* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.
          [Public Safety Committee on November 03, 2025.]
          [00:00:22]
          VICE CHAIR, UM, JACKSON'S OFFICE. 
          UM, COUNCIL MEMBER CAYMAN'S OFFICE. 
          COUNCIL MEMBER FLICKINGER. 
          UM, COUNCIL MEMBER ALCORN AND STAFF FROM COUNCIL MEMBER CASTILLO'S, OFFICE MAYOR PRO TEM CASTEX STADIUM'S OFFICE AND COUNCIL MEMBER RAMIREZ'S OFFICE. 
          DID I GET EVERYONE? I THINK I GOT EVERYONE. 
          . 
          ALRIGHT. 
          TODAY WE ARE GOING TO HAVE, UM, THREE PRESENTATIONS. 
          FIRST, WE'LL BE FROM THE HOUSTON POLICE DEPARTMENT ABOUT THE MENTAL HEALTH DIVISION OVERVIEW. 
          GOOD MORNING. 
          MORNING. 
          MY NAME IS JESSICA ANDERSON. 
          I'M THE EXECUTIVE ASSISTANT CHIEF OVER STRATEGIC OPERATIONS. 
          MENTAL HEALTH DIVISION IS ONE OF THE DIVISIONS IN MY AREA OF RESPONSIBILITY. 
          UM, THANK YOU FOR HAVING US HERE TODAY. 
          I'M JOINED BY CAPTAIN ISAAC DUPLI CHAIN, WHO OVERSEES THE MENTAL HEALTH DIVISION. 
          UM, THERE'S BEEN A LOT OF DISCUSSION ABOUT HOMELESSNESS AND MENTAL HEALTH LATELY, SO I'M REALLY EXCITED TO HAVE THE OPPORTUNITY TO SHOW YOU GUYS WHAT THIS DIVISION DOES AND ALL THE WORK THAT THEY'VE DONE. 
          UM, JUST TO SET CONTEXT THOUGH, I WANT TO CLARIFY THAT NEITHER MENTAL HEALTH NOR HOMELESSNESS ARE CRIMES. 
          UM, THEY'RE NOT INHERENTLY SOMETHING THAT WE WOULD ARREST OUR WAY INTO A SOLUTION FOR. 
          UM, WE DO RECOGNIZE THE INTERSECTION OF BOTH MENTAL HEALTH, MENTAL ILLNESS AND HOMELESSNESS AND THE ISSUES THAT THESE, UH, HAVE ON QUALITY OF LIFE. 
          AND SO THE MENTAL HEALTH DIVISION HAS TAKEN BOTH A PROACTIVE AND THOUGHTFUL APPROACH TO ADDRESSING THESE ISSUES IN PARTNERSHIP WITH A LOT OF OUR, UM, COMMUNITY GROUPS AND OTHER ORGANIZATIONS. 
          AND THAT'S SOMETHING THAT WE ARE VERY PROUD OF AND HAS PROVED TO BE VERY SUCCESSFUL IN TERMS OF MEETING PEOPLE WHERE THEY ARE TO PROVIDE BOTH RESOURCES, BUT ALSO THE LEVEL OF ENFORCEMENT, UM, THAT ACCOMPLISHES THE OBJECTIVE. 
          UM, AGAIN, NEITHER MENTAL ILLNESS NOR HOMELESSNESS ARE CRIMES, BUT, UM, I THINK YOU'LL HEAR FROM CAPTAIN DUPLI CHAIN THAT SOME OF THE PROGRAMS THAT WE'VE, UM, STARTED AND ARE CONTINUING THROUGH WITH THE HOUSTON POLICE DEPARTMENT HAVE BEEN VERY EFFECTIVE. 
          SO I'M EXCITED FOR YOU TO HEAR WHAT HE HAS TO SAY TODAY. 
          CAPTAIN. 
          THANK YOU, CHIEF. 
          UH, AS CHIEF ANDERSON SAID, MY NAME IS ISAAC DANE. 
          I'M THE CAPTAIN OF THE MENTAL HEALTH DIVISION, UH, WHICH IS HOUSED OVER AT ONE 50 NORTH VERT ON TOP OF THE SOBERING CENTER. 
          WHAT I'D LIKE TO DO TODAY IS TO TELL YOU A LITTLE BIT ABOUT THE DIVISION, ABOUT OUR OPERATIONS, ABOUT THE, UH, DEPARTMENT'S APPROACH TO MENTAL HEALTH ISSUES. 
          THE HOUSTON POLICE DEPARTMENT HAS BEEN AT THE FOREFRONT OF MENTAL HEALTH ISSUES FOR MORE THAN 30 YEARS, AND WE ARE LOOKED TO AS ONE OF THE LEADERS IN THIS FIELD FOR SOME OF THE REASONS I'M GONNA GO TO IN A MOMENT. 
          IF I COULD GET TO THE NEXT SLIDE, I CAN GET YOU SOME OF THE HISTORY BEHIND, UH, THE DIVISION. 
          SO WE'VE BEEN COOPERATING WITH THE HARRIS CENTER. 
          THE LOCAL MENTAL HEALTH AUTHORITY USED TO BE CALLED M-H-M-R-A SINCE 1991, AND WE'VE BEEN WORKING TO CONSTANTLY INNOVATE OUR APPROACH TO MENTAL HEALTH ISSUES IN THAT TIME. 
          IN 1993, WE BEGAN TEACHING OUR OFFICERS HOW TO DEAL WITH MENTAL, UH, MENTAL ILLNESS. 
          AND THEN WE'VE BEEN CONTINUING ALONG WITH THOSE CLASSES FOR, UH, TO THE POINT WHERE THE VAST MAJORITY OF OUR OFFICERS, MORE THAN 80%, ARE FULLY CRISIS INTERVENTION CERTIFIED. 
          UH, SO MY CLASS, CLASS 200, WHICH BEGAN IN 2008, IS REQUIRED TO RECERTIFY EVERY YEAR. 
          EVERY CLASS AND BEYOND THAT IS REQUIRED TO ANNUALLY CERTIFY. 
          THE GROUP THAT DOES THIS TEACHING IS SPECIFIC TO THE MENTAL HEALTH DIVISION. 
          AT THE TIME IT WAS CREATED, IT WAS THE MENTAL HEALTH UNIT, A SMALL NUMBER OF OFFICERS THAT WERE ASSOCIATED WITH THE HARRIS CENTER, UH, FOR MENTAL HEALTH AND IDD TO RECEIVE THAT TRAINING TO BECOME THE SUBJECT MATTER EXPERTS. 
          THE DIVISION BEGAN, UH, IN 2006 TO 2007 AND EVENTUALLY BECAME A FULL FLEDGED, UH, DIVISION IN 2008. 
          IF YOU COULD GO TO THE NEXT SLIDE. 
          SO ONCE WE BEGAN THE CRISIS INTERVENTION RESPONSE TEAM, WHICH IS A COPO MODEL THAT HAS BOTH AN OFFICER AND A CLINICIAN THAT'S HIRED BY THE HARRIS CENTER, THE CLINICIANS HAVE A MASTER'S DEGREE AND ACCESS TO ALL THE BENEFITS AND PROGRAMS THE HARRIS CENTER HAS TO OFFER. 
          AND SO WE SEND OUR CRISIS INTERVENTION RESPONSE TEAM OFFICERS TO CALLS THAT HAVE A, UH, SIGNIFICANT MENTAL HEALTH NEXUS. 
          THEY GO TO THESE CALLS AND THEY ARE USING THEIR OWN SUBJECT MATTER EXPERTISE AND THE SUBJECT MATTER EXPERTISE OF THE CLINICIANS. 
          AND OVER TIME, 
          [00:05:01]
OUR OFFICERS THAT ARE ASSIGNED TO THIS DIVISION HAVE BECOME THE EXPERTS WHO I WOULD WANT TO COME TO A SCENE FOR ONE OF MY LOVED ONES IF THEY WERE IN A MENTAL HEALTH CRISIS. 
          THE DEPARTMENT AND THE MENTAL HEALTH DIVISION ARE ALSO ONE OF THE NATIONAL LEARNING SITES WITH THE COUNCIL OF STATE GOVERNMENT. 
          WE HAVE TRAINED MORE THAN 50, UH, OTHER AGENCIES IN HOW TO LAUNCH THEIR OWN CRISIS INTERVENTION TRAINING PROGRAMS IN THEIR OWN CRISIS INTERVENTION RESPONSE TEAMS. SO WE ARE RECOGNIZED AS ONE OF THE LEADERS IN THIS FIELD AND HAVE BEEN FOR QUITE SOME TIME. 
          WE'VE BEEN CONTINUING TO, UM, INNOVATE OVER THE LAST NUMBER OF YEARS. 
          WE'VE CREATED THE CHRONIC CONSUMER STABILIZATION INITIATIVE, WHICH I'LL SPEAK ABOUT, THE HOMELESS OUTREACH TEAM, THE BOARDING HOME DETAIL, AND, UH, WE ARE ALWAYS TRYING TO EXPERIMENT. 
          IN 2021, WE HAD SEVERAL PROGRAMS AT WHICH WE EXPANDED UPON, UH, USING ARPA FUNDING, WHICH I'M SURE YOU HAVE SOME QUESTIONS ABOUT. 
          WE'LL SPEAK TO THAT AFTERWARDS IF I CAN GET TO THE NEXT SLIDE. 
          SO THE DIVISION CURRENTLY CONSISTS OF THE LARGEST COMPONENT IS THE CRISIS INTERVENTION RESPONSE TEAM. 
          I'VE ALSO GOT THE HOMELESS OUTREACH TEAM. 
          UH, I'VE GOT A TEAM OF INVESTIGATORS, AND I'LL GO THROUGH THESE ONE BY ONE SO THAT YOU CAN SEE, HAVE A BETTER IDEA OF WHAT EACH OF THESE DIVISIONS DOES. 
          THE INVESTIGATIONS INCLUDE THE BOARDING HOME ENFORCEMENT DETAIL, THE SENIOR JUSTICE ASSESSMENT CENTER, CHRONIC CONSUMER STABILIZATION INITIATIVE, OUR TRAINING UNIT ITSELF, WHICH TRAINS THE ENTIRE DEPARTMENT IN CRISIS INTERVENTION. 
          AND THEN THE ADMINISTRATIVE STAFF WE'RE CO HOUSED WITH THE HARRIS CENTER FOR MENTAL HEALTH AND IDD. 
          IF I HAVE AN ISSUE WITH ONE OF, UH, SOMETHING THAT I NEED TO SPEAK ABOUT WITH ONE OF MY PARTNERS, I CAN LITERALLY WALK TO THE NEXT, THE NEXT OFFICE AND SPEAK TO MY COUNTERPARTS OVER THERE. 
          IT PROVIDES A VERY CLOSE, VERY SYNERGISTIC RELATIONSHIP BETWEEN US AND THE HARRIS CENTER. 
          IF I COULD GET THE NEXT SLIDE. 
          SO, I'D LIKE TO BEGIN WITH THE CRISIS INTERVENTION RESPONSE TEAM. 
          AGAIN, THIS IS THE DEPARTMENT'S HIGHEST LEVEL OF RESPONSE. 
          WHEN SOMEONE IS HAVING A MENTAL HEALTH CRISIS, IT'S AN OFFICER WHO IS PAIRED WITH A CLINICIAN, THEY'RE LICENSED IN MENTAL HEALTH. 
          UH, THEY ARE HAVE A MASTER'S DEGREE OR HIGHER, AND THEY GO OUT RIDING WITH OUR OFFICERS. 
          OUR OFFICERS WHO ARE THEMSELVES SUBJECT MATTER EXPERTS IN MENTAL HEALTH, UH, TREATMENT, ARE ABLE TO, UH, CONNECT WITH PEOPLE. 
          SOMETIMES WHAT WE FIND IS THAT OUR MENTAL HEALTH CONSUMERS DEAL BETTER WITH CLINICIANS. 
          SOMETIMES THEY DEAL BETTER WITH THE OFFICERS, SOMETIMES THEY DEAL, THEY DEAL BETTER WITH BOTH. 
          AND HAVING BOTH SIDES OF THE COIN ALLOWS US TO APPROACH IT FROM A HOLISTIC STANDPOINT. 
          THERE ARE SCENES IN WHICH A CLINICIAN ALONE COULD NOT GO TO, AND THERE ARE SCENES IN WHICH AN OFFICER ALONE WOULDN'T BE ABLE TO MAKE THAT CONNECTION. 
          SO THIS CORRESPONDER MODEL HAS BEEN HIGHLY EFFECTIVE AND IT IS ONE OF THE BEST IN THE NATION. 
          I'VE GOT A QUICK VIDEO THAT WILL SHOW, BUT IN JUST A MOMENT. 
          BUT SOME OF THE THINGS THAT WE DO, WE DO SPECIFIC REFERRALS. 
          UH, WE HANDLE CALLS MAINLY DURING THE CALLS FOR SERVICE LOOP AND THEY GO OUT TO SWAT CALLS, UH, AS A RESOURCE FOR THE INCIDENT COMMANDER. 
          OVER THE LAST FEW DAYS, WE'VE HAD SEVERAL ADDITIONAL, SEVERAL CALLS, UH, THAT OUR OFFICERS WERE ABLE TO GO AND PROVIDE ASSISTANCE AND GET THE PEOPLE THE MENTAL HEALTH NEED, UH, THAT THEY NEEDED RATHER THAN HANDLING IT AS CHIEF SAID, THROUGH A CRIMINAL NEXUS. 
          IF I CAN GET TO THE NEXT SLIDE, YOU'LL, IT'S A VERY BRIEF VIDEO, WHICH DOES HAVE AUDIO. 
          WE'RE WORKING ON IT. 
          GIVE US ONE SECOND WHILE WE'RE GETTING THAT SET UP. 
          WE WERE JOINED BY COUNCIL MEMBER HUFFMAN AND STAFF FROM COUNCIL MEMBER MARTINEZ'S OFFICE, AND VIRTUALLY STAFF FROM COUNCIL MEMBER CARTER'S OFFICE, THOMAS'S OFFICE AND PLUMBER'S OFFICE DAUGHTER WAS, UH, WHO SUFFERS FROM DEPRESSION AND SCHIZOPHRENIA OR IS, UH, BANGING HER 
          [00:10:01]
HEAD. 
          THE WALL SCHIZOPHRENIA, CAN YOU TELL US ABOUT WHAT'S GOING ON? IS, UH, BANGING HER HEAD AGAINST THE WALL. 
          SHE SHARED THAT SHE IT FOR UP TO FIVE MINUTES SO HARD THAT SHE, SHE SHARED THAT SHE IT FOR UP TO FIVE MINUTES SO HARD THAT ANY MENTAL HEALTH S THAT YOUR VOICES, SHE SAID SHE DOES THIS BECAUSE OF, UH, UM, SHE HEARS VOICES AND SHE'S TRYING TO GET THE VOICES OUT OF HER HEAD. 
          I MEAN, SHE'S A DANGER HERSELF. 
          EXACTLY. 
          WE WENT AND LOOKED IN HER ROOM. 
          ME AND MY PARTNER DECIDED THAT IT'S BEST THAT SHE GOES, IF IT'S NOT POSSIBLE TO DO THE VIDEOS, THEY'RE IN THE PRESENTATION. 
          I THINK YOU GUYS HAVE BEEN PROVIDED THE LINK. 
          IT MIGHT BE SOMETHING THAT YOU CAN WATCH AFTER, ALTHOUGH I SINCERELY ENCOURAGE YOU TO, AS BOTH VIDEOS ARE VERY, UM, ENLIGHTENING, WE'LL MAKE SURE THAT WE SEND IT OUT TO EVERYONE. 
          THANK YOU. 
          THANK YOU. 
          SORRY ABOUT THAT. 
          IT'S ALL RIGHT. 
          SO THE NEXT THING THAT I WANNA SPEAK ABOUT IS THE HOMELESS OUTREACH TEAM. 
          SO, HOMELESSNESS IS A LARGE ISSUE, AND I WANNA EMPHASIZE THAT THE DEPARTMENT HAS BEEN DOING AN EXCELLENT JOB. 
          THE CITY HAS BEEN DOING AN EXCELLENT JOB, UH, WORKING UNDER THE UMBRELLA, THE CONTINUUM OF CARE OF THE COALITION FOR THE HOMELESS. 
          THE POLICE DEPARTMENT IS FULLY INTEGRATED INTO THE SERVICES HERE. 
          SIDE OF THAT, THE HOMELESS OUTREACH TEAM, UH, WORKS TO GO OUT EVERY DAY INTO THE HOMELESS COMMUNITIES, TRYING TO BUILD TRUST AND RELATIONSHIP WITH, UH, WITH THE HOMELESS TO GET THEM WHERE THEY NEED TO BE. 
          WE ALSO, UH, WORK WITH THE, OUR PARTNERS IN THE COALITION, OUR PARTNERS IN THE NGOS, TRYING TO MAKE SURE THAT WE ARE ABLE TO GET THESE PEOPLE CONNECT WITH THEIR SERVICES. 
          WE TRY TO FIND WHAT IS THE GAP THAT THEY HAVE THAT THEY, THAT WE CAN FULFILL. 
          ONE OF THE BIGGEST ONES THAT WE FULFILL IS AN AFFIDAVIT OF I OF IDENTITY. 
          UH, WE ARE ABLE TO, UH, PROVIDE AN AFFIDAVIT SAYING THAT WE HAVE VERIFIED SOMEONE'S IDENTITY, AND SOMETIMES THAT'S, THAT AFFIDAVIT IS THE ONLY THING THAT IS LEFT BETWEEN THEM AND HOUSING. 
