Jun 21, 2025 Budget Workshop

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CALENDAR. GOOD MORNING AND WELCOME TO THE JUNE 21ST CITY OF GARLAND BUDGET WORKSHOP MEETING.

I. WAITING FOR A FEW MEMBERS TO COME RUNNING IN FINISHING THEIR BREAKFAST. THERE'S FIVE. WE GOT FIVE IN HERE NOW. GOOD. ALL RIGHT. THANK YOU, EVERYONE, FOR BEING HERE BRIGHT AND EARLY. AND THE FIRST ITEM WE HAVE ON TODAY'S AGENDA IS CITIZENS COMMENTS, MADAM SECRETARY. DO WE HAVE ANY SPEAKERS TODAY? SIR, WE DO NOT. ALL RIGHT. WELL, WE'LL MOVE ON THEN TO OUR NEXT ITEM.

[1. Opening Remarks]

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AND SO THAT'S THAT THAT GARLAND'S CHALLENGE HAS GROWN. SO THIS THIS LOOK AT GARLAND'S CHALLENGE OR THIS PERSPECTIVE REALLY HAS A LOT TO DO WITH KIND OF OUR FINANCIAL OUTLOOK, WHAT OUR COMMUNITY LOOKS LIKE. BUT GARLAND'S CHALLENGE REALLY PLAYS ITSELF OUT IN A COUPLE DIFFERENT WAYS. AND I THINK COUNCIL, I HOPE YOU RELATE TO THIS A LITTLE BIT MORE AS WE TRY TO UNDERSTAND GARLAND'S CHALLENGE AND WHY IT'S IMPORTANT TO UNDERSTAND GARLAND'S CHALLENGES, WE CAN'T OVERCOME IT IF WE DON'T KIND OF UNDERSTAND WHAT IT IS, CLEARLY DEFINE IT AND CLEARLY UNDERSTAN IT. BUT IT PLAYS ITSELF OUT IN A COUPLE DIFFERENT WAYS IN THE COMMUNITY AND WITHIN THE ORGANIZATION. AND SO, YOU KNOW, IN THE COMMUNITY, IT LOOKS LIKE SOMEBODY SAYING, WHERE'S MY TRADER JOE'S? RIGHT. WE'VE ALL GOTTEN THAT BEFORE OR WHERE'S MY WHATEVER, FILL IN THE BLANK. AND IT ALSO LOOKS LIKE WHERE THERE'S SO MANY CARS PARKED ON MY STREET. THAT'S ANOTHER WAY THAT GARLAND'S CHALLENGE PLAYS ITSELF OUT. OR DO WE REALLY NEED ANOTHER BLANK SHOP AND FILL IN THE BLANK TIRE SHOP, VAPE SHOP, TACO SHOP, FILL IN THE BLANK, WHATEVER. WHATEVER IT IS THESE ARE THESE ARE THINGS YOU PROBABLY HEAR ABOUT IN THE COMMUNITY. I KNOW WE CERTAINLY DO. OR MAYBE IT'S DID ANOTHER HOUSE JUST GO UP FOR RENT IN MY NEIGHBORHOOD, OR I DON'T WANT TO DRIVE TO BLANK FOR THAT. THESE ARE THE THIS IS HOW GARLAND'S CHALLENGE PLAYS ITS WAY OUT. AND IF YOU THEN SHIFT ■TO THE ORGANIZATION WITHIN THE ORGANIZATION, THESE ARE SOME OF THE THINGS THAT WE HEAR, I HEAR AND SEE FROM OUR DIRECTORS, FROM OUR TEAM. AND I SAY THIS A LOT.

WE'RE A LEAN CITY. WE ARE PRETTY LEANLY STAFFED. WE'RE A MODEST COMMUNITY. THAT'S ANOTHER ONE I HEAR A LOT. OR FROM MAYBE A DEPARTMENT DIRECTOR THAT SAYS, I'VE BEEN ASKING FOR BLANK FOR THE LAST TEN YEARS, AND THAT'S A THAT'S ANOTHER WAY THAT GARLAND'S CHALLENGE PLAYS ITS WAY OUT. OR WE NEED MORE FILL IN THE BLANK TO TACKLE THAT ISSUE. MORE FTES, MORE PEOPLE, MORE RESOURCES TO BE ABLE TO TACKLE THAT ISSUE. THAT'S THAT'S HOW GARLAND'S CHALLENGE PLAYS ITS WAY OUT. AND THIS IS M FAVORITE BECAUSE I SAY THIS, ESPECIALLY DURING BUDGET SEASON ALL THE TIME, THIS IS THIS IS WHAT I'M GOING TO BE REMEMBERED BY SOMEDAY AS CITY MANAGER. IT'S GOING TO BE A TIGHT BUDGET THIS YEAR. LIKE WE ALWAYS SAY THAT IT'S GOING TO BE A TIGHT BUDGET THIS YEAR. AND TO BE FRANK, A LOT OF THESE THINGS YOU COULD SAY ABOUT ANY, ANY COMMUNITY, ANY CITY ACROSS THE COUNTRY, BECAUSE RESOURCES ARE ALWAYS TIGHT. WE'RE ALWAYS ASKED TO DO MORE WITH LESS. WE'RE ALWAYS KIND OF PUSHED TO THE LIMIT WHEN IT COMES TO BALANCING OUR BUDGET AND OUR RESOURCES. AND SO THERE'S A YOU COULD PROBABLY APPLY A LOT OF THIS TO EVERY COMMUNITY, BUT I WANTED TO JUST DRILL DOWN INTO GARLAND'S CHALLENGE A LITTLE BIT MORE FROM THAT PERSPECTIVE, FROM A BUDGETING PERSPECTIVE. NOW, WHEN YOU THINK ABOUT FROM A COMMUNITY PERSPECTIVE, AND IN TWO YEARS AGO, I THINK THIS COUNCIL MADE A VERY DELIBERATE DECISION TO PURSUE A PATHWAY TO OVERCOMING GARLAND'S CHALLENGE, BECAUSE THERE'S REALLY TWO DIFFERENT WAYS TO LOOK AT WHAT DO WE DO, HOW WE HOW WE DEAL WITH GARLAND'S CHALLENGE. AND WHEN WE LAID THE FOUNDATION FOR THIS ECONOMIC DEVELOPMENT PROPOSITION, WE MADE A VERY INTENTIONAL DECISION TO INVEST IN OUR COMMUNITY. WE KNEW THAT WE HAD THE RESOURCES AND ABILITY TO DO IT. THANKFULLY, DUE TO OUR TAX BASE CONTINUING TO GROW. BUT IF YOU THINK ABOUT IT, THERE'S KIND OF THIS FORK IN THE ROAD WHEN OVERCOMING GARLAND'S CHALLENGE. AND ONE OF THOSE PATHWAYS LOOKS LIKE ONE OF ACCEPTANCE AND ADAPTATION, WHERE WE JUST KIND OF ACCEPT WHERE WE'RE AT, WE ADAPT TO THE CHALLENGES WE HAVE, AND HOW THAT PLAYS OUT IS THAT WE SPEND A LOT OF TIME MANAGING SYMPTOMS AND THOSE SYMPTOMS THAT WERE ON THE PRIOR SLIDE. THAT'S WHAT WE TRY

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AND IT'S DONE RIGHT NOW WITH WITH EXACTLY WHAT YOU'RE SEEING HERE INTENTIONAL, DISCIPLINED INVESTMENT, MAKING GOOD DECISIONS THAT THAT GIVE US A LITTLE BIT OF A, YOU KNOW, IT SEEMS LIKE A SMALL STEP TODAY WHERE WE'RE JUST ADJUSTING THINGS 5 OR 10%. BUT DOWN THE ROAD THAT MEANS THAT WE ARE WAY WE'RE WAY APART FROM GARLAND'S CHALLENGE, AND WE'VE SEPARATED OURSELVES FROM WHAT WAS GOING TO BE A STATUS QUO WAY OF LOOKING AT THINGS. SO, YOU KNOW, GARLAND'S CHALLENGE ISN'T NEW. AND SO, YOU KNOW, I KIND OF ASKED THE QUESTION, WELL, WHY, YOU KNOW, IF THIS IS A FORK IN THE ROAD, WHY IS THE FORK IN THE ROAD RIGHT NOW? WHY ARE WE KIND OF TALKING ABOUT THIS NOW OR MAKING THIS, YOU KNOW, MAKING THIS DISTINCTION NOW? BECAUSE, AGAIN, GARLAND CHALLENGE, WE'VE HAD THIS CHALLENGE FOR A LONG TIME. AND I THINK THAT THERE'S A FEW THINGS BECAUSE WE HAVE THE CLARITY, WE HAVE THE TOOLS, AND WE HAVE THE COMMUNITY MOMENTUM NOW TO ACT. AND IF I POINT BACK TO THE 2019 BOND PROGRAM AND THE SUPPORT THAT THE COMMUNITY MADE AT THAT POINT TO NOT JUST PURSUE THOSE PROJECTS, BUT TO RAISE THE TAX RATE TO DO IT SIX AND A HALF CENTS, THAT IS SIGNIFICANT. AND THEY KNEW THAT INVESTMENTS, YOU KNEW THE COUNCIL AND THE COMMUNITY KNEW AT THE TIME THAT INVESTMENTS NEEDED TO BE MADE IN THE AMENITIES AND THE SERVICES THAT DRIVE THE COMMUNITY. AND SO WE HAVE A LOT OF MOMENTUM COMING FROM THAT. WE'VE SHOWN THAT WE CAN IMPLEMENT THE IMPLEMENT LARGE SCALE PROGRAMS AND EXECUTE ON PROJECTS AND DELIVER THESE AMENITIES. THAT CAME AS A AS A RESULT OF THAT 2019 BOND PROGRAM. AND THE PROOF WAS IN THE PUDDING WHEN VOTERS WENT TO THE POLLS THIS MAY FOR THE 2025 BOND PROGRAM, AND OVERWHELMINGLY EVEN WAY MORE THAN IN 2019, SUPPORTED FURTHER INVESTMENT IN THE COMMUNITY. AND SO WE'RE ALREADY SEEING THE PROGRESS. WE'RE ALREADY SEEING THAT MOMENTUM BUILD. AND SO THAT'S WHY I THINK THIS FORK IN THE ROAD IS EVEN MORE RELEVANT RIGHT NOW, BECAUSE WE HAVE THE SUPPORT OF THE COMMUNITY, WE HAVE THE MOMENTUM OF THE COMMUNITY TO HELP CARRY US FORWARD. AND WE

[00:15:04]

[2. Strategic Focus Areas
a. Review and Discuss Results of Council Survey to Prioritize Strategic Focus Areas]

SO PAPER COPIES ARE HERE AS WELL. SO THE SECOND QUESTION WAS HOW WELL ARE WE DOING IN EACH OF THE TEN STRATEGIC FOCUS AREAS. AND SO THIS IS FIVE OF THE TEN. THE NEXT SLIDE HAS THE NEXT FIVE. AND FOR REFERENCE THE AVERAGE WAS 7.6. AND SO IF YOU IF YOU LOOK AT THE WELL MAINTAINED CITY INFRASTRUCTURE AND SOUND GOVERNANCE AND FINANCE ON THE LEFT AT 7.5, THAT'S AND

[00:20:05]

AND THEN GROWING ECONOMIC BASE DOWN THERE BELOW, WHICH AGAIN THIS IS HOW WELL ARE WE DOING IN EXECUTING IN THESE TEN STRATEGIC FOCUS AREAS. AND THEN THE LAST ONE WAS OKAY, WE HAVE WE'VE GOT 100 POINTS OR $100. HOW DO WE ALLOCATE ALLOCATE THIS LIMITED RESOURCE OF JUST 100 POINTS AMONG THE TEN AREAS. AND SO AGAIN YOU SEE SOME MOVEMENT WHEN YOU COMPARE LAST YEAR TO THIS YEAR. AND IF YOU TAKE EVERYTHING FROM TEN AND ABOVE YOU KNOW AGAIN THAT'S KIND OF YOUR AVERAGE AND ABOVE WHICH I WOULD TAKE AS THESE ARE AREAS THAT WE NEED FURTHER INVESTMENT IN, THAT WE'RE MAYBE UNDERFUNDING RIGHT NOW. SO WELL MAINTAINED CITY INFRASTRUCTURE, NEIGHBORHOODS AND COMMERCIAL CENTERS, GROWING ECONOMIC BASE, SAFE COMMUNITY SOUND GOVERNANCE AND FINANCES KIND OF RIGHT THERE IN THE MIDDLE AND DOWN BELOW SHOWS THAT, OKAY, MAYBE WE NEED TO MAYBE WE NEED TO LOOK AT OUR FUNDING OF THOSE AREAS AND, YOU KNOW, KEEP FOCUSING, MAYBE GO STATUS QUO ON THOSE. BUT, YOU KNOW, SOME STRONG MESSAGES THERE WHEN IT COMES TO THOSE TOP 4 OR 5 THAT THAT ARE ABOVE AVERAGE. SO SOME OF THE SOME OF THE TAKEAWAYS THAT I, I NOTED HERE, ONE IS THAT FOR GROWING ECONOMIC BASE, OBVIOUSLY A BIG JUMP IN IMPORTANCE AND A HIGH RESOURCE ALLOCATION. BUT WE'RE UNDERPERFORMING. AND SO THERE'S A THERE'S A THERE'S A STRONG MESSAGE THERE THAT, HEY WE NEED TO DO MORE. WE NEED TO PUT MORE FUNDING INTO IT. WE NEED TO MAKE IT A HIGHER PRIORITY. THAT IS A THAT'S A MAJOR MESSAGE THAT I RECEIVED MORE THAN ANYTHING OUT OF OUT OF THE SURVEY RESULTS FOR WELL MAINTAINED CITY INFRASTRUCTURE. THIS WAS ONE THAT WAS HIGH IN IMPORTANCE, RANKED NUMBER TWO AND RESOURCE ALLOCATION. AND THERE WAS A LOT OF MOVEMENT FOR WELL MAINTAINED CITY INFRASTRUCTURE IN TERMS OF HOW WELL WE'RE DELIVERING ON IT.

IT WAS ONE OF THE LOWER RATED ONES LAST YEAR, MUCH HIGHER THIS YEAR. AND SO IT'S IMPORTANT WE'RE PUTTING A LOT OF RESOURCES INTO IT, AND WE'RE DOING IT BETTER PERHAPS THAN WE WERE BEFORE. AND SO THAT WAS THAT WAS ANOTHER TAKEAWAY THAT I NOTED. RELIABLE, COST EFFICIENT UTILITY SERVICES. THIS WAS ONE WHERE WE WERE RATED REALLY WELL IN TERMS OF PERFORMING AND DOING IT WELL.

IN FACT, IT WAS THE HIGHEST. AND SO I THINK THE RESULT WAS, OKAY, MAYBE IT'S NOT AS IMPORTANT A FOCUS FOR US RIGHT NOW IN TERMS OF RANKED IMPORTANCE AND RESOURCE ALLOCATION. SO WE'RE DOING IT WELL. WE'RE EXECUTING. IT'S HAPPENING. LET'S KIND OF MAYBE PUSH IT ON THE BACK BURNER, LET IT CONTINUE TO DO ITS THING AND KEEP MOVING FORWARD. SO THOSE WERE THOSE WERE SOME OF THE THINGS THAT I NOTED IN TERMS OF JUST GENERAL TAKEAWAYS, SOME OF THE TRENDS THAT WE SAW. AND OF COURSE, I WANT TO DO THIS SURVEY EVERY YEAR BECAUSE WE GET WE SEE THESE TRENDS HAPPEN AND IT'S JUST A GOOD TOUCHPOINT FOR CITY COUNCIL TO WEIGH IN AND GENERALLY LOOK AT THE 30,000 FOOT VIEW OF HOW THINGS ARE GOING. SO I DO WANT TO PAUSE THERE, MAYOR, IF IT'S OKAY, AND JUST SEE IF THERE'S ANY, ANY DISCUSSION AND QUESTIONS ON ON THE SURVEY.

COUNCILMAN THOMAS, SO YOU SAID WE'RE AT 7.6 THIS YEAR ON ON AVERAGE. IS THAT HOW WE'RE DOING ON SCHEDULE AND WHAT WHAT NUMBER WERE WE AT LAST YEAR? OH, M, I SHOULD HAVE LOOKED THAT UP. I WANT TO SAY IT WAS AROUND LIKE 6.5, 6.3. OKAY. THAT WASN'T HERE LAST YEAR. SO IT GIVES ME KIND OF A REFERENCE. YEAH THAT'S A GOOD QUESTION. COUNCIL THINKS WE MOVE FROM YEAR TO YEAR. AND JUST KIND OF LOOKING AT THE CHART HERE I THINK THAT'S ABOUT RIGHT IS SIX POINT SOMEWHERE IN THE MID SIX MID SIX RANGE OKAY. VERY GOOD. THANK YOU SIR. THANK YOU MAYOR. DEPUTY MAYOR PRO TEM LOOK ONE OF THE THIS THAT I'VE NOTICED IS IN JUNE 2025, VIBRANT NEIGHBORHOODS AND COMMERCIAL CENTERS HAVE REALLY GONE TO THE TOP OFHE LIST. AND LAST YEAR I WAS I WAS A LITTLE UPSET. WELL, I WASN'T UPSET, BUT I WAS I WAS KIND OF SHOCKED THAT THEY WERE SO LOW. IT WAS SO LOW ON THE LIST. I'M REALLY HAPPY TO SEE IT GO UP, BECAUSE I THINK THAT THAT'S WHERE PEOPLE THESE ARE THE THINGS THAT PEOPLE SEE EVERY DAY. THEY'RE WHAT'S AROUND THEIR NEIGHBORHOOD, WHAT'S AROUND

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[3. Long-term Financial Outlook and FY2026 Budget Outlook]

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WITH THE REMAINING INCREASE ON OUR EXISTING BASE, PRELIMINARILY OF ABOUT 4%, THAT 4% INCREASE IS SIGNIFICANT BECAUSE IF YOU NOTICE THE INCREASES, WE HAD ABOUT 16% AND 13% IN 22 AND 23 INDIVIDUALS. PROPERTY TAX ASSESSED VALUE CAN ONLY GO UP 10% IN ANY GIVEN YEAR. IN THOSE SEVERAL YEARS, WE SAW MARKET VALUES INCREASE WELL ABOVE THAT 10%. SO THE CITY IS STILL BENEFITING FROM THOSE INCREASED MARKET VALUES AND REALIZING THAT ON THE TAXABLE SIDE, AS THAT THE YEAR OVER YEAR INCREASES ON THE MARKET VALUE IS BEGINNING TO SLOW DOWN. LOOKING AT OUR SECOND LARGEST REVENUE SOURCE IS OUR SALES TAX. THE CITY OF GARLAND HAS GREATLY BENEFITED IN RECENT YEARS FROM LEGISLATION CHANGES THAT CHANGED THE SOURCING OF SALES TAX, SO THAT THE SALES TAX PROCEEDS GO TO THE CITY WHERE THE ORDER WAS PLACED. THAT OCCURRED IN 2019, AS WELL AS SOME 380 AGREEMENTS WITH COMMERCIAL ENTITIES IN THE CITY TO HAVE THEM SOURCE PRODUCTS FOR THEIR BUSINESS WITHIN THE CITY. SO WHAT YOU'LL SEE HERE IS A BIG RUN UP AFTER THE PANDEMIC. WELL, KIND OF THAT POST COVID PEOPLE ARE BUYING. THEY HAVE, YOU KNOW, DISCRETIONARY SPENDING AS WELL AS WHAT YOU SEE IN THAT NAVY IS SOME LARGE ONE TIME SALES TAX THAT WE WERE TRACKING RELATED TO

[00:40:06]

MOVING TO OUR RETURN ON INVESTMENT, WE ARE PROPOSING A INCREASE TO THE RETURN ON INVESTMENT AS PART OF THE 2026 PRELIMINARY BUDGET. AND OUR CFO, MATT WATSON, HAS BEEN WORKING WITH THE GENERAL MANAGER OF ELECTRIC, DARRELL KLEIN, TO REVIEW THE EXISTING METHODOLOGY, WHICH WAS LAST ADJUSTED IN 2021 FOLLOWING THE IMPLEMENTATION OF SB TWO. WE'RE ESSENTIALLY THE CHANGE HERE IS THAT THE ROI ON AN ANNUAL BASIS WILL BE THE GREATER OF ONE OF THE TWO THINGS A FLAT 8% BASED ON A THREE YEAR AVERAGE OF RETAIL SALES, NET OF BAD DEBT, OR JUST A 3.5% INCREASE OVER THE PRIOR YEAR. THE CURRENT METHODOLOGY IS A 3%, 3.5% INCREASE OVER THE PRIOR YEAR, AND IF THAT 3.5% INCREASE SOUNDS VERY SIMILAR, IT WAS MODIFIED TO THAT IN 2021 TO HELP RECOUP A PORTION OF THE LOSS THAT WE WERE CAPPED BY PROPERTY TAX. BY THAT, 3.5% INCREASE IN WORKING THROUGH WITH THIS THROUGH GPML, THEY BELIEVE THIS IS A SUSTAINABLE CHANGE, NOT ONLY TO GIVE A CONSISTENT REVENUE SOURCE TO THE GENERAL FUND, BUT ALSO ON THE ELECTRIC UTILITY FUND SIDE, AND IS NOT HAVING AN IMPACT ON THEIR OVERALL PRO FORMA. MOVING TO OUR LANDFILL AND DISPOSAL REVENUE, WE ARE PROJECTING A PRELIMINARY AMOUNT OF 26.3 MILLION. THIS DOES INCLUDE A PROPOSED INCREASE TO THE DISPOSAL TRANSFER, AS WELL AS SOME LANDFILL FEE ADJUSTMENTS THAT CITY MANAGEMENT IS CONSIDERING AND SHOULD THEY MOVE FORWARD WITH THE PROPOSED BUDGET, WILL BE PRESENTED TO CITY COUNCIL IN THE FALL. YES, MA'AM. DO WE HAVE THE NUMBERS? I'M SORRY. I'LL GET MY LIFE TOGETHER. DO WE HAVE THE NUMBERS FROM THE INCREASE THAT WE DID LAST YEAR FROM THE LANDFILL? LIKE WHAT DOES THAT LOOK LIKE? CONTEMPTUOUS. DID AN INCREASE LAST YEAR. YOU CAN SEE IT IN THE NUMBERS ON THE BLUE. ON THE BLUE CHART, YOU CAN SEE THAT WE GAINED ABOUT $800,000 FROM, FROM THE RATE INCREASES THAT WE DID FOR THE PREVIOUS YEAR. DO WE KNOW IF OUR USAGE HAS GONE UP OR DOWN OR TONNAGE RIGHT NOW IS A LITTLE BIT ELEVATED? IT'S FLAT UP UNTIL MAY, BUT IN MAY WE HAD A 9% INCREASE FROM THE PREVIOUS YEAR. SO RIGHT NOW I THINK WE'RE RUNNING ABOUT 2.5% INCREASE IN TONNAGE. THANK YOU. DIVING IN AT A HIGH LEVEL THAT DISPOSAL TRANSFER ESSENTIALLY WHAT THAT MEANS FOR THE COUNCIL'S KNOWLEDGE IS THE SANITATION UTILITY FUND PAYS A DISPOSAL AMOUNT TO THE GENERAL FUND FOR LANDFILL SERVICES ON AN ANNUAL BASIS. BECAUSE SANITATION UTILITY FUND, SHOULD WE NOT HAVE LANDFILL, WOULD HAVE IT BE HAVING TO GO DUMP THAT TONNAGE SOMEWHERE ELSE, ANOTHER CITY'S LANDFILL, ANOTHER ENTITY'S LANDFILL? BECAUSE WE HAVE A LANDFILL, WE WANT TO MAKE SURE THEY'RE PAYING THEIR COSTS FOR DUMPING THAT RESIDENTIAL AND COMMERCIAL WASTE. THE CHANGE TO THIS TRANSFER IS TRULY ON THE COMMERCIAL SIDE. WE HAVE A DIFFERENT RATE FOR OUR COMMERCIAL ENTITIES. SO THIS IS CALCULATING THE COST TO SANITATION FOR DISPOSING OF THAT COMMERCIAL TONNAGE AT THAT COMMERCIAL RATE INSTEAD OF THE, YOU KNOW, OVERALL COST OF SERVICE RATE, WHICH IS BLENDED LOWER BECAUSE OF OUR RESIDENTIAL RATES. SO THIS IS REALLY JUST ASSESSING THE COMMERCIAL ENTITIES FOR THEIR COST OF THAT DISPOSAL. MORE ACCURATELY, THIS IS NOT ANTICIPATED OR HAVING AN IMPACT ON ANY RESIDENTIAL RATES. THIS CHANGE ITSELF IN TERMS OF OUR LANDFILL FEE ADJUSTMENTS.

[00:45:03]

WE HAVEN'T HAD ONE SINCE 2018 BEFORE THAT. RIGHT. NO MONEY. YEAH. RIGHT. RIGHT. YEAH YEAH YEAH. IF IT'S OKAY TO CHIME IN TO TALK ABOUT EVEN WITH THE INCREASES IN GIFT TO AND I KNOW THE DEBT FOR THE BASS PRO IS ROLLING OFF. IT'S CONCLUDING. BUT TIF TWO EVEN WITH THE INCREASES WE'VE SEEN STILL NEVER CUT AND STILL NEVER COVERED THAT DEBT SERVICE. IS THAT RIGHT UP TILL THE END OF THE DEBT SERVICE? THAT'S CORRECT. IT AT ITS BEST, WHICH WAS PROBABLY THE LAST COUPLE OF YEARS. IT WAS COVERING MAYBE A THIRD OF IT, BUT PRIOR TO THAT IT WAS NOT COVERING VERY MUCH OF IT. AND IT WAS A BURDEN ON THE TAX RATE THAT DEBTS PAID OFF. I MEAN, THE TWO THINGS WITH TIF TWO, THAT KIND OF SHOT IT IN THE FOOT AT ITS CREATION IS THE PROJECTION OF THE GROWTH RIGHT OFF THE BAT WAS NOT SUFFICIENT TO COVER THE DEBT SERVICE THAT WAS ASSOCIATED WITH BASS PRO. AND SECOND, THE GREAT RECESSION THAT HAPPENED IN 2008. IT TOOK SEVEN YEARS FROM 2009, SEVEN YEARS TO GET BACK TO JUST 2009 REVENUE, WHICH WITH YOUR TAX INCREMENT, THE WHOLE POINT IS TO GET ADDITIONAL INCREMENT. SO IT LOST SEVEN YEARS OF ITS 20 YEAR LIFE BECAUSE OF THE GREAT RECESSION. IT IS PERFORMING VERY WELL NOW AND AGAIN WE'RE HAVING A CONSULTANT LOOK INTO BOUNDARY SHIFTS, PARTICULARLY IN HARBOR POINT, BECAUSE IT'S NOT CAPTURING ALL OF HARBOR POINT. SO WE'LL HAVE THOSE RECOMMENDATIONS HOPEFULLY BACK BEFORE AUGUST WHEN WE'RE TALKING ABOUT THE BUDGET. BUT THE ONE THING THAT WE ARE PROPOSING IS

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[00:55:06]

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SURE. IT MIGHT BE A GOOD TIME TO ALLISON, IF YOU WANT TO TALK ABOUT THE PROCESS FOR COUNCIL MEMBERS TO AS WE GO THROUGH THE CALENDAR AND GET INTO MORE WORK SESSIONS AND WORKSHOPS, ASK QUESTIONS AND KIND OF THE PROCESS FOR HANDLING THOSE IF YOU WANT TO TOUCH ON THAT. YEAH.

HAPPY TO. THE PAST COUPLE YEARS, WE'VE OUTLINED A PROCESS WHERE, OF COURSE, DURING THE COURSE OF THESE MEETINGS, PLEASE LET US KNOW WHAT YOUR QUESTIONS ARE. IF WE CAN ANSWER THEM IN REAL TIME, WE'LL JOT THEM DOWN AND WE'LL GET A RESPONSE SENT OUT TO ALL OF THE CITY COUNCIL. AS YOU'RE MARINATING ON THE MATERIAL YOU RECEIVED TODAY, OR YOUR REVIEWING YOUR BUDGET DOCUMENT IN AUGUST, IF YOU HAVE QUESTIONS OUTSIDE OF THE REGULAR SCHEDULED MEETINGS, IF YOU WILL EMAIL THOSE TO ME OR MATT. WE WILL WORK WITH CITY MANAGEMENT AS WELL AS OTHER CITY DEPARTMENTAL STAFF TO RECEIVE, TO GET ANSWERS FOR THOSE, AND THEN TO DISTRIBUTE THE QUESTIONS AND ANSWERS TO ALL OF THE CITY COUNCIL SO THAT TO FACILITATE DISCUSSION AND TRANSPARENCY.

COUNCIL MEMBER THOMAS. YES. SO YOUR AUGUST 4TH DATE THERE, YOU'RE GOING TO JUST HAND IT TO US AND SAY, OKAY, GO, GO LOOK. AND I'M. I GUESS I'M CURIOUS WHY THAT WHY THAT DATE IS SO IS SO LATE. IS THAT BECAUSE YOU GET YOUR FINAL NUMBERS FROM ON THE JULY 25TH, AND YOU GUYS NEED TEN DAYS TO PUT IT TOGETHER? YES. THATAT'S WHY Y WOULDN'T HAVE IT TO US UNTIL AUGUST 4TH. IS THAT.

