FLY OVER AND COUNT THE NUMBER OF PARKING SPOTS THAT WERE VACANT SO WE COULD OPEN UP THE GATE AND LET MORE CITIZENS IN. THAT IS 90% OF WHAT WE FLEW THAT DRONE FOR THIS TIME.

WELL, I'M STILL CURIOUS IF IF THE DRONE WAS UP, HOW DID WE ALLOW HOW DID A DELIVERY TRUCK GET IN BETWEEN THE PARADE AND GET CONFUSED? AND THE POOR MAN WAS LIKE THERE TO DELIVER SEAFOOD, I THINK.

AND HE GOT MIXED INTO THE PARADE ROUTE.

YOU KNOW, WE DON'T WE DON'T SCREEN EVERYBODY THAT COMES IN, YOU KNOW, FOOD TRUCK ESPECIALLY, YOU KNOW, COME ON IN, COME ON IN.

YOU ARE ALLOWED, YOU KNOW, BUT THERE'S A LOT OF FOOD TRUCKS DOWN THERE.

SO THANK YOU.

ANYBODY ELSE.

I DIDN'T KNOW ABOUT THE FOOD TRUCK.

I DIDN'T EITHER, UNTIL JUST NOW.

BUT ANYBODY ELSE? I'VE. YEAH.

ALL RIGHT. GEEZ, I DON'T KNOW WHY WE COULDN'T HAVE ONE.

OH, YOU GOT. THANK YOU.

THANK YOU VERY MUCH. I APPRECIATE EVERYTHING.

BEFORE WE MOVE ON TO THE NEXT ITEM.

LUNCH IS HERE. IF WE COULD TAKE A BREAK TO DO LUNCH, AND THEN IF WE COULD DO A WORKING LUNCH, WE ARE KIND OF PRESSED FOR TIME, AND WE'VE GOT THREE OTHER PRESENTERS.

IF WE COULD GRAB OUR LUNCH AND COME OUT HERE, IF WE COULD GO AHEAD AND TAKE A BREAK.

MAYOR, ARE YOU ALL OKAY EATING OUT HERE? YEAH. ARE YOU OUT HERE? OKIE DOKE. GO GET IT AND GET BACK.

NEXT ITEM ON THE AGENDA IS ITEM FOUR C, RECEIVE A REPORT, HOLD A DISCUSSION AND PROVIDE STAFF DIRECTION REGARDING THE OVERVIEW OF THE PARKS AND RECREATION DEPARTMENT

[4.C. Receive a report, hold a discussion, and provide staff direction regarding the overview of the Parks and Recreation Department and FY24 supplemental budget requests.]

[02:30:07]

AND FISCAL YEAR 2024 SUPPLEMENTAL BUDGET REQUEST.

STAFF PRESENTER IS JIM BASHAM, DIRECTOR OF PARKS AND REC.

I'M GOOD. ALL RIGHT.

WELL, IS IT OFFICIAL? YEAH, OFFICIALLY. GOOD AFTERNOON, MAYOR AND COUNCIL.

WE'LL START WITH DOING A LITTLE BIT OF AN OVERVIEW OF THE DEPARTMENT.

SO I THINK EVERYONE'S PRETTY FAMILIAR WITH WHAT WE ARE AS A DEPARTMENT.

BUT JUST SO THAT EVERYONE UNDERSTANDS THE SPECIFIC DEPARTMENTS, WE CONSIDER OUR SELF THE DEPARTMENT THAT CREATES COMMUNITY SO EVERYBODY ELSE IN THE CITY, THEY KEEP IT SAFE, THEY BUILD THE ROADS, WE CREATE THE ACTUAL SPACES FOR RECREATION AND TO FOR PEOPLE TO GATHER.

WE'RE OVER OPEN SPACE PARKS, GOLF, THE BRICK, RUSSELL FARM, AND THEN OF COURSE, OUR PROGRAMS AND SPECIAL EVENTS.

AND IN ADDITION TO OUR OPERATIONS AND MAINTENANCE FUNCTIONS, WE ALSO HAVE A FIVE YEAR ROLLING CAPITAL PLAN.

SO OVER THE LAST YEAR WE WANTED TO COVER SOME OF OUR OPERATIONAL ACCOMPLISHMENTS.

AND ONE OF THE BIG ONES IS THE CULTURE THAT WE'VE CREATED AS A DEPARTMENT.

SO WHAT YOU SEE ON THE RIGHT IS ACTUALLY ONE OF OUR STAFF MEMBERS, ESME, PUTTING THE RIBBON ON HER DAD AT BE HEALTHY LAST YEAR.

SO FOR 2023, IN PARKS, WE HAVE QUITE A FEW PARKS.

YOU KNOW, WE HAVE 27 PLUS OR MINUS, DEPENDING ON WHAT YOU CONSIDER DEVELOPED OR UNDEVELOPED.

BUT IN ADDITION TO JUST TAKING CARE OF ALL OF THAT EVERY SINGLE YEAR, LAST YEAR, THEY ADDED FIVE NO MOW AND WILDFLOWER AREAS INSTALLED THREE MONARCH WAYSTATIONS.

WE PLANTED 78 NEW TREES, PICKED UP A LOT OF TRASH, RESURFACED SOME SPORTS COURTS AND CONTINUED TO STANDARDIZE OUR PARK FURNITURE AT THE ATHLETIC.

SO AT CHISENHALL WE ADDED SIX PORTABLE PITCHING MOUNDS, REPLACED THE COUNTERS IN THE RESTROOMS AND REPAINTED ALL OF OUR FOUL POLES, AS WELL AS RESTRIPING THE PARKING LOT.

AND THAT DOESN'T SOUND LIKE A WHOLE LOT, BUT THIS IS AN ADDITION TO THEIR GENERAL DUTIES.

AND THEN OF COURSE, THE CAPITAL PROJECTS THAT WE ACCOMPLISHED LAST YEAR THAT I'LL SHOW YOU IN A FEW SLIDES.

FOR RECREATION.

ONE OF THE BIGGEST THINGS THAT WE'VE DONE IS LAST YEAR IN OUR STRATEGIC PLANNING PROCESS, WE SAID, MAN, WE'RE REALLY MISSING A FEW VITAL COMPONENTS, JUST OUR CORE FUNCTION IN RECREATION AND OUR EVENTS AND PROGRAMING.

AND ONE OF THOSE WAS TO CELEBRATE THE CULTURE THAT'S IN OUR COMMUNITY.

AND SO WE'VE ADDED QUITE A FEW EVENTS THIS YEAR FROM OUR HISPANIC HERITAGE MONTH, CINCO DE MAYO, MARDI GRAS, AND THEN OUR FIRST JUNETEENTH EVENT THAT OCCURRED JUST A FEW WEEKS AGO. THOSE EVENTS WERE AWARD WINNING.

WE WON AN AWARD FROM DFW DIRECTORS FOR THE FACT THAT THIS YEAR WE'RE TRYING TO NOT JUST BE DIVERSE AND MAKING SURE WE'RE INCLUDING PEOPLE OF ALL ABILITIES, BUT ALSO ALL CULTURES AND BACKGROUNDS.

AND THEN OF COURSE, OUR BIG ONE, THE OTHER PART OF OUR STRATEGIC PLAN WAS, MAN, WE'RE REALLY MISSING A SIGNATURE EVENT.

LIKE WHAT DO PEOPLE COME TO BURLESON FOR EVERY YEAR? AND WE WERE REALLY FORTUNATE THAT THE CHAMBER REACHED OUT TO US AND SAID, HEY, WE WANT TO DO A BIKE RIDE, BUT WE WANT TO DO A BIG SO HOW DO WE DO THAT? AND WE SAID, WELL, WE WANT TO DO A FESTIVAL.

SO YOU DO THE BIKE RIDE, WE'LL DO THE FESTIVAL AND WE'LL MAKE THIS ONE GREAT WEEKEND.

SO THOSE WERE BOTH WILDLY SUCCESSFUL AND WE'RE REALLY EXCITED TO CONTINUE TO FOSTER THOSE IN THE UPCOMING YEAR.

I REALLY WANT TO COMMEND THE PARKS DEPARTMENT ON THE CREATIVITY AND EMBRACING DIFFERENT CULTURAL CULTURES, DIFFERENT HERITAGES.

I THINK ALL OF THE NEW EVENTS THAT WE INTRODUCED OVER THE PAST YEAR AND TWO HAVE BEEN SUCH A TREMENDOUS HIT.

THEY'RE SO ENJOYABLE, SO FUN.

AND GOING BACK TO THE THE.

YOUR DEPARTMENT FOSTERING THAT AND EMBRACING THAT.

YOU GUYS BUILD THE COMMUNITY AND THESE ARE OPPORTUNITIES WHERE THE COMMUNITY, THEY FIND SOMETHING THAT FITS.

YOU'RE ALWAYS LOOKING FOR AN OPPORTUNITY WHERE YOU FEEL LIKE YOU FEEL WELCOMED, YOU FEEL EMBRACED, YOU FEEL LIKE YOU FIT.

AND THAT'S WHAT I FEEL LIKE WE'VE REALLY DONE.

SO THANK YOU AND COMMEND YOU ALL FOR THE GREAT WORK AND THE ALL THE NEAT ADDITIONAL PEOPLE IN OUR COMMUNITY THAT WE'VE BEEN ABLE TO PLUG IN BECAUSE OF THESE NEAT.

ABSOLUTELY. YOU KNOW, IT WAS FUNNY.

WE WERE CREATING THESE SLIDES AND I WAS TEXTING SOME STAFF THAT WERE TAKING SOME TIME OFF AFTER HONEY TOUR.

AND I WAS SAYING, YOU KNOW, I DON'T THINK YOU GUYS REALIZE HOW MANY HEARTS YOU TOUCH THIS YEAR, HOW MANY LIVES YOU IMPACTED AND HOW MANY MEMORIES WERE MADE BECAUSE OF JUST THE PROGRAMS THAT YOU PUT ON.

THEY TAKE IT AS A JOB.

THEY'RE PASSIONATE AND THEY LOVE IT, BUT THEY ALSO REALIZE THAT WHAT THEY DO MAKES A LASTING MEMORY FOR PEOPLE.

AND SO WE'RE REALLY GRATEFUL THAT COUNCIL AND THE BOARD ACTUALLY GIVES THE OPPORTUNITY TO BUILD ALL OF THESE THINGS AND HAVE GIVEN US THE LATITUDE TO GET A LITTLE BIT COLOR OUTSIDE THE LINES THE LAST FEW YEARS.

SO WE REALLY APPRECIATE THAT.

FOR GOLF, OF COURSE, EVERYONE KNOWS THIS SPIEL AND I HOPE WE CAN CONTINUE TO SAY THIS FOR YEARS TO COME.