          AND THAT'S A VALUABLE SERVICE THAT WE PROVIDE TO, UM, HUNDREDS OF PEOPLE A YEAR TRYING TO MAKE, CONNECT THEM WITH MORE FORMAL IDENTIFICATION. 
          IT'S A GATEWAY TO THE PROVISION OF THOSE SUPPORTIVE SERVICES. 
          THE HOMELESS OUTREACH TEAM ALSO COORDINATES WITH OUR PATROL DIVISIONS, OUR DIFFERENTIAL RESPONSE TEAMS, TO MAKE SURE THAT WE TRY TO ADDRESS QUALITY OF LIFE ISSUES FOR THE CITY. 
          BECAUSE THE ENFORCEMENT COMPONENT OF, UM, THE QUALITY OF LIFE WITH THE DRTS IS A VERY IMPORTANT ASPECT OF THE OUTREACH. 
          WE TRY TO FIND OPPORTUNITIES, WINDOWS OF OPPORTUNITY THAT WE CAN USE TO PROVIDE OUTREACH TO PEOPLE. 
          AND SOMETIMES THAT WINDOW IS CREATED THROUGH ENFORCEMENT ACTION. 
          SOMETIMES IT IS CREATED BY, UH, THE OTHER SIDE OF THE COIN. 
          AND THAT'S, I BELIEVE, ONE OF THE REASONS THAT WE'VE BEEN MORE SUCCESSFUL THAN MOST OTHER MAJOR CITIES. 
          IN ADDRESSING THE ISSUES OF HOMELESSNESS, WE'VE REDUCED THE NUMBER, UH, SINCE 2011 IN THE CITY OF HOMELESS INDIVIDUALS BY MORE THAN 65%. 
          SO CURRENTLY, UH, WHEN WE DO OUR JAN, OUR LAST JANUARY ESTIMATE, THERE WAS APPROXIMATELY 3,300 STILL ON THE CITY. 
          AND IT PUTS US ACTUALLY, I THINK, WITHIN STRIKING DISTANCE OF GETTING DOWN TO A NET ZERO, UH, HOMELESSNESS OVERALL. 
          IF I COULD GET TO THE NEXT SLIDE, I CAN TELL YOU A LITTLE BIT ABOUT OUR INVESTIGATIONS TEAMS AND OUR, OUR BOARDING HOME TEAMS. I THINK THIS IS ANOTHER VIDEO I WOULD REALLY STRONGLY ENCOURAGE YOU GUYS TO WATCH THIS. 
          UM, IT HIGHLIGHTS A LOT OF THE WORK THAT, UH, THE HOMELESS OUTREACH TEAM DOES. 
          AND, UM, THEY NEED TO BE, UH, CELEBRATED A BIT MORE FOR ALL THE WORK THAT THEY DO. 
          SO, PLEASE WATCH THIS VIDEO WHEN YOU HAVE OPPORTUNITY TO NOW, WHEN YOU DO WATCH, HAVE THE OPPORTUNITY TO WATCH THE VIDEO. 
          UH, YOU MIGHT NOTE THAT THE VIDEO, UH, HAS CLEARLY OCCURRED DURING COVID ERA. 
          THE OFFICERS ARE WEARING THEIR COVID MASKS AT THE TIME, BUT IF YOU LOOK AROUND IN THE BACKGROUND OF THOSE VIDEOS WHEN THEY'RE SPEAKING TO THE HOMELESS, YOU'LL SEE THAT THEY ARE SPEAKING TO THEM IN, IN LARGE ENCAMPMENTS WITH LARGE VISIBLE TENTS. 
          AND NICK, AFTER YOU WATCH THAT VIDEO, I'D LIKE YOU TO DRIVE AROUND A LITTLE BIT AND LOOK AND SEE THE VISIBLE IMPROVEMENTS THAT WE'VE MADE THAT HAVE A HUGE QUALITY OF LIFE IMPROVEMENT FOR OUR CITIZENS AND FRANKLY, FOR THE HOMELESS THEMSELVES. 
          IT, IT ALLOW, IT HAS THIS APPROACH HAS ALLOWED US TO REDUCE THE AMOUNT OF VISIBLE HOMELESSNESS AND MAINLY THROUGH GETTING PEOPLE ACTUALLY HOUSED. 
          SO IT'S AN EXCELLENT VIDEO, STRONGLY ENCOURAGE YOU TO WATCH IT. 
          THE INVESTIGATION SIDE OF THE UNIT, UH, WE MAKE SURE THAT WE ARE REVIEWING ALL OF THE DEPARTMENT'S. 
          CRISIS INTERVENTION REPORTS ABOUT ONE IN FOUR OF OUR CALLS FOR SERVICE INVOLVING SOMEONE HAVING A MENTAL HEALTH CRISIS RESULT IN EMERGENCY DETENTION OF THAT PERSON UNDER THE, THE HEALTH AND SAFETY CODE. 
          AND WE REVIEW ALL OF THOSE AND PUT THEM, UH, TRYING TO FIND HOW TO BEST CONNECT THEM WITH SERVICES. 
          AGAIN, AS I SAID, BECAUSE WE'RE CO HOUSED WITH MIN WITH THE HARRIS CENTER, WE'RE ABLE TO USE THOSE RELATIONSHIPS AND BOLSTER THOSE RELATIONSHIPS IN ORDER TO GET PEOPLE IMMEDIATE LINKAGE TO SERVICES THAT WE OTHERWISE MIGHT NOT BE ABLE TO, TO DO. 
          SO, WE'RE ALSO ABLE TO, 
          [00:15:01]
UH, COORDINATE WITH OTHER DIVISIONS, TRYING TO SEE IF THERE ARE WAYS THAT WE CAN PROVIDE ASSISTANCE IF THERE'S A MENTAL HEALTH NEXUS IN A HOMICIDE CASE, IN A ASSAULT CASE, IN A THREAT, WE WILL BE AN ACTIVE PARTICIPANT IN HELPING USE OUR EXPERTISE, OUR SUBJECT MATTER EXPERTISE, TO MAKE SURE THAT THOSE ARE HANDLED CORRECTLY, MAINLY THROUGH A REFERRAL TO THE APPROPRIATE MENTAL HEALTH AUTHORITY RATHER THAN NECESSARILY, UH, THROUGH CRIMINAL ASPECTS. 
          THE BOARDING HOME ENFORCEMENT DETAIL, UH, ALSO GOES AND CHECKS ALL OF THESE BOARDING HOMES. 
          YOU GUYS HAVE DONE AN EXCELLENT JOB WITH THE BOARDING HOME ORDINANCE A NUMBER OF YEARS AGO. 
          WE GO OUT THERE AND MAKE SURE THAT THESE BOARDING HOMES ARE HUMANE HOUSES FOR PEOPLE HAVING SIGNIFICANT MENTAL HEALTH ISSUES. 
          UH, BEFORE THE ORDINANCE, THESE HOUSES WERE LARGELY UNREGULATED AND HAD A VERY STRONG QUALITY OF LIFE PROBLEM FOR THE PEOPLE THAT LIVED IN THEM. 
          SO WE'VE GONE OUT THERE AND MAKE SURE THAT THESE, THAT EVERYONE'S IN COMPLIANCE, WE APPROACH IT THROUGH AN EDUCATION STANDPOINT, TRYING TO GET EVERYONE, ALL OF THE, UH, VENDORS INTO COMPLIANCE TO MAKE SURE THAT THEY'RE PROVIDING THE SERVICES THAT THEY'RE SUPPOSED TO BE PROVIDING IN THE MANNER THAT THEY'RE SUPPOSED TO BE PROVIDING THEM. 
          AND ONLY THEN, IF THEY CONTINUALLY REFUSE TO DO SO, DO WE, UH, BEGIN TO CITE THEM IN ORDER TO ENFORCE THAT ORDINANCE. 
          IF I GET TO THE NEXT SLIDE, THE CHRONIC CONSUMER STABILIZATION STABILIZATION INITIATIVE IS ONE OF OUR BEST PROGRAMS. UH, CCSI, AS WE CALL IT, IS DESIGNED TO TRY TO IDENTIFY THE PEOPLE WHO CALL THE POLICE AND FIRE DEPARTMENT THE MOST FOR THEIR MENTAL HEALTH ISSUES. 
          IT DOES REQUIRE A LOT OF VOLUNTARY PARTICIPATION. 
          IT'S A CO UNIT BETWEEN OURSELVES AND THE HARRIS CENTER. 
          AND, UH, BUT WHEN WE GET PEOPLE WHO ARE WORKING ON IT, WE FIND THAT WE ARE ABLE TO REDUCE THE NUMBER OF CALLS THAT THEY MAKE TO THE POLICE FOR MENTAL HEALTH ISSUES AND THE NUMBER OF DAYS THEY SPEND IN MENTAL INSTITUTIONS. 
          WE REDUCE IT BY 70% FOR THE PEOPLE THAT ARE ON THIS PROGRAM. 
          IT IS AN EFFECTIVE PROGRAM, UM, THAT REQUIRES A LOT OF VOLUNTARY WORK FROM THE PEOPLE. 
          WE'VE ALSO GOT THE SENIOR JUSTICE ASSESSMENT CENTER, WHICH WORKS OUT OF THE DIVISION IN WHICH, UH, WE TRY TO PROVIDE EXPERT AND COMPREHENSIVE CASE EXAMINATION, UH, FOR CASES ABOUT ELDERS AND VULNERABLE PEOPLE TRYING TO IDENTIFY CASES THAT MIGHT OTHERWISE NOT HAVE A PURELY CRIMINAL NEXUS OR MIGHT NOT OTHERWISE, UH, FIT IN NEATLY INSIDE ONE OF THOSE SQUARES. 
          AND WE TRY TO MAKE SURE THAT THEY DON'T FALL BETWEEN THE CRACKS AND MAKE SURE THAT WE ARE COORDINATING OUR EFFORTS WITH A PS WITH, UH, DPS, THE DEPARTMENT OF AGING, THE ATTORNEY GENERAL'S OFFICE, AND YOU SEE A LOT OF, UH, LINKAGE BETWEEN THAT AND THE BOARDING HOME ENFORCEMENT DETAIL. 
          IF I CAN GET TO THE NEXT SLIDE. 
          AND THEN FINALLY, WE HAVE THE, UH, THE TRAINING UNIT. 
          THE TRAINING UNIT IS ONE OF THE BEST IN THE ENTIRE NATION, UH, WIDELY RECOGNIZED AS ONE OF THE BEST TRAINING CIT TRAINING UNITS, UH, ANYWHERE. 
          EVERY SINGLE CLASS GETS FULLY TRAINED IN CRISIS INTERVENTION TRAINING. 
          LAST YEAR WE TRAINED FIVE FULL CLASSES IN, UH, HOW TO DEAL WITH PEOPLE HAVING MENTAL HEALTH CRISIS. 
          THESE ARE ALSO INCLUDE LIVE ACTION SCENARIO BASED TRAINING, WHICH IS HIGHLY EFFECTIVE. 
          I CAN PERSONALLY ATTEST TO THAT. 
          I STILL REMEMBER THE SCENARIO THAT I WENT THROUGH 17 YEARS AGO AS A CADET, AND THE LESSONS THAT IT TAUGHT ME, IT MADE ME WELL PREPARED TO BE ABLE TO USE THOSE SAME DEESCALATION SKILLS THAT WE TEACH AND CRISIS INTERVENTION SKILLS AND BRING IT, UH, TO THE FOREFRONT IN ORDER TO MAKE SURE THAT WE'RE ANSWERING THESE CORRECTLY. 
          WE ALSO DO AN ONGOING ANNUAL TRAINING TO ALL OFFICERS. 
          UH, WE HAVE LOTS OF CLASSES THAT WE TEACH. 
          WE THE MAIN ONE OF WHICH IS OUR ADVANCED CRISIS INTERVENTION TRAINING THAT WE TEACH EVERY SINGLE CLASS EVERY SINGLE YEAR TO MAKE SURE THAT EVERYONE FROM CLASS 200 BEYOND BECOMES ANNUALLY RE-CERTIFIED. 
          MORE THAN 80% OF THE DEPARTMENT IS FULLY CERTIFIED IN, UH, CRISIS INTERVENTION. 
          AND THAT NUMBER WILL ONLY EVER GO UP BECAUSE EVERY SINGLE CLASS RECEIVES FULL TRAINING AND FULL ANNUAL TRAINING FROM NOW UNTIL THE REST OF, UH, THE TIME. 
          WE ALSO MAKE SURE THAT WE SHARE OUR KNOWLEDGE AS MUCH AS WE CAN. 
          AS I SAID EARLIER, WE, UH, HOST THE COUNCIL OF STATE GOVERNMENT, UH, SITE VISITS. 
          WE'VE TRAINED 50 OTHER AGENCIES IN HOW TO DO THIS. 
          WE ALSO PRESENT ANNUALLY AT THE TEXAS CIT CONFERENCE IN ORDER TO TRY TO MAKE SURE THAT, UH, WHAT WE KNOW IS BEING PASSED ON TO OTHER AGENCIES SO THAT THEY CAN SEE THE SUCCESS THAT WE'VE BEEN HAVING. 
          NEXT SLIDE, PLEASE. 
          AND THEN WE HAVE THE CRISIS CALL DIVERSION CENTER, WHICH IS NOT TECHNICALLY RUN BY THE MENTAL HEALTH DIVISION, BUT IT INTERSECTS A LOT WITH WHAT WE DO. 
          AND SO I WANTED TO BRING IT OUT HERE SO THAT YOU CAN UNDERSTAND A LITTLE MORE ABOUT WHAT IT IS. 
          [00:20:01]
IT'S A CRISIS HOTLINE THAT IS OPERATED BY THE HARRIS CENTER FOR MENTAL HEALTH AND IDD. 
          THEY OPERATE OUT OF THE HOUSTON EMERGENCY CENTER, UH, UNDERNEATH THE AUSPICES OF OUR EMERGENCY COMMUNICATION DIVISION. 
          THEY LOOK SPECIFICALLY, UH, FOR NON-CRIMINAL, NON-VIOLENT TYPES OF CRISIS INTERVENTION CALLS. 
          WHEN SOMEONE SIMPLY CALLS BECAUSE THEY'RE HAVING A BAD DAY IN WHICH WE ARE ABLE TO DETERMINE AT THE POINT OF INITIAL CONTACT VIA THE PHONE THAT A POLICE RESPONSE IS NOT NEEDED. 
          THESE CALLS GET DIVERTED OUT OVER INTO, UH, THE HOTLINE, AND THEY'RE ABLE TO DIVERT MOST OF THESE CALLS AWAY FROM THE POLICE DEPARTMENT OR THE FIRE DEPARTMENT AND CONNECT THEM DIRECTLY WITHOUT THE DEPARTMENT GETTING INVOLVED. 
          CONNECT THEM DIRECTLY WITH THE SERVICES THAT THEY MIGHT END UP NEEDING, INCLUDING THE MOBILE CRISIS OUTREACH TEAM. 
          SO, UH, THAT IS A BRIEF OVERVIEW OF THE DIVISION, AND I'M HAPPY TO ANSWER ANY QUESTIONS, UH, FOR WHAT THE MENTAL HEALTH DIVISION DOES, IF YOU HAVE ANY. 
          THANK YOU SO MUCH FOR THE PRESENTATION, AND, UM, THANK YOU FOR ALL THE WORK THAT YOU DO. 
          THERE'S SO MUCH IN THE MENTAL HEALTH DIVISION THAT THE OFFICERS WORK ON EVERY DAY, AND WE'RE VERY THANKFUL FOR THAT. 
          UM, WE DO HAVE, UM, COUNCIL MEMBERS IN THE QUEUE. 
          FIRST, A BIZ COUNCIL MEMBER HUFFMAN. 
          THANK YOU. 
          AND THANK YOU VERY MUCH FOR THE PRESENTATION. 
          NOW, THERE'S BEEN TALK AROUND THE HORSESHOE AND PREVIOUS MEETINGS ABOUT PEOPLE THAT HP ENCOUNTERS, UM, YOU KNOW, UNHOUSED PEOPLE. 
          DO YOU KNOW WHAT THE PERCENTAGE OF UNHOUSED INDIVIDUALS AT THE HOT TEAM ENCOUNTERS THAT DON'T WANT TO BE HOUSED? THE, SO TO ANSWER THE QUESTION, IT DEPENDS. 
          IT DEPENDS ON HOW THEY'RE FEELING AT THAT MOMENT. 
          UH, A LOT OF PEOPLE LIKE THE IDEA OF HOUSING IN A, UH, MORE IN AN ABSTRACT WAY. 
          BUT WE GO OUT THERE AND WE TRY TO BRIDGE THOSE GAPS. 
          WE TRY TO GO AND FIND OUT, HEY, WHAT IS IT THAT IS STANDING BETWEEN YOU AND THE HOUSING THAT YOU NEED? WHETHER IT BE IDENTIFICATION, WHETHER IT BE A LINKAGE INTO THE PROGRAMS, WHETHER IT BE A, UM, SOME SORT OF SERVICES, SUBSTANCE ABUSE ISSUES, MENTAL HEALTH ISSUES. 
          WE TRY TO MAKE SURE THAT WE BRIDGE THAT GAP. 
          WE OFFER MORE THAN 700 PEOPLE, UH, SOME SORT OF SERVICES IN A GIVEN MONTH. 
          AND, UH, AS I RECALL, THE NUMBER THAT ACTUALLY ACCEPT IT IS ABOUT 250 TO 300 IN A GIVEN MONTH. 
          MOST OF THOSE SERVICES THAT WE OFFER, THE VAST MAJORITY OF THEM ARE IDENTIFICATION BASED, TRYING TO GET THEM ON THE NEXT STEP TOWARDS HOUSING. 
