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[00:00:04]

MORNING.

[CALL TO ORDER ]

UM, IT IS 9 31 ON JANUARY 24TH.

UH, WEDNESDAY.

WE'RE IN THE CHAMBERS FOR THE UDIN FINANCE COMMITTEE.

I AM ALISON AL ALTER.

I'M CHAIR.

I'M JOINED VIRTUALLY BY MY VICE CHAIR COUNCIL MEMBER POOLE.

HI, COUNCIL MEMBER POOLE.

UM, AND ON THE DIOCESE WITH COUNCIL MEMBER KELLY, UH, COUNCIL MEMBERS RYAN AL ALDER, AND COUNCIL MEMBER FUENTES WILL BE JOINING US A BIT, UM, LATER.

UM, THIS MORNING, UM, WE HAVE A LOT OF ITEMS ON OUR AGENDA, AND OUR GOAL IS TO BE DONE WITH THE PUBLIC PORTION BY 11, SO THAT WE CAN MOVE INTO INTERVIEWS FOR MUNICIPAL CIVIL SERVICE.

UM, I'D LIKE TO START WITH, UM, IS THERE ANY PUBLIC COMMUNICATION? NO SPEAKERS.

GREAT.

UM, SO WE WILL

[1. Approve the minutes of the Audit and Finance Committee meeting of December 6,2023. ]

MOVE TO THE, THE MINUTES OF THE AUDIT AND FINANCE COMMITTEE MEETING FROM APRIL FROM, UH, DECEMBER 6TH.

DO I HAVE A MOTION TO APPROVE? MOVE BY COUNCIL MEMBER KELLY, SECONDED BY COUNCIL MEMBER POOLE.

SEEING NO OBJECTIONS, SEEING NO OBJECTIONS.

UM, THOSE ARE ADOPTED.

UM, WE WILL NOW MOVE

[2. Discussion and possible action on proposed amendments to City Code regarding the City Auditor. ]

TO ITEM NUMBER TWO, UM, WHERE WE WILL DISCUSS PROPOSED AMENDMENTS TO CITY CODE REGARDING THE CITY AUDITOR.

GOOD MORNING, Y'ALL.

GOOD MORNING.

COREY STOKES, CITY AUDITOR.

UM, AND I CAN, UH, WALK THROUGH THE, THE DOCUMENT OR I CAN JUST GIVE YOU A HIGHLIGHT OF WHAT'S IN THE DOCUMENT, UH, WHATEVER ELSE PREFERENCE IS.

UM, JUST FOR TRANSPARENCY FOR OTHER FOLKS.

WHY DON'T YOU WALK THROUGH THE DOCUMENT.

I THINK WE ALL MET WITH YOU SEPARATELY, BUT I THINK THIS WILL BE HELPFUL, UM, FOR OTHER OFFICES SINCE THIS WILL BE COMING TO COUNCIL.

GREAT.

BUT DO IT NOT, DON'T TAKE SO LONG TO DO.

WHAT'S THAT? BUT, BUT BE WITHIN THE 10 OR SO MINUTES THAT WE HAVE.

YES.

GOT IT.

UM, CAN YOU BRING THE OTHER ONE UP? SO ONE THAT SAYS VERSION TWO ON IT.

RIGHT.

UM, SO, SO THIS DOCUMENT IS COMING THERE.

IT'S, UM, IT IS JUST A RED LINE OF THE CODE CHANGES WE'RE PROPOSING.

THESE ARE ALL CODE CHANGES RELATED TO MY OFFICE, UM, THAT WE'VE BEEN TALKING ABOUT FOR VARIOUS REASONS, UM, THAT WE WANTED TO BRING TO YOU GUYS AND THEN, AND THEN TAKE TO COUNCIL TO GET THESE ADJUSTED.

UM, SO, SO I'M GONNA GO PRETTY QUICKLY THROUGH HERE.

UM, THE FIRST CHANGE WAS ACTUALLY RELATED TO OUR RESPONSIBILITIES AND BOARDS AND COMMISSIONS.

UM, WHAT WE'VE BEEN DOING AND WHAT THIS COMMITTEE HAS BEEN DOING HISTORICALLY IS KIND OF CONSIDERING BOARD AND COMMISSION RISKS AS WE DEVELOP THE AUDIT PLAN.

UM, BUT THERE WERE REQUIREMENTS FOR THE AUDIT COMMITTEE AS WELL AS OUR OFFICE TO REVIEW EACH BOARD'S INTERNAL REPORT.

SO WE'RE REMOVING THOSE, BUT SAYING THAT WE WILL LOOK AT INFORMATION PROVIDED BY THE BOARDS AND COMMISSIONS AS PART OF OUR ANNUAL RISK ASSESSMENT, UM, TO PROPOSE PROJECTS.

KEEP GOING DOWN THAT ONE.

UH, LET'S SEE.

THIS NEXT ONE IS, UH, RELATED TO THE CITY AUDITORS POSITION.

MY OWN POSITION RIGHT NOW, BUT, UM, BASICALLY IN THE PAST THERE WAS A, A NOMINATING COMMITTEE PROVISION THAT REQUIRED THE CITY MANAGER AND THE STATE AUDITOR TO BE ON THE AUDIT COMMITTEE OR BE ON THE NOMINATING COMMITTEE FOR THE AUDITOR.

UM, THE STATE AUDITOR, UM, WHILE, UH, VERY KNOWLEDGEABLE ABOUT AUDITING.

UM, THAT'S, THAT'S AN INTERESTING AD.

I'M NOT ACTUALLY SURE WHERE THAT CAME FROM.

UM, AND THEN THERE'S THE CITY MANAGER BEING ON THAT IS JUST A LITTLE BIT AWKWARD IN THAT THE, WE, UM, ARE RESPONSIBLE FOR AUDITING EVERYTHING THAT REPORTS TO THE CITY MANAGER.

SO WE'RE REMOVING THAT AND MAKING THE NOMINATING COMMITTEE, THIS AUDIT AND FINANCE COMMITTEE, UM, DOESN'T AFFECT MY POSITION.

IN FACT, THIS WHOLE PROVISION WAS WAIVED WHEN I WAS APPOINTED BACK IN, UM, A LONG, LONG TIME AGO.

NO, 2015.

UM, THE, UH, I JUST WANNA INTERRUPT THERE.

YES.

'CAUSE WE, UM, IN TALKING, WE ADDED SOMETHING, AND I WANNA MAKE SURE, UM, SO WE ADDED THAT THE NOMINATING COMMITTEE MAY SEEK ADVICE FROM INDIVIDUALS WITH AUDIT EXPERTISE.

UM, YES.

WHICH I WOULD HIGHLY RECOMMEND AS WE ARE REVIEWING CANDIDATES THAT THE COMMITTEE DO THAT, BUT THEY'RE NOT OFFICIALLY PART OF THE NOMINATING COMMITTEE.

AND I, I THINK THAT'S A GREAT IDEA.

AND INDIVIDUALS WITH AUDIT EXPERTISE, EITHER WITHIN AUSTIN OR OUTSIDE OF AUSTIN, I THINK WOULD BE HELPFUL, UM, IF THE MEMBERS OF THE NOMINATING COMMITTEE DON'T HAVE THAT EXPERTISE THEMSELVES.

ALL RIGHT.

MOVING ON.

SO HERE, THERE, THERE'S JUST SOME CLEANUP IN THIS SECTION, UM, TO ENSURE, UH, THAT THE, THE DEFINITIONS HERE MATCH.

UM, THIS, JUST AS AN EXAMPLE, UM, TO OBTAIN, OR THIS IS, HAS TO DO WITH ABUSE OF YOUR POSITION AND THAT ABUSE OF YOUR POSITION COULD BE TO GAIN SOMETHING FOR YOURSELF OR ALSO TO GAIN SOMETHING FOR SOMEBODY ELSE.

AND THAT'S SOMETHING THAT'S COME UP IN AN INVESTIGATION.

SO WE JUST WANTED TO CLARIFY THAT

[00:05:01]

ONE.

KEEP GOING THEN MAYBE A WHILE TILL THE NEXT ONE.

SO ALL OF THIS IS A BIG SECTION, BUT, UM, HERE, THERE'S ACTUALLY, UM, THERE WAS A, A LOT OF LANGUAGE AND ACTUALLY A SEPARATE RESOLUTION THAT ADDRESSED HOW FOLLOW UP SHOULD OCCUR.

SO HERE IT JUST SAYS THE CITY MANAGER OR THE CITY MANAGER'S DESIGNEES, UM, SHOULD PROVIDE AN UPDATE AT LEAST TWICE A YEAR RELATED TO THE STATUS OF RECOMMENDATIONS.

AS YOU'LL KNOW, WE NOW HAVE THAT PUBLIC DASHBOARD WITH, UM, CLOSE TO REAL-TIME UPDATES.

UH, WE GET THE UPDATES, WE TAKE A LOOK AT THEM AND GET THEM POSTED.

SO WE'RE GETTING THOSE MORE REGULARLY THAN TWICE A YEAR, BUT WE JUST WANT, UM, SOME MINIMUM ESTABLISHED.

AND SO THAT'S WHAT THIS ONE DOES.

KEEP ON.

UH, THE NEXT SECTION IS, IS ACTUALLY THIS, THIS SUBPOENA LANGUAGE.

UH, THIS IS LANGUAGE THAT WE HAVE SPECIFIC TO THE ETHICS REVIEW COMMISSION.

WE RAN INTO AN ISSUE WITH THE MUNICIPAL CIVIL SERVICE COMMISSION.

ALONG THE SAME LINES, IF SOMETHING IS EXEMPT, UM, OR IS, IS NOT, IS CONSIDERED AN AUDIT WORK BEING PAPER UNDER THE PUBLIC INFORMATION ACT, THAT'S NOT SOMETHING THAT WE PROVIDE IN RESPONSE TO EITHER THE ETHICS REVIEW COMMISSION OR THE MUNICIPAL CIVIL SERVICE COMMISSION.

SO THAT'S WHAT THIS DOES.

ALL THE, THE, UM, STRIKE THROUGH IS REALLY BECAUSE, UM, YOU'LL SEE THAT COME UP AGAIN LATER.

IT'S BASICALLY JUST BEEN MOVED SO THAT IT'S, IT'S BROADER, UM, AND NOT SPECIFIC TO THIS, UM, ONE SECTION.

SO, UM, AND THIS IS THAT CORRECTION.

SO IT'S REALLY JUST PUTTING THAT LANGUAGE, UM, BELOW AND MAKING IT IT MORE BROAD THAN IT WAS BEFORE.

BUT DOESN'T, DOESN'T CHANGE THE INTENT OF THE CODE OR, OR WHAT THE CODE DOES, THEN SHOULD GO A LONG WAY, I THINK UNTIL WE HAVE ANOTHER CHANGE.

UH, THIS SECTION IS JUST VERY LONG.

UH, THIS IS THE, THERE WE GO.

UM, UH, HERE WE WERE TRYING TO GET AT, YOU KNOW, WE DO WORK THAT'S NOT JUST AUDITS AND INVESTIGATIONS, AND SO WE WANTED TO CAPTURE ANY OTHER WORK THAT WE DO, UH, WHICH CAN INCLUDE OUR SPECIAL REQUEST WORK OR OTHER WORK ON BEHALF OF THE COUNCIL.