THAT'S CORRECT, I UNDERSTAND. OKAY, VERY, VERY GOOD. I WANT TO MAKE SURE I UNDERSTAND THE TIMELINES THERE. AND I WOULD ALSO ADD THAT IT'S NOT JUST ALLISON'S STAFF PUTTING TOGETHER A BOOK, THE TRUTH AND TAXATION PROCESS THAT THE STATE HAS PUT ON US FOR TRANSPARENCY TO THE PUBLIC IS A DIFFICULT PROCESS THAT REQUIRES A LOT OF BACK AND FORTH WITH US. AND COREY WORSHAM OVER IN TAX, IT'S BECOME ALMOST LIKE AN INCOME TAX FILING PROCEDURE JUST TO GET PROPERTY TAXES TAKEN CARE OF FOR THE TAX RATE. SO IT SAYING THAT JUST BECAUSE THE WORK IS COMPLEX, ONCE WE GET THE CERTIFIED NUMBERS, IT'S NOT NECESSARILY JUST ALLISON'S STAFF HAVING TO PUT TOGETHER THE BOOK. OKAY. ANYBODY ELSE? OKAY. SHIFTING OVER TO OUR LONGER TERM FINANCIAL OUTLOOK. SO BEFORE WE GEGET INTO THE LONG TERM OUTLOO, YOU KNOW, FIRST FROM A I GUESS, NATIONAL ECONOMIC PERSPECTIVE, WHICH IS KIND OF WHERE WE START, YOU KNOW, THE MACRO LEVEL AND THEN DRILL INTO GARLAND PACIFIC. AND USUALLY I WOULD PROBABLY HAVE SOME CHARTS TO SHOW SOME TRENDS AND THINGS OF THAT NATURE FROM THE NATIONAL LEVEL. BUT REALLY, YOU CAN SUM UP, THE ECONOMY RIGHT NOW IS UNCERTAIN. THERE'S SO MUCH UNCERTAINTY IN THE IN IN ALL THE MARKETS. YOU CAN SEE IT EVERY DAY LOOKING AT THE STOCK MARKET EVERY DAY WITH CONCERNS OF WAR, CONCERNS OF TARIFFS. SO REALLY WHAT THAT STARTS OUT AS IS BEING UNCERTAINTY IS YOU NEED TO BE PREPARED FOR THE WORST. AND WE HAVE BEEN PREPARING FOR THAT FOR TWO YEARS NOW BY BOLSTERING OUR GENERAL FUND FUND BALANCE, MOVING FROM A 30 DAY POLICY TO A 45 DAY GOAL. THE SAME GOES WITH GROUP HEALTH INSURANCE, WHICH WE WILL TALK ABOUT LATER. WE KNEW THAT ACTUARIALLY THE TRENDS FOR HEALTH INSURANCE ARE INCREASING SEVEN 8%, SO WE BOOSTED OUR FUND BALANCE IN THE GROUP HEALTH FUND TO HELP WEATHER BIG STORMS ON THAT SIDE. WE'VE ALSO SET ASIDE FUNDS INTO OUR LANDFILL SINKING FUND TO ENSURE THAT WE ARE PRE-FUNDING THE COST OF DEVELOPING NEW CELLS AND THE EXPANSION FUTURE EXPANSION OF THAT LANDFILL. WE'RE ALSO SETTING ASIDE MONEY IN OUR EQUIPMENT REPLACEMENT FUND ON AN ANNUAL PROCESS TO FUND POLICE TRUCKS AND ALL OF OUR ROLLING STOCK. SO WE HAVE BEEN WORKING OVER THE LAST 2 TO 3 YEARS TO TRY TO BOOST OUR FUND BALANCES, TO PREPARE OURSELVES FOR THIS TIME THAT WE'RE IN RIGHT NOW. ONE THING THAT KIND OF HAS ME CONCERNED IS WE ARE MOVING INTO DEFINITELY A, A PHASE OF STAGNATION. AND I'LL SHOW YOU SOME CHARTS SHOWING YOU HOW OUR REVENUES ARE. MAJOR REVENUES HAVE KIND OF STAGNATED OUT. BUT BEFORE WE GET INTO THAT, IT REALLY MAKES IT HARDER WHEN YOUR REVENUE STAGNATES BECAUSE OF GARLAND'S CHALLENGE. AND SO WHAT THIS, THIS, THIS SLIDE HAS SHOWN YOU IS EXACTLY WHAT JUDD TALKED

[01:05:05]

BUT JUST WHEN YOU'RE NOT SEEING THAT YEAR OVER YEAR GROWTH IN HOW YOUR SALES TAX BASE IS ENCOMPASSED, AND WHEN YOU SEE BIG, SIGNIFICANT PORTIONS OF YOUR SALES TAX BASE START TO STAGNATE OUT, YOU JUST CAN'T ASSUME THE HEALTHY YEAR OVER YEAR INCREASES WE'VE BEEN SEEING AS WELL AS YOU CAN ASSUME, THAT YOU'RE GOIOING TO HA THE OPPORTUNITY TO RECEIVE MAJOR ONE TIME INCREASES IN SALES TAX IN OUR LANDFILL. PROJECTING OUT JUST BASED ON AVERAGE TONNAGE.

YOU'RE LOOKING AT ABOUT 825,000 ON AN ANNUAL BASIS. THIS IS A REVENUE SOURCE. WE CAN HAVE A LITTLE BIT MORE DIRECT CONTROL OVER IN THAT WE CAN ADJUST THE RATES ASSOCIATED WITH OUR LANDFILL. THAT IS SOMETHING THAT HAS TO BE DONE IN A BALANCED WAY AND WITHIN STAYING WITHIN A COMPETITIVE METROPLEX AVERAGE, AND THEN MOVING DOWN TO OUR MUNICIPAL COURT, EMS FEES AND BUILDING PERMIT FEES. YOU WILL SEE CONSERVATIVE INCREASES FOR THOSE OVER THE NEXT FIVE YEARS ON AVERAGE. THAT'S ASSUMING YOU CAN ONLY INCREASE FEES SO MUCH OVER THAT FIVE YEAR TERM, AND YOU REALLY YIELD ANY FORM OF REVENUE. INCREASE. OUR FRANCHISE FEES ARE CONSERVATIVELY PROJECTED TO INCREASE $100,000 OVER THE ANNUALLY OVER THE NEXT FIVE YEARS, PRIMARILY DUE TO THE FACT THAT TELECOM FRANCHISE FEES CONTINUE TO DROP AS PEOPLE DISCONNECT FROM CABLE. THIIS OFFSETTING SOME PROJECTED INCREASES THAT WE COULD ANTICIPATE ASSOCIATED WITH ATMOS OR NATURAL GAS FRANCHISE FEE OVER TIME. AND THEN FINALLY, YOU'LL SEE THAT OUR ALL OTHER REVENUE IS SHOWING A NEGATIVE AMOUNT. THIS IS PRIMARILY DUE TO INCREASED INTEREST, EARNINGS AND AUCTION PROCEEDS, WITH THE UNCERTAINTY IN TERMS OF WHERE INTEREST RATES WILL BE, WE'RE HAVING TO ASSUME WE WILL NOT YIELD AS MUCH INTEREST EARNINGS OVER THE NEXT FIVE YEARS, SO DECREASING THAT REVENUE BASE FROM THE REALLY HIGH INTEREST RATE MARKET WE'VE BEEN IN, AS WELL AS AS WE'RE HAVING TO KEEP OUR EQUIPMENT LONGER DUE TO SUPPLY CHAIN ISSUES ON THE FLEET

[01:10:03]

BUT WE'RE GOING TO BE CONSERVATIVE THAT WE'RE JUST GOING TO GO BACK TO HISTORIC NORM OF INTEREST EARNINGS. SO IF THAT HAPPENS, THAT MEANS $3 MILLION AND WE DWINDLE DOWN TO 400, 500,000 IS GOING TO THROW OFF THAT WHOLE ALL OTHER CATEGORY. OKAY OKAY. THAT'S WHY IT'S IN PARENTHESES. YES, SIR. THANK YOU. THANK YOU, MR. MAYOR. THAT BASE REVENUE PROJECTED INCREASE IS ABOUT 4 4.7 MILLI. WE DO HAVE TWO MECHANISMS ALSO WITHIN OUR CONTROL WITH OUR EL ROI CONSERVATIVELY INCREASING ON AN ANNUAL BASIS. THIS NUMBER HERE ASSUMES THAT WE DO NOT PURSUE THE CHANGE THAT'S BEING PROPOSED WITH THE FY 26 PRELIMINARY BUDGET. SO IT'S A CONSERVATIVE AMOUNT AS WELL AS WE HAVE WHAT WE CALL OUR GENERAL AND ADMINISTRATIVE CHARGE, WHICH IS ESSENTIALLY HOW WE RECOUP THE COST OF HUMAN RESOURCES, FINANCIAL SERVICES, ALL OF THE GENERAL FUND DEPARTMENTS TO OUR OTHER CITY FUNDS. THAT MAKES UP A PROJECTED INCREASE, ABOUT 1.3 MILLION FOR AN OVERALL REVENUE OUTLOOK OF JUST UNDER 6 MILLION. SO DIVING INTO THE TRENDS BEHIND SOME OF OUR REVENUE SOURCES A LITTLE BIT MORE. YEAH, I WANTED TO DIVE A LITTLE BIT INTO OUR TOP TWO REVENUE SOURCES, WHICH ARE PROPERTY TAX AND SALES TAX. SO AS ALISON MENTIONED, WHEN YOU'RE TALKING ABOUT THE GENERAL FUND, PROPERTY TAX IS CAPPED AT 3.5%. SO DURING GOOD TIMES THAT'S A BAD THING THAT YOU'RE CAPPED AT THREE AND A HALF. BUT DURING BAD TIMES OR BAD TIMES IT'S A GOOD THING THAT YOU'RE CAPPED AT THREE AND A HALF, BECAUSE YOU CAN BE SURE TO GET AT LEAST 3.5% REVENUE TO THE GENERAL FUND. HOWEVER, ON THE DEBT SERVICE SIDE, THERE IS NO CAPS, AND I WANTED TO SHOW THIS JUST AS A PRECURSOR TO CIP. AS WE START GETTING THAT PROCESS WORKED OUT AND PAST OCTOBER ON WHAT OUR PROPERTY TAX BASE MAY LOOK LIKE, WHAT THIS CHART IS SHOWING YOU IS, IS WE TYPICALLY LOOK AT MLS DATA. SO THIS IS HOUSE SALES. THIS IS PRICE PER SQUARE FOOT BY MONTH. AND WE TYPICALLY BREAK IT OUT LOOKING AT SMALL HOMES, MIDSIZE HOMES AND LARGE HOMES JUST TO SEE IF THERE'S ANY TRENDS WITHIN THOSE SECTORS. BUT YOU CAN SEE THE PEAK OF THE HOUSING BOOM WAS ROUGHLY AROUND APRIL OF 2022, AND WE WERE SEEING 12 MONTH OR 12 MONTH MOVING AVERAGE AT THAT POINT WAS AT 25% INCREASE, WHICH IS MASSIVE. HOWEVER, YOU CAN SEE HOW THAT HAS RUN DOWN ON APRIL OF 2024. THAT IS THE HEIGHT THAT IS THE HIGHEST PRICE PER SQUARE FOOT GARLAND HAS EVER SEEN. IT'S AT 100 184.92 AS AN AVERAGE PRICE OF A HOUSE PER SQUARE FOOT. RIGHT NOW, THE AVERAGE PRICE OF A HOUSE IS 183 .35 ON A 12 MONTH WEIGHTED AVERAGE, MEANING IT'S STAGNATED OUT. AND YOU CAN SEE FROM THE MONTHLY NUMBERS THAT ARE EVEN STARTING TO RUN NEGATIVE. SO THEY'RE DROPPING IN PRICE RATHER THAN GROWING IN PRICE. SO BACK WHEN WE WERE TALKING ABOUT STAGNATION, THIS IS A SIGN THAT OUR HOME VALUES HAVE REACHED THEIR PEAK AND ARE NOW STARTING TO DWINDLE BACK DOWN. SO THIS IS SOMETHING WE'RE GOING TO CONTINUE TO WATCH VERY CLOSELY BECAUSE AGAIN, WHEN WE GET INTO CIP, THIS IS THE REVENUE SOURCE THAT WE THAT WE GET TO MAKE SURE THAT WE CAN DO THE CAPITAL PROJECTS THAT ALL OF YOU ALL

[01:15:01]

BY 2024, WE STILL HAD A 10% INCREASE. BUT IT WHAT ALLISON SHOWED IN THE 2026, IF YOU LOOK BEHIND THE NUMBERS ON THAT 10% INCREASE, IT WAS ALL RELATED TO ONE TIME SALES TAX COLLECTION FROM THE DATA CENTER CLUSTER UP NORTH FOR SERVER PURCHASES. SO THE BASE WAS FLAT. AND MOVING INTO APRIL OF THIS YEAR, YOU CAN SEE WE'VE HAD NO ONE TIME ONE TIME COLLECTIONS. AND WE ARE RIGHT NOW TRENDING AT A -3% GROWTH. SO MUCH LIKE ON THE PROPERTY VALUE SIDE, SALES TAX IS STAGNATED OUT, PLATEAUED, AND IT'S STARTING TO MOVE THE OTHER DIRECTION. WE'RE WATCHING THIS EXTREMELY CLOSELY. WE ARE STILL PROJECTING LONG TERM FROM WHAT ALLISON PRESENTED EARLIER. YOU KNOW, YOU SAW THE $1.2 MILLION A YEAR INCREASE IN SALES TAX. THAT'S ROUGHLY A 2.5% INCREASE PER YEAR. HISTORICALLY, WE RUN 4%. SO WE'RE ASSUMING STILL THAT THERE WILL BE SOME GROWTH, BUT IT'S NOT GOING TO BE THE GROWTH THAT WE'VE EXPERIENCED OVER THE LAST TWO YEARS. MAYOR PRO TEM MORE SO, IN SUMMATION, IT SOUNDS LIKE YOU'RE SAYING AT THIS POINT, AND MAYBE I SHOULDN'T PUT IT THAT WAY, I'M ASK A QUESTION. PROJECTS THAT ARE PRESENTLY ON THE BOOKS ARE ALREADY OUT THERE.

WE'RE GOOD, WE'RE GOOD. SO WE AS A COUNCIL THEN NEED TO BE VERY CAREFUL ABOUT SPENDING AS WE GO FORWARD. CORRECT. THANK YOU, MR. MAYOR. PRETTY GOOD. SIMPLE. KEEP IT SIMPLE. THAT IS ALWAYS THE CASE. I JUST LIKE TO KEEP IT SIMPLE. WE CAN GO HOME NOW. THANK YOU, THANK YOU. OKAY. WE KNOW THAT. ALL RIGHT. OKAY. ANYBODY ELSE? OKAY. THANK YOU. PLEASE PROCEED. LOOKING LONG TERM AT THE EXPENDITURE SIDE OF THE GENERAL FUND TO GIVE THE COUNCIL PERSPECTIVE OF THE KIND OF, SAY, MAXIMUM COST, BUT A CONSERVATIVE AMOUNT OF EXPENDITURE OVER THE FIVE YEAR MODEL, YOU'RE LOOKING AT THE COST TO DELIVER A 3% MERIT ON AN ANNUAL BASIS IS ABOUT 5 MILLION TO THE GENERAL FUND. IF YOU RECALL, PROPERTY TAX INCREASE IS ONLY PROJECTED TO BE 2.5 MILLION PER YEAR AND YOUR SALES TAX REMAINING 1.2 MILLION. THOSE TWO SOURCES. ENOUGH IS NOT ENOUGH IS NOT SUFFICIENT TO MAINTAIN AND FUND ON AN ANNUAL BASIS THAT THREE AND A HALF 3% MERIT.

ADDITIONALLY, YOU HAVE OTHER COST DRIVERS IMPACTING THE GENERAL FUND. THIS IS JUST BEFORE ANY ENHANCEMENTS. YOU HAVE YOUR HEALTH INSURANCE, WHICH IS INCREASING ANYWHERE FROM 7 TO 9% IN TERMS OF MEDICAL COSTS ON AN ANNUAL BASIS. WE WORK WITH EXTERNAL BROKERS THAT RECEIVE PROPRIETARY INFORMATION RELATED TO THAT AND REALLY TRY TO REVIEW THAT HEALTH FUND ON AN ANNUAL BASIS. BUT OVERALL, THE MARKET CONTINUES TO MOVE AND THE HEALTH CARE INDUSTRY AND JED WILL BE TOUCHING ON THIS TOPIC LATER TODAY. AND ADDITIONALLY, WE HAVE INFORMATION TECHNOLOGY COSTS THAT ONLY CONTINUE TO RISE WITH THE INCREASE IN INVESTMENT FOR CYBER SECURITY. AS THE WORLD CONTINUES TO MOVE TO MORE MORE OF A DIGITAL BASIS, AS WELL AS THE INVESTMENT IN SUBSCRIPTION BASED TECHNOLOGIES TO RUN THE CITY, PROPERTY AND LIABILITY INSURANCE CONTINUES TO INCREASE.

WITH THE CHANGE IN OUR OVERALL WEATHER PATTERNS, THOUGH THAT ANNUAL RENEWAL CONTINUES TO GROW UP WITH THE UNCERTAINTY OF THESE MAJOR WEATHER EVENTS, THESE WEATHER MAJOR WEATHER EVENTS CONTINUE TO KEEP HAPPENING, SO THE COST TO MAINTAIN THE LEVEL OF PROPERTY AND LIABILITY

[01:20:02]

WE'RE CONTINUING TO SEE INCREASES IN WHAT WE CALL THEIR FIXED COSTS. THIS COSTS THEY HAVE TO BEAR ON AN ANNUAL BASIS TO OPERATE. SO WE'RE CONTINUING TO ANTICIPATE THOSE WILL INCREASE OVER TIME AS WELL, PRIMARILY JUST FROM INFLATION. AND THEN FINALLY, A BIG COST DRIVER, AS I MENTIONED EARLIER, IS FLEET COSTS. WITH REPAIRS. WE ARE NOT ANTICIPATING THAT THE PRICES RELATED TO PARTS OR REPAIRS WILL REALLY EVER RESET. IT HASN'T SINCE 2021 AND NOTHING EVER GOES BACK DOWN TO A CHEAPER PRICE. SO WE JUST HAVE TO ASSUME THAT WILL CONTINUE TO INCREASE, AND THAT WILL ALSO CONTINUE TO HAVE DELAYS AND REPLACING OUR EQUIPMENT IN A TIMELY BASIS, JUST BECAUSE OF HOW THAT MARKET OF ORDERING NEW EQUIPMENT HAS CHANGED. AND THEN THERE IS ALWAYS A LEVEL AMOUNT OF UNCERTAINTY WITH FUEL PRICES. THIS MODEL IS VERY CONSERVATIVE ON THAT, BECAUSE ANY MAJOR WORLD EVENT CAN DRASTICALLY CHANGE THE OUTLOOK ON FUEL PRICES. SO ALWAYS MAINTAINING A CONSERVATIVE LOOK WHEN WE'RE MODELING OUT INTO THE FUTURE TO ENSURE THAT THE DEPARTMENTS CAN AFFORD THE FUEL THEY NEED TO OPERATE ON A DAY TO DAY BASIS.

SO OVERALL, OVER THE FIVE YEAR MODEL, WE'RE PROJECTING AN ANNUAL EXPENDITURE GROWTH OF ABOUT 10.7 MILLION. LOOKING AT OUR BOTTOM LINE OF THE BASE BASELINE, IF YOU RECALL, OUR REVENUES WAS PROJECTED TO INCREASE ABOUT 6 MILLION EXPENDITURES, ABOUT 10.7 MILLION, WHICH LEAVES US ABOUT 4.7 MILLION SHORT OF REVENUE OVER EXPENDITURES ON AN ANNUAL BASIS. WE DO TRADITIONALLY FINISH A LITTLE BIT BETTER THAN WE BUDGET IN THE CURRENT YEAR.

THIS IS PRIMARILY DUE TO OPEN ENCUMBRANCES, PURCHASE ORDERS, SALARY, SAVINGS, WHAT HAVE YOU.

THE STORY CHANGES A LITTLE BIT EACH YEAR. WE WANT TO ALWAYS ENSURE WE'RE BUDGETING CONSERVATIVELY, SO IF ALL COSTS MATERIALIZE WE HAVE THE RESOURCES TO COVER THEM. SO THERE IS TYPICALLY AN AMOUNT OF ANNUAL SAVINGS, EVEN PROJECTING THAT ANNUAL AMOUNT OF ABOUT 1.5 MILLION STILL LEAVES US IN A $3 MILLION DEFICIT. SO YOU SEE, WITH THE WORST CASE AND BEST CASE DEFICIT RANGES LOOK LIKE OVER THE FIVE YEAR PLAN. AND A REALLY IMPORTANT NOTE TO HIGHLIGHT HERE IS THIS IS BEFORE FUNDING ANY NEW DEPARTMENT NEEDS. THIS IS BEFORE FUNDING OUR PUBLIC SAFETY NEEDS. THIS IS BEFORE FUNDING CHANGES ON THE GROUP HEALTH SIDE. THIS IS BEFORE FUNDING THE UPCOMING 2019 BOND FACILITIES THAT ARE COMING ONLINE. WE WITH THE CHANGE IN OUR REVENUES AND THAT OUTLOOK, WE'RE WE'RE NEEDING TO MAKE A CHANGE TO SHORE UP NOT ONLY OUR BASE COSTS, BUT ALSO THE EXTRA COSTS FOR ANTICIPATING THAT OUR DEPARTMENTNTS WILL NEED OVER THE NEXT FIVE YEARS. ALL RIGHT. WELL, COUNCIL, WE'RE AT A NATURAL BREAK POINT. WE'RE GOING TO GO AHEAD AND TAKE A TEN MINUTE RECESS.

ALL RIGHT. WELCOME BACK. AS WE CONTINUE OUR JUNE 21ST 2025 BUDGET WORK SESSION, WE ARE

[4. Pressures on the General Fund & November 2026 Tax Rate Election (Garland +5 operating budget model review)
a.    Public Safety Considerations (Fire/EMS & Police)
b.    Operational Impact of New Facilities/Services from the 2019 Bond Program
c.    Employee Health Fund]

[01:25:07]

OKAY. GREAT. I'LL PAY THE BILLS. LET ME FLIP TO THE NEXT SLIDE HERE. SO COUNCIL WHAT WE WANTED TO DO. YOU KNOW, WE WERE GETTING INTO MORE AND MORE DETAIL AS WE GO FURTHER ON HERE. AND SO WE PAINTED KIND OF A HIGH LEVEL PICTURE OF THE GENERAL FUND AND WHAT IT'S GOING TO LOOK LIKE NOW. AND OVER THE NEXT FEW YEARS, WE WANT TO DIG INTO KIND OF FOUR SPECIFIC THINGS RELATED TO THE GENERAL FUND, FIRST TWO OF WHICH HAVE TO DO WITH PUBLIC SAFETY. SO IT'S IMPOSSIBLE TO TALK ABOUT THE PRESSURES ON THE GENERAL FUND AND GENERAL FUND IN GENERAL WITHOUT TALKING ABOUT PUBLIC SAFETY. PUBLIC SAFETY MAKES UP ABOUT 67 OR 2 THIRDS, 67% OR TWO THIRDS OF OUR GENERAL FUND. AND YOU'RE PROBABLY WONDERING, WELL, WHAT'S WHAT'S PUBLIC SAFETY? THAT'S A BIG TERM. THAT'S A BIG NET THAT INCLUDES OUR POLICE AND FIRE. OF COURSE, IT ALSO INCLUDES ANIMAL CONTROL AND OUR OUR HEALTH DEPARTMENTS AS WELL. AND SO WE DO CAST A LITTLE BIT BROADER NET WHEN IT COMES TO WHAT IS UNDER PUBLIC SAFETY. BUT AT THE CORE OF IT, REALLY, POLICE, FIRE, ANIMAL SERVICES. AND THAT'S HOW WE LOOK AT IT. ONE OF THE THINGS I WANTED TO POINT OUT, AND I MENTIONED THIS BEFORE TO SOME OF THE COUNCIL MEMBERS, IS THAT IF YOU ADD UP OUR PROPERTY TAX AND OUR SALES TAX REVENUE TOTAL THOSE TOGETHER, YOU GET 123 MILLION, ALMOST $124 MILLION.

AND OUR PUBLIC SAFETY SPEND OVERALL IS 166 MILLION. AND SO YOU'VE GOT ABOUT A $40 MILLION GAP BETWEEN OUR, OUR INSTITUTIONAL, OUR OUR, OUR BASE, OUR BIGGEST TWO REVENUE SOURCES, PROPERTY TAX AND SALES TAX. EVEN THOSE TOGETHER DON'T COVER PUBLIC SAFETY. AND SO, YOU KNOW, YOU CAN SEE WHERE THE CHALLENGE BECOMES AS WE TRY TO BALANCE THE GENERAL FUND OVER A LONG TERM. AND THE KEY TO STABILIZING THE GENERAL FUND AND THE SERVICES, THE CORE PUBLIC SAFETY SERVICES WE PROVIDE THERE, WE WE'VE GOT TO GROW OUR TAX BASE. THAT'S WHAT IT BOILS DOWN TO. AND THERE'S ABOUT A $40 MILLION GAP BETWEEN OUR PUBLIC SAFETY SPEND AND OUR TWO BIGGEST PROPERTY, OUR TWO BIGGEST TAX SOURCES TOGETHER. SO WE'RE GOING TO TALK ABOUT PUBLIC SAFETY FIRST, POLICE, POLICE DEPARTMENT, STARTING WITH POLICE DEPARTMENT AND THEN FIRE DEPARTMENT. AND THEN I'M GOING TO ADD A COUPLE OTHER ITEMS THERE. AT THE END, WE'RE GOING TO TALK ABOUT, AS WE BRING ONLINE SOME OF THE 2019 BOND PROJECTS. AND THERE'S GOING TO BE AN OPERATIONAL COST TO THOSE. AND SO WE WANT TO PUT A NUMBER TO THOSE AND TALK ABOUT WHAT THAT'S GOING TO LOOK LIKE OVER THE NEXT FEW YEARS. AND THEN LAST PIECE WE'LL TALK ABOUT IN TERMS OF PRESSURES ON THE GENERAL FUND IS GOING TO BE OUR HEALTH INSURANCE, OUR GROUP HEALTH FUND, AND WITH THAT I THINK WE'RE READY FOR CHIEF. GOOD MORNING, MAYOR AND COUNCIL, IF YOU CAN REMIND ME TO GO BEFORE MATT AND ALISON NEXT YEAR, ESPECIALLY ON BAD YEARS, DEPRESSING MONEY. SO I DON'T KNOW. SO THIS IS A CONVERSATION THAT I'VE WANTED TO HAVE WITH COUNCIL FOR SEVERAL YEARS. I'VE BEEN I'VE BEEN CHIEF FOR SEVEN YEARS NOW. AND WHEN I STARTED AS CHIEF, YOU KNOW, WE WENT INTO COVID PRETTY QUICKLY AFTER THAT. AND THEN AFTER THAT WE HAD GEORGE FLOYD THAT WE WORKED THROUGH, AND THEN THE STAFFING WOES THAT WE WENT THROUGH. AND IT'S NOT JUST THE GARLAND POLICE DEPARTMENT, BUT ACROSS THE PROFESSION, FINDING YOUNG MEN AND WOMEN TO BE IN LAW ENFORCEMENT. BUT WE'RE STARTING TO SEE THAT TURN. AT LEAST WE'RE STARTING TO SEE THAT TURN IN GARLAND. AND RIGHT NOW WE'RE JUST ABOUT FULLY STAFFED. NOW IT COMES AND GOES BASED ON IF ACADEMY IS ABOUT TO START OR IF WE HAVE RETIREMENTS, BUT WE'RE MAINTAINING OUR STAFFING BOTH IN PUBLIC SAFETY DISPATCH AND WITH POLICE OFFICERS. AND SO THE CONVERSATION I WANTED TO HAVE IS WHAT OUR STAFFING LOOKING FORWARD. YOU KNOW, I KNOW THIS IS A TOUGH YEAR THIS YEAR, BUT LOOKING FORWARD OVER THE NEXT 4 TO 5 YEARS, KIND OF THE NEEDS

[01:30:01]

LET ME SEE THE OFFICER WISE. AND I KNOW THERE'S 20 OFFICERS. I'M GOING TO KIND OF BREAK THOSE DOWN ON THE AREAS THAT I SEE A NEED FOR. AND I'M GOING TO SHOW YOU HERE IN A MINUTE HOW WE COMPARE TO OTHER AGENCIES. BUT AGAIN, I DON'T LIKE TO USE THAT AS JUST THE GO END. ALL I NEED TO KIND OF EXPLAIN TO YOU WHERE I SEE THE STRAIN IN OUR POLICE DEPARTMENT. I KNOW SOME AGENCIES HIRE AN OUTSIDE CONSULTANT TO COME IN AND DO CONSULTING. I'VE BEEN IN THIS PD FOR 28 YEARS NOW. I'VE BEEN CHIEF FOR SEVEN YEARS AND I CAN SEE WHERE THE STRAIN IS COMING FROM. AND I'M GUESSING YOU PROBABLY CAN SEE IT TOO. THE HOMELESS OUTREACH TEAM IS ONE AREA I'D LIKE TO ADD TO HOMELESS LIAISON OFFICERS. WE HAVE TWO HOMELESS OFFICERS RIGHT NOW. THOSE OFFICERS ARE DOING A LOT OF CAMP CLEANUPS AND THEY ARE HERE THROUGH THE DAY MOST OF THE TIME, JUST ABOUT ALL THE TIME. SO I'D LIKE TO ADD TWO ADDITIONAL HOMELESS LIAISON OFFICERS AND PUT OFFICERS ON

[01:35:07]