WE HAD A RECORD BREAKING YEAR FOR REVENUE ROUNDS, PLAY TOURNAMENTS AND OUR PLAYERS CLUB, WE DID SUCCESSFULLY RENOVATE ALL OF THE BUNKERS.

THAT ACTUALLY WAS A VERY LONG PROCESS DUE TO SAND SHORTAGES.

[02:35:02]

BUT THOSE ARE ALL FINALLY DONE AND IN AND THEY LOOK FANTASTIC.

PUBLIC WORKS ASSISTED US WITH IMPROVING THE DRAINAGE IN MULTIPLE AREAS.

AND THEN RIGHT NOW WE ARE FINALIZING THOSE CART PATH PLANNING FOR ALL THE REPAIRS ALONG THE COURSE.

WE DID PHASE THOSE PROJECTS BECAUSE THEY WERE REALLY HEFTY AND WE WERE TRYING TO MITIGATE THE INTERRUPTION TO PLAY.

SO I KNOW EVERYONE PROBABLY WAS HOPING THIS WOULD GET DONE REALLY QUICKLY, BUT THAT WAS A BIG HAUL ON ALL THE GOLFERS.

AND SO WE DIDN'T WANT TO LOWER THAT EXPERIENCE FOR GOLFERS.

AND SO WE'VE BEEN ABLE TO SUCCESSFULLY IMPLEMENT ALL OF THOSE WHILE KEEPING THE COURSE FUNCTIONAL.

WE ALSO REPAIRED BEFORE YOU GO ON.

YES, SIR. WE JUST MAKE A COMMENT.

OKAY. THE BUNKERS, WE GOT ONE HECK OF A DEAL ON THAT.

WE PROBABLY PAID ABOUT HALF WHAT THAT WOULD HAVE COST $300,000 WON'T COVER THAT AND IT WON'T COME CLOSE TO COVERING THAT.

SO IT WAS A GREAT DEAL.

THANK YOU. YEAH, THEY LOOK REALLY, REALLY GOOD.

WE REPAIRED SOME ON COURSE FACILITIES AND SO, YOU KNOW, WE HAD SOME HOUSING, BASICALLY LITTLE SHACKS OUT ON THE ON THE COURSE WE REPAIRED AND REPLACED ALL OF THOSE AS WELL AS OUR IRRIGATION PUMP, WHICH IS PRETTY VITAL FOR US IN TEXAS TO ENSURE THAT OUR IRRIGATION IS GOING.

AND THEN WE REPLACED ALL 88 GOLF CARTS, BATTERIES, AND THAT'S SIX BATTERIES PER CART.

AND SO WE'VE DONE A LOT OUT AT THE GOLF COURSE THIS YEAR AND WE HAVE MORE TO COME IN THE NEXT YEAR.

SO GOING THROUGH OUR CAPITAL ACCOMPLISHMENTS, WHAT YOU SEE HERE IS CLAUDIA'S PLAYGROUNDS.

IT'S ONE OF THE PLAYGROUNDS THAT WE REFURBISH THIS FISCAL YEAR.

FOR 2023, I DID PUT THE CAVEAT IN HERE THAT THESE ARE COMPLETED OR CURRENTLY UNDER CONSTRUCTION.

SO WE ANTICIPATE COMPLETING THESE BEFORE OCTOBER.

CHISENHALL FIELD, SO THAT WOULD BE THE ARTIFICIAL TURF THAT WE ADDED TO ARABIAN FIELD.

CLAUDIA'S PLAYGROUND, ELK RIDGE PARK, CINDY PARK, OAK VALLEY AND WAKEFIELD, WHICH WE CUT RIBBONS ON TOMORROW.

AND YOU SHOULD HAVE YOUR SHIRTS BECAUSE IT IS OFFICIALLY JULY AS PARK AND RECREATION MONTH.

SO WE'LL CUT RIBBONS ON THOSE TOMORROW.

BARTLETT FIELD WE WILL DO THAT PROJECT IS COMPLETE.

WE'RE DOING GROWING RIGHT NOW.

WE'LL CUT THE RIBBON ON THAT IN AUGUST.

THE PARKING LOT FOR CLARK PARK IS OPEN AND FUNCTIONING.

BAILEY LAKE AND CHISENHALL PARKING LOT.

WE'RE ABOUT 80% DONE WITH CHISENHALL AND ABOUT TO START BAILEY CEMETERY EXPANSION.

WE CUT THE RIBBON ON THAT ABOUT A MONTH AGO.

WE DID ACQUIRE SOME PROPERTY TO BUILD A COMMUNITY PARK.

THE HVAC CONTROL SYSTEM HAS BEEN UPGRADED AT THE BRICK AND IF YOU'VE BEEN IN THERE THE PAST FEW WEEKS, YOU WILL PROBABLY NOTICE THAT WE HAVE SOME REALLY COOL LOOKING PORTABLE UNITS AND THAT'S NOT DUE TO ANY UPGRADES WITH THAT SYSTEM, BUT DUE TO SOME CHILLER ISSUES AND SOME LEAKS, WE'VE REPAIRED THOSE AS WELL.

WE TALKED ABOUT ALL THE GOLF COURSE BUNKERS AND DRAINAGE IMPROVEMENTS.

THE PARK ANNEX FACILITY THAT IS SCHEDULED TO BE COMPLETED IN THE NEXT FEW WEEKS.

SO WE'LL CUT A RIBBON THERE AND THEN OUR PARK MONUMENT SIGNS ARE ON ORDER AND WILL BE INSTALLED BEFORE SEPTEMBER.

OUR OUTDOOR POOL SAND FILTER CAME IN BY THE SKIN OF ITS TEETH RIGHT BEFORE WE OPENED THE POOL.

AND THEN WE DID ADD ON TO THE SUN DECK OUT AT THE OUTDOOR POOL AND ADDED SOME SHADE STRUCTURES.

FOR THE NEXT YEAR.

THIS IS WHAT WE HAVE PLANNED.

SO WE PRESENTED THE CAPITAL PLAN LAST COUNCIL MEETING.

AND SO THESE ARE THE PROJECTS THAT ARE COMING UP IN THIS NEXT FISCAL YEAR.

WE'LL ADD FIVE MORE PARK MONUMENT SIGNS.

MEADOWCREST PARK IS UP.

CHISENHALL FIELD WILL DO ANOTHER FIELD RENOVATION TO ADD ARTIFICIAL TURF.

HIDDEN CREEK SOFTBALL RELOCATION IS STILL ON THE TABLE AS PART OF THAT PROJECT FOR NEXT CAPITAL YEAR.

THAT WILL DEPEND ON SOME MORE DIRECTION FROM COUNCIL.

SHANNON CREEK PARK, WE HAVE MET AND GIVEN ALL THE FEEDBACK FROM COUNCIL AND THE BOARD ON THAT AND YOU SHOULD HAVE FEEDBACK ON THE DESIGN ON THAT IN AUGUST.

THE VILLAGE CREEK TRAIL, WE ARE ALMOST DONE WITH DESIGN.

WE'RE JUST WAITING ON THOSE FINAL EASEMENTS ACQUISITION AND TXDOT APPROVAL.

OAK VALLEY, THE SCOTT STREET TRAILHEAD IS UP FOR THIS NEXT FISCAL YEAR AND THAT IS BEHIND OPEN DOOR CHURCH.

THERE IS A LITTLE LOT THAT IS ESSENTIALLY ABANDONED, BUT EVERYONE USES IT AS A TRAILHEAD.

SO WE'RE GOING TO DO THE IMPROVEMENTS THERE, POTENTIALLY ADD A RESTROOM BECAUSE IT IS ABOUT MIDPOINT ON THAT TRAIL.

OAK VALLEY SOUTH TRAIL CONNECTION.

IT'S SCHEDULED FOR NEXT YEAR.

WE'RE ABOUT READY TO BID THAT.

SO IT MAY ACTUALLY START THIS FISCAL YEAR.

IT'S JUST CONNECTING THE NEIGHBORHOOD OFF OF HURST ROAD TO THE EXISTING OAK VALLEY TRAIL .

GATEWAY SIGNAGE, WHICH WILL BRING BACK TO YOU IN AUGUST TO REVIEW.

WE DID SEE THAT THERE'S A REALIGNMENT OF 35, SO I WILL HAVE SOME CHANGED VERSIONS OF WHAT THAT RENDERING LOOKS LIKE.

THE REMODEL OF THE BRICK LOBBY.

WE ARE WAITING ON ONE FINAL COMPONENT ON THAT AND I'LL BRING THAT TO YOU IN AUGUST AS WELL.

OF COURSE, WE REPLACE THE OUTDOOR POOL SAND FILTER LAST YEAR OR THIS FISCAL YEAR, SO IT'S TIME TO DO THE INDOOR ONE THIS YEAR.

AND THEN THE BIG ONE FOR US WILL BE UPDATING OUR MASTER PLAN TO GUIDE US THROUGH OUR CAPITAL PLAN IN THE COMING YEARS.

SO WE DID WANT TO GO THROUGH THE ORGANIZATIONAL STRUCTURE.

I THINK SOMETIMES PEOPLE THINK, OH GOSH, PARKS AND REC HAS A TON OF STAFF, BUT I WANT TO KIND OF SHOW WHERE EVERYBODY BELONGS IN THAT LINEAGE.

[02:40:07]

SO FOR THE ADMIN STAFF, THERE'S EIGHT AND A HALF OF US.

I'M JEN, I'M THE DIRECTOR.

CARRIE MONTGOMERY IS OUR ADMIN ASSISTANT.

SHE'S ALSO OVER OUR VOLUNTEER PROGRAM FOR THE ENTIRE CITY AS WELL AS OPERATION REMEMBER? SO SHE DOES ALL THE BRICKS OUT AT THE VETERANS PLAZA AS WELL AS AT FIRE STATION 16 MEMORIAL PARK.

SO BOTH OF THOSE, CARRIE, MANAGES ALL OF THAT IN ADDITION TO BEING LIAISON TO ALL OF OUR BOARDS.

DAVID IS OUR DEPUTY DIRECTOR.

HE IS OVER OUR PARKS AND ATHLETICS, AND THEN HE ASSISTS WITH OUR CAPITAL PROGRAM.

ALLISON'S OVER THE BRICK, JESSICA'S OVER PROGRAMS AND EVENTS.

REAGAN IS OUR NEWEST FULL TIME ADMIN STAFF.

SHE IS OUR BUSINESS ADMINISTRATOR.

TAMMY LEFT US FOR FINANCE.

WE'RE STILL BITTER, BUT REAGAN'S COME ON, SHE'S DOING A GREAT JOB.

AND THEN JAMES IS OVER THE GOLF COURSE.

AND I WON'T DO THIS FOR EVERY DIVISION.