          BUT A LOT OF THE PEOPLE THAT WE GO TO DON'T TAKE IT THE FIRST TIME. 
          THEY DON'T TAKE IT THE SECOND TIME. 
          THEY DON'T TAKE IT THE THIRD TIME. 
          IT REQUIRES CONSISTENT EFFORT GOING OUT THERE AND BUILDING THAT RELATIONSHIP OF TRUST WITH THESE PEOPLE. 
          THE HOMELESS KNOW MY OFFICERS BY NAME. 
          THEY KNOW 'EM BY FACE. 
          MY OFFICERS KNOW THEM, AND THEY KNOW THEIR ISSUES. 
          THEY KNOW WHAT THESE, WHAT IS STANDING BETWEEN THESE PEOPLE AND HOUSING AND HOW TO GET THEM THERE. 
          AND SO WE ARE ALWAYS ABLE, READY AND ABLE TO TRY TO GET THEM CONNECTED INTO THESE SERVICES. 
          BUT OFTENTIMES IT IS DEPENDENT ON FINDING THE RIGHT MOMENT FOR THAT TO HAPPEN. 
          THANK YOU. 
          CAPTAIN COUNCIL MEMBER FLICKINGER, YOU TALKED ABOUT THE DECREASE IN THE HOMELESS POPULATION, AND I ASSUME THAT'S USING THE POINT IN TIME, UH, I GUESS SURVEY DONE EVERY SINGLE YEAR. 
          SO IT'S AN APPLES TO APPLES COMPARISON. 
          DO WE HAVE A CHART KIND OF SHOWING HOW THAT LOOKS? I CAN GO GET THE NUMBERS AND CREATE A CHART. 
          UH, I CAN TELL YOU THAT, UH, IN 2011, THE NUMBER WAS, UH, TOUCH UNDER 8,000 AND IS CURRENTLY, UH, FOR 24 AND 25. 
          BOTH THOSE NUMBERS WERE APPROXIMATELY 3,300. 
          THE DELAY HAD, HAD BEEN FAIRLY STEADY, UH, OVER THE DROP, HAD BEEN FAIRLY STEADY IN THAT TIMEFRAME AS I RECALL. 
          BUT I DON'T HAVE THOSE NUMBERS DIRECTLY IN FRONT OF ME. 
          OKAY. 
          WA WAS THERE MUCH OF A SIGNIFICANT DIFFERENCE WITH THE ADDITIONAL MONEY FROM COVID FUNDS? I THINK EVERY AMOUNT HELPS. 
          UH, I THINK THAT ANYTHING THAT WE HAVE IS ABLE TO PROVIDE A LOT OF ASSISTANCE. 
          I THINK THAT THERE WAS A, A JUMP, BUT I'D HAVE TO GO LOOK IN THE NUMBERS TO CONFIRM THAT IN THE 21 TO 24 ERA. 
          OKAY. 
          'CAUSE OBVIOUSLY THE CONCERN IS WITHOUT THOSE FUNDS, IT'S GONNA BE MORE CHALLENGING. 
          SO ANYWAY, THANK YOU. 
          APPRECIATE THE PRESENTATION. 
          THANKS SIR. 
          STAFF FROM COUNCIL MEMBER RAMIREZ'S OFFICE. 
          THANK YOU. 
          THANKS. 
          UM, COUPLE QUESTIONS. 
          SO FIRST ON THE CRISIS CALL DIVERSION CENTER MM-HMM . 
          UM, AM I RIGHT THAT, UH, CITY OF HOUSTON GENERAL REVENUES ARE COVERING THE PRE ARPA LEVELS AND THEN HARRIS CENTER IS NOW COVERING THE EXPANSION THAT WE HAD UNDER ARPA? IS THAT RIGHT? UH, THAT'S CORRECT. 
          SO THE CRISIS CALL DIVERSION WAS SPENDING ABOUT, UH, $272,000 ANNUALLY VIA ARPA FUNDING. 
          AND SO THE HARRIS CENTER HAS DESI DECIDED TO KEEP ITS STAFFING LEVEL CONSISTENT AND ABSORBED THOSE COSTS. 
          UH, THEY'VE 
          [00:25:01]
HAD TO MAKE SOME OPERATIONAL CHANGES IN ORDER TO DO SO. 
          CRISIS CALL DIVERSION IS, AT THE MOMENT, NOT 24 HOURS, UM, AS A RESULT OF THESE CHANGES, BUT THEY'RE STILL CAPTURING THE VAST, VAST, VAST MAJORITY OF CALLS. 
          THE GAP IN TIME IN WHICH THEY'RE NOT IMMEDIATELY RESPONSIVE WAS A VERY SMALL SUBSET OF CASES. 
          THEY'RE STILL ABLE TO, UH, DIVERT VAST MAJORITY OF CALLS WITHOUT A REAL CHANGE IN OPERATIONS. 
          GOTCHA. 
          SO, AND THIS IS OLD DATA, PROBABLY 2020 OR OR SO, SO IT MIGHT NOT BE RIGHT, BUT, UM, IS IT RIGHT THAT THE CRISIS CALL DIVERSION CENTER WAS ABLE TO COVER ABOUT 10% OF THE VOLUME OF THE CALLS THAT WERE CODED TOWARD THEM? THEY JUST DIDN'T QUITE HAVE THE STAFFING TO COVER THE FULL VOLUME? OR IS THAT NOT, NOT TRUE? SO I CAN TELL YOU, UH, THAT THEY HANDLE TYPICALLY AROUND 500 CALLS IN A GIVEN MONTH, UH, COMPARED TO OVERALL THE DEPARTMENT DOES SOMEWHERE IN THE THREE TO 4,000 RANGE, DEPENDING ON THE MONTH. 
          SO, UH, THEY DO A PRETTY SIGNIFICANT NUMBER OF CALLS THAT THEY'RE ABLE TO DIVERT OFF OF THE, UH, AWAY FROM A PATROL RESPONSE AT A FAIRLY COST EFFECTIVE WAY. 
          UH, MY STATISTICS ON THAT, HAVING RUN THE NUMBERS, IS THAT THE TOTAL COST PER CALL THAT THEY'RE ABLE TO DIVERT, UH, COUNTING BOTH THEIR REGULAR FUNDING AND THEIR ARPA FUNDING WAS APPROXIMATELY $125 PER CALL, WHICH IS A BETTER, UH, MORE COST EFFICIENT APPROACH FOR THAT THAN, UH, THE PATROL OFFICERS GOING TO THE SCENE. 
          OKAY. 
          AND, UM, WHAT ABOUT SIMILAR COST COMPARISON FOR THE RAPID RESPONSE TO A NORMAL OFFICER TEAM? THE RAPID RESPONSE DID NOT HAVE THE SAME LEVEL OF, UH, COST EFFICIENCY. 
          THE COST EFFICIENCY THAT THEY HAD PER RESPONSE WAS APPROXIMATELY $2,000, SORRY, MEANING $2,000 SAVED PER COMPARED TO A, PER, THE COST OF THE CALLS WAS ABOUT $2,000 PER CALL VIA ARPA VIA OTT RAPID RESPONSE COMPARED TO, AND WHAT IS IT FOR A NON, FOR FOR OFFICERS, IT'S APPROXIMATELY $200 IN, UH, FOR, FOR A TWO OFFICER UNIT TO RESPOND. 
          UM, IT'S, I THINK $250 APPROXIMATELY. 
          OKAY. 
          IN OP, IN OPPORTUNITY COST. 
          OKAY. 
          MAYBE I'LL, I'LL CIRCLE BACK WITH YOU AFTERWARD ABOUT OKAY. 
          ABOUT THAT. 
          THANKS. 
          COUNCIL MEMBER ALCORN, THANK YOU CHAIR, AND THANKS FOR THE PRESENTATION AND KUDOS ON ALL YOUR GOOD TRAINING. 
          IT SOUNDS LIKE A LOT OF HOURS AND A LOT OF RE-UPPING OF THE TRAINING. 
          GIVE ME SOME EXAMPLES OF WHAT OFFICERS ARE TRAINED ON TO DEESCALATE A SITUATION, NOT NOT A HOMELESS SITUATION, BUT A IN, IN A, LIKE GIVE ME KIND OF A REAL LIFE THING THAT HAPPENS AND WHAT, HOW OFFICERS DRAW ON THAT TRAINING TO DEESCALATE A SITUATION. 
          I ACTUALLY HAVE THE PERFECT RESPONSE. 
          SO BEHIND ME, SINCE SERGEANT MICHAEL POLITO, HE IS ONE OF MY CRISIS INTERVENTION RESPONSE TEAM SERGEANTS, BEFORE HE WAS A SERGEANT, HE WAS A CERT OFFICER ABOUT FOUR YEARS AGO, HE WENT TO A CALL INVOLVING A PERSON HAVING A SEVERE MENTAL HEALTH CRISIS. 
          THIS INDIVIDUAL WAS HOLDING HIS CHILD HOSTAGE WITH A KNIFE, AND HE WAS HOLDING THE, THE, THE KNIFE TO THE BABY'S THROAT THREATENING IF THE OFFICERS THAT WERE THERE WEREN'T GOING TO BACK AWAY, HE WAS GONNA HURT THE BABY. 
          AND SO, UH, OFFICER THAT THEN OFFICER POLITO RESPONDED TO THE SCENE BECAUSE IT WAS, UH, HIGHLY IMPORTANT THAT WE GET OUR EXPERTS OUT TO THE SCENE. 
          HE WAS ABLE TO GET THERE, AND WHILE OUR CRISIS INTERVENTION OFFICERS WERE ABLE TO MAINTAIN A, A LEVEL OF, UH, KEEPING IT WHERE IT WAS, THEY WEREN'T ABLE TO GET IT RESOLVED. 
          WHEN O WHEN THEN OFFICER PTO ARRIVED AT THE SCENE, HE WENT THROUGH USING HIS TRAINING, USING HIS DEESCALATION SKILLS, AND WAS ABLE TO MAKE A CONNECTION WITH HIM AND GET HIM TO DROP THE KNIFE AND GIVE HIM THE BABY IN 45 SECONDS. 
          WE USE THIS VIDEO AS OUR PRIME EXAMPLE, EVERY SINGLE CADET CLASS FOR THE LAST FOUR YEARS TO WATCH THIS VIDEO, TO SEE THE POWER OF DEESCALATION TRAINING, TO SEE THE POWER OF HOW TO DO THESE CALLS. 
          RIGHT NOW, OBVIOUSLY, DEESCALATION IS NOT GOING TO WORK IN EVERY SINGLE SCENARIO. 
          THERE'S A LOT OF CASES IN WHICH PEOPLE ARE NOT GOING TO RESPOND TO THE DEESCALATION TACTICS THAT WE USE, BUT WHEN IT DOES WORK, IT DOES WORK WELL. 
          AND THAT'S WHAT WE TRY TO BRING FORTH IN ALL OF OUR TRAINING AND IN ALL OF OUR CRISIS INTERVENTION RESPONSE TEAMS. SO BECAUSE OF EXCELLENT PEOPLE LIKE SERGEANT POLITO, SERGEANT POLITO, WAY TO GO. 
          THAT'S GREAT. 
          THANK YOU. 
          THANK YOU FOR THAT EXAMPLE. 
          IT'S, IT'S NICE TO READ ABOUT IT ALL, BUT IT'S GOOD TO HEAR ABOUT REAL LIFE EXAMPLES. 
          ALRIGHT. 
          ALL RIGHTY. 
          DON'T SEE ANYONE ELSE IN THE QUEUE. 
          UM, WE WILL MOVE ON TO OUR NEXT PRESENTATION. 
          THANK YOU BOTH. 
          WE REALLY APPRECIATE IT. 
          THANK YOU. 
          UM, OUR NEXT PRESENTATION WILL BE, UM, ABOUT THE RMS AND CAD SYSTEM UPDATES. 
          ALL RIGHT. 
          GOOD MORNING. 
          GOOD MORNING, DIRECTOR. 
          I THINK WE ARE READY TO GO 
          [00:30:01]
WHENEVER YOU ARE. 
          OKAY. 
          SO THANK YOU FOR HAVING US. 
          WHAT YOU SEE BEFORE YOU IS A GREAT PARTNERSHIP BETWEEN, UH, HOUSTON POLICE DEPARTMENT AND HOUSTON IT SERVICES. 
          HITS IS HERE TO SUPPORT HPD, UM, THROUGH THEIR RMS PROJECT. 
          AND WE WILL ALSO BE PRESENTING ON CAD. 
          SO LET'S GO AHEAD AND GO TO THE AGENDA SLIDE. 
          THESE ARE THE CATEGORIES WE'RE GONNA GO THROUGH. 
          AND, UH, DR. 
          MELISSA CUMMINS FROM HPD, AND I WILL DO A LITTLE TAG TEAMING DURING THE RMS PRESENTATION. 
          UM, AND THEN WE WILL TRANSITION TO CAD AND I WILL FINISH THAT. 
          NEXT SLIDE CAN GO AGAIN. 
          OKAY. 
          SO THIS IS A SUMMARY THAT SHOULD BE A FAMILIAR LOOK AND FEEL TO YOU HITS PUBLISHES A FOUR MONTH LOOK AHEAD ON ALL REQUESTS FOR COUNCIL ACTION. 
          AND SO WE'VE ADOPTED THAT APPEARANCE FOR THIS SUMMARY SLIDE TODAY. 
          THE MAJORITY OF THE ITEMS ON HERE WILL BE PRESENTED TO YOU ON THE DECEMBER 10TH COUNCIL AGENDA. 
          UM, SO LET'S START AT THE TOP. 
          THAT FIRST ONE IS THE FIRST AMENDMENT TO THE EXISTING VERSAS TERM PUBLIC SAFETY RMS CONTRACT THAT HPD HAD, UM, PREVIOUSLY RECEIVED. 
          COUNCIL APPROVAL FOR THAT FIRST AMENDMENT IS GOING TO BE ADDING SOME NEEDED SCOPE, WHICH WILL ADDRESS COMMUNITY REPORTS, THE INCLUSION OF LICENSING FOR THE HOUSTON FIRE DEPARTMENT'S ARSON DIVISION, AS WELL AS SOME, UM, ADDITIONAL LAW ENFORCEMENT AGENCY LICENSING THAT WILL BE NEEDED. 
          YOU'LL NOTE THAT WE ARE NOT ASKING FOR ADDITIONAL SPENDING AUTHORITY OR TIME. 
          WE DO BELIEVE THAT BASED ON THE CAPACITY THAT HPD ALREADY RECEIVED APPROVAL FOR, WE CAN GO FORWARD WITH THOSE ADDITIONS AT THIS TIME. 
          THE SECOND ITEM IS THE AMENDMENT SIX TO THE CENTRAL SQUARE EXISTING RMS CONTRACT THAT IS GOING TO GIVE US THE ADDITIONAL SPENDING AUTHORITY AND TIME, UM, TO CARRY US NOT ONLY THROUGH THE RMS IMPLEMENTATION, BUT TWO ADDITIONAL THREE MONTH OPTION PERIODS BEYOND THAT GO LIVE TO GIVE US SOME CUSHION TO DO ANY FINAL CLEANUP THAT WE NEED TO DO FROM THE EXISTING RMS SYSTEM. 
          AND SO THAT IS THE 1.87 MILLION AND THE ONE YEAR EXTENSION. 
          THE THIRD ITEM IS FOR A COMPANY CALLED SOUND THINKING, WHICH IS A PRODUCT CALLED CRIME TRACER. 
          AND THAT IS TO EXTEND THAT EXISTING SUBSCRIPTION TO SUSTAIN THAT SERVICE AS WE WORK THROUGH OUR TRANSITION TO NEW RMS. THE FOURTH ITEM IS JUST THE CUMULATIVE SPENDING AUTHORITY APPROPRIATION FOR ALL OF THE RMS RELATED SERVICES AND PRODUCTS THAT WE NEED TO PURCHASE. 
          UM, AND THAT WOULD BE THE 11.4 MILLION. 
          THE, UM, FIFTH ITEM IS A COOPERATIVE PURCHASE FOR MOBILE PRINTERS THAT ARE NEEDED IN THE OFFICER'S VEHICLES FOR THE RMS SYSTEM. 
          THAT'S, UH, JUST UNDER 600,000. 
          AND THEN THE FINAL ONE IS THE ONE THAT YOU'VE ALL BEEN WAITING FOR, FOR COMPUTER AID DISPATCH, WHICH IS THE NEW 9 1 1 CAD SYSTEM. 
          WE WILL BE COMING TO COUNSEL FOR THAT IN MID-FEBRUARY. 
          SO WE'RE JUST GIVING YOU SOME ADVANCED NOTICE OF WHAT'S ON THE HORIZON. 
          NEXT SLIDE. 
          SO NOW WE'RE GONNA TRANSITION. 
          UM, YOU CAN GO TO THE NEXT ONE. 
          DR. 
          CUMMINS IS GOING TO WALK YOU THROUGH A NUMBER OF ITEMS REGARDING WHAT OUR MS IS AND WHERE WE'VE COME FROM, AND THEN SHE'LL HAND IT BACK TO ME. 
          THANK YOU, DIRECTOR. 
          SO THE RMS IS SUPER IMPORTANT FOR THE HOUSTON POLICE DEPARTMENT. 
          IT'S ESSENTIALLY THE HEARTBEAT OF ALL OF OUR ACTIONS. 
          IT'S WHERE OUR INCIDENT REPORTS ARE RECORDED. 
          IT'S WHERE OUR INTERACTIONS WITH, UH, COMPLAINANTS AND VICTIMS AND SUSPECTS ARE RECORDED. 
          AND IT, IT HELPS US FACILITATE, UH, OUR OUR DAY-TO-DAY ACTIVITY. 