AND IT'S KIND OF THE SAME HERE. I'VE GOT TRAFFIC OFFICERS THAT ARE HERE WORKING MOSTLY DURING THE DAY, ALMOST ALL DURING THE DAY. I'D LIKE TO ADD TRAFFIC OFFICERS TO WORK ON NIGHT SHIFT TO AGAIN HELP SUPPORT THE PATROL UNIT. PROBABLY THE BIGGEST COMPLAINT I GET RIGHT NOW IS RACERS AND SPEEDERS, AND I GET A LOT OF COMPLAINTS ON DAY SHIFT, BUT I'M GETTING A LOT OF COMPLAINTS ON NIGHT SHIFT. AND SO I'D LIKE TO SHIFT FOR OFFICERS TO WORK NIGHT SHIFT TO HELP SUPPLEMENT PATROL, ALSO TO HELP WORK ACCIDENTS. FIELD INVESTIGATORS. THE DETECTIVE JOB IS GETTING EXTREMELY COMPLICATED AND EXTREMELY BUSY. THE MORE TECHNOLOGY THAT'S OUT THERE, THE MORE VIDEO, THE MORE COMPUTERS, THE MORE CELL PHONES, THE MORE THAT DIGITAL ASPECT PLAYS INTO A DETECTIVE'S INVESTIGATION. THESE DETECTIVES, I'D LIKE TO ADD AGAIN TO SUPPLEMENT IN PATROL, TO PUT THESE DETECTIVES IN PATROL ON NIGHTS AND ON WEEKENDS. AND SO THAT RESOURCE IS THERE IMMEDIATELY FOR PATROL OFFICERS. WE ARE DOING SOME OF THIS NOW ON WEEKENDS WHERE WE HAVE DETECTIVES HERE DURING THE DAY, BUT WE'D LIKE TO HAVE 24 HOUR COVERAGE WITH THESE DETECTIVES. ONE ADDITIONAL K-9 UNIT. AGAIN, WE LOOK AT THE K-9 UNIT AS A FORCE MULTIPLIER. THE K-9 UNIT IS A GOOD SUPPORT UNIT. WE HAVE TWO RIGHT NOW. WE'D LIKE TO ADD ONE MORE K-9 UNIT. TWO ADDITIONAL NARCOTICS OFFICERS. WE WOULD LIKE TO ADD AN ELEMENT TO NARCOTICS THAT IS MUCH MORE EDUCATIONAL. UNIFORMED OFFICERS THAT WE CAN THAT CAN HELP SUPPORT OUR UNDERCOVER OPERATIONS, BUT ALSO BE MORE IN THE COMMUNITY AND MORE INVOLVED IN THE EDUCATIONAL PIECE OF IT AND PROBLEM SOLVING. AND THEN THE BIG REQUEST IS TO INCREASE MINIMUM STAFFING AND PATROL OUR MINIMUM STAFFING ON NIGHTS RIGHT NOW IS 16. IT'S 18 ON THE WEEKENDS. WE WOULD LIKE TO INCREASE THAT TO 20 BY ADDING EIGHT OFFICERS TO PATROL. WE COULD INCREASE OUR MINIMUM STAFFING ON NIGHT TO 20 TO LP HELP SOME OF THIS COLUMN. AGAIN, I'M GOING TO SHOW YOU CITY COMPARISONS. I KNOW IT'S NOT. IT'S JUST OFFICERS PER 1000. BUT THIS IS WHAT THE REGIONAL COMPARISON LOOKS LIKE. SO EACH CITY IS DIFFERENT AGAIN. AND YOU KNOW ARLINGTON JUST USE ARLINGTON. FOR EXAMPLE. ARLINGTON HAS THE BALLPARK IN ARLINGTON. THAT MAY NOT BE WHAT IT'S CALLED ANYMORE. AT&T STADIUM, GLOBE LIFE FIELD I SHOULD KNOW THAT TMI. BUT THAT JUST KIND OF GIVES YOU AN IDEA OF TOP PAY FOR POLICE OFFICERS AND OFFICERS PER 1000 FOR THE AREA. NOW, MCKINNEY AND FRISCO ARE BEHIND AND THEY'RE CATCHING UP. I THINK THEY'LL CATCH UP PRETTY QUICKLY. THEIR GROWTH IS JUST OUTPACING THEIR THEIR GROWTH FOR THE DEPARTMENT. I THINK REALLY WHEN YOU LOOK AT CITIES WE COMPARE TO, IT'S THESE CITIES RIGHT HERE MESQUITE, IRVING, GRAND PRAIRIE, PLANO, GARLAND, RICHARDSON AND CARROLLTON. AND I JUST WANTED TO GIVE YOU A SNAPSHOT OF WHAT THOSE CITIES LOOK LIKE COMPARED TO US. AND THEN AN OVERALL LOOK AT TEXAS WITH THE OFFICERS PER 1000 LOOKS LIKE ACROSS THE STATE. AND IT'S NOT JUST OFFICERS PER 1000. IT'S ALSO THE CALL LOAD. YOU KNOW, WE DO HAVE A VERY HEAVY CALL LOAD IN THE CITY OF GARLAND. AND WHEN YOU COMPARE OFFICERS AND THEN YOU MULTIPLY IN THE CALL LOAD, YOU CAN KIND OF SEE HOW MANY CALLS OUR OFFICERS OPERATE AT. I'M GOING TO MENTION THE SCHOOL RESOURCE SCHOOL RESOURCE OFFICER PROGRAM, SRO PROGRAM, BECAUSE I THINK THIS IS A FACTOR IN THIS CONVERSATION. JUST AS A REMINDER, OUR WE HAVE 31 SROS AND WE HAVEHREE SUPERVISORS OF THOSE 31 SROS. THE SCHOOL DISTRICT PAYS FOR EIGHT. WE PAY 50% FOR 23 AND FOR THE THREE LIEUTENANTS. AND THEN YOU CAN SEE THE SPLIT UP BETWEEN EQUIPMENT, GEAR AND VEHICLE MAINTENANCE. THE REASON I THINK THIS PLAYS A ROLE. AND I'LL SHOW YOU WHAT THE OTHER SROS LOOK LIKE ACROSS THE REGION IS, BECAUSE THOSE 31 OFFICERS, THEY ARE DOING AN EXTREMELY IMPORTANT

[01:40:01]

THIS IS FROM A PUBLIC PERSPECTIVE. SO MY QUESTION TO YOU IS WHAT IS YOU? WHAT IS YOUR RECOMMENDATION GOING FORWARD AND WHAT WHAT WE SEE AS WE TRY TO PUT TOGETHER A BUDGET FOR ANOTHER YEAR. MESSAGING. FROM THE PUBLIC. YOU, YOU IF YOU LOOK AT THOSE NUMBERS, YOU YOU SAY, WELL THAT THEY DON'T HAVE THEY'RE LOSING CONFIDENCE IN LAW ENFORCEMENT. THEY'RE NOT YOU KNOW. BUT WE KNOW DIFFERENT BUT BUT BASED ON THE CHART SAID THAT THAT'S UP THERE I THINK THE QUESTION GOES, DO YOU HAVE STILL HAVE CONFIDENCE IN THE POLICE DEPARTMENT? OKAY. AND IT WENT FROM. 2 TO 2 THIS YEAR. SEVENTH. SO ANY THOUGHTS ON ON HOW WE CAN STEP UP OUR MESSAGING. AND I KNOW YOUR OFFICERS ARE GETTING YOU'RE GETTING MORE CALLS AND STUFF HAPPENING OUT IN THE NEIGHBORHOOD AND ETCETERA. BUT HOW CAN YOU AND YOUR FOLKS HELP HELP US WITH THE MESSAGING THAT WOULD SO THAT WHEN WE DO IT THIS CYCLE, THAT PICTURE WOULD WILL BUT AT LEAST PERCEPTION FROM

[01:45:13]

SO I'M WONDERING IF THERE IS THERE ANY WAY I KNOW YOU ALL HAVE OUTSTANDING COMMUNITY SUPPORT AND BUT BUT WHEN YOU LOOK ON THE, ON THE PAPER AND YOU SEE FROM 2 TO 7, THERE'S A PERCEPTION THAT THAT THE QUALITY OF SERVICE, IF YOU WILL, THAT PEOPLE DON'T FEEL AS SAFE. AND SO THAT THAT'S AND MAYBE THAT'S, THAT'S, THAT'S MAYBE THAT'S THERE'S NOT AN ANSWER TO THAT.

BUT I'M WONDERING HOW WHAT CAN WE DO. TO HELP CHANGE THAT, THAT, THAT PERCEIVED OUTCOME, IF YOU WILL, FOR, FOR FUTURE GENERATIONS? I DON'T I DON'T KNOW WHAT THE ANSWER IS, BUT I THOUGHT I'D POSE THAT QUESTION. I POSED THAT QUESTION TO THE CITY MANAGER AND HE SAID, DO YOU FIRST UP. SO I THOUGHT I WOULD, I WOULD AT LEAST OPEN IT UP WITH YOU. AND IF THERE'S SOME THINGS THAT YOU CAN THINK OF THAT WE CAN DO, I'D APPRECIATE IT. THANK YOU. I LET'S LET'S HOLD THAT DISCUSSION FOR ANOTHER MEETING. WHEN THAT'S BEEN POSTED, LET'S FOCUS ON THE ON THE PULLING ME OUT PRESSURES RIGHT NOW. MAYOR PRO TEM MORE. THANK YOU, MR. MAYOR. I THINK FIRST OF ALL,

[01:50:04]

RIGHT. THANK YOU SO VERY MUCH SIR. THANK YOU. SO COUNCILWOMAN DUTTON CAN GO FIRST. OKAY. DO WE HAVE ANY PART TIME OFFICERS? WE DO NOT HAVE ANY PART TIME OFFICERS. IT'S DIFFICULT WHEN YOU'RE CHAPTER 143 TO DO PART TIME OFFICERS, BUT WE DO NOT. YOU CAN HIRE THEM AS CIVILIANS, BUT IT MAKES IT DIFFICULT WHEN THEY'RE SWORN OFFICERS. OKAY. I WOULDN'T HAVE THOUGHT THAT THAT WAS THE THING, SO I APPRECIATE THAT. AND THE REASON WHY I ASK IS I KNOW LIKE HOLIDAYS. ARE CALLED. CARL. CALL, CALL LOAD SKYROCKETS. MEMORIAL DAY IS OBVIOUSLY A FUN ONE. I PERSONALLY WAITED FOR 45 MINUTES FOR AN OFFICER TO COME TO MY HOUSE, BUT I KNEW GOING INTO IT, IT'S MEMORIAL DAY. WE'RE GOING TO BE HERE FOR A MINUTE, BUT. SO I WOULD BE VERY INTERESTED IN HOW WE COULD, LIKE STAFFING WISE, HOW EXTRA OFFICERS, WE CAN MAYBE HELP EASE SOME OF THAT BECAUSE I KNOW YOU GUYS ARE GOING 90 TO 90 TO NOTHING ON HOLIDAY. SORRY, I THREW MY PHONE. NO YOU'RE GOOD. AND SO IF THERE'S STAFFING WISE, WHATEVER WE COULD DO TO HELP, YOU KNOW WITH THAT OVERALL, I MEAN, YOU GUYS DO A PHENOMENAL JOB. OUR DISPATCHERS ARE AMAZING. SO WE ARE VERY FORTUNATE THAT, YOU KNOW, WE MIGHT NOT HAVE 100 MILLION OFFICERS, BUT WE HAVE TOP QUALITY OFFICERS. AND SO I THINK THAT MEANS A LOT TO YOU AND UNDERSTAND TOO. HOLIDAY DOESN'T MEAN WE'RE OFF ON THE HOLIDAY. AND SO WE HAVE THE MOST STAFFING ON THE MAJOR. SO JULY 4TH IS COMING UP. THE REASON WE ASKED THE CITY NOT TO HOST THE JULY 4TH EVENT ON JULY 4TH IS BECAUSE WE NEED ALL THOSE OFFICERS ANSWERING CALLS, BUT WE ARE QUICKLY OVERWHELMED. ON JULY 4TH AND ON NEW YEAR'S EVE. BUT WE OUR STAFFING IS BEEFED UP. FORGET THOSE NUMBERS I SHOWED YOU. I THINK WE JUST ABOUT EVERYBODY'S WORKING ON THE STREET. GOOD. I APPRECIATE YOU, DEPUTY MAYOR PRO TEM. THANK YOU. I HAD QUESTIONS ABOUT THE SRO PROGRAM AS WELL, AND I JUST WANT TO I'M PRETTY SURE I KNOW THE ANSWER, BUT GISD SCHOOLS IN GARLAND ARE SERVED BY GPD AND OTHER CITIES. THEY'RE SERVED BY THEIR LOCAL POLICE DEPARTMENT. CORRECT. WELL, THAT'S NOT NECESSARILY CORRECT. I MEAN, WELL UNDERSTAND TO AFTER AND I DON'T REMEMBER THE BILL THAT GOT PASSED TWO YEARS AGO, BUT THERE'S ARMED SECURITY OFFICERS IN EVERY SINGLE SCHOOL. SO IF THERE'S NOT A SRO IN THE SCHOOL, THERE'S AN ARMED SECURITY OFFICER IN THE SCHOOL. SOME CITIES HAVE THERE'S AN INDEPENDENT ISD SCHOOL DISTRICT. SO THERE MAY BE THE LIKE A, AN

[01:55:09]

SO AROUND YOU KNOW, SEVEN TO MIDNIGHT IS OUR BUSIEST TIME. NO MATTER IF IT'S EMS OR POLICE.

AND I KNOW NON-EMERGENCY CALLS ARE, ARE PUSHED INTO 911 DISPATCH. THEY'RE JUST, YOU KNOW, 911 CALLS ARE ANSWERED FIRST AND CORRECT AND IN ACCORDANCE WITH PRIORITY. DO YOU HAVE ANY KIND OF WAY TO SAY, LOOK, IF YOUR ISSUE IF YOU CAN WAIT, HAVE A DISPATCHER CALL YOU WHEN ONE IS AVAILABLE KIND OF THING, BECAUSE I KNOW I CALL IN TO CUSTOMER SERVICE PLACES AND THEY'RE LIKE, PRESS ONE TO BE ADDED TO OUR CALLBACK LIST. YOU KNOW, WE DO THAT ALL THE TIME, BUT IT'S USUALLY MANUAL. SO YOU'LL GET A PERSON AND THEY SAY, HEY, WE'LL GET SOMEONE TO CALL YOU BACK. THEY'LL TRANSFER A LOT TO THE FRONT DESK OFFICER. AND SO THE FRONT DESK OFFICER WILL CALL THEM BACK, OR WE HAVE A TRUE UNIT THAT CAN DO REPORTS, BUT THEY DO A LOT OF TRANSFERS TO GET IT OFF THE WORKLOAD OF THE DISPATCHERS. OKAY, I KNOW YOU ALL HAVE A REALLY A REALLY TOUGH TIME. I WOULD I PERSONALLY WOULD LIKE TO SEE THE HOMELESS OUTREACH TEAM EXPANDED SOONER THAN LATER. I ESPECIALLY IN, YOU KNOW, AT THE GATEWAYS AND CORRIDORS OF T CITY. IT'S JUST A PROBLEM IN MANY WAYS. AND I KNOW THAT WITH BUDGET THAT'S CHALLENGING, BUT IT WOULD BE NICE TO SEE THAT PROGRAM EXPANDED ON YOUR RANK STRUCTURE COMPARISON. I IT WE WENT THROUGH THAT KIND OF FAST AND I DIDN'T REALLY GET ALL OF THE STUFF. SO I GUESS THAT'S SLIDE 65. I DON'T KNOW IF YOU CAN GO BACK TO IT OR NOT. CERTAINLY CAN. SO BASICALLY YOU'RE ADDING A DEPUTY CHIEF POSITION. CORRECT? OKAY. AND THEN THE SPAN OF MANAGEMENT ON THE NEXT SLIDE, THE OFFICER RESPONSIBILITIES ARE MOVING JUST TO OUR THE PATROL LIEUTENANT IS TAKING CARE OF THOSE. AND THEN THE OTHER, THE OTHER RESPONSIBILITIES ARE MOVING TO CAPTAIN OR TO THAT CAPTAIN.

OKAY. RIGHT. GOT IT. THANK YOU FOR THE CLARIFICATION. RIGHT NOW, THERE'S NOT A CAPTAIN ON SHIFT 24 SEVEN. OKAY. THERE WILL BE A CAPTAIN ON SHIFT 24. THANK YOU VERY MUCH. I REALLY APPRECIATE EVERYTHING YOU ALL DO. AND AS A GARLAND CITIZEN'S POLICE ACADEMY ALUMNI ASSOCIATION MEMBER, I RECOMMEND THAT EVERYONE JOIN THAT CLASS AND REAY EXPERIENCE IT, BECAUSE THAT'S I MEAN, IT REALLY OPENS YOUR EYES TO A LOT OF THE THINGS THAT YOU GO THROUGH EVERY DAY. SO THANK YOU. COUNCIL MEMBER THOMAS. THANK YOU. MAYOR. I AGREE WITH COUNCILMAN MOORE. I WOULD LIKE TO SEE EXPLORE OPPORTUNITIES TO MOVE SOME OF THOSE SRO COSTS TO GISD. AND I WILL EAGERLY AWAIT YOUR REPORT BACK ON THAT. I ALSO NOTE YOU HAVE THREE DISPATCH SLOTS THAT ARE OPEN. ARE THOSE DO WE HAVE THE SALARY MONEY ALREADY ALLOCATED? WE JUST DON'T HAVE THE BODIES. THAT'S CORRECT. YOU KNOW, AND IT'S JUST LIKE OFFICER POSITION IS WHEN YOU HAVE SO MANY OFFICERS AND SO MANY DISPATCHERS AS YOU GO THROUGH THE YEAR, YOU GET RETIREMENTS, YOU GET RESIGNATIONS, PEOPLE TRANSFER TO ANOTHER AGENCY, A DISPATCH ESPECIALLY. IT'S VERY YOU CAN TRANSFER VERY FLUIDLY. SO IF YOU IF YOU'RE MOVING UP NORTH SOMEWHERE, YOU CAN FIND A JOB TOMORROW AS A DISPATCHER. SO WE TYPICALLY WE WERE FULL FOR A VERY SHORT TIME AND THEN HAD A COUPLE OF RESIGNATIONS. AND NOW WE'RE TRYING TO GET FULL AGAIN. BUT IT'S EBB AND FLOW WHEN IT

[02:00:06]

THE TRAINING I WOULD SAY FOR DISPATCHER, RIVALS, POLICE, FIRE, EMS, ANY OTHER TRAINING.

IT'S A YEAR LONG TRAINING PROCESS. AND THE CHALLENGE FOR US, ESPECIALLY WITH THE OPENINGS, IS IT IS SUCH A DIFFICULT JOB. YOU HAVE TO BE ABLE TO MULTITASK. WE TEST YOU UP FRONT, BUT WE REALLY DON'T KNOW IF YOU CAN DO THE JOB UNTIL YOU'RE DEEP INTO THE TRAINING.

THEN YOU GET DEEP INTO THE TRAINING AND WE'RE LIKE, HEY, THIS IS NOT WORKING OUT. SO WE INVEST A LOT INTO PEOPLE THAT EVENTUALLY WE FIND OUT THE JOB'S NOT FOR THEM, ESPECIALLY WHEN IT COMES TO DISPATCH. AND SO WE STARTED A DISPATCH ACADEMY WHERE WE TRY TO GET AS MUCH OF THAT TRAINING AS A GROUP UP FRONT TO DETERMINE IF YOU HAVE THOSE SKILLS BEFORE WE MOVE YOU TO THE FLOOR. AND SO THAT'S BEEN HOW WE WE'VE BEEN ABLE TO GET TO FULL STAFFING IS THROUGH THAT DISPATCH ACADEMY BECAUSE WE LOSE SO MANY IN TRAINING. USUALLY IF WE HAVE A DISPATCHER THAT'S BRAND NEW, IF WE CAN GET THEM PAST 2 OR 3 YEARS, THEY'LL BE THERE FOR THE REST OF THEIR CAREER. BUT IT'S THOSE FIRST 2 OR 3 YEARS THAT ARE THAT ARE KIND OF TELLING. IT'S GOT TO BE IT'S GOT TO BE STRESSFUL FOR THOSE FOLKS, VERY STRESSFUL. THEY'VE GOT TO REMAIN CALM WHILE THE PERSON ON THE OTHER END OF THE LINE IS NOT CALM. AND SO, YEAH, THAT'S GOT TO BE A REAL, REAL CHALLENGE. SO ANYWAY, THANK YOU. I SEE ON NEXT DOOR I CALLED AND I JUST GOT WENT TO VOICEMAIL OR I WAS TOLD THEY WOULD CALL ME BACK. AND I CAN'T BELIEVE THAT 911 IS NOT THERE TO ANSWER MY CALLS. WELL, I'VE GOT WE'VE GOT THREE PEOPLE FOR 240,000. RIGHT. SO THAT THAT NUMBER HELPS ME, YOU KNOW, FIGHT SOME OF THE THINGS I SEE ON NEXTDOOR. I, YOU KNOW, WITH FACTS. RIGHT. SO ANYWAY, VERY GOOD. THANK YOU SIR. THANK YOU. THANK YOU MAYOR. ANYBODY ELSE? CHIEF, I THANK YOU. AND YOU MADE A PLUG FOR THE CPA. YOU DON'T WANT US TO JOIN THE ACCOUNTING DEPARTMENT, BUT THIS IS THE POLICE ACADEMY, AND I'LL. I'LL SECOND THAT. DEPUTY MAYOR PRO TEM LOOKS AT IT. I THINK IT'S A WONDERFUL PROGRAM TO GET TO KNOW OUR. YOU WILL HAVE A GREAT TIME IF YOU IF YOU GO TO THE CPA. IT'S NOT JUST ABOUT LEARNING. WE WANT YOU TO HAVE A GOOD TIME. THANK YOU.

THANK YOU CHIEF. OH! ONE MORE. OH. IS THERE ONE MORE COUNCIL MEMBER? DUTTON, I TRY NOT TO BOTHER YOU. SO, COUNCIL MEMBER DUTTON. YES, PLEASE. ONE MORE. I'M SORRY. YOU'RE GOOD. DOES ROWLETT AND SAXTON PAY FOR THEIR SROS, OR DOES SHE LIKE, IS IT A SHARED LIKE WE DO, OR IS IT ONE OF THE HANDFUL THAT PAYS? IT'S EXACTLY LIKE WE DO THE SROS THAT THEY PAY 100% FOR. THAT'S THAT'S PRETTY RARE. WHEN MITCH WAS CHIEF TEN YEARS AGO, THE SCHOOL DISTRICT CAME AND WANTED TO ADD A SECOND SRO TO EVERY HIGH SCHOOL. AND SO AT THAT POINT, IT WAS YOU HAVE TO PAY 100%. AND SO THAT'S THAT'S KIND OF HOW THOSE CAME ABOUT. THAT WASN'T FROM THE ORIGINAL SRO PROGRAM. THAT WAS AN ADDITIONAL EIGHT THAT WAS ADDED ABOUT TEN YEARS AGO. OKAY. AND THEN ONE OTHER QUESTION.

HAVE WE LOOKED INTO LIKE A TEXTING SERVICE FOR 901? LIKE SAY YOU HAVE A NOT A LIFE THREATENING I PERSONALLY HATE CALLING 911, ESPECIALLY WHEN IT'S SOMETHING THAT I'M LIKE, MAN, I DON'T WANT TO WASTE THEIR TIME. BUT ALSO THERE'S A SEMI PARKED IN FRONT OF MY HOUSE. SO THAT'S SOMETHING LIKE, YOU KNOW, I'VE SEEN OTHER CITIES DO IT, SO I DON'T KNOW IF THAT'S SOMETHING THAT WE'VE LOOKED INTO OR IF IT WOULD BE FEASIBLE. WE HAVE THAT NOW. WE DON'T ADVERTISE IT. AND THE REASON WE DON'T ADVERTISE IT IS CAN YOU CAN IMAGINE AS BUSY AS A DISPATCHER IS TO HAVE TO ANSWER TEXT HOW THAT WOULD OVERWHELM THEM. SO WE ADVERTISE IT TO OUR HEARING IMPAIRED SO THAT IF YOU HAVE IF YOU DON'T, IF YOU NEED A WAY TO CALL 911 AND YOUR HEARING IMPAIRED, YOU CAN TEXT US. BUT WE DON'T ADVERTISE THAT AS A WAY TO RELAY INFORMATION TO OUR DISPATCHERS JUST BECAUSE, AGAIN, YOU CAN IMAGINE 250,000 PEOPLE AND THEY THEY SEE ABANDONED CAR AND THEY'RE TEXTING OR THEY SEE THIS AND IT WOULD JUST OVERWHELM THEM. SO IS THAT SOMETHING LIKE WE COULD HAVE A WE COULD HIRE A CIVILIAN TO DO LIKE IF THEY'RE NON-EMERGENCY CALLS LIKE, WELL, YOU'RE TALKING OR WHATEVER, IF WE'RE TALKING ABOUT JUST THE SERVICE OF 911, THEN YEAH, THEN I WOULDN'T. BUT IF YOU WANT ANOTHER SERVICE TO ADD TO THAT, YOU CAN ADD TEXT IN COMPLAINTS.

I MEAN, I GUESS THAT WOULD BE A POSSIBILITY, BUT IF YOU HAD MY LIST OF PRIORITIES, MY

[02:05:03]

YOU HEARD THIS MORNING FROM CITY MANAGER AND MATT AND ALISON ABOUT COST PRESSURES. HOW DO WE MAINTAIN A HIGH QUALITY FIRE AND EMS SERVICE WITH LONG TERM COST SUSTAINABILITY? WHEN WE LOOK AT OUR NET BUDGET PER CAPITA FOR THE FIRE DEPARTMENT, WE ARE AT $155 A HEAD. IN OUR COMMUNITY, THE AVERAGE IS ABOUT 215. IN THE CITIES THAT WE SURVEYED COST PER CALL. WHEN WE LOOK AT THAT ONE, WERE FOR GARLAND FIRE DEPARTMENT TO ANSWER A CALL IN OUR CITY. THIS IS $1,258, COMPARED TO THE AVERAGE OF 2074. THESE NUMBERS WERE COMPRISED OF THE NUMBER OF CALLS FOR SERVICE THAT THOSE OTHER AGENCIES ANSWERED, DIVIDED INTO. THEIR OVERALL BUDGET IS WHERE THESE NUMBERS ARE COMING FROM, AND YOU CAN SEE THAT GARLAND IS. SUFFERING FROM COST PRESSURES.

IT'S PLAIN AND SIMPLE. OUR FIREFIGHTERS YOU HEARD CHIEF BRIAN SAY THIS AS WELL. THE ENTIRE CITY, NOT JUST FIREFIGHTERS, DO MORE WITH LESS. WHAT I WOULD LIKE TO ARGUE IS THAT WE START DOING SMARTER WITH THE RESOURCES THAT WE HAVE, THAT THAT COST CONTAINMENT, THAT FISCAL RESPONSIBILITY IS ONE OF OUR HIGHEST PRIORITIES. WE'RE SEEING SHIFTS IN THE MARKETPLACE THAT GO RIGHT ALONG WITH THE COST PRESSURES, COMPETITIVE PAY AND SCHEDULING THAT SUPPORTS FIREFIGHTER HEALTH RETENTION AND RECRUITMENT. WHEN YOU LOOK ON THE RIGHT SIDE OF THIS SLIDE, YOU SEE THE YEAR SIX FIREFIGHTER PAY. WHY DID WE USE YEAR SIX? FIREFIGHTERS ARE MOST SUSCEPTIBLE TO LEAVING THE CITY SOMEWHERE BETWEEN 3 AND 7 YEARS. TYPICALLY, IF WE CAN GET THEM TO YEAR SEVEN, THEY'RE GOING TO HANG OUT WITH US UNTIL RETIREMENT. SO THE YEAR SIX PAY

[02:10:03]

THEY TOP OUT IN TWO YEARS. THAT IS GOING TO CHANGE WITH THEIR 2472. THEY'RE ADDING ANOTHER YEAR TO THAT. BUT THE NEXT CIRCLE IS ALL OPERATIONS EXTRA TIME AT ONE AND A HALF RATE. SO ALL BASIC STAFFING OVERTIME YOU GET TIME AND A HALF EVERY EVERY HOUR IS GOOD TIME. YOU'VE SOLVED THIS NEXT ONE. FOR US. COST OF LIVING INCREASES ON RETIREMENT BENEFITS. THEY THAT IS THE ONE ITEM THAT TOLD ME THEY WERE TRULY TARGETING GARLAND PLANO'S FIRE CHIEF CAME FROM GARLAND FIRE DEPARTMENT. HE LEFT IN THOSE TOUGH YEARS AROUND 2008 WHEN THE ECONOMY TANKED AND EVERYTHING WAS FALLING APART, HE LEFT TO GO TO PLANO. HE'S RISEN TO THE RANK OF CHIEF. HE KNOWS WHAT THE CULTURE GARLAND FIRE DEPARTMENT IS, AND I SUSPECT HE'S TRYING TO BRING SOME OF THAT CULTURE TO HIS AGENCY. WHEN WE LOOK AT BACK TO THE GPS ENHANCED PREPAREDNESS THROUGH STRATEGIC INITIATIVE AND PROACTIVE MEASURES, THE MASTER PLAN DEPLOY, MAINTAIN RESOURCES EFFICIENTLY AND EFFECTIVELY. WHAT WE'RE LOOKING AT HERE IS FIREFIGHTER HEALTH, THE SUPPORT OF AND THE WELL-BEING AND MENTAL HEALTH, THE PHYSICAL HEALTH AND THE RESILIENCY OF OUR FIREFIGHTERS SLEEP DEPRIVATION. AND THIS IS WHERE THE 4896 IS NOT SUSTAINABLE. THE SCIENCE BACKS THAT UP. BAD SLEEP LESS THAN 4 TO 5 HOURS OF CONTINUOUS SLEEP AT NIGHT. 70% OF THE CANCER FIGHTING CELLS IN ALL PEOPLE. FIREFIGHTERS ARE SUSCEPTIBLE. HIGHER RATES OF SUSCEPTIBILITY TO CERTAIN CANCERS. WE'RE TRYING TO REDUCE THE EXPOSURES OF THOSE. WE'RE TRYING TO REDUCE THE CONTINUOUS EXPOSURES THROUGH CLEAN GEAR, SECOND SETS OF GEAR, ALL OF THOSE THINGS THAT YOU'VE BEEN SO GENEROUS TO HELP US WITH. BUT THE SLEEP IS ONE OF THE THINGS THAT IS IMPACTING US. THE HARDEST SLEEP DISRUPTION HAS BEEN LINKED TO ALZHEIMER'S DISEASE AND THE CURRENT 2448 THAT WE WORK, AND THE 4896 THAT IS WORKED BY OTHERS DOES NOT ALLOW FULL RECOVERY BETWEEN SHIFTS. AND WHILE WE'RE TALKING HERE IS CORTISOL LEVELS. THOSE CANCER FIGHTING CELLS, THE REPLENISHMENT OF THOSE INTO THE BODY. IT TAKES LONGER THAN 48 HOURS FOR THOSE TO RESTORE THE SCHEDULE THAT WE WORK TODAY. WHEN THEY LOOK AT CORTISOL LEVELS AND FIREFIGHTERS THE DAY OF SHIFT, THOSE LEVELS RISE AND THEY CONTINUE TO RISE. AND THEN YOU WOULD THINK THAT THE NEXT 24 HOUR PERIOD, THEY GO BACK TO NORMAL. THEY COME DOWN A LOT SLOWER THAN THEY WENT UP. AND IT TAKES MORE THAN 48 HOURS FOR CORTISOL ALONE TO RETURN. SO WE'VE WE'VE GOT TO TAKE CARE OF OUR FOLKS. THE MENTAL HEALTH SLEEP DEFICIENCY IS LINKED TO

[02:15:04]

WORKERS COMP INJURIES. THEY'RE COVERING LONG TERM ILLNESS AND INJURY. OFF DUTY INJURIES.

