[00:00:03] IT IS MAY 18TH, 2026, AND A QUORUM OF THE CITY COUNCIL ARE PRESENT. [1. CALL TO ORDER] MAYOR PLEASE CALL THE MEETING TO ORDER. I'M GOING TO CALL THIS MEETING TO ORDER AT 5:32. I'M GOING TO ASK BOB MASSEY TO LEAD US IN OUR INVOCATION. PLEASE STAND FOR OUR PLEDGE AND ALSO OUR PRAYER. GOOD EVENING. HELLO, EVERYBODY. LET'S PRAY. OUR FATHER, LORD IN HEAVEN, WE HALLOW. AND WE HONOR YOUR NAME THIS EVENING, LORD. AND LORD JESUS, YOU'VE TAUGHT US TO PRAY. YOUR KINGDOM COME. YOUR WILL BE DONE ON EARTH AS IT IS IN HEAVEN. LORD, YOU ALSO SAID THAT YOUR KINGDOM IS NOT FOOD AND DRINK, BUT RIGHTEOUSNESS, PEACE, AND JOY IN THE HOLY SPIRIT. SO FATHER GOD, WE PRAY, YOUR KINGDOM INFLUENCE OF RIGHTEOUSNESS, PEACE AND JOY INFLUENCE EVERY AGENDA DISCUSSED AND EVERY DECISION MADE TODAY FOR THE GOOD OF OUR COMMUNITY. THE SATISFACTION OF THIS COUNCIL AND TO THE HONOR OF YOUR NAME. AND IT'S THE NAME OF THE LORD JESUS CHRIST THAT WE PRAY. AND EVERYBODY SAYS. AMEN. I PLEDGE ALLEGIANCE TO THE FLAG OF THE UNITED STATES OF AMERICA AND TO THE REPUBLIC FOR WHICH IT STANDS, ONE NATION UNDER GOD, INDIVISIBLE, WITH LIBERTY AND JUSTICE FOR ALL. THAT BRINGS US TO SECTION TWO PUBLIC PRESENTATIONS. [2.A. Proclamations] 2A IS A PROCLAMATION RECOGNIZING THE WEEK OF MAY 17TH THROUGH 2023 2026 AS NATIONAL PUBLIC WORKS WEEK IN THE CITY OF BURLESON RECIPIENT IS PUBLIC WORKS STAFF. NOW, THEREFORE, MAYOR CHRIS FLETCHER, ON BEHALF OF THE CITIZENS OF BURLESON AND THE ENTIRE CITY COUNCIL, DO BY HERE PROCLAIM THE WEEK OF MAY 17TH THROUGH 23, 2026 AS NATIONAL PUBLIC WORKS WEEK IN BURLESON, TEXAS, AND URGE ALL CITIZENS TO JOIN THE REPRESENTATIVES OF THE AMERICAN PUBLIC WORKS ASSOCIATION AND GOVERNMENT AGENCY IN ACTIVITIES DESIGNED TO PAY TRIBUTE TO OUR PUBLIC WORKS EMPLOYEES AND TO RECOGNIZE THE SUBSTANTIAL CONTRIBUTIONS THEY MAKE ON A DAILY BASIS TO PROTECTING HEALTH, SAFETY AND ADVANCING THE QUALITY OF LIFE. IS THERE ANYBODY THAT'S GOING TO SPEAK ON THAT? AND I'LL TELL YOU WHAT, WE'RE JUST GOING TO WAIT UNTIL WE DO BOTH PROCLAMATIONS AND WE'LL GO FROM THERE. OKAY. OKAY. NEXT IS A PROCLAMATION RECOGNIZING APRIL 18, 2026 AS A 60TH ANNIVERSARY OF THE BURLESON AREA CHAMBER OF COMMERCE IN THE CITY OF BURLESON RECIPIENT IS MELISSA MILLER. NOW, THEREFORE, I MAYOR CHRIS FLETCHER ON BEHALF OF THE CITIZENS OF BURLESON AND THE ENTIRE CITY COUNCIL HEREBY PROCLAIM APRIL 18, 2026 AS THE 60TH ANNIVERSARY OF THE BURLESON AREA CHAMBER OF COMMERCE IN THE CITY OF BURLESON. ENCOURAGE ALL RESIDENTS TO RECOGNIZE CELEBRATE THE CHAMBER'S ENDURING CONTRIBUTIONS TO OUR CITY. MELISSA, LIKE TO COME UP AND SAY ANYTHING. WOULD YOU LIKE TO SAY ANYTHING, MELISSA? OKAY, THEN IF I CAN HAVE THE PUBLIC WORKS STAFF, PLEASE COME UP TO TAKE A PICTURE [2.B. Presentations] [00:06:38] WITH THE COUNCIL MEMBER. ONCE YOU HAVE TAKEN YOUR PHOTOS, PLEASE STAY CLOSE BY AS WE WILL TAKE A GROUP PHOTO OF ALL RECIPIENTS AND THE FULL COUNCIL. SO THE FIRST RECIPIENT IS GOING TO BE ELIZABETH DAVIDSON. [APPLAUSE] OKAY. NEXT WE HAVE A DONNA DEAN. DONNA DEAN. [APPLAUSE] NEXT WE HAVE KEITH JONES. [APPLAUSE] NEXT WE HAVE MELISSA KUBISCH. [APPLAUSE] OKAY. NEXT IS JOHN LINDSEY. [APPLAUSE] AND WE WOULD ALSO LIKE TO SAY HAPPY BIRTHDAY TO MR. LINDSEY. NEXT IS KYLE LOPEZ. I'M SORRY, KYLIE LOPEZ. [APPLAUSE] NEXT WE HAVE DAWN MONROE. [APPLAUSE] NEXT WE HAVE JULIE MORROW. [APPLAUSE] NEXT WE HAVE KATHY PERKINS. [APPLAUSE] [00:10:14] NEXT WE HAVE ROBIN REYNA. [APPLAUSE] NEXT IS ALLEY SHAWKY. [APPLAUSE] NEXT WE HAVE LAURA SMITH. [APPLAUSE] NEXT WE HAVE RACHEL STOGNER. [APPLAUSE] NEXT WE HAVE KATHY SULLIVAN. [APPLAUSE] OKAY. NEXT IS PABLO VALADEZ. [APPLAUSE] OKAY. NEXT IS ROSE VALENZUELA. [APPLAUSE] OKAY. LASTLY IS VICKI WHITTEN. [APPLAUSE] NOW, IF I CAN HAVE ALL OF THE CLASS AND THE FULL COUNCIL MEMBER, PLEASE STAY OR STAGGER YOURSELVES SO THAT WE CAN GET A PICTURE. CONTACT WANDA BULLARD, DEPUTY DIRECTOR OF HUMAN RESOURCES. HELLO MAYOR AND COUNCIL. IT'S GREAT TO BE HERE TONIGHT, TO BE ABLE TO RECOGNIZE OUR EMPLOYEE OF THE QUARTER AND REALLY SUPER EXCITED THAT THIS IS THE FIRST QUARTER THAT WE WERE ABLE TO ALIGN THAT PROGRAM WITH OUR NEW CORE VALUES OF EMPATHY, COLLABORATION, TRUST, AND EXCELLENCE. AND SO THOSE ARE THE BASIS OF WHICH EMPLOYEES ARE NOMINATED. AND WE SELECT RECIPIENTS. OUR EMPLOYEE OF THE QUARTER IS NOT WITH US TONIGHT. HE IS EXTREMELY GRATEFUL FOR THE HONOR, BUT HE'S A VERY QUIET, HUMBLE LEADER AND PUBLIC RECOGNITION IT WAS A LITTLE MUCH FOR HIM, [00:15:07] BUT HE WANTED TO EXPRESS HIS GRATEFULNESS AND APPRECIATION FOR THAT. AND, YOU KNOW, AND IT'S ONE OF THE THINGS THAT REALLY ENDURES US TO KELLY NERIOS, WHO IS OUR EMPLOYEE OF THE FIRST QUARTER, BECAUSE HE IS SUCH A QUIET, HUMBLE LEADER WHO WORKS TIRELESSLY BEHIND THE SCENES, MAKING SURE THAT THE PARKS AND REC AREAS THAT HE'S ASSIGNED IS AN EXCELLENT CONDITION FOR OUR CITIZENS. SO KELLY'S BEEN WITH THE CITY SINCE APRIL OF 2009, AND HE IS A 17 YEAR MEMBER OF THE PARKS AND RECREATION TEAM. HE WAS SELECTED FOR HIS STEADY LEADERSHIP, TECHNICAL EXPERTISE AND LASTING IMPACT ON SOME OF OUR CITY'S MOST HIGHLY USED PARK SPACES. SO HIS AREAS HAVE BEEN THOSE HIGHLY USED AREAS FROM HIS YEARS AS A CREW LEADER IN ATHLETICS FROM HIS RECENT TRANSITION INTO THE PARKS DIVISION, HE HAS ENSURED CONTINUITY, QUALITY AND CARE ACROSS THE ATHLETIC FIELDS BAILEY LAKE PARK AND THE TRAIL SYSTEM AND THE DISC GOLF COURSE AREAS THAT SERVE HUNDREDS OF THOUSANDS OF VISITORS EACH YEAR. HE EXEMPLIFIES EXCELLENCE THROUGH HIS CONSISTENT DELIVERY OF HIGH QUALITY MAINTENANCE, ATTENTION TO DETAIL, ENSURING THESE SPACES REMAIN WELCOMING AND WELL MAINTAINED FOR THE COMMUNITY. HE DEMONSTRATES COLLABORATION BY WORKING ACROSS TEAMS AND TAKING INITIATIVE ON PROJECTS SUCH AS THE INSTALLATION AND ENHANCEMENT OF THE DISC GOLF COURSE, IMPROVING BOTH FUNCTION AND CUSTOMER EXPERIENCE. HE HAS A STRONG OWNERSHIP AND RELIABILITY WHICH DEMONSTRATES HIS TRUST. HE CAN BE COUNTED ON, AND HE ALSO MODELS EMPATHY, CONTRIBUTING TO A POSITIVE ENVIRONMENT AND COMMUNITY FOCUSED SERVICE. I DID CHARACTERIZE HIM AS HAVING QUIET LEADERSHIP, AND EVEN THOUGH HE'S QUIET, HE STILL IS DESERVING OF THIS RECOGNITION, EVEN THOUGH HE'S NOT OUT THERE SEEKING IT. HE'S JUST GETTING IT DONE FOR US EVERY DAY. SO PLEASE CONGRATULATE KELLY NERIOS. [APPLAUSE] THAT BRINGS US TO ITEM 2 C COMMUNITY INTEREST COUNCIL. [2.C. Community Interest Items] WELL, I HAVE TO BRING UP THE BURLESON HONEY TOUR. MY SINGLE FAVORITE EVENT OF THE ENTIRE YEAR. THAT IS THIS SATURDAY, MAY 23RD AT 9:00 AM. BRING YOUR BICYCLE, BRING A FRIEND, BRING TWO BICYCLES AND TWO FRIENDS, BUT IT'S. THE ROUTE STARTS AT CENTENNIAL HIGH SCHOOL AND RUNS ANYWHERE FROM 7 TO 67 MILES THROUGH SOME OF THE MOST BEAUTIFUL SCENERY THAT THE BURLESON AREA HAS TO OFFER. ALSO GOING ON AT THE SAME TIME IS THE ANNUAL HONEY TOUR CARNIVAL, WHICH TAKES PLACE RIGHT HERE IN OLD TOWN, BEGINNING ON THURSDAY AFTERNOON AT 5 P.M. AND CONTINUING FRIDAY FROM NOON UNTIL 11, SATURDAY FROM 12 TO 11, AND THEN SUNDAY FROM 2 P.M. TO 11 P.M.. SO A BIG, FUN FILLED WEEKEND. EVERYBODY COME OUT, HAVE A GREAT TIME, BRING THE KIDS AND LET'S RIDE BIKES. AND JUST SO EVERYBODY IS AWARE. ON TOP OF THE FUN THAT'S GOING TO BE HAPPENING IN OLD TOWN, THE BUILDING BEHIND CITY HALL OR NEXT DOOR TO CITY HALL WILL START BEING DEMOED. DEMOLITION WAS THE WORD I WAS WANTING TO USE SO BAD. BUT BEHIND US YOU'LL SEE DEMO WORK. SO BE PREPARED. THERE WILL BE A LOT GOING ON IN OLD TOWN. THEY SAID IT SHOULD TAKE LIKE A LITTLE OVER A WEEK. SO JUST A HEADS UP THAT THAT WILL BE GOING ON IN OLD TOWN. NEXT TO SECTION THREE CHANGES TO POSTED AGENDA. [3. CHANGES TO POSTED AGENDA] MADAM SECRETARY, I RECEIVED A NOTIFICATION THAT ITEM 7 A HAS BEEN WITHDRAWN FROM THE DEVELOPER, SO IT DOES NOT NEED TO APPEAR FOR CONSIDERATION TONIGHT. I'VE ALSO RECEIVED REQUESTS FOR ITEMS 8 A, F, 8 F, AND 8 G TO BE PLACED ON THE CONSENT AGENDA. OKAY, THAT MOVES US TO SECTION FOUR CITIZENS APPEARANCE. EACH PERSON IN ATTENDANCE WHO DESIRES TO SPEAK TO THE CITY COUNCIL ON AN ITEM NOT POSTED ON THE AGENDA SHALL SPEAK DURING THIS SECTION. A SPEAKER CARD MUST BE FILLED OUT AND TURNED INTO THE CITY SECRETARY PRIOR TO ADDRESSING THE CITY COUNCIL. EACH SPEAKER WILL BE ALLOWED THREE MINUTES. EACH PERSON IN ATTENDANCE WHO DESIRES TO SPEAK ON THE CITY COUNCIL, SPEAK TO THE CITY COUNCIL ON AN ITEM POSTED ON THE AGENDA SHALL SPEAK WHEN THAT ITEM IS CALLED FORWARD FOR CONSIDERATION. MAYOR, I DO NOT HAVE ANY SPEAKER CARDS. IS THERE ANYONE IN THE AUDIENCE THAT WISHES TO SPEAK? NEXT, THE SECTION FIVE CONSENT AGENDA. ALL ITEMS ON THE CONSENT AGENDA ARE CONSIDERED TO BE ROUTINE BY THE CITY COUNCIL AND WILL BE ENACTED WITH ONE MOTION. [5. CONSENT AGENDA] [00:20:04] THERE WILL BE NO SEPARATE DISCUSSION ON THE ITEMS. APPROVAL OF THE CONSENT AGENDA AUTHORIZES THE CITY MANAGER TO IMPLEMENT EACH ITEM IN ACCORDANCE WITH STAFF RECOMMENDATIONS. TONIGHT, THE CONSENT CONSENT AGENDA CONSISTS OF ITEMS 5 A THROUGH 5 D AND ITEMS 8 A, 8 F, AND 8 G. IS THERE A MOTION ON THE CONSENT AGENDA? I'D MOTION TO APPROVE THE CONSENT AGENDA INCLUDING I HAVE A MOTION BY DAN A SECOND BY VICTORIA. PLEASE VOTE. PASSES UNANIMOUS. THAT BRINGS US TO SECTION 6 ETJ [6.A. ETJ Release Petition for 1699 SE John Jones DR (REL26-002): Consider and take possible action on a petition for release from the City of Burleson extraterritorial jurisdiction (ETJ) for approximately 19.58 acres of land addressed 1699 SE John Jones DR. (Staff Contact: Tony D. McIlwain, AICP, CFM, Development Services Director) (No Planning and Zoning Commission action was required for this item)] RELEASE 6A ETJ RELEASE PETITION FOR 1699 SOUTHEAST JONES DRIVE REL26-002. CONSIDER AND TAKE POSSIBLE ACTION ON A PETITION FOR RELEASE FROM THE CITY OF BURLESON EXTRA-TERRITORIAL JURISDICTION, ETJ FOR APPROXIMATELY 19.58 ACRES OF LAND ADDRESSED 1699 SOUTHEAST JOHN JONES DRIVE STAFF CONTACT TONY MCILWAIN, DEVELOPMENT SERVICES DIRECTOR. GOOD EVENING, MAYOR AND COUNCIL. AS THE CITY SECRETARY JUST REFERENCED, THIS ITEM IS FOR THE RELEASE OF PROPERTY FROM THE CITY'S EXTRATERRITORIAL JURISDICTION ON APRIL 21ST CITY STAFF RECEIVED A PETITION FROM MR. AND MRS. GORDON AND JANET BRALEY FOR THE PROPERTY LOCATED AT 1699 SOUTHEAST JOHN JONES DRIVE. THERE IS NO ASSOCIATED PRESENTATION WITH THIS ITEM, BUT YOUR OPTIONS FOR TONIGHT ARE TO APPROVE THE PETITION OR TAKE NO ACTION ON IT. AGAIN, IF IT'S THE CITY COUNCIL'S DESIRE NOT TO GRANT THE PETITION, THE CITY ATTORNEY RECOMMENDS THAT THE COUNCIL TAKE NO ACTION AT THIS TIME AS OPPOSED TO FORMALLY DENYING THE PETITION. I'D BE HAPPY TO ANSWER ANY QUESTIONS YOU MAY HAVE. ANY QUESTIONS? DO WE WANT TO NOT TAKE ACTION ON THIS? WE'RE NOT GOING TO DO THAT THEN. OKAY. MOVING ON TO SECTION 7 DEVELOPMENT APPLICATIONS. ITEM 7 A IS WITHDRAWN. SO ITEM 7 B CONSIDER AND TAKE POSSIBLE ACTION ON A RIGHT OF WAY USE AGREEMENT WITH EAGLE MOUNTAIN ENTERPRISE [7.B. Consider and take possible action on a right-of-way use agreement with Eagle Mountain Enterprises, LLC for a monument sign associated with the Bear Ridge subdivision to be located within the median of South Wicker Hill Road. (Staff Contact: Tony D. McIlwain, AICP, CFM, Development Services Director) (The Planning and Zoning Commission recommended approval by a vote of 7 to 0.] LLC FOR A MONUMENT SIGN ASSOCIATED WITH THE BEAR RIDGE SUBDIVISION TO BE LOCATED WITHIN THE MEDIAN OF SOUTH WICKER HILL ROAD. STAFF CONTACT IS TONY MCILWAIN, DEVELOPMENT SERVICES. MAYOR AND COUNCIL THIS ITEM IS FOR YOUR CONSIDERATION TONIGHT FOR APPROVAL OF A RIGHT OF WAY USE AGREEMENT. EAGLE MOUNTAIN, EAGLE MOUNTAIN ENTERPRISE, EXCUSE ME, LLC HAS REQUESTED USE OF THE CITY'S RIGHT OF WAY FOR MONUMENT SIGN ASSOCIATED WITH THE BEAR RIDGE SUBDIVISION. THE SIGN IS PROPOSED TO BE LOCATED WITHIN THE MEDIAN OF SOUTH WICKER HILL ROAD. IN OUR CODE OF ORDINANCES. SIGNS PLACED WITHIN PUBLIC RIGHT OF WAYS REQUIRE THE PLANNING AND ZONING COMMISSION REVIEW, AS WELL AS THE CITY COUNCIL'S APPROVAL OF A RIGHT OF WAY USE AGREEMENT. SECTION 63-71 OF THE CODE I HAVE PLACED ON THE SCREEN. THIS DETAILS THE PROCESSES BY WHICH COUNCIL ARE TO AND STAFF ARE TO FOLLOW FOR SIGNS WITHIN THE RIGHT OF WAY. WE DID RECEIVE THE PETITION. WE HAVE WORKED WITH THE DEVELOPER WHO'S HERE TONIGHT TO GET ALL THE REQUISITE SIGNATURES FROM THE FRANCHISE UTILITY PROVIDERS, AS WELL AS PROOF OF INSURANCE. BY WAY OF THE SIGN IT'S A MONUMENT SIGN DESIGNED TO BE 8 BY 12 WITH A ONE FOOT BASE. IT WILL MEASURE NINE FEET IN HEIGHT FROM ADJACENT GRADE. NO PORTION OF THE MONUMENT SIGN WILL EXTEND BEYOND THE EDGE OF THE MEDIAN, BECAUSE THIS IS A PARKWAY WE HAVE A SUPER WIDE MEDIAN AT THIS LOCATION THAT'S ESSENTIALLY 33FT. THAT'S PLENTY WIDE FOR THE SIGN, WHICH HAS A MEASUREMENT OF EIGHT BY 12. SO YOU'RE LOOKING AT 96FT² OF SIGN AREA. THERE ARE NO VARIANCES ASSOCIATED WITH THE MONUMENT SIGN. I DO WANT TO POINT OUT THAT CITY STAFF HAS APPROVED IRRIGATION AND LANDSCAPING TO BE PLACED WITHIN THE RIGHT OF WAY. THIS WAS DONE THROUGH A SEPARATE RIGHT OF WAY USE AGREEMENT. SINCE IT'S OUT OUTSIDE OF OLD TOWN THOSE