BUT THIS IS THE CORE TEAM THAT RUNS THE ENTIRE DEPARTMENT.

SO I DEFINITELY WANTED TO MAKE SURE EVERYBODY KIND OF KNEW HOW THAT ALL WORKED OUT.

SO EVERYBODY THAT REPORTS TO DAVID, HE'S OVER PARK MAINTENANCE AND RIGHT AWAY DIVISION.

DANIEL SHAFER IS OVER OUR GENERAL PARKS AND AS YOU CAN SEE, HE HAS FOUR DIFFERENT CREWS.

THEY MANAGE EVERYTHING FROM LARGE AREA, SMALL AREA SPECIALTY AND THEN OUR RIGHT AWAY MOWING FOR TIER ONE.

FOR ATHLETICS, JEFF SCOTT IS THE SUPERINTENDENT.

HE HAS TWO CREWS.

ONE IS OVER ATHLETIC FIELD MAINTENANCE ON ONE SIDE, AND THEN KELLY'S ON THE OTHER SIDE.

AND THEY BOTH HAVE STAFF THAT FALL UNDER THEM.

AND THESE PART TIME PEOPLE YOU'LL SEE CHANGE OUT THEIR SEASONAL POSITIONS.

AND SO SOMETIMES YOU'LL SEE TWO, SOMETIMES YOU'LL SEE FOUR.

IT JUST REALLY DEPENDS ON THE TIME OF YEAR AND HOW MANY WE HAVE.

BUT THE PARKS DIVISION IN GENERAL, THEY MAINTAIN AND OPERATE 27 PARKS.

THOSE VARY FROM SIZE TO 0.25 ACRES.

SO ALL OF OUR LITTLE POCKET PARKS ARE NODES UP TO 240 WITH AMENITIES OF ALL DIFFERENT SIZES.

WE HAVE THREE SPORTS COMPLEXES RIGHT OF WAY MOWING, LANDSCAPE AND LITTER.

WE INSPECT, MAINTAIN AND REPAIR ALL 18 PLAYGROUNDS IN OUR SYSTEM.

AND THEN WE ALSO OPERATE THE CEMETERY.

FOR THE GOLF COURSE.

JAMES ROBERT IS OUR GM.

AND YOU'LL SEE IN SUPPLEMENTALS, HE'S ASKING FOR A LITTLE BIT OF A CHANGE TO THIS STRUCTURE.

BRICK IS OVER OUR RESTAURANT AND THEN BRYAN WOOLARD IS OVER ALL OF THE MAINTENANCE OF THE GREENS AND THE COURSE ITSELF.

ANDY IS OVER OUR CART BARN AND CARLOS IS OUR CURRENT PRO.

AND SO, OF COURSE, THEY MAINTAIN AND OPERATE AN 18 HOLE GOLF COURSE.

WE'RE ON TARGET THIS YEAR TO HIT 44,000 ROUNDS AND TWO $2 MILLION IN REVENUE.

THE RESTAURANT DOES MANAGE AN ON SITE RESTAURANT AS WELL AS BEVERAGE CARTS ON THE COURSE.

OUR CART BARN HAS 88 CARTS THAT ALSO MANAGES BEVERAGE CARTS AND RANGE BALL CARTS.

GROUNDSKEEPING, THEY MANAGE EVERYTHING ON THE COURSE.

WE DO HAVE CENTRALIZED FLEET, BUT WE HAVE ABOUT A HALF OF ONE OF OUR FLEET TECHNICIANS ACTUALLY MANAGES ALL OF THE EQUIPMENT DIRECTLY OUT AT THE GOLF COURSE.

AND THEN WE HAVE A PRO SHOP.

FOR RECREATION.

ALLISON UNDER HER, WE ARE ONE OF THE ONLY OPERATIONS IN THE CITY WHERE WE HAVE OUR OWN MAINTENANCE STAFF THAT'S NOT CENTRALIZED THROUGH PUBLIC WORKS.

SO WE HAVE MARK WHITTEN, WHO'S OVER OUR MAINTENANCE, AND THEN NATHAN'S UNDER HIM, AS WELL AS OUR FULL TIME CUSTODIAN WHO WORKS OVERNIGHTS.

AND THEN OF COURSE, OUR MAINTENANCE CONTRACTORS.

CD IS OUR ASSISTANT REC MANAGER AND SHE'S OVER ALL THE DAY TO DAY OPERATIONS.

AND THEN DERRICK ROSE IS OUR CUSTOMER SERVICE ADVOCATE.

AND SO HE'S THE PERSON WHO'S ENSURING THAT OUR PATRONS ARE HAVING A GOOD TIME, AS WELL AS WORKING WITH CORPORATE SPONSORSHIPS AND MEMBERSHIPS AS WELL.

AND FOR THIS AREA WE HAVE BETWEEN 80 AND 120, RIGHT NOW WE'RE AT FULL STAFF, SO YOU'LL SEE 120.

YOU ALSO SEE SOMEONE'S UPDATING ANOTHER SLIDE IN ANOTHER PRESENTATION.

SO YOU'LL SEE THAT. BUT RIGHT NOW WE HAVE 120.

WE'RE FULLY STAFFED IN THE WINTER WHEN WE'RE A LITTLE SLOW, WE'RE AT 80.

SO FOR THE BRICK ITSELF, WE HAVE OUR FITNESS FACILITY, TWO BASKETBALL COURTS, A NATATORIUM, WHICH IS OUR INDOOR POOL, OUTDOOR POOL.

AND THEN WE CONSIDER THE SPLASH PAD AS PART OF THE BRICK COMPLEX FOR PROGRAMS. YOU'VE GOT GROUP FITNESS, AQUATICS, SWIM LESSONS, ATHLETICS, BREAK CAMPS, GYMNASTICS AND TAI CHI.

FOR RECREATION PROGRAMS AND EVENTS.

THIS IS A VERY SMALL BUT MIGHTY TEAM, SO THEY HOST 49 SPECIAL EVENTS A YEAR.

I'LL SHOW YOU ON THE NEXT SLIDE ALL THEIR STATISTICS.

BUT JESSICA, OVER THIS, SHE ALSO MANAGES AND HELPS PROJECT MANAGE OUR PLAYGROUND INSTALLATIONS.

SO ONE OF THE THINGS FOR HER AND ONE OF THE THINGS THAT'S IMPORTANT TO US IS TO LET OUR OUR TEAM GROW INTO AREAS THEY DON'T REALLY KNOW SO THEY CAN GET BETTER, BROADER EXPERIENCE. AND SO JESSICA HAS REALLY BEEN HELPING MANAGE A LOT OF THE PARK PROJECTS OVER THE LAST YEAR.

ELIZABETH'S OVER ALL OF OUR EVENTS, LONDON'S OVER ATHLETICS AND PROGRAMS. AND THEN MARY ANN SPAWNS OVER THE FARM.

SO FOR SPECIAL EVENTS, 49 OF THOSE IN THE LAST YEAR, THAT'S QUITE A FEW.

THAT'S WE'VE GOT 12 MONTHS IN A YEAR.

THAT MEANS WE'RE DOING 3 TO 4 MONTHS, IF NOT MORE.

THEY'RE OVER ALL OF THE SPONSORS AND VOLUNTEERING FOR ALL OF OUR PROGRAMS.

[02:45:02]

THEY MANAGE OUR JULIA'S PARK AND RECREATION MONTH AND THEN THEY'RE ALSO OVER BE HEALTHY BURLESON SO THEY HELP KELLY AND THE RECREATION OR KELLY KERRY AND THE RECREATION DIVISION TAG TEAM BE HEALTHY.

SO FOR THE RUN THE BE HEALTHY BABIES, ETCETERA.

THAT ALL RUNS THROUGH THE RECREATION DIVISION FOR PROGRAMS THAT'S GROUP FITNESS AQUATICS, SWIM LESSONS, ATHLETICS.

SAME THING AS WHAT I MENTIONED ON THE SLIDE BEFORE.

AND THEN THE FARM IS 30 ACRES.

THEY OFFER DIFFERENT NICHE PROGRAMS THAT ARE VERY SPECIFIC TO A TOTALLY DIFFERENT DEMOGRAPHIC.

THEY ALSO DO FACILITY RENTALS, HISTORICAL TOURS AND ART PROGRAMS, AND WE HAVE A FEW GRAZING LEASES FOR DONKEYS, COWS AND CHICKENS.

THE CHICKENS ARE CRAZY.

HE SAID GRAYS. OH, GREAT.

OH, THEY'RE CRAZY, TOO. THEY JUST HAVE A THEY HAVE MINDS OF THEIR OWN OUT THERE.

MY, WE LOVE THE CHICKENS, AND THEY'RE DEFINITELY A FARM FAVORITE.

BUT I WANT TO SAY ALSO KUDOS TO MARY ANN AND ALL THOSE THAT VOLUNTEER OUT AT THE FARM.

WE'VE EXPANDED THE OPPORTUNITIES THAT WE OFFER OUT THERE BETWEEN ART CLASSES.

MY DAUGHTER'S TAKING A STEAM CAMP THIS NEXT WEEK.

THEY'VE JUST REALLY EXPANDED.

THEY OFFER DRAWING AND WOOD ART.

I MEAN, THERE'S JUST THEY'VE REALLY HONED IN ON LIKE THEIR SPECIALTIES.

AND I JUST AM SO PROUD OF THEM.

AND IT'S TRULY A TREASURE THAT WE HAVE IN BURLESON.

SO FOR ANY CITIZENS WATCHING, TAKE ADVANTAGE OF THAT BECAUSE IT IS JUST SO PRETTY EVEN TO TAKE A PICNIC LUNCH OUT THERE AND WATCH THE DONKEYS.

THEY'RE A HOOT. YEAH.

OKAY. SO I'M GOING TO SHOW YOU THIS YEAR'S OPERATING BUDGET BECAUSE THIS IS THE BASE OF WHAT YOU'LL SEE.

ESSENTIALLY, IT'S THE SAME, BUT WE'RE ASKING FOR SUPPLEMENTALS.

AND THEN THERE ARE STILL SOME ITEMS THAT ARE BEING FINALIZED THAT WILL BE BROUGHT TO YOU GUYS AT THE JULY 24TH MEETING THAT SHOWS THE FY 24 OPERATING BUDGET THAT SHOWS ESSENTIALLY WHAT SUPPLEMENTALS THAT COUNCIL IS IN SUPPORT OF, AS WELL AS WHAT CITY MANAGEMENT IS IN SUPPORT OF AS WELL AS LIKE THE UTILITIES AND SALARIES.

AFTER ALL THAT DIRECTION HAS BEEN GIVEN, YOU'LL SEE THE FY 24, BUT THIS IS OUR BASE OPERATING BUDGET FOR THE BRICK.