          IF AN RMS IS, UH, DELAYED OR, UH, HAS SOME MALFUNCTIONING NOT OPERATING EFFICIENTLY, IT, IT CAN HAVE IMPACT IN TERMS OF, UH, THE EFFICIENCY OF OUR, OUR DAY-TO-DAY OPERATION AND DOWNSTREAM OPERATION WITH THE COURTS AND PROSECUTION. 
          SO SUPER, SUPER IMPORTANT SYSTEM FOR US. 
          NEXT SLIDE, PLEASE. 
          SO, A, A RECORDS MANAGEMENT SYSTEM IS A LARGE, UH, SORT OF A SUPER BOWL PROJECT FOR HPD. 
          IT'S ALL ENCOMPASSING. 
          IT HAS A, UH, UP TO 25 INTEGRATIONS WITH OTHER SYSTEMS, INCLUDING LOTS OF DIFFERENT PROCESSES. 
          IN THE INITIAL, UH, ASSESSMENT OF OUR TIMELINE IN OUR CONTRACT, WE REALLY DETERMINED THAT THAT THE TIMELINE WE HAD SET FOR OURSELVES WAS A BIT UNREALISTIC. 
          WE WERE TRYING TO, UH, TO TIME IT WITH THE EXPIRATION OF OUR EXISTING TERON SYSTEM. 
          AND IN DOING SO, WE GOT A LITTLE BIT OFF COURSE IN TERMS OF ORGANIZATION OF THAT PROJECT AND THE TIMELINE. 
          WHEN WE ARE TRYING TO MEET THE, THE, AN ORIGINAL TIMELINE, WE WERE RUNNING SOME PROCESSES, UH, IN PARALLEL. 
          SO TRYING TO REGATHER, UH, GATHER RESOURCES AND, UH, DEVELOP AND CONFIGURE THIS, CONFIGURE THE SOFTWARE IN ADDITION TO TRYING 
          [00:35:01]
TO GET FOLKS, UH, FAMILIAR WITH THE SYSTEM AND TRAINING AS WELL. 
          AND SO IT CREATED A LITTLE BIT OF A, UH, AN INEFFICIENT LOOP IN TERMS OF OUR PROJECT TEAM MANAGEMENT. 
          UM, WE ALSO, IN TRYING TO MEET THAT TIMELINE, UM, DIDN'T DO AS GOOD A JOB IN DOCUMENTATION AS WE NEEDED IT TO WHEN WE WERE BRINGING ON, UH, NEW PARTNERS OR WHEN WE HAD A CHANGE IN IN LEADERSHIP, IT WAS A LOT OF EFFORT TO GET FOLKS UP TO SPEED ON WHERE WE NEEDED TO BE. 
          AND SO I THINK THAT THE PARTNERSHIP THAT DIRECTOR KENT HAS MENTIONED HAS REALLY, REALLY HELPED US. 
          RIGHT. 
          SET THAT, AND YOU'LL START TO SEE THAT AS WE, AS WE MOVE THROUGH SORT OF THE HISTORY OF THIS PROJECT. 
          NEXT SLIDE. 
          YOU WANT ME TO SPEAK TO THIS ONE? YES, PLEASE. 
          SURE. 
          OKAY. 
          SO THIS SLIDE ILLUSTRATES SOME OF THE REAL RESOURCE RELATED CHALLENGES THAT, UM, WE WERE FACING WITH THE RMS PROJECT. 
          AND SO JUST STARTING FROM THE BEGINNING ON THE PERSONNEL SIDE, BOTH FROM AN HPD AND ON THE HIT SIDE OF THE HOUSE, WE'VE EXPERIENCED SUBSTANTIAL LOSS OF PERSONNEL. 
          I WILL SAY THAT THAT IS ATTRIBUTED TO THREE DIFFERENT FACTORS, THOUGH THERE WERE VACANCIES IN THE HPD OFFICE OF TECHNOLOGY SERVICES ORGANIZATION ORIGINALLY. 
          UM, THEN WE ALSO HAD KEY RESIGNATIONS WHERE PEOPLE HAD OTHER OPPORTUNITIES AND LEFT THE ORGANIZATION BOTH HPD AND ONE FROM MY ORGANIZATION IN HITS. 
          UM, AND THEN FINALLY, WE DID ALSO SUSTAIN SOME LOSSES OF RESOURCES THROUGH THE VOLUNTARY RETIREMENT INCENTIVE. 
          THEY WERE ALL NOT RELATED TO VME RPO, BUT ALL THREE OF THOSE FACTORS CAUSE A SIGNIFICANT, UH, IMPACT TO THE TEAMS THAT WE NEEDED TO WORK ON THIS PROJECT. 
          WITH THAT SAID, WHAT WE DID WHEN WE, UM, IDENTIFIED SOME OF THESE CHALLENGES, WE JUMPED INTO PROVIDE SOME SOLUTIONS. 
          SO WE ASSIGNED A LEAD PROJECT DIRECTOR IN FEBRUARY OF THIS YEAR. 
          UM, WE SPLIT UP THE PROJECT DIRECTOR DUTIES, UM, BETWEEN BOTH HITS AND, UH, HPD EXECUTIVES. 
          WE IDENTIFIED IMMEDIATE TECHNICAL STAFFING DEFICIENCIES, AND WE ENDEAVORED TO GO GET THOSE RESOURCES FROM INDUSTRY EXPERTS WITH THAT SUBJECT MATTER EXPERTISE, WHICH THANK YOU TO YOU. 
          YOU GUYS APPROVED THAT CONTRACT WITH MISSION CRITICAL PARTNERS JUST LAST MONTH. 
          SO WE'RE FINALLY BEGINNING TO GET THE RIGHT RESOURCES IN PLACE. 
          AND SO SOME EXAMPLES OF THOSE TECHNICAL RESOURCES THAT MCP IS PROVIDING BESIDES ADDITIONAL PROJECT MANAGEMENT, INCLUDES A SOLUTION ARCHITECT, DATABASE ADMINISTRATOR, PROGRAMMERS, DATA ANALYSTS, AND OTHERS. 
          AND SO THESE ARE HELPING US NOT ONLY WORK THROUGH THE CONFIGURATION AND TRANSITION IN THE RMS PROJECT, BUT BEYOND THAT, INTO SUSTAINING THAT ENVIRONMENT. 
          UM, SO WE THANK YOU FOR YOUR ASSISTANCE ON GETTING THOSE MCP RESOURCES IN PLACE. 
          THE OTHER THINGS THAT ARE AT THE BOTTOM OF THIS PAGE, AT THIS SAME TIME, WE WERE ALSO GOING THROUGH AFTER THE ERNST AND YOUNG, UM, STUDY CITYWIDE RECOMMENDATIONS WERE MADE TO CONSOLIDATE WHAT WAS A SEPARATE HPD TECHNOLOGY ORGANIZATION AND MERGE IT TOGETHER WITH HITS. 
          WE WERE IN THE PROCESS OF DOING THAT WHEN WE BEGAN TO LOSE SOME OF THESE RESOURCES. 
          AND SO, UM, THAT IS UNDERWAY, AND WE CAN GO TO THE NEXT SLIDE AND WE'LL TALK SOME ABOUT THE SCHEDULE. 
          SO AS DR. 
          CUMMINS MENTIONED, UM, YOU CAN SEE FROM THIS SLIDE THAT WHAT WAS ORIGINALLY PORTRAYED AS THE IMPLEMENTATION SCHEDULE OF 12 MONTHS WAS REALLY NOT A REALISTIC SCHEDULE. 
          IF YOU LOOK AT THAT CHART IN THE BOTTOM RIGHT HAND PART OF THE PAGE, WE'RE SHOWING WHAT IS TYPICALLY FOR AN ORGANIZATION THE SIZE OF HOUSTON POLICE DEPARTMENT WOULD COMMONLY TAKE 36 MONTHS OR MORE TO EXECUTE. 
          UM, THOSE SLIDES SHOW THOSE BULLET POINTS, SHOW SOME EXAMPLES FROM OTHER POLICE ORGANIZATIONS AND EVEN STATE AGENCIES WHERE, UM, THAT TRANSITION TIME IS SIGNIFICANTLY LONGER THAN 12 MONTHS. 
          SO EVEN WITH THE EXTENSION BEYOND THE ORIGINAL NOVEMBER 5TH, 2024 INTENDED GO LIVE DATE, WHERE WE EXTENDED IT TO APRIL, THAT WAS STILL NOT A REALISTIC TIMEFRAME. 
          AND SO, UM, WE'RE USING THIS ADDITIONAL TIME. 
          WE MADE A CONSCIOUS DECISION TO STRETCH THE GO LIVE DATE BEYOND WORLD CUP, UM, TO TRY TO MAKE A TRANSITION TO A NEW RMS APPLICATION, WHICH DR. 
          CUMMINS INDICATED THAT IS THE LIFEBLOOD OF THE HOUSTON POLICE DEPARTMENT. 
          IT'S THE FOUNDATION OF EVERYTHING THEY DO. 
          SO TRYING TO RUSH THAT AND CRAM IT IN BEFORE WORLD CUP WOULD WOULD'VE BEEN A POOR DECISION. 
          SO YOU CAN SEE FROM THIS CHART THAT OUR REVISED GO LIVE DATE IS OCTOBER OF 2026. 
          UM, AND WE CAN MOVE ON TO THE NEXT SLIDE. 
          I'M GONNA TRANSITION BACK TO DR. 
          CUMMINS TO TALK ABOUT SOME OF THE THINGS THAT WE FACED AND SOME OF THE MITIGATIONS THAT WE'RE PUTTING IN PLACE. 
          SO, LIKE DR. KENT MENTIONED, WE HAVE A KNOWN 
          [00:40:01]
SET OF RISK FACTORS THAT WE'RE WORKING THROUGH IN TERMS OF THE PROJECT AND, AND THE MITIGATION EFFORTS, UH, IS WHAT ALLOWS US TO KNOW THAT THE TIMELINE THAT WE ARE NOW SETTING IS ACHIEVABLE. 
          UM, ONE OF THE, OR WE'LL GO THROUGH SEVERAL OF THOSE KNOWN RISK FACTORS AND SORT OF WHAT WE'RE DOING TO, TO ACCOMPLISH AND GET TO, TO END GOAL. 
          THE, UH, THE FIRST IS A, UH, REPORTING REQUIREMENTS AND APPLICATION DEPENDENCIES. 
          SO OUR, OUR CURRENT TERON SYSTEM IS AN ON-PREM SYSTEM. 
          THE NEW SYSTEM HAS A DIFFERENT ARCHITECTURE CONFIGURATION, SO IT DOES REQUIRE, UH, THE ESTABLISHMENT OF A NEW ANALYTICS ENVIRONMENT. 
          AND SO DOING SO IN A WAY THAT IS SUSTAINABLE TO DIRECTOR KEN'S POINT AND DOES HELP US ACHIEVE SOME OF THAT GROWTH AND, UH, ADDITIONAL FUNCTIONALITY THAT WE WANT TO GET OUT OF A NEW RMS. UM, THIS IS ONE OF THE TOPICS THAT WE'RE GIVING QUITE A BIT OF ATTENTION TO, TO ENSURE THAT THE DATA THAT WE NEED, THE DATA THAT WE ENTER INTO AN RMS IS AVAILABLE FOR ANALYTICS ON THE BACKSIDE. 
          IT IS AVAILABLE FOR BRIEFINGS TO COUNSEL, RIGHT? UM, THE SECOND ISSUE IS A WORKFLOW, UH, PROCESS REQUIRE, UH, REQUIREMENTS AND RECONFIGURATION. 
          OUR CURRENT TERON SYSTEM HAS BEEN IN PLACE FOR, UH, N NEARLY, UH, 10 TO 11 YEARS. 
          UM, AND SO A LOT OF, A LOT HAS CHANGED. 
          AND SO WITH THE INTRODUCTION OF A NEW, UH, INTRODUCTION OF A NEW RMS, WE'RE ABLE TO REVISIT THOSE WORKFLOWS AND TO GAIN SOME ADDITIONAL EFFICIENCY, UM, ARE THE THINGS THAT WE CAN BE DOING BETTER, MORE EFFICIENT, MORE ACCURATELY. 
          AND, UH, AS THE, AS THE DIRECTOR OF DATA GOVERNANCE THAT THAT REALLY SPEAKS TO, TO WHAT WE'VE BEEN TRYING TO DO AS AN ORGANIZATION, I'M VERY EXCITED ABOUT THE GAINS THAT I EXPECT. 
          WE'LL SEE THERE. 
          NEXT SLIDE. 
          UH, LIKE I MENTIONED BEFORE, WE HAD AN ORDER OF OPERATIONS CHALLENGE. 
          UM, AND SO WHAT WE'VE BEEN ABLE TO DO IS TO REALLY TAKE A STEP BACK AND WITH OUR PARTNERS AT HITS AND MISSION CRITICAL PARTNERS IS MAKE SURE THAT WE ARE REALIGNED IN A WAY THAT THAT MAKES SENSE FOR PROJECT DEVELOPMENT. 
          UM, WE ARE STILL IDENTIFYING SOME, UH, DOWNSTREAM NEEDS WITH OUR PARTNERS, UM, WITH THE INTERACTIONS OR, UM, INTERFACES WITH SOME OF OUR OTHER CITY DEPARTMENTS LIKE MUNICIPAL COURTS, UM, WITH, UH, HARRIS COUNTY DISTRICT ATTORNEY'S OFFICE. 
          AND SO WE ARE WORKING THROUGH SOME OF THOSE NEEDS TO MAKE SURE THAT WE HAVE IDENTIFIED THOSE GAPS AND CAN TRANSITION SMOOTHLY IN TERMS OF FUNDING AND RESOURCE. 
          SO THE ADDITIONAL, UH, EXTENSION OF THE TIMELINE, UH, WAS NECESSARY, BUT IT DID COME WITH SOME COST. 
          AND SO IN ORDER TO, UH, CONTINUE TO SUPPORT THE PROJECT WITH THE RESOURCES AND THAT ADDITIONAL, UM, SUPPORT, UM, WE DID REQUEST ADDITIONAL FUNDING TO DO SO. 
          THE TIMING OR THE ALLOCATION APPROPRIATION OF THAT FUNDING DOES IMPACT THE TIMELINE. 
          SO WE HAVE, UH, A LOT OF THOSE RESOURCES LINED OUT AND MISSIONAL CRITICAL PARTNERS, UH, EMPLOYEES ONBOARDED, AND WE'RE STARTING TO GAIN SOME MORE MOMENTUM. 
          BUT THERE WAS A LITTLE BIT OF A TIMELINE IN GETTING THOSE FACTORS REALIGNED AND ESTABLISHED. 
          UH, THANK YOU FOR SUPPORT IN DOING SO. 
          NEXT SLIDE, PLEASE. 
          ONE OF THE OTHER LARGE PIECES OF THE PROJECT THAT, UH, MY, MY COMMAND HAS HAD OVERSIGHT ON IS THE DATA CONVERSION INITIATIVE. 
          SO WE DEPEND ON THE DATA IN OUR RECORDS MANAGEMENT SYSTEM EVERY SINGLE DAY. 
          AND TO HAVE THAT DATA AVAILABLE AND IN OUR NEW RECORDS MANAGEMENT SYSTEM FOR OUR OFFICERS TO USE WOULD REALLY, UH, IMPROVE, UH, OUR SUCCESS RATE. 
          AT THE BEGINNING OF OUR, UH, PROJECT INITIATION, WE DID NOT DO A LARGE DATA CONVERSION AS PART OF OUR LAST RMS, UH, PROJECT. 
          IT'S, UM, IT'S VERY TRICKY TO GET IT RIGHT. 
          UM, BUT WE ARE AND HAVE BEEN WORKING VERY DILIGENTLY TO DO SO THIS TIME. 
          UM, WE KNOW THAT THERE ARE SOME TIMING, UH, CHALLENGES WITH HOW LONG WE CAN LOCK OUT OF THE SYSTEM AND BRING THAT DATA OVER TIMING ISSUES WITH THE LOAD, THE VOLUME, WE'RE TALKING MILLIONS OF RECORDS. 
          UM, AND SO WE'RE LOOKING AT, UH, HOW DO WE BALANCE BRINGING IN, UH, DATA, UH, MAKING IT AVAILABLE FOR WORK DAY ONE WITH, UH, OPERATIONAL EFFICIENCY. 
          AND SO THAT'LL BE SOMETHING THAT WE, UH, PLAN TO FINALIZE HERE IN THE NEXT COUPLE OF WEEKS. 
          AND THE LAST, UH, ONE OF THE LAST, UH, KNOWN RISKS IS RISKS ARE THIS, UH, TECHNICAL RESOURCE CONSTRAINT, UH, DIRECTOR KEN SPOKEN, UH, QUITE A BIT ABOUT THAT. 
          WE HAVE IDENTIFIED A LOT OF, UH, FEEDBACK FROM THOSE TECHNICAL RESOURCES THAT WE'VE BROUGHT ON THAT HAVE, UH, HELPED US RESOLVE AND, AND TO MITIGATE SOME OF THE KNOWN RISKS. 
          UM, AND SO WE'RE THANKFUL FOR, FOR THAT FEEDBACK. 
          UM, AND THAT EXPERTISE, WE DO ANTICIPATE THAT, UM, AS WE CONTINUE WITH THE RNT AND YOUNG ANALYSIS OF OTS AND THE, UH, PROCUREMENT THERE, THAT WE WILL, UH, BE ABLE TO BACKFILL SOME OF THOSE ONSITE, UM, POSITIONS AND SUPPORT ALSO PREPARING NOT ONLY FOR PROJECT IMPLEMENTATION, BUT LONG-TERM SUSTAINABILITY. 