UM, HERE, THERE WAS A REQUIREMENT THAT THE CITY MANAGER REPORT ON INVESTIGATIONS AT LEAST ONCE A YEAR, OR AT LEAST TWICE A YEAR.

WE'VE CHANGED THAT TO ONCE PER YEAR.

AND THEN, UM, BUT IT'S JUST A WEIRD TIMING THING OF THE, NOT LATER THAN THE 30TH DAY BEFORE THE BEGINNING OF A CALENDAR YEAR.

SO, UM, JUST IN TERMS OF THE TIMING OF WHEN WE PRESENT THE AUDIT PLAN, SO WE DO AN ANNUAL AUDIT PLAN.

UM, WE TRY TO PRESENT THAT TO Y'ALL BY DECEMBER AND THEN, UM, GET IT ON A COUNCIL AGENDA AFTER THAT.

GO AHEAD.

THE LAST, UM, THIS IS ACTUALLY JUST MATCHING UP WITH OUR RECORDS RETENTION REQUIREMENTS.

SO WHAT'S A PERMANENT RECORD AND WHERE IS IT? HOW, HOW IS IT COMMUNICATED? SO THAT STAYS THE SAME.

AND THEN THIS LAST PIECE HAS TO DO WITH REPORTING.

UM, SO BASICALLY JUST SAYING WE WILL FOLLOW THE REPORTING STANDARDS THAT ARE, THAT, UM, UNDER THE GOVERNMENT AUDIT AND STANDARDS, WHICH WERE ALREADY REQUIRED TO FOLLOW, BOTH BY CODE AND BY CHARTER.

UM, AND, UH, ANY ADJUSTMENTS TO A FINAL REPORT.

THIS WAS JUST KIND OF A, A PUTTING OUT THERE THAT IF WE IDENTIFIED AN ISSUE WITH A REPORT EITHER BEFORE OR AFTER WE ISSUED IT, WE WOULD FOLLOW THE REQUIREMENTS AND THOSE STANDARDS TO CORRECT THAT.

THIS WAS REALLY JUST, WE WERE GOING IN WAY TOO MUCH DETAIL ABOUT PEER VIEW, WHICH IS VERY EXPLICIT IN THE STANDARDS THAT WE FOLLOW.

SO WE WERE JUST KIND OF CLEANING THAT UP TO SAY WE WILL DO IT IN ACCORDANCE WITH STANDARDS INSTEAD OF, UM, ALL KIND OF THE LINE ITEMS. SO WE DON'T HAVE TO CHANGE THIS EVERY TIME.

THE STANDARDS CHANGE, I THINK.

UH, AND THEN THE, UH, THIS IS ALSO DOESN'T CHANGE ANYTHING ABOUT OUR ACCESS TO RECORDS, BUT IT TAKES OUT SOME DATED LANGUAGE.

UM, 'CAUSE THIS WAS PASSED IN THE EARLY NINETIES, SO THERE'S A DISC YET, AND, UM, SOME OTHER TAPES AND OTHER FUN THINGS IN THERE.

AND THEN I THINK THE, THE LAST BIT, UM, HERE, CONFLICT OF INTEREST, UM, JUST ADDS IN, UH, REGARDLESS OF WHETHER OR NOT YOU GET MONEY SERVING ON A NONPROFIT IS ALSO CONSIDERED A CONFLICT OF INTEREST UNDER THIS SECTION OF CODE, THE CODE OF ETHICS.

UM, THEN THE SEE DEFINITION OF SPOUSE IS TO MATCH ANOTHER SECTION OF CODE THAT ALREADY DEFINES IT MUCH BETTER THAN THIS SECTION DID.

UM, AND THEN I BELIEVE THE VERY LAST THING IS DOWN HERE, THERE WAS A REQUIREMENT FOR WATER DISTRICTS, UM, THAT IF A WATER DISTRICT ISSUED BONDS, THAT THE CITY AUDITOR WOULD REVIEW THEIR FINANCIAL STATEMENTS AND ISSUE AN OPINION ON THEM.

THAT IS, UM, NOT SOMETHING WE'VE EVER BEEN ASKED TO DO, BUT IT'S ALSO SOMETHING THAT THAT DOESN'T REALLY FALL WITHIN THE PURVIEW OF THE WORK THAT MY OFFICE DOES.

SO, UM, WE WANT THAT, YOU KNOW, WE DIDN'T WANNA CHANGE THAT EXCEPT TO SAY THAT WE SHOULD HAVE AN INDEPENDENT CERTIFIED PUBLIC ACCOUNTANT OR PUBLIC AUDITOR DO THAT WORK.

THAT GETS US TO THE END OF THIS DOCUMENT AND HOPEFULLY WITHIN OUR TIME.

GREAT.

THANK YOU.

UM, APPRECIATE THAT.

AND JUST WANNA FLAG FOR THE CITY MANAGER'S OFFICE THAT WE ARE, IF THERE ARE REPORTS OF THOSE

[00:10:01]

INVESTIGATIONS FROM THE CITY MANAGER, PROBABLY DUE FOR THAT REPORT TO THE COMMITTEE, UM, I THINK THOSE NORMALLY OUGHT TO BE GOING THROUGH THE AUDITOR.

SO YOU MAY NOT HAVE ANY OF THOSE, BUT, UM, IF YOU DO, THEN, THEN WE NEED TO, UM, BE ABLE TO SEE THOSE.

UM, I UNDERSTAND THAT THE CLERK HAS A QUESTION ON A PORTION OF THE BOARD'S AND COMMISSION PIECE, WHICH I DON'T THINK WE'LL BE ABLE TO ADDRESS TODAY.

I THINK WE CAN STILL, UM, MOVE THIS FORWARD.

UM, BUT MAYBE YOU CAN WORK WITH THE, THE CLERK.

UM, WITH RESPECT TO, UM, CLARIFYING THE PROCEDURE, I THINK THAT, UM, IT WAS A QUESTION ABOUT WHETHER WHERE, WHERE THEIR REPORTS AND THE BOARDS AND COMMISSIONS GO TO, AND I THINK THE EXPECTATION IS THAT THEY WOULD STILL GO TO THE AUDITOR, BUT THE AUDITOR IS ONLY RAISING ISSUES TO THE AUDIT AND FINANCE COMMITTEE WHERE THERE'S A RISK THAT'S BEEN IDENTIFIED THAT NEEDS TO BE BROUGHT TO OUR ATTENTION.

UM, SO I BELIEVE THAT PROCEDURE STAYS THE SAME, BUT IF YOU CAN WORK WITH THE CLERK AND CLARIFY THAT, AND IF WE NEED TO MAKE CHANGES BEFORE THIS, WERE TO COME TO COUNCIL, IF WE COULD, IF WE COULD ADDRESS, WE COULD DEFINITELY DO THAT YES.

UM, IN THE PROCESS.

AND YOU GUYS CAN PREPARE, UM, SOMETHING THAT ADDRESSES THAT.

UM, COLLEAGUES, DO YOU HAVE ANY QUESTIONS OR COMMENTS? VICE CHAIR, POOLE? UM, I WAS JUST GONNA SAY, IF YOU NEED A MOTION TO, UH, APPROVE OR SEND TO THE COUNCIL, I'D BE HAPPY TO MAKE THAT MOTION.

THANK YOU.

CO MAYOR PROAM POOL MAKES THAT MOTION.

COUNCIL MEMBER KELLY SECONDS THAT, UM, SEEING NO OBJECTIONS, WE WILL MOVE THAT ON, UH, WITH APPROVAL FROM THE COMMITTEE TO COUNCIL.

THANK YOU.

UM, SO FOR NOW, WE'RE GOING TO PUT OFF ITEM THREE UNTIL AFTER WE DO EXECUTIVE SESSION TO INTERVIEW FOLKS FOR THE MUNICIPAL CIVIL SERVICE COMMISSION.

UM, WE WILL NOW BRING

[4. Disaster preparedness audit recommendations update. ]

UP ITEM FOUR, DISASTER PREPAREDNESS AUDIT.

RECOMMENDATIONS UPDATE.

GOOD MORNING EVERYONE.

KEN SNIPES, DIRECTOR OF AUSTIN'S HOMELAND SECURITY AND EMERGENCY MANAGEMENT OFFICE, UH, HERE WITH A PRESENTATION TODAY.

UM, TO GIVE AN UPDATE ON THE CITY AUDITOR'S, UH, RECOMMENDATIONS ASSOCIATED WITH, UM, THE, UM, RECENT OR THE PAST PREPAREDNESS AUDIT, UH, REPORT.

IN THIS PRESENTATION, WE'LL COVER THE WINTER WEATHER AUDIT AND ALSO THE, UH, WINTER STORM MARA UPDATE.

SO, RECOMMENDATION NUMBER ONE WAS THAT THE, UH, CITY CONSIDER WHAT NEEDS TO BE DONE FOR PLANNING, TRAINING, AND CONDUCTING LARGE SCALE EXERCISES.

SPECIFIC SUPPORTING INFORMATION FOR THIS RECOMMENDATION INCLUDED.

UM, IN ORDER TO ENSURE THE CITY IS PREPARED FOR SIGNIFICANT OR CATASTROPHIC EVENTS, INCLUDING SEVERE WEATHER STORMS, THE DIRECTOR OF HOMELAND SECURITY AND EMERGENCY MANAGEMENT SHOULD WORK WITH STAFF TO PLAN, TRAIN, CONDUCT EXERCISES FOR THESE EVENTS.

THESE EFFORTS SHOULD BE DONE IN COLLABORATION WITH KEY INTERNAL STAKEHOLDERS, SUCH AS THE VARIOUS DEPARTMENTS FROM ACROSS THE CITY, INCLUDING AUSTIN ENERGY, AUSTIN WATER, PUBLIC WORKS COMMUNICATIONS, AND THEN THE PUBLIC INFORMATION OFFICE, AS WELL AS TRAVIS COUNTY.

UH, THIS RECOMMENDATION IS COMPLETE.

WE HAVE DONE QUITE A BIT OF WORK IN THIS SPACE, UH, OVER THE LAST COUPLE OF YEARS.

AND THEN, UH, RECENTLY AS WELL CONTINUING TO BUILD ON, UH, EXERCISES AND TRAINING.

UH, RECENTLY WE HAD A TABLETOP, UH, THAT INCLUDED, UH, A REVIEW OF THE PROCESSES WITH, UH, WHAT THE CITY CALLS OUR BIG FIVE.

THOSE ARE THE BIG FIVE EMPLOYERS, UH, FOR, UH, THE CITY, INCLUDING THE CITY AND TRAVIS COUNTY.

UM, ALSO INCLUDING, UM, UNIVERSITY OF TEXAS, AUSTIN COMMUNITY COLLEGE, AS WELL AS AUSTIN, ISD.

UH, WE ARE ALSO PUTTING TOGETHER AN UPCOMING LARGE SCALE REGIONWIDE TRAINING THAT WILL INCLUDE PARTNERS FROM WILLIAMSON COUNTY, UM, TRAVIS COUNTY, HAYES COUNTY, AND ALSO, UH, THE CITY OF ROUND ROCK.

UH, AND THAT TRAINING WILL TAKE NEXT MONTH AT, UH, COLLEGE STATION.