IT'S FUNDED THROUGH OUR PARK PERFORMANCE FUND, WHICH ESSENTIALLY MEANS WE MAKE AS MUCH REVENUE WE CAN AND THEN WHATEVER WE CAN'T IS SUBSIDIZED THROUGH.

SAME THING FOR ATHLETICS AND THE FARM GOLF IS HAS ITS OWN FUND AND THEN THE PARKS THAT'S LEFT THAT'S FUNDED THROUGH THE GENERAL FUND AND FOR B IS LIKE ADMINISTRATIVE SERVICES RIGHT AWAY OR NOT RIGHT AWAY AND A FEW OTHER FUNCTIONS THAT ARE ABSORBED KIND OF ACROSS MULTIPLE AREAS.

SO OUR TOTAL OPERATING BUDGET IS ABOUT 10.2 MILLION.

AND FOR SUPPLEMENTAL REQUESTS THIS YEAR THAT I'M GOING TO DO THIS IN ORDER OF HOW STAFF REQUESTED IT.

SO THIS IS BY THEIR PRIORITY.

BARTLETT SOCCER MAINTENANCE WORKER.

SO AS YOU SAW ON A FORMER SLIDE, WE JUST SPENT $1 MILLION RENOVATING BARTLETT AND WE WOULD LIKE TO REQUEST THAT OUR STAFF MAINTAIN THAT MOVING FORWARD.

THE CURRENT AGREEMENT IS THAT BCA MAINTAINS THOSE AND THEY CONTRACT THAT SERVICE OUT.

AND SO IT'S SOMETHING THAT WE WERE A LITTLE LEERY OF MOVING FORWARD.

WE WANT TO JUST HAVE A LITTLE BIT MORE CONTROL OVER THE ESTHETIC AND THE MAINTENANCE OF THOSE FACILITIES.

BUT BCA IS IN SUPPORT OF THIS.

THEY ALSO ARE WILLING TO CHIP IN AND PAY ABOUT $25,000 OF THAT COST ANNUALLY.

THE SECOND REQUEST THAT WE'VE HAD IS FOR A PARKS SUPERVISOR WHICH WOULD OVERSEE CONTRACT COMPLIANCE, IRRIGATION AND OUR SPECIALTY DIVISIONS.

SO ONE OF THE BIG THINGS THAT WE HAVE IS WE HAVE MASSIVE CONTRACTS TO DO RIGHT AWAY, LITTER AND LANDSCAPE.

AND OUR SUPERINTENDENT CURRENTLY SPENDS A LOT OF TIME CHASING ALL OF THOSE PROPERTIES TO MAKE SURE THAT THEY'RE ACTUALLY MOWED OR MAINTAINED ON THE CYCLE THAT THEY'RE SUPPOSED TO BE. AND THIS SUPERVISOR WOULD ACTUALLY TAKE THE VAST MAJORITY OF THAT AWAY.

OUR PARKS, IRRIGATION TECHS.

SO FOR ALL OF THE PARK RENOVATIONS THAT YOU'VE SEEN OVER THE PAST FEW YEARS, AS WELL AS WHAT YOU WILL SEE OVER THE NEXT FEW YEARS, WE'VE ADDED A LOT OF IRRIGATION.

WE HAVE ONE PERSON ON OUR ENTIRE PARKS TEAM WHO IS OUR IRRIGATION TECH RIGHT NOW AND HE'S MANAGING ALL OF IT RIGHT NOW BECAUSE OF THE SYSTEM AND THE WAY THAT WE HAVE IT, WE'RE IN MORE OF A REACTIVE WAY.

SO WE SEE SOMETHING, WE REPAIR IT INSTEAD OF PMING ALL OF THOSE AND INSPECTING THOSE.

THE FOURTH ONE YOU'LL SEE IS THE PARKS PART TIME PLAZA MAINTENANCE WORKER.

AND SO THE REASON WE'RE NOT TRYING TO ENHANCE OUR CURRENT MAINTENANCE WORKER AND DO ANOTHER PART TIME ONE IS BECAUSE WE WANT TO MAXIMIZE THE HOURS OF COVERAGE OUT THERE.

SO WE HAVE 20 HOURS WITH DAVE, WHO CURRENTLY WORKS OUT IN THE PLAZA.

BUT WHAT WE'D LIKE TO MAKE SURE IS THAT WE CAN WORK SOMEONE ELSE 20 HOURS, MAYBE AT THE SAME TIME DURING HIGH TRAFFIC OR HIGH USAGE TIMES, AND THAT WOULD ACTUALLY BE FUNDED THROUGH THE TIF. SO THAT WOULD NOT COME FROM OUR BUDGET.

THE 4G CAMERAS, OUR PARKS BOARD ACTUALLY REQUESTED THIS ONE SPECIFICALLY AND SPECIFICALLY AT THE DOG PARK, RENOVATING THE LANDSCAPE OUT OF THE BRICK, DOING NEW PARK FURNISHINGS.

[02:50:04]

SO WE'RE TRYING TO GET EVERYTHING AS STANDARD AS WE CAN AND THEN ADDING A BUCKET FOR OUR TRACTOR AND A COMMERCIAL BRUSH HOG.

SO IN GENERAL PARKS, WE'RE ASKING FOR $273,121 WORTH OF REQUEST.

JEN THE 4G CAMERAS, IS THAT JUST LIVE STREAM ONLY? NO, IT STORES, BUT IT'S VERY IT'S FOR A VERY SHORT WINDOW OF TIME.

THE WAY OUR STORAGE WORKS IS A LITTLE DIFFICULT.

WE'D LOVE TO SAY WE CAN HAVE IT FOR 14 DAYS, BUT IT'S BASED ON HOW MUCH FOOTAGE IT'S CAPTURING.

AND SO IT COULD BE FOUR DAYS, IT COULD BE SEVEN DAYS, JUST DEPENDING ON HOW MANY PEOPLE ARE OUT THERE.

STAFF IS PRETTY NEUTRAL ON IT.

IN FACT, WE ARE PRESENTING A SECURITY PRESENTATION TO PARK BOARD IN THIS UPCOMING MEETING BECAUSE OF THIS EXACT CONVERSATION TO SHOW THEM OPTIONS FOR SECURITY.

THAT MAY NOT BE CAMERA BASED, BUT IT WAS SOMETHING THEY REQUESTED.

SO WE WANTED TO ENSURE THAT IT WAS PUT IN THE SUPPLEMENTAL REQUEST.

THANK YOU. FOR RECREATION, THE FIRST REQUEST THAT THEY HAD WAS TO ADD A FULL TIME CSA LEAD TO COVER THE KID ZONE.

SO OUR KID ZONE OPERATES SEVEN DAYS A WEEK.

WELL, SIX DAYS A WEEK. WE DON'T DO IT ON SUNDAYS IN THE MORNING AND THEN IN THE AFTERNOON DURING PEAK TIME TO HELP KIDDOS, SIX MONTHS TO ABOUT 12 YEARS OLD.

THE CHALLENGE WITH THIS IS THEY'RE MANAGED BY THE LEAD.

WHO'S OVER THE ENTIRE FACILITY AND REALISTICALLY THEY THEY NEED AN ENHANCED LEADER IN THAT AREA THAT'S REALLY COVERING THEM, HELPING THEM WITH PROGRAMING, HELPING THEM WITH TRAINING, MAKING SURE THAT THEY UNDERSTAND HOW TO RESPOND TO CERTAIN SITUATIONS.

SO THIS WAS THE BRICK'S NUMBER ONE REQUEST.

THE SECOND ONE, YOU'LL SEE IT LOOKS VERY SCARY, BUT IT'S HOW WE'RE OPERATING NOW.

AND SO THIS IS JUST TO KEEP THE STAFF AT THE CURRENT STAFFING LEVELS AND WAGES.

WE HAVE THREE ADDITIONAL CAMERAS TO COVER BLIND SPOTS IN THE FACILITY.

SO ONE OF THE THINGS THAT WE STARTED DOING LAST YEAR WAS RECOGNIZING SOMETIMES IT'S LIKE PEOPLE KNOW WHERE OUR CAMERAS ARE AND WHERE THEY AREN'T.

AND SO THEY'LL STEP RIGHT OUT OF A SIGHT LINE AND SOMETHING WILL TRANSPIRE.

AND SO WE'RE TRYING TO GET ALL THOSE BLIND SPOTS COVERED.

WE GOT THE VAST MAJORITY OF THEM LAST YEAR, BUT WE HAVE THREE SPACES THAT WE'RE REALLY NOT GETTING COVERAGE.

SO WE'RE REQUESTING THAT WE REPLACE THE MEN'S LOCKERS THIS FISCAL YEAR.

SO WE'RE LOOKING TO DO THE WOMEN'S NEXT YEAR.

THE GYM FLOOR COVERING IS ACTUALLY THE ROLLOUT COVERING WE USE WHEN WE HAVE EVENTS AND PROGRAMS. THIS IS TO JUST PROTECT OUR ACTUAL WOOD.

OURS IS ABOUT 12 YEARS OLD AND IT'S STARTING TO BECOME A LITTLE BIT DIFFICULT TO MANAGE.

IT'S STARTING TO BUCKLE MORE AND BUBBLE.

AND SO WE JUST WANT TO MAKE SURE THAT THAT'S A VERY FLAT SURFACE.

AND SO THAT IS SOMETHING THAT STAFF HAS REQUESTED WE REPLACE IN THIS NEXT YEAR.

OUT AT THE FARM.

ONE OF THE BIG REQUESTS FROM THE BOREN ART BOARD HAS BEEN TO TRANSITION THE EXISTING GARAGE TO A WELCOME CENTER AND ART SPACE.

AND THEY ACTUALLY WOULD LIKE TO FUND A PORTION OF THAT PROJECT.

SO THEY'VE REQUESTED 40,000 FROM THE CITY AND THEY WOULD MATCH THAT OR WORK ON SOME LEVEL OF A MATCH.

I'M NOT SAYING IT'S 1 TO 1.

THE SHADE STRUCTURE FOR THE MEETING ROOM PATIOS IS JUST REALLY TO MAXIMIZE THE USAGE OF THOSE.

REALLY, THE ONLY TIME OUR PATIOS AT THE BRICK GET USED ARE DURING SUMMER CAMP WHEN WE HAVE A TON OF KIDDOS.

BUT IT'S A BEAUTIFUL SPACE.

IT'S ON THE FRONT, BUT IT'S JUST TOO HOT.

THE SUN GLARES RIGHT INTO IT.

SO ONE IT WOULD HELP IN THE ACTUAL FACILITY WITH SHADING ALL OF THOSE WINDOWS ON THE FRONT.

BUT TWO, WE THINK IT WOULD REALLY IMPROVE THE AMOUNT OF TIME THAT THOSE PATIOS ARE UTILIZED.