          UM, THAT'S REALLY SOMETHING THAT WE WANNA GET RIGHT. 
          NEXT SLIDE, PLEASE. 
          OKAY. 
          IN OUR CURRENT RMS, WE, UM, DO COLLABORATE AND PROVIDE ACCESS TO SOME OF OUR LAW ENFORCEMENT PARTNERS. 
          UM, AND THE NEW CONFIGURATION, THE NEW, UM, 
          [00:45:01]
WAY THAT THE RMS IS, IS CONFIGURED DOES NOT ALLOW FOR THE SAME LEVEL OF ACCESS. 
          SO WE'RE EVALUATING OPTIONS ON HOW WE CAN MAINTAIN THOSE PARTNERSHIPS IN BOTH EFFECTIVE WAYS, BUT ALSO IN WAYS THAT THAT SUPPORT THE SUSTAINABILITY ASPECT, RIGHT? WE NEED TO BE ABLE TO ENSURE THAT OUR OFFICERS HAVE THE RESOURCE THAT WE NEED, UH, THAT WE'RE ABLE TO SHARE DATA WITH OUR PARTNERS AND CONTINUE TO COLLABORATE ON SCENES, BUT THAT WE'RE NOT INCURRING ADDITIONAL COSTS, UH, TO DO SO ON BEHALF OF THOSE EXTERNAL AGENCIES. 
          AND SO WE'LL BE WORKING THROUGH SOME DISCUSSIONS WITH THAT TO MAKE SURE THAT WE GET IT, WE GET THAT BALANCE RIGHT. 
          AND THE LAST ONE, UH, AGAIN, LIKE DIRECTOR KEN MENTIONED WITH THE WORLD CUP AND GO LIFE COORDINATION, IT, IT'S NOT JUST ENOUGH TO GET THE, THE RMS TURNED ON, RIGHT? WE HAVE TO HAVE OUR OFFICERS READY TO GO DAY ONE TO ENSURE THAT WE DON'T HAVE GAPS IN SERVICES. 
          AND SO WE DO BELIEVE THAT PUSHING PAST THE, THE WORLD CUP TIMELINE TO GO LIVE MAKES THE MOST SENSE. 
          IT DOES GIVE US SOME ADDITIONAL TRAINING TIME. 
          IT ALSO GIVES US ADDITIONAL RESOURCES, UH, TO BE READY AND SUPPORT ONE ANOTHER AT GO LIVE. 
          SO, UM, WE ARE, UH, I BELIEVE ADEQUATELY ADDRESSING THAT, THAT RISK DIRECTOR. 
          KEN, I'LL TURN TO YOU. 
          OKAY. 
          SO LET'S GO TO THE NEXT SLIDE AND WE WILL LOOK A LITTLE BIT AT CONTRACT AND FINANCIALS. 
          SO THIS SLIDE GIVES YOU A QUICK VISUAL OF THE FORECASTED RMS SPEND OVER A THREE YEAR PERIOD FROM 25 THROUGH FY 27. 
          AND IT ILLUSTRATES, UM, INCLUSIVE OF RMS IMPLEMENTATION AS WELL AS MAINTAINING THE EXISTING TIMON RMS SYSTEM, HARDWARE, UH, PROFESSIONAL SERVICES, ET CETERA. 
          AND SO JUST A QUICK, UM, TIP ON HOW TO INTERPRET THIS. 
          THE ITEMS THAT ARE IN THE DOTTED SHADING ARE THOSE THINGS THAT ARE PART OF THE $11.4 MILLION ADDITIONAL FUNDING THAT WE ARE REQUESTING SPENDING AUTHORITY FOR, WHICH WILL COME BEFORE YOU IN, UH, DECEMBER ON THE 10TH. 
          AND THESE ITEMS MAKE UP, UM, THE THINGS ASSOCIATED, THEY INCLUDE THOSE ADDITIONAL SCOPE ITEMS SUCH AS THE S TERM COMMUNITY REPORTS, THE, UM, INCLUSION OF HOUSTON FIRE DEPARTMENT'S ARSON LICENSES, UM, AS WELL AS THE CRIME TRACER AND SOME OF THESE OTHER APPLICATIONS THAT INTERFACE WITH RMS. SO LET'S TAKE A LOOK AT THE NEXT SLIDE, WHICH REALLY BREAKS DOWN THAT 11.4 MORE SPECIFICALLY WHEN YOU LOOK AT THIS, THIS IS THE ADDITIONAL SPENDING AUTHORITY THAT DR. 
          CUMMINS REFERENCED THAT WE ARE ASKING FOR COUNSEL TO APPROVE, TO ALLOW US TO GET THIS PROJECT RIGHT. 
          YOU CAN SEE THE MAJORITY OF THAT ADDITIONAL SPEND WILL BE THIS, UH, FY 26, UM, FISCAL YEAR WITH A LITTLE BIT OF IT FLOWING OVER INTO FY 27. 
          IN GENERAL, IF YOU START AT THE BOTTOM OF THAT, UH, PILLAR, THAT 1.1 IS THE VERSACE TERM COST, THE ADDITIONAL COST FOR LICENSING, WHICH INCLUDES THESE EXTERNAL AGENCIES THAT WE MAY HAVE TO PURCHASE. 
          UM, AND WE HAVE A GAME PLAN IN PLACE FOR WHETHER WE WILL IMPLEMENT A CHARGEBACK MECHANISM FOR THOSE. 
          THE LIGHTER BLUE IS TIPPERON, THAT'S THE EXISTING RMS SYSTEM FOR THE 1.7. 
          THE $3 MILLION IN GRAY IS THE ADDITIONAL RESOURCES OUTSOURCED PROFESSIONAL SERVICE RESOURCES FOR BOTH PROJECT MANAGEMENT AND TECHNICAL SOLUTIONS. 
          615,000 IS THE PRINTERS WE REFERENCED. 
          THE, UH, 1 MILLION IN YELLOW IS THE FORECASTED SPEND FOR DATA REPLICATION AND REPORTING AND GETTING THOSE SERVICES RIGHT. 
          AND AT THE TOP ARE SOME ANCILLARY SERVICES LIKE THE ADDITIONAL LICENSING. 
          AND SO I BELIEVE THAT IS OUR LAST SLIDE FOR RMS. UM, AND SO WE WILL TRANSITION TO COMPUTER AIDED DISPATCH. 
          OKAY, SO LET'S GO TO THE NEXT SLIDE. 
          SO THIS IS THE SAME ONE SLIDE OVERVIEW OF, HEY, WHAT IS CAD? IT'S ESSENTIALLY THE SOFTWARE SYSTEM THAT THE NINE ONE ONE CALL TAKERS AND POLICE FIRE EMS DISPATCHERS UTILIZE TO TRANSITION THAT CALL OR, UM, MESSAGE THAT COMES IN FROM A MEMBER OF THE PUBLIC WHO NEEDS ASSISTANCE AND TO GET IT DISPATCHED TO THE APPROPRIATE FIRST RESPONDERS. 
          UM, THAT INFORMATION GOES THROUGH THOSE AGENCIES, MOBILE DATA, COMPUTERS, UH, AND ENABLES THEM TO DISPLAY THAT INFORMATION IN THEIR VEHICLES AS THEY'RE RESPONDING. 
          SO, LIKE DR. 
          CUMMINS WAS TALKING ABOUT, WHAT HAPPENS IF CAD ISN'T WORKING? IT ESSENTIALLY MEANS THAT THOSE NINE ONE ONE CALL TAKERS GO BACK TO A MANUAL CALL TAKING, UM, AND DOCUMENTING METHOD AND RADIOING THOSE TICKETS TO THOSE FIRST RESPONDERS. 
          IT DOESN'T MEAN THAT FIRST RESPONDERS DON'T GET THEM NOTICE, BUT IT IS A MUCH LESS EFFICIENT, UH, MECHANISM FOR DOING THAT. 
          AND IT COULD ABSOLUTELY IMPACT RESPONSE TIMES AND LIFE SAFETY BOTH FOR, UM, OFFICERS, YOU KNOW, CITY FIRST RESPONDERS AS WELL AS FOR THE PUBLIC. 
          SO LET'S LOOK AT THE SECOND SLIDE. 
          WE'VE TALKED A LITTLE BIT ALREADY ABOUT WHAT CAD IS, UM, CURRENT CAPABILITIES, 
          [00:50:01]
JUST TO GIVE YOU A LITTLE BIT OF SCALE, THE CURRENT CAD SYSTEM, THOUGH SO FAR THIS CALENDAR YEAR HAS PROCESSED 3.5 MILLION CALLS. 
          IN TERMS OF CHALLENGES AND LIMITATIONS, WE KNOW THAT THIS IS A 20-YEAR-OLD SYSTEM. 
          UH, IT DOESN'T MEAN THAT WE HAVEN'T UPGRADED IT ALONG THE WAY, BUT IT IS A VERY CUSTOMIZED, CUMBERSOME SYSTEM TO, UM, CONTINUE TO MAINTAIN AND UPGRADE AND IT IS NOT ENHANCED 9 1 1 CAPABLE. 
          SO THERE ARE FEATURES AND CAPABILITIES THAT ARE PARTNERS WITH GREATER HARRIS COUNTY 9 1 1 THAT YOU'LL BE HEARING FROM IN A FEW MINUTES, THAT THEY CAN PROVIDE SOME ENHANCED 9 1 1 FEATURES AND CAPABILITIES THAT DON'T YET EXIST IN CAD AND RMS THAT WE NEED TO UPGRADE THOSE SYSTEMS TO BE ABLE TO TAKE ADVANTAGE OF THAT. 
          UM, IN ADDITION, WE SPEND ABOUT $1.5 MILLION A YEAR ON THE CURRENT CAD SYSTEM, AND OF COURSE THAT EXISTING VENDOR IS PERTON, PREVIOUSLY NORTHROP GRUMMAN. 
          UM, AND OVER THAT FY 18 TO 26 TIME PERIOD, WE'VE SPENT ABOUT $10 MILLION. 
          NEXT SLIDE. 
          SO TALKING ABOUT THE FUTURE STATE, UM, WE'VE HAD SOME PRESENTATIONS WITH CITY COUNCIL ALREADY OVER THE LAST COUPLE OF YEARS, BUT CERTAINLY WE WANT TO TAKE ADVANTAGE OF SOME OF THOSE NEW CAPABILITIES, THINGS LIKE TEXTING AND PICTURES TO COME FORWARD FROM CITIZENS THROUGH THE CAD SYSTEM AND FLOW INTO THE RMS SYSTEMS, UM, BOTH FOR POLICE AND FIRE AND EMS. WE ALSO ARE WANTING TO TAKE ADVANTAGE OF SOME ADVANCED MAPPING AND GEOLOCATION FEATURES, PARTICULARLY WHEN IT COMES TO CALLERS ON CELL PHONES. 
          UM, WE ARE, UM, MOVING IN SOME CAPABILITIES THAT ALLOW ENHANCED LOOKUPS WITH OTHER INFORMATION SYSTEMS, THE IMPLEMENTATION TIMELINE. 
          AND WE DO HAVE A GRAPH ON THE NEXT PAGE THAT WE'LL GO THROUGH, BUT THE TARGETED GO LIVE IS 2028. 
          UM, THE RFP SELECTED VENDOR, WE ARE NOT ANNOUNCING YET. 
          WE ARE STILL IN CONTRACT NEGOTIATIONS WITH THE VENDOR, BUT YOU WILL BE HEARING FROM US SOON ON THAT MATTER, CERTAINLY BEFORE WE COME TO COUNCIL IN FEBRUARY. 
          OKAY, SO NEXT SLIDE. 
          THIS IS A SIMILAR TIMELINE, UH, TO WHAT WE SHOWED YOU WITH RMS IN THAT, UM, TYPICAL CAD IMPLEMENTATION PROJECTS ARE IN THAT 18 TO 24 MONTH TIME PERIOD JUST ON THE IMPLEMENTATION PHASE, NOT THE INITIAL PLANNING AND DESIGN AND SELECTION PROCESS. 
          UM, YOU WILL SEE THAT WE ARE, UH, SCHEDULED TO BE GOING LIVE ROUGHLY AROUND THE MARCH OF 28, 28 TIME PERIOD. 
          UH, AND YOU SEE SOME OF THE MILESTONES THAT WE'RE GOING FORWARD WITH NOW AND THAT WE ARE IN THE PREPARATION PHASE DURING WORLD CUP. 
          WE WILL NOT BE IN AN IMPLEMENTATION PHASE AT THAT POINT. 
          SO NEXT SLIDE. 
          SO THESE ARE JUST A FEW OF THE THINGS THAT WE'RE KEEPING OUR EYE ON THAT, BOTH WITH THE EXISTING SYSTEM AS WELL AS THE PROPOSED, UM, IMPLEMENTATION TO THE NEW SOLUTION THAT WE'VE GOTTA WATCH. 
          UM, RIGHT NOW, WE ABSOLUTELY HAVE A MAINTENANCE AND RESOURCE BURDEN UNTIL WE CUT OVER TO THE NEW SYSTEM. 
          WE ABSOLUTELY HAVE TO MAINTAIN THE CURRENT, UM, PERTON CAD SYSTEM TO BE OPERATIONAL, FULLY OPERATIONAL WHILE WE ARE DOING A NUMBER OF OTHER THINGS. 
          SO AN EXAMPLE OF THINGS THAT WE HAVE DONE IN ADDITION TO MONITORING IT, WE HAVE, I THINK WE TALK ABOUT IT ON THE NEXT SLIDE, BUT WE'VE ACTUALLY IMPLEMENTED SOME OF THE HARDWARE THAT SUPPORTS THE EXISTING CAD SYSTEM BECAUSE IT HAD REACHED END OF LIFE. 
          SO THERE ARE THINGS LIKE THAT THAT WE'VE GOTTA KEEP SUSTAINING WHILE WE'RE MARCHING TOWARDS THAT NEW IMPLEMENTATION. 
          THERE ARE A NUMBER OF IMPLEMENT, UH, OF INTEGRATIONS THAT WE NEED TO DO FROM CAD TO A VARIETY OF OTHER SYSTEMS TO MAKE THAT FULLY FUNCTIONAL END-TO-END, UM, CAPABILITY FROM NINE ONE ONE CALL ALL THE WAY THROUGH DISPATCH AND RMS ENTRY. 
          AND SO IDENTIFYING EACH OF THOSE INTEGRATIONS IS SOMETHING THAT WE'RE WORKING ON, UM, HARD TO MAINTAIN AS WELL AS PLANNING THOSE NEW CAPABILITIES TO TAKE ADVANTAGE OF WHAT GREATER HARRIS COUNTY 9 1 1 SYSTEM OFFERS. 
          NEXT SLIDE. 
          WE TALKED A LITTLE BIT ALREADY ABOUT, UM, THE INTERIM HARDWARE UPGRADE FOR THE CURRENT CAD SYSTEM. 
          UH, THE NEW CAD WILL BE BUILT WITH MODERN TECHNOLOGIES, UM, MANY CLOUD PORTIONS OF THAT. 
          AT THIS POINT, WE'RE STILL MAKING SOME FINAL DETERMINATIONS IF IT'S A HUNDRED PERCENT CLOUD OR SOME PORTION ON PREMISE, BUT WE WILL HAVE THOSE DECISIONS MADE BEFORE WE COME BACK TO COUNCIL. 
          UM, AND THEN FINALLY, THE MENTION ABOUT WORLD CUP, THE PHASE THAT THE CAD PROJECT WILL BE IN WILL LARGELY BE TECHNICAL AND WILL NOT BE A BURDEN TO ANY OF THE FIRST RESPONDERS WHO WILL HAVE, UM, MANY OTHER THINGS TO THINK ABOUT AND DO DURING THAT TIME PERIOD. 
          AND I BELIEVE THAT WAS OUR LAST SLIDE. 
          AND SO WE'RE READY FOR ANY QUESTIONS YOU MIGHT HAVE FOR EITHER HPD OR 
          [00:55:01]
HITS. 
          WELL, FIRST THANK YOU BOTH FOR THE PRESENTATION. 
          UM, BOTH OF THOSE SYSTEMS ARE JUST ABSOLUTELY CRITICAL FOR PUBLIC SAFETY. 
          SO I KNOW THAT, YOU KNOW, HOW IMPORTANT IT IS TO MAKE SURE THAT BOTH OF THOSE ARE DONE CORRECTLY. 
          UM, FOR RMS, UM, WHAT DOES THE TRAINING LOOK LIKE FOR THE OFFICERS AND WHAT IS THE TIMELINE FOR THAT? I DON'T THINK I SAW THAT IN THE, THE TIMELINE. 
          SO WE HAVE, UH, PROCURED A, A, A NEW APPLICATION THAT WILL HELP US BUILD SOME INTERACTIVE ONLINE BASED TRAINING. 
          WE'RE GONNA BE CREATING, UH, BETWEEN 20 AND 30 HOURS OF MODULE BASED TRAINING THAT CAN BE TAKEN, UH, PROBABLY STARTING AROUND THE FEBRUARY, MARCH TIMEFRAME, UM, AND WOULD BE, UH, TAKEN ALL THE WAY THROUGH GO LIVE, UH, WITH THE ABILITY TO REPEAT TRAINING, UH, FOR FOLKS WHO MAYBE AREN'T CATCHING ON OR COME AT A LATER POINT IN TIME. 
          OKAY. 
          AND, UM, FOR THE DATA FOR THE NEW RMS SYSTEM, IF WE HAVE TO SWITCH, YOU KNOW, YEARS DOWN THE ROAD TO ANOTHER RMS SYSTEM, HOW EASY IS THE DATA GOING TO BE TO SHIFT? I MEAN, I KNOW IT'S HARD TO TELL WHAT TECHNOLOGY WOULD BE AVAILABLE, YOU KNOW, 10 YEARS DOWN THE ROAD. 