UH, AND THE POINT OF THAT EXERCISE IS TO CONTINUE TO BUILD UPON THE WORK THAT WE'VE STARTED WITH RESPECT TO, UH, HOW THE DIFFERENT JURISDICTIONS AND AGENCIES WORK TOGETHER DURING EXERCISES OR DURING EVENTS, UH, SO THAT WE, UH, PUT OUR RESOURCES TOGETHER IN A WAY THAT ALLOWS US TO, TO, UH, BETTER RESPOND IN OUR COMMUNITIES.

AUDIT RECOMMENDATION NUMBER TWO WAS TO, UM, WAS ABOUT THE CONTINUITY OF OPERATIONS PLANS, THE SPECIFICS AROUND THAT.

UM, PLAN OR RECOMMENDATION WAS THAT THE CITY MANAGERS SHOULD PRIORITIZE COOP PLANNING DEPARTMENTS SHOULD BE DIRECTED TO KEEP COOP PLANS UP TO DATE, AND TO CONDUCT REGULAR TRAINING AND EXERCISES ON THEIR COOP PLANS.

DEPARTMENT EFFORTS SHOULD BE MONITORED AND TRACKED AT THE CITYWIDE LEVEL TO ENSURE COOP PLANNING IS UP TO DATE, AND THAT THE DEPARTMENT COOP PLANS ALIGNED WITH CITYWIDE

[00:15:01]

DISASTER PLANNING.

THESE ARE, THIS RECOMMENDATION IS ALSO COMPLETE.

UH, AS OF OCTOBER, 2023, ALL CITY CO PLANS WERE UPDATED, UH, THROUGH PART OF OUR, UH, PROCESS TO, UH, SEEK RE-ACCREDITATION.

UH, WE SUBMITTED ALL OF OUR, UH, DOCUMENTS THAT WERE REQUIRED FOR RE-ACCREDITATION WITH THE EMERGENCY MANAGEMENT ACCREDITATION PROGRAM.

THAT AGENCY IS PROBABLY THE MOST STRENUOUS, UH, ACCREDITATION AGENCY FOR EMERGENCY MANAGEMENT, UH, ORGANIZATIONS.

UH, AND ALL OF OUR INFORMATION HAS BEEN TURNED IN.

WE'RE WAITING TO HEAR BACK AND SHOULD HEAR BACK ANY DAY NOW ON, UH, WHERE WE ARE IN THAT PROCESS AND WHETHER OUR REACCREDITATION WILL BE GRANTED.

RECOMMENDATION NUMBER THREE INCLUDED, UH, ESTABLISHING AND BUILDING RESILIENCE HUBS AND ALSO, UH, EDUCATION, UH, SUPPORT MATERIALS ASSOCIATED WITH THAT.

THE SPECIFIC SUPPORTING THAT RECOMMENDATION INCLUDED, THE, UH, MANAGER SHOULD PRIORITIZE AND IMPLEMENT INITIATIVES TO INCREASE DISASTER PREPAREDNESS AND ALSO COMMUNITY RESILIENCE TO INCLUDE RESILIENCE HUBS, UH, SUPPLIES ASSOCIATED WITH, UH, HELPING COMMUNITY MEMBERS IMPROVING DISASTER PREPAREDNESS EDUCATION, AND DEVELOPING AND IMPLEMENTING STRATEGIES TO INCREASE THE LIKELIHOOD THAT PRIVATE SECTOR AND COMMUNITIES ARE PREPARED FOR DISASTERS IN THE FUTURE.

SIX SITES HAVE BEEN ESTABLISHED FOR RESILIENCE HUBS.

THEY INCLUDE, UH, MONTOPOLIS RECREATION CENTER, PARKADE ZARAGOZA, GUS GARCIA, NORTHWEST RECREATION, TURNER ROBERTS RECREATION CENTER, AND ALSO DOVE SPRINGS.

UH, RECENTLY DURING THE MOST RECENT WINTER WEATHER, WE ACTUALLY DID ACTIVATE ALL OF THESE SITES AS COLD WEATHER SHELTERS.

UH, AND AS PART OF THAT PROCESS, UH, WE HAD A CHANCE TO TEST OUT SOME OF THE THINGS THAT, UM, HAVE BEEN INCLUDED AND, UH, FOR THE MOST PART WE'RE, UH, WE LEARNED QUITE A BIT, UH, BUT WE'RE, UH, HAPPY WITH HOW THE PROCESS HAS WORKED SO FAR.

UM, EVEN THOUGH WE'RE MARKING THIS AS COMPLETE, THERE'S MORE WORK TO BE DONE AND WE'LL CONTINUE TO DO THAT GOING FORWARD.

THE NEXT RECOMMENDATION, RECOMMENDATION NUMBER FOUR WAS THE IMPLEMENTATION OF PAST, UH, CORRECTIVE ACTION PLANS.

AND THIS PARTICULAR ITEM IS ONGOING.

ONE OF THE ISSUES THAT I HAVE, UH, DISCOVERED AS WE STARTED TO LOOK INTO, UH, OUR PAST CORRECTIVE ACTION PLANS, UH, A LITTLE BIT MORE THOROUGHLY, IS THAT, UH, THERE HASN'T BEEN A CONSISTENT WAY FOR COLLECTING AND AGGREGATING INFORMATION, THOUGH THAT MAKES IT DIFFICULT TO COMPARE, UH, OUR PERFORMANCE FROM ONE EVENT TO THE OTHER.

ONE OF THE RECOMMENDATIONS WAS THAT WE LOOK BACK AS FAR AS THE COLORADO RIVER FLOODING EVENT, AND WHILE WE CAN CERTAINLY DO THAT, UM, BECAUSE WE HAVEN'T HAD A SYSTEM, ONCE THE INFORMATION IS LOADED INTO THE, UH, THE PORTAL, THE COMMUNITY RESILIENCE, UH, STATUS PORTAL, IT IS VERY DIFFICULT TO EXTRAPOLATE DATA, UH, THAT MAKES IT, UH, AS I SAID BEFORE, EASY FOR US TO KIND OF USE INFORMATION TO BUILD FROM ONE EVENT TO THE OTHER.

AND SO WE'RE KIND OF RESTRUCTURING THAT PROCESS SO THAT WE'RE BETTER ABLE TO DO THAT, UM, GOING FORWARD ON RECOMMENDATION NUMBER FIVE, UH, WAS FOR SSO STAFFING, UH, AND THAT ITEM IS COMPLETE.

UH, WE'VE HIRED A NUMBER OF POSITIONS, UM, AND ARE CONTINUING TO DO SO BASED ON SOME OF THE, UH, HIRES THAT WE'VE MADE RECENTLY.

UH, WE'RE FILLED BY INTERNAL CANDIDATES, UH, SO THAT TRIGGERED OF COURSE, VACANCIES.

UM, BUT WE'RE CONTINUING TO DO THIS AND, UH, MOVE FORWARD WITH, UM, COMPLETING THE STAFFING REQUIREMENTS.

RECOMMENDATION NUMBER SIX WAS CITY STAFFING AND RESPONSE TO EMERGENCIES, AND WE'RE ALSO MARKING THAT COMPLETE.

WE HAD AN OPPORTUNITY TO TEST THAT, UH, THAT, UH, PROCESS THIS PAST, UH, COUPLE OF WEEKS AGO, RATHER.

UH, AND WE SAW A MUCH MORE ROBUST RESPONSE FROM CITY DEPARTMENTS MOVING FORWARD WITH STAFFING FOR THE, UH, WITH THE EVENTS.

WE HAD A CHANCE TO, UH, TEST SOME OF THE TRAINING THAT WE'VE, UM, RECENTLY IMPLEMENTED.

AND, UH, BY AND LARGE, IT WORKED REALLY WELL.

ONE OF THE, UH, STANDOUT AREAS WAS THE FOOD AND, UH, LODGING, UH, DURING THE RECENT, UH, STORM EVENT.

AND, UH, THAT PROVED TO BE VERY SUCCESSFUL AS WELL.

RECOMMENDATION NUMBER SEVEN, SUPPLIES AND EQUIPMENT.

AND THE SPECIFIC SUPPORTING THAT RECOMMENDATION WERE THAT THE DIRECTOR OF ADHE SSO SHOULD ENSURE THE CITY HAS ADEQUATE EMERGENCY SUPPLIES AND EQUIPMENT AVAILABLE FOR FUTURE DISASTERS.

THIS SHOULD INCLUDE A COST BENEFIT ANALYSIS ANALYSIS TO DETERMINE WHAT SUPPLIES SHOULD BE KEPT ON HAND AND WHAT SUPPLIES SHOULD BE PROCURED DURING AND IN SUPPORT OF A DISASTER.

A PLAN FOR PROCURING SUPPLIES IN A WIDESPREAD DISASTER, UM, TO SUPPORT NEARBY, TO BE SUPPORTED BY NEARBY VENDORS, UH, MAY NOT BE AVAILABLE.

SO THAT WAS ONE OF THE CHARGES THAT WE WERE ASKED TO TAKE A LOOK AT.

THE

[00:20:01]

LOGISTICS BRANCH OF HE HASUM HAS BEEN FORMED, AND THIS IS THE PRIMARY FOCUS AREA, UM, WHERE THAT BODY OF WORK TAKES PLACE.

UM, AGAIN, THAT WAS VERY SUCCESSFUL DURING THE MOST RECENT, UH, STORM EVENT, BUT WE WILL, AGAIN, CONTINUE TO WORK IN THIS SPACE JUST TO MAKE SURE WE'RE ABLE TO KEEP UP WITH THE CHANGING NEEDS AND, UH, ALSO KEEP UP WITH THE SPECIFICS ASSOCIATED WITH THE, WITH THE TYPE OF EVENT THAT WE'RE DEALING WITH.

RECOMMENDATION NUMBER EIGHT, UH, WAS AROUND THE LANGUAGE ACCESSIBILITY.

UH, THE CITY, UH, OF AUSTIN'S, HE, UH, HOMELAND SECURITY EMERGENCY MANAGEMENT BRANCH, UH, HAS TRANSLATED ALL OF ITS EMERGENCY MANAGING INTO 14 DIFFERENT LANGUAGES.

I MENTIONED EARLIER THAT WE HAD RECENTLY GONE THROUGH, UH, THE RE, RE-ACCREDITATION PROCESS.

AND, UH, THIS PARTICULAR ITEM WAS ONE THAT THE ASSESSMENT TEAM CALLED OUT AS A BENCHMARK THAT THEY WOULD TAKE FORWARD, UH, TO THE REST OF THE COUNTRY, UH, AS A, A, A WAY TO DO THIS PARTICULAR BODY OF WORK.

AND, AND AS A, UH, AS A SHINING EXAMPLE OF, UH, OF WHAT WE'VE DONE, I THINK THIS IS A REALLY GOOD ONE THAT WE CAN HANG OUR HAT ON.

RECOMMENDATION NUMBER NINE, UH, WAS, UH, ABOUT EQUITABLE ACCESS TO DISASTER RESPONSE EFFORTS.

SPECIFIC SUPPORTING THIS RECOMMENDATION INCLUDE IN ORDER TO ENSURE THAT THE CITY'S DISASTER RESPONSE EFFORTS ARE EQUITABLE AND MEET THE NEEDS OF VULNERABLE POPULATIONS IN THE COMMUNITY, THE DIRECTOR OF SSO SHOULD EXPLICITLY ADDRESS EQUITY IN THE CITY'S EMERGENCY PREPAREDNESS AND RESPONSE PLANS DEVELOPMENT.