ARE APPROVED BY THE CITY ENGINEER. THE LANDSCAPING IMPROVEMENTS WILL BE MAINTAINED BY THE HOMEOWNERS ASSOCIATION. THIS IS THE SIGN THAT WE HAVE RECEIVED ON THE SCREEN, AND THE GRAPHIC TO THE RIGHT GIVES AN APPROXIMATE LOCATION OF WHERE THE SIGN WILL BE IN RELATION TO THE MEDIAN. IT'LL BE BACK SEVERAL FEET FROM THE BEGINNING OF THE OF THE MEDIAN. [00:25:03] AND FOLLOWING THAT LEADING UP TO THAT, WE WILL HAVE VEGETATION AND DECORATIVE PAVERS. JUST ANOTHER GRAPHIC OF THE SIGN. SO THE APPLICANT HAS MET ALL THE REQUIREMENTS THAT WE HAVE ON THE SCREEN IN FRONT OF YOU. WE HAVE ALSO PLACED NOTICE IN THE NEWSPAPER, AS WELL AS PLACING THE ITEM IN ACCORDANCE WITH OUR REGULATIONS ON THE CITY'S WEBSITE. YOU HAVE CONDITIONS FOR THE APPROVAL OF THE SIGN. THERE IS NO BUSINESS ASSOCIATED WITH THE SIGN. IT'S ESSENTIALLY A MONUMENT SIGN THAT PERFORMS THE SAME DUTY AS A NEIGHBORHOOD COMMUNITY SIGN. WITH THAT, THE PLANNING AND ZONING COMMISSION RECOMMENDED APPROVAL OF THE SIGN BY A VOTE OF 7 TO 0. STAFF IS IN SUPPORT OF THE SIGN. MR. [INAUDIBLE] IS HERE TONIGHT REPRESENTING THE OWNERSHIP GROUP. IF YOU HAVE ANY QUESTIONS AND I'LL ENTERTAIN ANY QUESTIONS YOU HAVE OF ME. ANYBODY? IS THERE A MOTION? I GOT A MOTION BY VICTORIA. SECOND BY ALEXA. PLEASE VOTE. PASSES UNANIMOUS. NEXT IS SECTION 8 GENERAL. EIGHT A WAS MOVED TO CONSENT. [8.B. Consider and take possible action on a resolution declaring intention to reimburse an amount not to exceed $2,652,000 for certain capital expenditures with proceeds from debt; and placing time restrictions on the issuance of tax-exempt obligations. (Staff Contact: Casey Davis, Fire Chief and Mark Davies, Director of Finance)] SO WE WILL MOVE ON TO 8 B CONSIDER AND TAKE POSSIBLE ACTION ON A RESOLUTION DECLARING INTENTION TO REIMBURSE AN AMOUNT NOT TO EXCEED $2,652,000 FOR CERTAIN CAPITAL EXPENDITURES, WITH PROCEEDS FROM DEBT AND PLACING TIME RESTRICTIONS ON THE ISSUANCE OF TAX EXEMPT OBLIGATIONS. IN ADDITION, WE WILL ALSO BE READING ONE PRESENTATION FOR 8 C, WHICH IS CONSIDER AND TAKE POSSIBLE ACTION ON A CONTRACT WITH PROFESSIONAL AMBULANCE SALES AND SERVICE DBA SERVS FOR THE PURCHASE OF 4 F550 4X4 DIESEL HORTON 603 AMBULANCES IN THE AMOUNT OF $1,750,916. AND THEY WILL BE VOTED ON SEPARATE, SEPARATELY. AND THE STAFF CONTACT IS CASEY DAVIS, FIRE CHIEF, AND MARK DAVIES, DIRECTOR OF FINANCE. GOOD EVENING, MAYOR AND COUNCIL. THANK YOU FOR THE OPPORTUNITY TO COME AND SPEAK TO YOU TONIGHT ABOUT OUR AMBULANCE REPLACEMENT PROGRAM. AND WE'LL ALSO HAVE YOU ENTERTAIN A REIMBURSEMENT RESOLUTION IF YOU WANT TO MOVE FORWARD WITH THE PURCHASES OF THE AMBULANCES AT THE END OF THE PRESENTATION. SO I JUST WANT TO START OUT WITH JUST A LITTLE BIT OF HISTORY. AS WE ALL KNOW, WE WENT INTO THE AMBULANCE BUSINESS BACK IN OCTOBER OF 2023. AND LEADING UP TO THAT, WE HAD TO BUY SOME AMBULANCES. SO WHAT WE'RE HERE TO TALK ABOUT TONIGHT IS THE REPLACEMENT PLAN FOR THOSE AMBULANCES. IT SEEMS LIKE IT'S WE JUST WENT INTO THE AMBULANCE BUSINESS, BUT WITH THE LEAD TIMES WITH THESE AMBULANCES WE HAVE TO GET IN LINE NOW TO BE ABLE TO PURCHASE THEM AT THE TIME THAT THOSE WOULD AGE OUT. SO THAT'S WHY WE'RE BRINGING THIS HERE BEFORE YOU. SO THE CIP HAS HAD IN IT TO REPLACE THE FOUR AMBULANCES COMING UP IN FISCAL YEAR 2028 AT $2.6 MILLION. BUT LIKE I SAID, THAT 30 MONTH LEAD TIME IS PUSHING US TO FISCAL YEAR 2029. SO THE AMBULANCES WILL BE AT POINT. SO OUR CURRENT FLEET IS WE'RE RUNNING THREE FULL TIME AMBULANCES, ONE PEAK TIME AMBULANCE, AND THEN WE HAVE ONE RESERVE AMBULANCE. WE HAVE ANOTHER AMBULANCE THAT IS ON THE WAY AS WELL. I JUST ALWAYS WANT TO REMIND YOU THAT ALL OF OUR AMBULANCES ARE STAFFED WITH FIREFIGHTERS THAT ARE TRAINED IN EMS, AS WELL AS PARAMEDICS AND EMTS. SO THEY FUNCTION AS DUAL ROLES. SO WHENEVER YOU SEE ONE OF OUR AMBULANCES, ALSO THINK OF IT AS A FIRE TRUCK. THEY CAN COME OFF OF THAT AND IMMEDIATELY START TAKING CARE OF A RESCUE OR A FIRE AS WELL. THEY CARRY THEIR BUNKER GEAR AND THEIR SCBA'S, THE BREATHING APPARATUS THAT THEY USE AND FORCIBLE ENTRY TOOLS AND OTHER EQUIPMENT AS WELL. SO ONE OF THE THINGS THAT WE WANT TO BRING TO YOUR ATTENTION IS A NEED TO DO THE FLEET TRANSITION PLAN. AND SO WHAT WE'RE TRYING TO DO IS WE'RE TRYING TO STANDARDIZE, OUR FLEET PROGRAM. THAT WE, WE STARTED OUT IN OCTOBER OF 2023 WITH THE DEMERS RUNNING THREE FRONT LINE AND ONE RESERVE. IN 2025, COUNCIL APPROVED THE PURCHASE OF TWO ADDITIONAL HORTON AMBULANCES. AND THAT WAS TO ADDRESS OUR NEEDED RESERVE CAPACITY. WE DIDN'T HAVE ENOUGH RESERVE CAPACITY IN OUR AMBULANCES. BUT ALSO AT THAT TIME, WE WERE BRINGING ON A PEAK TIME AMBULANCE. LIKE I SAID, WE'VE RECEIVED ONE OF THOSE. WE EXPECT THE OTHER ONE IN BY THE END OF MAY. SO THIS HAS PROVIDED AN INCREASED SPACE FOR FIRE BASED EMS OPERATIONS. THAT'S THE BIG ADVANTAGE OF MOVING TO THE HORTON. IT'S A LARGER AMBULANCE. WHENEVER WE START GOING THROUGH THE PICTURES, YOU'LL BE ABLE TO SEE THAT THERE'S MORE ROOM FOR THE FIREFIGHTERS AND FOR THEIR EQUIPMENT [00:30:04] TO DO A DUAL ROLE SERVICE FOR THE COMMUNITY. LIKE I SAID, WE'VE ALREADY PLACED ONE OF THOSE AMBULANCES IN SERVICE AS A PEAK TIME AMBULANCE, AND IT'S UP AND RUNNING JUST FINE FOR US. AND WE'RE EXPECTING THE OTHER ONE IN SHORTLY, BUT WE WILL CONTINUE TO UTILIZE THE DEMERS AMBULANCE UP UNTIL WE GET THE REPLACEMENTS IN. SO THEY'RE NOT GOING TO BE SIDELINED OR ANYTHING LIKE THAT. WE'RE GOING TO GET OUR FULL MAXIMUM CAPACITY OUT OF THEM. SO WHAT I WANTED TO MAKE SURE WAS THAT WE WERE TRANSPARENT ON WHERE WE PROJECT THAT THESE AMBULANCES WILL BE. NOW, OF COURSE, WE TRY TO ROTATE OUR FLEET AROUND AND TRY TO MAXIMIZE THE NUMBER OF MILES AND HOURS THAT ARE PLACED ON EACH ONE OF THESE. AND THIS IS OUR BEST GUESSTIMATE OF, OF WHERE WE BELIEVE THESE AMBULANCES WILL BE AT THE TIME OF REPLACEMENT. AND SINCE WE HAVE TO DO SUCH A LEAD TIME, THAT'S TRULY WHERE WE'RE AT. WE'RE MAKING A GUESSTIMATE OF WHERE WE BELIEVE THESE WILL BE. AND THIS IS BASED ON WHERE THEY'RE AT TODAY. SO EACH ONE OF THESE ARE GOING TO BE SOMEWHERE BETWEEN THAT 130 AND 160,000 MILES. AND THEN THE HOURS WILL BE OVER 9000 HOURS. SO WHEN WE'RE LOOKING AT THESE, THESE HAVE A SIGNIFICANT AMOUNT OF IDLE TIME WITH THEM. SO ANYTIME THEY'RE NOT IN THE STATION PLUGGED UP, THEY HAVE TO BE TURNED ON. SO ANYTIME THEY'RE OUT ON A CALL OR AN EVENT OR ANYTHING OUTSIDE THE STATION, THOSE THOSE AMBULANCES ARE IDLING THAT WHOLE TIME. AND SO 8000 HOURS IS EQUIVALENT TO 240,000 MILES OF EQUIVALENCY. WHENEVER YOU FACTOR 30MPH OF USAGE ON THOSE. WE WANT TO WORK WITH FLEET TO UNDERSTAND BETTER OUR UTILIZATION BETWEEN MILEAGE AND HOURS, AND WORK ON A BETTER RECOMMENDATION AS WE MOVE FORWARD. SO I THINK TONIGHT IS MORE ABOUT THIS IS OUR FIRST CHANCE TO LOOK AT WHEN WE'RE GOING TO REPLACE THESE, AMBULANCES AND HOW DO WE HAVE A BETTER REPLACEMENT PLAN MOVING FORWARD. SO WE UNDERSTAND THE HOURS AND THE MILEAGE THAT WE HAVE. AND SO LIKE I SAID, I JUST WANTED TO BE TRANSPARENT WITH YOU AS WE WALK THROUGH WHERE WE BELIEVE THEY'RE GOING TO BE. SO SOME OF THE ISSUES THAT WE'VE HAD WITH THE CURRENT DEMERS UNITS AND WHY WE FEEL IMPORTANT TO MOVE TO THE HORTON'S IS WE'VE HAD SOME INCREASED MECHANICAL FAILURES WITH THESE GOING WITH THE 450 CHASSIS IT'S A LITTLE SMALLER THAN WHAT WE NEED. WE DEFINITELY NEED THE 550 CHASSIS. SO THAT'S GOING TO BE AN UPGRADE FOR US. THAT CHASSIS CAN HANDLE MORE WEIGHT AND IT BECAUSE IT HANDLES MORE WEIGHT IT COMES WITH A BIGGER COOLING CAPACITY. AND SO THE AMBULANCE DOES A LOT BETTER WHENEVER IT'S OUT IDLING THINGS LIKE THAT. WE'VE STARTED TO HAVE SOME DOWN DOWNTIME IMPACTS. OUR RESERVE UNITS BECOME FRONTLINE WHEN WE'RE IN THAT SITUATION. SO AGAIN, THAT'S WHY WE'VE ADDED THE TWO HORTON'S ALREADY WAS TO ADD TO THAT RESERVE CAPACITY. WE'RE GETTING INTO THAT SITUATION. WHEN WE WERE OUT OF RESERVE UNITS OR, YOU KNOW, AND WE REALLY NEEDED TO TAKE ANOTHER ONE DOWN. BUT WE WERE HAVING TO MANAGE IN BETWEEN NOT TAKING ONE DOWN TO MAKE SURE THAT WE HAD ENOUGH AMBULANCES TO COVER THE SERVICE. WE'VE ALREADY HAD A SIGNIFICANT SUSPENSION FAILURE ON ONE OF THE AMBULANCES, AND WE ANTICIPATE WE MIGHT SEE THAT AGAIN. SO THAT'S ANOTHER REASON THAT WE'RE LOOKING AT MOVING TO THE HORTON. WE ALREADY REPLACED THAT SUSPENSION SYSTEM. WE ORDERED ANOTHER SUSPENSION SYSTEM JUST TO HAVE ON HAND BECAUSE WE SUSPECT THAT WE MIGHT RUN INTO THAT AGAIN. AND THERE'S ALWAYS A BIG PARTS DELAYS WITH THESE AMBULANCES BECAUSE THESE ARE THE AMBULANCES ARE MANUFACTURED IN CANADA. SO THE DELAYING THE REPLACEMENT INCREASES OUR DOWNTIME, REDUCES OUR RELIABILITY AND PUSHES RESERVE UNITS INTO FRONTLINE, LIKE I WAS SAYING. AND WITH THIS 30 MONTH LEAD TIME, ACTING NOW AS CRITICAL TO ENSURE THAT REPLACEMENTS ARE ARE PLACED BEFORE THE END OF THE LIFE OF THESE AMBULANCES. SO WHY HORTON? I'VE ALREADY MENTIONED A FEW OF THESE MOVING FROM THAT 450 TO THE 550. THESE LARGER MODULES SUPPORT MORE OF OUR FIRE BASED EMS OPERATIONS ROOM FOR THE FIRE GEAR. THE OTHER THING THAT I THINK IS REALLY IMPORTANT, AND I'LL SHOW YOU AS WE WALK THROUGH THE PICTURES OF THESE IS HORTON PUTS A LOT OF EFFORT AND ENERGY ON MAKING SURE THAT THESE ARE SAFE FOR THE OCCUPANTS OF THE AMBULANCE. THEY DO A LOT OF TESTING ABOVE AND BEYOND WHAT IS REQUIRED BY THE INDUSTRY. AND WHAT IS TYPICAL. THEY DO ROLLOVER TESTING. THEY HAVE A VERY ROBUST SYSTEM OF HOW THEY ATTACH THE BOX TO THE FRAME OF THE CHASSIS. YOU WOULD THINK THAT WOULDN'T BE A VERY BIG DEAL. BUT WHEN AMBULANCES ROLL OVER, A LOT OF TIMES THE BOX WILL COME LOOSE FROM THE FRAME RAIL ITSELF. AND THAT CAUSES MORE CATASTROPHIC INJURIES WHENEVER THAT SEPARATES. AND I'LL SHOW YOU A LITTLE BIT MORE ABOUT THAT AS WE WALK THROUGH THIS. SO THEIR MODULE IS REINFORCED AND HOW THEY ATTACH IT TO THAT FRAME. IN MY OPINION, AND THE RESEARCH I'VE DONE, I THINK IT'S ONE OF THE SAFEST AMBULANCES ON THE MARKET THAT WE COULD INVEST FOR OUR FIREFIGHTERS AND FOR OUR PATIENTS. [00:35:06] THE OTHER THING THAT THIS HAS IS IT HAS INTEGRATED AIRBAG SYSTEM IN THE PATIENT COMPARTMENT, NOT JUST TYPICAL AIRBAGS FOR THE CHASSIS, BUT ALSO IN THE PATIENT COMPARTMENT. WE'LL LOOK A LITTLE BIT MORE AT THAT. SO THAT HAS IMPROVED PATIENT AND CREW PROTECTION. LOGISTICALLY IT'S BUILT IN THE US. FASTER PARTS AVAILABILITY FOR US THAT REDUCES OUR DOWNTIME. AND THEN I WANT TO WALK YOU THROUGH MY PLAN OF HOW I THINK WE CAN BE MORE FINANCIALLY RESPONSIBLE WITH THESE AMBULANCES. THESE ARE BETTER, MORE WELL-BUILT AMBULANCES. AND SO I THINK WE CAN GET A COUPLE OF LIFE CYCLES OF REMOUNTS OUT OF THESE BOXES COMPARED TO WHAT WE WE CURRENTLY HAVE WITH THE DEMERS. AND THIS WILL CONTINUE TO STANDARDIZE OUR AMBULANCE FLEET SINCE WE'VE ALREADY INVESTED IN TWO OF THE HORTON'S. SO THIS IS A PICTURE HERE. YOU CAN SEE ON THE RIGHT IS THE HORTON. ON THE LEFT IS THE DEMERS. THAT IS A MUCH BIGGER BOX IN COMPARISON IN THE PICTURE. SO WE HAVE A LOT MORE COMPARTMENT SPACE TO CARRY THE NEEDED FIRE SUPPLIES. HERE IS ANOTHER AREA OF CONCERN THAT WE'VE HAD. IF YOU NOTICE THE CAPTAIN'S CHAIR WHERE THEY SIT AT THE FRONT OF THE AMBULANCE THERE, YOU CAN SEE THERE'S HARDLY ANY ROOM, ANY LEG SPACE ROOM BETWEEN THE COT AND THE PERSON SITTING IN THAT CHAIR THERE WHERE THEY'RE TRYING TO TAKE CARE OF A PATIENT. AND SO THAT BECOMES AN ISSUE WHENEVER THEY'RE TRYING TO TAKE CARE OF AIRWAY OR EVEN JUST RIDE IN THE AMBULANCE. AND THEN ESPECIALLY IF THEY HAVE TO HAVE THEIR BUNKER GEAR ON, IT MAKES THAT MUCH BIGGER OF A OF AN ISSUE. YOU CAN SEE ON THE RIGHT THE RED, THIS IS THE DEMERS. I'M SORRY, THIS IS THE HORTON. AND THERE'S A LOT MORE LEG SPACE AND ROOM FOR THEM TO BE ABLE TO WORK AND MOVE FREELY ABOUT. AGAIN, I WAS TALKING ABOUT THE ROLLOVER DESIGN ON THE RIGHT IS THE HORTON ON THE LEFT, I'M SORRY, ON THE RIGHT, IS THE DEMERS. OUR CURRENT AMBULANCE ON THE LEFT IS THE HORTON. SOME OF THE THINGS TO POINT OUT HERE IS THEY TRY NOT TO HAVE ANY 90 DEGREE ANGLES FOR HEAD STRIKES. THEY TRY TO MAKE WHERE HEAD STRIKES WOULD BE A GLANCING BLOW. SO THEY PUT A LOT OF EFFORT AND ENERGY INTO ENGINEERING THESE AMBULANCES. AS YOU CAN NOTICE, THEY PUT A LOT OF PADDING IN THESE AREAS HERE AS WELL TO TRY TO REDUCE ANY ISSUES IN A ROLLOVER. AND YOU CAN ALREADY SEE THE THE AIRBAGS HERE. AND WE'LL TALK A LITTLE BIT MORE ABOUT THESE. BUT THEY PUT AIRBAGS IN THE SEATS THEMSELVES. I HAVE SOME BETTER PICTURES FOR THAT. BUT THERE'S ALSO AIRBAGS IN THE WALL ALONG HERE. SO HERE IN THE CEILING HERE UNDERNEATH THE ACTION WALL HERE BACK HERE BEHIND THE THE CAPTAIN'S CHAIR. SO THERE'S A LOT OF AIRBAGS DESIGNED INTO THIS AMBULANCE. SO AGAIN HERE SEATBELT SAFETY. THESE ALL HAVE FOUR POINT HARNESSES BUILT INTO THESE. AND THESE ARE DESIGNED FOR THE PARAMEDICS AND EMTS TO BE ABLE TO STAND UP AND TAKE CARE OF THE PATIENT AT THE SAME TIME. HERE YOU SEE IT'S JUST A NORMAL LAP BELT ON THE CAPTAIN'S CHAIR, WHERE WE WILL HAVE A FOUR POINT HARNESS ON THIS ONE AS WELL. ANOTHER PICTURE OF THE AIRBAGS HERE. THE DEMERS HAS NO AIRBAGS. AND THEN THIS HAS ALL THE AIRBAGS THAT I'VE POINTED OUT TO YOU SO FAR. SO WHY ARE THE AIRBAGS IMPORTANT? WHY IS THE HARNESSES SO