THE KIDS ZONE PLAYGROUND, THIS IS SOMETHING WE HAVE A LITTLE OUTDOOR AREA OUTSIDE OF THE KIDS ZONE RIGHT NOW.

IT'S JUST A GRASS AREA. WE DON'T HAVE ANY PERMANENT STRUCTURE OUT THERE.

AND ONE OF THE THINGS WE'LL BE PRESENTING TO BOTH THE BOARD AND COUNCIL WHEN WE DO THE BRICK LOBBY RENOVATION WOULD BE AN OPTION TO NOT REPLACE THE BOULDER OUT FRONT AND TURN THAT INTO A FLATTER SPACE AND JUST CREATE BETTER SIGHTLINES THROUGHOUT THE FACILITY.

AND WE THINK THAT THIS WOULD ALLEVIATE THAT NEED ANYWAYS.

IF WE PUT THAT THERE, IT'S THE MOST APPROPRIATE PLACE FOR THE PLAYGROUND.

SO THE TOTAL REQUEST FOR RECREATION WOULD BE FOR 37 987.

FOR GOLF.

I GOT A QUESTION.

YES, SIR. VERY MATTER OF FACT, I MISSED A QUESTION.

BUT ON THE FULL TIME CSA LEAD TO COVER KIDS OUT.

OKAY. THIS IS A PERSON TO ONLY COVER THIS KIDS ON.

AND THAT'S $63,000 SINCE IT'S A FULL TIME POSITION, THAT'S INCLUDING BENEFITS.

OKAY. AND.

SO WE REALLY NEED THAT PERSON.

THAT IS SOMETHING THAT I THINK WOULD BE HELPFUL.

IT'S THROUGH MY LEVEL.

THIS IS THE WAY THAT THE STAFF REQUESTED IT AS PRIORITIZATION.

I PROBABLY RATE IT LOWER BECAUSE WE DO HAVE LEADS THAT COVER AND IT IS THE WAY WE'RE FUNCTIONING NOW.

BUT IT IS SOMETHING THAT I THINK AS WE CONTINUE TO MAXIMIZE THAT SPACE, IT WILL BE A PRIORITY.

AND IF YOU'LL JUST BACK UP ONE HERE, AND I SHOULD HAVE STOPPED THIS.

I'VE GOT A QUESTION.

AND IT PERTAINS TO THESE THE PERSONNEL.

[02:55:03]

SO WE HAVE A BARTLET SOCCER MAINTENANCE WORKER WILL MAINTAIN SOCCER COMPLEX AT BARTLET.

AND THAT'S GOING TO COST US NEARLY $77,000.

WHAT DOES THAT PERSON DO? THAT PERSON WOULD BE RESPONSIBLE FOR ALL OF THE MAINTENANCE OUT AT BARTLET.

THAT ALSO INCLUDES EQUIPMENT, REPLACEMENT FUND BENEFITS AND UNIFORM SUPPLIES.

I HAVE A FULL BREAKDOWN OF WHAT THAT ACTUALLY ENTAILS.

BUT IT'S NOT JUST SALARY IN THAT.

I THOUGHT BISA HAD SOME RESPONSIBILITY FOR THAT.

THEY CURRENTLY DO IT NOW.

WHY THEN DO WE PROPOSE TAKING IT OVER AND ALLOWING THEM TO ONLY PAY A THIRD OF IT? WE'RE REQUESTING. STAFF IS REQUESTING TO DO THAT BECAUSE WE ARE CONCERNED THAT THEY WOULD NOT BE MAINTAINED TO THE LEVEL OF SERVICE THAT WE MAINTAIN, SAY, CHISENHALE.

AND THEN THE CHALLENGE IS WE END UP IN THE SAME SITUATION WE'RE IN WHERE WE'RE RESKINNING THESE FIELDS IN SIX YEARS BECAUSE THEY'RE NOT MAINTAINED TO THE LEVEL THAT WE WOULD REQUIRE. BUT MAINTAINING THEM TO THAT LEVEL IS MRS RESPONSIBILITY, ISN'T IT? IT IS, BUT IT'S NOT HISTORICALLY HOW THAT'S TRANSPIRED.

OKAY. IT SEEMS LIKE TO ME WE HAVE THE SOCCER COMPLEX GENERALLY FOR THE SOLE BENEFIT OF.

DO WE WANT TO DIG INTO OUR POCKETS EVEN FURTHER IN ORDER TO I MEAN, I HATE THESE ORGANIZATIONS.

I'M SORRY, BISA AND BY JUST CONTINUALLY ARE A BURR UNDER MY BLANKET THAT WE WE SPEND SO MUCH MONEY TO BENEFIT A VERY SMALL NUMBER OF PEOPLE. AND NOW WE'RE GOING TO EVEN DIG A LITTLE DEEPER AND JUST THROW MORE OUT THERE.

AND THE MORE THIS GOES THAT DIRECTION, THE LESS I LIKE IT.

I'M SORRY, I'M NOT A HUGE SPORTS FAN.

I APOLOGIZE FOR THAT.

I DIDN'T MAKE MY KIDS PLAY BASEBALL OR ANYTHING, BUT I JUST IT SEEMS IT'S JUST WRONG.

IT'S UPSIDE DOWN HOW MUCH WE POUR INTO IT FOR THE BENEFIT OF THOSE TWO ORGANIZATIONS.

I DON'T CARE IF ANYBODY BELIEVES ME OR AGREES WITH ME OR NOT, BUT THAT'S WHERE I'M AT.

ABSOLUTELY AGREE WITH YOU.

AND WE'VE HAD THIS CONVERSATION BEFORE.

WE HAVE IT OVER AND OVER AND OVER AGAIN.

AND NOBODY EVER WANTS TO TACKLE THE GREAT BIG BE A MONSTER AND DO ANYTHING WITH IT AND BE ABOUT THE SAME WAY.

I'M NOT INTO SPORTS. I CAN'T HANDLE THAT KIND OF THING.

BUT I WISH WE COULD GET TO A BETTER PLACE WITH WITH BOTH OF THOSE ORGANIZATIONS, THE AMOUNT OF MONEY THAT WE JUST POUR AND POUR AND POUR INTO KID ATHLETICS.

AND I DON'T KNOW WHETHER THAT'S BENEFITING THE KIDS AT BURLESON OR IF THAT'S BENEFITING THE KIDS THAT ARE COMING IN HERE FROM OTHER REGIONS.

YOU KNOW, WHY ARE WE DOING THIS? WHY DO WE CONTINUE TO DO IT? EITHER THAT OR.

THE CITY TAKES IT OVER AND MAKES SURE ALL THE STUFF IS MAINTAINED.

I GET I KNOW WHAT YOU'RE FIXING TO SAY, BUT IT'S A TOUGH DILEMMA.

IF THAT'S NOT A BAD PLAN, BUT I'M GOING TO LEAVE THAT ALONE KID BECAUSE I KNOW THAT'S NOT A POPULAR THING.

BUT IF WE'RE GOING TO DO IT THE RIGHT WAY.

THAT'S THE WAY TO DO IT.

BRING IT INTO OUR UMBRELLA SO WE KNOW THESE THINGS ARE TAKEN CARE OF, BUT WE BRING IT IN AND HAVE CONTROL OVER IT.

I KNOW WITH THIS EARLIER THIS YEAR, THEY HIRED A CONTRACTOR TO TAKE CARE OF THEIR FIELDS, WHICH ACTUALLY KILLED ALL THEIR GRASS AND THEY LIKE TO NEVER GET IT TO COME BACK AND IT'S STILL NOT BACK. GOOD.

SO THAT'S ONE PLACE WE'D HAVE SOME CONTROL OVER IT.

BUT IT IS GOING TO BE A COST TO CONTROL THE GRASS.

OH, I TOTALLY AGREE.

AND WE'VE KICKED THIS BALL NOT TO WEAR OUT A METAPHOR, BUT WE'VE KICKED IT BACK AND FORTH A LOT OF WAYS.

BUT THE LEVEL OF PARTICIPATION THAT THE CITY WOULD HAVE AND THE COUNCIL HAS TYPICALLY JUST SHIED AWAY FROM EMBRACING THE WHOLE SPORTS PROGRAM AND TAKING IT OVER AND RUNNING IT WITH CITY STAFF. BUT THERE'S GOT TO BE AN IMPROVEMENT.

AND I REALLY DON'T LIKE THE DIRECTION OF JUST ACCEDING TO WHATEVER DEMANDS THAT BISA AND BYA THROW OUT THERE THAT THEY WANT US TO DO, AND WE'RE JUST GOING TO AUTOMATICALLY DO IT.

AND NOW I'M BEING TOLD, WELL, WE'RE JUST GOING TO DO THIS BECAUSE THEY JUST DON'T DO A GOOD ENOUGH JOB.

WELL, LET'S LOCK THE GATES AND SHUT THE DAMN THING DOWN AND LET'S SEE HOW GOOD A JOB THEY DO WHEN THEY DON'T HAVE A FACILITY TO USE FOR FREE.

MAYOR COUNCIL. WE OBVIOUSLY WE APPRECIATE THE DIALOG ON THIS AND I THINK WE'RE JEN AND I WERE COMING FROM WAS SIMPLY IT WAS AN ENHANCEMENT OVER THE MAINTENANCE TODAY.

MAYOR PRO TEM, I TOTALLY UNDERSTAND WHERE YOU'RE COMING FROM.

SO IT WAS INTENDED TO BE A PARTNERSHIP TO TAKE THE AMOUNT THAT THEY'RE SPENDING ON MAINTENANCE AND TRYING TO ENHANCE IT GIVEN THE CAPITAL INVESTMENT THAT WE'VE MADE.

BUT YOU'RE NOT WRONG TO STATE THAT MAYBE..

I DON'T DISAGREE, BUT TO MY WAY OF THINKING, IT'S LIKE ME OWNING A RENTAL HOUSE AND THE TENANT IS SUPPOSED TO TAKE CARE OF THE YARD, BUT HE DOESN'T MOW IT TILL HE GETS FOUR FEET TALL. SO THEN I JUST GO OVER AND DO IT.

WELL, IF I DO, I'M GOING TO CHARGE HIM FOR IT IF I HAVE TO.

IT'S GOING TO BE WRITTEN INTO MY AGREEMENT THAT HE'S GOING TO DO THAT, AND IF HE DOESN'T, I'M GOING TO EVICT HIM.

SO, I MEAN, I DON'T SEE IT IN ANY MUCH DIFFERENT LIGHT THAN THAT.

[03:00:04]

IT'S JUST WE OWN THE FACILITY.

THEY GET TO USE IT, BUT IT SHOULD BE UNDER TERMS THAT SHOULD BE ENFORCED, NOT JUST MORE CONCESSIONS BEING MADE TO THE SITUATION. JUST.