ALSO, UH, OF SPECIFIC PROCEDURES FOR ENSURING RESPONSES ARE EQUITABLE, WITH AN EMPHASIS ON COMMUNICATING WITH AND ASSISTING PEOPLE, EXPERIENCING HOMELESSNESS, SENIORS, RENTERS, PEOPLE WITH MEDICAL NEEDS, PEOPLE WITH LIMITED ENGLISH PROFICIENCY, AND OTHER VULNERABLE POPULATIONS.

AND WE ARE, UH, MARKING THIS ONE COMPLETE AS WELL.

CONSIDERABLE WORK HAS BEEN DONE BY THE TEAM OVER THE LAST, UH, COUPLE OF YEARS IN THIS SPACE.

UH, AND MORE, UH, HAS BEEN DONE MORE RECENTLY.

UM, THE EQUITY OFFICE HAS BEEN INCORPORATED INTO THE EOC.

UM, THE DEPARTMENT OUTREACH, UH, TO VULNERABLE POPULATIONS HAS EXPANDED, UH, AND WE'RE LOOKING TO DO MORE WORK IN THAT SPACE.

UM, THE STATE OF TEXAS ASSISTANCE REGISTRY OR STEER HAS BEEN, UM, AN A, UH, A TOOL THAT WE'VE BEEN, UM, MOVING PEOPLE TOWARDS TO GET THEM TO REGISTER SO THAT THEY HAVE THE ABILITY TO IDENTIFY AS NEEDING SPECIAL, UH, REQUIREMENTS OR SPECIAL ASSISTANCE, UH, IN THE EVENT OF AN EMERGENCY.

UM, AND SOME OF THOSE THINGS INCLUDED INCLUDE FOLKS WITH LIMITED, UH, MOBILITY, COMMUNICATION BARRIERS, UH, ANYONE WHO HAS SPECIAL MEDICAL ASSISTANCE OR TRANSPORTATION NEEDS, UH, WOULD BE, UH, SUPPORTED THROUGH THIS PROGRAM.

THE NEXT RECOMMENDATION WAS TO, UH, IMPROVE CITY AND COMMUNITY COOPERATION, AND WE'RE MARKING THIS ONE COMPLETE AS WELL.

UM, THE RECOMMENDATION WAS TO IMPROVE THE ABILITY OF THE CITY AND COMMUNITY MEMBERS TO WORK TOGETHER TO PREPARE FOR DISASTERS.

UH, IT STATED, THE DIRECTOR OF HOMELAND SECURITY AND EMERGENCY MANAGEMENT SHOULD DEVELOP A FORMAL PLAN, UH, FOR INVOLVING THE COMMUNITY IN DISASTER PREPAREDNESS PLANNING.

THE PLAN SHOULD INCLUDE CLARIFICATIONS OF THE CITY'S RESPONSIBILITIES, UH, AROUND, UM, OUTSIDE ENTITIES, UH, WHEN SUPPORTING OR RESPONDING TO DISASTERS.

IT ALSO INCLUDED, UM, THE REQUEST TO, UM, SUPPORT NONPROFITS AND FAITH-BASED ORGANIZATIONS, THE GENERAL PUBLIC AND COMMUNITY ORGANIZATIONS, UM, THAT ARE SERVING DIVERSE OR, UH, RACIAL ETHNIC GROUPS, SENIORS, PEOPLE EXPERIENCING HOMELESSNESS AND OTHER VULNERABLE GROUPS.

UM, THIS IS ANOTHER AREA WHERE THE TEAM HAS MADE, UH, QUITE A BIT OF PROGRESS.

UH, DURING THE PAST EVENT, FOR EXAMPLE, WE WERE ABLE TO SUPPORT THE HOMELESS COMMUNITY.

WE ALSO MADE, UH, KNOWLEDGE AND RESOURCES AVAILABLE FOR ANYONE NEEDING RESOURCES.

UH, WE TALKED QUITE A BIT ABOUT, UH, SOME OF THE, UM, THE THINGS THAT, UH, PEOPLE COULD DO TO SUPPORT THEMSELVES IN THEIR HOMES IN THE EVENT OF POWER LOSS OR, UM, WATER LOSS.

UH, OBVIOUSLY THOSE THINGS DIDN'T HAPPEN WITH THE LAST STORM EVENT, UH, BUT WE MADE THE INFORMATION AND EDUCATION MATERIALS AVAILABLE TO PEOPLE SO THAT THEY WOULD HAVE THE, UH, KNOWLEDGE THAT THEY NEEDED TO, TO COVER THAT AREA.

AND AS IT RELATES TO THE, UH, WINTER STORM MARA, UH, PLAN, WE ARE CURRENTLY WRAPPING THAT UP.

WE'RE WORKING WITH, UH, ORGANIZATION CALLED TETRATECH.

UH, WE HAD SOME ISSUES, AS I POINTED TO BEFORE, WITH THE WAY SOME OF OUR DATA AND INFORMATION HAS BEEN COLLECTED ASSOCIATED WITH AFTER ACTION REPORTS.

OFTENTIMES, SOME OF THE ITEMS THAT ARE, UH, ON THE REPORTS ARE REALLY NOT RECOMMENDATIONS.

THEY'RE COMMENTS.

UH, WE HAVEN'T HAD A GOOD, UH, SENSE FOR, UH, WHO MAY HAVE SAID SOMETHING.

THERE'S ALSO INFORMATION ON SOME OF THE PRIOR REPORTS ALSO THAT, UM, UM, WE DON'T KNOW, UH, WHAT THE, IT MAY HAVE SAID IT WAS CLOSED, BUT WE DON'T KNOW WHAT WAS DONE TO CLOSE THE ITEM OUT.

SO

[00:25:01]

WE'RE KIND OF TAKING A, A HOLISTIC RE-LOOK AT THE ENTIRE PROCESS TO MAKE SURE THAT GOING FORWARD, WE HAVE THE ABILITY, AS I SAID BEFORE, TO COMPARE, UH, DATA FROM ONE REPORT TO THE OTHER, AND ALSO ESTABLISH A STRUCTURE THAT ALLOWS, UH, US TO CONTINUE TO DO THAT GOING FORWARD.

AND IF THERE ARE NO QUESTIONS, THAT CONCLUDES MY REPORT.

THANK YOU, DIRECTOR SNIPES.

UM, I HAD ASKED FOR THIS, UH, REPORT, UM, A BECAUSE WE HAD THE WEATHER WINTER WEATHER AUDIT FROM THIS COMMITTEE, AND WE WANNA CHECK THAT THOSE RECOMMENDATIONS ARE, ARE BEING ADDRESSED.

UM, AND ALSO WANTED TO SEE FOR MARA, AND THIS WAS ABOVE AND BEYOND WHAT YOU GUYS PRESENTED, UM, IN THE LATE FALL LAST YEAR, UM, BECAUSE WE DO REALLY WANNA MAKE SURE THAT WE HAVE A SYSTEM WHERE WE'RE CLOSING OUT THESE RECOMMENDATIONS, WHICH I THINK WAS SOMETHING WE WEREN'T DOING WELL BEFORE.

SO, SO I APPRECIATE, UM, THE PRESENTATION.

I WOULD APPRECIATE CLARITY, THOUGH, FOR THE RECOMMENDATIONS FROM THIS AUDIT.

UM, YOU PUT A LOT OF WHAT YOU HAD DONE TOWARDS ACHIEVING EACH OF THOSE.

AND IN YOUR, IN YOUR PRESENTATION, SOME OF THEM YOU SAID WERE COMPLETE, SOME OF THEM YOU DIDN'T MENTION THAT.

SO CAN YOU JUST CLARIFY WHICH ONES YOU ARE CONSIDERING? UM, INCOMPLETE OR COMPLETE WHICHEVER'S EASIER WAY TO DO THAT.

WOULD YOU LIKE ME TO GO INTO THE, YOU WANT ME TO SEND IT TO YOU, OR, UM, IF IT'S POSSIBLE TO DO IT NOW, YOU CAN DO IT NOW.

OKAY.

IF, IF YOU NEED TO SEND IT TO ME, THAT'S, THAT'S FINE.

IT, MAYBE, MAYBE BOTH OF THOSE IS AN OPTION SO THAT THE AUDITOR'S OFFICE ALSO HAS A SENSE OF WHAT YOU BELIEVE IS CLOSED OUT AS THEY'RE DOING THEIR REVIEW.

SURE.

SO WITH RESPECT TO AUDIT RECOMMENDATION, NUMBER ONE, WE'RE CONSIDERING THAT ONE, COMPLETE PLANNING, TRAINING AND CONDUCTING LARGE SCALE EXERCISES.

NUMBER TWO, COMPLETE CONTENT, CONTINUITY OF OPERATIONS PLANS.

NUMBER THREE, COMPLETE RESILIENCE HUBS AND EDUCATION.

NUMBER FOUR, IMPLEMENTATION OF PAST CORRECTIVE ACTION ITEMS. THAT ONE IS ONGOING.

NUMBER FIVE, HE SOME STAFFING COMPLETE.

NUMBER SIX, CITY STAFFING IN RESPONSE TO EMERGENCIES COMPLETE.

NUMBER SEVEN, SUPPLIES AND EQUIPMENT, COMPLETE LANGUAGE ACCESSIBILITY, COMPLETE NUMBER NINE, EQUITABLE ACCESS TO DISASTER RESPONSE EFFORTS COMPLETE.

AND NUMBER 10, IMPROVE CITY, UH, AND COMMUNITY COOPERATION.

WE'RE CONSIDERING THAT COMPLETE AS WELL.

UM, I THINK IT SHOULD BE POINTED OUT THAT EVEN ON THE ITEMS THAT ARE COMPLETE, UM, WE'RE GONNA CONTINUE TO WORK ON THESE ITEMS BECAUSE I THINK, UM, THEY'RE EVER EVOLVING, MANY OF THEM.

UH, AND SO AS WE CONTINUE TO LEARN OR, YOU KNOW, MOVE FROM EVENT TO EVENT, UM, WE'LL CONTINUE TO UPDATE THE PLANS AS NECESSARY, UM, AND CONTINUE TO BUILD ON THOSE THAT, UM, WE'VE COMPLETED.

THANK YOU.

AND, AND CERTAINLY WE WANNA BE VERY ITERATIVE IN OUR EMERGENCY MANAGEMENT PLANNING AND, AND WE'RE NEVER, WE'RE NEVER ACTUALLY GONNA BE DONE WITH ANYTHING FOR THAT, BUT WE DO WANNA MAKE SURE THAT WE ARE ADDRESSING THE RECOMMENDATIONS FROM, FROM PRIOR, UM, REPORTS, DO YOU HAVE A TIMELINE FOR, UM, THE PRIOR RECOMMENDATIONS AND THE MARA RECOMMENDATIONS, WHICH WERE NOT INCLUDED IN THIS, AS TO WHEN WE WILL SEE THAT TIMELINE AND WHEN WE MIGHT BE COMPLETE? WE THOUGHT WE WOULD BE COMPLETE WITH THE MARA REPORT BY THE END OF THE MONTH, BUT WE WERE SOMEWHAT DERAILED BY THE RECENT WINTER WEATHER, SO WE LOST A COUPLE OF WEEKS OF MEETING WITH THE VENDOR, TWO MEETINGS SPECIFICALLY.