IMPORTANT. YOU KNOW, AMBULANCE CRASHES ARE ONE OF THE MANY HAZARDS FACED BY US EMERGENCY MEDICAL SERVICE WORKERS AND PERSONNEL HAVE AN ESTIMATED FATALITY RATE OF 12.7 DEATHS PER 100,000 WORKERS, MORE THAN TWICE THE NATIONAL AVERAGE. SO WE KNOW THAT WHENEVER EMS WORKERS GET INVOLVED IN A ROLLOVER ACCIDENT IN ONE OF THESE AMBULANCES THEY ARE AT GREATER RISK OF GETTING HURT JUST BY THE NATURE OF HOW THEY ARE DESIGNED. MANY TIMES THOSE OCCUPANTS ARE UNRESTRAINED, AND THE REASON WHY THEY'RE UNRESTRAINED IS THE VEHICLES ARE NOT ENGINEERED FOR THEM TO BE PROPERLY RESTRAINED AND TAKE CARE OF A PATIENT. SO IT'S OUR GOAL TO MOVE TO THESE TO HELP MAKE SURE THAT OUR FIREFIGHTERS ARE PROPERLY RESTRAINED. SO ONE OF THE QUOTES THAT I HAVE HERE FOR YOU IS THE CONCLUSION FROM THIS PEER REVIEWED RESEARCH WAS THAT IMPROVED RESTRAINT SYSTEMS ARE NEEDED FOR PATIENT COMPARTMENTS THAT PERMIT WORKERS TO STAND AND ATTEND TO THE PATIENT, YET STILL PROTECT WORKERS DURING SUDDEN STOPS AND AVOIDANCE MANEUVERS. ALSO, RESTRAINTS SHOULD BE USED BY ALL OCCUPANTS, INCLUDING THE DRIVER IN THE FRONT PASSENGER SEAT, WHICH THAT IS OUR POLICY NOW. ANY OF OUR VEHICLES WHILE THEY'RE MOVING EVERYONE IS SUPPOSED TO BE RESTRAINED, BUT IT IS A CHALLENGE IN THE BACK OF THE AMBULANCE WHENEVER YOU HAVE TO GET UP AND TAKE CARE OF A PATIENT, YOU DON'T HAVE A CHOICE. MANY TIMES YOU HAVE TO BECOME UNRESTRAINED TO DO THAT. SO HERE IS A GOOD PICTURE OF BEING ABLE TO STAND UP AND TAKE CARE OF A PATIENT AND STILL BE RESTRAINED. THIS IS A GOOD PICTURE OF WHAT THE AIRBAGS LOOK LIKE THAT COME OUT OF THE FOUR POINT HARNESS. IF THEY WERE HAPPEN TO BE INVOLVED IN AN ACCIDENT AND YOU CAN SEE BACK HERE AS WELL, THESE ARE THE AIRBAGS COMING DOWN FROM THE ACTION WALL AND THE SIDE OF THE CAPTAIN'S CHAIR [00:40:05] THERE. SO THIS IS THE MOST LIKELY SEAT WHERE ONE OF OUR EMS WORKERS WOULD BE WORKING OR THE SEAT TO THE LEFT OVER HERE, WHAT WE CALL THE CPR SEAT THERE. SO MUCH IMPROVED SAFETY ON THESE HORTON'S WITH THAT. BUT I ALSO WANTED TO MAKE SURE THAT YOU FELT COMFORTABLE THAT WE WERE TAKING CARE OF OUR PATIENTS. THE COTS THAT WE BUY ARE DESIGNED THEIR CRASH TESTED AS WELL. THEY REQUIRE A FULL COT SYSTEM, WHICH WE DO INVEST IN. SO THERE'S THE POWER LOAD SYSTEM THAT'S UNDERNEATH THE COT. THEN THERE IS THE X RESTRAINT SYSTEM THAT'S ON THE PATIENT AS EXAMPLED HERE. AND IT'S A MULTI-POINT SHOULDERS WAIST LEGS. AND THIS IMPROVES SECURITY ENHANCES PATIENT AND PROVIDER SAFETY DURING TRANSPORT AND COLLISION. SO EVEN IF WE DID GET IN A ROLLOVER WE HAVE WITH THE HORTON WILL HAVE ENHANCED PROTECTION FOR OUR PROVIDERS. BUT WE'VE ALWAYS HAD THIS PROTECTION FOR OUR PATIENTS, EVEN IN OUR CURRENT AMBULANCES. SO I DIDN'T WANT YOU TO NOT KNOW AND UNDERSTAND THAT WE'VE ALWAYS HAD THAT PROTECTION FOR OUR PATIENTS FIRST AND FOREMOST. SO WHAT'S OUR FLEET STRATEGY REMOUNT PROGRAM? AS I WAS SAYING EARLIER, OUR RECOMMENDATION WOULD BE TO MOVE TO THE HORTON PLATFORM. IT WOULD BE TO IMPLEMENT A PLANNED REMOUNT PROGRAM WHERE WE CAN DO TWO CYCLES OF REMOUNTS ON THESE, AND WE MAY BE ABLE TO DO MORE. THE NICE THING ABOUT THAT IS WE GO TO A 4 TO 12 MONTH DELIVERY TIME ON THOSE BECAUSE IT'S DONE LOCALLY HERE. SO WE WOULD SOURCE THE CHASSIS THROUGH HORTON. THEY WOULD FIX THE CHASSIS UP AND SEND IT DOWN AND THEN WE WOULD HAVE THE BOX REMOUNTED ONTO THE CHASSIS HERE LOCALLY. WHEREAS CURRENTLY THE LEAD TIME IS 30 MONTHS. SO THIS EXTENDS THE LIFE CYCLE WHILE MAINTAINING THE SAFETY AND RELIABILITY. AND THE FINANCIAL ADVANTAGE TO THIS IS THE AMBULANCES THAT WE'RE LOOKING AT BUYING RIGHT NOW. NEW ARE $438,000 PER UNIT BEFORE YOU PUT EQUIPMENT ON THEM. A REMOUNT IS ESTIMATED TO BE AROUND $300,000 PER UNIT, SO THAT SAVES ABOUT $130,000 PER UNIT WHENEVER YOU DO A REMOUNT. SO WHENEVER YOU DO ALL FOUR OF THEM, YOU'RE SAVING $520,000 PER CYCLE. AND THAT'S IN TODAY'S DOLLARS. THAT'S NO INFLATION IN THOSE DOLLARS. AND THAT'S JUST THE ESTIMATE OF, OF WHAT WE'VE TALKED TO HORTON AND WHAT WE'VE GOTTEN FROM OTHERS AROUND THAT HAVE DONE THIS. HORTON REALLY PROMOTES THEIR PROGRAM. THEY HAVE MANY OF THEIR CUSTOMERS WHO DO THE REMOUNT PROGRAM AND ARE VERY SUCCESSFUL WITH IT. THE BOXES ARE REALLY SOLID BUILT, HIGH QUALITY CONSTRUCTION. SO THEY'RE DESIGNED TO GO THROUGH MULTIPLE REMOUNTS. SO OUR PROCUREMENT CONSIDERATIONS AS WE WOULD BUY THIS ON A BUYBOARD CONTRACT. CURRENT BUILD TIME, LIKE I TOLD YOU, IS 30 MONTHS. CIP FUNDING WAS IN 2028 FOR FOUR UNITS PLUS EQUIPMENT. SO TONIGHT WHAT WE'RE ASKING YOU IS JUST FOR THE AMBULANCES THEMSELVES. SO THAT'S NOT THE FULL 2.6. AND I'LL SHOW YOU A BUDGET WITH THAT. THE PLAN REPLACEMENT WOULD NOW BE IN FISCAL YEAR 2029 WITH JUST THE LEAD TIME. THE LIFE CYCLE STRATEGY IS WHAT WE WANT TO CONTINUE TO ADVOCATE FOR, FOR FUTURE REMOUNTS. SO HERE IS A COST BREAKDOWN OF THE DIFFERENT TYPES OF EQUIPMENT AND THINGS THAT WE WILL NEED ON THE AMBULANCES LEADING UP TO THAT. THIS IS SOMETHING THAT WE'RE CONSTANTLY LOOKING AT AND MAKING SURE THAT WE'RE GOING ABOUT THIS THE RIGHT WAY. SO AS WE GO THROUGH THIS BUILD CYCLE, WE'RE GOING TO EXPLORE ALL OF OUR OPTIONS FOR EQUIPMENT. THERE'S OTHER OPTIONS THAT I WANT TO DISCUSS WITH CITY MANAGER LUDWIG AS WE GO THROUGH BUDGET CYCLES AND THINGS LIKE THAT, BUT RIGHT NOW WE DON'T HAVE ANY ANSWER. THIS HAS BEEN OUR PLAN IS TO TO REPLACE EQUIPMENT WITH AMBULANCES. SO WE HOPE TO CONTINUE TO LEARN FROM OUR EXPERIENCES THROUGH THIS AND COME BACK TO YOU WITH A MORE ROBUST EQUIPMENT PLAN AS WE MOVE FORWARD. BUT RIGHT NOW, THIS IS THE PLAN TO TO MOVE FORWARD WITH THESE AMBULANCES. SO OUR RECOMMENDATIONS ARE TO STANDARDIZE OUR FLEET WITH THE HORTON PLATFORM, IMPLEMENT THE TWO REMOUNT LIFE CYCLE STRATEGY, PROCEED WITH CIP FUNDING IN 2029 TO PURCHASE THE FOUR AMBULANCES, MAINTAIN A CONSISTENT REPLACEMENT SCHEDULE. AND I THINK I DIDN'T REALLY HIT ON THIS, BUT I JUST WANT TO STOP THERE FOR A MOMENT. AND WHENEVER WE GO TO THE REMOUNT, WE CAN'T REMOUNT ALL OF THOSE AT ONE TIME. SO WE'RE GOING TO HAVE TO CYCLE THOSE THROUGH. SO WE'RE HOPING THAT THAT WILL BE BETTER FOR THE BUDGET AS WELL AS WE AS WE WALK THROUGH THAT, WE WON'T HAVE TO HAVE THESE BIG HITS AT ONCE. WE WANT TO GET TO WHERE WE CAN SPACE THESE OUT A LITTLE BIT BETTER. THIS WILL CONTINUE TO STANDARDIZE OUR FLEET AND MAKE IT MORE FIRE AND EMS BASED. I THINK THIS ACHIEVES A LONG TERM COST SAVING OPERATIONAL SUSTAINABILITY FOR US. IT'S THE RIGHT AMBULANCE. IT'S THE RIGHT STYLE FOR OUR FIRE BASED EMS SYSTEM. IT'S VERY COMPARABLE TO WHAT OUR PEERS ARE BUYING FROM CLEBURNE AND CROWLEY AND MANSFIELD AND SEVERAL OTHERS AROUND US THAT ARE DOING FIRE BASED EMS. [00:45:03] SO AT THIS POINT, MR. DAVIES WILL COME UP AND WALK US THROUGH THE REIMBURSEMENT RESOLUTION. UNLESS ANY OF YOU HAVE ANY QUESTIONS ABOUT THE HORTON BEFORE WE MOVE, INTO THAT PORTION. OKAY. GOOD EVENING, MAYOR AND COUNCIL, CONCERNING THE THE FUNDING FOR THESE FOUR AMBULANCES, IT'S RECOMMENDED THAT WE UTILIZE A REIMBURSEMENT RESOLUTION THAT WOULD ALLOW US TO MOVE FORWARD NOW AND ANTICIPATE ISSUING BONDS DURING THE AUGUST 2028 ISSUANCE FOR REIMBURSEMENT. SEPTEMBER 8, 2025 COUNCIL APPROVED THE FY 25-26 BUDGET AND THE FIVE YEAR CAPITAL IMPROVEMENT PLAN. PART OF THAT PLAN INCLUDED THE CAPITAL EQUIPMENT PURCHASE OF THESE FOUR AMBULANCES FOR FY 2028, NOT TO EXCEED $2,652,000. SO THE REQUESTED COUNCIL ACTION THIS EVENING IS FOR YOU TO CONSIDER ASSOCIATED REIMBURSEMENT RESOLUTION TO PROCEED WITH THE PLANNED CIP PURCHASE OF FOUR HORTON AMBULANCES. THE F550 4X4 DIESEL HORTON 603 AMBULANCES TOTALING $1,750,916 AND CONTINUE THE FLEET STANDARDIZATION. CASEY, OR MYSELF ARE HAPPY TO ANSWER ANY QUESTIONS AT THIS TIME. ANY QUESTIONS? YES. YEAH. CASEY, YOU'RE TALKING ABOUT REMOUNTS. YES, SIR. YOU'RE WANTING TO PUT A HORTON CHASSIS ON THE EXISTING FRAME OR WHAT ARE YOU TALKING ABOUT REMOUNTS? SO WHENEVER I'M TALKING ABOUT REMOUNTS IS WE WANT TO TRANSITION TO THE HORTON AMBULANCES. AND FOR FUTURE CYCLE CHANGES, WE WANT TO JUST BUY CHASSIS AND USE THOSE EXISTING BOXES AND PUT THOSE ON NEW CHASSIS MOVING FORWARD. AND WE THINK THAT WE CAN GET AT LEAST TWO CYCLES OF THAT BEFORE WE WOULD HAVE TO BUY ANOTHER NEW AMBULANCE USING THAT SAME BOX MULTIPLE TIMES. OKAY, THAT SOUNDS GOOD. CASEY, I REALLY LIKE THIS. THIS MAY BE MORE OF A QUESTION FOR MARK, THOUGH. OKAY. THE NUMBERS THAT ARE ON THIS CURRENT PAGE, WHAT WILL THEY BE CHANGING UP AS TIME PASSES BY? LIKE, IS THIS A DECISION WE NEED TO MAKE RIGHT NOW TO GET LOCKED IN AT THIS PRICE, OR ARE YOU GOING TO HAVE TO COME BACK AND SAY, WE NEED MORE MONEY BECAUSE THE COST HAS GONE UP? GOOD QUESTION. I THINK I CAN TAKE THAT ONE. YES, THIS LOCKS US INTO A CONTRACT AND THIS WILL BE THE PRICE FOR THESE AMBULANCES. SO THERE SHOULD NOT BE ANY OTHER ASSOCIATED COSTS. WHAT THE FULL BUDGET INCLUDES ALL OF THE EQUIPMENT. AND SO THAT WAS THE PIECE THAT I WAS TALKING ABOUT, THAT AS WE GET CLOSER TO DELIVERY OF THESE, WE'LL BE PURCHASING THAT EQUIPMENT AND WE'LL BE UNDERSTANDING HOW WE'RE GOING TO GO ABOUT BUYING THAT EQUIPMENT, SPACING IT OUT APPROPRIATELY, BECAUSE THERE'S DIFFERENT, WELL, THERE'S DIFFERENT TIME FRAMES OF WHEN YOU REPLACE A COT VERSUS WHEN YOU REPLACE AN AMBULANCE VERSUS WHEN YOU REPLACE A CARDIAC MONITOR. SO WE WANT TO COME BACK WITH A REALLY SOLID PLAN OF HOW AND WHEN WE DO ALL OF THOSE THINGS. WILL ANY OF THE EQUIPMENT FROM THE CURRENT DEMERS BE ABLE TO BE UTILIZED IN THE HORTONS IF WE HAVEN'T HIT THEIR TIME LINE? SO THAT'S MY GOAL, IS TO COME BACK WITH A BETTER UNDERSTANDING OF WHERE AND HOW LONG WE CAN UTILIZE THOSE, AND IF IT'S AT OUR BEST INTEREST AT THAT TIME. THERE'S SOME LEASE OPTIONS ALSO THAT I REALLY WANT TO EXPLORE WHEN IT COMES TO EQUIPMENT THAT I'M STARTING TO NOTICE SOME OF THE PEER CITIES ARE LOOKING INTO. SO THAT MIGHT BE ANOTHER ANOTHER OPTION FOR US AS WELL. THANK YOU. YES. WHEN THEY CHANGE THE BOXES FROM A HORTON TO ANOTHER HORTON, IS THAT SOMEBODY LOCAL CAN DO THAT? OR IS THAT A PLUG AND PLAY WHERE YOU JUST SET IT ON PLUG IS ALREADY HARNESSED UP, OR IS IT GOING TO BE WIRING INVOLVED OR, YOU KNOW. SO GOOD QUESTION. SO THE CHASSIS WILL COME FROM THE HORTON FACTORY DOWN HERE. AND THEY HAVE A CONTRACT WITH A LOCAL CONTRACTOR HERE THAT IS CERTIFIED BY THEM TO ACTUALLY PICK UP THE BOX AND PUT IT ON THERE AND DO ALL OF THE ELECTRICAL WORK. BUT THAT IS ANOTHER ADVANTAGE OF HORTON IS THEY WHENEVER THEY GET A FORD CHASSIS, THEY PUT THEIR OWN PROPRIETARY WIRING HARNESS ON THERE. SO THEY DON'T USE THE WIRING HARNESS THAT CAME FROM THE FACTORY BECAUSE, YOU KNOW, THERE'S TONS OF ELECTRICAL EQUIPMENT ON THERE. SO IT'S THEIR WIRING HARNESS THAT THEY INSTALL ON THERE THAT PLUGS RIGHT INTO THAT BOX. SO IT'S READY TO GO. ANY OTHER QUESTIONS? IS THERE A MOTION ON THIS? I'LL MAKE A MOTION THAT WE APPROVE THE RESOLUTION TO THAT REIMBURSEMENT RESOLUTION FOR THE AMBULANCES. [00:50:08] I GOT A MOTION BY VICTORIA. SECOND BY ALEXA. PLEASE VOTE. PASSES UNANIMOUSLY. THANK YOU FOR YOUR TIME. OH. I'M SORRY. AND WE GOT THAT WAS WHICH ONE WAS IT, B? THAT WAS B. THAT WAS 8 B. IS THERE A MOTION ON 8 C? I'M SORRY Y'ALL. I MAKE A MOTION TO APPROVE TO TAKE ACTION FOR THE PROFESSIONAL AMBULANCE SALES [8.C. Consider and take possible action on a contract with Professional Ambulance Sales & Service, dba SERVS for the purchase of (4) – F550 4x4 Diesel Horton 603 Ambulances in the amount of $1,750,916.00. (Staff Contact: Casey Davis, Fire Chief and Mark Davies, Director of Finance)] AND SERVICE DBA SERVS FOR THE PURCHASE OF 4 F550 4X4 DIESEL HORTON 603 AMBULANCES. I HAVE A MOTION BY ALEXA AND A SECOND BY VICTORIA. PLEASE VOTE. PASSES UNANIMOUS. THANK YOU ALL. APPRECIATE THE SUPPORT. NEXT IS 8 D. HOLD A PUBLIC HEARING AND CONSIDER AN ORDINANCE AMENDING CHAPTER 54. [8.D. Hold a public hearing and consider an ordinance amending Chapter 54 Article VIII Regulation of Sex Offender Residency, Sections 54-151 and 54-154, modifying the required distance from 1,000 feet to 2,000 feet for child safety zones. (First Reading) (Staff Contact: Chaz Garrett, Criminal Investigations Lieutenant)] ARTICLE EIGHT REGULATION OF SEX OFFENDER RESIDENCY SECTIONS 54-151 AND 54-154 MODIFYING THE REQUIRED DISTANCE FROM 1000FT TO 2000FT FOR CHILD SAFETY ZONE. THIS IS BEFORE YOU ON THE FIRST READING STAFF CONTACT IS CHAZ GARRETT, CRIMINAL INVESTIGATIONS LIEUTENANT. GOOD EVENING, MAYOR AND COUNCIL. I AM CHAZ GARRETT. I'M THE LIEUTENANT OVER THE CRIMINAL INVESTIGATION SECTION OF THE BURLINGTON POLICE DEPARTMENT. AND ON BEHALF OF CHIEF CORDELL. I'LL BE GIVING THE PRESENTATION ON CHILD SAFETY ZONES THIS EVENING AND HOW IT PERTAINS TO OUR REGISTERED SEX OFFENDERS. JUST A BRIEF SNAPSHOT OF WHERE WE'RE SITTING SEX OFFENDER WISE IN THE CITY OF BURLINGTON. WE CURRENTLY HAVE 35 ON OUR REGISTRATION. OF THOSE 35, WE HAVE MOST OF THEM BEING PERTAINING TO THE SAFETY ZONES OF CHILDREN. AND WHAT THAT MEANS IS THAT THEIR VICTIMS WERE UNDER THE AGE OF 17. SO WHEN WE LOOK AT THAT, THE STATE WILL ASSIGN LOW RISK, MODERATE RISK AND HIGH RISK DETERMINATIONS WHEN THEY'RE RELEASED FROM INCARCERATION. AND WE CURRENTLY HAVE 9 LOW RISK, 11 MODERATE AND 