          YEAH. 
          BUT IS IT, UM, GOING TO BE STORED IN A WAY MAYBE THAT'S EASIER TO EXTRACT IN THE FUTURE? SHOULD WE NEED TO THAN OUR CURRENT SYSTEM? IT HAS TO BE, YES. 
          OKAY. 
          . 
          SO, SO OUR, OUR PRIOR, YOU KNOW, WE'RE, WE'RE COMBINING DATA FROM OUR OLO, UH, IF YOU REMEMBER, PRIOR TO OUR PRE TRON RIGHT. 
          COMPARE, UH, AS WELL AS THE DATA THAT WE HAVE IN OUR TRON. 
          SO IN MOVING FORWARD, IF WE HAVE A MORE SUSTAINABLE APPROACH TO MAINTAINING A DATA WAREHOUSE WHERE WE ARE SORT OF MAINTAINING CO CENTRALLY THESE DATA, UH, WE HAVE, UM, SOME TRANSFORMATIONS WHERE THE DATASETS MAKE SENSE TOGETHER, UH, THEY WOULD BE BETTER PREPARED FOR TRANSITION IF WE WERE TO SWITCH AGAIN. 
          OKAY. 
          AND THEN FOR THE CAD SYSTEM, THE 2028, UM, IMPLEMENTATION TIMELINE, DO WE BELIEVE THAT THAT'S REASONABLE? CONSIDERING WE DON'T HAVE THE, YOU KNOW, YOU'RE STILL IN CONTRACT NEGOTIATIONS, ARE WE PRETTY REASONABLE THAT THAT WOULD BE IMPLEMENTED BY THEN? YES. 
          YES, WE DO. 
          FOR THE CAD PROJECT, ONE OF THE THINGS THAT WE DID, UM, MUCH TO COUNCIL MEMBER CAYMAN'S FRUSTRATION, I KNOW SHE WANTED US TO MOVE FASTER WITH THE IMPLEMENTATION, BUT THIS IS ONE OF THOSE WHERE WE TOOK A VERY CAREFUL APPROACH TO MEASURE TWICE CUT ONCE, RIGHT? SO WE ENGAGED CONSULTING SUPPORT TO HELP US IDENTIFY THE REQUIREMENTS AND TO GO THROUGH A VERY SPECIFIC PLANNING PROCESS AS WE DID THE RFP. 
          AND SO I FEEL VERY CONFIDENT ABOUT THIS SCHEDULE. 
          GREAT. 
          I ALSO WANT IT DONE AS SOON AS POSSIBLE, BUT I, I GET THAT, YOU KNOW, WE NEED TO MAKE SURE THAT IT'S DONE RIGHT. 
          SO YES MA'AM. 
          YEP. 
          UM, OKAY. 
          COUNCIL MEMBER HUFFMAN, THANK YOU. 
          I THINK YOU WERE THE PRESENTATION, I KNOW THAT YOU MENTIONED THAT LAST TIME WHEN RMS WAS UPDATED, UM, THE DATA WASN'T BROUGHT OVER. 
          WHEN WAS THAT? WE MADE THE TRANSITION, THE IMPLEMENTATION, THE TERON SYSTEM IN, UH, MID-YEAR, 2020 OR 2014. 
          WE HAD A MECHANISM TO BRING THE DATA IN MANUALLY, AND THEY DID A COUPLE OF PASSES AT BRINGING SOME DATA OVER. 
          IT WASN'T NEAR AS LARGE AS WE ARE, UH, WORKING ON CURRENTLY. 
          AND SO WITH, UM, THE PRIOR DATA THAT WASN'T BROUGHT OVER WITH THIS NEW SYSTEM, WILL THAT OLD DATA BE BROUGHT OVER OR WILL WE JUST START FROM WHAT WE HAD? THE, THE INTENTION A SUCCESSFUL DATA MIGRATION WOULD INCLUDE AT MINIMUM TWO TO THREE YEARS OF HISTORICAL DATA AND OFFENSE REPORTS. 
          UH, PLUS THE ABILITY TO MIGRATE IN MANUALLY CASES WHEN WE NEEDED TO PROCESS PROPERTY OR, OR FOR LONGER INVESTIGATIONS. 
          UM, WE, WE HAVE A PHASED IN APPROACH BOTH PRIOR TO GO LIVE AND POST GO LIVE AS PART OF A CONTINUING DATA EFFORT. 
          THANK YOU. 
          COUNCIL MEMBER FLICKINGER, THANK YOU FOR THE PRESENTATION. 
          UM, THE ORIGINAL RMS GO LIVE DATE WAS NOVEMBER, 2024. 
          THEN WE BACKED IT UP TO, I GUESS SIX MONTHS TO MAY. 
          UM, THE NEW LIVE DATE, I GUESS ANOTHER YEAR AND A HALF EXTENSION, ARE WE ANY MORE CONFIDENT THAT THAT ONE'S GONNA WORK VERSUS THE PREVIOUS TWO? YEAH. 
          THE NEW GO LIVE DATE FOR RMS IS OCTOBER OF 26. 
          SO IT'S ABOUT A YEAR FROM NOW. 
          UM, WE DO HAVE MORE CONFIDENCE, BUT LET ME SAY, WE STILL HAVE PLENTY OF CONCERNS. 
          THIS IS ONE OF THE REASONS WHY WE ARE HEDGING WITH THE ADDITIONAL, UM, SPENDING AUTHORITY IF IT IS NEEDED FOR THE TRON RMS. UM, AND EVEN IF THE GO LIVE DOES REMAIN ON OCTOBER OF 2026, WE DO ANTICIPATE WE MAY NEED THAT ADDITIONAL TIME FOR DATA PURPOSES, UM, OTHER TYPES OF DOCUMENTATION AND MIGRATION. 
          BUT, UM, I DO THINK THAT NOW THAT WE GOT THE RESOURCES THAT WE NEEDED LAST MONTH, THAT WE HAVE A GOOD SHOT AT MAKING OCTOBER OF 2026. 
          THANK YOU STAFF FROM COUNCIL MEMBER RAMIREZ'S OFFICE. 
          THANK YOU. 
          THANKS. 
          UM, SO, SO THE 1.87 MILLION THAT IS THE NEW REQUEST, IF I UNDERSTOOD, TO HELP 
          [01:00:01]
YOU ACHIEVE THE, THIS ON, ON SLIDE FOUR, THE TERON, THAT'S A NEW NEW REQUEST, RIGHT? UNANTICIPATED, RIGHT, RIGHT. 
          THAT IS EXTENDING THE CURRENT RMS, THE TE CURRENT TERON RMS SYSTEM, UH, FOR AN ADDITIONAL YEAR THROUGH MAY OF 2027. 
          AND SO TODAY, WHAT ARE, WHAT ARE YOUR TOP CONCERNS ABOUT MEETING THE DEADLINE? OH, WOW. 
          THERE'S A WHOLE LOT OF SLIDES IN THERE ABOUT THAT. 
          THERE ARE A NUMBER OF CONCERNS THAT, UH, DR. 
          CUMMINS WENT THROUGH ABOUT DATA REPLICATION, ABOUT DECISIONS THAT WE HAVE TO MAKE ABOUT HOW WE'RE GOING TO HANDLE THESE EXTERNAL, UM, AGENCIES WHO MAY NEED TO HAVE ACCESS INTO RMS. UM, YEAH, I THINK THAT THE MOST SIMPLE WAY TO PUT IT IS WE KNOW HOW THE SYSTEM FUNCTIONS. 
          WE ARE STILL DETERMINING AND MAKING SURE THAT WE ARE EFFICIENT, THAT WE ARE OPERATING WELL WITHIN THE SYSTEM. 
          SO, UH, I, I DO BELIEVE WE COULD TURN IT ON IT'S CONFIGURED. 
          WE COULD TAKE AN OFFENSE REPORT. 
          I, I, I WANNA MAKE SURE THAT THE DATA THAT WE'RE COLLECTING MAKES SENSE DOWNSTREAM. 
          I WANNA MAKE SURE THAT OUR OPERATIONAL INVESTIGATIVE WORKFLOWS WORK FOR US, NOT AGAINST US. 
          I WANNA MAKE SURE THAT THAT DATA THAT WE'RE COLLECTING, WE CAN SHARE IN A WAY THAT WORKS WITH OUR PARTNERS. 
          UM, SO IT'S, IT'S, THE SYSTEM WORKS, IT'S HOW DO WE WORK WITHIN THE SYSTEM AND WE'RE REALLY FOCUSED ON BUTTING UP THOSE, THOSE WORKFLOWS. 
          AND SO THE TEAM THAT'S IMPLEMENTING THIS, IS IT 20 PEOPLE? IS IT YOU AND TWO PEOPLE? WHAT'S THE EDUCATE ME? WHAT'S THE YEAH, SO IT'S, IT'S LARGELY, UH, FOLKS FROM MY, FROM MY COMMAND. 
          UH, SO THERE ARE THREE PROJECT SPONSORS. 
          WE HAVE PROBABLY ABOUT 30, UH, INDIVIDUALS THAT ARE ASSIGNED AT LEAST ON AN FTE, IF NOT A, YOU KNOW, A FULL-TIME BASIS FROM MY SHOP. 
          WE HAVE SOME ADDITIONAL FOLKS FROM THE HIT SHOP, AS WELL AS SOME FOLKS THAT WE BROUGHT ON FROM MISSION CRITICAL PARTNERS. 
          SO I WOULD SAY THROUGHOUT THE DIFFERENT WORK STREAMS, THERE'S PROBABLY ABOUT 45 PEOPLE. 
          GOTCHA. 
          AND YOU'RE, YOU'RE KIND OF LEADING THIS YES. 
          THIS PROJECT. 
          AND SO IF WE LOOK BACK OVER WHAT'S HAPPENED SO FAR, UM, ANY KIND OF SORT OF EVALUATION OR DEBRIEF THAT YOU'VE DONE INTERNALLY WITH WRITTEN SORT OF, HERE ARE OUR LEARNINGS, OR HERE'S WHAT DIDN'T GO SO WELL, AND WE'RE FIXING IT, OR SOMETHING LIKE THAT. 
          YEAH, YEAH. 
          I HAVE DONE SOME REGULAR DEBRIEFS WITH OUR, WITH OUR, UH, TEAM. 
          UH, WE HAVE CONVERSATIONS ABOUT OUR WORKFLOWS WHERE I THINK THERE'S ROOM FOR IMPROVEMENT WHERE I, I FIND SOMETHING THAT I'M NOT QUITE, YOU KNOW, DON'T WANT TO REPLICATE THOSE KINDS OF THINGS. 
          YES, WE HAVE THOSE CONVERSATIONS INTERNALLY. 
          OKAY. 
          AND, AND LAST QUESTION. 
          SO IF, IF HPD SAYS, UM, YOU KNOW, WE'RE CHANGING THIS ON OUR END, WE NEED THIS TO ADAPT ON YOUR END, OR WE HAVE A CONCERN ABOUT THIS, WHO'S ULTIMATELY THE, THE POINT PERSON FOR THEM TO, TO GET WITH, FOR AN EXTERNAL AGENCY OR ANOTHER PARTNER OR WHOM? NO, IF, IF HPD HAS CONCERNS ABOUT USING THE SYSTEM OR THE SYSTEM ASSETS, IT'S GOING TO BE BUILT. 
          IS IT YOU WHO'S RESPONSIBLE ULTIMATELY, OR WHO'S THE, WHO'S THE, IF THEY'RE YOUR CLIENT OR YOUR CUSTOMER, WHO'S THE, THE MAIN PERSON? YEAH. 
          YEAH. 
          WE MAKE, WE MAKE, UH, DECISIONS AT THAT LEVEL WITHIN THE STEERING COMMITTEE WITH APPROVAL FROM THE HOUSTON POLICE DEPARTMENT'S EXECUTIVE TEAM. 
          UH, WE HAVE MADE REALLY CONSCIOUS EFFORT NOT TO SORT OF REPEAT SOME OF THE PAST PROBLEMS WITH SYSTEMS WHERE WE'RE DOING OVERLY UH, SORT OF CUSTOMIZATION. 
          UM, WE'RE REALLY LOOKING AT HOW DOES THIS, HOW IS THE SYSTEM INTENDED TO OPERATE? WHAT MAKES SENSE? AND, AND CAN WE, CAN WE WORK WITHIN THAT? OKAY. 
          THANK YOU. 
          YEAH, SURE. 
          ALRIGHT. 
          THANK YOU BOTH FOR THE PRESENTATION. 
          WE APPRECIATE IT. 
          WE'LL MOVE ON TO OUR FINAL PRESENTATION, THE GREATER HARRIS COUNTY 9 1 1 EMERGENCY NETWORK, UM, FOR THEIR ANNUAL BUDGET PRESENTATION. 
          THANK YOU. 
          WE ARE READY TO GO. 
          ALRIGHT. 
          GOOD MORNING CHAIR AND, UH, COUNCIL MEMBERS. 
          I'M DIRECTOR JACKSON OF THE HOUSTON EMERGENCY CENTER, ALONG WITH ME FROM GHC ROGER HAWK. 
          TO MY LEFT RICHARD CORBIT, UH, THE FINANCIAL MANAGER. 
          THANK YOU FOR THE OPPORTUNITY TO PRESENT THE GREAT HARRIS COUNTY 9 1 1, UH, FY 2026 BUDGET. 
          UH, GHC CONTINUES TO BE A VITAL PARTNER IN MAINTAINING AND ADVANCING THE TECHNOLOGY INFRASTRUCTURE THAT SUPPORTS THE HOUSTON EMERGENCY CENTER AND EMERGENCY COMMUNICATIONS NETWORK. 
          SERVING HARRIS AND FORT BEND COUNTIES. 
          UH, THE PROPOSED BUDGET PRIORITIZED CONTINUED INVESTMENT IN SALARIES, SYSTEM RELIABILITY, SECURITY, AND MODERNIZATION. 
          IT FUNDS CRITICAL NETWORK MAINTENANCE, NEXT GEN, UH, 9 1 1 UPGRADES AND GS GIS ENHANCEMENTS TO ENSURE ACCURATE, EFFICIENT, AND UNI UNINTERRUPTED EMERGENCY COMMUNICATIONS THAT STRENGTHENS PUBLIC SAFETY ACROSS THE REGION. 
          IT IS MY RECOMMENDATION THAT THE PUBLIC SAFETY COMMITTEE AND CITY COUNCIL APPROVE FY 2026 JC 9 1 1 BUDGET AS PRESENTED, UH, SHORTLY HERE. 
          THIS FUNDING IS ESSENTIAL TO SUSTAINING AND ENHANCING, UH, THE INFRASTRUCTURE THAT SUPPORTS 
          [01:05:01]
THE HOUSTON EMERGENCY CENTER'S OPERATIONS AND ITS MISSION TO PROVIDE THE CITIZENS AND VISITORS OF HOUSTON WITH EFFICIENT, ACCURATE, AND PROFESSIONAL SERVICE WHEN PROCESSING LIFE-THREATENING EMERGENCY CALLS. 
          AND I'LL TURN IT OVER TO ROGER. 
          GOOD, THANK YOU. 
          UH, YES, ROGER, HOW I'M THE NINE ONE SERVICE OFFICER AT GREATER HARRIS COUNTY NINE ONE EMERGENCY NETWORK. 
          I THOUGHT I WOULD GIVE A JUST A QUICK OVERVIEW OF KIND OF WHO WE ARE AND WHAT WE DO. 
          SO EVERYONE KIND OF UNDERSTANDS OUR ROLE IN THIS. 
          UM, AGAIN, WE'RE THE GREATER HARRIS COUNTY NINE ONE EMERGENCY DISTRICT. 
          WE'RE ONE OF 27 EMERGENCY COMMUNICATION, EMERGENCY COMMUNICATION DISTRICTS THROUGHOUT THE STATE OF TEXAS. 
          UM, AS RODERICK POINTED OUT, OUR SERVICE AREA INCLUDES HARRIS AND FORT BEND COUNTY, WHICH ENCOMPASSES 49 CITIES. 
          SOME ARE WHOLLY OR PARTIALLY WITHIN THOSE BOUNDARIES. 
          AND THIRTY SEVEN NINE ONE ONE CALL CENTERS THROUGHOUT THE REGION THAT WE SUPPORT. 
          AND, UH, THESE CENTERS ANSWER THE 9 1 1 CALLS FOR POLICE, FIRE AND MEDICAL ASSISTANCE, UM, WITHIN THEIR RESPECTED AREAS OF RESPONSIBILITY. 
          UH, IT'S A, IT'S A POPULATION OF JUST AROUND 6 MILLION THROUGHOUT OUR DISTRICT CITIZENS THAT WE SUPPORT. 
          AND WE'RE ON TARGET THIS YEAR, HOPING NO BIG EVENTS TO, TO COME IN AROUND 4 MILLION, UH, 9 1 1 CALLS THROUGHOUT THE ENTIRE DISTRICT. 
          UM, KIND OF WHAT WE DO. 
          WE PROVIDE THE NINE ONE INFRASTRUCTURE TECHNOLOGY AND CALL TAKING SOLUTIONS FOR ALL OF THESE CENTERS, ALL 37 CENTERS, ALONG WITH THE SUPPORT AND, AND MAINTAINING OF THOSE SYSTEMS. WE ALSO PROVIDE A, A VERY COMPREHENSIVE TRAINING PROGRAM TO TRAIN, UH, JUST A LITTLE OVER 1100 CALL TAKERS THROUGHOUT THE DISTRICT ON THE SOLUTIONS TO THINGS THAT WE PROVIDE. 