JUST WE'RE GOING THE WRONG DIRECTION IN THAT IN MY MIND, WE SHOULD BE HOLDING THEM TO THE OBLIGATIONS THAT THEY AGREED TO.

AND I DO WANT TO BE CLEAR THAT THIS WAS A STAFF REQUEST.

THIS WAS NOT MADE AT THE REQUEST OF BISA.

I UNDERSTAND THAT.

AND I UNDERSTAND WHY STAFF WANTS TO DO THAT, BECAUSE WE SPENT A LOT OF MONEY ON THOSE FIELDS RETURFING THEM.

THEY LOOK GREAT AND WE DON'T WANT TO LOSE GROUND ON THAT.

AND I COMPLETELY AGREE.

I DON'T WANT TO LET MY RENT HOUSE FALL APART, BUT THERE'S A LIMIT TO WHAT I'M WILLING TO DO OR I GUESS IT'S THE MINDSET HERE THAT I'M NOT LIKING.

IT'S LIKE, WELL, IF THEY DON'T DO IT, THEN WE WILL.

WELL, NO.

THEY NEED TO BE HELD TO THEIR END OF THE BARGAIN.

I REMEMBER THE LAST TIME WE TALKED ABOUT THIS.

I DON'T BELIEVE WE TALKED ABOUT A LEVEL OF MAINTENANCE.

THEY WERE JUST SUPPOSED TO DO THE MAINTENANCE AND TAKING CARE OF IT.

I DON'T REMEMBER..

IN THEIR AGREEMENT IT DOES STATE THAT WE WILL DO MONTHLY INSPECTIONS AS WELL AS WHAT THEY'RE REQUIRED TO DO.

SO ON WHAT CYCLES THEY GO ON WHEN THEY PRE AND POST THEM, FERTILIZE, ETCETERA.

SO THAT IS LISTED SPECIFICALLY IN THEIR AGREEMENT.

IT'S JUST NOT HOW IT WAS ACTUALLY COMING TO FRUITION.

I THINK SINCE WE GOT A BRAND NEW COMPLEX AGAIN, IT'D BE A PERFECT TIME TO READDRESS THIS STUFF AND EITHER TALK WITH THEM OR SET OUR STANDARD, YOU KNOW, SET WHAT LEVEL WE'D EXPECT IT TO BE AT.

BECAUSE I, I'M GLAD STAFF BROUGHT IT UP BECAUSE YOU WANT TO TAKE CARE OF WHAT WE JUST SPENT A BUNCH OF MONEY ON.

SO I APPRECIATE THAT.

BUT I AGREE WITH MAYOR PRO TEM THAT IT'S IT'S TIME FOR MAYBE WE NEED TO HAVE A MEETING WITH THEM AND BY IF THERE'S CONCERNS THERE TOO.

BY DOESN'T MAINTAIN CHISENHALL SO WE'RE GOOD THERE.

BUT WITH BISA THERE IS AN ALTERNATIVE AND THIS IS OFF THE CUFF.

SO SORRY, DAVID, IF YOU'RE WATCHING.

BUT WHAT WE COULD DO IS RELOOK AT THE TERMS OF THEIR AGREEMENT AND SAY IF WE COULD APPROVE WHO THEIR CONTRACTOR IS, ETCETERA.

SO THAT'S SOMETHING THAT WE ACTUALLY ARE WORKING WITH AT THE CEMETERY AS WELL FOR BURIALS AND SETTING UP HEADSTONES AS SAYING THAT'S GOING TO BE SOMEONE THAT WE AGREE WITH, THAT WE HAVE DIRECT CONTACT WITH AND THAT WE CAN WALK THROUGH AND DO INSPECTIONS JUST TO GIVE MAYBE A HIGHER LEVEL OF CONTROL.

THAT IS AN OPTION THAT WE COULD CONSIDER AS WELL.

I KNOW I'M IN SUPPORT AND STAFF IS DEFINITELY IN SUPPORT OF THE MAINTENANCE WORKER BECAUSE THEN WE KNOW THAT IT'S DONE PROPERLY AND WE KNOW IF THERE'S AN ISSUE THAT IT'S RESPONDED TO THAT THEY'RE INSPECTING THAT IF THE TRASH IS FULL, THAT IT'S TAKEN OUT, IF THE BATHROOM HAS A LEAK, THAT IT'S REPAIRED, ETCETERA.

SO, YOU KNOW, THE STAFF IS DEFINITELY IN SUPPORT OF THAT.

BUT I ALSO UNDERSTAND MAYOR PRO TEM'S CONCERNS AND AND THE PERSPECTIVE ON THE POSITION THAT THAT PUTS COUNCIL IN SO WE CAN PRESENT SOME OTHER OPTIONS IF YOU'D LIKE TO SEE ALTERNATIVES ON THAT.

WELL, WHILE WE'RE HERE AND WE'RE KIND OF AT A BREAK, I WANT TO ASK A COUPLE OF QUESTIONS.

I NOTED DOWN ON YOUR PREVIOUS PRESENTATION.

ABOUT THE GOLF COURSE I SEE WE'RE DOING BATTERY REPLACEMENTS IN THE CARTS.

MY RECOLLECTION IS THAT WE HAVE A LEASE ON THESE WITH A TIME PERIOD AND BASED ON MY OWN OBSERVANCE FROM THE LAST COUPLE OF TIMES I'VE PLAYED GOLF, IT SEEMS LIKE THE LEVEL OF QUALITY OF OUR CARTS IS JUST GETTING A LITTLE BIT BELOW WHAT I'D CONSIDER STANDARD FOR A FACILITY AS NICE AS AS HIDDEN CREEK GOLF COURSE IS.

SO ARE WE NEAR THE END OF THE TERM WHERE WE ARE NEARING THE END OF THE TERM ON THOSE AND THEIR END OF LIFE, WHICH IS WHY WE PUT THE NEW BATTERIES IN, WAS TO EXTEND THAT LIFE TO AT LEAST A YEAR SO THAT WE DIDN'T HAVE TO DO A MIDYEAR PURCHASE BECAUSE ONE, THE LEAD TIME ON GETTING NEW CARTS IS ABOUT A YEAR RIGHT NOW.

SO WE KNEW WE NEEDED TO DO SOMETHING AND THE IMMEDIACY TO TAKE CARE OF THAT AS WELL AS TO ENHANCE THEIR LIFE SO THAT WE CAN GET TWO NEW CARTS AND THEN PROPOSE THAT TO COUNCIL WITHOUT DOING A MID-YEAR ADJUSTMENT.

SO THAT WILL BE COMING TO YOU AT NEXT YEAR'S BUDGET.

THIS SHOULD GIVE US TWO YEARS, SO THEY ARE GETTING THERE.

MAYOR PRO TEM TO THAT POINT TWO, REGARDING THE LEASE, IT'S A LEASE, BUT IT'S LEASED BACK FROM THE EQUIPMENT REPLACEMENT FUND.

SO GOLF HADN'T BEEN PAYING INTO THE FUND.

THE FUND FRONTLOADED IT.

SO IT'S NOT A THIRD PARTY LEASE.

THEY'RE BASICALLY PAYING BACK THEIR CONTRIBUTION TO THE EQUIPMENT REPLACEMENT FUND.

OKAY. MY MISUNDERSTANDING THEN I THOUGHT WE WERE DEALING WITH A THIRD PARTY VENDOR THAT WAS PROVIDING US THE CARTS ON A LEASE BASIS RATHER THAN PURCHASE.

I THINK IT'S BEEN CALLED A LEASE, BUT TECHNICALLY WE PURCHASED THEM AND ARE PAYING THE FUND BACK, AS MY UNDERSTANDING, YES.

OKAY. WELL, IT WASN'T MINE, BUT THAT'S FINE IF THAT'S IF THAT'S WHAT IT IS.

SURE. UM, ON THE GOLF COURSE, THE TERRACE RESTAURANT, AGAIN, MY PERCEPTIONS

[03:05:04]

APPEARS TO HAVE SORT OF GONE DOWN FROM BEING ALMOST A DESTINATION PLACE TO BEING JUST REALLY BURGERS AND HOT DOGS FOR THE GOLFERS TO EAT AT THE TURN.

BUT THERE HAVE BEEN TIMES WHEN WE HAD EVENTS THERE, GATHERINGS, THE MENU WAS A LOT BETTER.

WE HAD MOTHER'S DAY BRUNCH AND KIND OF A BIG DEAL WITH THAT.

OR DO WE HAVE ANY INTENTION OR ARE WE EVEN LOOKING AT GOING BACK INTO THAT KIND OF A MAYBE IT WAS COVID THAT KILLED IT.

BUT WE WE GOT A LOT OF WE GOT A REALLY BEAUTIFUL LITTLE PLACE THERE WITH AN OUTSTANDING VIEW OF THE CITY.

IT'S A REALLY NICE GATHERING PLACE, BUT IT DOESN'T SEEM LIKE IN THE LAST THREE YEARS OR SO WE'RE GETTING ANY OF THAT AND IT'S GOT TO CONTRIBUTE SOME TO THE REVENUE.

SO IT IS DOING WELL.

IT'S ACTUALLY EXCEEDING PREVIOUS YEARS.

BUT I'LL TALK A LITTLE BIT ABOUT THAT BECAUSE IT GOES DIRECTLY WITH WHAT YOU'RE STATING.

SO ONE OF THE BIG THINGS THAT THE GOLF HAS FUNCTIONED ON IS THEY'VE HAD SO MANY ROUNDS OF PLAY THAT THEY HAVEN'T FOCUSED AS KEENLY ON PROGRAMING AND THINGS OF THAT NATURE.

AND SO ONE OF THEIR BIGGEST REQUESTS THIS YEAR IS TO GET A GOLF SHOP PRO/MANAGER THAT WOULD MANAGE THE DAY TO DAY OPERATIONS AND ALLOW THAT PROGRAMING SIDE OF THINGS TO REALLY BE ENHANCED BECAUSE THEY WOULD ALSO ASSIST WITH THE RESTAURANT AND ENSURING THAT NOT JUST TOURNAMENTS BUT SPECIAL EVENTS PROGRAMS, MOTHER'S DAY, FATHER'S DAY, ALL OF THOSE TYPES OF EVENTS ARE OCCURRING THE WAY THAT THE RESTAURANTS HONESTLY BEEN RAN THE LAST THREE YEARS.

ONE, WE DID GO THROUGH COVID.

AND SO PACKAGING AND EVERYTHING WAS PREPACKAGED..

AND THE FREEZE AND THE WATER DAMAGE, YEAH, THERE WAS A LOT.

IT'S BEEN A JOURNEY, BUT SINCE THEN THEY'VE REALLY OPTIMIZED ON THEIR HIGHEST SELLING REVENUE FOODS.