15 WITH NO REPORTED RISK LEVEL BY THE STATE. BUT WHAT I CAN SAY ABOUT THOSE IS THEY ARE NOT GOING TO BE CONSIDERED HIGH RISK, BECAUSE THERE WOULD BE SOME SORT OF CIVIL COMMITMENT INVOLVED. SO AGAIN, I WANT TO REITERATE OF OUR 35 REGISTERED SEX OFFENDERS, 33 HAD CHILD VICTIMS UNDER THE AGE OF 16, 17. SO THERE IS A PROCESS WHEN THEY'RE RELEASED FROM INCARCERATION AND HAVE TO REGISTER WITH THE CITY OF BURLESON POLICE DEPARTMENT, THEY WILL CONTACT THE POLICE DEPARTMENT AND PROVIDE US WITH THE ADDRESS OF WHERE THEY WISH TO TO MOVE TO. IF IT IS OUTSIDE OF A CHILD SAFETY ZONE AND THEY DECIDE TO MOVE THAT TO THAT RESIDENCE, THEY HAVE SEVEN DAYS TO NOTIFY US AND COME IN AND REGISTER ON OUR ROLLS. DURING THE APPOINTMENT WHEN THEY REGISTER WITH US, THEY WE GET A LOT OF INFORMATION FROM THEM THAT WE HAVE IN OUR RECORDS, AND WE PUT IN THE STATE DATABASE AS WELL INCLUDING THEIR JOBS, THEIR EMAILS, ANY SOCIAL MEDIA ACCOUNTS THAT THEY'RE ALLOWED TO HAVE ON THE CONDITIONS OF THEIR PROBATION OR PAROLE. AND THEN THEY EITHER HAVE TO COME BACK AND REREGISTER WITH US QUARTERLY OR ANNUALLY BASED ON THEIR RISK LEVEL. MOST CITIES SURROUNDING US DO HAVE AN ORDINANCE FOR CHILD SAFETY ZONES. THEY TYPICALLY FALL WITHIN 1000FT OR 2000FT. BURLESON, CROWLEY, JOSHUA, ALVARADO, AND MANSFIELD ALL HAVE CURRENTLY 1000FT SAFETY ZONES FORT WORTH, CLEBURNE, AND KEENE ARE IN THE 2000 FOOT SAFETY ZONE COLUMN THERE. AND WHAT IS A SAFETY ZONE? SO A SAFETY ZONE IS A CHILD CARE FACILITY, A DAYCARE, A COMMUNITY SWIMMING POOL, A PLAYGROUND, VIDEO ARCADE, YOUTH CENTER, SCHOOL OR PARK. AND A PARK IS DEFINED AS PUBLIC OR PRIVATE LAND DESIGNATED AND USED FOR PUBLIC AS A PARK, A RECREATION AREA, OR A WILDLIFE REFUGE. AND THEN TO THE RIGHT THERE WE HAVE AN ACTUAL QUOTE FROM OUR ORDINANCES. ANY DEFINED PREMISE WHERE CHILDREN COMMONLY GATHER, INCLUDING A PLAYGROUND, SCHOOL, DAYCARE CENTER, VIDEO ARCADE FACILITY, PUBLIC OR PRIVATE USE CENTER, PARK OR COMMUNITY SWIMMING POOL. AND SOME CLARIFICATIONS ABOUT THE ORDINANCE. A CHILD SAFETY ZONE ONLY APPLIES TO SEX OFFENDER WHOSE VICTIM WAS UNDER THE AGE OF 17 YEARS AT THE TIME OF THE OFFENSE. [00:55:05] IF AN OFFENDER IS ALREADY LIVING WITHIN THE SAFETY ZONE PRIOR TO THEIR OFFENSE OR PRIOR TO THAT AREA BECOMING A SAFETY ZONE THEY ARE GIVEN A PREEXISTING EXEMPTION FROM THE SAFETY ZONE AND CANNOT BE FORCED TO MOVE. TO SIMPLIFY THAT A LITTLE BIT. IF THEY COMMIT A CRIME AND THEY SERVE PRISON TIME AND THEY'RE RELEASED FROM PRISON, THEY CAN RETURN BACK TO THEIR ADDRESS AT THE TIME THE CRIME WAS COMMITTED. THE OTHER PART OF THAT IS IF A SAFETY ZONE IS BUILT LIKE A PARK PER SE, NEXT TO WHERE THEY ARE REGISTERED, THEY'RE NOT GOING TO BE DISPLACED. THEY ARE GOING TO BE EXEMPT FROM HAVING TO MOVE. AND THEN THE SAFETY ZONE EXTENDS FROM THE QUALIFYING PARCEL PROPERTY, NOT FROM THE BUILDING AND STRUCTURE. SO TO SIMPLIFY THAT A LITTLE BIT, IF YOU HAVE A PLAYGROUND AND YOU PLANT A FLAG IN THE MIDDLE OF THAT PLAYGROUND, THAT'S NOT WHERE YOUR SAFETY ZONE STARTS. YOUR SAFETY ZONE IS GOING TO START AT THE PROPERTY LINE WHERE THAT PLAYGROUND IS LOCATED. AND THERE IS NO TEXAS LEGISLATION PROHIBITING THE EXPANSION OF 1000 FOOT SAFETY ZONE TO A 2000 FOOT SAFETY ZONE. HERE'S SOME OVERVIEW MAPS. ON THE LEFT HAND SIDE, YOU'LL SEE THE 1000 FOOT SAFETY ZONE THAT WE CURRENTLY HAVE AND THEN EXTEND IT OUT ON THE RIGHT WE HAVE THE 2000 FOOT ZONE. THE 1000 IS GOING TO BE THE DARK BLUE. 2000 IS GOING TO BE THE LIGHT BLUE. AND TO GIVE YOU A COMPARISON TO A FEW OF OUR NEIGHBORING CITIES, ON THE LEFT IS FORT WORTH, THE RIGHT IS CLEBURNE. THE RED AND THE PURPLE RESPECTIVELY ARE GOING TO BE THE SAFETY ZONES. AND THEN YOU CAN SEE THE OUTLINE OF CITY LIMITS IN FORT WORTH IS GOING TO BE DOTTED LINES. AND THEN THE SOLID LINES ON CLEBURNE. AND THE ACTION WE'RE REQUESTING IS CONSIDER AND TAKE POSSIBLE ACTION TO AMEND THE BURLESON ORDINANCE NUMBER B-803-13 TO INCREASE THE CHILD SAFETY ZONE FROM 1000FT TO 2000FT. AND I'LL BE HAPPY TO ANSWER ANY QUESTIONS OR TAKE COMMENTS. COUNCIL ANYBODY HAVE QUESTIONS BEFORE I OPEN UP THE PUBLIC HEARING. AND I'LL OPEN THE PUBLIC HEARING UP AT 6:29. IS THERE ANYBODY IN THE AUDIENCE THAT'D LIKE TO SPEAK ON THIS. I SEE NO ONE. SO I WILL CLOSE THE PUBLIC HEARING AT 6:30. IS THERE A MOTION? MAKE A MOTION TO APPROVE EXPANDING THE NEW ORDINANCE TO 2000FT. I HAVE A MOTION BY ALEXA AND A SECOND BY LARRY. PLEASE VOTE. ARE YOU WORKING? THERE YOU GO. PASSES UNANIMOUS. OKAY, MOVING ON TO 8 E CONSIDER AND TAKE POSSIBLE ACTION ON AN ORDINANCE AMENDING [8.E. Consider and take possible action on an ordinance amending the City operating budget (CSO#5910-09-2025) for Fiscal Year 2025-2026 by increasing appropriations in the General Fund in the amount of $438,130, by increasing appropriations in the IT Support Services Fund $94,539, by increasing appropriations in the Governmental Equipment Replacement Fund $175,209, by increasing appropriations in the Proprietary Equipment Replacement Fund $175,208; and finding time is of the essence. (First and Final Reading) (Staff Contact: Mark Davies, Director of Finance)] THE CITY OPERATING BUDGET CSO NUMBER 5910-09-2025 FOR FISCAL YEAR 2025 THROUGH 2026, BY INCREASING APPROPRIATIONS IN THE GENERAL FUND IN THE AMOUNT OF $438,130. BY INCREASING APPROPRIATIONS IN THE IT SUPPORT SERVICES FUND, $94,539. BY INCREASING APPROPRIATIONS IN THE GOVERNMENTAL EQUIPMENT REPLACEMENT FUND, $175,209. BY INCREASING APPROPRIATIONS IN THE PROPRIETARY EQUIPMENT REPLACEMENT FUND, $175,208. AND FINDING TIME IS OF THE ESSENCE. THIS IS BEFORE YOU. ON THE FIRST AND FINAL READING STAFF CONTACT MARK DAVIES, DIRECTOR OF FINANCE. MAYOR AND COUNCIL GOOD EVENING. TODAY I'M GOING TO TALK TO YOU ABOUT A BUDGET AMENDMENT, AND I'M GOING TO TALK ABOUT THE FISCAL TOTAL FISCAL IMPACT AND THEN BREAK IT DOWN BY FUND GIVING YOU THE PURPOSE AND THE FISCAL IMPACT BY FUND. HERE'S A TABLE THAT SHOWS THE TOTAL IMPACT ACROSS FOUR FUNDS, TOTALING $883,086, WITH REVENUES OR OFFSET OF $440,000, $440,492. AND THOSE ARE ACROSS THE GENERAL FUND, THE IT SUPPORT SERVICES FUND, THE ERF GOVERNMENTAL FUND AND THE ERF PROPRIETARY FUND. [01:00:06] CONCERNING THE GENERAL FUND WOULD BE AMENDING THE CITY BUDGET FOR FISCAL YEAR 25-26 TO RE-APPROPRIATE FY 2025 FUNDING FOR THE INITIAL SCOPE OF THE STORMWATER FEE STUDY CONTRACT WITH FREESE AND NICHOLS TOTALING $52,252, AND TO AMEND THE BUDGET FOR THE FLOOD MITIGATION, THE REBUILD AND FURNITURE COSTS AT CITY HALL TOTALING $385,878. HERE'S A TABLE THAT BREAKS OUT THOSE NUMBERS. YOU CAN SEE THE STORMWATER FEE STUDY FOR THE 52 K AND THEN FOR THE FLOOD MITIGATION THE COSTS THERE WITH THE PROPOSED REVENUE OR THE TML INTERGOVERNMENTAL RISK POOL FUNDS, OFFSETTING THOSE EXPENDITURES FOR THE FLOOD MITIGATION. JUMPING TO THE IT SUPPORT SERVICES FUND, WE'D BE AMENDING THE CITY BUDGET FOR THIS FISCAL YEAR FOR THE SERVER REALLOCATION COST DUE TO THE FLOOD AND CITY HALL, FLOOD AT CITY HALL TOTALING $94,539. AND HERE'S A BREAKOUT OF THOSE NUMBERS SHOWING THE OFFSET AND THE PROPOSED EXPENDITURE INCREASE FOR THE EXACT AMOUNT OF $94,539. AND THEN MOVING ON TO THE EQUIPMENT REPLACEMENT FUNDS, WE'D BE AMENDING THE BUDGET TO ACCOMMODATE OR REAPPROPRIATE FUNDS FOR A CONTRACT WITH MCDONALD MUNICIPAL AND INDUSTRIAL FOR THE PURPOSE OF AND REPLACEMENT OF TWO STANDBY GENERATORS, ONE AT CITY HALL FOR $175,209 AND ONE AT THE MUNICIPAL SERVICES CENTER. VERY CLOSE AT $175,208. HERE'S A BREAKOUT SHOWING THE FISCAL IMPACT FOR THOSE TWO FUNDS THE GOVERNMENTAL ERP OR ERF FUND AND THE PROPRIETARY ERF EXPENDITURES TOTALING $175,209 AND $175,208. SO THE ACTION REQUESTED, OR THE RECOMMENDATION TONIGHT, IS TO MOVE TO APPROVE AN ORDINANCE REQUESTING A MID YEAR BUDGET AMENDMENT TO INCREASE APPROPRIATIONS TOTALING $883,086 IN VARIOUS FUNDS TO ACCOMMODATE OPERATING NEEDS FOR FISCAL YEAR 2025-2026. MAYOR COUNCIL JUST ONE POINT OF ORDER AND CLARIFICATION ON THE TWO GENERATORS. THOSE WERE ACTUALLY BUDGETED EXPENSES LAST YEAR, SO THESE WERE NOT, NOT BUDGETED. WE DIDN'T KNOW THE SPECIFIC SPECIFICATIONS OR BID THAT WORK OUT UNTIL LATER THIS YEAR. SO BECAUSE OF THAT WE DIDN'T HAVE A PO. SO THOSE FUNDS ROLLED BACK TO FUND BALANCE. SO I JUST WANT TO BE CLEAR THAT THIS WAS NOT AN EXPENSE THAT WASN'T ACCOUNTED FOR IT'S SIMPLY ACCOUNTING MECHANISM TO RE-APPROPRIATE THE MONEY. ANY DISCUSSION? IS THERE A MOTION. MOTION TO CONSIDER AND PASS THE RESOLUTION THAT WE HAVE. HAVE A MOTION BY PHIL A SECOND BY VICTORIA. PLEASE VOTE. PASSES UNANIMOUS. THANK YOU. OKAY. NEXT IS ITEM 8 F, AND THAT WAS MOVED TO CONSENT. AND ITEM 8 G WAS ALSO MOVED TO CONSENT. SO THAT MOVES US TO SECTION NINE REPORTS AND PRESENTATIONS. [9.A. Receive a report, hold a discussion, and provide staff direction on Fire/EMS staffing needs, capital improvement plan implementation and timing. (Staff Contact: Casey Davis, Fire Chief)] 9 A IS TO RECEIVE A REPORT, HOLD A DISCUSSION AND PROVIDE STAFF DIRECTION ON FIRE EMS STAFFING NEEDS, CAPITAL IMPROVEMENT PLAN IMPLEMENTATION AND TIMING. STAFF CONTACT CASEY DAVIS, FIRE CHIEF. GOOD EVENING AGAIN, MAYOR AND COUNCIL, THANK YOU FOR THE OPPORTUNITY TO COME AND TALK ABOUT OUR FIRE EMS SYSTEM AND THE CAPACITY WITH OUR STAFF AND OUR CURRENT PROGRAM AND OUR SERVICE DELIVERY. SO WHAT WE WANT TO DISCUSS TONIGHT IS OUR BASIC, OUR CURRENT STAFFING MODEL AND THE OPERATIONAL NEED FOR AN ADDITIONAL FIRE COMPANY WITHIN OUR MODEL. IT EXISTS TODAY, AND IT'S INDEPENDENT FROM WHEN WE BUILD STATION FOUR. I WANTED TO MAKE SURE I TOOK THIS OPPORTUNITY TO REALLY HAVE THIS CONVERSATION CLEARLY WITH YOU ALL, [01:05:08] TO UNDERSTAND WHERE THE NEED IS AND WHAT THE CHALLENGES ARE AND HOW THAT LINES UP WITH WITH STATION FOUR OR NOT. SO OUR CURRENT STAFFING MODEL IS OPERATING BELOW MINIMUM PERSONNEL NEEDED TO ASSEMBLY EFFECTIVELY FOR RESIDENTIAL FIRES UNDER NFPA 1710 WITH INSUFFICIENT CAPACITY FOR LARGER COMMERCIAL AND MULTIFAMILY INCIDENTS. I ALSO WANT TO PROVIDE AN OVERVIEW OF OUR CURRENT FIRE EMS SYSTEM AND OUR CAPACITY REVIEW, THE NFPA 1710 STANDARDS. DISCUSS THE RECENTLY IMPLEMENTED PEAK TIME AMBULANCE MODEL AND EVALUATE THE TRANSITION TO A 24 HOUR COVERAGE MODEL WITH THAT PRESENT CONSIDERATIONS TO ENHANCE OUR SYSTEM'S RELIABILITY THROUGH ADDITIONAL FILE RESOURCES AND THEN DISTINGUISH IMMEDIATE OPERATIONAL NEEDS FROM LONG TERM PLANNING EFFORTS, INCLUDING STATION FOUR. SO AS WE'RE ALL AWARE OF, OUR CALL VOLUME HAS CONTINUED TO INCREASE SUBSTANTIALLY SINCE 2020. THIS IS A FIVE YEAR LOOK BACK. AND JUST IN THAT TIME FRAME, WE HAD GROWN 68/60 8% IN THAT TIME FRAME. NOW, THERE'S PLENTY OF INDICATIONS RIGHT NOW THAT IT LOOKS LIKE WE'RE STARTING TO STABILIZE. I DON'T KNOW THAT WE'RE GOING TO CONTINUE TO SEE THIS KIND OF GROWTH, BUT WE DON'T KNOW. YOU KNOW, WE'RE HOPING TO BE AROUND A NORMAL 3 TO 5% GROWTH YEAR OVER YEAR. BUT WE HAVE GONE THROUGH THIS SUBSTANTIAL GROWTH PERIOD. BUT WE'RE HOPING AND WE'RE SEEING INDICATION THAT THAT IS STARTING TO STABILIZE. I'VE SHOWN THIS SLIDE TO YOU ALL BEFORE AND WE'VE REFRESHED THE NUMBERS ON IT AND JUST WANT TO KIND OF SHOW HOW DO WE COMPARE TO OUR PEER CITIES? I THINK FOR ME, THIS IS IMPORTANT TO SHOW THAT WHERE WE STAND WITH OUR PEER CITIES AND WHERE WE ARE WITH THE NUMBER OF CITIZENS PER STATION SERVED. I THINK EULESS ON THE FAR RIGHT IS, IS KIND OF AN OUTLIER HERE IN MANY WAYS. ONE, THEIR SQUARE MILEAGE REALLY ISN'T 16.3 THAT THE FIRE DEPARTMENT ACTUALLY COVERS IT'S ABOUT 11MI². A BIG PORTION OF THEIR CITY SITS ON DFW AIRPORT OR THAT'S COVERED BY THE DFW FIRE, FIRE AND EMS RESPONSE MODEL. SO THEY'RE NOT REALLY A COMPARABLE MODEL IN THAT WAY. BUT THE REST OF THESE ARE, AND AS YOU CAN SEE, THE AVERAGE IS FOR STATIONS SERVING A POPULATION PER STATION OF A LITTLE OVER 13,400. IF WE HAD A FOURTH STATION OR IF WE HAD A FOURTH APPARATUS TO SERVE, THAT WOULD PUT US CLOSER TO THE AVERAGE. RIGHT NOW, WE ARE AN OUTLIER HERE ON THE HIGH END OF WHERE WE'RE AT. GRAND PRAIRIE, AGAIN, IS NOT A VERY COMPARABLE MODEL WITH BEING THAT HAVING 11 STATIONS, THEY HAVE A LOT MORE RESOURCES AVAILABLE WITHIN THEIR COMMUNITY TO BE MORE FLEXIBLE WITH ONLY HAVING THREE FIRE RESPONSE CAPABLE UNITS. THAT PUTS US AT A LIMITED CAPABILITY WHEN WE FIND OURSELVES IN A SIMILAR SITUATION, HAVING TO RELY ON MUTUAL AID AND OUR MUTUAL AID PARTNERS ARE GREAT TO WORK WITH, BUT BEING ABLE TO ASSEMBLE IN A PROPER AMOUNT OF TIME, AS I'LL SHOW YOU AS WE WALK THROUGH, IS A CHALLENGE. ANOTHER THING THAT I WANTED TO SHOW IN HIGHLIGHT IS I THINK WE'RE RUNNING A VERY LEAN OPERATION. SO WHAT I HAD JOHN DO WAS RUN COMPARABLE NUMBERS WITH OUR PEER CITIES OF HOW TAKE THEIR WHOLE BUDGET FOR FIRE AND EMS AND DIVIDE THAT BY THE NUMBER OF CALLS THAT THEY'RE RESPONDING TO ANNUALLY. AND THIS IS WHERE IT LANDED FOR US. SO WE ARE WE'RE DOING IT LEANER THAN ANY OF OUR PEER CITIES WHEN IT COMES TO THE BUDGET THAT WE'RE PROVIDED VERSUS THE CALLS THAT WE'RE RESPONDING TO A LITTLE OVER $1,600 PER CALL, EVEN WITH ADDING THE FOURTH PEAK TIME AMBULANCE OR ADDING, I'M SORRY, ADDING A FOURTH AMBULANCE, EVEN 24 OVER SEVEN, THAT STILL GETS US TO $1,674. IF YOU ADD THE