AND SO WE JUST GOT BACK ON TRACK WITH, UH, WRAPPING UP THAT, UH, THE PROCESS WITH THEM.

IF I, IF I HAD TO HAZARD A GUESS, I PREFER NOT TO, BUT I WOULD SAY PROBABLY WITHIN THE NEXT COUPLE OF MONTHS WE SHOULD BE DONE.

OKAY.

AND WHEN YOU SAY YOU'LL BE DONE WITH THE MARA, THAT'S TO ACTUALLY GET THE RECOMMENDATIONS CORRECT.

NOT TO COMPLETE THE RECOMMENDATIONS? THAT'S, THAT'S EXACTLY RIGHT, YES.

OKAY.

UM, OKAY.

SO WE'LL WANT TO, TO UNDERSTAND AND, AND WHAT IS THE FORUM IN WHICH YOU WILL BE REPORTING TO US BOTH ON WHAT THOSE RECOMMENDATIONS ARE AND THE TIMELINE FOR COMPLETING THOSE? WITH RESPECT TO MARA'S AFTER ACTION, WE, WE HAVEN'T, UH, WORKED ON THE TIMELINE YET FOR EITHER COMING TO THIS COMMITTEE OR THE BROADER COUNCIL TO, TO PROVIDE THOSE UPDATES.

UM, I NEED TO TOUCH BASE WITH THE MANAGER AND, AND KIND OF WORK THROUGH THE, THE PROCESS THAT WOULD BE, UM, YOU KNOW, HIS RECOMMENDATION.

UH, SO I HAVEN'T HAD A CHANCE TO REALLY DIVE INTO THAT YET.

THANK YOU.

I HAVE A COUPLE OTHER QUESTIONS, BUT I WANNA OPEN UP TO MY COLLEAGUES FIRST.

COUNCIL MEMBER KELLY, THANK YOU CHAIR ALTER FOR BRINGING THIS ITEM FORWARD SO THAT WE COULD REVIEW IT.

IT WAS VERY HELPFUL.

THANK YOU, DIRECTOR SNIPES, FOR LETTING US KNOW WHERE WE ARE ON THOSE RECOMMENDATIONS.

I THINK IT'S REALLY IMPORTANT TO HIGHLIGHT THE EMAP PROCESS JUST A LITTLE BIT MORE BECAUSE YOU KIND OF GLAZED OVER IT AND MADE IT SEEM LIKE IT WASN'T AS BIG OF A DEAL AS IT REALLY IS.

UM, THERE ARE FIVE STEPS.

THERE ARE 73 STANDARDS OR AREAS THAT THEY LOOK INTO.

THERE'S AN ONSITE ASSESSMENT.

UM,

[00:30:01]

OUR CITY WAS ACCREDITED IN 2012 AND 2017.

UM, WE ARE ONE OF THREE OTHER CITIES IN THE STATE OF TEXAS THAT HAS THIS ACCREDITATION.

AND THERE ARE ONLY 38 LOCAL MUNICIPALITIES ACROSS THE UNITED STATES WHO HAVE THIS, UM, THE STATE OF TEXAS ISN'T EVEN ACCREDITED IN THAT PROGRAM.

AND SO I KNOW THAT YOUR STAFF, BECAUSE YOU'VE BEEN IN CONTACT WITH ME, HAS WORKED VERY HARD TO GET THROUGH THIS PROCESS.

AND I BELIEVE THAT YOU ALL DID THE WORK NEEDED IN ORDER TO SHOW THAT WE ARE VALUED IN HAVING THAT ACCREDITATION THIS TIME AROUND.

SO I JUST WANNA THANK YOU AND YOUR STAFF FOR THAT.

UM, AND IT'S JUST A REAL RIGOROUS PROCESS, AND I THINK THAT NEEDS TO BE HIGHLIGHTED.

BUT IN THE CONTEXT OF THAT, CAN YOU TALK ABOUT HOW THE CITY ALIGNS ITS CONTINUITY OF OPERATIONS PLAN WITH THE NATIONAL STANDARDS AND BEST PRACTICES FOR EMERGENCY MANAGEMENT? SURE.

SO, UM, THE, THE DMAP REACCREDITATION PROCESS, OR THE ACCREDITATION PROCESS IN GENERAL, AS YOU, UH, STATED, UH, IS A VERY RIGOROUS PROCESS THAT SPELLS OUT REQUIREMENTS FOR, UH, YOU KNOW, MEETING CERTAIN, UH, OBLIGATIONS AS IT AS IT RELATES TO, UM, CREATING PLANS THAT ALLOW US TO, UH, ENSURE THAT WE'RE ABLE TO ADDRESS CONCERNS.

UM, IT REQUIRES US TO TEST PLANS ACROSS THE ENTIRE CITY, UM, AND IT, IT REQUIRES US TO MAKE SURE THOSE PLANS LINE UP.

UM, FOR EXAMPLE, ONE OF THE THINGS THAT WE LEARNED AS WE WERE GOING THROUGH THE PROCESS IS THAT ALL DEPARTMENTS HAVE A COOP PLAN.

UM, BUT SOMETIMES THEY, THEY, UM, THEY WORK REALLY WELL IN ISOLATION, BUT MAYBE NOT AS A CITYWIDE EVENT.

SO, FOR EXAMPLE, UM, ONE OF THE REQUIREMENTS MAY, UM, UH, MAY BE YOU NEED TO HAVE A BACKUP LOCATION FOR YOUR OPERATIONS.

UH, WE'VE NOTICED THAT IN SOME CASES WE'LL SEE PLANS WHERE MULTIPLE CITY DEPARTMENTS HAVE SAID THEY'RE GOING TO THE SAME LOCATION.

UH, AND SO IN ISOLATION, IF IT WAS A ISSUE THAT WAS PERTAINING TO A SPECIFIC DEPARTMENT, THAT WOULD WORK GREAT.

UM, BUT IF IT WAS A WIDESPREAD EVENT, THAT COULD BE A COMPLICATION.

SO THROUGH THE, UH, RE-ACCREDITATION PROCESS, THIS IS ONE OF THE THINGS THAT WE SPOTTED AS, YOU KNOW, SOMETHING THAT WE NEED TO TAKE CARE OF AND SOMETHING THAT WE NEED TO ADDRESS.

UM, BUT THE, UM, THE NATIONAL STANDARDS ARE WHAT WE'VE BUILT OUR PROGRAM ON.

UM, AND THE RE-ACCREDITATION PROCESS HELPS US MAKE SURE THAT, UM, WE'RE MEETING THOSE STANDARDS, OR ACTUALLY WITH THE EAP PROCESS, WE'RE ACTUALLY EXCEEDING THE STANDARDS, UH, THAT THE STATE, UH, HAS AND THAT THE NATIONAL LEVEL, UH, HAS PUT FORWARD.

SO, UM, WE ARE, WE'RE, WE'RE GONNA BE WELL BEYOND AND WELL ABOVE ALL THOSE REQUIREMENTS, UM, THAT HAS BEEN PUT FORWARD BY, UH, BOTH THE STATE AND NATIONAL.

WELL, I, I THINK THAT'S REALLY IMPORTANT, ESPECIALLY FROM A POLICYMAKER PERSPECTIVE, TO REALLY UNDERSTAND AND UNDERSCORE THAT WE, WE WORK OUR PLANS ON BLUE SKY DAYS, BECAUSE WHEN THE SKY'S NOT BLUE, THAT'S WHEN WE HAVE TO BE PREPARED FOR WHEN, HOW RESILIENT WE'RE GOING TO BE.

AND WE ARE ONLY AS GOOD AS OUR PLANS, AND WE'RE ONLY AS GOOD AS WE TEST THEM AND ENSURE THAT IN THAT TESTING, WE FIND AREAS OF OPPORTUNITY SO THAT WE CAN IMPROVE THEM.

UM, I JUST HAVE ONE OTHER QUESTION, AND THAT WAS WHAT MEASURES, AND, AND I ASK THIS BECAUSE COMMUNICATION BETWEEN DEPARTMENTS SEEM TO HAVE HINDERED US IN THE PAST DURING RESPONSES TO INCIDENTS.

SO WHAT MEASURES ARE IN PLACE TO ENSURE EFFECTIVE COMMUNICATION AND COORDINATION AMONG THE DIFFERENT DEPARTMENTS AND AGENCIES OUTLINED IN THE CONTINUITY OF OPERATIONS PLAN? ONE OF THE THINGS THAT WE'RE DOING NOW IS WE'RE MEETING MORE REGULARLY, WE'RE EXERCISING MORE FREQUENTLY.

UM, I TALKED A LITTLE BIT ABOUT THE UPCOMING EXERCISE, UM, AT, UH, COLLEGE STATION, WHICH IS A HUGE EVENT WHERE WE'RE MEETING WITH 90 DIFFERENT, UH, STAKEHOLDERS.

UM, FOLKS IN AGENCIES FROM, FROM ACROSS OUR, UH, CENTRAL TEXAS REGION ARE COMING TOGETHER.

AND THIS GIVES US AN OPPORTUNITY TO UNDERSTAND AND LEARN FROM ONE ANOTHER, UM, TO UNDERSTAND WHERE WE CAN, UH, LEARN, UM, YOU KNOW, TECHNIQUES OR PROCESSES THAT ALLOW US TO BE MORE EFFICIENT AND EFFECTIVE AS WE CONNECT WITH OUR COMMUNITIES.

UM, SO I THINK, UM, AT, AT THE, UM, AT THE END OF THE DAY, UM, THE PLANS AND THE TECHNIQUES THAT WE HAVE, UM, IF WE ARE, IF WE ARE EXERCISING THEM ACROSS THE CITY AND WE ARE, UM, BRINGING PEOPLE IN ON A REGULAR BASIS TO HAVE DISCUSSIONS ABOUT, UH, LESSONS LEARNED, WHAT WORKED WELL BEFORE, WHAT DIDN'T WORK WELL, UM, WE'RE ABLE TO START TO HAVE CONVERSATIONS ABOUT THOSE THINGS ACROSS THE DEPARTMENTS.

AND, UM, I, I KEEP POINTING TO THE EVENT FROM A COUPLE OF WEEKS AGO, AND OF COURSE, WE DIDN'T HAVE, UH, ICY ROAD CONDITIONS OR EXTENDED POWER OUTAGES ASSOCIATED WITH THAT EVENT.

UM, BUT I DON'T THINK THE CITY HAS COMMUNICATED BETTER OR WORKED, YOU KNOW, UM, BETTER, UH, ACROSS THE BOARD IN, IN QUITE SOME TIME.

SO I THINK THIS WAS, UM, EVIDENCE OF THE FACT THAT THE COMMUNICATIONS PLANS THAT WE PUT FORWARD WORKING WITH OUR CPIO TEAM, UH, AND WITH OUR COMMUNICATIONS TEAMS AT, UH, MEMBERS AT SSO ARE, ARE EVIDENCE OF THE FACT THAT WE'RE ABLE TO COME TOGETHER AND DELIVER, UM, AN EFFORT THAT IS, UH, IS PRETTY SOLID.

WELL, I CERTAINLY APPRECIATE THE FORWARD THINKING TO HAVE US ALL MEET

[00:35:01]

TOGETHER AND TO HAVE THE AGENCIES MEET ONE ANOTHER.