AND SO THE BURGERS, THE HOT DOGS, THAT'S WHAT SOLD.

AND SO THAT'S WHAT THEY'VE OPERATED OFF OF THE MOST THEIR HIGHER MENU ITEMS THAT WAS HIGHER COST TO KEEP IN STOCK FOR THINGS THAT THEY SOLD VERY LITTLE OF THEY ELIMINATED BECAUSE THEY FELT LIKE IT WAS MORE WASTE THAN REVENUE.

THEY USED TO MAKE THE BEST TURKEY BACON PANINI SANDWICH IN THE COUNTRY.

I'LL TELL BACK IN THE DAY.

OKAY. WELL, I'D LIKE I HOPE WE DO GO BACK ON.

LET ME ASK THIS IS TIME FOR THIS QUESTION.

I'VE ASKED THIS PROBABLY A THOUSAND TIMES.

DO WE DO FOOD COSTS OUT THERE TO SEE IF WE'RE LOSING MONEY OR MAKING MONEY AND NO ONE HAS EVER COME BACK AND SAID, WHY YES, WE HAVE.

BECAUSE I DON'T THINK WE'RE DOING THEM.

AND WE AND WHEN YOU TALK ABOUT THAT KIND OF THING, MAYBE WE CAN'T HAVE IT, BUT WE NEED TO DO A FOOD COST ON IT TO SEE IF WE'RE AT LEAST BREAKING EVEN.

SO WE DID 1 IN 2021.

I DON'T KNOW IF COUNCIL EVER SAW THAT, BUT INTERNALLY WE DID ONE.

WE HAVE NOT DONE ONE THIS FISCAL YEAR, SO WE CAN GET UPDATED ONE FOR YOU.

BUT AT THAT TIME WE WERE OKAY AND MY FOOD COST, I'M TALKING ABOUT DOING ONE EVERY MONTH SO THAT WE INVENTORY AND WE DO THE FOOD COST AND WE THEN KNOW AT THE END OF THE MONTH, OKAY RESTAURANT GUY THAT TOLD ME WHETHER PEOPLE WERE TAKEN FROM ME OR NOT, MY FOOD COST TOLD ME EVERYTHING MATHEMATICALLY, I DIDN'T HAVE TO GUESS IF SOMEBODY WAS STEALING BECAUSE IF THAT FOOD COST WENT UP, I NEEDED TO DO SOME LOOKING.

EITHER THAT OR MY PRODUCT WENT UP OR BOTH.

SO THAT'S THE REASON I SAY WE NEED TO DO A AT LEAST A MONTH TO MONTH FOOD COST TO MAKE SURE THAT EVERYTHING IS IN LINE.

AND I BELIEVE THEY DO A VERSION OF THAT.

BUT I'M NOT SURE TO WHAT EXTENT THAT DATA IS DUG INTO.

SO LET ME GET THAT AND WE'LL REPORT THAT BACK TO COUNCIL.

MAN RONNIE, I'M GETTING A VISION HERE, MAN.

YOU COULD YOU COULD DO THE NEXT DAIRY TWIN RIGHT OUT THERE AT THE COME MAY WHEN YOU DON'T HAVE ANYTHING TO DO HEY . WELL THERE'S A LOT OF PEOPLE IN TOWN THAT WOULD THINK THAT WAS A GREAT IDEA.

SO ANYWAY, JUST A COUPLE MORE AND I'LL MOVE ON.

HAVE THEY STARTED REPAIRS ON THE CART PATHS OR.

NO? THAT WAS ONE OF THE THINGS THAT THEY WERE WAITING.

SO THEY WERE TRYING TO PHASE BUNKERS, THEN DRAINAGE AND NOW CART PATH.

SO THAT WILL BEGIN NOW.

OKAY. AND JUST ONE MORE UNRELATED TO THE GOLF COURSE.

WHAT'S HAPPENED WITH THE BE HEALTHY INITIATIVE OTHER THAN THE FIVE K RUN OR WE USED TO HAVE MEETINGS THERE, STAKEHOLDERS AND PARTICIPANTS IN THE COMMUNITY.

WHERE IS THAT GOING TO GET REVIVED? ARE WE GOING TO JUST KIND OF LET THAT STAY THE RUN EVERY YEAR OR IS THERE MORE GOING ON THAT I DON'T SEE? SO WHEN PARKS AND REC TOOK THE BE HEALTHY INITIATIVE OVER, ALL THAT REALLY REMAINED WAS THE BABIES.

SO WE GIVE THE BABY BOXES TO THE HOSPITAL, WE COLLECT SPONSORSHIPS AND THE LITTLE BABY ONESIES AND STUFF LIKE THAT, AND THEN THE BABY HEALTHY RUN.

WE'RE REALLY THE ONLY THINGS THAT WE'RE STILL KIND OF WORKING.

THAT BEING SAID, WE HAVEN'T REALLY RECEIVED A LOT OF FEEDBACK THAT PEOPLE HAVE WANTED TO SEE THAT INITIATIVE COME BACK FULL FORCE.

IF THAT IS SOMETHING THAT COUNCIL WOULD LIKE TO SEE THAT WE CAN ABSOLUTELY EXPLORE THAT, I DON'T KNOW.

WE WE HAD HIGH ASPIRATIONS OF GETTING BURLESON DECLARED A BLUE ZONE CITY AND ALL KINDS OF COOL STUFF, BUT IT JUST ALL SEEMED TO EVAPORATE.

[03:10:04]

SO MAYBE, MAYBE IT'S NOT THE WILL OF THE COUNCIL.

I GUESS WE CAN ALL HAVE A TALK ABOUT THAT SOMEDAY, BUT WHERE DO WE WANT THAT TO GO? BUT AND I'VE TALKED WITH STAFF A COUPLE OF TIMES SINCE I'VE BEEN ON BECAUSE I HAD A LOT OF INVOLVEMENT WITH BE HEALTHY.

IN PARTICULAR, WHEN I WORKED FOR THE HOSPITAL, WE HAD A BOARD.

AS YOU SAID, I HAVE BEEN APPROACHED FROM SOME FORMER PARTNERS.

THE OWNER OF DIFFERENT HEALTH FACILITIES HAVE ASKED ABOUT IT, WHAT HAPPENED TO THE BOARD, BECAUSE A PIECE OF THAT WAS CREATING EVENTS AND OPPORTUNITIES FOR THE COMMUNITY TO BE INVOLVED AND MAKE HEALTHY DECISIONS.

LIKE YOU SAID, WE HAD BIG ASPIRATIONS FOR WHAT WE WANTED TO SEE AND THE HOSPITAL HAD SEATS ON IT BOTH THR AND FOR BURLESON AND HUGUELY.

AND SO I THINK IT WAS JUST ABOUT HOW TO REACH AND THE COMMUNITY AND ALSO TO DETER SOME OF THE BIG THINGS THAT IMPACT THE POPULACE, LIKE DIABETES, YOU KNOW, BEING ON THE FOREFRONT OF THOSE BIG ISSUES THAT CAN BE LESSENED OR HEAVILY IMPACTED JUST BY SIMPLY WALKING, YOU KNOW, JUST MAKING THINGS DAY TO DAY EASY.

THERE WERE HEALTH PLANS.

THERE WERE LIKE FOOD INITIATIVES, ALL KINDS OF COOL THINGS.

WE WORKED WITH HEB, WE WORKED WITH KROGER.

SO I THINK THE DOWNSIDE IS IT'S GOING TO TAKE SOME STAFF TIME.

AND IF WE HAVEN'T BEEN IF WE'VE LET IT GO FOR THREE YEARS, TRYING TO BUILD THAT BACK UP AND IT NOT BEING A PRIMARY, I THINK, I THINK IT WOULD JUST BE AN EAT ON TIME AND YOU'D HAVE TO GET BACK TO THE DRAWING BOARD AND BRING PARTNERS BACK FROM THE COMMUNITY.

LIKE YOU SAID, IT JUST BE AN OFFLINE CONVERSATION OR ANOTHER TIME CONVERSATION WITH COUNCIL AS FAR AS WHAT WE WOULD WANT TO PUT INTO IT, BECAUSE I THINK IT WOULD TAKE A LOT OF EFFORT TO PICK IT BACK UP, IN PARTICULAR WHERE IT WAS WHEN WE LEFT IT OFF AND WHEN IT WAS STILL GOING STRONG.

THANKS, JEN. AND I'M SORRY IF I SEEM LIKE I'M ALWAYS ATTACKING YOU, BUT YOU'RE DOING VERY GRACEFULLY AT FIELDING QUESTIONS, AND WE'RE GOOD.

THANK YOU FOR YOUR EFFORTS.

YES, SIR. JEN, WHILE WE'RE HERE, I GOT A COUPLE OF QUESTIONS TO JUMP AHEAD.

THESE WILL BE EASY ONES.

I'M NOT A GOLFER, SO THE GOLF SHOP MANAGER, PRO MANAGED IS THAT YOU PUT IN THAT POSITION ON BECAUSE WE EXPECT MORE TOURNAMENTS AND SO FORTH. SO THAT'S ONE.

I'LL GIVE A LITTLE BIT OF A HISTORY OF THE GOLF COURSE BECAUSE I FEEL LIKE THAT'S PERTINENT TO GET TO WHERE WE ARE TODAY.

SO PRIOR TO MY ARRIVAL, WE USED TO HAVE A DIRECTOR OF GOLF WHO WAS THIS WAS A SOLE DEPARTMENT.

IT MANAGED ITSELF.

IT DIDN'T REPORT TO ANYBODY ELSE.

THE DEPARTMENT WAS RESTRUCTURED.

AND THEN WE HAD A GOLF PRO AND A BUSINESS ADMINISTRATOR THAT WERE CO RUNNING THAT.

AND WHEN THOSE STAFF MEMBERS LEFT, WE CONSOLIDATED THE POSITION TO JUST A GM.

AND WHILE JAMES IS FANTASTIC AT WHAT HE DOES, HE'S ALSO REACHING THE POINT WHERE HE CAN'T BE EVERYWHERE HE NEEDS TO BE AT ONE TIME.

AND SO HIS REQUEST IS ESSENTIALLY TO GO BACK TO THAT FORMER STRUCTURE WHERE YOU HAVE HIM AS THE GM.

AND THIS PRO IS ESSENTIALLY THE BUSINESS OF THE DAY TO DAY SO THAT HE CAN ACTUALLY MANAGE THE COURSE.

IT MAKES SENSE. ALL RIGHT.

AND THE OTHER THING IS THE ICE MACHINE, ARE WE GOING TO LOOK INTO LEASING IT OR PURCHASING IT? I BELIEVE THE INTENT IS TO PURCHASE.