ADDITIONAL 18 FIREFIGHTERS NEEDED IN OUR PLAN, THAT WOULD GET YOU TO 1,900, ALMOST $2,000 PER PER RUN. SO THAT'S ALL I'M SIMPLY TRYING TO SHOW HERE, IS THAT I THINK THAT WE'RE RUNNING A LEAN OPERATION IN MANY WAYS, ESPECIALLY IN COMPARISON WITH OUR CALL VOLUME. BUT I WANT TO HIGHLIGHT SOME OF THE INCREDIBLE THINGS THAT WE'VE BEEN ABLE TO DO. I DON'T WANT THIS TO BE JUST ALL ABOUT THE CHALLENGES. I THINK SOME OF THE GREAT THINGS THAT COUNCIL HAS HELPED US ACHIEVE OVER THE YEARS IS ADDING A BATTALION CHIEF TO OUR OPERATIONS THAT HAS STRENGTHENED OUR INCIDENT COMMAND. IN THE PAST, WE DID NOT HAVE AN OFFICIAL PERSON ASSIGNED TO THAT. IT WAS A COMPANY OFFICER OFF OF A RIG SHOWING UP, HAVING TO DO THAT. SO THAT HAS INCREASED THE SAFETY ON THE FIRE GROUND, EXPANDING OUR AMBULANCE RESOURCES, STAFFED WITH FIREFIGHTERS. [01:10:02] THAT'S INCREASING THE NUMBER OF PEOPLE WE CAN ASSEMBLE AT A FIRE. SO THAT'S INCREDIBLY IMPORTANT. BUT OUR CURRENT OPERATIONAL REALITY IS, IS THAT OUR MINIMUM DAILY STAFFING IS 17 TO 19 DEPENDING UPON IF WE HAVE THE PEAK AMBULANCE ON OR NOT. AND WHEN WE RESPOND TO A STRUCTURE FIRE, IF EVERYBODY'S AVAILABLE, I CAN GET 15 PEOPLE THERE. AND I REALLY NEED 17 PEOPLE THERE WITHIN EIGHT MINUTES. AND THAT'S IF EVERYBODY IS AVAILABLE, WHICH IS EXTREMELY RARE THAT EVERYBODY FROM EVERY SINGLE STATION, EVERYBODY FROM EVERY SINGLE STATION IS AVAILABLE FOR US TO BE ABLE TO GET EVERYONE ASSEMBLED ON A RESIDENTIAL. AND THAT'S JUST A RESIDENTIAL STRUCTURE FIRE WHENEVER YOU DO AN APARTMENT FIRE OR YOU DO A STRIP CENTER OR SOMETHING COMMERCIAL, YOU NEED A LOT MORE PEOPLE TO ARRIVE WITHIN THAT TEN MINUTE WINDOW FOR THOSE KIND OF FIRES. AND WE ALWAYS NEED TO HOLD ONE MEDIC BACK BECAUSE WE'RE INEVITABLY GOING TO GET ANOTHER CALL. YOU KNOW, AND THAT COULD BE A HIGH ACUITY CALL, LIKE A CARDIAC ARREST OR SOMEONE NOT BREATHING OR SOMETHING OF THAT NATURE. SO WE HAVE TO BE RESPONSIVE AND BE READY TO RESPOND TO THAT AS WELL. AND LIKE I SAID, WE HAVE GREAT MUTUAL AID PARTNERS, BUT THEM BEING ABLE TO RECEIVE THE CALL AND ASSEMBLE WITH US IN A TIMELY FASHION IS A REAL CHALLENGE. SO SOME OF THE. THE LAST TIME WE WERE ABLE TO ADD TO OUR RESPONSE ABILITY WAS IN 2009. AND IF YOU SHOWED JUST OUR GROWTH OVER THE LAST FIVE YEARS WITH 68%, TAKE IT BACK TO 2009 TO SEE OUR GROWTH. AND THAT WAS THE LAST TIME WE ADDED TO OUR RESPONSE CAPABILITIES. YES. THANK YOU. THANK YOU FOR CATCHING THAT. I WAS MOVING ON TO THE NEXT SLIDE, BUT THAT'S CORRECT. ENGINE THREE, STATION THREE. THAT WAS THE LAST FIRE RESPONSE CAPABLE UNIT THAT COULD SHOW UP AND ACTUALLY SPRAY WATER ON FIRE WAS ADDED TO THE SYSTEM. AND THE NEXT PLANNED ADDITION IS NOT UNTIL 2030 WITH STATION FOUR AS WHAT WE'VE BEEN DISCUSSING. SO THAT WOULD BE 21 YEARS BETWEEN ADDING ANY FRONTLINE FIRE UNITS. NOW, THAT DOESN'T TAKE AWAY FROM THE INCREDIBLE WORK THAT WE'VE DONE WITH ADDING A BATTALION CHIEF AND ADDING FIREFIGHTERS TO ASSEMBLE, BUT ADDING FIRE APPARATUS TO BE ABLE TO SHOW UP AND ACTUALLY AFFECT A RESCUE AND SPRAY WATER ON FIRE HAS NOT BEEN SINCE 2009. CASEY JUST FOR A POINT OF CLARIFICATION TO WHEN YOU GO BACK TO YOUR CALL VOLUME SLIDE, THAT'S ALL CALL VOLUME. SO THAT'S FIRE BASED AND EMS BASED. SO THAT'S COMBINED. SO THE 6 TO 8% IS A TOTAL COMBINATION OF BOTH. CORRECT THAT'S ALL CALLS. BUT WE HAVE STAYED PRETTY CONSISTENT THROUGHOUT THE YEARS WITH INCIDENT TYPE PERCENTAGE. SO THE NUMBER OF FIRES VERSUS THE AMOUNT OF CALL VOLUME HAS STAYED PRETTY CONSISTENT THROUGHOUT THE YEAR. SO AS OUR CALL VOLUME HAS GONE UP, OUR FIRES HAVE GONE UP. IT'S NOT JUST BEEN EMS SO. SOME OF THE COST CONTAINMENT EFFORTS THAT THE FIRE DEPARTMENT HAS TRIED TO MAKE THAT COUNCIL HAS SUPPORTED IS OPTIMIZING OUR EMS FEE SCHEDULE. SO AGAIN, JUST TRYING TO SHOW WHERE WE'VE TRIED TO BE CREATIVE TO STAY LEAN TO HELP MAKE SURE THAT THERE'S OFFSET FOR THE COST OF THE THINGS THAT WE'RE ASKING FOR, I THINK IS INCREDIBLY IMPORTANT. IMPLEMENTING EMERGING FIRE TO WHERE WE CAN DO INCIDENT BASED COST RECOVERY. WE'RE GOING THROUGH THAT WE JUST STARTED THAT IN JANUARY. I THINK WE'RE GOING TO LEARN A LOT THIS YEAR ON WHAT WE CAN EXPECT FROM REVENUE ON THAT. ANNUAL FIRE INSPECTION PROGRAM THAT STARTED IN JANUARY AS WELL. AND I THINK THAT THAT'S BEEN ABLE TO BE HELPFUL FOR US TO GET THE STAFFING THAT WE NEEDED IN THE FIRE MARSHAL'S OFFICE AS WELL. BUT BACK TO THIS CONVERSATION TODAY, OUR REALITY IS MINIMUM STAFFING OF 17 TO 19 PERSONNEL. AND OUR BEST CASE ASSEMBLY IS 15 OF THOSE IF EVERYBODY'S AVAILABLE. AND OUR TARGET IS TO DO THAT IN EIGHT MINUTES, WHICH IS INCREDIBLY DIFFICULT TO DO. AND YOU KNOW, WE ALWAYS GET QUESTIONED ON IS NFPA 1710 A LAW OR A RULE OR SOMETHING WE'RE REQUIRED TO FOLLOW. AND I WANT TO BE TRANSPARENT THAT IT'S NOT. SO I ALWAYS SAY WE'RE IN PURSUIT OF 1710. 1710 IS THE INDUSTRY STANDARD AND THE GOAL THAT WE SHOULD BE TRYING TO ACHIEVE. AND I THINK ASSEMBLY OF THE DIFFERENT THINGS WITHIN 1710 WITHIN 1710 IS LIKE FOUR PERSON STAFFING ON AN ENGINE, BEING ABLE TO YOUR FIRST DUE ENGINE WITHIN FOUR MINUTE DRIVE TIME OF THEIR ENTIRE AREA. THERE'S SEVERAL COMPONENTS OF 1710, BUT THIS ONE IS INCREDIBLY IMPORTANT AS WE WALK THROUGH THIS. THE ASSEMBLY PIECE BECAUSE TO BE ABLE TO DO ALL OF THE THINGS THAT YOU NEED TO DO TO AFFECT A RESCUE OR TO TURN A FIRE TO SAVE PROPERTY, HAS TO BE DONE IN THIS SHORT WINDOW OF TIME. SO GET ENOUGH BODIES THERE TO BE ABLE TO DO THAT IS WHAT'S INCREDIBLY IMPORTANT. AND THEN I THINK IT'S IMPORTANT TO CONTINUE TO HIGHLIGHT THAT THIS IS JUST FOR A REGULAR RESIDENTIAL STRUCTURE FIRE THAT WE'RE TALKING ABOUT ASSEMBLING ON THIS IS NOT INCLUDING [01:15:05] APARTMENT FIRE STRIP CENTERS. WE HAD AN APARTMENT FIRE OVER OVERNIGHT LAST NIGHT. AS A MATTER OF FACT. SO THANKFULLY IT WAS A SMALL FIRE AND THE SPRINKLER SYSTEM WAS ABLE TO GO OFF AND THE FIRE DIDN'T GROW BEYOND THE CAPABILITIES OF THE CREWS THAT ARE SHOWING UP. BUT IT'S NOT ALWAYS GOING TO BE LIKE THAT FOR US. DO ALL OF OUR NEW APARTMENT COMPLEXES HAVE THE SPRINKLER REQUIREMENT? WE DO. YES, WE DO. MAKE SURE THAT THAT'S A REQUIREMENT FOR EVERYTHING, BUT NOT ALL OF OUR APARTMENT COMPLEXES HAVE. WE HAVE SOME THAT ARE OLDER. I KNOW I BROUGHT THIS UP A COUPLE TIMES LAST YEAR OR LAST SUMMER. I BELIEVE THE GARDEN, THE LITTLE GARDEN APARTMENT COMPLEX NEAR WALMART. I SAW TRUCKS FROM FORT WORTH, FROM CLEBURNE. OR MAYBE IT WAS CROWLEY. I THINK IT WAS CROWLEY. CROWLEY, FORT WORTH AND US TO RESPOND TO THAT. JUST THAT SMALL GARDEN APARTMENT COMPLEX. YES, YES. AND THAT'S WHAT WE HAVE TO RELY ON TO ASSEMBLE FOR THOSE KIND OF FIRES, YOU KNOW, AND IT'S ONE OF THOSE AREAS OF RISK THAT, OBVIOUSLY WE ALL HAVE TO WEIGH THE RISK OF WHAT WE'RE DEALING WITH VERSUS WHAT IT COSTS TO HAVE THE PERSONNEL AND THE STAFF TO DO THAT. AND I FULLY AM AWARE OF THAT. AND I DON'T WANT TO EVER COME ACROSS THAT. WE'RE ASKING SOMETHING THAT IS OUTSIDE OF WHERE I BELIEVE WE SHOULD BE. AND I THINK THAT FOR A COMMUNITY OUR SIZE, FOCUSING ON BEING ABLE TO ASSEMBLE FOR A REGULAR RESIDENTIAL STRUCTURE FIRE, I THINK IS IS THE RIGHT AIM FOR US. I THINK THAT IT WOULD BE IMPRACTICAL FOR ME TO COME IN HERE AND SAY THAT I THINK WE NEED TO BE ABLE TO DO IT FOR A HIGH RISE FIRE OR SOMETHING OF THAT NATURE AT THIS POINT. THOSE ARE VERY RARE. AND THAT'S WHAT YOU HAVE YOUR MUTUAL AID SYSTEMS FOR. AND THOSE KIND OF FIRES TYPICALLY HAVE SOME KIND OF SUPPRESSION SYSTEM BUILT INTO THOSE. OUR REGULAR RESIDENTIAL STRUCTURE FIRES DO NOT. THEY'RE OUR HIGHEST RISK FIRES. AND THAT'S WHERE OUR HIGHEST LOSS OF LIFE TYPICALLY IS. WHENEVER SOMEONE DIES FROM A FIRE, IT'S GOING TO BE IN A RESIDENTIAL FIRE. SO AGAIN, I JUST WANT TO HIGHLIGHT, YOU KNOW, FIRE DOUBLES EVERY MINUTE. SO IN A TEN MINUTE WINDOW, OUR SURVIVABILITY THRESHOLD DROPS VERY QUICKLY. IF WE DON'T ASSEMBLE QUICKLY, OUR RESCUE OPPORTUNITIES ARE LOST. FIRE GROWS FROM ROOM AND CONTENTS TO A STRUCTURE LOSS. THE RISK TO THE FIREFIGHTERS INCREASED SIGNIFICANTLY THE LONGER TIME IT TAKES. MUTUAL AID ARRIVING LATE LEADS TO SEQUENTIAL OPERATIONS INSTEAD OF SIMULTANEOUS. AND SO WE'RE GOING TO WALK THROUGH A LITTLE BIT MORE OF WHAT THAT IS. SO THAT'S A SLOWER FIRE ATTACK AND A SLOWER RESCUE OPERATION. THE NEED FOR ADDITIONAL FIRE COMPANY IS DRIVEN BY THIS NFPA 1710 ASSEMBLY REQUIREMENT, NOT THE STATION FOUR TIMELINE. WE DON'T HAVE A LOT OF CALL VOLUME OUT THERE. WHAT WE'RE TALKING ABOUT WITH STATION FOUR IS THAT'S THE PROPER PLACE TO HAVE OUR STATIONS DISTRIBUTED THROUGHOUT THE CITY TO BE ABLE TO GET UNITS ON SCENE IN A TIMELY FASHION. NOT OUR HIGHEST, GREATEST RISK OF THE FIRE BEING RIGHT HERE IN TOWN. RIGHT. AND THEN EQUITY OF SERVICE TO ALL OF OUR RESIDENTS. AND SO THAT'S WHY WE OBVIOUSLY RECOMMEND WHERE STATION FOUR IS GOING TO GO AND ADDING ANOTHER COMPANY INTO THE SYSTEM. BUT AS WE'RE LEADING UP TO THAT, IF AND WHEN WE HAVE ENOUGH PEOPLE THAT WE'RE HIRING, IT'LL BE MY GOAL AND VISION TO START TURNING ON ANOTHER UNIT, EVEN IF THAT'S PUTTING ON A RESERVE UNIT ON THE DAYS THAT WE CAN ACCOMMODATE IT, KIND OF WALKING INTO IT LIKE WHAT WE'RE DOING WITH THE PEAK TIME AMBULANCE RIGHT NOW. SO WE TRY TO REDUCE THAT AMOUNT OF TIME WHEN WE DON'T HAVE THAT OTHER FIRE APPARATUS UP AND RUNNING. SO MINIMUM ON DUTY. I KNOW WE'VE TALKED ABOUT THIS QUITE A BIT, BUT I WANT TO MAKE SURE THAT YOU UNDERSTAND WHAT I'M TALKING ABOUT WHEN I'M TALKING ABOUT THAT. SO THE BATTALION CHIEF THAT'S ONE PERSON ON THAT UNIT ENGINE ONE THAT'S A MINIMUM OF THREE. TRUCK 16 THAT'S A MINIMUM OF FOUR. AND THE REASON WHY WE PUT A MINIMUM OF FOUR ON THAT ONE IS BECAUSE THERE'S MORE OPERATIONS THAT HAVE TO TAKE PLACE ON A TRUCK COMPANY. ENGINE THREE THE MINIMUM IS THREE. THE AMBULANCES ARE TWO ON EACH OF THOSE. SO THAT GETS YOU TO THAT TOTAL 15 TO 17 ASSEMBLY IF ALL CREWS ARE AVAILABLE AND WE HAVE TO LEAVE AN AMBULANCE BACK FOR THAT NEXT CALL. SO I WANT US TO BE DATA DRIVEN AND UNIT HOUR UTILIZATION IS SOMETHING THAT'S INCREDIBLY IMPORTANT TO ME. AND THERE'S LOTS OF DATA ON WHERE YOU SHOULD BE FOR AMBULANCES. THERE'S NOT A LOT OF DATA ON WHERE YOU SHOULD BE FOR FIRE COMPANIES. I'M STARTING TO SEE MORE. I BASE THIS OFF OF DOING SOME RESEARCH ON SOME OTHER POLICIES THAT ARE OUT THERE BASED ON FIRE TRUCK RELIABILITY. AND THE REASON WHY IT'S SO MUCH LOWER IS THE AMBULANCES ARE WHAT'S TAKING CARE OF THE MAJORITY OF THE WORK THROUGHOUT THE DAY. SO THEY'RE COMING AND GOING, COMING AND GOING, AND WE'RE ABLE TO DUAL ROLE THEM, RIGHT. SO THAT'S THE RIGHT PLACE TO BE WITH THEM. SO THAT 30% IS WHERE THEY'RE MAXED OUT. AND WE'VE BEEN WATCHING THAT VERY CLOSELY, AS YOU CAN SEE HERE BEFORE PUTTING THE THIS IS FOR 2025 AND THIS IS FOR A WHOLE YEAR. [01:20:02] SO THEY GAIN A LOT OF GROUND OVERNIGHT WHEN THEY'RE NOT BUSY. SO, YOU KNOW, OUR PEAK TIMES ARE 8 A.M. TO 8 P.M.. SO DURING THAT TIME FRAME, THE UNIT HOUR UTILIZATION IS EVEN HIGHER THAN THIS. SO THIS IS AN AVERAGE OVER THE WHOLE YEAR OF WHAT WE'RE LOOKING AT HERE. SO AS YOU CAN SEE MEDIC ONE IS HITTING THAT 25%. IT'S AT THAT ACTION THRESHOLD. WE'VE TAKEN THAT ACTION. WE'VE ADDED A PEAK TIME AMBULANCE, AND THAT'S HELPING WITH THAT AS WE MOVE FORWARD. NOW WITH WITH FIRE ENGINES, YOU NEED THEM TO BE MORE AVAILABLE, MORE TIME FOR THE HIGHER RISK TYPE CALLS TO BE ABLE TO PROPERLY ASSEMBLE. AND WHENEVER I'M TALKING ABOUT THAT, I'M TALKING ABOUT FIRES, BUT I'M ALSO TALKING ABOUT EMS CALLS. THESE FIRE TRUCKS ALSO STILL GO TO EMS CALLS, AND THEY NEED TO BE ABLE TO ASSEMBLE FOR THOSE. SO THEY NEED TO BE MORE AVAILABLE WHEN ALL OF OUR AMBULANCES ARE BUSY, SO THEY CAN SHOW UP AND IMMEDIATELY TAKE CARE OF A HIGH RISK LIKE CARDIAC ARREST OR SOMETHING LIKE THAT. BUT THEY ALSO NEED TO BE LESS AVAILABLE THAN OR I'M SORRY, MORE AVAILABLE THAN THE AMBULANCES ARE SO THAT THEY CAN PROPERLY ASSEMBLE. AND SO THAT'S WHERE THE 10% STARTS TO COME IN FOR THEIR THRESHOLD. THAT SEEMS TO BE THE WAY THE INDUSTRY IS GOING FOR BEST PRACTICES. I'M STARTING TO SEE A LOT OF POLICIES OUT THERE AROUND THAT. UNIT HOUR UTILIZATION REALLY STARTED OUT ABOUT AMBULANCES AND NOW IT'S STARTING TO MORPH INTO THE FIRE WORLD. SO IT'S FIRE GROUND ASSEMBLY. IT'S NOT JUST ABOUT THE FIRST UNIT ARRIVING, IT'S ABOUT ASSEMBLING ENOUGH PERSONNEL TO DO THOSE CRITICAL TASKS. AND THESE ARE SOME OF THE CRITICAL TASKS THAT WE'RE TALKING ABOUT. AND YOU WANT TO BE ABLE TO DO THESE SIMULTANEOUSLY NOT SEQUENTIAL. SO SET UP COMMAND SET UP WATER SUPPLY FORCIBLE ENTRY, START YOUR FIRE ATTACK SEARCH AND RESCUE LADDERING THE BUILDING VENTILATION. PLUS WE FALL UNDER STATE LAW THAT REQUIRES FOR EVERYONE THAT'S INSIDE WE HAVE A TWO IN, TWO OUT RULE. SO I HAVE TO HAVE ENOUGH PEOPLE OUTSIDE THAT CAN GO IN AND AFFECT A RESCUE ON THE FIREFIGHTERS IF THEY GO DOWN AS WELL. AND THAT IS A STATE LAW. THAT'S NOT AN OPTION. THAT IS A STATE LAW THAT'S IN PLACE. AND THESE ARE NOT CASEY'S RECOMMENDATIONS. THESE ARE PEER REVIEWED FROM THE NATIONAL INSTITUTE OF STANDARDS AND TECHNOLOGIES. AND BASICALLY THE BIG TAKEAWAYS IS LARGER PROPERLY STAFFED CREWS PERFORM TASKS FASTER, OBVIOUSLY SIMULTANEOUSLY, NOT SEQUENTIAL. SMALLER CREWS ARE MORE SEQUENTIAL IN ORDER OF WHAT