THEY'RE COVERING THE SICK TIME, THE VACATION AND HOLIDAY TIME ALONE. WE ALLOW 12 PEOPLE OFF PER DAY, AND THEN SICK TIME GETS INTO OVERTIME. SO WE TYPICALLY HAVE 4 TO 7 PEOPLE ON OVERTIME EVERY DAY. AND WE'VE GOT A LOT OF FIREFIGHTERS THAT ARE DEDICATED TO PREVENTING US FROM USING MANDATORY OVERTIME. OR WE HAVE TO TELL SOMEBODY, NO, YOU CAN'T GO HOME TO YOUR KID'S BALL GAME TODAY. YOU GOT TO STAY HERE AND WORK. SO THEY'RE WORKING WAY TOO MUCH OVERTIME AND TEARING THEMSELVES UP. DO YOU THINK THAT MOVING TO 24, 72, I MEAN, THAT SEEMS LIKE IT'S ALREADY AT OUR

[02:20:08]

IT'S A GREAT QUESTION FOR A LOT OF SPECULATION. AND THE EXPECTATION FOR THIS STAKEHOLDERS GROUP WOULD BE TO EXPLORE SOME OF THOSE QUESTIONS AND TO LOOK AT WHAT DOES IT TAKE. AND WE THE CHANGE IN THE SHIFT SCHEDULE WOULD TAKE US. CURRENTLY WE'RE ON A 56 HOUR WORK WEEK, SO THE AVERAGE FIREFIGHTER WORKS 56 HOURS EVERY WEEK. THIS WOULD REDUCE IT TO A 42 HOUR WORK WEEK, WHICH IS MORE IN LINE WITH NORMAL POPULATIONS. AND THE EXTRA DAY OFF, THE EXTRA PHYSICAL RECOVERY DAY, THE EXTRA MENTAL RECOVERY DAY, THE EXTRA SLEEP DAY, AND THEIR BED BECOMES CRITICAL. AND I BELIEVE AND I'LL ASK THE STAKEHOLDER GROUP TO SHORE THIS UP WITH DATA FROM AGENCIES THAT HAVE TRANSITIONED. BUT I BELIEVE THAT SICK TIME WOULD ACTUALLY GO DOWN. OKAY, WELL, I'M REALLY EXCITED TO SEE HOW THAT STAKEHOLDERS COMMITTEE GOES. I WOULD LIKE TO RECOMMEND ADDING THE FIRE CLUB TO THAT LIST OF COMMUNITY STAKEHOLDERS. AND IF AND IF ANYBODY OUT THERE WANTS TO TAKE THE FIRE CLUB CLASS, I HIGHLY RECOMMEND THAT. WELL, SINCE CHIEF BRIAN PLUGGED HIS CPA AT THE END OF HIS PRESENTATION, IF THERE'S NO FURTHER QUESTIONS, I WILL PUT MY PLUG IN AS WELL. THANK YOU VERY MUCH. COUNCIL MEMBER DUTTON. THANK YOU. IF WE WENT TO THE HYPOTHETICAL BEAUTIFUL SHIFT, WOULD THAT INCLUDE ADDING ANOTHER WHOLE NOTHER GROUP OF GUYS THAT GALS, PEOPLE THAT WOULD COVER THAT EXTRA DAY? THERE IN LIES THE DILEMMA.

OBVIOUSLY THERE HAS TO BE A BALANCE OF FISCAL RESPONSIBILITY, FINANCIAL SUSTAINABILITY AND TAKING CARE OF OUR PEOPLE. THAT'S WHERE THE SERVICE MODEL HAS TO BE EXAMINED CLOSELY, BECAUSE IF WE WERE TO KEEP THE EXACT SAME SERVICE MODEL WE HAVE TODAY, WE HAVE TO ADD 80 PLUS PEOPLE. AND FINANCIALLY, THAT IS I'M I SAID EARLIER TO ANDY THAT I'M A DREAMER. EVEN I CAN'T DREAM THAT BIG A ADDING 80 ADDITIONAL PEOPLE TO OUR OUR STRUCTURE IS NOT SUSTAINABLE AND. CAN'T BE DONE. SO WE'VE GOT TO IF WE'RE GOING TO LOOK AT SCHEDULES OVERALL, WHETHER IT'S 24, 72 OR ANY OTHER SCHEDULE THAT MAY BE OUT THERE, WE HAVE TO EXAMINE IT AND WE HAVE TO LOOK AT THE SERVICE DELIVERY MODEL AND HOW DO WE BLEND THOSE TWO TOGETHER TO TAKE CARE OF OUR PEOPLE, BE GOOD AT OUR JOBS AND BE FISCALLY RESPONSIBLE. DO YOU KNOW OF ANY OTHER CITY THAT HAS DONE THE UNIMAGINABLE AND NOT ADDED 80 EXTRA PEOPLE? I DON'T, OKAY, BUT I MEAN, WE COULD BE THE FIRST. I KNOW A FEW AGENCIES THAT HAVE MADE THE TRANSITION RECENTLY, AND I HAVE NOT HAD AN OPPORTUNITY TO TALK TO THEM. AND THE STATE OF TEXAS, I'M PROBABLY SPEAKING OUT OF TURN. I THINK BEAUMONT HAS GONE TO THE 2472, BUT THEY WERE ON A WAY DIFFERENT SCHEDULE THAN A 2448. SO THEY THEY DID IT WITH MINIMAL FINANCIAL IMPACT. DEPARTMENTS IN FLORIDA, I'M HEARING THAT ARE THAT ARE MAKING THIS TRANSITION ARE DOING IT FROM A 2448. SO I'VE GOT TO GET A HOLD OF SOME OF THOSE CHIEFS AND HAVE THOSE CONVERSATIONS. OKAY. AWESOME. I APPRECIATE IT. AND I WILL. SECOND, MARGARET'S RECOMMENDATION FOR CITIZENS FIRE ACADEMY. YOU HAVE A CLASS COMING UP. ACTUALLY DO IT. EVERYONE KNOWS THAT FIRE IS HOT, BUT YOU DON'T ACTUALLY KNOW HOW HOT IT IS UNTIL YOUR KNEECAPS ARE SWEATING IN THAT BUNKER YEAR, AND THEY'RE TELLING YOU TO KEEP GOING TO THE FIRE, BUT YOU ALREADY THOUGHT YOU WERE ON FIRE. IT'S A WHOLE DIFFERENT EXPERIENCE. I HIGHLY RECOMMEND IT. THANK YOU. CHIEF. ALL RIGHT.

YEAH. COUNCILMEMBER WILLIAMS EXCELLENT. EXCELLENT REPORT. AND I'D LIKE TO RECOMMEND THAT SLIDE FOR THE RECOMMENDATION OR. I THINK THAT THE, THE ADD ONS TO THAT LIST THAT YOU WERE AT LEAST TOSS IT AROUND WOULD BE GOOD ALONG WITH. HAVING GONE THROUGH THE FIRE ACADEMY. SO I KNOW HOW

[02:25:10]

WHAT? YOU'RE LOOKING AT THOSE PICTURES. AND IF YOU ADD FIVE ACADEMY GRADUATES AND OTHER FOLKS. OKAY. HOW DO YOU THINK THAT WOULD WOULD IN TURN BENEFIT THOSE PICTURES WE'RE LOOKING AT NOW? I'LL START WITH THE ONE ON THE LEFT. AND THAT'S THE CANCERS. OKAY. ADDING A FOURTH SHIFT REDUCES THE NUMBER OF TIMES THEY COME TO WORK BY 25%, WHICH IS A DIRECT 25% REDUCTION IN EXPOSURE TO THE CARCINOGENS. OKAY. SO THAT'S ONE THE MENTAL HEALTH SIDE OF IT, THE CUMULATIVE STRESS AND THE INABILITY TO EXPEL THAT STRESS AND SPEND TIME WITH THOSE THAT YOU LOVE. AND AS A GUY THAT'S BEEN IN THE FIRE SERVICE FOR A REALLY LONG TIME, MY WIFE WILL ATTEST THAT I WOULD COME HOME FROM WORK, AND SHE COULD ALWAYS TELL WHAT KIND OF NIGHT I HAD HAD, BECAUSE IF I CAME HOME AND HAD THE BABIES IN MY ARMS AND THEY WERE TURNING BLUE FROM ME, HOLDING THEM SO TIGHTLY, SHE KNEW THAT WE'D HAD A SITUATION INVOLVING A CHILD OR INFANT THAT NIGHT. IT WOULD TAKE ME HOURS OF QUIET AND SOMETIMES SLEEP, SOMETIMES PIDDLING IN THE GARAGE, SOMETIMES JUST SITTING AND STARING AT THE TREES AND THE BIRDS AND ENJOYING A BREEZE. FOR ME TO GET THAT STRESS TO START TO WORK OUT OF MY BODY. IT WOULD TAKE GOING TO THE GYM. IT WOULD TAKE ALL OF THESE THINGS TO COME BACK TO FAMILY. SO ADDING AN ADDITIONAL DAY FOR OUR FIREFIGHTERS TO COME BACK TO FAMILY, TO CE BACK TO SOME NORMALCY HELPS WITH THE MENTAL HEALTH SIDE OF THAT. AND GOD FORBID, THAT LAST PICTURE. LAST YEAR WE LOST MORE FIREFIGHTERS TO SUICIDE THAN WE DID TO FIGHTING FIRES AND HEART ATTACKS AND CANCERS. MY POINT EXACTLY.

SO THAT RELATES DIRECTLY BACK TO THE MENTAL HEALTH, THE SLEEP, HEALTH AND ALL OF THOSE THINGS.

AND THERE'S A GROUP OF SCIENTISTS AND THEY, THEY REFER TO THEMSELVES AS THE NERD HERD.

AND THEY HAVE TAKEN GREAT INTEREST IN SLEEP STUDIES IN THE FIRE SERVICE AND TRYING TO FIGURE OUT WHAT IS WRONG WITH OUR SLEEP PATTERNS AND WHAT IS RIGHT ABOUT OUR SLEEP PATTERNS AND OUR NEW FIRE STATIONS. WE ARE PUTTING IN BLACKOUT CURTAINS IN EACH BEDROOM. EACH BEDROOM HAS ITS OWN AIR SYSTEM SO THAT THEY CAN CONTROL THEIR SLEEP TEMPERATURE, AND WE ARE ENCOURAGING THEM TO FIND PERIODS OF SLEEP, TO GO SHUT OFF YOUR DEVICES AND GO LAY DOWN AND TRY TO GET SOME QUALITY SLEEP FOR PERIODS THAT YOU CAN. BUT IT'S THAT 4 TO 5 HOUR STRETCH THAT WE HAVE TO FIND FOR THEM IN THE NIGHT TIME. AND IF THEY DON'T GET IT, WE GOT TO GIVE THEM MORE TIME FOR THEIR BODIES TO RECOVER FROM THAT DEPRIVATION PERIOD. SO THE EXTRA DAY OFF MAKES FOR A HEALTHIER FIREFIGHTER AND A HEALTHIER FIREFIGHTER INCREASES THE SERVICE LEVELS THAT THEY'RE GOING TO PROVIDE IN THE COMMUNITY BECAUSE THEY'RE NOT SUFFERING FROM CUMULATIVE STRESS, THEY'RE NOT SUFFERING FROM SLEEP DEPRIVATION. THEY'RE NOT SUFFERING FROM IF THEY WORK AN OVERTIME SHIFT, THEY NOW HAVE TWO DAYS TO RECOVER FROM IT INSTEAD OF JUST ONE, AND THEN CYCLING RIGHT BACK IN. SO IT MAKES FOR A BETTER FIREFIGHTER. IT MAKES FOR A BETTER FIRE SERVICE IN OUR COMMUNITY. WELL, I LOOK FORWARD TO YOUR RECOMMENDATION. THAT'S IN THIS PACKET. BUT WITH CHANGES WITH WITH MARGARET'S SUGGESTION, I. AND CHRIS'S SUGGESTION AND PERHAPS SOME OTHERS AND SEE WHAT YOU COME BACK WITH. BUT I IMPLORE YOU AS A DREAMER TO WORK

[02:30:10]

AT THE FIRE CHIEF'S FORUM LAST YEAR, YOU SUGGESTED MAYBE DOING REVERSE SHIFTS WHERE THEY STARTED AT 7 P.M. INSTEAD OF 7 A.M. IS THAT STILL BEING CONSIDERED OR THOUGHT OF? THE BENEFITS OF THAT ARE THAT YOU YOU SLEEP IN YOUR BED, YOU KNOW, TWO NIGHTS AND THEN YOU'RE ONLY IN HOURS. ONE WHICH IS TODAY, BUT YOU COME IN AT A LATER SHIFT START TIME. IT ALLOWS YOU TO NOT GET UP. MOST OF OUR FIREFIGHTERS ARE AT WORK. THEIR SHIFT SCHEDULE STARTS AT 7 A.M, BUT THEY'RE THEY'RE ABOUT 6 A.M. THEY MANY OF THEM LIVE A COUPLE HOURS AWAY. SO THINK ABOUT WHAT TIME THEY'RE GETTING OUT OF BED TO DRIVE INTO WORK, TO WORK A 24 HOUR SHIFT. SO THE REVERSE SCHEDULE IS AN ALTERNATIVE SCHEDULE THAT PROBABLY SHOULD BE EXAMINED AS WELL. BUT AGAIN, THE SCIENCE SIDE OF IT IS STILL TELLING US IT TAKES LONGER THAN 48 HOURS FOR US TO RECOVER, WHETHER WE STARTED LATE OR OR STARTED EARLY. OKAY, I'M LEARNING MORE SCIENCE EVERY DAY TOO. THANK YOU. MAYOR PRO TEM. THANK YOU, MR. MAYOR. MARK, I JUST WANT TO SAY THAT I'M SURE WE ALL, BUT WE APPRECIATE YOUR LEADERSHIP AND THE LEADERSHIP OF YOUR STAFF AND OF COURSE, THE SERVICE THAT YOU PROVIDE TO THE CITY. THANK YOU. I THINK PROBABLY THE 2019 BOND FUND WAS ONE OF THE MOST EXCITING THINGS THAT COULD HAVE HAPPENED AS FAR AS THE FIRE DEPARTMENT WAS CONCERNED, AS IT RELATES TO THE BUILDINGS THAT WERE PUT INTO PLACE, THE EQUIPMENT THAT HAS COME ALONG AS A RESULT OF THAT. AND THEN NOW WE HAVE THE SITUATION WITH THE COLA. I MEAN, IN OTHER WORDS, I THINK THAT THE CITY IS TRULY ALWAYS ATTEMPTING TO LOOK OUT FOR OUR FIRE DEPARTMENT TO ENSURE THAT THEY HAVE THE VERY BEST THAT THEY CAN IN ORDER TO DO THE JOBS THAT ARE PRESENTED FOR THEM. COULD YOU GO TO YOUR SLIDE 2472 SHIFT SCHEDULE THAT ONE RIGHT AND SPEAK ONCE AGAIN TO BECAUSE IT'S I'M THINKING THAT I'M HEARING YOU SAY THAT THE HIRING OF 120 FIREFIGHTERS, 30 PER YEAR OVER THE NEXT FOUR YEARS, THAT WILL TAKE CARE OF RETIREES, RETIREMENTS THAT ARE TAKING PLACE, OR EXPLAIN THAT WHAT THAT'S GOING TO TAKE CARE OF FOR YOU. THIS WON'T TAKE CARE OF ME AT ALL. THIS TAKES CARE OF PLANO. BUT I WANTED TO ILLUSTRATE HERE THAT PLANO ONLY HIRES DUAL CERTIFIED PEOPLE. SO YOU GOT TO HAVE YOUR FIRE CERTIFICATIONS AND YOUR PARAMEDIC CERTIFICATIONS COMPLETED BEFORE YOU'RE ALLOWED TO TEST WITH THEM. IF THEY'RE GOING TO HIRE 120 OVER FOUR YEARS, WHERE ARE THEY GOING TO COME FROM? RIGHT. BECAUSE YOU CAN'T PRODUCE PARAMEDICS AT A HIGH RATE OF SPEED. WE SEE THAT IT TAKES US 21 MONTHS TO GET SOMEBODY TO THAT LEVEL. PLANO IS GOING TO STEAL PEOPLE. THEY'RE GOING TO THEY'RE GOING TO POACH AND THEY'RE GOING TO POACH THE BEST. AND YOU HEARD CHIEF BRYAN SAY THEY'VE GOT THE BEST POLICE DEPARTMENT IN THE COUNTRY. GUESS WHO'S GOT THE BEST FIRE DEPARTMENT IN THE COUNTRY? WE DO. WE GOT GUYS THAT ABSOLUTELY ARE PASSIONATE ABOUT THIS JOB.

WE'VE GOT PEOPLE THAT LIVE AND BREATHE THE FIRE SERVICE AND THEY'RE REALLY GOOD AT IT. THEY THEY CAN GO SOMEPLACE AND MAKE MORE MONEY, WORK 25% LESS, BE EXPOSED TO 25% LESS CARCINOGENS, AND HAVE FEWER CALLS PER PERSON. THEY'RE GOING TO STEAL PEOPLE AND THEY'RE GOING TO STEAL SOME OF MY REALLY GOOD PEOPLE. BETWEEN THAT YEAR THREE AND SEVEN, HOW MANY ARE YOU GOING TO NEED IN ORDER TO MAINTAIN? THAT'S WHAT THAT'S UP TO THE STAKEHOLDER GROUP TO HELP ME DISCOVER AND LOOK AT SERVICE DELIVERY MODELS. YEARS AGO, THERE WAS AN 11 STATION PLAN THAT WAS DONE BY CHIEF DANNY GRAMMER. AND IT WAS A GREAT, GREAT LOOK AT THE FIRE SERVICES AT THE CITY OF GARLAND AT THAT TIME FRAME. I BELIEVE THAT WAS AROUND 2006, 2007, AND WE HAVEN'T LOOKED AT THE SERVICE DELIVERY MODEL IN DEPTH SINCE THAT TIME FRAME. SO IT'S TIME FOR US TO LOOK AGAIN. IT'S TIME FOR US TO LOOK AT THE SHIFT SCHEDULE. IT'S TIME FOR US TO LOOK AT THAT SERVICE DELIVERY. HOW DO WE PROVIDE THOSE SERVICES? WHAT SHIFT SCHEDULE MAKES SENSE FOR OUR FIREFIGHTERS, AND HOW DO WE GET THERE WITHOUT COSTING A FORTUNE? THE BIGGEST THING THAT WE HAVE BEFORE US, AS FAR AS YOUR CONCERN RIGHT NOW, IS REALLY

[02:35:02]

SCHEDULING CHANGES WILL HAVE A LOT TO DO WITH THAT. YES, SIR. THANK YOU, MR. MAYOR. THAT'S WHAT IT'S ABOUT. ANY QUESTIONS, CITY MANAGER? I WAS JUST GOING TO ADD A LITTLE BIT TOO. I KNOW WE CHIEF KIND OF ALLUDED TO IT, BUT PART OF WHAT WE WANT THE STAKEHOLDER COMMITTEE TO LOOK AT AS WELL IS AS A REALLY AN OUTCROPPING OF THIS IS OUR EMS MODEL. AND IF WE TRULY AND THE INDUSTRY IS GOING IN THE DIRECTION OF A 2472, IF THAT BECOMES SOMETHING THAT WE PURSUE, ADDING 80 FIREFIGHTERS IS NOT GOING TO BE SUSTAINABLE WAY TO DO THAT. AND SO IT REALLY FORCES US INTO A POSITION WHERE WE NEED TO LOOK AT OUR EMS SERVICE DELIVERY MODEL. AND THERE'S A LOT OF DIFFERENT WAYS TO UNPACK THAT. THERE ARE OPTIONS JUST IN THE METROPLEX, THERE'S DIFFERENT CITIES THAT DO DIFFERENT THINGS. AND SO THAT'S PART OF WHAT WE WANT THE STAKEHOLDER GROUP TO LOOK AT AS WELL. AND COUNCIL, I THINK IF WE NOT LOOKING FOR A LOT OF DECISIONS HERE TODAY, BUT THIS WOULD BE ONE WE'D LOOK FOR A THUMBS UP FROM YOU IF WE WANT TO PURSUE THE STAKEHOLDER GROUP, THIS IS PROBABLY GOING TO BE A, YOU KNOW, 9 TO 12 MONTH INITIATIVE. THERE'S A LOT OF EDUCATING THAT NEEDS TO HAPPEN. WHOEVER IS IN THIS GROUP LIKE TOTALLY GO THROUGH AND DOWNLOAD ALL THE KNOWLEDGE FROM THE CHIEF AND HOW THINGS ARE STRUCTURED.

THERE'S SO MANY IMPLICATIONS AND JUST THERE'S A LOT OF EDUCATING THAT WOULD NEED TO HAPPEN WITH THIS GROUP. AND I ALMOST THINK OF IT AS SIMILAR TO A BOND STUDY COMMITTEE OR A CHARTER COMMITTEE, WHERE THEY WOULD COME FORWARD WITH SOME RECOMMENDATIONS. WE DO A LOT OF EDUCATING, A LOT OF BACKGROUND INFORMATION, AND THEN THEY THEY WOULD COME FORWARD WITH SOME RECOMMENDATIONS, OF COURSE, ALONG WITH CITY MANAGEMENT AND OUR AND OUR FIRE CHIEF. THE OTHER PIECE OF THIS IS, YOU KNOW, WHY A STAKEHOLDER GROUP. AND IT REALLY BOILS DOWN TO THE FACT THAT WHEN YOU LOOK TO MAKE AN EMS MODEL CHANGE OR A SERVICE DELIVERY CHANGE, IT'S GOING TO IMPACT THE 250,000 PEOPLE INSIDE GARLAND. AND SO AS MANY FINGERPRINTS AS YOU CAN PUT ON THAT INITIATIVE AND EARLY INVOLVEMENT IN THAT DECISION, IT'S GOING TO MAKE IT A LOT EASIER THAT WHEN, YOU KNOW, WHEN WE GET INTO THE ROOM NEXT DOOR AND A LOT OF PEOPLE SHOW UP TO EXPRESS THEIR OPINION, IT'S GOING TO BE EASIER FOR YOU GUYS TO MAKE A DECISION IF WE KNOW THAT WE'VE INVOLVED PEOPLE ALONG THE WAY AND GOT BUY IN AND INVOLVEMENT FROM THAT PERSPECTIVE. S I JUST WANTED TO TOUCH ON THOSE THINGS AND AGAIN, OF COURSE, GET GET SOME DIRECTION ON THE STAKEHOLDER GROUP AND WHETHER THAT'S SOMETHING WE WANT TO PURSUE. IF THERE'S ANY OTHER COMMENTS OR QUESTIONS, ANY TWEAKS WE WANT TO MAKE, THERE IS WHAT WE WOULD DO THERE. SORRY, I DIDN'T MEAN TO JUMP IN. NO, I'M JUST SEEING IF THERE'S ANY MORE QUESTIONS.

CHIEF LEE, BEFORE WE. COUNCIL MEMBER THOMAS. YES, CHIEF. WE'RE AT 2448 AND I FORGIVE ME, I'M FIVE WEEKS ON COUNCIL. I'M STILL LEARNING A LOT. THEY THEY PROMISED ME I'D BE DRINKING FROM ONE OF YOUR FIRE HOSES, BUT THEY ALSO DID NOT TELL ME I WOULD ALSO BE LIVING IN THE WHIRLWIND.

HERE I AM. SO THE 24. WE'RE ON 2448 MODEL TODAY, RIGHT? YES, SIR. AND TO MOVE TO A 2472 MODEL, WE'D HAVE TO DO WHAT PLANO IS PLANNING TO DO. IS THAT RIGHT? NOT NECESSARILY. THAT'S THAT'S WHAT WE WANT TO LOOK AT. WE WANT TO LOOK AT OUR SERVICE DELIVERY. WE WANT TO LOOK AT MR. REX ALLUDED TO. WE WANT TO LOOK AT OUR EMS MODEL. AND IS THAT THE RIGHT MODEL FOR GARLAND AND THE RIGHT TIMES. AND COULD IT HELP WITH THE 24, 72. YOU KNOW IT'S WE RUN IT 11 FIRE STATIONS WITH 11 AMBULANCES. OKAY. IS THAT TOO MANY. IS THAT IS THAT NOT ENOUGH? AND I CAN TELL YOU SOME DAYS IT'S NOT ENOUGH. BUT WE WANT TO LOOK AT THE OVERALL PICTURE OF HOW WE DO BUSINESS.

AND COULD WE GO TO SOME ALTERNATIVE SCHEDULE WITHOUT HAVING TO HIRE 80 PEOPLE, BUT TO IF WE MOVE TO THAT ALTERNATIVE SCHEDULE TOMORROW, THEN WE WOULD JUST SPLIT THEM UP. WE WOULD HAVE LESS ON EACH SHIFT FOR, FOR LESS PERSONNEL ON SHIFT. IS THAT HOW WE WOULD DO IT? THAT WOULD IF WE DID IT WITHOUT ADDING PEOPLE, THAT'S THE WAY WE'D HAVE TO DO IT, IS, IS REDUCE THE NUMBER OF PEOPLE PER SHIFT, WHICH WE CAN'T DELIVER. THE SERVICE MODEL THAT WE HAVE TODAY BY DOING THAT. RIGHT. OKAY. VERY GOOD. THANK YOU SIR. THANK YOU MAYOR. ANY OTHER QUESTIONS. AND COUNCIL LOOKS LIKE WE'RE LOOKING FOR A DECISION ON A FIRE SERVICE DELIVERY COMMITTEE. YEAH.

APPEARS TO BE UNANIMOUS. I APPRECIATE EVERYBODY'S TIME TODAY. ONE QUESTION, CHIEF, NOW THAT WE HAVE A VOTE ON THAT, WHEN DO YOU EXPECT THAT TO BE IMPLEMENTED? THAT COMMITTEE. GET GOING. TIME LINE. WHAT TIME ARE Y'ALL FINISHING? RIGHT AFTER LUNCH. YEAH. SO I'LL GIVE A CITY MANAGEMENT AND FIGURE OUT SCHEDULING AND ALL OF THAT. AND WE'LL TRY TO GET THAT ROLLING.

[02:40:03]

THANK YOU ALL VERY MUCH. ALL RIGHT. LOOKS LIKE NEXT ITEM IS MOVING ON TO TALK ABOUT EMPLOYEE HEALTH FUND. OH, FUN. YEAH. I THINK OUR OUR ONE OPERATIONAL IMPACT ON NEW FACILITIES. YEAH.