          UM, ALONG WITH THAT TRAINING WE OFFER, WE ALSO OFFER PROFESSIONAL GROWTH CLASSES THAT ASSIST ALL THE TELECOMMUNICATORS IN MAINTAINING, UH, THEIR BASIC TELECOMMUNICATORS LICENSE, WHICH IS REQUIRED BY THE STATE OF TEXAS THROUGH TECO. 
          AND THAT'S KIND OF A BRIEF OVERVIEW OF, OF KIND OF WHO WE ARE AND WHAT WE DO. 
          AND, AND I WILL TURN IT OVER TO OUR FINANCIAL OFFICER, RICK CORBETT. 
          UH, GOOD AFTERNOON COUNCIL MEMBERS. 
          UM, I THINK THAT THE WAY I, I WANTED TO, I, I'M, I'M A NUMBERS GUY, SO JUST BEAR WITH ME ON KIND OF THAT, THAT, UH, BUT AGAIN, I'M RICK CORBETT. 
          I'M THE FINANCIAL OFFICER OF GHC 9 1 1. 
          UM, I THINK THAT THE, WHERE I WANT TO START WITH MORE THAN ANYTHING IS THAT, IN ADDITION TO WHAT ROGERS SAID, WE ARE A SPECIAL DISTRICT OF THE STATE OF TEXAS. 
          THAT'S OUR, OUR CLASSIFICATION AS A GOVERNMENT ENTITY. 
          AND WE HAVE OUR OWN BOARD OF MANAGERS. 
          UH, WE MEET ON A MONTHLY BASIS TO GO OVER OUR FINANCIALS AND STUFF. 
          SO THAT'S OUR ORGANIZATIONAL DEPART. 
          SO THIS IS A LITTLE EDUCATIONAL HERE, BUT, UM, IN STARTING WITH, WITH THE BUDGET AND THE SCREEN THAT, THAT WE DO HAVE UP, I'D LIKE YOU TO, UH, I REALLY WANT TO TALK ABOUT THE FIRST LINE ITEM THERE. 
          SERVICE FEES. 
          IT SAYS $48 MILLION. 
          UM, FROM AN EDUCATIONAL STANDPOINT, IT'S MADE UP TWO, TWO MAIN THINGS. 
          WIRELESS FEES AND WHAT WE CALL NON NON-WIRELESS FEES. 
          WIRELESS FEES COME FROM YOUR CELL PHONE BILL, 50 CENTS EVERY MONTH. 
          AND THAT THOSE CELL PHONE FEES ARE COLLECTED, UH, UM, FROM THE CELL PHONE PROVIDERS TO THE STATE OF TEXAS CONTROLLER'S OFFICE PULLS ALL THAT MONEY TOGETHER. 
          AND THEN THERE'S AN ALLOCATION THAT'S DONE BASED UPON POPULATION IN, UH, OF, OF OUR 9 1 1 THROUGH THE REST OF THE 9 1 1 ENTITIES IN TEXAS. 
          SO WE, WE, WE ARE THE CLEARLY THE LARGEST. 
          WE COMMAND ABOUT 20% OF THE OVERALL SERVICE FEES THAT COME IN FROM, FROM THAT, THAT OF THE 48,000 THAT COMPRISES ABOUT THIR, UH, 48 , 48 MILLION. 
          THAT COMPRISES ABOUT 36 MILLION. 
          THE SECOND ITEM, WHICH IS, UH, A LITTLE BIT LESS, UM, IS, UM, ALSO PROVIDED BY, UH, UH, SERVICE, UH, TELECOM SERVICE COMPANIES, UH, FOR BUSINESS LINES, UH, RESIDENTIAL LINES AND BUSINESS TRUNKS. 
          IT'S MORE OF A MANUAL PROCESS. 
          THE, UH, SERVICE PROVIDERS, UM, KNOW, KNOW OF THESE FEES, THESE FEES ARE ACTUALLY DIRECTED, UH, BY US, UH, AND ARE, UM, UH, SENT OUT TO THE SERVICE PROVIDERS, UH, ON AN ANNUAL BASIS. 
          IT HASN'T CHANGED SINCE 2017. 
          SO WE'VE DISTILLED THE SAME NUMBER. 
          SO THOSE NUMBERS ARE LIKE, UM, 80 CENTS FOR RESIDENTIAL LINES, A DOLLAR 40 FOR, UH, BUSINESS LINES AND BUSINESS TRUNKS. 
          SO THOSE ARE KIND OF WHERE OUR, OUR REVENUE STREAM COMES FROM. 
          AGAIN, 36 MILLION FROM WIRELESS FEES AND ANOTHER $12 MILLION, OR 12, YEAH, $12 MILLION FROM NON-WIRELESS FEES. 
          THE REASON WHY I BRING THIS UP, 'CAUSE THIS, 
          [01:10:01]
YOU KNOW, FINANCIAL PEOPLE, THEY GOTTA TELL YOU THE GOOD NEWS AND THEY GOTTA TELL YOU THE BAD NEWS. 
          THE BAD NEWS IN THIS AREA IS THAT WIRELESS FEES, THE 50 CENT THAT I WAS TALKING ABOUT, UM, HASN'T CHANGED SINCE 1994. 
          ALL WIRELESS OPERATIONS IN, IN, IN THE STATE OF TEXAS ARE BEING PRESSED RIGHT NOW, UH, BECAUSE THOSE FEES, UH, HAVE NOT INCREASED. 
          BUT AS WE KNOW, ANY, EVERYBODY SHOULD EXPECT, YOU KNOW, THREE TO 4% INCREASES IN COSTS JUST AS YOU GUYS DO. 
          WE EXPERIENCE THOSE TOO. 
          SO, UH, WE WERE ALMOST AT A STAGNANT, UH, UH, REVENUE OR RECEIPTS PART. 
          THERE'S, THE GOOD NEWS ON IT IS, IS THAT WE DO HAVE LEGISLATION. 
          UH, WE ARE WORKING WITH THE, UH, UH, STATE OF TEXAS, THE, THE HOUSE OF REPRESENTATIVES IN THE SENATE AND BEEN WORKING WITH THEM FOR OVER THREE YEARS IN ORDER TO GET A FEE, WHAT'S CALLED A FEE INCREASE. 
          UH, WE WOULD LOVE ANY HELP THAT YOU CAN GIVE US IN THAT PARTICULAR AREA. 
          UM, RIGHT NOW, THE, THE, THE NEXT SESSION THAT THAT COULD COME INTO PLAY FOR US IS IN 2 0 2 7 WITH A, A POTENTIAL INCREASE IN, FOR US POTENTIAL, UH, IN 2 0 2 8. 
          SO I'VE GOT, I'VE GOT A REALLY FLAT REVENUE, REVENUE STREAM, AND I'VE GOT COST INCREASING AT ABOUT, YOU KNOW, THREE TO FOUR OR 5% A YEAR. 
          SO I WANTED TO JUST SHARE THAT WITH YOU BECAUSE THAT'S, THAT'S, UH, ONE OF THE CRITICAL FACTORS THAT, THAT, THAT WE ARE LOOKING AT. 
          UH, WHAT, WHAT ARE WE GONNA DO TO CONTINUE TO FUND OUR, OUR, UH, MAJOR CALL CENTERS AND OUR, AS ROGER INDICATED, THE OTHER 34, UM, UH, SMALLER CALL CENTERS THAT WE DO. 
          ANYBODY HAVE ANY QUESTIONS ABOUT THAT PART? 'CAUSE THAT'S A REALLY CRITICAL PART. 
          COUNCIL MEMBER ALCORN? YES, I DO. 
          THANK YOU. 
          WHAT I'M FAMILIAR WITH A FLAT REVENUE STREAM AND INCREASING COSTS. 
          , WE HAVE THE SAME ISSUE. 
          UM, SO WHAT IS THE, SO IS THE 50 CENTS ACROSS THE STATE STATEWIDE? EVERYBODY'S 50 CENTS. 
          IT'S, IT'S FOR, UH, CELL PHONES AND ANY KIND OF, AND WHAT'S THE LANDLINE RATE? THE, NO, THE LAND, UH, LANDLINES ARE 80 CENTS. 
          THE BUSINESS CELL PHONES ARE DOLLAR 40. 
          UH, AND BUSINESS, UH, BUSINESS LINES, A DOLLAR 40, BUSINESS LINES A DOLLAR 40, LANDLINES 80, 80 CENTS. 
          AND CELL PHONES 50. 
          YES. 
          AND WHAT DOES THE BILL THAT Y'ALL BEEN WORKING ON RAISE THEM TO? WELL, THAT'S WHERE THE NEGOTIATION, OKAY, SO IT'S NOT SET YET. 
          IT'S KIND OF COMING IN, YOU KNOW, WE WERE LOOKING AT A COUPLE DIFFERENT WAYS OF DOING IT. 
          UH, ONE IS MORE, I MEAN, IF, IF WE WOULD CATCH UP PER INFLATION, WE WOULD MOVE IT TO 70 CENTS RIGHT OFF THE BAT. 
          BUT WHEN WORKING WITH, WITH OUR, OUR, OUR FRIENDS IN, IN AUSTIN AND STATE , WE MAY, WE MAY GO FOR A MORE STAGGERED APPROACH. 
          LIKE, YOU KNOW, LET'S JUST INCREASE IN QUARTER, UH, MAYBE WITH THE COLA RATE ON AN ANNUAL BASIS. 
          OKAY. 
          AND JUST TO HAVE THAT, HAVE THAT POP THAT WAY. 
          SO THERE, THERE'S, THAT'S STILL OUT THERE AS TO WHAT THAT MAY LOOK LIKE. 
          OKAY. 
          AND, AND HAS, HAVE BILLS BEEN INTRODUCED AND JUST NOT GONE ANYWHERE IN THE PAST COUPLE SESSIONS, OR THEY'VE NOT GOTTEN, THEY'VE, THEY'VE BEEN INTRODUCED, BUT THEY HAVE NOT GOTTEN TO COMMITTEE. 
          ACTUALLY, THIS LAST YEAR WE DID HAVE ONE GET TO COMMITTEE, BUT IT DIDN'T, DID NOT GET OUTTA COMMITTEE. 
          OH, OKAY. 
          OKAY. 
          YES. 
          OKAY. 
          AND IT'S, IT'S A JOINT EFFORT WITH ALL OF THE DISTRICTS, THE 27 DISTRICTS THROUGHOUT THE STATE OF TEXAS TO WORK WITH THE FOLKS IN, IN AUSTIN TO TRY TO, TO GET A FEE INCREASE. 
          THIS FEE INCREASE IS MAINLY JUST FOR THE WIRELESS. 
          THE 50 CENTS ON THE WIRELESS IS, WHICH IS, WHICH IS THE ORIGINAL 50 CENTS WHEN WE FIRST STARTED WIRELESS INTO THE NINE ONE SYSTEMS BACK IN 1997 IS, IS WHEN THAT FEE WAS SET. 
          AND IT HASN'T BEEN INCREASED SINCE. 
          WHAT ABOUT THE OTHER, THE, THE BUSINESS AND THE, AND THE LANDLINE? ARE THOSE SET A LONG TIME AGO TOO? OR? 2017 WAS THE LAST INCREASE THAT WE DID. 
          OKAY. 
          BUT IT IS A LEVER FOR US TO BE ABLE TO WORK IN THAT AREA, BUT IT'S, IT'S, IT'S SENSITIVE AND WE'RE, WE'RE VERY CAUTIOUS ABOUT RAISING THAT ONE. 
          SO BACK IN THE DAY WHEN THERE WAS JUST LANDLINES, WAS THAT, I I, I THINK THERE'S MORE CELL PHONES THAN THERE WERE LANDLINES, RIGHT? TODAY, YES. 
          THE, THE, I MEAN AS FAR AS THE REVENUE STREAM IS CONCERNED, 36 MILLION FOR CELL PHONES, 12 MILLION, YEAH. 
          FOR LANDLINES AND RESIDENTIAL LANDLINES AND RESIDENTIAL ALSO ARE DECREASING AT THE RATE OF ABOUT 2% PER YEAR, AS YOU CAN IMAGINE, PEOPLE NOT CARRYING THE LANDLINES ANYMORE. 
          SURE. 
          OKAY. 
          OKAY. 
          THANK YOU. 
          OKAY. 
          VERY GOOD. 
          COUNCIL MEMBER FLICKINGER? YES. 
          THANK YOU FOR THE PRESENTATION. 
          UM, JUST MY 2 CENTS. 
          I THINK IF YOU JUST TIED IT TO CPI FOR YOUR INCREASE, UH, I THINK THAT'S PRETTY PALATABLE FOR, FOR A LOT OF PEOPLE. 
          I MEAN, IT MAKES SENSE TO 
          [01:15:01]
EVERYBODY AS YOUR COSTS GO UP. 
          IT'S, THAT'S WHAT'S IT'S BEEN DISCUSSED ON HOW WE, HOW WE MOVE THAT THING. 
          YEAH. 
          AND I AGREE WITH YOU. 
          IF YOU DO THAT EVERY YEAR, THEN YOU DON'T HAVE TO WORRY ABOUT COMING BACK. 
          RIGHT. 
          AND IT BECOMES PART OF LEGISLATION TOO. 
          SO THAT'S REALLY THE KEY. 
          SO WE WON'T HAVE TO RUN INTO ANOTHER 10 YEARS FROM NOW AND HAVING TO GO FOR IT AGAIN. 
          YES. 
          UM, I GOT A QUESTION ON THE LAST PAGE. 
          SHOWS, UH, SALARIES FOR THE CITY OF HOUSTON WENT UP 4.5%. 
          IS THAT THE SAME HEAD COUNT? UH, IT'S BUDGETED 179, UH, PERSONNEL. 
          IS THAT THE SAME AS THE PREVIOUS YEAR? SAME. 
          SAME? YES. 
          OKAY. 
          SO APPLES TO APPLES, YES. 
          YES, SIR. 
          I SAW THE COUNTIES WENT UP BY 26%. 
          NOW, VERY INTERESTING. 
          I WOULD'VE ADDRESSED THIS IN THE MAIN, UH, UH, PRESENTATION. 
          UM, WE FOUND A BLIP, UH, HARRIS COUNTY FOUND A BLIP AND WE AGREED WITH IT. 
          I DON'T LIKE TO REPORT ON HARRIS COUNTY, BUT THEY HAD FORGOTTEN TO, UH, ASK FOR REIMBURSEMENT FOR THEIR HEALTH INSURANCE FOR THEIR CALL TAKERS. 
          1.9 MILLION A YEAR. 
          OKAY. 
          SO, AND IN 2 0 2 5, IT WAS NOT IN THE BUDGET. 
          IN 2 0 2 6, IT IS IN THE BUDGET. 
          OKAY. 
          THANK YOU VERY MUCH. 
          AND WE DID, WE DID ACTUALLY REIMBURSE THEM, YOU KNOW, FOR THEIR HEALTH INSURANCE. 
          SO, BUT UP TO THAT POINT, UH, THERE WAS A GLITCH IN THERE, UH, UH, INVOICING TO US THAT DIDN'T INCLUDE HEALTH INSURANCE. 
          I DON'T KNOW HOW THAT HAPPENED, BUT SOMEHOW IT DID. 
          OKAY. 
          NOT FOR US, BUT FOR THEM. 
          APPRECIATE IT. 
          OKAY. 
          VERY GOOD. 
          UM, BACK TO SLIDE ONE. 
          AND WE'RE BACK THERE AGAIN. 
          JUST WANT TO, UH, GO QUICKLY THROUGH, UH, A COUPLE THE MAJOR LINE ITEMS ON OUR OVERALL BUDGET. 
          UH, THE SAL, UH, IN THE OPERATIONAL BUDGET, THE SALARY'S 6.8 MILLION. 
          UH, WE'VE ONLY, UH, BEEN REQUESTED A 3.5 INCREASE IN SALARY AND BENEFITS, AND OUR EMPLOYEE HEAD COUNT REMAINS AT 47. 
          SO NO INCREASES IN HEAD COUNT THERE. 
          I'M GONNA SKIP MATERIALS AND SUPPLY, GO TO PUBLIC EDUCATION, BECAUSE I THINK IT'S ACTUALLY VERY, VERY IMPORTANT, YOU KNOW, UM, THAT IT'S A NICE LITTLE NUMBER OF PUBLIC EDUCATION ABOUT 9 1 1 AND SERVICES, UM, THAT WE'RE, WE'RE PROVIDING TO, UM, WHAT WAS IT, ROGER? UH, DON'T CALL US FOR THAT RECENTLY. 
          YEAH. 
          SO IT WAS, IT WAS A RECENT AD CAMPAIGN THAT WENT OUT. 
          SOME OF YOU MAY OR MAY NOT HAVE SEEN IT OR HEARD IT ON SOME OF THE LOCAL CHANNELS OR ON ACROSS THE RADIO BROADCASTS. 
          OKAY. 
          AND, UM, AGAIN, IN INCLUDED IN THAT TOO, IS THE, UH, COST THAT WE HAVE, UM, UH, FOR, UH, OUR MEDIA CAMPAIGNS INCLUDING THIS. 
          UH, SO THAT'S WHAT THOSE ARE REALLY ABOUT. 
          UH, WE DID PUT IN A NEW, UH, WE ARE PUTTING IN A NEW SOCIAL MEDIA SYSTEM. 
          WE'VE REALLY FOUND THAT, UH, WITH THE TECHNOLOGY ON THAT AND BEING ABLE TO USE ALL THE, THE RESOURCES THAT ARE OUT THERE TO SEE HOW OUR AD CAMPAIGNS WORK AND USING THEM IN SOCIAL MEDIA, WE'RE ABLE TO GET MORE STATISTICAL INFORMATION TOO, UM, WHICH IS REALLY HELPING SUPPORT GETTING THOSE FUNDS DIRECTED AT THE RIGHT PARTICULAR SPOTS. 