THEY CAN DO. SO IF YOU'RE HAVING A LOT OF EFFORT TO GET WATER SUPPLY SET UP AND SET UP COMMAND AND DO FORCIBLE ENTRY, THEN YOU MISS YOUR WINDOW OF OPPORTUNITY TO BE ABLE TO GET IN AND TURN THE FIRE OR AFFECT THE RESCUE. SO THIS IS JUST AN INFOGRAPHIC OF BASICALLY KIND OF SHOWING YOU ALL OF THOSE DIFFERENT POSITIONS THAT I KIND OF JUST WALKED THROUGH. THINK ABOUT ALL OF THESE THINGS NEEDING TO HAPPEN IN A VERY QUICK TIME FRAME LIKE THAT, A TEN MINUTE WINDOW OF WHAT WE'RE TRYING TO DO. SO WE NEED TO GET THERE IN EIGHT MINUTES. WE GOT TO GET TO WORK IMMEDIATELY AND IF WE'RE GOING TO DO SOMETHING IT'S IN THOSE PRECIOUS MINUTES RIGHT AFTER WE GET THERE AND FULLY ASSEMBLE. SO EMS RESPONSE IS JUST AS IMPORTANT. LIKE I WAS TELLING YOU BEFORE, EVERY FIREFIGHTER IN OUR SYSTEM IS EMS CERTIFIED AND CAPABLE OF DELIVERING CARE. IT'S JUST AS IMPORTANT FOR THOSE FIRE APPARATUS TO BE ABLE TO RESPOND TO THESE EMS CALLS. SO A CARDIAC ARREST WHEN WE'RE DOING CPR ON SOMEONE, A TWO PERSON CREW ON AN AMBULANCE CAN'T TAKE CARE OF THAT CALL BY THEMSELVES. THEY NEED ALL OF, JUST THINK ABOUT WHENEVER YOU GO INTO THE EMERGENCY ROOM AND YOU HAVE ALL OF THOSE NURSES AND DOCTORS THAT COME INTO THE ROOM TO TAKE CARE OF SOMEONE. WE HAVE TO SHOW UP AND DO THE SAME THING ON SCENE. AND WE USE THE STAFF FROM THE FIREFIGHTERS TO SUPPLEMENT THAT WITH THE AMBULANCE. SO A CARDIAC ARREST REQUIRES MULTIPLE CRITICAL INTERVENTIONS TO TAKE CARE OF SIMULTANEOUSLY, NOT SEQUENTIAL. RIGHT. WE STILL HAVE TO SET UP COMMAND ON THOSE CALLS. WE HAVE TO PROVIDE HIGH QUALITY CHEST COMPRESSIONS. WE HAVE TO START WITH OUR AIRWAY MANAGEMENT. WE HAVE TO GET A DEFIBRILLATOR PLACED ON THE PATIENT. WE HAVE TO START ADMINISTERING OUR ALS CARE, DOING RHYTHM CHECKS, SCENE COORDINATION ON HOW WE'RE GOING TO TRANSPORT. AND AGAIN, THESE ARE NOT MY RECOMMENDATIONS. THESE ARE FROM THE AMERICAN HEART ASSOCIATION. AND THEY'RE EMPHASIZING WE WANT TO MINIMIZE OUR INTERRUPTIONS ON CHEST COMPRESSIONS. SO THAT'S WHY WE NEED ENOUGH PEOPLE THERE TO BE ABLE TO DO ALL OF THAT CARE. EARLY DEFIBRILLATION AND COORDINATED TEAM BASED CARE. HIGH PERFORMING RESUSCITATION RELIES ON THIS TEAM BASED APPROACH. THESE SIMULTANEOUS INTERVENTIONS, NOT SEQUENTIAL. SO AGAIN, I KNOW WE'VE TALKED ABOUT THIS SEVERAL TIMES, BUT THAT TEN MINUTE WINDOW OF LIFE AND DEATH TRULY MATTERS. AND THAT'S WHERE ALL OF THESE RECOMMENDATIONS COME FROM, THAT IF YOU'RE GOING TO BE ABLE TO GET THERE AND AFFECT THESE, YOU'VE GOT TO BE ABLE TO DO IT IN THAT TEN MINUTE WINDOW. AND SO THIS IS JUST A QUICK REVIEW OF, YOU KNOW, THE FIRE STARTS IN A ROOM AND WITHIN TEN MINUTES IT'S ALREADY FLASHED IN. ANY CHANCE OF LIFE HAS BEEN LOST. AND SAME THING WITH A CARDIAC ARREST, THE DOWNTIME, BY THE TIME THEY GET TO TEN MINUTES, THEY'VE LOST ANY CHANCE OF SURVIVABILITY. IF WE'RE NOT ASSEMBLED AND ABLE TO START THAT CARE IN THAT TIME FRAME. SO JUST A REAL QUICK REMINDER, YOU KNOW, THE ISSUE HAS TO START, RIGHT? THE FIRE, THE CARDIAC ARREST, WHATEVER, HAPPENS, THEN THEY HAVE TO RECOGNIZE IT AND CALL 911 AND ALARM NEEDS TO BE ABLE TO HANDLE THAT CALL [01:25:07] WITHIN 60 SECONDS. SO THEY NEED TO RECOGNIZE WHAT'S GOING ON. HIT THE G2 FOR THE CREWS TO START RESPONDING TO THAT CALL WHILE THEY'RE GETTING MORE INFORMATION. THE CREW FOR A FIRE. HAVE A MINUTE? THIS IS A MINUTE 30, BUT REALLY IT'S A MINUTE AND 20S TO GET READY AND GET DRIVING DOWN THE ROAD, WHETHER IT'S 2:00 IN THE MORNING OR 2:00 IN THE AFTERNOON, THEY HAVE TO GET IN THAT TRUCK AND GET GOING DOWN THE ROAD. YOU SHOULD BE ABLE TO DO HAVE YOUR DRIVE TIME WITHIN FOUR MINUTES. THAT'S WHAT NFPA 1710 SAYS TO BE IN THIS WINDOW. NOW AGAIN, THAT'S IN PURSUIT OF WE CAN'T MAKE IT. WE CAN'T HAVE DRIVE TIME TO OUR ENTIRE DISTRICT WITHIN FOUR MINUTES. WE HAVE TO BE STRATEGIC OF WHERE WE PUT OUR RESOURCES. SECOND ON ENGINE COMPANY SHOULD BE ABLE TO BE THERE IN SIX MINUTES AND THEN FULLY ASSEMBLED EIGHT MINUTES AFTER THAT. SO THAT'S WHERE YOU GET TO YOUR FULL TEN MINUTE WINDOW TO GET ALL 17 FIREFIGHTERS ON SCENE TO, FOR A REGULAR RESIDENTIAL STRUCTURE FIRE, TO BE ABLE TO EFFECT A RESCUE OR TURN THAT FIRE. SO THE NIST STUDY ALSO FOCUSED ON FOUR PERSON CREWS. I TOLD YOU THAT OUR MINIMUM STAFFING IS THREE PERSON CREWS ON OUR ENGINE COMPANIES. AND WHAT THEY WALKED AWAY WITH IS THAT A FOUR PERSON CREW CAN WORK FASTER 25 TO 30% FASTER ON OVERALL TASKS VERSUS THREE, PERSONS THERE. AND THESE ARE THOSE KEY TASKS THAT THEY FIRE, ATTACK, SEARCH AND RESCUE, VENTILATION, LADDERING, ALL OF THOSE THINGS. HAVING THAT EXTRA PERSON THERE WITH EACH ENGINE COMPANY MAKES AN INCREDIBLE DIFFERENCE ON BEING ABLE TO DO THAT. FASTER TASK COMPLETION LEADS TO EARLIER WATER ON THE FIRE, FASTER VICTIM SEARCH AND IMPROVES OUR SURVIVAL OUTCOMES. SO ANY QUESTIONS ABOUT NFPA BEFORE I START WALKING THROUGH SOME OF THE NEXT PHASES OF THIS? OKAY, SO WHAT'S CURRENTLY IN THE CIP. AND I JUST WANTED TO BRING THIS BACK TO YOUR ATTENTION IS STATION FOUR DESIGN IS PLANNED IN 2028. 2029 IS WHEN WE WOULD BE PLANNED TO PAY FOR THE LADDER TOWER AND THE LADDER TRUCK, WHICH IS WHAT WE NEED. WE NEED TO ADD ANOTHER LADDER TRUCK TO OUR SYSTEM. AND THEN WE WOULD MOVE AN ENGINE COMPANY OUT TO STATION FOUR. AND SO THAT'S A 30 TO 36 MONTH LEAD TIME. SO THAT'S SOMETHING I'M GOING TO NEED TO COME BACK TO YOU SOONER RATHER THAN LATER TO MAKE SURE WE HAVE THAT HERE IN THAT TIME FRAME. BRUSH TRUCK IS EXPECTED IN 2029 WITH A 24 MONTH LEAD TIME. AND THEN 2030 IS WHEN CONSTRUCTION COULD BEGIN ON THE FIRE STATION. AND THEY EXPECT THAT TO BE AN 18 MONTH BUILD TIME. AND THOSE ARE THE DOLLARS ALLOCATED AT THIS MOMENT IN THE CIP. THERE'S ALSO A CONCURRENT NEEDS ALONG WITH THIS. SO I WANT TO MAKE SURE WE DON'T LOSE SIGHT OF THAT AS WE CONTINUE TO GROW AND ADD STAFF. YOU KNOW, WE HAVE TO STILL PROVIDE TRAINING. WE HAVE LOTS OF LOGISTICS OF, YOU KNOW, HIRING AND BUNKER GEAR AND WHERE EQUIPMENT IS AND BRINGING THAT THOSE ITEMS IN. SO RIGHT NOW, THE BIGGEST NEED IN ADMIN IS CHIEF WINES IS OUR TRAINING CHIEF, AND HE DOES AN INCREDIBLE JOB WITH THE RESOURCES THAT HE HAS, BUT HE'S WHAT I LIKE TO CALL A ONE MAN BAND. SO HE'S GOT TO HAVE VISION OVER THE WHOLE PROGRAM. HE'S GOT TO MANAGE IT. PLUS HE HAS TO GO OUT AND DO THE TRAINING AND IMPLEMENT IT, OR WE HAVE TO HIRE OVERTIME BACK TO COME IN AND DO, YOU KNOW, DO THE TRAINING, WHICH WE WILL ALWAYS HAVE A LITTLE BIT OF THAT. BUT WE STAFF IN THAT DIVISION TO HELP HIM IMPLEMENT THE TRAINING TO THE CREWS, ESPECIALLY WHENEVER WE'RE GETTING TO THE LEVEL AND THE NUMBER OF CREWS THAT WE HAVE. THAT'S A LOT OF ONGOING TRAINING, LOTS OF DIFFERENT TYPES OF TRAINING GOING ON A REGULAR BASIS. A CAPTAIN FOR ADMIN LOGISTICS, WE'VE CURRENTLY LOANED A CAPTAIN FROM OPERATIONS RIGHT NOW IN INTO ADMIN. SO CAPTAIN WHEAT IS THE PERSON FULFILLING THAT ROLE FOR US RIGHT NOW. AND HE'S WORKING ON THE NEW ENGINES THAT ARE COMING IN AND MAKING SURE THAT WE'VE GOT ALL THE EQUIPMENT THAT WE NEED FOR THEM. WE HAVE TO GO OUT INTO THE FIELD WITH THESE VENDORS AND, YOU KNOW, SPEC OUT WHERE ALL OF THIS EQUIPMENT IS GOING TO GO, ALL OF THOSE KIND OF THINGS. HE'S HELPING US ORDER BUNKER GEAR. HE'S HELPING US WITH OUR HIRING PROCESS. THERE'S ALL KINDS OF WORK IN THE BACKGROUND THAT GOES INTO EACH ONE OF THESE DIFFERENT DEALS YEAR OVER YEAR. HE'S HELPING WITH ALL OF THE EQUIPMENT FOR THE AMBULANCES, THINGS LIKE THAT. SO WE HAVE HIM OVER THERE WITH THAT. I KNOW WE'VE BROUGHT IN SEVERAL PACKAGES OVER THE PAST COUPLE OF YEARS TALKING ABOUT A DEPUTY EMERGENCY MANAGER, AND THAT'S STILL IMPORTANT TO US TO HAVE REDUNDANCY IN THAT OFFICE AS WELL. SO SOME OF THE IMMEDIATE RECOMMENDATIONS THAT I WANT TO TALK THROUGH WITH YOU ALL IS AS WE GO INTO THIS NEXT BUDGET YEAR, TALKING ABOUT MOVING THE AMBULANCE FROM A PEAK AMBULANCE TO A 24 HOUR AMBULANCE. THE AND IT'S NOT JUST ABOUT THE AMBULANCE BEING AVAILABLE 24 HOURS A DAY FOR EMS CALLS. [01:30:02] THAT'S IMPORTANT, AND THAT WILL HELP OUR UNIT HOUR UTILIZATION FOR SURE. THE PEAK AMBULANCE IS DOING A GREAT JOB RIGHT NOW. THAT'S WHEN WE'RE OUR BUSIEST AND IT'S DOING EXACTLY WHAT IT'S SUPPOSED TO DO. BUT WHAT WE'LL GET WITH A 24 HOUR AMBULANCE IS I'LL HAVE MORE FIREFIGHTERS, MORE AVAILABLE TO SHOW UP ON A FIRE WHEN WE HAVE THOSE HIGH RISK CALLS. SO THAT'S INCREDIBLY IMPORTANT TO US TO CONTINUE WITH OUR STAFFING PLAN WITH THAT. FIRE COMPANY DEPLOYMENT. WE NEED THAT ADDITIONAL FRONTLINE FIRE COMPANY AS I'VE BEEN DISCUSSING THROUGHOUT THIS, REGARDLESS OF OUR STATION FOUR CONSTRUCTION TIMELINE, AND REALLY THAT'S SUPPORTED BY OUR NFPA 1710 ASSEMBLY REQUIREMENTS THAT WE'RE TRYING TO HIT WITH THAT. AND THEN THAT ALSO TO BE ABLE TO ACCOMPLISH THAT, WE NEED TO ADD ANOTHER FIRE APPARATUS TO THE SYSTEM TO BE ABLE TO DO THAT. AND WE WILL DEFINITELY MAKE WORK WHAT WE HAVE AS WE'RE LEADING UP TO THAT FOR SURE, WITH RESERVE APPARATUS TO THE BEST OF OUR ABILITY. AND THEN STATION FOUR WOULD BE MY PREFERRED DELIVERY MODEL. BUT I UNDERSTAND, YOU KNOW, WE HAVE BIG DECISIONS AND BIG BUDGET CHALLENGES TO WORK THROUGH WITH THAT. BUT IF WE STAY ON OUR CURRENT TIMELINE WITH THAT, WE'LL BE ABLE TO GET THIS OTHER ENGINE COMPANY UP AND RUNNING AS WE'RE BUILDING TOWARDS THAT, BECAUSE I FULLY UNDERSTAND THAT WE CAN'T HIRE ALL OF THIS STAFFING OVERNIGHT. WE'VE GOT TO BUILD IN INTO THIS AS WE GO THROUGH IT. YOU KNOW, AND THAT WOULD ADD THAT PERMANENT WEST SIDE COVERAGE THAT WE NEED, HAVE OUR STATIONS STRATEGICALLY LOCATED THROUGHOUT, AND THAT ALIGNS WITH OUR LONG TERM GROWTH AND OUR DEPLOYMENT MODELS THAT WE HAVE FOR AN ADDITIONAL FIRE COMPANY, MINIMUM DAILY STAFFING, LIKE I SAID TODAY THAT WE'RE 17 TO 19. IF WE ADD THAT 24 HOUR AMBULANCE, THAT WOULD GO TO 19. AND THEN IF WE DEPLOY THE FOURTH FIRE APPARATUS, THAT WOULD GET US TO 23, THAT WOULD PUT US IN A MUCH BETTER SITUATION TO BE ABLE TO ASSEMBLE MORE OFTEN FOR FIRES AND OUR HIGH RISK EMS CALLS. BUT I'LL ENTERTAIN ANY QUESTIONS OR COMMENTS THAT YOU HAVE. AND THE FEEDBACK REALLY THAT WE'RE LOOKING FOR TODAY IS TO DISCUSS THE 24 HOUR AMBULANCE, THE TIMING OF AN ADDITIONAL FIRE COMPANY STATION FOUR CONSTRUCTION TIMELINE, THE PHASED HIRING APPROACH OF THE STAFF, AND THEN CIP TIMING FOR THE LADDER TRUCK AND THE BRUSH TRUCK. SO MAYOR AND COUNCIL THE ONLY THING I WOULD ADD TO THAT IS THAT AS WE'RE PREPARING TO GO TO THE BUDGET PROCESS, I WANT TO MAKE CLEAR YOU UNDERSTOOD THE STAFFING NEEDS FROM BOTH THE POLICE DEPARTMENT AND FIRE DEPARTMENT. AS WE LOOK BACK AT OUR COUNCIL RETREAT FROM FEBRUARY, THAT WAS ONE OF THE AREAS THAT THE COUNCIL EXPRESSLY WANTED TO PAY CLOSE ATTENTION TO AND HAVE A GOOD UNDERSTANDING OF THE STAFFING MODEL. SO I KNOW THIS IS WELL IN ADVANCE OF THE BUDGET. I HAVE NOT STARTED REALLY EVEN CONSIDERING WHICH SUPPLEMENTALS WE WOULD FUND. WE'RE JUST IN THE INITIAL REVIEW STAGES, BUT THIS IS A PHASED APPROACH TO WHAT CHIEF DAVIS IS ASKING FOR IN HIS BUDGETARY REQUIREMENTS. CASEY YOU KNOW, WE GIVE YOU ANYTHING IN THE WORLD, BUT WE GOT TO FIND THE MONEY FOR THIS. AND THAT'S THE BOTTOM LINE ON THIS. I DIDN'T FOLLOW EVERYTHING YOU SAID, BUT I KNOW THAT YOUR EFFICIENCY MINDED AND IT JUST COMES DOWN TO MONEY. I THINK I SPEAK PROBABLY FOR EVERYBODY UP HERE. SO. I DON'T KNOW WHAT WE'RE GOING TO DO AT STATION FOUR. I REALLY DON'T. I THINK THE ECONOMY IS GOING TO TURN AROUND AND WE'LL BE ABLE TO DO SOME OF THIS STUFF, BUT I APPRECIATE IT. ANYBODY ELSE? THANK YOU. THANK YOU. NEXT IS 9 [9.B. Receive a report, hold a discussion, and provide staff direction regarding Response Times and Staffing Projections. (Staff Contact: Billy J. Cordell, Chief of Police) ] B. RECEIVE A REPORT, HOLD A DISCUSSION AND PROVIDE STAFF DIRECTION REGARDING RESPONSE TIMES AND STAFF PROJECTIONS. STAFF CONTACT BILLY J. CORDELL, CHIEF OF POLICE. GOOD EVENING, MAYOR AND COUNCIL. BILLY CORDELL, CHIEF OF POLICE. I FIRST PRESENTED RESPONSE TIMES AND STAFFING PROJECTIONS TO THE PUBLIC SAFETY COMMITTEE ON APRIL 8TH, 2026. THE BEAT REALIGNMENT CONCEPT WAS FIRST PRESENTED TO CITY COUNCIL ON FEBRUARY THE 20TH, 2024, SO I INCLUDED A FEW SLIDES IN THIS AS REMINDERS TO REFRESH YOUR MEMORY ON THE BEAT'S. SO AN EVALUATION OF THE CURRENT POLICE RESPONSE MODEL WAS COMPLETED IN JANUARY OF 2024. WE ORGANIZED A BEAT REALIGNMENT COMMITTEE THAT'S 13 STAFF MEMBERS REPRESENTING ALL AREAS WITHIN THE DEPARTMENT THAT WAS VETTED AND SUPPORTED BY AT THAT TIME, WE HAD 90 SWORN. SO IT WAS VETTED AND SUPPORTED BY ALL 90 SWORN MEMBERS OF THE DEPARTMENT. WE'RE GOING TO KIND OF COMPARE AND TALK ABOUT THE DISTRICT MODEL. I'M GOING TO REFRESH YOUR MEMORY ON POLICE REPORTING AREAS OR PRA'S TALK ABOUT OUR BEAT MODEL THAT WE CREATED BACK IN 2018, I BELIEVE IT WAS. AND THEN THE DISTRICT VERSUS BEAT COMPARISON FOR CALLS FOR SERVICE. [01:35:02] AND THEN LOOK AT OUR RESPONSE TIMES. SO THIS IS THE FOUR DISTRICT MODEL THAT WE'RE CURRENTLY OPERATING UNDER. AND IT IS IT WAS ADOPTED BY THE DEPARTMENT IN 1985. IT DIVIDES OUR CITY INTO NORTH, SOUTH, EAST AND WEST. GROWTH WITHIN BURLESON AND THE ETJ HAS MADE THIS MODEL A VERY INEFFICIENT MODEL. AND THE CALL LOAD IS VERY DISPROPORTIONAL. SO IN 2018, THE DEPARTMENT I