THERE WE GO. YEP. I THINK WE'RE GEARING UP MAYOR AND COUNCIL TO HOPEFULLY HAVE A GOOD TIME FOR A LUNCH BREAK RIGHT BEFORE WE GET TO THE BOND PROGRAM IMPLEMENTATION. SO WE'LL WE'LL KEEP IT THAT PACE HOPEFULLY, AND MAKE IT WORK. SO THE, THE I MENTIONED EARLIER, THE FOUR THINGS WE WANT TO TOUCH ON AS FAR AS BEING PRESSURES ON THE GENERAL FUND, PUBLIC SAFETY, POLICE AND FIRE. WE'VE TOUCHED ON THOSE. THIS ONE HERE, REAL SHORT MENTION OF THIS, BUT IT'S SOMETHING THAT WE'RE TRACKING CLOSELY. SO AS WE'VE OPENED NEW FACILITIES AS A THAT WE'VE BUIUT FOR THE BOND PROGRAM, THE 2019 BOND PROGRAM, THERE'S ALWAYS BEEN AN OPERATIONAL HIT OFF OF THOSE. YOU'LL RECALL LAST YEAR WE FUNDED IT WAS ABOUT THREE QUARTERS OF $1 MILLION IN NEW FUNDING TO HOLFORD REC CENTER THAT OPENED UP THE ANIMAL. THE NEW ANIMAL. WHAT DO WE CALL THAT PLACE? THE SHELTER, THE NEW ANIMAL SHELTER, AS AND ESPECIALLY I USE THE ANIMAL SHELTER AS AN EXAMPLE BECAUSE WE ESTIMATED WHAT WE THOUGHT IT WAS GOING TO TAKE TO STAFF THE SHELTER. AND, AND REALLY IN SUBSEQUENT YEARS AND BUDGETS, WE HAD TO UP THAT QUITE A BIT BECAUSE IT FILLED UP. AND SO AS WE, AS WE KIND OF STARE IN THE WINDSHIELD, THE COMING ON OF SURF AND SWIM AND THE SENIOR CENTER AND OTHER FACILITIES, THE NEW LIBRARIES AND EVEN THE, YOU KNOW, STATION SEVEN, WHICH IS SLATED TO BE A DUAL COMPANY STATION. YOU KNOW, THERE'S A THERE'S AN OPERATIONAL HIT THAT'S GOING TO COME ALONG WITH THOSE. AND SO WE'VE TRIED TO BREAK DOWN WHAT, WHAT LOOKS LIKE ABOUT A $4 MILLION HIT OVER THE NEXT FOUR YEARS FOR SOME OF THOSE FACILITIES COMING ONLINE. AND YOU'LL HEAR ABOUT FOR AT LEAST FOR NEXT YEAR, FISCAL 26 SURF AND SWIM AND THE LIBRARIES FOR SPECIFICALLY FOR THE NEXT YEAR. BUT JUST WANTED TO MENTION THAT THIS IS, AGAIN, SOMETHING WE'RE TRACKING CLOSELY THAT WE NEED TO BUDGET FOR. WE'RE BUILDING NEW FACILITIES. WE WANT TO BE ABLE TO STAFF THEM ACCORDINGLY AS WELL. SO THAT'S ONE ASPECT TO LOOK AT. YOU MENTIONED THE GROUP HEALTH FUND. THERE'S THAT SUSTAINABILITY WORD AGAIN THAT I'M GOING TO THROW OUT. THERE IS REALLY BEING THE COMMITMENT THAT WE HAVE ON OUR GROUP HEALTH FUND. SO A LITTLE BIT ABOUT THESE ARE KIND OF OUR MY TWO COMMITMENTS TO WHEN IT WHEN IT COMES TO GROUP HEALTH. THE ONE IS THAT WHATEVER PACKAGE WE PUT TOGETHER NEEDS TO BE FINANCIALLY SUSTAINABLE. AND THAT HOW TO MAKE THAT HAPPEN IS REALLY TO LIMIT THE GROWTH OF THE CITY'S CONTRIBUTIONS TO A LEVEL THAT CORRESPONDS TO OUR REVENUE GROWTH. AND AS YOU'LL SEE HERE IN A FEW SLIDES RIGHT NOW, GROWTH OF THE FUND AND THE EXPENSES ARE OUTPACING, YOU KNOW WHAT? WE TRY TO PLAN FOR A THREE AND A HALF TO 4% REVENUE GROWTH. THAT COMES BECAUSE OF SB TWO AND OTHER THINGS. WE WANT TO MAKE THIS SUSTAINABLE. A COUPLE AS WE DID A LITTLE BIT OF A PRIMER LAST BUDGET YEAR ON GROUP HEALTH AND THE IN THE EMPLOYEES HEALTH PROGRAM. WHEN WE TALKED ABOUT COLA. AND SO YOU MIGHT REMEMBER SOME OF THAT. THIS IS JUST GOING TO BE A HIGHER LEVEL OVERVIEW AND A REMINDER OF SOME OF THOSE THINGS. SO WHEN WE TALK ABOUT OUR GROUP HEALTH FUND, THIS APPLIES TO ACTIVE EMPLOYEES AND RETIREES. AND IT INCLUDES NOT ONLY THE MEDICAL BENEFITS BUT VISION AND DENTAL PLANS AS WELL THAT GO THROUGH THEIR GROUP HEALTH ALSO INCLUDES OUR CITY CARE CLINIC AND ANY OTHER RELATED PROGRAMS AND BENEFITS THAT COME THROUGH AN EXTENSION OF THAT. AND SO THESE ARE THE JUST SOME BASIC NUMBERS HERE IN TERMS OF ACTIVE EMPLOYEES. AND THESE NUMBERS CHANGE FROM MONTH TO MONTH AS AS PEOPLE RETIRE, THEY'RE HIRED AND THEY MOVE ON.

THIS NUMBER FLUCTUATES. BUT AROUND 2000 EMPLOYEES ARE ON OUR ARE ENROLLED IN OUR HEALTH PROGRAMS. AND THAT DOESN'T INCLUDE THAT'S JUST EMPLOYEES. THERE'S ALSO DEPENDENT SPOUSES AND DEPENDENTS DEPENDING ON THE PLANS THEY HAVE. ON THE RETIREE SIDE, THAT NUMBER IS CLOSER TO 800. AND THEN FOR THE RETIREES, THERE'S A BREAKDOWN OF BETWEEN PRE 65 AND POST 65 PRE 65

[02:45:07]

THAT'S WHERE, AT LEAST ACCORDING TO OUR BROKERS THAT HELP US PUT TOGETHER THESE PACKAGES. WHAT YOU SEE IN THEIR BOOK OF BOOK OF BUSINESS IS CLOSER TO A 25% CITY, 75% SHARE IN TERMS OF RETIREE CONTRIBUTION. AND SO AGAIN, JUST SHARING THIS FOR SOME FOR SOME BACKGROUND INFORMATION AND FACTS ABOUT THE GROUP HEALTH FUND. FOR RETIREE HEALTH BENEFITS. I TOUCHED ON THIS ALREADY. WE DO HAVE COVERAGE FOR PRE 65. THAT ALSO INCLUDES WHEN THEY TRANSITION AND THERE IS COVERAGE FOR SPOUSES AS WELL. SPOUSE AND FAMILY. WHEN ONE PARTY IS OVER 65. AND THEN OF COURSE WE DO OFFER SOME SUPPLEMENTS FOR A SUPPLEMENTAL PLAN FOR RETIREES WHO ARE ELIGIBLE FOR MEDICARE. AND SO HERE'S THE THIS IS KIND OF THE BOTTOM LINE WHEN WE TALK ABOUT SUSTAINABILITY. THIS IS SHOWING AN 11 YEAR PERIOD. IF YOU TAKE OUT THE PROPOSED IT'S REALLY A TEN YEAR PERIOD. BUT ESSENTIALLY OUR GROUP HEALTH FUND HAS DOUBLED OVER TEN YEARS, WHICH WORKS OUT TO ABOUT A 9% ANNUAL GROWTH. THAT'S A LOT MORE THAN OUR REVENUE IS GROWING. AND SO THERE ARE ADJUSTMENTS THAT WE MAKE. AND AS YOU CAN SEE FROM YEAR TO YEAR, BASED ON CLAIMS AND THE A LOT OF DIFFERENT FACTORS, A LOT OF MARKET FACTORS FROM YEAR TO YEAR, THINGS CHANGE. BUT GENERALLY OVER TIME THERE'S A SIGNIFICANT CLIMB IN EXPENSES. AND THIS IS WHAT WE WANT TO TURN INTO A SUSTAINABLE MODEL SO THAT AT LEAST ON THE CITY SIDE OF IT, OUR COMMITMENT, OUR CONTRIBUTION TO COVERAGE FOR EMPLOYEES AND RETIREES, THAT WE PUT THAT ON A SUSTAINABLE PATH OF THAT CAN BE SUPPORTED BY THE REVENUE THAT THAT WE BRING IN. SO AGAIN, THIS IS THIS. YOU'RE PROBABLY GOING TO SEE SOME ADJUSTMENTS TO OUR, OUR OUR COVERAGES AND, AND WHAT WE'RE DOING FOR THIS UPCOMING FISCAL YEAR. BUT IN FUTURE YEARS, WHAT WE'RE REALLY LOOKING TO DO IS, IS TO MAKE SOME CHANGES THAT ARE GOING TO GET THIS ON A SUSTAINABLE PATH. SO NO PROPOSAL RIGHT NOW. MOSTLY THIS IS A HEY, I'M GETTING IT ON COUNCIL'S RADAR. SO AS WE GET TO AUGUST AND PRESENT THE BUDGET, YOU'LL RECOGNIZE WHAT CHANGES MIGHT BE NEEDED. AND WE'LL HAVE A PLAN MOVING FORWARD. ANY QUESTIONS ON THE GROUP HEALTH SIDE OF INGS, DEPUTY MAYOR PRO TEM. LOOK.

ALLISON, WHAT DOES WILL YOU LOOK INTO WHAT THE NUMBERS LOOK LIKE FOR THE GROUP HEALTH FUND CONTRIBUTIONS GOING TO AN 8020 AND THEN WHAT? THE ANNUAL COLA RAISE NUMBERS WILL BE OR LIKE 1.5% TO 2.5 AND 33.5, JUST LIKE A RANGE FOR US TO TAKE A LOOK AT. THANK YOU VERY MUCH. OKAY.

ANY OTHER. ALL RIGHT. HAND IT OVER TO MATT AND ALLISON NOW. SO WE'VE GONE THROUGH KIND OF SOME OF THE BIG PRESSURES. AND I WAS OF COURSE ADDING UP SOME OF THESE SLIDES ALONG THE ■WAY. AN, YOU KNOW, YOU SAW POLICE'S REQUEST SOMEWHERE IN THE $5 MILLION RANGE, OUR BOND PROGRAM FROM 2019 ALONE IS GOING TO COST 4 MILLION. AND THEN THE CHIEF'S SCENARIO, OBVIOUSLY THERE'S MULTIPLE OPTIONS WE GOT TO LOOK AT. BUT YOU HAVE TO ANTICIPATE THAT THERE WILL BE SOME SORT OF INCREASE IN THE MILLIONS IN ORDER TO GET TO THAT EFFICIENCY LEVEL. SO IT ALL COMES DOWN TO WE'RE ALREADY STARTING OUT. WE JUST SAID WE'RE STARTING OUT 4 MILLION IN THE HOLE. HOW ARE WE GOING TO FUND SOME OF THESE LONG TERM INITIATIVES. AND IT COMES DOWN TO OUR PROPERTY TAX RATE.

[02:50:06]

SO YOU'RE SEEING A DECREASE IN THE TAX RATE OVER TIME. BUT AGAIN UNDER THIS MODEL, ALL THE THINGS YOU HEARD ABOUT PRIOR TO THIS ARE NOT SUSTAINABLE. AND ON TOP OF THAT, NOT JUST GROUP HEALTH INSURANCE, WHICH IS ONE OF THE LARGEST CONTRIBUTOR THAT'S CURRENTLY IN OUR SERVICE PLAN, WE'RE GOING TO HAVE TO FIND A WAY TO COVER A $4 MILLION GAP. WE WORKED HARD THIS YEAR THROUGH REVENUE ADJUSTMENTS TO COME UP WITH 4 MILLION, BUT LONG TERM, THERE'S ONLY SO MANY RABBITS WE CAN PULL OUT OF OUR HAT BEFORE YOU'RE GOING TO HAVE TO START MAKING BUDGET CUTS. SO THE PATH THAT WE ARE PROPOSING IS FOR US TO, INSTEAD OF LETTING SB TWO ERODE AWAY OUR TAX RATE, WE HOLD OUR TAX RATE AT THE EXACT SAME RATE. THE TOTAL RATE OF 0.6897. IN 2026. WE DON'T GO TO THE VOTERS ON THE NO SIDE, BECAUSE THIS YEAR WE WERE PROPOSING TO DO THIS NEXT YEAR, MOSTLY FROM A BUDGET STANDPOINT AND A PLANNING STANDPOINT. BUT WE HOLD THAT ON THE DEBT SERVICE SIDE AND WHAT WE WOULD DO WITH THIS MONEY ON THE DEBT SERVICE SIDE IS ISSUE A SHORT TERM OBLIGATION AND FUND MANY OF THE ONE TIME CAPITAL NEEDS THAT WE HAVE IN THE OPERATING BUDGET THIS YEAR. SO HISTORICALLY, THE GENERAL FUND HAS HAD BETTER THAN ANTICIPATED FUNDS THAT WE USE THESE FUNDS TO KIND OF SHORE UP AND REMOVE ITEMS FROM OUR LONG TERM DEBT PORTFOLIO. EXAMPLES OF THIS IS THE STREET DEPARTMENT NEEDS A NEW BULLDOZER. WE'LL FUND IT WITH THE EXCESS CASH

[02:55:03]

AND I KNOW THAT'S A LOT. PLEASE. ANY QUESTIONS? COUNCIL MEMBER THOMAS. YES. SO IF WE'RE DOING THAT SHIFT, HOW DID WE HOW DID WE STOP THERE? HOW DID WE WHY DON'T WE DO 5050. AND THAT WAY WE'VE GOT MORE ON THIS SIDE. CAN WE NOT DO MORE TO MOVE MORE TO THE WHAT SIDE? YEAH. ON OUR PROPOSAL RIGHT NOW, WHAT WE'RE SAYING IS WE'RE HOLDING OUR TAX RATE WHERE WE'RE WHERE WHERE IT'S AT RIGHT NOW 0.6897. YOU COULD GO TO THE VOTERS AND ASK FOR MORE ON THE NO SIDE. BUT UNDER THIS PROPOSAL, IT'S JUST TO MOVE THAT OFF AND OVER INTO THE NO SIDE. AND WHY WE'RE NOT TRYING TO LEAVE ANY ON THE DEBT SERVICE SIDE IS LAST YEAR, COUNCIL WENT THROUGH A LARGE EXERCISE AT LOOKING AT LONG TERM DEBT FINANCE NEEDS. SO WE'VE KIND OF SHORED UP OUR DEBT SERVICE PORTION. WE NOW NEED TO MOVE A PORTION THAT IS FROM THE COUNCIL PERSPECTIVE. LAST YEAR IS NOT NEEDED ON THE DEBT SERVICE SIDE TO THE NO SIDE TO FUND OUR OPERATIONAL NEEDS.

OKAY. AND I WASN'T TALKING ABOUT A TAX RATE INCREASE. I'M TALKING ABOUT A SHIFTING ADDITIONAL FROM THE DEBT SERVICE SIDE TO THE NO SIDE. THAT'S WHERE THE NEXT THAT'S WHERE LAST YEAR'S EXERCISE OF COMING UP WITH THE DEBT SERVICE NEEDS. WE WENT THROUGH THAT EXERCISE LAST YEAR.

SO IF WE WERE TO SHIFT MORE FROM THE DEBT SERVICE SIDE, WE WOULD THEN BE LOOKING AT NEEDING TO CUT OUR CIP PLAN. SO THIS MODEL IS NO CUTS TO CIP PLAN. IT MOVES ON AS IT IS INTENDED WITH ALL THE PROGRAMS AND EVERYTHING. THE STREETS PROGRAM, THE BOND PROGRAM. THAT'S ALL MOVING ON AS WE NEED IT, BUT WE CAN MOVE THREE UP TO $0.03 OVER TO THE NO SIDE. NOW TO DO ALL THE INITIATIVES YOU HEARD TODAY. OKAY. AND STILL FULLY FUND THE 2019 BOND, FULLY FUND THE 2019, THE 2025 AND ALL OF THE OTHER CIP PROJECTS. OKAY. VERY, VERY GOOD. THANK YOU. MAYOR PRO TEM MORE. IS I RECALL WHEN WE HAD THE ARPA FUNDS AND WE HAD THE DEADLINES ON THE ARPA FUNDS. AND IT WAS GOING TO CREATE A SITUATION OF WHERE WE WERE NOT GOING TO BE ABLE TO SPEND THEM IN SUFFICIENT TIME. AND SO WE TOOK THE ARPA FUNDS AND WE PUT THEM ON THE OTHER SIDE IN ORDER

[03:00:09]

YEAH. SO WE WERE ABLE TO USE OUR ARPA FUNDS AND TURN IN OUR ARPA SCHEDULE AS WE ARE GOING TO PAY FOR THESE SELECT INDIVIDUALS, WHICH FREED UP MONEY IN THE GENERAL FUND. NOW TO TRANSFER TO THE CIP TO DO ALL THOSE PROJECTS COUNCIL WANTED TO DO WITHOUT THE TIME LIMITATIONS. SO THAT'S WHAT WE DID. WE WOULD HAVE PAID OUT OF ONE FUND AND THEN KEEP THE ARPA FUNDS SO THEY WOULD NOT BE ENCUMBERED. WE WOULDN'T LOSE THEM. RIGHT? OKAY. I'M TRYING TO FIND SOMETHING TO RELATE WHAT WE'RE DOING RIGHT NOW. AND IN THIS INSTANCE, WE KNOW THAT WE ARE CAPPED ON THE. WHAT IS IT THE NOT THE DEBT SERVICES. THE. NO, THE. CAP ON THE OLD SIDE. SO WE DON'T WANT TO DEAL WITH THAT.

WE REALLY WANT TO DO IS USE THE DEBT SERVICES SIDE IN ORDER TO TAKE CARE OF THE PROJECTS THAT WE'RE GOING TO HAVE TO TAKE CARE OF IN THE FUTURE WITHOUT HAVING TO. NOW WE STILL RAISING THE TAXES, THOUGH IT SEEMS YOU'RE YOU'RE PREVENTING IT FROM DECREASING. SO RIGHT NOW, BECAUSE OF THE SB TWO, IT WOULD CONTINUE TO ERODE AWAY OVER TIME. ASSUMING OVER 3.5%. WHAT WE'RE SUGGESTING IS YOU JUST KEEP IT LEVEL. YES, GOING FORWARD. SO IT'S NOT A INCREASE IN THE TAX RATE THAT THEY ARE CURRENTLY PAYING FROM, BUT IT IS PREVENTING IT FROM DECREASING.

DECREASING. WHAT'S GOING TO HAPPEN THEN ON THE DEBT SERVICES SIDE? IN OTHER WORDS, IF WE TAKE THE DEBT SERVICES IN ORDER TO CONTINUE TO PAY ON THE KNOW WHAT HAPPENS ON THE DEBT SERVICE SIDE, WE PLANNED FOR THIS TAX RATE SHIFT AND OUR MODELS. AND LAST YEAR WHEN WE WENT THROUGH PAYING FOR THE COLA, PAYING FOR STREETS, THE 2025 BOND PROGRAM, THIS WAS ALREADY BUILT IN THE STRATEGY OF MOVING $0.03 OFF WAS ALREADY BUILT INTO OUR MODEL. SO WE'RE PREPARED FOR THIS SHIFT NOT TO IMPACT ANY OF OUR PROGRAMS. AND THIS WILL BE A ONE TIME SITUATION. I RIGHT NOW WE'RE ASKING FOR A ONE TIME, BUT I THINK LONG TERM YOU'RE GOING TO SEE MORE CITIES HAVE TO DO THIS BECAUSE WE'RE NOT THE ONLY CITY THAT HAS 8% INCREASES IN HEALTH INSURANCE, THAT IS NATIONAL, RIGHT? YOU'RE NOT WE'RE NOT THE ONLY CITY THAT HAS POLICING ISSUES. WE'RE NOT THE ONLY CITY THAT HAS FIRE ISSUES. WE'RE NOT THE ONLY CITY THAT'S SEEING MASSIVE PROPERTY INSURANCE CLAIMS GO, OUR PREMIUMS GOING UP, BECAUSE WEATHER PATTERNS ACROSS THE UNITED STATES ARE PUSHING UP UNDERWRITERS COSTS. SO I THINK YOU'RE GOING TO BE SEEING MORE CITIES DO THAT. BUT RIGHT NOW WE'RE ASKING FOR IT NOVEMBER 2026 TO BE ABLE TO MAKE THIS SHIFT. BUT I THINK COUNCIL NEEDS TO BE PREPARED THAT THERE MAY BE MORE INTO THE FUTURE, BECAUSE IF YOU'RE ERODING AWAY, YOU'RE OPERATING A MAINTENANCE, YOU'RE GOING TO HAVE TO PERIODICALLY MAKE THESE REQUESTS TO THE VOTERS. AND THAT'S WHAT THAT'S WHAT THE STATE WANTED TO HAPPEN.

THAT'S I WAS GOING TO GO THERE NEXT. AND THAT'S ONE OF THE REASONS THAT THE STATE MAYBE ARE THEY ATTEMPTING TO CONTAIN THAT OR TO CURTAIL THAT. THEY WANT THE VOTERS TO BE ABLE TO TELL US IF THEY WANT THAT? OKAY. WHICH MAKES SENSE TO ME. SO WE'RE CAPPED AT OUR 3.5%. AND IF WE WANT MORE THAN MORE THAN THAT CAP, WE HAVE TO GO ASK OUR RESIDENTS OR OUR VOTERS IF IT'S OKAY TO DO THAT, WHICH IS WHAT WE'RE GOING TO BE DOING ANYWAY. CORRECT. THANK YOU, MR. MAYOR.

ANY OTHER QUESTIONS? ALL RIGHT THEN, COUNCIL LUNCH IS HERE. WE ALL RIGHT. WELCOME BACK, EVERYONE. THANK YOU FOR COMING BACK AFTER LUNCH. AND HOPEFULLY YOU DON'T PUT ANYONE TO SLEEP WITH THE BIG LUNCH THAT THEY HAD. BUT WE'RE GOING TO MOVE ON

[5. Grow Garland 2025 Bond Program Implementation
a.    Proposition A: Streets, Corridors & Gateways
b.    Proposition B: Economic Development 
c.    Proposition C: Cultural Arts 
d.    Proposition D: Parks & Recreation – Harbor Point]

[03:05:02]

AND THAT HAPPENS AGAIN AFTER THE CIP IS APPROVED AND SET IN MOTION. AND SO WE ARE MOVING QUICKLY. BUT AT THE SAME TIME, WE ALSO HAVE TO BE VERY METHODICAL ABOUT HOW WE SPEND DOWN THAT 360 MILLION, BECAUSE IT DOESN'T COME AS A AS A ONE TIME SPEND. SOME OF THE PROJECTS ARE GOING TO REQUIRE STAKEHOLDER AND CITIZEN ENGAGEMENT. FOR EXAMPLE, ON THE CULTURAL ARTS SIDE, THE GRANVILLE ARTS CENTER, WE'RE GOING TO WANT TO INVOLVE OUR STAKEHOLDERS. THOSE THAT USE THE THEATER, SOME OF THE COMMUNITY THEATER GROUPS, THEY'RE GOING TO BE A PART OF THE PLANNING AND DELIVERY OF THAT, OF THAT PROPOSITION AND THAT PROJECT. AND THAT WILL BE THE SAME FOR HARBOR POINT, THE PARKS AND RECREATION IMPROVEMENTS. THERE'S A LOT OF BUSINESSES THAT WILL WE WANT TO GET INVOLVED IN THE PLANNING AND EXECUTION OF THAT, THAT PROJECT.

AND SO THAT CAN EXTEND THE PROJECT DELIVERY TIME. WE WANT TO BE ABLE TO BUILD IN TIME FOR STAKEHOLDER INVOLVEMENT AND ENGAGEMENT. AND WITH THAT, WE'RE GOING TO GO JUST PROP A THROUGH PROP D AND GIVE YOU SOME UPDATES AND LOOK FOR SOME DIRECTION AND FEEDBACK. SO THAT'S ALL I HAVE TO SAY IN TERMS OF AN INTRO. ALL RIGHT. GOOD EVENING MAYOR AND COUNCIL. I'D REALLY LIKE TO START BEFORE TONY ACTUALLY TALKS ABOUT THE SPECIFICS OF THE PROPOSITION, A IMPLEMENTATION.

I'D LIKE TO START BY SHARING A KIND OF A STORY THAT IT'S ACTUALLY A TRUE STORY, BUT I WANT TO TRY AND PUT SOME THINGS INTO PERSPECTIVE WITH THIS STORY. I GUESS MAYBE ABOUT THREE WEEKS AGO IT WAS PRIOR TO A COUNCIL MEETING. WELL, AFTER THE COUNCIL MEETING, ONE OF THE ONE OF MY TEAM MEMBERS SHARED WITH ME THAT THEY WERE OUT IN THE FOYER AND THEY OVERHEARD A CONVERSATION THAT WAS TAKING PLACE, VERY ANIMATED. THEY WERE VERY EXCITED ABOUT, YOU KNOW, THE BOND, THE PASSING OF THE BOND PROGRAM AND, AND ALL THAT THAT COMES WITH THAT. AND THE WERE TALKING ABOUT PROPOSITION EIGHT SPECIFICALLY AND RECONSTRUCTING STREETS. AND I

[03:10:04]

BUT JUST KIND OF, YOU KNOW, WANTING TO BE SURE THAT WE ARE SETTING THE RIGHT EXPECTATION ON WHAT WE CAN. YOU KNOW, WHAT WHAT THIS PROGRAM IS GOING TO DELIVER AND WHAT THAT LOOKS LIKE. I AM A VERY, VERY BIG PROPONENT OF MAKING SURE THAT I DON'T OVERCOMMIT AND UNDER-DELIVER.

AND WITH THAT, I'M GOING TO TURN IT OVER TO TONY TO TALK MORE ABOUT HOW WE'RE GOING TO IMPLEMENT PROPOSITION A, THE STREET MAINTENANCE PROGRAM. THANK YOU. CRYSTAL. GOOD AFTERNOON, MR. MAYOR. CITY COUNCIL. TONY. ONE MOMENT. COUNCILMAN. COUNCILMAN WILLIAMS. YOU HAVE NAMES. I'M SORRY. YOU DON'T HAVE TO GIVE NAMES. OKAY. BUT FOR OUR INFORMATION, SINCE YOU HAVE SHARED THAT STORY WITH YOU. WHAT? WHAT DISTRICT DID THAT PERSON LIVE IN? I DON'T HAVE THAT INFORMATION, SIR. I'M SORRY. IT WAS JUST A IT WAS AN ANIMATED CONVERSATION THAT A STAFF MEMBER OVERHEARD, AND THEY SHARED THAT STORY WITH ME. IT WAS THAT THAT THAT STAFF MEMBER WHO OVERHEARD THAT, WHO SHARED THAT WITH YOU KNOWS THAT WHAT DISTRICT THAT PERSON LIVED IN, I DON'T KNOW, THEY DIDN'T MENTION IT. OKAY. ALL RIGHT. IF POSSIBLE, I THINK IT WOULD BE GOOD TO AT LEAST FOR THE CITY MANAGER TO KNOW, IF POSSIBLE, THE NAME, SO THAT WE CAN MAKE SURE THAT WE'RE ALL ON THE SAME PAGE MESSAGE WISE, BECAUSE IT IT WITH NEXT DOOR AND SOCIAL MEDIA EXPLODING THE WAY IT HAS, I THINK THE CITY MANAGER WOULD, AND THE MAYOR SHOULD KNOW HOW TO TWEAK THE MESSAGING GOING FORWARD CAN BE CRITICAL TO THIS PROCESS. SO I'LL LEAVE IT AT THAT. BUT I WOULD HOPE THAT THE STAFF PERSON WOULD AT LEAST LET THE MAYOR KNOW AND THE CITY MANAGER KNOW THAT WHO, WHO, SO THAT WE CAN MAKE SURE THAT IF WE NEED SOME TALKING POINTS THAT W, WE ALL, ALL OF US UP HERE ARE, ARE, ARE, ARE, ARE SAYING THE SAME THING. SO THAT'S ALL I HAVE TO SAY. BUT I'LL MOVE FORWARD, MOVING FORWARD AT LEAST IF HE CAN GET THAT INFORMATION I'D APPRECIATE IT. THANK YOU MAYOR. THANK YOU SIR. GOOD AFTERNOON. JUST A QUICK SIDE NOTE ABOUT THAT STORY THAT CRYSTAL TOLD. MY STAFF MEMBER SHARED THAT WITH ME SEPARATELY, AND HE HAPPENED TO BE SITTING NEXT TO THESE RESIDENTS. AND WHAT HE TOLD ME IS WHEN HE REALIZED THOSE EXPECTATIONS, HE GOT UP AND RAN AWAY BECAUSE HE DIDN'T WANT TO BE IDENTIFIED. OKAY, I I'LL LEAVE IT AT THAT. BUT BUT HE DID NOT KNOW WHO IT WAS. BUT HE INTERCEPTED THE CONVERSATION.

AND, YOU KNOW, IT JUST SPEAKS TO WHAT CRYSTAL SAYS ABOUT THE EXPECTATIONS WITH THIS PROGRAM.

OKAY. BUT YOU KNOW, YOU KNOW WHO IT WAS. WE DO NOT YOU DON'T KNOW. WE DO NOT. BUT HE OVERHEARD IT.. HE OVERHEARD IT. YES, SIR. SO YOU KNOW WHO HE WAS, SIR? MY TEAM MEMBER. YES.

YES, YES, BUT HE DOES NOT KNOW WHO WHO IT WAS THAT SAID IT. WELL, AT LEAST I THINK YOU SHOULD BUY THAT INFORMATION. YOU ARE CRYSTAL TO THE MAYOR AND CITY MANAGER. THEY CAN DO WITH IT WHAT THEY CHOOSE TO. BUT I THINK THAT THAT WE NEED TO. MESSAGING AND MESSAGING IS GOING TO BE IMPORTANT. AND MOVING THIS, MOVING THE NEEDLE ON THESE PROJECTS, I WOULD APPRECIATE IT.

OKAY. THANK YOU. GO AHEAD. WELL GOOD AFTERNOON AGAIN. AS EVERYONE KNOWS, THE STREET DEPARTMENT IS IN OPERATIONS BASED DEPARTMENT. WE GENERALLY DO CONSTRUCTION AND MAINTENANCE.

[03:15:06]

BUT PAVEMENT MANAGEMENT IS REALLY MORE STRATEGIC IN NATURE. IT IS USING DATA AND STRATEGY, PUTTING THOSE TOGETHER AND TRYING TO OPTIMIZE THOSE LIMITED FINANCIAL RESOURCES THAT GARLAND, AS WELL AS ALL CITIES HAVE, AND BEING ABLE TO DEVELOP STRATEGIES THAT HELP US TO PRESERVE PAVEMENT LIFE AS LONG AS IT CAN AND REALLY AT ITS CORE, AND YOU PROBABLY RECALL ME SAYING THIS LAST YEAR, PAVEMENT PAVEMENT MANAGEMENT IS REALLY ABOUT APPLYING THE RIGHT TREATMENT TO THE RIGHT ROAD AT THE RIGHT TIME. SO WE WANT TO TRY TO AVOIOID, YOU KNOW, SAY A GOOD, GOOD PAVEMENT MOVING TO THAT NEXT LEVEL OF DETERIORATION, WHICH WOULD BE DEFINED AS FARE PAYMENT, WE WANT TO APPLY TREATMENTS TO ENSURE THAT THAT GOOD PAVEMENT STAYS GOOD FOR AS LONG AS POSSIBLE. THE SAME WOULD APPLY TO A FARE RATED PAVEMENT. WE WANT TO TRY TO KEEP THAT FARE RATED PAVEMENT AT A FAIR LEVEL FOR AS LONG AS POSSIBLE. OBVIOUSLY, ONCE A PAVEMENT GETS BEYOND THE FARE LEVEL, IT IS FAILED AND THEN THERE'S TECHNICALLY NO MORE MAINTENANCE TREATMENTS, PREVENTATIVE MAINTENANCE THAT THAT CAN BE APPLIED TO IT.