UM, THE WORST DAY OR THE DAY OF AN INCIDENT OR EVENT IS NOT THE DAY THAT I WANT TO BE MEETING THE PEOPLE THAT I'M SITTING NEXT TO AT THE EOC TO TRY AND MAKE THINGS WORK.

I WANNA KNOW WHAT THEIR STRENGTHS ARE, WHAT THEIR WEAKNESSES ARE, AND HOW WE CAN BETTER WORK TO MAKE THE COMMUNITY MORE RESILIENT IN UNCERTAIN TIMES.

SO THANK YOU VERY MUCH FOR THAT.

THANK YOU FOR ANSWERING MY QUESTIONS.

CHAIR.

I YIELD BACK.

THANK YOU.

WE'VE BEEN JOINED BY A COUNCIL MEMBER, RYAN ALTER ON THE DAAS.

UM, I HAD A COUPLE OTHER QUESTIONS.

IF WE CAN, UM, GO TO THE STAFFING SLIDE WITH RECOMMENDATION NUMBER FIVE, PLEASE.

UM, SO THIS HAS BEEN A CONCERN FOR A LONG TIME FOR ME TO MAKE SURE THAT WE HAVE THE RIGHT LEVEL AND THE RIGHT STAFFING WITHIN SSOM.

UM, WE, UH, I BELIEVE IT WAS IN, WE'VE HAD SO MANY OF THESE EVENTS AND WHATEVER, I THINK IT WAS BACK IN MAYBE JUNE OF 22 THAT WE ADDED A, A LARGE NUMBER OF STAFF, AND THEN WE HAD A LOT OF ISSUES WITH HR WHERE WE WEREN'T GETTING THE STAFFING THROUGH AND HIRED.

UM, I UNDERSTAND THAT YOU'VE PROMOTED SOME FOLKS, UM, AND THERE ARE VACANCIES HERE.

CAN YOU HELP US UNDERSTAND A LITTLE BIT OF WHERE WE'RE AT WITH THE ONES THAT ARE STILL IN PROCESS OR VACANCIES EVEN AFTER THIS TIME? I CAN'T REMEMBER IF WE ADDED MORE IN THIS BUDGET OR, OR WHERE THOSE, THOSE IN PROCESS OR NEW VACANCIES ARE, ARE COMING FROM.

SO THE TWO COMMUNITY SERVICE PROGRAM COORDINATORS, THOSE ARE, ARE IN PROCESS.

UM, THE PROGRAM, UH, MANAGER, UH, OUR FIELD OPS MANAGER, UM, THAT PROCESS IS WRAPPING UP AND THE NEW, UH, VACANCIES ARE, UM, YOU KNOW, THESE ARE POSITIONS THAT SINCE I'VE COME IN, I'VE KIND OF LOOKED AT AND, AND DECIDED THAT WE NEED TO PROBABLY DO SOMETHING A LITTLE BIT DIFFERENT.

AND SO WE'RE LOOKING AT HOW WE, UM, BETTER ALIGN OUR STAFF AND CREATE STRUCTURE THAT, UH, MAKES IT EASIER FOR US TO, UM, KIND OF HAVE A DIVIDE AND CONQUER TYPE OF SITUATION.

ONE OF THE THINGS I'VE, I'VE NOTICED WITH THE GROUPS IS I'VE BEEN THERE IS THAT, UM, WHENEVER WE HAVE AN INCIDENT OR, UH, WHEN WE ENTER OUR BUSY SEASON WITH RESPECT TO, UH, EVENTS, UH, THE DEPARTMENT SUPPORTS OVER 256 EVENTS THROUGHOUT THE CITY, INCLUDING SOUTH BY F1, ALL THOSE TYPES OF THINGS.

UH, WHEN THOSE THINGS HAPPEN, THE PROJECTS FALL OFF.

MM-HMM, .

AND SO WE'RE NOT ABLE TO SOMETIMES KEEP UP AND THINGS DON'T MOVE ALONG AS QUICKLY OR AS SMOOTHLY AS WE WOULD LIKE.

AND SO THOSE POSITIONS ARE A PART OF THAT.

AND THE BUSINESS PROCESS SPECIALIST IS ONE THAT I'M LOOKING TO ADD, UH, TO THE TEAM TO HELP SUPPORT WITH SOME OF THE ADMINISTRA THE ADMINISTRATIVE FUNCTIONS.

UH, AND THAT'S AN AREA WHERE WE'VE, WE'VE STRUGGLED BECAUSE IN THE PAST, UH, FOLKS WHO HAVE WORKED ON OUR ADMIN SIDE ARE ALSO RESPONSIBLE FOR, UH, RESPONSE EFFORTS, AND THEY PLAY, UH, A KEY ROLE IN RESPONSE, UH, UH, JUST AS, UH, THE REST OF THE RESPONSE TEAM DOES.

SO, UM, ALL OF THE POSITIONS THAT WE WERE ORIGINALLY WORKING WITH HAVE BEEN FILLED, AND WE'VE ADDED A COUPLE, UH, IDENTIFIED A COUPLE THAT NEEDED TO BE ADDED, AND WE'RE HAVING THE CONVERSATIONS ABOUT THOSE NOW.

OKAY.

UM, APPRECIATE THAT.

AND, UM, AGAIN, IT'S JUST REALLY IMPORTANT THAT WE HAVE PEOPLE IN THESE POSITIONS THAT WE HAVE AUTHORIZED ALMOST, YOU KNOW, MORE THAN A YEAR AND A HALF AGO, UM, THAT THEY, THAT THOSE BE FILLED.

UM, I WANT TO THANK YOU AND YOUR TEAM FOR A GREAT, UM, PREPAREDNESS EVENT THAT WAS HELD IN MY DISTRICT, UM, THE OTHER WEEK.

UM, WE HAD OVER A HUNDRED PEOPLE SHOW UP AND PEOPLE WERE REALLY PLEASED WITH HAVING, UM, THE OPPORTUNITY TO BECOME MORE PREPARED AND LEARN, UM, FOR ALL AGES.

AND, AND I THINK IT WAS A VERY SUCCESSFUL EVENT.

SO PLEASE THANK YOUR TEAM FOR ME FOR THAT.

UM, WE ARE, DO WE HAVE MISSION READY PACKAGES IN EVERY DISTRICT AT THIS POINT? NOT, NOT IN EVERY DISTRICT AT THIS POINT.

WE'RE STILL WORKING ON, I THINK D 10 DOES NOT HAVE ONE, UM, AND THAT WE'RE WORKING ON THAT, UH, RESTARTING THOSE CONVERSATIONS RIGHT NOW.

UM, WE DO HAVE, UM, MISSION READY ENOUGH PACKAGES, WE JUST DON'T HAVE THE LOCATION IDENTIFIED.

SO, UH, WE HAVE A COUPLE, UH, IN OUR WAREHOUSE THAT ARE AVAILABLE.

UH, WE HAVE, UH, A COUPLE THAT ARE, UH, ADJACENT TO 10 THAT WE COULD MOVE PRETTY QUICKLY IN THE EVENT OF AN EMERGENCY.

UM, SO THIS IS JUST ABOUT REAL ESTATE AND NOT NECESSARILY ABOUT SUPPLIES OR, OR, UH, THE EQUIPMENT AT THIS POINT.

THANK YOU.

WE WILL CONTINUE TO WORK WITH YOU ON THAT.

I THINK THIS WAS A CONVERSATION THAT WE WERE, WE WERE HAVING BEFORE YOU CAME ON EVEN, AND, AND, UM, WE WOULD LIKE TO MAKE SURE THAT WE RESOLVE THAT, UM, ISSUE.

UM, COUNCIL MEMBER ALTER, DID YOU HAVE ANY QUESTIONS? NO, THANK YOU VERY MUCH.

THANK YOU.

SORRY, CHAIR.

CAN I JUST ADD ONE MORE THING? YOU CERTAINLY.

I, I JUST WANT TO THANK HESSAM FOR THE SUPPORT OF THE COMMUNITY EMERGENCY RESPONSE TEAM CLASS THAT I HOSTED, UM, IN MY DISTRICT.

UM, THE SUPPLIES THAT YOU PROVIDED

[00:40:01]

US WITH WERE EXTREMELY HELPFUL, AND THEN ALWAYS, AS ALWAYS, JUST BOUNCING IDEAS OFF OF YOU IS GREAT.

WE WERE ABLE TO GRADUATE 26, UM, STUDENTS FROM THAT PROGRAM, SO THANK YOU.

AND, UM, JUST FOR OTHER FOLKS AWARENESS, WE WILL BE CANCELING THE FEBRUARY, UM, AUDIT AND FINANCE MEETING BECAUSE MANY OF US WILL BE ATTENDING THE TRAINING, UM, THAT DIRECTOR SNIPES MENTIONED EARLIER.

SO THANK YOU VERY MUCH FOR YOUR REPORT AND YOUR WORK.

UM,

[5. Fleet Management and Optimization. ]

NEXT UP IS ITEM FIVE, FLEET MANAGEMENT AND OPTIMIZATION.

UH, GOOD MORNING, UH, AUTO FINANCE COMMITTEE MEMBERS, ED MANINO, CHIEF FINANCIAL OFFICER.

UM, IN A MOMENT, RICK HARLAN FROM OUR FLEET SERVICES DEPARTMENT WILL COME UP AND GIVE YOU THE BRIEFING.

I JUST WANTED TO PROVIDE A LITTLE BIT OF CONTEXT THAT THIS IS ONE IN A SERIES OF PRESENTATIONS THAT YOU'VE BEEN GETTING OVER THE LAST EIGHT MONTHS OR SO THAT REALLY GET BACK TO SOME OF THE KEY FINANCIAL ASPECTS OF, OF RUNNING A CITY.

UM, IN RECENT MONTHS, YOU'VE SEEN BRIEFINGS ON OUR, UH, FACILITY PLAN, OUR PLAN TO MOVE OUT OF, UH, OWNED, UH, LEASE SPACES AND INTO OWN SPACES TO OPTIMIZE THE COST OF OUR FACILITY NEEDS.

UM, YOU'VE SEEN PRE PRESENTATIONS FROM OUR CHIEF PROCUREMENT OFFICER ON THE NEW PROCUREMENT PROGRAMS. UH, RECENTLY YOU SAW THE PRESENTATION ON OUR PENSION PLANS AND THE HEALTH OF THOSE PENSION PLANS.

SO WE'RE TRYING TO PROVIDE YOU A, A, A GOOD, STEADY DIET OF, OF, UH, KEY FINANCIAL TOPICS, AND THIS IS THE LATEST IN THAT SERIES.

UM, OBVIOUSLY, FLEET, UH, MOBILITY SERVICES IS CRITICAL TO THE OPERATIONS OF THE CITY.

YOU JUST START THINKING ABOUT THE SERVICES WE PROVIDE AND WOULD WE BE ABLE TO PROVIDE THOSE FIELD, UH, UH, FACILITY OR SERVICES WITHOUT A, UH, RELIABLE FLEET.

OF COURSE, THE ANSWER IS, IS NO IN ALMOST ALL THE CASES.

SO FLEET'S REALLY IMPORTANT.

WE HAVE A LOT OF VEHICLES THAT WE MAINTAIN IN THE FLEET.

UM, IT COSTS US A FAIR BIT OF MONEY.