BROUGHT BEFORE THE DEPARTMENT, ALONG WITH IT AND GIS, AND WE BEGAN CREATING POLICE REPORTING AREAS OR PRAS FOR THE CITY. PRAS ARE SMALL GEOGRAPHICAL AREAS THAT SUBDIVIDE THE CITY FOR FUTURE GROWTH WITHOUT COMPROMISING THE STATISTICAL DATA. WE CAN PULL THAT FROM OUR PRAS. SO IF WE MOVE OUR FROM A FOUR DISTRICT MODEL TO BEAT MODELS, THEN WE PULL THE PRAS AND WE CAN GET OUR CRIME AND NOT LOSE A YEAR'S WORTH OF DATA. THERE ARE CURRENTLY OVER 400 PRAS WITHIN THE CITY. THIS IS THE EIGHT BEAT MODEL THAT WAS PROPOSED CRITERIA FOR THE BEAT DEVELOPMENT. WE LOOKED AT WANTING TO PROVIDE EQUITABLE SERVICE LEVELS TO THE COMMUNITY, EQUITABLE WORKLOAD FOR STAFF, AND IT ALSO ALLOWED FOR FUTURE GROWTH. BASED ON THIS CRITERIA AND SUPPORTED BY THE DATA A TOTAL OF EIGHT BEATS WERE FORMED. THE COMMITTEE MEMBERS PHYSICALLY DROVE THE BEAT TO DETERMINE HOW LONG IT WOULD TAKE TO PATROL THE AREA ON EACH ONE OF THE BEATS, AND THE COMMITTEE AGAIN PRESENTED THAT TO THE BEATS, TO ALL 90 SWORN MEMBERS OF THE DEPARTMENT WHO HAD INPUT. AND THEN WE MADE ADJUSTMENTS TO FINALIZE THE MODEL. THIS SLIDE COMPARES THE DISTRICT, WHICH IS ON THE LEFT GRAPHIC, TO THE BEAT, WHICH IS THE RIGHT GRAPHIC FOR CITIZEN INITIATED CALLS FOR SERVICES. AS YOU CAN SEE, THE DISTRICT MODEL ON THE LEFT IS DISPROPORTIONATE LEVEL OF CALLS FOR SERVICE, AND THE BEAT MAP IS MORE PROPORTIONAL. I'LL NOTE ON THAT GRAPHIC THE PURPLE REPRESENTS THE CHISHOLM SUMMIT AREA AND IT'S AT 7%. BUT WE KNOW AS THAT BUILDS OUT THAT WILL CONTINUE TO BALANCE OUT THAT WORKLOAD. THIS IS BASICALLY THE SAME THING FOR THE SELF-INITIATED CALLS IN THE FOUR DISTRICTS. AS YOU CAN SEE, AGAIN, THEY ARE DISPROPORTIONATE IN THEIR NUMBER OF CALLS THAT THEY'RE CALLING OUT ON IT. AGAIN, BALANCES OVER ON THE SELF-INITIATED AND THE 5% PURPLE THAT'S GOING TO BUILD OUT AND BALANCE AS WELL. SO LOOKING AT THE AVERAGE CURRENT RESPONSE TIMES, THIS DATA WAS PULLED DIRECTLY FROM OUR COMPUTER AIDED DISPATCH TABLES. OUR CRIME ANALYSTS EXCLUDED ANY CALLS WHICH WERE SELF-INITIATED OR MISSING ARRIVAL OR DISPATCH TIME CODES. THIS LEFT APPROXIMATELY 36,500 CALLS FOR ANALYSIS PURPOSES. SO VEHICLE STOPS TO GIVE YOU AN EXAMPLE, WE MAKE A TRAFFIC STOP THAT IS A ZERO RESPONSE TIME. WE CALL OUT ON IT AND WE'RE ALREADY ON THAT CALL. SO PUTTING THAT IN THERE SKEWS THE RESPONSE TIMES. AND WE DO NOT WANT TO DO THAT. SO NORTH PRIORITY ONE AS YOU CAN SEE. AND THAT'S OUR HIGHEST PRIORITY CALL. RESPONSE IS 5:35 THAT IS HIGHER THAN WHAT SOUTH SAYS. THE DENSE POPULATION AND HEAVY TRAFFIC DELAYS. OUR RESPONSE AS WE'RE TRYING TO GET THROUGH THE NORTH AREA NORTH HAD A TOTAL OF 278 PRIORITY ONE CALLS FOR SERVICE, AND THAT'S THE TIME FRAME SINCE APRIL 1ST, 2024, EAST IS THE HIGHEST PRIORITY RESPONSE TIME AT 7:04. AND I THINK WE ALL KNOW FM 917 VERY WELL. IT CONTRIBUTES TO RESPONSE TIMES. WE'RE TRYING TO CROSS THAT BRIDGE WHEN WE NEED TO GET OVER TO THE DOLLAR STORE. THE BEST, TEXAS BEST OR BACK TO JELLYSTONE. WEST HAD 84 PRIORITY ONE CALLS FOR SERVICE. THAT'S THE LEAST BECAUSE OF THE DEVELOPMENT OUT THERE HASN'T FULLY DEVELOPED. AND THEN SOUTH HAD 128. I'LL TALK A LITTLE BIT MORE ON THE CALLS FOR SERVICE IN A SUBSEQUENT SLIDE. SO THIS SLIDE SHOWS THE RESPONSE TIMES FROM DISTRICT TO DISTRICT. WE BASICALLY THE BLUE DOTS REPRESENT ABOUT THE MIDPOINT OF THE DISTRICTS ON THERE. THESE TIMES WERE TAKEN AT 5 P.M. TO GIVE US A PEAK TIMES TO GET FROM A TO B, AND AGAIN, WHEN YOU SEE YOU'RE GOING FROM THAT GREEN AREA TO THE NORTH ALL THE WAY DOWN TO BLUEBIRD MEADOWS, THAT'S A PRETTY SIGNIFICANT RESPONSE TIME DURING THAT TIME FRAME. WE CHANGED THIS UP TO BE ABLE TO DO THE SAME THING WITH THE BEAT MODELS AND THE THE GOAL IS TO HAVE EIGHT OFFICERS ON THE BEATS. YOU STILL HAVE A LONG DISTANCE COMING FROM THE THE GREEN AREA THAT GOES DOWN I-35 BACK OVER INTO THE BLUEBIRD MEADOWS OF THE DEEP WEST SIDE. IF YOU'RE GOING FROM THAT DIRECTION, THE GOAL IS TO HAVE THOSE BEATS STAFFED SO THAT YOU'RE NOT DRIVING ACROSS FROM SOUTH BACK TO THE FAR WEST SIDE CHANGES THE RESPONSE TIMES A LITTLE BIT. ALSO THAT'S TAKEN FROM 5 P.M. AS WELL DURING PEAK TRAFFIC. ALL RIGHT. I'M SPENDING A LITTLE BIT OF TIME ON THIS SIDE BECAUSE ON THIS SLIDE, BECAUSE OUR PUBLIC SAFETY COMMUNICATIONS, ALONG WITH OUR OFFICERS FOR QUITE SOME TIME, HAVE BEEN LOOKING AT HOW TO STREAMLINE SOME OF THE NATURE CODES AND THE CALL PRIORITY [01:40:04] REORGANIZATION. AS YOU KNOW, NATURE CODES, WHEN A CALL COMES IN, IT'S CATEGORIZED UNDER A PARTICULAR CATEGORY. THEY PULL IT UP SO THEY CAN THEY CAN ASK THE QUESTIONS THEY NEED TO ASK. AND WE HAD SOME OF THEM THAT WE NEEDED TO REFINE. SO LOOKING AT THE LEFT SIDE, ON APRIL 1, 2024, WE IMPLEMENTED A REALIGNMENT OF CALL PRIORITIES AND NATURE CODES TO A MORE STRAIGHTFORWARD SYSTEM. THEREFORE, ANALYSIS OF DATA BEFORE OR AFTER THIS DATE WILL NOT ALIGN. SO PRIORITY. THIS IS AN EXAMPLE OF A PRIORITY CHANGES. A SHOOTING ON MARCH 1, 2024 WOULD BE LABELED AS A PRIORITY P, BUT A SHOOTING ON APRIL 1ST IS NOW LABELED AS PRIORITY ONE. THE PRIORITY IS OVER ON THE RIGHT SIDE, WE SIMPLIFY THAT JUST GOING TO PRIORITY ONE IS OUR HIGHEST. PRIORITY TWO, THREE AND FOUR FALL IN UNDER THAT. NATURE CODE THIS IS AN EXAMPLE OF CHANGE OF A NATURE CODE. SO PRIOR TO MARCH 1, 2024, A PERSON HAVING A SUICIDAL THOUGHT WOULD HAVE BEEN DISPATCHED, A SUICIDAL PERSON WITH ONLY THE POLICE DEPARTMENT RESPONDING. THE SAME SITUATION HAPPENING ON APRIL 1ST, 2024 WOULD BE LABELED AS PSYCHIATRIC. THAT NOW COMES WITH THE FIRE DEPARTMENT AND A POLICE RESPONSE SO THAT WE CAN LOOK AT THE MEDICAL SIDE OF EVERYTHING. WHEN YOU LOOK AT THE RIGHT SIDE, THE COLOR CODED PRIORITY ONE, TWO, THREE, AND FOUR ANY CALL AT PRIORITY ONE IS ANY CALL REQUIRING AN IMMEDIATE POLICE RESPONSE TO STOP OR PREVENT A THREAT TO LIFE OR PROPERTY THIS WOULD BE A SHOOTING, A STABBING THREAT TO LIFE THAT'S ON THE SCENE. WE RUN THAT CALL WITH LIGHTS AND SIRENS TO GET THERE AS QUICK AS WE CAN. PRIORITY TWO EXAMPLES OF THAT WOULD BE DISTURBANCES WHERE NO WEAPONS ARE FOUND, BURGLARIES THAT JUST OCCURRED. WE DO NOT RUN LIGHTS AND SIREN TO THAT CALL. PRIORITY THREE EXAMPLE IS YOU WAKE UP AND YOUR CAR IS BROKEN INTO. THERE'S NO SUSPECT, THERE'S NO WITNESSES, ANYTHING LIKE THAT OUR PHONE CALL INVESTIGATION, OR SOMEBODY SHOWS UP IN OUR LOBBY JUST TO MAKE A REPORT. AND THEN OUR PRIORITY FOUR THIS IS A REPORT, MAYBE A CALL FOR INSURANCE PURPOSES, INFORMATION REPORTS, SPECIAL EVENTS, OUR COMMUNITY RESOURCE ACTIVITIES, THINGS THAT DO NOT GET REPORTED TO THE FBI FOR NIBRS REPORTING. AND THEN YOU TALK ABOUT THE WHOLE TIMES THERE, THE PRIORITY ONE, WE OUR GOAL IS TO DISPATCH THAT WITHIN ONE MINUTE. AND THEN PRIORITY TWO AND THREE AND FOUR, PRIORITY FOUR, NO EXPECTATION SINCE IT'S SELF INITIATED OR IT'S A DISPATCH ONLY. ALL RIGHT. THIS GIVES YOU AN EXAMPLE OF SOME OF THE CALLS FOR SERVICE BY YEAR. WE'RE GOING FROM 2021 TO 2025 ON THE BOTTOM OF THE SLIDE, THE LEFT GRAPHIC REPRESENTS OUR SELF-INITIATED CALLS. THESE ARE OUR OFFICERS CALLING OUT ON CALLS, WHETHER IT BE AN INVESTIGATION, MAYBE IT'S A TRAFFIC STOP OR A SUSPICIOUS PERSON. AND THEN THE RIGHT SIDE THAT IS OUR ACTUAL CITIZEN 911 CALLS FOR SERVICE WHERE WE RESPOND. SO IN 2021, WE HAD 35,939 SELF-INITIATED CALLS OUTLINED IN THE BLUE GRAPH ON THE LEFT SIDE. AND I NOTE THAT THAT DROPPED IN 2025 BY OVER 12,000 CALLS FOR SERVICE. AND I'M GOING TO SPEAK MORE TO THAT ON THE NEXT SLIDE. SO THE DIFFERENCE THERE IS CONSIDERABLE BETWEEN 2021 AND 2025. THE AVERAGE CITIZEN INITIATED CALLS FOR SERVICE HAVE REMAINED CONSISTENT OVER THE PAST FIVE YEARS. ALL RIGHT. SO LOOKING AT THE STAFFING MODELS THIS IS WHERE WE'RE GOING TO TALK ABOUT THE SELF-INITIATED PART OF IT. AS YOU RECALL, WE HAD THE MATRIX STUDY COMPLETED A WHILE BACK. SO PRIOR TO THE MATRIX STUDY, PRIOR TO THE CURRENT RECOMMENDED MODELS, WE HAD THE NUMBER OF OFFICERS PER CAPITA. SO THAT WAS THE FBI NUMBERS. YOU ASPIRED TO HAVE TWO OFFICERS PER 1000 CITIZENS TO BE ABLE TO ANSWER YOUR CALLS FOR SERVICE. AND THEN THE COUNT OF UCR OFFENSES, HOW MANY CRIMES ARE WE HAVING? AND MINIMUM STAFFING LEVELS WERE CREATED BASED ON THAT. THOSE ARE VERY OUTDATED MODELS. NOW WE ARE WE'RE LOOKING AT WORKLOAD BASE OR COVERAGE BASED MODELS. AND THAT'S WHAT WAS DONE BY MATRIX. SO WORKLOAD BASED MODELS LOOK AT HOW MUCH COMMITTED TIME OFFICERS HAVE. AND THEN THEY LOOK AT THE RECOMMENDED AMOUNT OF UNCOMMITTED OR PROACTIVE TIME THAT IS IDEAL. SO FOR EXAMPLE, IF WE'RE ON A CITIZEN INITIATED CALL FOR SERVICE THAT IS COMMITTED TIME, WE ARE GOING OUT THERE TO ANSWER THAT CALL, WHETHER IT'S A BURGLARY, ROBBERY, WHATEVER IT IS THAT'S COMMITTED TIME. MATRIX CONSULTING GROUP EXAMINED OUR WORKLOADS AND BELIEVE THAT BPD SHOULD TARGET A LEVEL OF 45% PER OFFICER FOR NON COMMITTED TIME SO THAT EACH OFFICER CAN PROACTIVELY PATROL THEIR BEATS IN AN EFFORT TO PREVENT CRIME, I.E., SELF-INITIATED CALLS FOR SERVICE, BEING OUT THERE AND LOOKING FOR THE PERSON THAT'S BEHIND THAT BUILDING OR LOOKING FOR THE SUSPICIOUS VEHICLE THE STOLEN CAR. IF YOU STOP BASED ONLY ON THE AMOUNT OF TIME NEEDED TO RESPOND TO CITIZEN CALLS, YOU LEAVE NO TIME PREVENTION EFFORTS IN TRYING TO SOLVE CRIMES. SO BASICALLY, THIS IS WHEN WE ARE AT OUR MINIMUM STAFFING, WHICH IS A GREAT DEAL OF TIME. THAT LEAVES US WITH NO PREVENTIVE PATROL TIME. [01:45:03] AND MATRIX ALSO TOOK INTO CONSIDERATION VACANCIES, ESPECIALLY WHEN YOU'RE TALKING ABOUT PATROL OR OPERATIONS BUREAU. CONSIDERATION OF VACANCIES FOR BECAUSE WE'RE ALWAYS GOING TO HAVE TURNOVER FML SITUATIONS, TRAINING WHEN WE HAVE TO GO OUT AND WE DO TRAINING. AND THEY RECOMMENDED ADDING FOUR IMMEDIATE OFFICERS BACK AFTER THE STUDY WAS COMPLETED. I'LL JUST GIVE YOU AN EXAMPLE OF CRIME REPORTS BY DISTRICT. SO AGAIN, WE'RE, WE'RE LOOKING AT THESE ARE THE NIBRS REPORTING, WHICH IS THE NATIONAL INCIDENT-BASED REPORTING SYSTEM TO THE FBI. SO THE CRIMES AGAINST PERSON DENOTED IN RED, THAT'S MURDER, SEXUAL ASSAULT, ASSAULT, KIDNAPING, OR SOME OF THE EXAMPLES OF THOSE CRIMES. CRIMES AGAINST PROPERTY DENOTED IN BLUE THAT'S ROBBERIES, BURGLARY THEFT FRAUD VANDALISM. I NOTE THAT ROBBERIES UNDER THE OLD UCR SYSTEM WERE CRIMES AGAINST PERSONS, BUT THEY UNDER NIBRS, THEY SWITCH THAT OVER TO PROPERTY CRIMES BECAUSE THE END RESULT WAS TO STEAL PROPERTY FROM SOMEBODY. CRIMES AGAINST SOCIETY DENOTED IN GREEN. THESE ARE DRUG OFFENSES, OBSCENE MATERIAL, WEAPON LAW VIOLATIONS AND ANIMAL CRUELTY TYPE CALLS. AND I NOTE THAT IN SOME OF THOSE CASES, WE WANT THOSE GOING UP DRUG OFFENSES. THAT'S PROACTIVE WORK, US GETTING OUT AND GETTING PEOPLE WITH NARCOTICS OFF THE STREETS, WEAPON LAW VIOLATIONS, SAME THING. SO IT'S NOT A BAD THING WHEN WE SEE THOSE ELEVATE. GROUP B DENOTED IN PURPLE, THAT'S DISORDERLY CONDUCT DWI, WHICH IS ANOTHER PROACTIVE OFFENSE THAT WE WANT TO TAKE INTOXICATED DRIVERS OFF THE STREET. NONVIOLENT FAMILY OFFENSES AND THEN FINALLY NON-REPORTABLE TO NIBRS THAT'S THE BEIGE COLOR THAT YOU SEE MOST OF THE OFFENSES UP THERE. THAT IS THINGS LIKE THINGS LIKE CITY ORDINANCE VIOLATIONS OR INFORMATION ONLY THEIR INSURANCE COMPANY MAY DO AN INFORMATION ONLY REPORT WHERE WE HAVE DOCUMENTATION OF IT. RUNAWAY REPORTS. RUNAWAYS ARE NOT REPORTED TO NIBRS OR THE FBI. SO THEY FALL IN THIS CATEGORY FOR HOW WE CATEGORIZE THOSE TYPE OFFENSES. ALL RIGHT. WE'RE GOING TO START LOOKING AT PERSONNEL NOW OPERATIONS THAT'S OUR PATROL OFFICERS AND OUR SRT. THEY MAKE UP APPROXIMATELY 61% OF THE POLICE DEPARTMENT'S SWORN PERSONNEL. THE NUMBERS ARE THERE WITH OPERATIONS AT 56. YOU'VE GOT SUPPORT THAT'S OUR DETECTIVES, OUR SROS, OUR COMMUNITY RESOURCE OFFICERS ARE 33 THERE. TECHNICAL SERVICES IS ONE THAT IS CAPTAIN ROBERTSON, WHO IS SUPERVISING COMMUNICATIONS AND RECORDS, WHICH ARE ALL PROFESSIONAL STAFF MEMBERS. HE'S THE ONLY SWORN IN THAT BUREAU. AND THAT ADMINISTRATION THAT IS DEPUTY SANDIFER AND MYSELF, THE OTHER CAPTAINS AND LIEUTENANTS THAT ARE IN THE OTHER BUREAUS ARE COUNTED WITHIN THE NUMBERS THAT YOU'RE SEEING ON THE SCREEN. ALL RIGHT. THIS BREAKS IT DOWN A LITTLE BIT MORE. AND I'LL NOTE THERE'S SOME CHANGES ALREADY BECAUSE IT HAPPENS VERY QUICKLY. SO AGAIN TOTAL AUTHORIZED SWORN OF 92 BY DIVISION. WE JUST WENT OVER THOSE NUMBERS. SO OPERATIONS BUREAU PERSONNEL IN THE MIDDLE THERE CAPTAIN ONE TWO LIEUTENANTS. THERE'S 42 PATROL OFFICERS. OUR SRT, OUR STRATEGIC RESPONSE TIME IS SIX OFFICERS WHEN FULLY STAFFED. AND THESE ARE ALL AUTHORIZED. THAT DOESN'T MEAN ALL OF THESE POSITIONS ARE FULLY STAFFED AT THIS TIME. TRAFFIC HAS FIVE. CURRENT VACANCIES, WE HAVE TWO TRUE VACANCIES. WE'VE GOT TWO THAT ARE IN BACKGROUNDS RIGHT NOW. IF WE GET THEM HIRED, THEN WE'LL BE ABLE TO SEND THEM TO A JUNE ACADEMY AT HILL COLLEGE. WE HAVE FOUR IN FIELD TRAINING. WE JUST HAD A COUPLE THAT WERE TURNED LOOSE. SO THAT'S FOUR IN FIELD TRAINING RIGHT NOW. AND THEN WE HAVE THREE THAT ARE IN THE ACADEMY. THEY GRADUATE ON JUNE 1ST. THEY'LL HAVE ABOUT A MONTH OF TIME TO GO THROUGH ALL OF OUR POLICIES, PROCEDURES AND LEARN THAT. AND THEN THEY'LL HIT FIELD TRAINING FOR THE NEXT FIVE AND A HALF MONTHS. THE FML AND MILITARY LEAVE THAT WENT UP BY ONE SATURDAY NIGHT. WE