THAT'S THE CONCEPT BEHIND THE STUDY THAT WE PERFORMED LAST YEAR. IT REALLY IS FOCUSED ON PAVEMENT MAINTENANCE AND OVERALL PAVEMENT MANAGEMENT. SO IF WE DO THAT, WE WILL BE MORE

[03:20:03]

SO THE COUNCIL AGREED TO BASICALLY LEVEL OUT THOSE THREE CATEGORIES AND BRING THEM UP TO A 79. SO BASICALLY THE ARTERIALS OVER THE NEXT 5 TO 6 YEARS, THEY'RE RATED AT 79. TODAY, WITH THE AMOUNT OF MONEY WE'RE GOING TO INVEST IN THOSE TREATMENTS, IT WILL SHOULD REMAIN A 79 5 TO 6 YEARS FROM NOW. AND WE'RE GOING TO BRING COLLECTORS AND INDUSTRIALS UP TO THAT 79 SCORE.

BUT THIS BOND PROGRAM, AS YOU KNOW, FOCUSES ON RESIDENTIAL ASSETS, SPECIFICALLY RESIDENTIAL STREETS AND ALLEYS. AND YOU CAN SEE BY THE CURRENT SCORES THAT'S WHERE WE'RE DOING THE WORST, SO TO SPEAK. YOU SEE THE ALLEYSRE VERY, VERY LOW. I THINK WE CAN ALL RELATE TO THAT. I'M I'M OUT THERE, I'M ON THE GROUND, MY TEAM IS ON THE GROUND AND WE SEE THE ALLEYS. AND WE DON'T THINK THAT THAT 51 IS NOT REALISTIC BASED ON WHAT WE SEE ON THE GROUND. AND WE KNOW THAT THE RESIDENTIAL STREETS NEED SOME LOVE AS WELL. AND YOU SEE THEY'RE RATED AT A 69. AND SO WITH THIS BOND PROGRAM, WE DO IT RIGHT. WE'LL RAISE THE RESIDENTIAL STREETS UP TO A 75.

AND THEN THE ALLEYS WILL RAISE NINE POINTS TO AN OCI OF 60. SO WHEN WE PUT ALL THAT TOGETHER WE DO IT RIGHT. OUR TARGET NETWORK OCI, THAT IS STREETS AND ALLEYS. AFTER THIS PROGRAM IS IMPLEMENTED, WILL BE A 77. I ALWAYS THINK IT'S IMPORTANT TO SHOW RECENT FUNDING HISTORY HERE. OF COURSE I'VE ONLY BEEN HERE, AS YOU KNOW, A COUPLE OF BUDGET CYCLES, BUT IT'S REALLY IMPRESSIVE TO SEE HOW THE COUNCIL HAS COMMITTED OVER THE YEARS TO MORE MONEY INVESTING IN MORE MONEY TO PAVEMENT ASSETS AND IMPROVING THEM. YOU'LL SEE IN FY 24 WE WERE AT $32.7 MILLION ON A FUNDING LEVEL, AND THERE WAS A PRETTY SIGNIFICANT JUMP FOR THIS CURRENT FISCAL YEAR. WE ACTUALLY STARTED AT ABOUT $43 MILLION, STILL A SIZABLE JUMP FROM THE PREVIOUS YEAR. THERE WAS AN $8 MILLION ADDITIONAL TAX NOTE INVESTMENT THAT WAS ADDED ON FOR THIS BUDGET YEAR. AND THEN WE HAD SOME BUDGET AMENDMENTS, I THINK, TO THE TUNE OF MAYBE $4 MILLION.

THAT PUTS US AT A REVISED BUDGET FOR THIS YEAR OF AROUND $47 MILLION. YOU'LL SEE THAT NUMBER CONTINUES TO GO UP AS WE MOVE INTO THE BOND PROGRAM IMPLEMENTATION FOR THE NEXT FIVE YEARS, ACTUALLY SIGNIFICANTLY INCREASED. ONE THING THAT'S IMPORTANT TO NOTE, AND THIS IS A FOOTNOTE THAT'S AT THE BOTTOM OF THE SCREEN. THIS IS THE TOTAL STREET DEPARTMENT BUDGET. SO IT INCLUDES ALL OPERATIONS, COSTS, SALARIES AND THINGS THAT WE NEED TO RUN THE BUSINESS ESSENTIALLY.

GENERALLY SPEAKING, IF YOU WERE TO TAKE AROUND 10 TO $12 MILLION OFF THE TOP OF THESE NUMBERS FOR THE NEXT FIVE YEARS, THAT WILL PUT US AT THE APPROXIMATE AMOUNT THAT WE'LL HAVE DEDICATED FOR PAVEMENT MAINTENANCE. SO A COMMON REFRAIN, AND I'VE ALREADY SAID IT EARLIER WITH A FEW TOWN HALL MEETINGS I ATTENDED IN THE SPRING, WAS THE FACT THAT WHAT SEPARATES THIS BOND PROGRAM FROM THE 2019, PARTICULARLY RELATED TO PAVEMENT ASSETS, IS THIS ONE IS FOCUSED ON RESIDENTIAL ASSETS. AND I WANT TO DRAW YOUR ATTENTION TO THE PIE CHART. ON THE RIGHT SIDE OF THE SCREEN.

YOU'LL SEE THAT AS A FUNCTION OF THE LANE MILES WITHIN THE CITY. AND WE HAVE NEARLY 2700 LANE

[03:25:08]

AND YOU KNOW, I'M CONSTANTLY AMAZED AT OUR STAFF AND WHAT THEY ARE ABLE TO DO. IT IS AMAZING AND WE CAN DO A LOT IN-HOUSE AND THESE PICTURES AND THESE DIFFERENT CATEGORIES, IN MY VIEW, DOES SHOW THAT WE HAVE CAPACITY, I SHOULD SAY CAPABILITY IN-HOUSE TO BE ABLE TO DO MANY OF THESE ACTIVITIES. THE ONLY ONE THAT IS NOT US IS THE ALLEY RECONSTRUCTION. THAT IS A CONTRACTOR THAT IS DOING THAT WORK. BUT STREET DEPARTMENT DOES HAVE THE ABILITY TO DO ALLEY RECONSTRUCTION PROJECTS AS WELL. SO WHAT? WHAT IS NOT INCLUDED? AS YOU MIGHT IMAGINE, OUR MOST RELATABLE PAVEMENT ISSUE, POTHOLE REPAIRS, IS NOT INCLUDED IN THIS BOND PROGRAM.

WHILE CRACK SEALING IS A TREATMENT THAT WAS INCLUDED IN OUR STUDY AS A TREATMENT TO BE APPLIED PARTICULARLY TO GOOD PAVEMENTS AND WORKING WITH FINANCE, WE'RE WE'RE TOLD THAT THIS PARTICULAR PAVEMENT PRESERVATION TREATMENT DOES NOT QUALIFY FOR BOND PROGRAM FUNDING. HOWEVER, WE'LL JUST HAVE TO CONSIDER THAT IN OUR REGULAR OPERATING BUDGET BECAUSE WE HAVE TO ADDRESS THE CRACK SEALING. AGAIN, IF WE'RE GOING ON THE CONCEPT OF KEEPING GOOD PAVEMENTS GOOD FOR AS LONG AS POSSIBLE. IF PAVEMENT CRACK SEALING, WE NEED TO CRACK SEAL IT TO KEEP THAT WATER FROM INFILTRATING AND CAUSING THAT FURTHER DETERIORATION. ANOTHER UNPOPULAR TREATMENT THAT WE DO ONLY ON OCCASION IS THE BRIDGE OVERLAY TREATMENT. AND I HAVE MY NEXT SLIDE THAT'S GOING TO GIVE HOPEFULLY SOME MORE PERSPECTIVE ON WHAT THAT REPRESENTS. AS YOU ALL KNOW, WE CAN'T DO EVERYTHING. FUNDING IS JUST CONSTRAINED. AND YOU KNOW, WE'VE GOT SOME NEED OUT THERE WHERE IT HAS REACHED THAT POINT THAT I REFERRED TO EARLIER OF NO RETURN. THERE'S JUST SIMPLY NOTHING ELSE WE CAN DO. WE DON'T HAVE THE MONEY TO RECONSTRUCT

[03:30:03]

WE WILL GET TO THAT STREET THOUGH. YES, THAT IS CORRECT. THANK YOU. ANY OTHER THING THAT I'D LIKE TO ADD TO THAT? WHEN WE DO A BRIDGING TREATMENT, WE HAVE STARTED OR WE'VE CHANGED KIND OF OUR APPROACH TO THAT. WHEN IT COMES TO COMMUNICATION, WE ARE WANTING TO BE VERY TRANSPARENT WITH THE RESIDENTS OUT THERE SO THAT THEY UNDERSTAND THIS IS A BRIDGING TREATMENT. THIS IS NOT THE FINAL SOLUTION, SO THAT WE KNOW THAT THE STREET IS GOING TO HAVE A LIMITED LIFE SPAN. SO WHEN THAT STARTS TO HAPPEN AGAIN, IT'S NOT A SURPRISE. WE WANT TO BE CLEAR WITH THE RESIDENTS WHENEVER WE DO THIS KIND OF TREATMENT. AND THAT IS SOMETHING THAT THE TEAM HAS STARTED MAKING SURE THAT THEY'RE BEING VERY TRANSPARENT WITH, YOU KNOW, WHEN THEY USE THIS PROCESS. THANK YOU, THANK YOU. COUNCILMAN THOMAS. YEAH. SO I I'VE SEEN A COUPLE THAT LOOK LIKE BRIDGE OVERLAYS IN MY OWN NEIGHBORHOOD IN CAMELOT. AND, YOU KNOW, IT REALLY SMOOTHED OUT SOME OF THE PAVEMENT THERE. BUT WHEN IT CAME UP TO GETTING TO THE NEXT TO THE CURB, THERE'S STILL A GAP THAT KIND OF VARIED. IS THAT HOW I CAN TELL THAT THAT'S A BRIDGE TREATMENT? BECAUSE YOU DIDN'T PUT IT RIGHT UP TO THE CURB OR OR IS THAT IS THAT SOMETHING YOU WOULD COME BACK AND FILL IN THAT LITTLE SLOT? NO, NO, WE DO THAT BECAUSE WE HAVE TO RESERVE THE CURB FOR DRAINAGE. ACTUALLY, CURB IS A DRAINAGE FEATURE THAT GETS THE WATER INTO THOSE CURB OPENINGS, WHAT WE REFER TO AS INLETS. SO WE CAN'T APPLY THE ASPHALT ALL THE WAY TO THE CURB LINE, BECAUSE THAT REDUCES WHAT WE CALL THE GUTTER CAPACITY, THE AMOUNT OF WATER THAT CAN FLOW IN THE CURB. OKAY, OKAY. AND SO SOME OF THEM WERE JUST, YOU KNOW, FAIRLY CROOKED. AND I KNOW YOU CAN ONLY DRIVE THAT, THAT BIG GIANT TRUCK ONLY SO STRAIGHT. SO BUT THEY WERE WONDERING IS THAT GOING TO BE KIND OF FILLED IN SO THAT THAT'S, YOU KNOW, IT'S NOT AS ATTRACTIVE AS IT WOULD IF IT WAS RIGHT UP AGAINST THE CURB THE WHOLE WAY DOWN. BUT BUT SO DO YOU KNOW IF THAT IS, THAT'S BUT THAT'S AN EXAMPLE OF A BRIDGE OVERLAY. NOT NECESSARILY BECAUSE AN ASPHALT OVERLAY IN THE TRADITIONAL SENSE, WE WOULD TAKE THE SAME APPROACH. WE WOULD RESERVE THAT FEW INCHES BETWEEN THE CURB CURB LINE AND THE EDGE OF THAT ASPHALT. OKAY. BECAUSE

[03:35:02]

MAYBE UNDERNEATH THE STREET IS WHAT NEEDS THE RECONSTRUCTION. WELL, JUST GOT US THROUGH FOR THE TIME BEING. I JUST WANT TO DISTINGUISH. THERE'S TWO TREATMENTS. THERE'S THE BRIDGE OVERLAY, WHICH IS THAT FAILED CONDITION. NO MONEY TO DO ANYTHING. WE KEEP GETTING CALLS OR FEEDBACK FROM CUSTOMERS, AND WE'RE TRYING TO DO SOMETHING TO GIVE THEM SOME RELIEF. THAT'S THE ONE APPLICATION. THE OTHER APPLICATION IS THE QUALIFYING BOND PROGRAM METHOD, WHICH IS THE ASPHALT OVERLAY THAT I MENTIONED. IF WE DO CORRECTLY, BY MAKING SURE WE'RE REMOVING SOME OF THOSE SEVERELY DETERIORATED CONCRETE PAVEMENT PANELS AND THEN APPLYING THAT THIN OVERLAY, IT WILL EXTEND THE PAVEMENT SERVICE LIFE FOR 10 TO 15 YEARS. SO THERE'S TWO DIFFERENT TREATMENTS WE'RE TALKING ABOUT HERE OKAY. ALL RIGHT. VERY GOOD. THANK YOU MAYOR. THANK YOU. ALL RIGHT. SO JUST TO INTRO THIS SLIDE FOR THIS YEAR ALONE, THE DEPARTMENT HAS A LITTLE OVER 200 UNIQUE PROJECTS, 200 UNIQUE PROJECTS THAT WE HAVE PROGRAMED. AND SO WITH THAT MANY PROJECTS, WE NEED TO DEVELOP SYSTEMS FOR HOW WE MANAGE THEM AT A PROJECT LEVEL, BUT MORE IMPORTANTLY AT A PROGRAM LEVEL. AND SO THAT'S WHERE PROGRAM MANAGEMENT BECOMES CRUCIALLY IMPORTANT WHEN YOU'RE MANAGING 200 PLUS PROJECTS. AND WE EXPECT THAT NUMBER TO BE LARGER WITH AN INFUSION OF ADDITIONAL FUNDING. SO THIS CHART IS REALLY ILLUSTRATING WHAT PROGRAM MANAGEMENT LOOKS LIKE. YOU'LL SEE THESE SIX DIFFERENT PROGRAM CATEGORORIES THAT DO APPLY TO THE STREET DEPARTMENT AND TO THE BOND PROGRAM. ONE FOOTNOTE IS THE MICRO SURFACING PROGRAM. WE'RE STILL IN CONVERSATIONS WITH FINANCE ON WHETHER THAT WILL BE A QUALIFYING PROGRAM FOR THE ND, FOR THE BOND PROGRAM, BUT I'VE STILL INCLUDED IT BECAUSE THERE IS MICRO SURFACING WORK THAT'S INCLUDED WITHIN THE NEXT FIVE YEARS. SO IF WE'RE NOT ABLE TO GET IT THROUGH BOND PROGRAM FUNDING, WE'RE GOING TO HAVE TO DO IT THROUGH OPERATIONS AGAIN, APPLYING THESE TREATMENTS TO EXTEND THE PAVEMENT SERVICE LIFE. SO BASICALLY A PROGRAM IS A GROUP OF PROJECTS OR ACTIVITIES. BUT WHEN YOU LOOK AT THE BOTTOM LEFT HAND CORNER OF THE SCREEN, THOSE ARE WHAT WE REFER TO. THEY'RE REFERRED TO AS KNOWLEDGE AREAS. RIGHT. AND THESE KNOWLEDGE AREAS ARE REALLY IMPORTANT WHEN YOU GET DOWN TO THE PROJECT MANAGEMENT LEVEL, YOU CAN SEE THERE ARE MANY THINGS THAT A PROJECT MANAGER IS HAVING TO MANAGE TO HAVE THE BEST CHANCE OF SUCCESS IN DELIVERING THAT PROJECT. SO WE HAVE TO KEEP ALL OF THESE KNOWLEDGE AREAS IN MIND AS WE'RE MOVING FORWARD WITH MANAGING 200, POSSIBLY UP TO 300 OR MORE PROJECTS OVER THE NEXT FIVE YEARS. AND WE HAVE TO MAKE SURE THAT WE'RE STRATEGIC IN MANAGING THIS PROGRAM AS WELL AS THE PROJECTS. SO JUST KIND OF PIGGYBACKING OFF OF CRYSTAL AND KIND OF THE EXPECTATIONS, I DID WANT TO GIVE YOU A LITTLE BIT OF COST PERSPECTIVE, SINCE WE ARE FOCUSED ON MAINTENANCE FOR THIS BOND PROGRAM. THIS COST PERSPECTIVE RELATES TO A SPECIFIC MAINTENANCE TREATMENT. THIS IS CONCRETE PAVEMENT REPAIR ON A RESIDENTIAL STREET. I CAN'T REMEMBER WHICH STREET THIS IS, BUT IT'S AN EXAMPLE OF. PAVEMENT REPAIR THAT'S UNDER CONSTRUCTION RIGHT NOW. I THINK THIS IS SEMINARY RIDGE IN DISTRICT THREE. YOU'LL HAVE TO FORGIVE ME FOR THE BULLET POINTS HERE. AS AN ENGINEER, YOU'RE TRAINED IN SCHOOL TO SHOW YOUR WORK. AND THAT'S THAT'S EXACTLY WHAT I'M DOING HERE IS SHOWING YOUR WORK. I THINK SOME OF THE ENGINEERS IN THE ROOM CAN UNDERSTAND THAT. BUT REALLY, WHAT I WANT TO FOCUS ON IS, IS THE LITTLE EXHIBIT DOWN AT THE BOTTOM. IF YOU CAN IMAGINE THAT BEING A RESIDENTIAL STREET THAT'S 30FT WIDE BY, SAY, 1000FT LONG, WE KIND OF USE THAT AS A SAMPLE SIZE OF 1000 FOOT LONG RESIDENTIAL STREET.

TYPICALLY, A RESIDENTIAL STREET WILL QUALIFY FOR PAVEMENT REPAIR. IF 30% OR LESS OF THAT PAVEMENT IS DISTRESSED, THAT'S WHEN WE WILL LIKELY GO IN AND DO A PAVEMENT REPAIR PROJECT 30% OR LESS. SO WHAT THAT TRANSLATES TO FOR 1000 FOOT SAMPLE SIZE, $200,000 TO DO 1000FT OF PAVEMENT REPAIR 30% OR LESS. THAT'S PRETTY EXPENSIVE. AND YOU MULTIPLY THAT TIMES A MILE AND MANY MORE MILES. YOU CAN SEE HOW THAT COST SIGNIFICANTLY INCREASES. SO EVEN THE MAINTENANCE IS NOT CHEAP. OBVIOUSLY, THE RECONSTRUCTION IS EVEN MORE EXPENSIVE THAN THE

[03:40:04]

I'M GOING TO TALK A LITTLE BIT MORE ABOUT THOSE PARTNERSHIPS WITH OTHER CITY DEPARTMENTS. IN ANOTHER SLIDE. SO THIS SLIDE REALLY TRIES TO IDENTIFY THE WHO IN TERMS OF RESOURCES. YOU'LL SEE IN-HOUSEEPRESENTS THE STREET DEPARTMENT. WE HAVE THE CAPABILITY TO DO ALL OF THESE THINGS IN-HOUSE TO SOME EXTENT, BUT WE DON'T HAVE THE CAPACITY TO DO EVERYTHING IN-HOUSE. SO WE ARE GOING TO BE RELYING ON THIRD PARTY CONSULTANTS TO DO DESIGN WORK FOR THESE RECONSTRUCTION PROJECTS. WE'RE GOING TO BE RELYING SIGNIFICANTLY ON CONTRACTORS, OBVIOUSLY, TO DO A LOT OF THIS WORK AS WELL IN ORDER TO BE SUCCESSFUL WITH DELIVERY. YOU'LL NOTICE WITH PROJECT MANAGEMENT AND CONSTRUCTION INSPECTION, I HAVE NOT AT THIS TIME IDENTIFIED THIRD PARTY. HOWEVER, THERE ARE SOME CONVERSATIONS HAPPENING BEHIND THE SCENES ABOUT POTENTIALLY ENLISTING OTHER CITY DEPARTMENTS AND PARTNERSHIPS TO ASSIST US WITH DELIVERING, BECAUSE THERE ARE OTHER CITY DEPARTMENTS THAT HAVE THE ABILITY TO MANAGE PROJECTS AS WELL AS TO CONSTRUCT PROJECTS. INSPECT PROJECTS. SO OUR NUMBER ONE INQUIRY IN THE STREET DEPARTMENT IS WHEN IS MY STREET GOING TO BE REPLACED? I MENTIONED EARLIER THAT THE STUDY DID NOT NECESESSARILY FOCUS ON FAILED PAVEMENT ASSETS. IT FOCUSED ON ASSETS THAT WERE FAIR UP TO EXCELLENT IN TERMS OF PROVIDING STRATEGIES ON TREATMENTS TO KEEP COSTS AS LOW AS POSSIBLE AND PRESERVE AND SUSTAIN THE PAVEMENT SERVICE LIFE. SO WHAT WE'RE DOING NOW, ACTUALLY, AS PART OF THIS PLANNING PROCESS IS WE ARE LOOKING AT STREET RECONSTRUCTION AND ALLEY RECONSTRUCTION CANDIDATE PROJECTS. AND SINCE THE MODELING DOES NOT TAKE INTO ACCOUNT FAIL STREETS, THEN WE'RE HAVING TO DEVELOP OUR OWN DECISION TREE ON HOW WE SELECT STREETS AND ALLEYS FOR RECONSTRUCTION. AND THIS IS SOMETHING WE'RE DEVELOPING NOW.

THIS IS SOMETHING WE'VE BEEN USING AT LEAST SINCE I'VE BEEN HERE, TO KIND OF MAKE SOME OF THESE DECISIONS. OBVIOUSLY, AS I MENTIONED, WITH THE BRIDGING TREATMENT, A FAILED STREET THAT'S JUST FAILED AND WE'RE HAVING TO GO OUT AND DO SOMETHING, WHETHER IT'S POTHOLE PATCHING OR WHATEVER IT MAY BE, WE'RE WE'RE TRACKING THOSE COSTS IN OUR ASSET MANAGEMENT SYSTEM.

AND THAT DOES PLAY A FACTOR WHEN WE'RE LOOKING AT CANDIDATE STREETS. OKAY. HOW MUCH MONEY HAVE WE INVESTED OVER A CERTAIN AMOUNT OF TIME TOWARDS JUST TRYING TRYING TO DO SOMETHING ON A FAILED STREET. THE COLLABORATION WITH DEPARTMENTS IS IMPORTANT IN DECISION MAKING, BECAUSE WE AT LEAST HAVE ONE OTHER DEPARTMENT THAT HAS ASSETS THAT OCCUPY THE SAME RIGHT OF WAY THAT WE OCCUPY, AND THAT'S THE WATER DEPARTMENT WHO HAS WATER AND SEWER LINES. SO WE CAN'T EXCLUDE THEM FROM THE PLANNING PROCESS. ACTUALLY, IT'S A VERY INTEGRATED PROCESS REALLY, TO MAKE DECISIONS, LOOKING AT THEIR FIVE YEAR PLAN, OBVIOUSLY NOW LOOKING AT OUR FIVE YEAR PLAN TO BE ABLE TO MAKE SOME INFORMED DECISIONS ABOUT WHAT STREETS AND ALLEYS WE'RE GOING TO RECONSTRUCT. NEIGHBHBORHOODGE ALSO PLAYS A FACTOR. HONESTLY. IF WE WERE LOOKING AT ONE STREET THAT WAS FAILED IN ONE NEIGHBORHOOD AND ANOTHER STREET THAT WAS FAILED IN ANOTHER NEIGHBORHOOD, AND THEY WERE FAILED AT THE SAME LEVEL, BUT ONE NEIGHBORHOOD WAS OLDER THAN THE OTHER. CHANCES ARE THE ONE THAT'S OLDER IS GOING TO WIN OUT IN THAT CASE.

NOW, I'M SAYING IF WE'RE JUST LOOKING AT THAT PARTICULAR CRITERIA, SO IT HAS TO BE A FACTOR. IF ONE STREET HAS BEEN THERE 50 YEARS AND NO ONE'S BEEN THERE 40 YEARS AND THEY BOTH

[03:45:03]

FROM THERE, WE WILL ENTER INTO THE CIP PLANNING PROCESS, AND I BELIEVE THE CITY MANAGER TALKED

[03:50:01]

I WOULD EXPECT THAT THIS LIST OF TOOLS WILL LIKELY EXPAND AS WE CONTINUE THESE CONVERSATIONS, BUT THIS IS REALLY A GOOD STARTING POINT FOR TOOLS THAT IN SOME CASES, WE'VE ALREADY BEEN USING, BUT THAT WE WILL USE AT A AT A HEIGHTENED LEVEL AS WE MOVE INTO IMPLEMENTATION ON THIS PROGRAM. THE TABLE TO YOUR RIGHT IS TRYING TO ILLUSTRATE SOME OF THOSE TOOLS AND TACTICS WE MIGHT USE BASED ON THE CATEGORY OF WORK THAT WE'RE PURSUING. FOR EXAMPLE, IN ARTERIAL REPAIR, AN ARTERIAL WOULD BE LIKE CENTER. CENTERVILLE ROAD WOULD BE A GOOD EXAMPLE. BROADWAY WOULD BE A GOOD EXALE OF AN ARTERIAL. THE ARTERIALS OBVIOUSLY IMPACT THE MOST PEOPLE, THE MOST MOTORISTS.

AND THEREFORE WE WOULD WANT TO TRY TO REACH AS MANY PEOPLE AS WE COULD USING VARIOUS TOOLS AND TACTICS, LIKE THE CHANGEABLE MESSAGE BOARDS THAT YOU ALL HAVE PROBABLY SEEN MANY TIMES. A SOCIAL MEDIA NOTIFICATION. THAT'S JUST KIND OF A BLAST TO ANYBODY WHO'S FOLLOWING THE CITY OF GARLAND, WOULD BE A WAY TO TRY TO REACH MORE PEOPLE, TO INFORM OF WORK THAT'S ABOUT TO HAPPEN ON ARTERL ROADWAY. WE WOULD LIKELY INCORPORATE. WE HADN'T BEEN DOING IT UP TO THIS POINT, BUT IT'S SOMETHING THAT I'M COMMITTED TO DOING. THE PROJECT SIGNS THAT WE SOMETIMES SEE ON RESIDENTIAL RECONSTRUCTION STREETS. I WOULD WANT TO DO THOSE AS WELL. AS YOU'RE ENTERING A WORK ZONE ON AN ARTERIAL ROADWAY TO REALLY JUST INFORM MORE PEOPLE ABOUT WHAT'S GOING ON. AND THEN THE STREET DEPARTMENT'S WEB PAGE IS OBVIOUSLY ANOTHER GREAT OPPORTUNITY TO PROMOTE THOSE ARTERIAL REPAIRS. SO DRILLING DOWN TO THE LAST LINE AND THE ASPHALT OVERLAYS, W WHICH ARE TYPICALLY GOING TO BE IN A NEIGHBORHOOD, THEY'RE LOCALIZED TO A NEIGHBORHOOD AND ASPHALT OVERLAYS, DEPENDING ON WHAT WE'RE DOING. IF IT'S A COMBINATION OF SOME OF THAT CONCRETE PAVEMENT REPAIR, BEFORE WE APPLY THAT THIN LAYER OF ASPHALT, WE MAY BE IN THERE FOR A MONTH, MONTH AND A HALF, JUST DEPENDING ON THE EXTENT OF THE REPAIR WORK. IF WE WEREN'T DOING ANY CONCRETE PAVEMENT REPAIR WORK, WE COULD ACTUALLY BE IN AND OUT, DEPENDING ON THE LENGTH OF THE STREET WITHIN A WEEK. AND IN THOSE INSTANCES, YOU KNOW, MAYBE THE WRITTEN NOTICES AND THE STREET DEPARTMENT WEB PAGE MAY BE APPROPRIATE. BUT AGAIN, THESE ARE STILL EVOLVING. WE ARE GOING TO DEVELOP A COMMUNICATIONS PLAN. WE WILL RECOGNIZE THAT THAT PLAN IS AGILE. WE WILL LEARN WITH THAT AS WELL AND ADJUST AND RECALIBRATE AS WE MOVE FORWARD. SO IN CLOSING, AGAIN, JUST WANTING TO ACKNOWLEDGE THE SIGNIFICANCE OF THIS PROGRAM FOR THE STREET DEPARTMENT, UNDERSTANDING THAT TRYING TO LEVERAGE THESE GUIDING PRINCIPLES TO SET US UP FOR SUCCESS, I WILL BE FOCUSED ON THESE GUIDING PRINCIPLES. MY TEAM WILL HEAR THIS OFTEN AS WE'RE IMPLEMENTING BECAUSE THEY'RE SO IMPORTANT. SO IN THE MEANTIME, WE'RE GOING TO CONTINUE WITH THE PLANNING PROCESS FOR THE REMAINDER OF THE SUMMER, AGAIN WITH A TARGET OF RELEASING THOSE RECOMMENDATIONS TO COUNCIL BY THE END OF SEPTEMBER. THAT PLANNING CONSISTS OF CONTINUING TO WORK WITH VARIOUS DEPARTMENTS FINANCE, WATER DEPARTMENT, ENGINEERING TO DEVELOP THE SOLID YEAR ONE PROGRAM, AND THEN JUST OUR PROGRAM MANAGEMENT SYSTEM THAT THAT CHART I HAD WITH PROGRAMS SETTING UP CONTROLS, PROJECT CONTROLS, PROGRAM CONTROLS THAT AGAIN ARE ONLY

[03:55:04]