OKAY. I FOUND OUT IN THE PAST THAT ALL THE ONES THAT I PURCHASED BECAME A MAINTENANCE NIGHTMARE.

AND SO I BEGAN LEASING AND IT WAS MUCH MORE EFFICIENT.

SO YOU MIGHT LOOK INTO LEASING.

OKAY. IF IT BREAKS DOWN, THEY COME FIX IT.

YOU DON'T HAVE TO WORRY ABOUT IT.

IF IT BREAKS DOWN BAD, THEN THEY COME REPLACE IT AND YOU DON'T HAVE TO BUY ANOTHER ONE.

OKAY. I DON'T THINK THAT STAFF HAS A PREFERENCE, WHICHEVER IS MORE ECONOMICAL.

AND AS LONG AS IT WORKS, THEY'D BE HAPPY WITH IT.

ALL RIGHT. THAT'S THAT IS EXACTLY RIGHT.

THAT'S ALL I'VE GOT FOR MAINTENANCE.

OKAY, JEN, IF IT'S IN THE CART BARN, IS IT EFFICIENT ENOUGH BECAUSE IT GETS HOT IN THERE? I MEAN, YES, IT WILL BE.

IT'LL BE OKAY. AND THEN ON THE ON THE BALL WASHER, SINCE WE HAVE A POLE OF A REMAINING ONE ON HOLE NUMBER EIGHT, ARE WE GOING TO GET ONE FOR EVERY HOLE.

IS THAT. I DON'T BELIEVE THAT THEY WERE GOING TO DO ONE FOR EVERY HOLE, BUT WAY MORE THAN IT'S CURRENTLY ONE.

ONE WOULD BE MORE THAN WHAT WE HAVE NOW.

SO THAT WOULD BE THAT WOULD BE GOOD.

YES. AND THEN FOR SURE.

FOR SURE THE COOKTOP, BECAUSE I THINK SPEAKING OF THE LADIES IN THERE, THE LEFT SIDE WILL BURN THE FOOD.

AND THEN IF THEY TURN IT JUST A LITTLE BIT, IT TURNS OFF.

YES. SO THAT'S GOOD.

AND THEN JUST ONE MORE QUESTION ON THE ON THE BEVERAGE CARTS.

THERE'S A COUPLE OF THEM THAT DON'T HAVE TOPS ON THEM.

AND SO ARE WE PLANNING ON GETTING ANY OR ADDING TOPS TO THEM? BECAUSE I FEEL SORRY FOR THE LADIES OUT THERE THAT ARE OUT THERE ALL DAY WITH NO COVERAGE ON THE THEY HAVE NOT STAFF HAS NOT REQUESTED THAT.

BUT IF THAT'S SOMETHING THAT THEY WOULD LIKE, WE CAN ABSOLUTELY DO.

I THINK WE COULD ABSORB THAT IN OPERATIONAL.

JUST TO ADD ONE. OKAY. THAT'S ALL I GOT.

YEAH. OKAY, WELL, I WILL HIT JUST A FEW.

WE DIDN'T TOUCH ON. SO.

[03:15:01]

COOKTOP AND STORAGE THE CART BARN ICE MACHINE GOLF SHOP MANAGER THE ON COURSE AMENITIES.

SO CAR PATH REPAIR AND TREE SERVICE.

THESE WERE TWO ITEMS THAT USED TO BE IN OUR CAPITAL PLAN, BUT BECAUSE THEY'RE OPERATIONAL, WE SHIFTED THEM TO SUPPLEMENTAL REQUESTS.

THEY'LL BE ONGOING THINGS THAT OCCUR EVERY YEAR JUST TO MAINTAIN OUR TREE CANOPIES AS WELL AS OUR CART PATHS.

SAME THING FOR THE GREENS HEAD REPLACEMENT.

SO WE'RE ALWAYS GOING TO BE REPLACING IRRIGATION ON A GOLF COURSE.

THE GREENS ROLLER WILL ASSIST WITH MAKING SURE THAT OUR PLAYING SURFACES ARE LEVEL AND THEN THE LILY SPREADER, WHICH IS JUST A FERTILIZER SPREADER, WILL DO THE SAME THING.

THE AREAS ONE OF THE BIG THINGS THAT WE'VE SEEN THIS YEAR IS WHEN WE PURCHASED THE NEW AERATOR WAS THOSE AREAS ALONG FAIRWAYS THAT HAD NOT HAD IRRIGATION OR TURF FOR A VERY LONG TIME, AND THE SOIL WAS SUPER COMPACTED.

GETTING THAT SOIL LIFTED UP, GETTING THE FERTILIZER AND NUTRIENTS BACK INTO THE SOIL, THEN WE'LL HAVE TO GO BACK IN AND SOD THOSE AREAS.

AND AS OF COURSE, TREES DO HAVE A LIFE AS WELL.

SO AS THOSE HAVE BECOME DISEASED OR BEEN REMOVED FOR VARIOUS REASONS, WE KNOW THAT WE'LL BE REPLACING TREES IN PERPETUITY OUT ON THE COURSE.

A NEW POINT OF SALE SYSTEM.

WE HAVE $2,300 IN THERE, AND THAT'S TO REPLACE THE EXISTING FAULTY SYSTEM IN THE PRO SHOP.

AND THEN THE PART TIME WAGES ARE JUST A WAGE INCREASE THAT WE'RE ANTICIPATING TO MAINTAIN OUR CURRENT STAFFING LEVELS.

AND SO $340,000 FOR GOLF FOR THE ENTIRE DEPARTMENT, THERE HAS BEEN OVER $1 MILLION IN REQUEST.

AND THAT'S IT.

THANK YOU VERY MUCH.

BECAUSE I'M WITH YOU.

I'M. I'M ATHLETICS.

SO I KNOW HOW MUCH IT COSTS TO MAINTAIN THINGS.

AND IF YOU DON'T HAVE THE RIGHT EQUIPMENT, YOU CAN'T MAINTAIN IT.

I'VE RUINED MANY A FIELD AT BHS-BISD AND WE'VE HAD TO GO BACK AND HIRE SOMEBODY TO COME IN AND FIX THEM BECAUSE OUR MAINTENANCE PEOPLE TRY TO MAINTAIN FIELDS.

NOW THERE'S PEOPLE THAT KNOW HOW TO DO THAT, BELIEVE ME.

AND WHEN WE HIRED A KID OUT OF MIDLOTHIAN AND THINGS CHANGED DRASTICALLY.

AND SO I LOVE THE IDEA NOW.

BY AND THOSE PEOPLE, WE LET THEM USE THE FACILITIES.

DO YOU EVER EVEN DREAM ABOUT BISD AND THE CITY, GETTING TOGETHER TO SHARE SOME OF THIS RESPONSIBILITY ? FOR THE YOUTH ASSOCIATIONS FOR OUR YOUTH.

WELL, I MEAN, EVEN HIRING PEOPLE SOMETIMES PART TIME FOR CITY, PART TIME FOR SCHOOL DISTRICT, WHOEVER KEEPS THESE FIELDS OUT HERE CHASING ALL FANTASTIC.

I DON'T KNOW WHO HE IS OR WHO SHE IS, BUT THAT PLACE LOOKS BEAUTIFUL ALL THE TIME.

AND, YOU KNOW, MAYBE WE'VE DONE THINGS LIKE THAT WHEN IN MY FORMER ORGANIZATION WE PARTNERED WITH OUR UNIVERSITY TO SHARE PART TIME WAGES.

WE WOULD DO THAT WITH LIFEGUARDS, BUT WE'VE NEVER DONE IT WITH SEASONAL STAFF OR WITH CREW CREW WORKERS, ESSENTIALLY.

THAT'S AN INTERESTING THOUGHT.

I KNOW WE HAVE LOOKED AT A FEW POTENTIAL PARTNERSHIPS FOR LIKE COST SHARING OF FACILITIES, LIKE COMPLEXES WE DON'T HAVE.

WE KNOW BYA USES OUR FIELDS, BUT THEY ALSO USE CENTENNIAL.

AND WE USED TO LET THE TRACK PEOPLE FROM THE BRICK USE THE TRACK FACILITIES.

THERE IS A THERE IS A COST NOT FOR THE FACILITY PER SE, BUT WE HAD TO HAVE A PERSON THERE TO MONITOR.

YOU DID HAVE TO HAVE THAT AND SO FORTH TO LOCK UP, TO LOCK THE RESTROOMS, ETCETERA, ETCETERA.

YOU HAD TO PAY THAT PERSON, BUT TO USE THE FACILITIES, WE NEVER CHARGED THAT MUCH.

I DON'T KNOW WHAT THEY DO NOW, BUT THEY USED THE BASEBALL FIELDS ALL THE TIME.

IT'S NOT A PROBLEM.

IT'S A GOOD THING. YOU'RE DOING A GREAT JOB.

THANK YOU. ALL RIGHT.

ANY OTHER QUESTIONS? ALL RIGHT. THANK YOU. THAT BRINGS US TO ITEM FOUR D, RECEIVE A REPORT, HOLD A DISCUSSION AND PROVIDE STAFF DIRECTION REGARDING THE OVERVIEW

[4.D. Receive a report, hold a discussion, and provide staff direction regarding the overview of the Public Works Department and FY24 Supplemental Budget Requests.]

OF THE PUBLIC WORKS DEPARTMENT AND FISCAL YEAR 2024 SUPPLEMENTAL BUDGET REQUEST.

STAFF PRESENTER IS ERIC OSCARSSON, DIRECTOR OF PUBLIC WORKS.

GOOD TO GO. GOOD AFTERNOON OR AFTERNOON NOW, MAYOR AND COUNCIL.

I ONLY HAVE ABOUT A THREE HOUR PRESENTATION, SO SIT BACK, RELAX.

NO, I'LL WAKE YOU UP.

I'LL WAKE YOU UP WHEN I'M DONE, FOR SURE.

SO TODAY I'M HERE TO PRESENT TO YOU KIND OF AN OVERVIEW OF PUBLIC WORKS AND THEN GO THROUGH SOME SUPPLEMENTAL BUDGET REQUESTS FOR FY 24.

AS YOU KNOW, WITH PUBLIC WORKS, WE DON'T JUST SUPPORT THE RESIDENTS OF THE CITY BY PROVIDING WATER AND WASTEWATER SERVICES, MAINTAINING THE ROADWAYS, MAINTAINING MAINTAINING THE TRAFFIC SIGNALS.

WE ALSO SUPPORT OUR INTERNAL SERVICES, RIGHT?

[03:20:03]

WE MAINTAIN THE FLEET FOR THE FIRE DEPARTMENT.

WE MAKE SURE THAT THERE'S WATER THERE FOR WHEN THE FIRE FIRE DEPARTMENT NEEDS TO PUT FIRES OUT.