HAVE ANOTHER OFFICER THAT'S OUT ON FML, SO WE HAVE TWO ON FML AND TWO THAT HAVE BEEN DEPLOYED FOR QUITE SOME TIME NOW. AND THE SUPPORT BUREAU 33 TOTAL THAT'S OUR SROS, OUR DETECTIVES, THE TASK FORCE, WHICH IS THE STOP TASK FORCE. WE'RE SUPPOSED TO HAVE TWO ASSIGNED TO THAT. THERE'S ONE VACANCY THERE. AND THEN THE AUTO THEFT TASK FORCE, AND THAT'S OUR COMMUNITY RESOURCE OFFICERS THE SWORN ARE THREE. AND THEN COLIN GREGORY IS A PROFESSIONAL STAFF MEMBER. THERE'S THREE MARSHALS ASSIGNED ALSO. THE ONE VACANCY ON CID WAS FILLED TODAY, SO THEY WERE PULLED OUT OF PATROL AND THAT PARTICULAR POSITION WAS FILLED. ALL RIGHT. SO LET'S TALK ABOUT AUTHORIZED AND MINIMUM. WHEN YOU'RE LOOKING AT OUR PATROL OFFICERS AUTHORIZED STAFFING LEVELS PER PATROL SHIFT IS SEVEN OFFICERS, ONE OFFICER IN CHARGE AND ONE SERGEANT. AGAIN, THAT'S AUTHORIZED. THAT IS NOT MINIMUM. THE MINIMUM STAFFING BELOW THAT FOR PATROL IS FIVE OFFICERS AND ONE SUPERVISOR. SO ANY GIVEN TIME WE'VE GOT SIX OFFICERS PATROLLING THE ENTIRE CITY. AUTHORIZED STAFFING LEVELS FOR OUR POWER SHIFT IS FOUR OFFICERS AND ONE OIC THAT'S OFFICER IN CHARGE SERVES AS A SERGEANT WHEN THEY'RE NOT THERE AND ONE SERGEANT. [01:50:07] BUT THE MINIMUM STAFFING IS DOWN TO TWO OFFICERS AND ONE SUPERVISOR. THOSE ARE THE MINIMUM STANDARDS THAT WE WANT OUT ON THE STREET TO BE ABLE TO ANSWER OUR CALLS FOR SERVICE. I DO NOTE THAT POWER SHIFT OFFICERS, WE ONLY HAVE ONE GROUP OF POWER SHIFT OFFICERS. TONIGHT, WE'RE GOING TO BE TRYING TO IMPLEMENT AND RECOMMENDING THAT WE PUT IN THE SECOND GROUP OF POWER SHIFT OFFICERS SO WE CAN PUT SEVEN DAYS A WEEK AT PEAK TIMES IS WHEN WE'LL BE ABLE TO DEPLOY THOSE OFFICERS, AND THAT WILL HELP US OUT AS A STOP GAP. AND I'LL TALK ABOUT THAT ON THE NEXT SLIDE. BUT WE HAD TO PULL THOSE POWER SHIFT OFFICERS AND REDEPLOY THEM TO PATROL TO FILL VACANCIES SO THAT WE CAN ADEQUATELY STAFF ACCORDING TO WHAT OUR MINIMUM IS. THIS IS A VERY BUSY SLIDE, AND I CAN WALK YOU THROUGH IT, BUT THERE'S A LOT GOING ON HERE. SO AGAIN, THIS IS NOT FULLY IMPLEMENTING ALL EIGHT BEATS FOR 24 OVER SEVEN OPERATION. THIS IS TRYING TO GET US TO A POINT WHERE WE CAN COVER THE PEAK CALL LOADS AND THEN CONTINUE BUILDING OUT SO WE CAN GET TO THE FULL DEPLOYMENT AND COVER EIGHT BEATS. SO AGAIN, THE. BLACK SILHOUETTES, THOSE ARE AUTHORIZED. POSITION THE BLUE AND YOU SEE ONE ON EACH OF THE DAYS A AND B AND THE NIGHTS A AND B, THOSE ARE THE FOUR OFFICERS THAT MATRIX RECOMMENDED THAT WE GET TO BE ABLE TO COVER FML AND, AND TRAINING AND OTHER ISSUES THAT USUALLY COMES OUT OF PATROL. THE TOP RIGHT, JUST GOING THROUGH THAT, THAT'S THE PERSONNEL REQUEST. AND I'LL KIND OF WALK YOU THROUGH WHAT WE'RE LOOKING FOR SO THAT WE HAVE A SERGEANT IN TRAFFIC RIGHT NOW. BUT THAT'S BECAUSE WE HAD TO REASSIGN ALL OF THE PATROL OFFICERS ON THE POWER SHIFT BACK TO PATROL. SO WE'RE USING HIM OVER IN TRAFFIC. WE'VE GOT FOUR AUTHORIZED TRAFFIC OFFICERS MOTORS. WE ONLY HAVE ONE OF THOSE THAT'S FILLED RIGHT NOW BECAUSE WE'RE BACKFILLING PATROL. AND HE IS ALSO MOTOR CERTIFIED. SO HE IS A TRAFFIC OFFICER. WE WOULD LIKE TO BACKFILL THAT AND KEEP THAT TRAFFIC SERGEANT IN PLACE BECAUSE THEY'RE OVER OUR ACCIDENT INVESTIGATION. SO WE HAVE A FATALITY ACCIDENT, THINGS LIKE THAT. THEY'RE THE ONES THAT ORGANIZE AND COORDINATE ALL OF THAT. WE NEED ONE OIC THAT WOULD GO ON THAT POWER SHIFT BEAT YOU SEE ALL THE RED THAT'S THE SHIFT THAT'S NOT STOOD UP. BUT YOU SEE THE SERGEANT THERE, THE BLACK SILHOUETTE WHEN WE FIRST STARTED IMPLEMENTING, WE WENT AHEAD AND HIRED THE SERGEANT BECAUSE WE WANTED HIRED OFFICERS FIRST. SO WE'VE GOT THAT SERGEANT REDEPLOYED. SO WE DON'T NEED A SERGEANT ON EACH OF THE POWER SHIFTS. AND THEN WE WOULD ASK FOR EIGHT TOTAL OFFICERS, FOUR OFFICERS ON POWER SHIFT B THE RED SILHOUETTES, AND THEN THE FOUR OFFICERS THAT ARE OUTLINED IN BLUE SILHOUETTES. THAT'S THE MATRIX OVERAGE TO BE ABLE TO EXPAND US AGAIN, THAT WOULD THAT WOULD PUT US THE DAYS A AND B SHIFTS ARE 6A TO 6P NIGHTS SHIFT, A AND B ARE 6P TO 6A. AND THEN WE WOULD RUN POWER SHIFT FROM 2 P.M. TO 8 P.M., I'M SORRY, TO 2 A.M., AND THAT WOULD GIVE US SUBSTANTIALLY MORE OFFICERS ON THAT SHIFT. WITH THAT, I'M GLAD TO ANSWER ANY QUESTIONS THAT YOU MIGHT HAVE. IS THAT OKAY? OKAY. FIRST I'M GOING TO I WANT TO SAY THE SAME THING THAT THE MAYOR SAID A MINUTE AGO. I WOULD LOVE TO JUST SAY YES, GO GET ALL OF YOUR OFFICERS. BUT WE GOT TO FIGURE OUT HOW WE'RE GOING TO PAY FOR IT. I UNDERSTAND. BUT I DO WANT TO SAY THAT THIS PAST WEEKEND, AND I JUST HEAVILY NOTICED IT. I APPRECIATED SEEING SO MANY TRAFFIC OFFICERS OUT. I DON'T KNOW WHAT THE TICKET COUNT WAS, BUT THEY WERE BUSY THIS WEEKEND ON THE SOUTH END OF TOWN AND IT WAS MUCH APPRECIATED. THANK YOU. I KNOW WE'VE BEEN WE GET A LOT OF CALLS ABOUT HIGH SPEED TRACK TRAFFIC GOING THROUGH ALL THE NEIGHBORHOODS. THIS WEEKEND. THEY WERE WORKING. THANK YOU. IT MAY NOT BE THE MOST EXCITING PART OF YOUR JOB, BUT I DO FEEL LIKE IT'S NECESSARY. ABSOLUTELY. SO. THANK YOU. YOU IMPRESS ME EVERY DAY. ALL YOUR GUYS? ABSOLUTELY. BUT, YOU KNOW, HOPEFULLY SOMEONE WILL DROP US A BUCKET FULL OF MONEY SO WE CAN GET YOU THIS STUFF. I DON'T SEE THAT HAPPENING ANYTIME SOON. WHERE IS THAT MONEY TREE AT? I DON'T KNOW WHERE THAT MONEY TREE IS, BUT APPRECIATE YOU, CHIEF, I REALLY DO. ANYBODY ELSE? THAT WAS A VERY GOOD PRESENTATION, BOTH OF YOU. APPRECIATE IT. AND I DON'T WANT TO SIT HERE AND PRETEND I'M DOING THE CITY MANAGER'S JOB. SO ALL OF THIS WILL GO THROUGH THE CITY MANAGER FIRST BEFORE IT COMES TO US IN BUDGET TIME. AND IT MAY OR MAY NOT BE REDUCED. WANTS AND NEEDS WILL BE CALLED OUT. SO AT THAT POINT, THEN WE'LL GET A CHANCE TO GIVE OUR DECISION ON IT. BUT UNTIL THEN, WE'LL WAIT TO HEAR FROM THE CITY MANAGER. [01:55:04] I HAVE A QUESTION ABOUT. CHIEF I KIND OF HUNG ON ONE OF THE SLIDES THAT COMPARED HOW SELF-INITIATED CALLS HAVE DECLINED IN THE PERIOD BETWEEN 2021 AND 2025, WHILE CITIZEN INITIATED CALLS ACTUALLY INCREASED SLIGHTLY. THE DECLINE WAS A MATTER OF ABOUT 25% BETWEEN 21 AND 25. DO YOU PERCEIVE THAT THE REASON FOR THIS DECLINE IS THAT THE INCREASE IN CITIZEN INITIATED CALLS, JUST TIED UP TO TIMES OF THE OFFICERS, MORE. HAD WE HAD MORE STAFF, WOULD WE HAVE INITIATED MORE CALLS? SELF INITIATED? YES. SO, YOU KNOW THE INCREASE AND IT'S NOT A SUBSTANTIAL INCREASE, BUT THE CALLS FOR SERVICE CERTAINLY INCREASED DURING THAT TIME. THAT'S GOING TO BE OUR HIGHEST PRIORITY CALL THAT WE ANSWER EVERY SINGLE DAY. THAT IS OUR BREAD AND BUTTER. IF WE CAN'T DO ANYTHING ELSE, WE'RE ANSWERING OUR CITIZEN INITIATED CALLS FOR SERVICE THROUGH PATROL OFFICERS. SO THAT'S WHY WE HAVE VACANCIES IN OUR MOTORS. THAT'S WHY, YOU KNOW, BACK DURING COVID, WE WERE PULLING PEOPLE OUT OF AND SHUTTING DOWN UNITS, SRT AND SO MANY OTHERS BECAUSE WE HAD TO ANSWER OUR CALLS FOR SERVICE. BUT, YOU KNOW, AS MATRIX SAID, SHOULD BE ABOUT WE SHOULD HAVE ENOUGH OFFICERS TO BE ABLE TO TO SPEND 45% OF OUR TIME AND NOT COMMITTED. SO THAT'S PATROLLING THEIR BEATS. THAT'S WHY WE RODE THOSE BEATS AND SAID, OKAY, WE CAN WE CAN COVER THAT IN A SHIFT. THE MATRIX STUDY SAID BY 2028, WE SHOULD HAVE 105 SWORN PERSONNEL. THAT'S WHAT THE NUMBERS ARE ON MATRIX. AND WE KEEP GETTING FURTHER AND FURTHER BEHIND. SO WE'RE AT 92 NOW. YOU KNOW AGAIN THAT'S THE NON COMMITTED TIME IS WHAT WE'RE TRYING TO GET TO SO THAT WE'RE NOT JUST RUNNING FROM CALL TO CALL TO CALL BECAUSE THAT'S THE PROACTIVE WORK, THE TRAFFIC ENFORCEMENT THAT YOU SPOKE ABOUT, THAT IS US BEING ABLE TO GET OUT THERE AND BE VISIBLE IN OUR NEIGHBORHOODS. RIGHT. AND HANDLE, THINGS THAT WE NEED TO BE HANDLING AND THAT WE'RE JUST NOT CAPABLE OF DOING NOW. SO THANKS FOR THAT QUESTION. OKAY. AS FAR AS THE SLIDE WHERE YOU SHOW THE SILHOUETTES AND WHAT YOU WOULD ADD. IS THERE A PRIORITY LIKE WOULD YOU ADD? BECAUSE I AGREE AND I SAID THIS BACK WHEN YOU FIRST PRESENTED THE BEAT. LIKE THAT'S WHAT YOU WERE WORKING TOWARD THAT IT MAKES A BIG DIFFERENCE WHEN WE SEE WHEN WE HAVE THE PRESENCE THERE, IT AUTOMATICALLY SLOWS YOU DOWN BECAUSE YOU'RE LIKE, OH, WE'VE SEEN MORE OFFICERS ON THE ROAD. OR WHEN YOU SEE THEM IN THE NEIGHBORHOOD, IT'S JUST A SENSE OF, YES, YOU KNOW, THEY HAVE PRESENCE AND IT MEANS SOMETHING. AND SO DO YOU HAVE A RANK OF LIKE WHAT YOU WOULD FEEL FIRST? WOULD IT BE THOSE OFFICERS OR IS IT THE LEADERSHIP FIRST KIND OF WHAT'S YOUR TAKE ON WHO YOU WOULD TRY TO FILL OR THE POSITIONS THAT YOU WOULD TRY TO FILL FIRST? AND I BELIEVE I ANSWERED THAT IN PUBLIC SAFETY, SAYING THAT WE NEED THE FOUR MATRIX OFFICERS BECAUSE, YOU KNOW, WE JUST WE FILL THE VACANCY IN THE DETECTIVE OFFICE DUE TO PROMOTIONS. WE FILL THAT VACANCY THAT CAME OUT OF PATROL. THAT'S A PATROL OFFICER THAT NOW IS NOT IN A SPOT ON HERE AND THAT ADJUST OUR STAFFING. THE THOUGHT IN WHAT MATRIX SAID IN THAT STUDY WAS THAT WE NEED TO HAVE AN OVERAGE. I THINK IT WAS FIVE, 4 OR 5%, WHICH EQUATES TO THE FOUR OFFICERS FOUR PATROL STAFFING ONLY. THAT'S NOT THROUGHOUT THE DEPARTMENT. THAT'S JUST SO THAT WE CAN BACKFILL PATROL BECAUSE THAT'S WHERE OUR VACANCIES OCCUR. THAT'S WHERE IT TAKES THE LONGEST AMOUNT OF TIME TO GET AN OFFICER OUT OF THE ACADEMY. AND IT'S A YEAR. IF THEY'RE GOING TO THE ACADEMY, IT'S RIGHT AT A YEAR. BY THE TIME WE POST IT, GIVE THE TEST, GET THROUGH THE BACKGROUNDS, GET THEM HIRED, GET THEM INTO AN ACADEMY, GET THEM BACK OUT, GO THROUGH A MONTH, MONTH AND A HALF OF POLICY TRAINING THAT'S NOT TAUGHT IN ACADEMY, OUR ORDINANCE TRAINING, THINGS LIKE THAT. AND THEN TO ABOUT FIVE AND A HALF MONTHS, IF EVERYTHING GOES WELL, TO GET THEM TRAINED SO THAT THEY ARE SOLO STATUS. SO THEY ARE A CALL ANSWERING BODY. AND IT ACTUALLY SLOWS US DOWN BECAUSE YOU HAVE TO TAKE A TRAINING OFFICER THAT'S WORKING WITH THAT. SO NOW YOU'VE GOT A MUCH SLOWER PROCESS ON DOING A BURGLARY REPORT THAN YOU WOULD IF IT WAS JUST IF IT WAS A SOLO BEAT OFFICER. SO THAT'S, THAT'S WHERE IT GETS COMPLICATED FOR US. AND SO MY PRIORITY WOULD BE TO BACKFILL THAT PATROL BECAUSE AGAIN, THAT IS OUR NUMBER ONE PRIORITY. IF WE CAN. AND WE'RE NEVER GOING TO GET PERFECTLY HEALTHY, THAT JUST DOESN'T HAPPEN IN OUR OPERATIONS. IF WE CAN GET HEALTHY ENOUGH THAT WE CAN REESTABLISH THAT POWER SHIFT A, THAT COVERS US FOR SOME OF THE WEEK, NOT ALL OF THE WEEK, BUT AGAIN, THAT'S A STOP GAP SO THAT WE CAN COVER AND HAVE MORE OFFICERS ON THE STREET. YOU KNOW, WE HAVE A SWAT CALL OUT. WE HAD TWO OF THEM IN THE LAST COUPLE OF WEEKS, AND IT TOOK EVERYBODY WE HAD, AND WE HAD TO GET DPS TO COME OUT THERE AND HELP US. AND THEN WE HAD TO PUT CROS IN BACKFILLING THE CALLS BECAUSE CALLS STILL COME IN. WE SIMPLY JUST DON'T HAVE ENOUGH PEOPLE OUT THERE TO DO ALL OF THAT. SO THANK YOU FOR THE QUESTION. WE GOT ANYBODY ELSE? I HOPE WE FIND THE MONEY, BUT I REALLY DO. [02:00:02] SORRY. OKAY. NEXT IS SECTION 10 CITY COUNCIL REQUESTS FOR FUTURE AGENDA ITEMS AND REPORTS. [10. CITY COUNCIL REQUESTS FOR FUTURE AGENDA ITEMS AND REPORTS] DO I HAVE ANY REQUESTS FOR FUTURE AGENDA ITEMS OR REPORTS FROM ANY COUNCIL MEMBERS? I DON'T KNOW THAT THIS IS NECESSARILY A AGENDA REQUEST ITEM, BUT SOMETHING THAT'S POPPING THROUGH MY HEAD WHEN WE'RE LISTENING TO PD AND FIRE TALK ABOUT WEST SIDE GROWTH. HAVE WE TALKED ABOUT TIFS AS FAR AS LIKE WHAT TOOL THEY. WHAT'S A USEFUL TOOL TO ACCOMPLISH? WE'VE TALKED ABOUT THEM IN THE PAST, BUT WE COULD CERTAINLY BRING SOMETHING FORWARD FOR A REFRESHER WHERE IT MAY OR MAY NOT MAKE SENSE. YEAH. JUST YEAH, I DON'T KNOW. I WAS CHATGPTING IT A MINUTE AGO OF LIKE, OKAY, REMIND ME WHAT TIFS ARE AND IS THAT SOMETHING, YOU KNOW, NOW THAT MOVEMENT IS ACTUALLY HAPPENING ON THE WEST SIDE IS THAT SOMETHING WE SHOULD TALK ABOUT? I DON'T KNOW. I KNOW IT TAKES FUNDING AWAY FROM THE GENERAL FUND, SO THAT'S ALWAYS DIFFICULT, ESPECIALLY WHEN WE'RE TALKING ABOUT PUBLIC SAFETY, WHEN EVERYONE IN OUR WHOLE COMMUNITY NEEDS IT. BUT JUST, I DON'T KNOW, TRYING TO BE CREATIVE. WE'LL PREPARE SOMETHING AND BRING IT BACK TO THE COUNCIL. OKAY. THANKS. THANK YOU. ALEXA ANYTHING? DAN'S ALREADY SAID NO. SO WE'RE DONE. OKAY, THAT BRINGS US TO SECTION 11 RECESS INTO EXECUTIVE SESSION IN ACCORDANCE WITH CHAPTER 551 OF THE TEXAS GOVERNMENT CODE, [11. RECESS INTO EXECUTIVE SESSION] THE CITY COUNCIL MAY CONVENE AN EXECUTIVE SESSION IN THE CITY COUNCIL WORK ROOM IN CITY HALL TO CONDUCT A CLOSED MEETING TO DISCUSS ANY ITEM LISTED ON THE AGENDA. THERE IS A NEED FOR US TO CONVENE INTO EXECUTIVE SESSION PURSUANT TO SECTION 551.071. WE'RE GOING TO CONVENE TO EXECUTIVE SESSION AT 7:33. TO ADJOURN BACK INTO REGULAR SESSION. I'M WAITING. I HAVE A MOTION BY VICTORIA, SECOND BY ALEXA. PLEASE VOTE. LARRY. PASSES. UNANIMOUS. WE ARE ADJOURNED AT SEVEN [INAUDIBLE]. DO YOU WANT TO MAKE A MOTION TO ADJOURN? NO, I DID MAKE A MOTION. CAN I GET A MOTION TO ADJOURN? I DID MAKE IT A MOTION. IS THERE A MOTION TO ADJOURN? IS THERE A MOTION? THERE WE GO. I GOT A VICTORIA, I GOT ALEXA. PLEASE VOTE YES. I'M SORRY I SCREWED THIS UP AGAIN. MOTION PASSES UNANIMOUSLY. WE'RE GOING TO ADJOURN AT 8:00. THAT TOOK A WHOLE MINUTE TO GET THAT DONE. * This transcript was compiled from uncorrected Closed Captioning.