THAT'S WONDERFUL. ALL RIGHT. I SAW MAYOR PRO TEM MOORE OR MAYOR PRO TEM MOORE'S HAND FIRST. GO AHEAD PLEASE. OKAY. WELL, I WANT TO JUST MAKE A STATEMENT FIRST. AND THAT IS TONY. I APPRECIATE YOU VERY MUCH. ALL THE CALLS THAT I GET ABLE TO SEND THOSE CALLS TO YOU AND TO CRYSTAL AND YOU GUYS, Y'ALL JUST MAKE ME LOOK GOOD. SO I APPRECIATE YOU SO VERY MUCH. BUT I THINK MORE IMPORTANTLY, ARE OUR NEIGHBORHOOD. APPRECIATE YOU BECAUSE WE HAVE SO MUCH WORK TAKING PLACE RIGHT NOW IN DISTRICT THREE, IN THE WAY OF STREETS AND WITH THE SEWAGE SYSTEMS AND THINGS THAT ARE BEING THAT ARE TAKING PLACE THERE. THERE IS A QUESTION, HOWEVER, THAT I HAVE NOT HEARD ANY MENTION OF, AND THAT IS, AT WHAT POINT DOES SIDEWALKS BECOME PART OF THIS STREET REPAIR, OR DO THEY BECOME PART OF. WELL, KURT DO YOU WANT TO? OKAY, SO CURRENTLY SIDEWALKS ARE PILLY ADDRESSED WHEN WE DO THE STREET FULL STREET RECONSTRUCTION. THAT'S WHEN SIDEWALKS ARE APART. BUT I WOULD LIKE TO PUT A CAVEAT ON THAT WITH CITY OF GARLAND. THERE IS AN ORDINANCE IN EXISTENCE THAT THE SIDEWALKS ARE THE RESPONSIBILITY OF THE PROPERTY OWNER, WITH VERY FEW EXCEPTIONS. WHAT DID Y SAY? SAY THAT AGAIN. SIDEWALKS, REPAIR AND MAINTENANCE. THAT IS THE RESPONSIBILITY OF THE PROPERTY OWNER, WITH VERY, VERY FEW EXCEPTIONS. THANK YOU SO VERY MUCH AND CONTINUE TO DO THE WORK THAT YOU'RE DOING. THANK YOU SO VERY MUCH. THANK YOU MAYOR. THANK YOU. YEAH. COUNCILMAN WILLIAMS OKAY. I'M AFRAID TO ASK AFTER THAT, AFTER THAT EXCHANGE. MESSAGING, GOING BACK TO MESSAGING YOU, YOU LISTED A NUMBER OF THEM THAT THE RIGHT LOWER. SIDE. BUT IF YOU'RE DOING IF THERE'S A REPAIR REMODELING REPAIR THAT'S UNIQUE TO A SPECIFIC SPECIFIC NEIGHBORHOOD, ARE YOU ARE YOU ALSO USING. DO LET ME REPHRASE IT. DOES THE CITY HAVE THE CAPACITY TO PUT UP? RESIDENTIAL ILLUMINATED SIGNS? DOING DOING. WORKING. YOU'RE REPAIRING A STREET IN A PARTICULAR NEIGHBORHOOD. OKAY. CAN YOU CAN YOU POST A, A SIGN NEAR THAT NEIGHBORHOOD THAT MAJOR INTEREST OR WHATEVER SO THAT THAT WOULD BE UNIQUE TO THAT NEIGHBORHOOD OR WOULD THAT WOULD BE OR WOULD THAT BE NOT DOABLE? I'D LIKE TO HEAR YOUR OPINION ABOUT THAT, BECAUSE I'VE HAD I'VE HAD THAT QUESTION COME UP AND I HAVEN'T BOTHERED YOU WITH IT, BUT IS IT DOABLE? SO ONE OF THE THINGS I'M WANTING TO DO THAT FRANKLY, WE HAVEN'T BEEN DOING WHEN IT COMES TO A REPAIR PROJECT IN A NEIGHBORHOOD OR ON A STREET, IS THESE STATIC SIGNS THAT WILL SHOW THE PROJECT NAME, THE CONTRACTOR'S NAME, CONTRACTOR INFORMATION, OR IF IT'S A STREET DEPARTMENT PROJECT, WHO TO CONTACT IN THE STREET DEPARTMENT FOR QUESTIONS. BUT THEY ARE STATIC. WE HAVEN'T BEEN DOING THAT UP TO THIS POINT, BUT IT'S SOMETHING THAT I'M RECOMMENDING THAT WE START DOING. I THINK WHAT YOU MAY BE REFERRING TO IS POSSIBLY THE CHANGEABLE MESSAGE BOARDS THAT HAVE MORE ILLUMINATION. I THINK THAT'S SOMETHING WE COULD CERTAINLY CONSIDER. WE DON'T HAVE THOSE IN SOME OF OUR REPAIR CONTRACTS NOW AS A PAY ITEM. HOWEVER, WE DO HAVE A FEW MESSAGE BOARDS ON OUR OPERATIONS YARD THAT WE COULD POTENTIALLY DEPLOY IN THOSE INSTANCES TO GIVE A LITTLE MORE VISIBILITY. I THINK IT WOULD BE A CASE BY CASE SITUATION. YEAH, OKAY. BUT IF IT'S NOT COST PROHIBITIVE, THAT'S IS THAT SOMETHING THAT YOU COULD COULD TAKE A LOOK AT? I CAN, YOU KNOW, FOR, FOR LOCALIZED VERYY LOCALIZED PROJECTS THAT LET'S SAY OR A

[04:00:07]

AND, AND REALLY HAVING KIND OF A DIALOG BEFORE THAT HAPPENS SO THAT WE'RE NOT IN A, IN A RUT AT THAT TIME. YEAH. WHAT I SO YES I THINK OUR, OUR INTENTION WAS WHEN WE HAVE A LIST FOR YOUR DISTRICT AND IF YOU WANT TO SIT DOWN AND GO OVER IT, I'M SURE TONY WOULD BE HAPPY TO DO THAT.

WE WEREN'T NECESSARILY PLANNING TO RELEASE THE LIST IN AN OPEN MEETING AND HAVE A CONVERSATION ABOUT IT IS WE I THINK OUR PREFERENCE, MY PREFERENCE WOULD BE TO HAVE THAT AS A PRIVATE MEETING. LET'S TALK ABOUT WHAT'S ON THERE, SEE WHAT QUESTIONS YOU HAVE AND MAKE ANY ADJUSTMENTS.

OKAY. THAT'S FINE WITH ME. I JUST I DIDN'T WANT SOMETHING TO HAPPEN. AND THEN EVERYBODY JUST, YOU KNOW, A FIVE HOUR MEETING LATER, WE'RE ALL STILL TALKING ABOUT STREETS. SO. AND THEN SO AFTER THAT LIST IS KIND OF COMPILED AND COMPLETED, I'LL HAVE A TOWN HALL, I GUESS, IN OCTOBER. PLEASE, WILL YOU COME TO KIND OF GO OVER SOME OF THOSE. GREAT. I'LL GO AHEAD AND GET THAT SCHEDULED. OKAY. AND THEN ARE YOUR SO ARE THE RESIDENTIAL ALLEY REPAIRS, OVERLAYS AND RECONSTRUCTIONS BEING MOVED TOTALLY INTO THIS BUDGET OR ARE YOU STILL FUNDING THOSE IN YOUR OWN BUDGET. YOU SAID REPAIRS. RIGHT. SO ANYTHING THAT'S COVERED ON, ON THIS LIST OF THINGS THAT WE ARE WE CAN PAY FOR THROUGH BOND FUNDS. RIGHT. BECAUSE THERE ARE SEVERAL THINGS THAT CAN'T BE PAID FOR. POTHOLES AND, AND WHATNOT. ARE ARE YOU PUTTING MOST OF YOUR FUNDS IN O&M BASICALLY TOWARDS ARTERIALS AND THOSE LIKE POTHOLE REPAIRS THAT WE CAN'T PAY FOR THROUGH BOND FUNDING? YES. AND THEN MOVING RESIDENTIAL AND ALLEYS OUT OF THERE TO PROVIDE MORE.

OKAY. THAT'S CORRECT. I LIKE THAT A LOT. I THINK THAT'S REALLY COOL. I WOULD I WOULD LIKE A IF, IF WE CAN GET A LIST OF WHAT YOU HAVE CURRENTLY SLATED FOR THE REST OF THE YEAR THROUGH THAT O&M BUDGET, JUST KIND OF WHAT YOU'RE LOOKING AT. I DON'T THINK I'VE GOTTEN A LIST. SO. OKAY. OF THE OF 2025. YEAH. WHAT'S LEFT FOR 2025. GOT IT. THANK YOU VERY MUCH. AND I REALLY DO APPRECIATE ALL OF YOU. I KNOW THAT YOU HAVE AN EXTREMELY DIFFICULT JOB, AND EVEN THE PEOPLE THAT WORK ON, YOU KNOW, AT THIS, THE LITERAL STREET LEVEL ARE WORKING VERY

[04:05:01]

THANK YOU MAYOR. ANYBODY ELSE? AND COUNCIL MEMBER SORRY. AND AGAIN, DEPUTY MAYOR PRO TEM.

YEAH. PLEASE KNOW THAT IT IS NOT MY INTENTION AT ALL TO MICROMANAGE. I AM NOT A AN EXPERIENCED OR CERTIFIED OR DEGREED. IN ANY OF THIS, SO I DEFINITELY I DEFINITELY JUST KIND OF REALLY WANT TO BE ABLE TO GO BACK AND SAY, OH, WELL, THE REASON THAT THEY'RE DOING IT THIS WAY IS BECAUSE OF THIS. SO THAT REALLY HELPS US EXPLAIN TO OUR CONSTITUENTS WHY SOME THINGS CHOSEN OVER SOMETHING ELSE TOO. SO YEAH. THANK YOU. ALL RIGHT, COUNCILOR, AND THANK YOU FOR THAT. AND I THINK WE'LL GET ALL THAT INFORMATION. AND, YOU KNOW, THERE'S VARIOUS THINGS TO LOOK AT, ECONOMIES OF SCALE AND WORKING ALL IN THE SAME AREA AT ONCE, OR NOT HAVING TO MOBILIZE AT DIFFERENT RANDOM SMALL LOCATIONS AROUND TOWN. AND, AND IT'S A FIVE YEAR PROGRAM. SO EVERYONE, I LOVE ALL THIS EXCITEMENT HERE. I'M EXCITED TOO ABOUT THIS ONE FOR SURE. WE HAVE FIVE YEARS TO DO THIS, SO THIS FIRST ROUND IS GOING TO BE GREAT. WE'LL HEAR ALL THIS AND WE'LL BE USING US AS THOSE COMMUNICATION TOOLS UP THERE. I THINK THAT'S GOING TO BE ON US.

A LOT OF IT. THEY'RE GOING TO DO ALL THEY CAN, BUT HOLDING TOWN HALLS, MEETINGS, IT'S ON US TO LET ALL OF OUR CITIZENS KNOW THAT IT'S COMING, AND WE'RE COMING TO YOUR STREETS AND WE'RE GOING TO DO SOME GOOD WORK. SO THANK YOU. THANK YOU MAYOR. THANK YOU. COUNCIL. I'M NOT GOING TO BE ABLE TO GET ANYWHERE. LOTS OF CONSTRUCTION GOING. I GOING TO BE DONE. AND GOOD AFTERNOON MAYOR AND COUNCIL. I AM HERE TO SPEAK ON THE CORRIDORS AND GATEWAYS PORTION OF PROP A, AS WELL AS TOUCH ON HOW IT EXTENDS BEYOND JUST THAT PROPOSITION. SO I'M REFERRING TO OUR GPS STRATEGIC FOCUS AREAS. CORRIDORS IS A BIG PART OF VIBRANT NEIGHBORHOODS AND COMMERCIAL CENTERS. BUT WE ARE COORDINATING VERY CLOSELY TOWARDS CONTRIBUTING TO GROWING THE ECONOMIC BASE AND ALSO SUPPORTING COMMERCIALLY THRIVING DOWNTOWN. FOCUSING ON THE VIBRANT NEIGHBORHOODS AND COMMERCIAL CENTERS. THE EFFORT FOR THE CORRIDORS, OBVIOUSLY IS RECOGNIZED IN TWO C REVITALIZED KEY CORRIDORS AND GATEWAYS TO CREATE A WELCOMING AND VISUALLY APPEALING ENVIRONMENT, BUT IT'S ALSO CRITICAL TO HAVING A FOSTERING VIBRANT NEIGHBORHOODS, COMMERCIAL AREAS. BUT ALSO WE ARE TRYING TO SUPPORT AND FOSTER THE GARLAND VIBE. SO WE HAVE

[04:10:05]

THE REVITALIZATION OF THE CORRIDOR REALLY GOES BEYOND JUST THE CURB. WHAT'S FROM CURB TO CURB INTO THE PRIVATE PROPERTY? SO YOU WILL SEE A LOT OF FOCUS ON THAT, COORDINATING WITH EACH OTHER BEYOND JUST WHAT'S IN PROP A. THE BOND STUDY COMMITTEE DID RECOMMEND $20 MILLION BE DEDICATED TO CORRIDOR AND GATEWAY REVITALIZATION. IN ADDITION TO THE BOND STUDY COMMITTEE. I WANTED TO SHARE WITH YOU SOME OF THE INITIAL FEEDBACK WE'VE RECEIVED FROM SOME OF OUR CONSULTANTS THAT WE ARE CURRENTLY ENGAGED WITH, BOTH WITH THE COMPREHENSIVE PLAN EFFORT FOR GARLAND FORWARD AS WELL AS THE HOUSING STUDY CONSULTANT. AND THEY HAD A LOT TO SAY ABOUT CORRIDORS. THEY BELIEVE THAT CORRIDOR APPEARANCE IS A MAJOR ISSUE FOR THE CITY, AND IT MUST BE ADDRESSED TO CREATE A MORE COMPETITIVE MARKETPLACE AND FINANCIAL SUSTAINABILITY GOING FORWARD THAT MATERIALIZES BOTH IN MORE ATTRACTIVE ENTRYWAYS, BUT ALSO A HIGHER QUALITY OF MIX AND FINISH AT KEY INTERSECTIONS. A HIGHER STANDARD OF MAINTENANCE, THEY FEEL IS REQUIRED THROUGHOUT THE CITY. THIS IS BOTH ON PUBLIC AND COMMERCIAL PROPERTY, AS WELL AS RESIDENTIAL AREAS THAT BACK UP TO OUR OUR OUR MAJOR CORRIDORS. GARLAND MUST READ IS DIFFERENTLY SPECIAL TO SUCCESSFULLY COMPETE IN THE REGIONAL ECONOMY, WE NEED TO CREATE A SENSE OF ARRIVAL, NOT ONLY JUST AT OUR GATEWAYS, BUT OUR DESTINATIONS, OUR SHOPPING. AND IF YOU SKIP DOWN TO BULLETS ALSO AT THE ENTRIES OF OUR NEIGHBORHOODS, THEY SAID, YOU KNOW, EACH NEIGHBORHOOD NEEDS TO HAVE DISCERNIBLE EDGES AND DIFFERENTIAL PRIDE IN EMBELLISHMENTS. AND THAT FUTURE REDEVELOPMENT MUST GIVE HIGHER PRIORITY TO THE PEDESTRIAN EXPERIENCE AND TO LANDSCAPING AND THOSE ESTHETICS THAT GO ALONG WITH THAT. YOU KNOW, IN TALKING ABOUT HOW IT EXTENDS BEYOND PROPOSITION A, THEY ALSO MENTIONED THAT REALLY TRANSITIONS ARE IMPORTANT AS WELL. SO THAT COMES INTO PLAY AS WE THINK ABOUT HOW WE PARTNER WITH THE OTHER DEPARTMENTS IN THE CITY. BUT BASICALLY A HALF MILE RADIUS FROM A KEY INTERSECTION. SO IF WE WERE GOING TO DO A KEY INTERSECTION IMPROVEMENT FROM A CORRIDOR PERSPECTIVE, THINKING A HALF MILE OUT FROM THAT IS IMPORTANT. THEY BOTH BELIEVE THAT WE NEED TO DOUBLE DOWN ON THE DOWNTOWN SUCCESSES AND BUILD OUT FROM THERE INCREASING WALKABLE CONNECTIONS, THAT THIS IS A STRONG ECONOMIC MARKET POSITION TO WORK FROM AND EMPHASIZING ART. THE THEY ARE STAYING LEAN IN, LEAN IN TO THE ART. THAT SAYS ART, NOT IN TERMS OF PROGRAM DELIVERY. WE DO HAVE AN INTER-DEPARTMENTAL TEAM. THERE'S A LOT OF PEOPLE REPRESENTED, BUT ANDY HAS A STRATEGIC DEVELOPMENT TEAM THAT MEETS ONCE A MONTH, AND WE VISIT ABOUT, YOU KNOW, ALL SORTS OF DEVELOPMENT RELATED THINGS. BUT THEY'RE SORT OF SERVE AS THE STEERING COMMITTEE FOR THE CORRIDORS AND GATEWAYS INITIATIVE. WE WILL FOCUS ON THINGS LIKE PRIORITIZING THE CORRIDORS, SETTING THE PROJECT PORTFOLIO, HOW WHICH CORRIDOR GETS A BIGGER SHARE OF THE PIE THAN ANOTHER. THE DESIGN, THINGS LIKE THAT THAT'S HAPPENING AT THAT PROGRAM LEVEL. AND AGAIN, IT'S HIGHLY COORDINATED WITH THE COMP PLAN, THE ECONOMIC DEVELOPMENT STRATEGIC PLAN AND THE HOUSING STUDY THAT'S UNDERWAY. WHEN IT COMES TO ACTUAL PROJECT DELIVERY, THE PMO WILL MANAGE MEDIAN AND GATEWAY CONSTRUCTION, PRIVATE PROPERTY, PUBLIC ART, COMMUNITY ENGAGEMENT. WE HAVE A TASK FORCE COORDINATOR, OUR COMMUNITY DEVELOPMENT CONSTRUCTION MANAGERS SERVING IN THAT ROLE.

WE ANTICIPATE SCHEDULING THIS OVER FIVE YEARS. NOW. I WANT TO MANAGE EXPECTATIONS JUST LIKE CRYSTAL DID. I'VE PUT UP TWO ON HERE. THERE'S A LITTLE BIT OF GIVE AND TAKE. SO DEPENDING ON HOW MANY KEY INTERSECTIONS THAT WE REALLY NEED TO FOCUS IN, COULD ADJUST THE CORRIDORS. BUT

[04:15:06]

SOME OF THOSE WOULD BE DOUBLE COUNTED BECAUSE THEY'RE PART OF A CORRIDOR THAT'S IDENTIFIED. SO IT'S JUST ACKNOWLEDGING THAT IF IT'S NOT PART OF A FULL CORRIDOR FOCUS, THE GATEWAY ITSELF WOULD STILL BE ADDRESSED. UP TO SIX ADDITIONAL KEY INTERSECTIONS. AND THEN WE HAVE A LIST OF POSSIBLE NEW GATEWAYS, BUT THEY'LL PROBABLY GO TO THE BOTTOM OF THE LIST OF PRIORITIES WHERE WE DON'T CURRENTLY HAVE GATEWAYS, BUT WE COULD. AND THEN THERE ARE SOME MISCELLANEOUS WAYFINDING SIGNAGE AND OTHER THINGS LIKE THAT, THAT AS WE GO THROUGH A CORRIDOR, WE WOULD LOOK AT THE NEEDS THERE. FINAL SCHEDULE IS REALL PENDING THE COMP PLAN AND HOUSING STUDY.

THEY ARE LOOKING AT RECOMMENDED FOCUS AREAS BASED ON MARKET ANALYSIS, AND WE ANTICIPATE HAVING THAT BY THE END OF THE CALENDAR YEAR, AND THAT WE WOULD ROLL THIS INTO THE 2026 CIP SUBMISSION SIX. TO GIVE YOU SOME INSIGHT INTO HOW WE'RE APPROACHING PRIORITIZATION OF CORRIDORS. SO IT IS VERY BASED ON STRATEGY. WE'RE LOOKING AT HOW DO WE MAXIMIZE RETURN ON INVESTMENT. AND THESE ARE SOME OF THE THINGS WE'RE LOOKING AT, AS I MENTIONED, COMP PLAN AND THE HOUSING STUDY ARE GOING TO MAKE SOME RECOMMENDATIONS ABOUT SOME FOCUSED INVESTMENT AREAS.

BUT IN ADDITION TO THAT, WE'RE LOOKING AT KNOWN ECONOMIC DEVELOPMENT, REDEVELOPMENT, REVITALIZATION PROJECTS, PROXIMITY TO KEY DESTINATIONS AND VISITOR PASS PATHWAYS. BONUS IF YOU CONNECT MULTIPLE OF THOSE DIRECT ROUTES TO DOWNTOWN CORRIDORS WITH TRAFFIC COUNTS GREATER THAN 70,000 PER DAY AND AREAS WHERE THERE MAY HAVE BEEN RECENT OR PLANNED OTHER MAJOR PUBLIC INVESTMENTS, THAT WE CAN BUILD MOMENTUM AND SYNERGY FROM. AND THEN, AS I MENTIONED, YOU'LL SEE THESE IN THE FUTURE CIP SUBMISSIONS, BUT WE WILL JUST AS STREETS WOULD COORDINATE WITH WATER, THE ORDER OF ATTACK MIGHT NOT NECESSARILY MATCH THE ORDER OF PRIORITY. SO, YOU KNOW, THE TIMING OF OTHER THINGS THAT ARE GOING ON IN A PARTICULAR CORRIDOR MIGHT MEAN THAT IT NEEDS TO COME SOONER THAN LATER, OR VICE VERSA. IN MARCH, WE CAME TO COUNCIL WITH THE PROPOSED DESIGN PACKAGE FOR THE GATEWAY AND CORRIDOR MEDIAN REDESIGN, AND WE DID LEAN INTO THAT GARLAND VIBE IN IN DIRECTING THAT DESIGN. THESE WERE SOME OF THE THINGS WE LOOKED AT EMPHASIZING ART, COLOR, CREATIVITY, DIVERSITY, AND REALLY ALSO LOOKING FOR OPPORTUNITIES FOR UNEXPECTED MOMENTS. THESE ARE PICTURES OF THE MEDIAN LANDSCAPING ENHANCEMENTS THAT WERE INCLUDED. COUNCIL DID GIVE US SOME FEEDBACK ON THE SIGNS, AND SO WANTED TO UPDATE YOU ON HOW WE ARE INCORPORATING YOUR FEEDBACK. IN PARTICULAR, WE HEARD THAT YOU WANTED MORE STANDARDIZATION ACROSS THE DIFFERENT SIGN TYPES. WE ALSO HEARD THAT THE STANDARD GATEWAY SIGN YOU WOULD LIKE TO SEE US MOVE AWAY FROM THE FIREWHEEL FLOWER THAT WAS IN THAT ONE. AND SO IF YOU LOOK AT THIS PICTURE, THE TWO PICTURES ON THE TOP HERE ARE THE PROPOSED NEW STANDARD GATEWAY SIGN. SO YOU MAY REMEMBER THE LARGE MONUMENT SIGN. AND I'LL GO TO THE NEXT PAGE SO YOU CAN SEE THE TALL ONE HERE IS THE VERTICAL LANDMARK MONUMENT. THIS IS THE BIG, YOU KNOW, 30 FOOT TALL IN SOME KEY LOCATIONS. THIS IS MORE OF A 10 TO 14 FOOT TALL VERSION.

THE DIFFERENCE HERE WHERE YOU SEE THE MURAL, IT'S ON THE SIDES, SO THERE'S NOT ENOUGH WIDTH IN MOST MEDIANS TO DO THE RECTANGULAR VERSION YOU SAW ON THE LARGE MONUMENT SIGN, BUT THE LANDMARK SIGN. SO THIS WOULD HAVE THE ART ON THE SIDES. WE ALSO HEARD WHAT MAYOR HEDRICK SAID ABOUT THE HORIZONTAL LANDMARK SIGN, AND THAT HE LIKED A PRIOR VERSION THAT HE HAD SEEN WHEN WE WERE WORKING ON THE BOND STUDY COMMITTEE. SO THAT IS, I DON'T KNOW WHAT TO CALL THE TECHNICAL TERM FOR GOING UP AND DOWN WITH THE LETTERS, BUT WE ARE SHIFTING BACK TOWARDS THAT

[04:20:04]

AND SO WE ALSO HAVE A SEPARATE DESIGN TEAM WITH TBG WORKING ON THE DEVELOPMENT OF THIS MONUMENT SIGN. WE GOT A NICE SURPRISE IN A MEETING A COUPLE WEEKS AGO. WE WERE LOOKING AT THE 30% DESIGN, AND TEXDOT WAS IMPRESSED THAT THE CITY WAS CONTRIBUTING TO THIS AND NOT JUST ASKING FOR FREE MONEY. AND SO THEY HAD $99,424 THAT THEY IN $0.10 THAT THEY HAD NOT GIVEN TO ANYONE ELSE. AND THEY GAVE IT TO US. ALL RIGHT, ALL RIGHT. WE ARE ALSO WORKING WITH ANIMAL SERVICES, PARKS AND TRANSPORTATION ON SOME ADDITIONAL WAYFINDING SIGNAGE NEEDS ALONG 66. AND THEN WE'RE WORKING WITH NEIGHBORHOOD VITALITY AND CULTURAL ARTS TO IDENTIFY ADDITIONAL OPPORTUNITIES FOR COMMUNITY ENGAGEMENT, OR MAYBE SOME COMMUNITY PUBLIC ART PROJECTS IN THE CORRIDOR. AND THEN FOREST LANE IS ALSO IN DESIGN. THAT'S ALSO WITH OUR TBG PARTNER. IT'S TWO AND A HALF MILES FROM THE CITY LIMITS TO BASICALLY WEST STATE STREET AT THIS LOCATION, WE'RE PROPOSING THE HORIZONTAL LANDMARK SIGN. BUT AGAIN, THE REVISED VERSION ARTICULATING THE LETTERS, AND WE ANTICIPATE CONSTRUCTION DRAWINGS BEING COMPLETE IN EARLY NOVEMBER. WE ARE PARTNERING WITH TIFF ONE ON SOME OF THE FINANCING. THERE'S A SMALL SEGMENT OF THIS ROAD THAT PASSES THROUGH TIFF ONE, AND SO WE'RE PARTNERING WITH THEM AND THEY ARE EXPLORING SOME PUBLIC ART OPPORTUNITIES IN THIS CORRIDOR. AND THEN FINALLY, YOU SHOULD SEE THIS START GOING ON THE GROUND. JUNE 30TH. WE HAVE 40 TRAFFIC BOXES THAT WE HAVE COMMISSIONED ARTISTS. AND THEY WILL THESE WILL ALL GO ON THE GROUND PROBABLY IN ABOUT A WEEK'S TIME. SO THIS IS A SAMPLING. I TOOK ONE FROM EACH OF THE DIFFERENT ARTISTS, BUT THE PIN DROP SHOW YOU ALL THE PLACES THAT WILL HAVE A TRAFFIC BOX WRAPPED. ONE THING YOU WILL NOTICE IT IS HEAVY IN DOWNTOWN. THAT IS BECAUSE TIFF ONE PARTNERED WITH NEIGHBORHOOD VITALITY. SO TIFF ONE'S PAYING FOR EVERY TRAFFIC BOX IN THE TIFF ONE DISTRICT. SO THAT

[04:25:05]

BECAUSE IT'S GOT THE ORIGINAL. OKAY. JUST WANTED TO MAKE SURE. AND ALONG GARLAND ROAD IS WHEN YOU GET INTO THE CORRIDOR DESIGN PART OF IT, IS THERE AN OPPORTUNITY TO REMOVE CONCRETE AND REPLACE SOME OF THAT WITH THE LANDSCAPING? THAT WAS PROPOSED? BECAUSE IT'S A TXDOT ROAD. SO HOW DOES THAT WORK? WE'LL HAVE TO LOOK AT A CASE BY CASE BASIS. BUT I CAN TELL YOU THAT TEXDOT NO LONGER ALLOWS. LIKE FOR INSTANCE, WE CAN NO LONGER PUT MONUMENT SIGNS IN THE MEDIANS. SO THAT IS AN ISSUE THAT WE'RE DEALING WITH ON 66. IT'S ALSO A CHALLENGE WE'LL HAVE TO DEAL WITH ON 78. WHETHER OR NOT THERE'S ROOM TO ADD. IF YOU'RE THINKING LIKE LANDSCAPING, I, I DON'T THINK I, I WOULD NEED TO GET A TRANSPORTATION ON THAT, BUT THAT'S PROBABLY OUTSIDE THE SCOPE OF THE FUNDING THAT WE HAVE. OKAY. UNLESS THERE'S OTHER THINGS I DON'T KNOW ABOUT. UNDERSTOOD. WELL, MAYBE WE CAN TALK SEPARATELY ABOUT 78 BECAUSE I'D REALLY LIKE TO SEE WHAT ALL ARE, WHAT ALL WE CAN DO THERE, SINCE IT'S A STATE MANAGED AND WE DO HOPE TO APPLY FOR A GRANT FOR 78 AS WELL. OKAY. I MEAN, IT'S A MAJOR THOROUGHFARE, SO WHATEVER. EVEN IF IT'S A LITTLE FURTHER DOWN, MAYBE WE CAN DO SOMETHING. OKAY. THANK YOU VERY MUCH. ALL RIGHT. COUNCIL MEMBER THOMAS. SO I AM CURIOUS ABOUT YOU. WERE TALKING ABOUT MOVING AWAY FROM THE FIREWHEEL DESIGN, AND I, I WAS NOT HERE IN MARCH, SO I DON'T KNOW THE BACKGROUND OF THAT, BUT IT SEEMS TO ME WE'RE PRETTY WELL INVESTED IN THAT. IT'S ON OUR FLAG. WE'VE GOT A LOT OF WAYFINDING SIGNS WHERE YOU HAVE A HALF OF THAT FIREWHEEL THAT ARE FAIRLY NEW, AND SO CAN YOU HELP ME UNDERSTAND WHY WE WOULD DO THAT? OR MAYBE THAT'S A QUESTION FOR MARGARET. WELL, I, I WOULD SAY IT'S NOT ACROSS THE BOARD. GET AWAY FROM THE FIREWHEEL. THAT'S STILL OUR BRAND. THAT'S STILL A LOGO THAT THAT'S OUT THERE. WE HAVE BEEN DEFINITELY WELL INVESTED IN IT. IT WAS MORE FOR A SPECIFIC APPLICATION OF IT IN A AND I FORGET EXACTLY WHAT IT LOOKED LIKE, BUT IT WAS KIND OF A UMBRELLA FLOWER TYPE OF TREATMENT THAT WAS DONE ON IT.