AND SO WHAT I REALLY WANTED YOU TO SEE TODAY IS, UH, SOME OF THE GOOD WORK THAT'S HAPPENING IN, IN FLEET TO OPTIMIZE THE COST OF PROVIDING, UH, THE OPERATIONAL, UH, NEEDS OF THE, OF THE DEPARTMENTS, BUT DOING THAT IN THE MOST COST EFFICIENT MANNER POSSIBLE.

SO JUST WANTED TO PROVIDE THAT CONTEXT.

AND WITH THAT, I'M GONNA INTRODUCE OUR ASSISTANT DIRECTOR OF FLEET MOBILITY SERVICES, RICK CARLAND.

GOOD MORNING, RICK HARLIN, FLEET MOBILITY SERVICES ASSISTANT DIRECTOR.

WHAT I THOUGHT WE'D DO TODAY IS JUST KIND OF HAVE A VERY BRIEF OVERVIEW OF WHAT FLEET IS, TALK ABOUT MAINTENANCE AND SOME OF OUR ACQUISITION STRATEGIES AND SOME OF OUR PROJECTS THAT WE'VE BEEN WORKING ON TO OPTIMIZE THE FLEET OVER THE LAST TWO YEARS.

UH, FIRST OFF, AS ED HAD MENTIONED, WE'RE A COMPREHENSIVE, FULL, UH, LIFECYCLE FLEET ORGANIZATION OF ROUGHLY ABOUT 7,300 FLEET ASSETS ACROSS THE CITY.

UH, WE ARE, UH, RESPONSIBLE FOR THE ACQUISITIONS, BUDGETING, ACQUISITIONS, MAKE READY, MAINTENANCE DISPOSAL, THE FULL LIFECYCLE.

OUR GOAL IS TO FOCUS ON WHAT WE'RE GOOD AT SO THE DEPARTMENTS CAN FOCUS ON THEIR MISSION AND FOCUS ON THE THINGS THAT ARE IMPORTANT FOR THE COMMUNITY.

SO WE'RE JUST STRUCTURALLY, STRUCTURALLY IN OUR ORGANIZATION, WE'RE BROKE UP IN THE THREE DISTINCT AREAS SERVICING OUR OPERATIONS, BUSINESS OPERATIONS AND EMERGING TECHNOLOGY.

A FEW THINGS THAT WE WANTED TO KINDA LEVEL SET WITH YOU ALL, FIRST OFF IS KIND OF WHO WE ARE AND THE SIZE AND SCALE OF THE OPERATION THAT WE'VE GOT.

WE'RE A FLEET OF ROUGHLY 7,300 FLEET ASSETS.

AS YOU CAN SEE, OUR REPLACEMENT VALUE OF OUR FLEET IS ROUGHLY 600, $6 MILLION.

UH, QUITE AN INVESTMENT BY THE CITY AT ANY ONE GIVEN TIME.

UH, WE DISPENSE ROUGHLY ABOUT 5.6 MILLION GALLONS OF FUEL ON AN ANNUALIZED BASIS, AND OUR FLEET TRAVELS ROUGHLY ABOUT 45 MILLION MILES A YEAR.

THAT'S USUALLY A SHOCKER FOR MOST PEOPLE.

THEY DON'T REALLY, WE DON'T STOP 24 HOURS A DAY.

AND SO THAT'S A PRETTY BIG NUMBER THAT IS KIND OF STARTLING.

WE PRO WE, WE BUY ROUGHLY ABOUT 700 THOU, UH, 700 VEHICLES A YEAR.

THAT'S SOMEWHERE BETWEEN 60 AND $70 MILLION IN CAPITAL SPENDING FOR ENTERPRISE AND GENERAL FUND.

UH, WE AUCTION OFF ROUGHLY ABOUT 450 VEHICLES A YEAR, AND WE PROCESS ROUGHLY ABOUT A THOUSAND FUELING TRANSACTIONS A DAY, WHICH IS PRETTY INCREDIBLE.

WE'RE RESPONSIBLE FOR OBVIOUSLY THE DISPENSING OF 5.6 MILLIONS OF GALLONS OF FUEL FOR OUR EMERGENCY OPERATIONS.

FOR NORMAL FLEET OPERATIONS, WE PROCESS ROUGHLY ABOUT 540 ACCIDENTS PER YEAR.

WE'RE VERY KPI ORIENTED.

AS YOU COULD SEE.

WE FOCUS ON AVAILABILITY, WHICH IS SOMETHING WE'LL TALK ABOUT IN JUST A MINUTE.

OUR COST PER MILE, A DOLLAR 40 A MILE.

WE LOOK AT ALTERNATIVE FUEL, OUR ELECTRIFICATION OF OUR FLEET, AND I KNOW WE'VE GOT A LOT OF FOLKS THAT ARE VERY INTERESTED IN THAT.

UH, WE ARE FOCUSED ON OUR WORK ORDERS, OUR PRODUCTIVE OUTPUT, AND THEN SOME THINGS THAT WE'RE DOING WITH GPS.

BUT FIRST OFF, I JUST KINDA WANNA LEVEL SET WITH OUR BUDGET STRATEGY.

WE'RE A CENTRALLY MANAGED BUDGET DEPARTMENT.

WE'RE FOCUSED ON MAINTENANCE, REPAIR FOR AND FUEL FOR ALL CITY ASSETS.

THAT'S ROUGHLY ABOUT 75.4 MILLION,

[00:45:01]

SO IT'S NOT A SMALL NUMBER AS WAS MENTIONED, IT'S QUITE EXPENSIVE.

AND THEN WE HAVE OUR ACQUISITIONS, OUR GENERAL FUND ACQUISITIONS, AND CAPITAL INFRASTRUCTURE, WHICH IS ABOUT $41 MILLION.

WE'RE A COST RECOVERY DEPARTMENT.

WE BUDGET ALLOCATE ACROSS THE CITY FOR ALL DEPARTMENTS.

WE FOCUS ON RESOURCE MANAGEMENT AND WE HAVE A NUMBER OF PERFORMANCE METRICS THAT ARE PUBLISHED PUBLICLY.

AND THEN A NUMBER THAT WE FOCUS ON INTERNALLY FROM A LIFECYCLE MANAGEMENT PERSPECTIVE IN MAINTAINING THE VEHICLES.

EFFICIENT MAINTENANCE CYCLES ARE CRITICAL FOR KEEPING UP OUR OPERATION WITH OUR FLEET.

IT FOCUSES ON THREE MAIN AREAS, PREVENTIVE MAINTENANCE, WHICH WE ADHERE TO STRICT SCHEDULES FROM OUR MANUFACTURERS, BUT, AND THAT'S YOUR TYPICAL GARDEN VARIETY EVERY DAY, OIL CHANGE ROTATION OF YOUR TIRES, FIXING THE VARIOUS THINGS THAT ARE GOING WRONG WITH THE VEHICLE OR THAT WE THINK MIGHT BE GOING WRONG WITH THE VEHICLE OR THAT MIGHT BE GOING WRONG WITH THE VEHICLE.

SO OUR FOCUS IS TO NOT HAVE UNPLANNED BREAKAGE BETWEEN PREVENTIVE MAINTENANCE INTERVALS.

TO DO THAT, WE FOCUS ON PREDICTIVE MAINTENANCE, AND THAT'S LARGELY SOME DATA DRIVEN ANALYTICS THAT WE GET FROM OUR FLEET INFORMATION SYSTEM.

SO THIS DATA, WE CAN KINDA LOOK AND SEE WHEN THINGS BREAK, AND I HAVE A GOOD IDEA BY MANUFACTURER MAKE AND MODEL WHEN THINGS ARE GONNA GO WRONG.

AND WE FOCUS ON REPLACING THOSE THINGS WHEN A VEHICLE IS IN FOR MAINTENANCE.

AND THAT'S OUR GOAL.

WE STORE ALL THIS INFORMATION IN A CENTRALIZED MAINTENANCE TRACKING SYSTEM CALLED ASSET WORKS N FIVE, THAT'S A DATABASE, AND IT'S AN APPLICATION THAT'S HOUSED BY THE CITY OF AUSTIN.

AND WE STORE THE OVERALL HISTORY OF EVERY SINGLE VEHICLE AND PIECE OF EQUIPMENT ON ROAD OFF ROAD POWERED, NON-POWERED EQUIPMENT ACROSS THE CITY IN THIS SYSTEM.

SO WE KNOW EVERYTHING HISTORICALLY, AND WE CAN USE THAT INFORMATION TO HOPEFULLY FORECAST WHAT MIGHT HAPPEN IN THE FUTURE.

WE'RE VERY DATA DRIVEN IN THIS WAY.

WE'RE VERY DATA RICH IN TERMS OF WHAT OUR KNOWLEDGE IS OF THE FLEET ITSELF.

WE DO ABOUT 48,000 WORK ORDERS A YEAR.

WE HAVE SOME KEY PERFORMANCE INDICATORS THAT WE WORK ON WITH OUR FLEET, WITH OUR MAINTENANCE DEPARTMENT, INCLUDING VEHICLE DOWNTIME, WHICH IS SIMPLY THE MEASUREMENT OF THE VEHICLE DOWN WHEN WE'VE GOT IT IN OUR POSSESSION FOR ONE REASON OR ANOTHER.

THE OPPOSITE OF THAT IS VEHICLE AVAILABILITY, HOW MUCH THE DEPARTMENT HAS IT AND HOW IS IT AVAILABLE TO THEM FOR THEIR MISSION AND FOR THEIR CRITICAL USE.

WE LOOK AT MAINTENANCE COST PER VEHICLE, AND THEN WE LOOK AT FIRST TIME FIXED RATES.

SO LIKE YOU ALL WITH YOUR VEHICLES, YOU DON'T WANNA HAVE TO GO BACK TO YOUR AUTOMOTIVE REPAIR FACILITY AND HAVE SOMETHING THAT WAS JUST LOOKED AT AND, AND KIND OF BRING YOU AND, AND HAVE TO GO BACK IN THERE AND DO THIS ALL OVER AGAIN.

SO WE FOCUS ON THIS AS WELL.

AND THEN WE FOCUS ON SHOP EFFICIENCY, OUR WORK EFFICIENCY WITHIN OUR SERVICE CENTER OPERATIONS.

WE'VE GOT ROUGHLY 115 MECHANICS THAT WORK WITHIN OUR SERVICE CENTER OPERATIONS, AND EACH ONE OF THEM HAS A CERTAIN AMOUNT OF PRODUCTIVE OUTPUT HOURS THAT THEY'RE RESPONSIBLE FOR.

AND OF COURSE, QUALITY WORK OF WORKMANSHIP IS INCLUDED IN THAT AS WELL.

NEXT, WE WANTED TO KINDA SHARE WITH YOU A LITTLE BIT OF SOME OF THE OPTIMIZATION PROCESSES THAT WE'RE DOING, UH, PARTICULARLY RELATED TO VEHICLE PROCUREMENT, ASSET TRACKING AND OPTIMIZATION, SOME OF OUR DECISION MAKING THAT'S BEING DONE, AND SOME DRIVER AND TRAINING THAT WE DO, DRIVER TRAINING WE DO.

AND UH, FIRST OFF, LET'S START WITH ACQUISITION.

SO FROM OUR ACQUISITION STRATEGY STANDPOINT, UH, RIGHT SIZING THE FLEET IS THE FIRST THING THAT WE LOOK AT.

WE DON'T WANNA GROW THE FLEET UNNECESSARILY.

IN ORDER TO DO THAT, WE HAVE TO LOOK AT UTILIZATION AND MONITOR THE FLEET AND MAKE SURE THAT WE'RE NOT BUYING THINGS WE DON'T NEED AND WE CAN REPURPOSE THOSE THINGS TO OTHER DEPARTMENTS IF THEY'RE UNDER UTILIZING THOSE VEHICLES.

WE MONITOR QUITE A BIT OF THAT THROUGH THE USE OF TELEMATICS AT THIS POINT.

WE FOCUS ON OUR ALTERNATIVE FUEL VEHICLES AND OBVIOUSLY GOING ELECTRIFICATION, WHICH WE'LL SHARE A LITTLE BIT OF AN UPDATE WITH ON THAT IN JUST A MINUTE.

AND THEN WE ACTUALLY OPERATE UNDER WHAT IS CALLED A MASTER AGREEMENT FOR THE CITY OF AUSTIN, WHICH ALLOWS US THE FLEXIBILITY TO REDUCE LEAD TIME FOR FLEET PURCHASES.

WE'LL BE PRESENTING A MASTER AGREEMENT, UH, AN RCA IN FRONT OF YOU LATER ON THIS YEAR FOR A FIVE-YEAR FORECAST.

UH, AND WE'LL SHARE A LOT MORE ABOUT THAT COMING UP.

BUT THIS IS SOMETHING THAT'S UNIQUE TO THE CITY OF AUSTIN AND GIVES US A FLEXIBILITY TO BUY VEHICLES AND DO WHAT WE NEED TO DO IN A TIMELY FASHION WHERE OTHER, UH, MUNICIPALITIES OR GOVERNMENT AGENCIES, UH, HAVE, UH, A MUCH SLOWER PROCESS DURING COVID AND THE CONSTRAINTS IN THE SUPPLY CHAIN.

THIS WAS A VERY IMPORTANT PIECE TO US.

AND THEN WE'VE GOT A STRATEGIC SOURCING MANAGEMENT TEAM THAT LOOKS AT TOTAL COST OF OWNERSHIP AND REALLY BOILS DOWN AS TO WHICH VEHICLES ARE BEING REPLACED AND WHY THEY'RE BEING REPLACED AND SHOULD THEY BE REPLACED OR NOT.

AND IN ORDER TO DO THAT, WE FOCUS ON A SYSTEM CALLED CAM, WHICH IS CALLED IT'S CAPITAL ASSET MANAGEMENT.

IT'S CALLED

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CAM.

UH, IT'S A SOFTWARE APPLICATION AND IT SITS WITH AND OUTSIDE OF OUR ASSET WORKS M FIVE SYSTEM.

SO THE TWO OF 'EM ARE TALKING ALL THE TIME.

AND THIS APPLICATION IS DEDICATED TO MANAGING AND ANALYZING THE REPLACEMENT OF FLEET.

WE INTRODUCED THIS BACK IN 20 19, 20 20, AND THIS HAS ALLOWED US TO REALLY ZERO IN ON THE RIGHT REPLACEMENT STRATEGY FOR THE FLEET.

WE LOOK AT ASSET AGE, WE LOOK AT THE USAGE OF THE VEHICLES, ENERGY COSTS, MAINTENANCE COSTS, DOWNTIME HOURS.

WE HAVE POTEN 27 POTENTIAL AREAS THAT WE FOCUS ON TO DISTILL OUR PURCHASING STRATEGY.

WHEN IT COMES OUT.

WE CAN LOOK AT IT BY GENERAL FUND, WE CAN LOOK AT IT BY THE CITY, THE GENERAL FUND, THE ENTERPRISE FUND.

WE COULD LOOK AT IT BY DEPARTMENT IN WHICH WE ZERO RIGHT DOWN TO THE ACTUAL INDIVIDUAL VEHICLE LEVEL.

AND WE DO A FIVE YEAR FORECAST EVERY SINGLE YEAR.

SOME OF OUR ADVANCED MOBILITY STRATEGIES.

WHAT I'D LIKE TO SHARE WITH YOU NEXT, UH, WE'RE FOCUSED ON, UH, ADVANCED AUTOMOTIVE TECHNOLOGY, INCLUDING OUR NATIONALLY RECOGNIZED BATTERY ELECTRIC VEHICLE PROGRAM, ENHANCING SAFETY AND RISK MITIGATION, MITIGATING RISKS FOR OUR DRIVERS, AND THEN ENVIRONMENTAL LEADERSHIP.

WE UNDERSTAND THAT FLEET, THE TRANSPORTATION SECTOR ACCOUNTS FOR 25% OF ALL GREENHOUSE GAS OUTPUT, AND WE'RE TRYING TO DO OUR PART TO BE AS EFFICIENT AS POSSIBLE.

AND OF COURSE, ALL OF THAT LEADS BACK TO REALLY FOCUSING ON COST CONTAINMENT OF THE FLEET.

IT'S AN EXPENSIVE PROPOSITION FOR US, UH, BUT IT'S AN IMPORTANT ONE.

AND SO WE STREAMLINE VEHICLE FLEET ACQUISITIONS FOR EFFICIENCY.

WE'RE LOOKING AT DATA-DRIVEN PREDICTIVE ANALYTICS, AND WE'RE USING ALL THE TOOLS WITHIN OUR TOOLBOX TO BE AS EFFICIENT AS POSSIBLE FOR THE CITY OF AUSTIN AT THE SAME TIME BEING AS RELIABLE AS POSSIBLE.

NEXT, TO KIND OF SHARE WITH YOU A LITTLE BIT OF WHAT WE'VE BEEN DOING, AND THIS DOVETAILS NICELY WITH SOME OF OUR EMERGENCY MANAGEMENT RESPONSE PIECES THAT WE'VE BEEN TALKING ABOUT THIS MORNING.

WE HAVE, UH, BEEN WORKING ON A TELEMATICS PROGRAM WHERE OUR VEHICLES ARE CONNECTED VIA SATELLITE.

THEY'RE ALSO CONNECTED VIA CELLULAR 4G LTE.

WE BACKHAUL INFORMATION IN A LIVE REAL-TIME DATA BACK TO SOME SERVERS.

SO CLOUD-BASED SERVERS, AMAZON WEB SERVICES SERVERS, AND WE OUTPUT THE IN REAL TIME WHAT IS HAPPENING WITH OUR FLEET, WHERE THEY ARE, WHERE THEY'VE BEEN, UH, UH, AND I THINK THAT'S AN ESSENTIAL TOOL FOR THE CITY OF AUSTIN TO BE AN EFFECTIVE CITY.

UH, AS YOU CAN SEE ON THE LEFT, THERE ARE A NUMBER OF BENEFITS.

I WON'T GET INTO THAT, BUT I'M VERY PLEASED TO TELL YOU ALL THAT.

WE HAVE JUST COMPLETED THE INSTALLATION OF OVER 7,000 FLEET ASSETS.

THIS IS POWERED AND NON-POWERED FLEET ASSETS, THE ON-ROAD, OFF-ROAD ASSETS.

WE HAVE FULL CONNECTING, ENSURING REAL-TIME TRACKING AND DATA TRANSMISSION FOR EVERY VEHICLE IN OUR FLEET.

THIS IS FIRE APPARATUSES ALL THE WAY TO YOUR REFEREE REFUSE TRUCK TO, UH, THINGS THAT ARE, YOU KNOW, THAT WE SHOULD PUT A GPS ON.

WE TYPICALLY DON'T PUT GPS ON A LAWNMOWER OR SOMETHING LIKE THAT, BUT WE DO HAVE THOSE IN OUR FLEET AS WELL.

WE HAVE 25 DEPARTMENTS, INCLUDING THE UTILITIES AND PUBLIC SAFETY THAT, THAT WERE INCLUDED IN THIS AND PARTICIPATED IN THIS.

WE'RE A HUNDRED PERCENT ACROSS THE BOARD WITH ALL DEPARTMENT PARTICIPATION PARTICIPATION.

AND THAT ISN'T A TESTAMENT TO THE, UH, TESTAMENT TO THE RELATIONSHIP THAT FLEET HAS WITH ALL THE DEPARTMENTS.

WE ARE, UH, HAVE A CLOSE WORKING RELATIONSHIP WITH EVERYBODY.

AND MOST MUNICIPALITIES, PUBLIC SAFETY TYPICALLY KIND OF OPTS OUT OF THIS SORT OF THING.

OUR PUBLIC SAFETY DEPARTMENTS OPTED IN, WHICH WAS VERY GOOD FOR US.

UM, WE HAD HAVE OVER 2,500 MANAGEMENT PERSON THAT ARE TRAINED.

THESE ARE, WE DON'T TRAIN OUR FRONTLINE DRIVERS.

WE TRAIN OUR MANAGEMENT FOLKS OR THE PEOPLE THAT ARE RESPONSIBLE FOR PARTS OF THE ORGANIZATION THAT OVERSEE THE FLEET LIKE SAFETY AND HR AND OTHER, AND THEN OF COURSE MANAGEMENT.

AND THEN THIS IS REAL TIME VISIBILITY INTO FLEET OPERATIONS.

UH, WE, WE THINK THAT THIS GIVES POWER TO THE DECISION MAKERS WITHIN EACH DEPARTMENT THAT THEY'VE NEVER HAD BEFORE.

IN THE PAST, PEOPLE WOULD, THAT STAFF WOULD GO TO THE FIELD.

YOU WOULDN'T KNOW WHERE THEY WENT TO, YOU DIDN'T KNOW WHERE THEY WERE, YOU DIDN'T KNOW WHERE THEY'D BEEN.

THIS IS KIND OF A, A WE CAN'T REALLY MONETIZE THAT.

THAT'S A HARD ONE TO MONETIZE.

BUT I WILL TELL YOU THAT THAT'S FROM A MANAGEMENT PERSPECTIVE THAT IS OPERATIONALLY VERY POWERFUL.

UH, THE NEXT THING I WANNA SHARE WITH YOU GUYS IS OUR BATTERY ELECTRIC VEHICLE PROGRAM.

UH, IN, UH, 20 16 20 17, WE WROTE A WHITE PAPER.

MOST OF YOU ARE VERY FAMILIAR WITH THIS.

WE, UH, FORECASTED THAT IF WE REPLACE 330 BATTERY ELECTRIC VEHICLE, OUR INTERNAL COMBUSTION ENGINE VEHICLES WITH BATTERY, ELECTRIC VEHICLES, LIGHT DUTY, KIND OF THE SEDANS AND THAT SORT OF THING, THAT WE WOULD SAVE $3.5 MILLION OVER 10 YEARS.

AND, UH, OUR TASK WAS TO BUILD THE CHARGING INFRASTRUCTURE TO SUPPORT THAT, AND THAT WE WOULD SAVE 12,000 METRIC TONS OF CARBON OUTPUT ON THE FLEET.

WHEN OUR 2023 PURCHASES COME IN, WE WILL HIT 350 BEVS.

WE HAVE FORECASTED AND ACTUALLY ANALYZED THE COST PER MILE AND KIND OF DID SOME METRICS ON IT.

WE'RE SAVING ROUGHLY ABOUT $1,200 A YEAR PER VEHICLE.

INTERESTINGLY ENOUGH, 48% OF THAT IS FROM FUEL AND 52% OF THAT IS FROM THE

[00:55:01]

ACTUAL MAINTENANCE PIEC