AND CORRECT ME IF I'M WRONG, BECKY, BUT I JUST SAW THAT THE FIRE WILL STILL THERE VERY MUCH.

IT WAS JUST THE CERTAIN APPLICATION OF IT. OKAY. ALL RIGHT. THANK YOU. ALL RIGHT.

COUNCIL MEMBER BEARD. HI, BECKY. THANK YOU. MARGARET HAS NO TASTE IN ART CORRIDORS. WHAT ABOUT ALONG THE DART RAIL LINE? CAN THIS OR IS THERE ANY. IS THAT INCLUDED IN ANY OF OUR CORRIDOR TALKS? IT'S REALLY UGLY COMING IN ON THE TRAIN IN A LIMITED WAY. IF YOU'RE TALKING ABOUT WHAT YOU SEE WHEN YOU'RE COMING IN ON THE. THAT HASN'T BEENEN ON OUR RADAR, BUT I MEAN, MAYBE I SHOULD GO BACK AND THINK ABOUT THAT. WHERE THE DART LINE CROSSES MAJOR CORRIDORS. WE ARE LOOKING AT THAT. WE HAVE TALKED TO DART AND THEY ARE OPEN TO PARTNERING ON SOME SORT OF LIKE PUBLIC ART OPPORTUNITIES. SO THERE ARE SOME CONVERSATIONS WITH DART, BUT I HADN'T REALLY HAD THAT. I HAD NOT REALLY THOUGHT ABOUT LOOKING AT DART LINE CORRIDOR ITSELF. SO IT'S NOT VERY FLATTERING TO THE CITY WHEN YOU COME IN GOING ALL THE WAY ACROSS. JUST THANK YOU.

COUNCILMEMBER WILLIAMS. I KNOW FINISH. GO AHEAD. THEY'RE THEY'RE GATEWAYS. THEY'RE CLOSE

[04:30:09]

[04:35:07]

AND SO I EXPECT WE'LL GET THAT IN THE NEXT COUPLE OF MONTHS. AND THEN WE WILL USE THAT TO TWEAK THE, THE LIST OF, OF PRIORITIZED CORRIDORS. AND WOULD YOU SHARE THAT INFORMATION WITH THIS COUNCIL WITH I, I DON'T HAVE A STRONG FEELING RIGHT NOW, BUT I'D LIKE TO KNOW WHAT ONCE YOU GET THAT FROM THE CONSULTANT, ONCE YOU GET THAT LOCATION VERSUS LOCATION VERSUS WHY I WOULD BE INTERESTED IN AND THIS COUNCIL HAVING THAT INFORMATION AND THE CRITERIA THAT THAT HE USED FOR DETERMINING YOU COULD MAKE A RECOMMENDATION TO WHICH ONES WOULD BE, WOULD BE, SHOULD BE CHANGED OUT, WHICH ONES SHOULD SHOULD BE MAINTAINED. YES, SIR.

I ANTICIPATE THAT WOULD PROBABLY BE PART OF THE 2026 CIP PROCESS, UNLESS. OTHERWISE. YEAH, YEAH.

THE TIMING OF THIS AGAIN SIMILAR TO SOME OF OUR OTHER BOND PROJECTS IS GOING TO WE'RE WE'RE IN THE PLANNING AND DEVELOPMENT PHASE, AS YOU'VE HEARD IN TERMS OF AN UPDATE. AND THEN WHEN WE COME BACK, WE'LL COME BACK WITH MORE DETAILS AND A FULL PLAN AS PART OF THE CIP PROCESS. FIRST OF NEXT YEAR, FIRST OF NEXT CALENDAR YEAR. OKAY. OKAY. ALL RIGHT. THANK YOU. THANK YOU, MR. MAYOR. COUNCILMAN THOMAS. YEAH. SO I JUST WHEN I JUST WHEN I THINK THAT I'VE SEEN THE LAST OF ANDY'S CHARGE BUCKET SLIDES. THERE IT COMES AGAIN. NO, I WANTED TO GO BACK TO YOUR SLIDE.

119 BACK ONE BECKY. SO YOU TALK ABOUT KIND OF DOING SOME OF THE REDOING SOME OF THE ONES THAT ARE ALREADY THERE AND THEN UP TO TEN NEW ONES IF FUNDING ALLOWS. AND I'M, I'M THINKING THROUGH MY ND AROUND DISTRICT SEVEN AND I DON'T THINK WE'VE GOT HARDLY ANY ON THAT CORNER OF THE CITY. AND SO IS THAT WHAT YOU'RE THINKING? IS THAT WHERE YOU'RE THINKING THAT UP TO TEN NEW ONES? IS THAT WHAT WE'RE TALKING ABOUT THERE? YES, SIR. AND SO I NEED TO FIGHT TO GET MY ONE AND THAT'LL, THAT'LL, THAT'LL BE A BATTLE WE'LL DO IN CIP. I THINK YOU HAVE ONE ON ARAPAHO AND JUPITER.

MAYBE ONE. YEAH. ONE OTHER THERE. SO YES, MOST OF THE PROPOSED NEW LOCATIONS ARE IN THE NORTHERN HALF OF THE CITY. DO YOU HAVE A MAP OF THE ALL OF THE LOCATIONS FOR THE GATEWAYS? REALLY? OKAY, IF YOU COULD SHARE THAT, THAT'D BE GREAT. ALL RIGHT. THANK YOU. THANK YOU.

MAYOR. ALL RIGHT. MAYOR PRO TEM MOORE. THANK YOU. YEAH. BECKY, I THINK WE'RE ALL VERY EXCITED ABOUT THESE ENTRY SIGNS BECAUSE SO OFTEN THE GATEWAYS WE HAVE GONE INTO OTHER CITIES AND YOU'RE GOING INTO, YOU KNOW, YOU JUST ARRIVED IN THIS CITY. AND I THINK THAT THAT'S ONE OF THE EXCITING THINGS ABOUT THIS. BUT I THINK I DO AGREE THAT I WOULD LIKE TO SEE THIS ROSTER OF WHERE YOU'RE THINKING ABOUT PUTTING THEM, BECAUSE I KNOW IN DISTRICT THREE PRESENTLY WE HAVE ONE COMING IN ON ROWLETT ROAD, BUT WE'VE JUST FINISHED AS JUST FINISHED RIGHT THERE AT BOBTOWN.

WE'VE JUST WE'RE LOOKING AT RONE ROAD, WE'RE LOOKING AT ZION, SEVERAL ENTRY POINTS THERE WHERE THERE ARE NO SIGNS PRESENTLY. SO IT WOULD REALLY BE NICE TO IF WE'RE GOING TO BE FIGHTING FOR SOME SIGNS, IT'LL BE NICE TO KIND OF KNOW WHERE YOU'RE WHERE YOU'RE PROJECTING, SO THAT WE CAN KIND OF PUT OUR BID IN TO GET SOME SIGNS DOWN THERE, BECAUSE IT IS EXCITING WHEN YOU COME INTO A CITY AND YOU KNOW, HEY, I'M, I'M ARRIVING IN GARLAND. YEAH. I'M JUST LOOKING AT SOME OF PRESENTATIONS THAT WE HAVE HERE. I'M REALLY LOOKING FORWARD TO REPRESENTATION. THANK YOU ALL. THANK YOU. YES, I'M GLAD TO SEE THAT WE'RE ALREADY STARTED ON THIS PROGRAM. WE'RE ALREADY IN THE PLANNING STAGES TO GET THIS IMPLEMENTED. AND ESPECIALLY THE TRAFFIC BOXES WRAPS. LOOKS LIKE THEY'RE GOING IN VERY SOON AND LOVE YOU. AND GETTING WITH ALL THESE OTHER ARTISTS TO GET MORE PUBLIC ART OUT THERE, I THINK IT'S VERY MUCH APPRECIATED. SO THANK YOU FOR THAT. AND WE LOOK FORWARD TO SEEING SEEING MORE IN OUR CIP BUDGET SOON. THANK YOU. COUNCIL,

[04:40:04]

THIS FUNDING IS, YOU KNOW, DEFINITELY DESERVING FOR THE VERY SUCCESSFUL AND VERY POPULAR PROGRAM. $1 MILLION WILL BE ANNUALLY ALLOCATED AND FOR NEIGHBORHOOD VITALITY MATCHING GRANTS WHERE THE HEART IS AND STAFF INITIATED IMPROVEMENT PROJECT. SO I WILL JUST GIVE YOU SOME UPDATES. THREE CUTLASS AREA PROJECT UPDATE. LIKE I MENTIONED, I HAD 50 PAGES SLIDE, BUT IT'S KIND OF REDUCED. WE'RE GOING TO WAIT FOR THE REPORT, SO YOU DON'T NEED TO SIT THROUGH ALL THE. BUT I'M GOING TO HAVE THOSE SPECIFIC THESE COUNTLESS AREA PROJECTS, SOME UPDATES FOR THE MEDICAL DISTRICT WHERE WE ARE NOW IS WE ENGAGED IN DISCUSSION WITH THE A DEVELOPER WHO ARE WHO THEY ARE BASED IN ATLANTA, GEORGIA. THEY DO A LOT OF MEDICAL DEVELOPMENT ALL OVER THE UNITED STATES. EXCLUSIVITY AGREEMENT IS NOW IN PLACE WITH THAT DEVELOPER. THAT AGREEMENT WAS EXECUTED LAST MONTH. WHERE THEY ARE IS NOW THEY'RE GETTING INTO FEASIBILITY ANALYSIS PHASE ONE. THAT INCLUDES UPDATING FINANCIAL AND SERVICE LINE REPORT BY FOLKS. IF YOU GUYS REMEMBER THAT 2022 WITH THIS WE DID THE WE ENGAGED FOLKS TO DO THE COMMUNITY HOSPITAL MARKET ANALYSIS. SINCE IT WAS 2022. THIS GROUP IS NOW UPDATING AND ADDING THIS FINANCIAL PIECE. IN THAT STUDY, ONE STUDY CAME BACK. THEY'RE GOING TO BE STARTING THE CONCEPTUAL DESIGN. THE TEAM INCLUDE ARCHITECTURAL FIRM. THE FIRM ALREADY ENGAGED OUR PLANNING DEPARTMENT AND ENGINEERING DEPARTMENT. SO THEY WERE TRYING TO GET SOME HIGH LEVEL DEVELOPMENT GUIDELINE IN GARLAND. SO THEY WILL PUT TOGETHER CONCEPTUAL DESIGN. ONCE THAT REPORT AND THE DESIGN IN PLACE, THAT GROUP WILL BE FINDING THE CAPITAL PARTNERS INVESTMENT GROUP. THEN THEY WILL COME BACK TO US IN SOME APPROPRIATE STRUCTURE FOR THE FUTURE DEAL. RIGHT NOW WE'RE VERY, VERY EARLY STAGE. I DON'T KNOW HOW THIS CONVERSATION GOES, BUT WHEN THE TIME COMES, WHENEVER WE'RE READY, DEFINITELY. WE LIKE TO BRING TO THIS PROJECT, TO THE COUNCIL.

JUST REALLY QUICK UPDATE. ANDY AND I MET WITH THE BAVARIAN, WHO HAS A COUPLE MEDICAL OFFICES IN

[04:45:04]

IT'S NOT GOING TO BE 5050 MATCH, BUT IT'S REALLY OUR INTENTION IS DEFINITELY IMPROVING, BEAUTIFYING THAT SHOPPING CENTER OR THAT COME AND SAY I WANT TO MY SIGNS ALL FADED. I WANT TO DO A NEW SIGN. WOULD WE PAY PAY FOR THE MONEY TO DO THE SIGN AFTER THEY'VE PROVIDED A DESIGN DESIGN WE ACCEPT OR I DON'T SEE THAT IT'S GOING TO BE 100%. IT'S REALLY DEPENDING ON THE DIRECTION, WHAT IT'S WHAT, WHAT YOU THINK IT'S GOING TO BE APPROPRIATE THAT. HOWEVER, I'D LIKE TO SEE THE INVESTMENT FROM PROPERTY OWNER. OKAY. WE WOULD LIKE TO SEE SOME FROM THEM, BUT WE ALSO WILL INCENTIVIZE THEM WITH A LITTLE OF OUR MONEY TO GO. DEFINITELY. YES. I AGREE THAT ROLL OUT OKAY. AND ON YOUR YOUR LAST SLIDE 137 THERE. YES I STILL SEE THE SPOTLIGHTS COMING OUT FROM THE CONVENTION CENTER. WE'RE GOING TO BUILD THERE OR WHATEVER IT IS. BUT I ALSO NOTICED THAT EARLIER DRAWINGS, WE HAD A BOARDWALK IN THE DRAWING, AND NOW I SEE IT LOOKS MORE LIKE A TRAIL. AND IF WE CHANGED DIRECTION SINCE WE WE'LL COVER THAT IN PROPERTY. THEY'VE GOT MORE. I'VE GOT MORE DETAIL FOR YOU. YES, SIR. VERY GOOD. I'LL WAIT FOR THAT ANSWER. THANK YOU. AND IF I COULD EXPAND JUST A TOUCH ON YOUR FIRST QUESTION. IT'S SOMEWHAT. EACH PROJECT WILL BE A LITTLE BIT CASE BY CASE IN TERMS OF WE WANT TO BE VERY STRATEGIC ABOUT HOW WE DEPLOY EVERYBODY'S PROGRAM. SO WE WANT TO MAKE SURE THAT BY THE TIME WE GET TO BE IN THE COMP PLAN STUDY, IT'S GOING TO NARROW THAT FOCUS DOWN. AND THEN WE'RE GOING TO LOOK AT WHAT'S PRESCRIBED, WHAT KIND OF INTERVENTION CAN WE PRESCRIBE FOR THAT AREA. SO IT'S GOING TO BE A LITTLE CASE BY CASE. WE WANT TO MAKE SURE WE GET AS MUCH BANG FOR THE BUCK OUT OF EACH ONE. IT MAY INCLUDE

[04:50:04]

NOT SPECIFICALLY, BUT THEY'RE GOING TO THEY'RE GOING TO TELL US ABOUT TOOLS AND LOCATIONS THAT WOULD BE BENEFICIAL TO APPLY. AND SO WE FEEL THAT THAT BUCKET OF FUNDS WOULD BE PERFECT FOR SUCH AN APPLICATION, BECAUSE I'D REALLY LOVE TO SEE SOME MORE NEIGHBORHOOD FACADE IMPROVEMENT PROGRAMS, NOT JUST, YOU KNOW, NEW WINDOWS AND EIGHT, YOU KNOW, WHATEVER IS WITHIN THE CURRENT HIP PROGRAM FOR SURE. BUT YEAH, I IT WOULD BE REALLY NICE TO SEE LIKE AN ENTIRE NEIGHBORHOOD WHO'S PARTICIPATING A CERTAIN PERCENTAGE GET SOME RESOURCES TO MAKE IMPROVEMENTS ON A WHOLE STREET KIND OF THING. ABSOLUTELY. OKAY. THANK YOU. VERY GOOD. THANK YOU VERY MUCH.

MOVING ON TO PROPOSITION C, GRANVILLE ARTS CENTER. YES. MAYOR AND CITY COUNCIL, CITY MANAGER REX, THANK YOU ALL FOR HAVING US THIS AFTERNOON. YOU MAY BE WONDERING WHY YOU'RE SEEING ME AND NOT AMY ROSENTHAL. SO SHE IS ON A WELL-DESERVED VACATION, SO YOU GET ME. BUT REST ASSURED THAT THIS PRESENTATION SHE HAD HER HAND IN, SHE PUT IT TOGETHER IN CONJUNCTION WITH MICHAEL, AND I'M MERELY HERE TO JUST DELIVER FOR HER. SO WITH THAT, WE ARE TALKING TODAY ABOUT PROPOSITION C IN THE 2025 BOND PROGRAM. IT ALLOCATED $25 MILLION FOR CULTURAL ARTS AND SPECIFICALLY THE GRANVILLE ARTS CENTER. BUT BEFORE WE GET TO KIND OF WHAT THAT FUNDING IS GOING TO GO TOWARDS, WE WANTED TO TAKE A MINUTE TO JUST REMEMBER THE WHY BEND THE P PROPOSITI. SO GARLANDS GRANVILLE ARTS CENTER WAS BUILT IN 1982. IT WAS ACTUALLY ONE OF THE FIRST CIVIC OWNED PERFORMING PERFORMING ARTS CENTER IN A SUBURBAN AREA. SO WE WERE A MODEL FOR OTHER CITIES ACROSS THE NATION AND PERFORMING ARTS CENTERS THAT CAME AFTER IT.

AS YOU KNOW, OUR GRANVILLE ARTS CENTER IS HOME TO SOME LEGACY ARTS GROUPS LIKE THE GARLAND SUMMER MUSICALS, GARLAND CIVIC THEATER, GARLAND SYMPHONY ORCHESTRA, AND WITH THEIR PROGRAMING, AS WELL AS OTHER RENTAL PROGRAMING AND OUR CULTURAL ARTS PRESENTS PROGRAMING. WE SEE ABOUT 553 EVENTS HELD AT THAT FACILITY EVERY YEAR. THAT BREAKS DOWN INTO ABOUT 13 ART EXHIBITS THAT THEY DO IN THE GALLERY SPACE THERE EVERY YEAR. BUT THEN ABOUT 264 EVENTS IN OUR BROWNLEE THEATER, WHICH IS THE LARGE AUDITORIUM, AND IT SEATS ABOUT 760 PEOPLE THERE. AND THOSE EVENTS ARE NOT ONLY THE PERFORMANCES, BUT ALSO THE REHEARSALS. AND THEN IN OUR SMALL THEATER, WE HAVE ABOUT 289 EVENTS EVERY YEAR. AND THOSE ARE NOT ONLY THE PERFORMANCES AND THE REHEARSALS, BUT THEN SOME LECTURES THAT NEED A SMALLER VENUE, NOT THE HUGE AUDITORIUM THERE AS WELL. SO WHEN WE TALK ABOUT THE GRANVILLE ARTS CENTER, WHY IS IT IMPORTANT, YOU KNOW, WHY DO WE WANT TO POTENTIALLY INVEST THAT, THAT MONEY IN IT? AND SIMPLY IT'S BECAUSE IT'S AN ECONOMIC DRIVER FOR THE CITY. WE TALKED EARLIER ABOUT GROWING OUR ECONOMIC BASE AND THE IMPORTANCE OF INFUSING SOME MORE SALES TAX REVENUE INTO THE CITY. WELL, THAT'S WHAT THE GRANVILLE ARTS CENTER DOES. SO THERE WAS A SURVEY IN 2022 FROM THE AMERICAN FOR THE ARTS SOCIETY, AND THEY FOUND THAT OUR GRANVILLE ARTS CENTER INFUSED $18 MILLION WORTH OF ECONOMIC IMPACT INTO THE ECONOMY, NOT JUST FROM THE TICKET SALES, BUT FROM THE ASSOCIATED DINING, LODGING, SHOPPING THAT PEOPLE TEND TO DO WHEN THEY HAVE THOSE

[04:55:04]

MAYBE HE'S GOING TO EXPLAIN SOME MORE HERE IN A MINUTE, BUT WE HAVE A SUMP PUMP SYSTEM IN PLACE THAT HELPS KIND OF GET RID OF THAT EXCESS WATER SO THAT IT DOESN'T COME INTO THE FACILITY.

WELL, ON JUNE 3RD, YOU MAY REMEMBER WE HAD SOME REALLY HARD RAINS, SOME TORRENTIAL DOWNPOUR IN A SHORT AMOUNT OF TIME, AND OUR SUMP PUMP SYSTEM BACKED UP AND WATER DID COME INTO THE FACILITY. AND IN FACT, IT WIPED OUT ALL OF THE ELECTRICAL. SO, YOU KNOW, THAT SHOWS MUSICAL SHOWS AND THEATER SHOWS, NOT ONLY THE LIGHTS THAT JUST, YOU KNOW, HELP YOU SEE WHAT YOU'RE GOING TO, BUT THE LIGHTS THAT HELP THE PERFORMANCE HAPPEN. THEY WERE GONE. AND SO WE HAVE SOME TEMPORARY SOLUTIONS IN PLACE, BUT WE'RE GLAD TO HAVE THAT $25 MILLION REVITALIZATION THAT IS COMING ALONG THE WAY. BUT EXCUSE ME A LITTLE EXTRA COMMENTARY THERE. YES, I MET WITH AMY AND HER STAFF IMMEDIATELY AFTER THAT HAPPENED. GOT THE HISTORY THAT THE FACILITIES HAD DONE A FIX ALREADY WITH THE SUMP PUMP SYSTEM AND IT'S TIED INTO THE ROOF DRAINAGE, AND THAT SEEMED TO LAST. THAT HAPPENED A FEW YEARS AGO, AND NOW THAT FIX IS STARTING TO KIND OF FAIL A LITTLE BIT. SO THEY RESPONDED QUICKLY. GOT A NEW FIX IN PLACE.

WE'VE HAD A COUPLE OF MAJOR RAIN EVENTS THAT HAVE PROVEN THEMSELVES AT THE FIX IN PLACE WORKS, BUT THE URGENCY HERE FOR GETTING A PERMANENT SOLUTION IN PLACE SO WE DON'T HAVE TO DEAL WITH THIS OR AMY DOESN'T HAVE TO DO ANY SORT OF DIMMING FIXES WITH HER LIGHTS IN THE FUTURE.

IT SHOWS HOW IMPORTANT IT IS. SO IT ACTUALLY SOME OF THE TEMPORARY SOLUTIONS IN PLACE IS WHEN IT COMES TO LED LIGHTING, WE'RE TRYING TO MAKE THE SHIFT TO BECOME ALL LED LIGHTING. AND SO THAT'S KIND OF HELPING US WITH THE BOND FUNDS. THAT'S GOING TO BE ONE OF THE THINGS THAT WE ADDRESS IS BEING ABLE TO GO TO ALL LED, WHICH WAS ACTUALLY, YOU KNOW, MOVED ALONG BY THIS PROCESS TOO. SO BUT WHAT WILL THAT $25 MILLION GO TOWARDS? I KNOW THAT WE PUT OUT

[05:00:07]

SO, YOU GUYS KNOW. AND ONE OF THE THINGS THAT WE REALLY WANTED OUR PUBLIC TO KN AS PART OF THE BO ELECTION WAS THAT THE GRANVILLE ARTS CENTER WAS BUILT BEFORE THE AMERICANS WITH DISABILITIES ACT. SO THERE ARE A LOT OF ACCESSIBILITY CHALLENGES WITH THAT FACILITY, MAINLY IN THE BROWNLEE AUDITORIUM. OUR OUR SEATING IS ONE BIG AREA OF SEATING. WE HAVE NO CENTER AISLE. WE ALSO HAVE NO ABILITY FOR SOMEONE IN A WHEELCHAIR TO SIT CLOSER TO THE STAGE. RIGHT NOW IT'S, YOU KNOW, SEATING AT THE BACK OF THE AUDITORIUM. AND SO REALLY WANTING TO RECONFIGURE THAT SPACE, NOT JUST THE BROWNLEE AUDITORIUM, OUR GALLERY SPACE RIGHT NOW IS INACCESSIBLE.

AND SO WANTING TO BETTER SERVE OUR PATRONS WITH ACCESSIBILITY ACROSS THE ENTIRE FACILITY, BUT ALSO SOME INCREASED FUNCTIONALITY RIGHT NOW, IN ORDER TO PURCHASE A TICKET AT THE BOX OFFICE, YOU HAVE TO GO INSIDE OF THE FACILITY. BUT WHAT YOU KNOW, THROUGH THIS VISIONING, YOU KNOW, WHAT COULD IT LOOK LIKE IF WE HAD A BOX OFFICE THAT WAS ACCESSIBLE FROM THE OUTSIDE, SOMEONE COULD WALK UP JUST ALONG THE STREET. THEY WERE TAKING A WALK IN DOWNTOWN.

THEY WALK UP AND BUY A TICKET, RECONFIGURED LOBBY SPACES, ADDING POTENTIALLY SOME CLASSROOM OR SMALLER MEETING SPACES THAT IT CAN BECOME A RENTAL FOR MORE THAN JUST LECTURES OR PERFORMANCES. SOMEONE COULD COME AND RENT JUST AS A SPACE TO HOST A MEETING IN THERE. SO LOOKING AT ALL OF THOSE THINGS AND THEN TAKING IT AS AN OPPORTUNITY TO REFRESH THE LOOK A LITTLE BIT, TO CREATE THAT SYNERGY BETWEEN OUR REVITALIZED DOWNTOWN AND A THING THAT DRAWS YOU FROM, YOU KNOW, ONE TO THE OTHER. SO THAT'S WHAT WE'RE LOOKING TO DO WITH THE $25 MILLION. AND THEN HOW THAT PROCESS HAPPENS IS WHERE WE GO FROM HERE. SURE. WITH THE HIGH PRIORITY FCA, WITH A VISION AND APPROVAL ON PROP C, WE ARE EAGER AND EXCITED TO START THIS PROJECT LIFE CYCLE. SO THAT'S THE NEXT STEP. HOW WE GO ABOUT DOING THAT IS TO START WITH AN RFQ PROCESS FOR A DESIGN FIRM. YOU GOT TO FIND THE RIGHT TEAM AND CONTRACT WITH THE RIGHT TEAM TO GET THE RIGHT RESULT AT THE END. SO WE WANT TO FIND SOMEBODY THAT'S DONE A SPECIALIZED PROJECT LIKE THIS IN THE PAST, SOME UNIQUE QUALIFICATIONS. IT'S NOT JUST NEW CONSTRUCTION.

THERE'S RENOVATION. THERE'S ALSO AN INTIMATE COORDINATION WITH THE STAKEHOLDERS. THERE'S LONG TERM USE LEGACY PARTNERS THAT HAVE BEEN THERE FOR A LONG TIME. SO THE DESIGN, THE PHASING, IT'S GOING TO NEED TO BE INCORPORATING THOSE INPUTS AS WELL. SO WE WANT TO WRITE AND WE'RE BEGINNING TO WRITE THE RFQ NOW FOR OUR DESIGN SERVICES WITH AS MUCH FLEXIBILITY AS WE CAN.

SO WE CAN CAPTURE ALL THE UNIQUENESS OF THIS PROJECT AND GET THE BEST DESIGNER ALONG.

THAT BEING SAID, WE WILL HAVE A PRE SUBMITTAL WORKSHOP AND IN-PERSON INTERVIEWS. THAT PRE SUBMITTAL WORKSHOP WILL BE POST ADVERTISEMENT. AGAIN, NOT EVERYTHING CAN BE CONVEYED IN WRITING. WE'RE GOING TO DO OUR BEST TO CAPTURE IT IN THE RFP DOCUMENT, BUT WE WANT TO GIVE PEOPLE THE OPPORTUNITY TO VOICE QUESTIONS AND HEAR THE INTENT RATHER THAN READ IT. THAT'LL BE POST ADVERTISEMENT. AND THEN AFTER WE GET PROPOSALS BACK FROM THOSE FOLKS THAT ARE INTERESTED, WE'LL HAVE FOLLOW UP INTERVIEW OR INTERVIEWS WITH THEM TO LOOK THEM IN THE EYE AND REALLY TALK ABOUT THE DETAILS A LITTLE BIT AND, AND REALLY ENSURE THAT WE'RE GETTING THE RIGHT DESIGN TEAM THAT WANTS TO PARTNER UP WITH US. SO THAT BEING SAID, THE INTENT IS TO AWARD THAT CONTRACTOR IN 2025, EARLY 2026, GET THAT AWARD ON THE BOOKS AND THEN DO DESIGN. BLESS YOU THROUGH 2026 AND POTENTIALLY INTO 2027. SO THAT'S FOR THE RFQ. AND SIMILARLY THAT'S FOR THE DESIGN ASPECT. WE WANT TO DO CONTRACTOR. AND IN THIS CASE WE WANT TO TARGET A DESIGN METHOD OF DELIVERY METHOD OF CMR. IT'S GOING TO ALLOW US TO GO FROM DESIGN TO CONSTRUCTION IN A TIMELY FASHION. IT ALSO INVESTS AND EMBEDS THE CONSTRUCTION CONTRACTOR INTO THE DESIGN PROCESS ALONG THE WAY. MINIMIZES QUESTIONS AT THE END. SO WE FEEL THAT'S THE BEST DELIVERY METHOD HERE. SO WE'RE GOING TO DO THE SAME THING. PUT OUT AN RFP, MEET WITH THEM AFTER WE SEND OUT THE

[05:05:01]

WE'RE LOOKING TO DO THE CMR CONTRACT SELECTION AT THE END OF 25 EARLY 26. THE INTENT IS TO AWARD THE CMR CONTRACTOR RIGHT BEHIND THE DESIGNER. YOU DON'T WANT MUCH OF A GAP BETWEEN DESIGN AND CONTRACTOR. YOU WANT THEM AT THE TABLE WHILE YOU'RE SITTING THERE WITH THE STAKEHOLDERS AND THE DESIGNER TO MAKE SURE THAT ALL THE QUESTIONS ARE BEING ASKED AND ANSWERED, AND THEY'RE THERE TO HEAR THEM. AND WE ANTICIPATE CONSTRUCTION STARTING IN 2027. SO THE LAST THING WE WANT TO LEAVE YOU ALL WITH IS OUR COMMITMENT DURING THIS PROCESS. THE GRANVILLE ARTS CENTER IS, YOU KNOW, NOT JUST AN IMPORTANT THING, BUT IT'S A SPECIALIZED THING, AS MICHAEL KIND OF MENTIONED, IN REGARD TO FINDING THE RIGHT CONTRACTOR. BUT KNOWING THAT TIMELINE, WE HAVE OUR RENTAL PARTNERS THAT THEY'RE BOOKING THEIR EVENTS AT LEAST A YEAR IN ADVANCE. SO IT'S NOT SOMETHING THAT WE CAN WILLY NILLY MAKE CHOICES HERE OR BE LATE ON THINGS. I MEAN, THAT'S REALLY AFFECTING PEOPLE'S PERFORMANCES, AFFECTING THEIR

* This transcript was compiled from uncorrected Closed Captioning.