          I MOVED DOWN TO NETWORK CONNECTIVITY AND SERVICES. 
          IT'S ONE OF THE LARGER NUMBERS FOR US. 
          AND REALLY WHAT THIS COMPRISES IS, IS THAT YOU'VE GOT, UH, INBOUND TELECOMMUNICATIONS. 
          WE HAVE AT AND T, COMCAST, COMCAST AND PS LIGHT WAVE AS OUR MAJOR, UH, INBOUND PROVIDERS OF COMMUNICATION. 
          BUT THAT WOULD INCLUDE ALL THE, UH, UH, YOUR, YOUR WIRELESS PEOPLE, YOUR VERIZONS, YOUR T-MOBILE'S. 
          SO WE HAVE MULTIPLE WAYS OF THE, THE TELECOMMUNICATIONS COMING IN. 
          UH, IN ADDITION TO THAT, WE, WE HAVE MULTIPLE MICROWAVE TOWERS AND CELL PHONE TOWERS, UH, IN OUR, IN OUR POSITIONED IN OUR AREA. 
          SO THAT, THAT, YOU KNOW, WE JUST DON'T WANT, EVER WANT TO HAVE AN OOPS WHEN A, UH, UH, A CALL COMES IN AND IT, IT, WE WANT IT TO COME INTO OUR SYSTEMS AND THEN GET IT OVER TO THE HEC OR ANY OTHER PLACE AS QUICKLY AS POSSIBLE. 
          THAT, SO THAT'S REALLY WHAT THAT, SO THERE'S NETWORK CONNECTIVITY IN THERE, BUT ALSO AS ROGER HAS TALKED ABOUT, THERE'S, UH, THE, THE ACTUAL HOSTING SYSTEM THAT, THAT WE HAVE, UM, THAT HOSTS ALL THE SOFTWARE AT THE, AT THE SYSTEMS. ROGER, YES. 
          I CUT THAT FOR A SECOND. 
          JUST, UH, OKAY. 
          WE HAVE, WE HAVE MULTIPLE HOSTED SYSTEMS FOR REDUNDANCIES AND CONTINGENCIES TO SUPPORT ALL THE 37 CALL CENTERS, ALONG WITH A MULTITUDE OF DIFFERENT CONNECTIONS THAT GO FROM THOSE HOSTED SYSTEMS OUT TO EACH ONE OF THE CALL CENTERS, AGAIN, FOR BACKUPS AND REDUNDANCIES. 
          UM, SO IF ONE FAILS, WE CAN GO TO THE NEXT AND TO THE NEXT. 
          SO WE HAVE MULTIPLE LAYERS OF REDUNDANCY WITHIN THE SYSTEM. 
          THANK, THANK YOU, ROGER, ON THAT. 
          UM, MOVE DOWN TO OPERATION CALL CENTERS. 
          UH, 32,000,973. 
          THIS IS WHY I'LL GO TO THAT BACK PAGE AGAIN. 
          'CAUSE THIS IS WHAT THE, THE SOURCE OF THAT ONE IS. 
          THE 
          [01:20:01]
CALL. 
          YEAH. 
          ONE MORE. 
          KEEP GOING. 
          YEAH, IT'S HERE, RIGHT HERE. 
          SO YOU CAN SEE WE SPENT 29, UH, IN 2 0 2 5. 
          WE SPENT 29,000,658 ON THE, UM, ON OUR MAJOR CALL CENTERS. 
          BUT AS ROGER SAID, THAT'S ONLY THREE OF THE 37 THAT WE HAVE. 
          WE HAVE SMALLER CALL CENTERS, UH, THE CITY OF HEDWICK VILLAGE, UH, LAKE CITY PER LAND, YOU NAME IT. 
          THERE'S A LOT OF SMALLER OPERATIONS THAT WE PROVIDE THE SAME SERVICES THAT WE DO, AND THE SAME TECH TECHNICAL SERVICES AND THE SAME, UH, REPAIRS AND, AND TECH SERVICES FOR THOSE GUYS TOO. 
          SO THAT'S MUCH LARGER THAN THAT. 
          UM, AGAIN, IT IS, IT IS POINTED OUT, UH, 178.5 POSITIONS FOR THE HEC. 
          UM, UH, THE, THE BUDGET THAT, THAT RODERICK AND THE HEC SUBMITTED WAS APPROVED AS IS WITH NO CHANGES, NO SUGGESTIONS, NO ASKING FOR REDUCTIONS OR ANYTHING LIKE THAT. 
          I DO FIND THE HEC TO BE, UH, FISCALLY RESPONSIBLE. 
          UH, I'M THE BUDGET GUY TOO. 
          UM, UH, SO THEY'RE VERY, THEY, THEY KEEP THEIR NUMBERS IN LINE AND I, WE REALLY APPRECIATE THAT. 
          'CAUSE THINGS DO COME UP FROM TIME TO TIME. 
          I THINK IT IS ALSO INTERESTING TO TO KNOW WHAT IT IS THAT, THAT, UH, WE REIMBURSE THEM FOR. 
          AND IT REALLY IS A REIMBURSEMENT. 
          SO EVERY, BASICALLY, PAYROLL GOES ABOUT EVERY TWO WEEKS. 
          AND SO ALL THE SALARY BENEFITS, HEALTH INSURANCE, PENSION, WORKERS' COMP, ALL THE, EVERYTHING RELATED TO SALARY AND BENEFITS EVERY TWO WEEKS. 
          UH, THE HEC RUNS THEIR PAYROLL. 
          THEY SEND ME AN INVOICE FOR IT. 
          IT'S USUALLY ABOUT 6 20, 625, 600 $50,000 PER PAYROLL. 
          MULTIPLY THAT OUT FOR, FOR 26 PAYROLLS. 
          YOU'LL COME UP WITH A PRETTY GOOD TIME. 
          BUT IN ADDITION TO THAT TOO, WE ALSO SUPPORT THE HEC, UH, WITH SUPPLIES AND MATERIALS. 
          UH, THEIR OFFICE SUPPLIES, THEIR COPIER RENTAL, UH, THEIR TRAINING THAT THEY DO, THEY SEND FOLKS OUT FOR TO T COLE AND SOME OTHER ONES, UH, IN THE EMPLOYMENT AREA. 
          UH, THE BACKGROUND CHECK, THE DRUG TESTING, THOSE ARE ALL REIMBURSED, UH, BY GREATER HARRIS COUNTY AS THE, IS A SEPARATE SUBMISSION. 
          THOSE PROBABLY RUN ON A, ON A MONTHLY BASIS, 50 TO $75,000 A MONTH IS WHAT THOSE COSTS RUN. 
          AND WE REIMBURSE THOSE, COMES IN ON A, UH, FROM AN INVOICE, UH, FROM UH, RODERICK'S DEPARTMENT. 
          HE REVIEWS THEM, SENDS 'EM ON OVER TO ME. 
          SO THAT'S WHAT WE'RE DOING AS FAR AS IN A, IN A FINANCIAL ASPECT TO THE, FOR THE HEC. 
          I'M GONNA GO BACK TO THE, THE MAIN SLIDE AGAIN HERE. 
          YES, THERE. 
          THANK YOU. 
          UM, THE ONLY OTHER I WANT TO GO, PROBABLY GO DOWN TO CONTRACT SERVICES THERE A LITTLE BIT TOO. 
          UM, LOTS OF, UH, VENDORS HELP US WITH OUR SYSTEMS AND SO ON AND SO FORTH. 
          NUMBER'S VERY, VERY SIMILAR, UH, THAN IT WAS, UH, TO THE PRIOR YEAR. 
          AND THEN I WANT TO TAKE YOU DOWN TO REALLY THE CAPITAL BUDGET THERE, A 9,208. 
          WE HAVE, THIS IS PROBABLY THE LARGEST CAPITAL, UH, UH, EXPENDITURE YEAR THAT WE'VE HAD SINCE I'VE BEEN, I'VE BEEN WITH THE ORGANIZATION THREE YEARS. 
          UM, WE HAVE SOME MAJOR PROGRAMS GOING ON AND, AND, AND REALLY PROBABLY SOME GOOD NEWS FOR THE HEC TOO. 
          UM, AS ROGER INDICATED, ONE OF THE MAJOR CALL CENTERS THAT WE HAVE IS FORT BEND COUNTY. 
          UH, THEY HAVE MOVED FROM THE FORT BEND COUNTY SHERIFF'S OFFICE OUT TO THE, THE FAIRGROUNDS, AND THEY'VE BUILT A NEW BUILDING OUT THERE. 
          SO, YOU KNOW, WE'VE GOT TO OUTFIT THAT, THAT NEW BUILDING, NOT ONLY WITH THE, UH, THE STATIONS, THE EQUIPMENT, UM, UH, THE, THE INTERRUPTED POWER SUPPLY UPS, UH, WE HAVE TO RUN CIRCUITS OUT THERE IN ORDER TO HAVE OUR CONNECTIVITY WITH THEM. 
          SO IT, IT'S KIND OF LIKE A ONETIME SHOT, BUT IT'S ABOUT $4 MILLION OVER THE LAST TWO YEARS. 
          AND PROBABLY WE'LL GO INTO 2 0 2 6 AND, AND MAYBE INTO 2 0 2 7. 
          ALSO, WE DO HAVE SCHEDULED, UM, ALSO TOO, UM, SOME, UM, UPS, NEW UPS UNITS FOR THE HEC CENTER. 
          I HAVE IT DOWN THERE IN THE DETAILS THERE. 
          IT'S ABOUT $2 MILLION. 
          SO, YOU KNOW, WE DON'T JUST SPEND CAPITAL ON THINGS THAT WE NEED AT, AT, UH, AT OUR FACILITY OF OUR OWN FAIRBANKS, NORTH HU NORTH HOUSTON. 
          UH, WE ALSO ARE RESPONSIBLE, AGAIN, AS ROGERS INDICATED, WHAT GOES INSIDE THAT, THAT, THAT CALL CENTER AND MAKING SURE THAT THAT CALL CENTER WILL BE UP AND RUNNING, INCLUDING POWER, INCLUDING CONNECTIVITY WITH THE, THE TELECOMMUNICATIONS PART. 
          SO THIS WAS A VERY, VERY LARGE YEAR FOR US. 
          WE'VE NOT HAD A YEAR OF, UH, 72 MILLION, ALTHOUGH COSTS HAVE BEEN INCREASING. 
          UM, UH, THIS IS A LARGE YEAR FOR US. 
          [01:25:01]
UM, SO THAT'S THE, THE MAIN PART OF OUR, OUR, UH, OUR BUDGET THERE. 
          I'D LIKE TO GO TO THE NEXT PAGE, AND I WANT TO KIND OF SHARE WITH YOU HOW WE SEE THINGS GOING FORWARD. 
          I ALREADY TALKED ABOUT THE, UH, UH, TELECOMMUNICATIONS, UH, FEES THAT WE GET. 
          UM, YOU CAN SEE THOSE ON THERE. 
          SO IN THAT, IN THAT, UH, COLUMN ONE AT THE, AT THE TOP THERE, YOU CAN SEE I'M, I'M STARTING WITH 70 MILLION, UH, IN THE BANK AND IN INVESTMENTS. 
          NOW, THIS IS REALLY GOOD. 
          I HEARD, UH, SOMEBODY TALK ABOUT THE A RPA GRANTS. 
          UM, WE WERE INVOLVED IN THE A RPA GRANT, GOT $20.3 MILLION OF THAT OVER THE LAST COUPLE YEARS. 
          UM, AND WE ALSO PARTICIPATED IN SENATE BILL EIGHT, UH, IN THE STATE OF TEXAS, WHICH GOT US, GOT US ANOTHER 28.4 MILLION. 
          SO I, WE HAD SOME MONEY. 
          WE'VE HELD ALL THAT MONEY BACK BECAUSE WE, WE KNEW WHAT'S GOING TO BE COMING TO US IN THE FUTURE. 
          SO I CAN TAKE YOU DOWN REALLY KIND OF TO THE BOTTOM LINE THERE. 
          THE ENDING OPERATIONS FUND, UH, YOU CAN SEE THERE AT THE END OF 2 0 2 6, IT'S 49 MILLION. 
          AND IF YOU JUST TAKE IT ON OUT THERE, YOU CAN SEE WHAT I WAS TALKING ABOUT WITH THE REVENUE PROBLEM. 
          I'M GONNA GO TO 35 19, UH, 2 MILLION. 
          AND THEN IN 2030, WE REALLY KIND OF HIT THE WALL AT THAT POINT IN TIME. 
          SO ANYTHING THAT, SO THIS IS ABOUT THIS, UH, THIS WIRELESS FEE LEGISLATION, THIS IS WHAT WE NEED. 
          WE, WE THINK WE'RE IN PRETTY GOOD SHAPE WITH IT GOING FORWARD, BUT YOU KNOW, OUR LEGISLATORS ARE, ARE, YOU KNOW, HAVE THEIR OWN THINGS TO DO AND THEIR OWN CONSTITUENTS. 
          SO I JUST WANTED TO KINDA SHARE YOU WITH YOU WHAT IT LOOKS LIKE, UM, FINANCIALLY FOR US OVER THE NEXT FIVE YEARS. 
          UM, WITH THAT, I'LL, I'LL LEAVE IT, HAVE IT OPEN FOR QUESTIONS. 
          THANK YOU SO MUCH FOR THE PRESENTATION. 
          FIRST UP IS COUNCILOR ALCORN. 
          THANK YOU CHAIR. 
          AND, UH, LOOKING AT YOUR PROJECTIONS, YEAH, IT LOOKS LIKE 2030, YOU'RE GONNA HAVE TO DO SOMETHING ON THE REVENUE SIDE OF THE EQUATION THERE. 
          ON THE, DO YOU NOT DO ANY CAPITAL EXPENDITURES ON WITH DEBT? IS IT ALL PAY AS YOU GO? QUESTION? DO YOU ISSUE ANY, DO YOU HAVE ANY DEBT? NO, WE DO NOT HAVE ANY DEBT. 
          SO ALL THE CAPITAL EXPENDITURES ARE PAY AS YOU GO CASH. 
          AND, AND I KNOW WE'VE ALL HEARD ABOUT NEXT GEN 9 1 1, BUT YOU KNOW WHAT, WHAT, WHAT TELL LIKE FOR A LAY PERSON, WHAT, WHAT EXPANDED CAPABILITIES WILL IT HAVE? YES, I, I'D BE GLAD TO SHARE THAT WITH YOU. 
          UM, THERE'S MANY CAPABILITIES IN THE, IN THE CURRENT SYSTEM TODAY. 
          UM, TEXTING IS A GOOD EXAMPLE. 
          WE CAN TEXT MMS, WHICH MMS IS PICTURES AND VIDEOS. 
          THE PICTURES AND VIDEOS ARE, SO WE CAN ALREADY DO THAT. 
          YES, WE COULD DO THAT. 
          YES. 
          SO AND SO NEXTGEN'S KIND OF ALREADY WE'RE PRETTY MUCH YES MA'AM. 
          PROCESS. 
          IT'S ALREADY THERE. 
          IT'S THERE. 
          SO THE ADDITIONAL CAPITAL EXPENDITURES ON NEXTGEN ARE FOR WHAT, BUT WE'RE ACTUALLY LOOKING ALSO AT A UPGRADE TO THE EXISTING SYSTEM TO ADD SOME MORE THINGS TO THAT SYSTEM TO INCORPORATE THE MAP. 
          UH, DO SOME MORE THINGS WITH THE, THE MAPPING, THE NINE ONE MAPPING INFORMATION THAT WE RECEIVE INTO THE MAP. 
          EXAMPLE WOULD BE YOU CAN GO TO YOUR CELL PHONE AND GO IN THERE AND FILL OUT MEDICAL DATA INSIDE YOUR PHONE. 
          AND SO WHEN YOU MAY, IF YOU FILL IT OUT AND ALLOW THAT TO BE DELIVERED DURING THE NINE ONE CALL, THAT NINE ONE CALL TAKER COULD THEN RECEIVE THAT ADDITIONAL INFORMATION. 
          AH, THAT'S A GOOD EXAMPLE. 
          OKAY. 
          UH, THAT'LL BE DISPLAYED IN THERE. 
          SO THE CALL TAKER WILL BE ABLE TO SEE IF YOU HAVE ALLERGIES OR MAYBE PRONE TO THIS OR PRONE TO THAT. 
          THAT DATA CAN BE IN THERE AND THEN SHARED AND PASSED DOWN, UH, TO THE RESPONDERS SO THEY HAVE THAT INFORMATION. 
          UM, GOING FORWARD, UH, WE ALSO DO SMART TRANSCRIPTION IS A GOOD, UH, UM, PIECE OF NEXTGEN WHERE EVERY, ALL THE CONVERSATIONS ARE TRANSCRIBED AND YOU CAN PUT KEYWORDS IN THOSE TRANSCRIPTIONS. 
          UH, COULD BE SHOOTER, IT COULD BE FIRE, UH, TRAP, ANY, ANYTHING THAT THE, UH, THE CENTER WOULD LIKE TO PUT IN THERE TO FLAG AND ALERT ADDITIONAL PEOPLE AND THINGS LIKE THAT. 
          AND THEY CAN GO BACK ON IT AND LOOK THROUGH THOSE TRANSCRIPTIONS TO SEE HOW THAT, THAT CALL TRANSPIRED. 
          UH, SO THERE'S, THERE'S MANY DIFFERENT ELEMENTS THAT OKAY. 
          THAT ARE COMING WITH THE NO, THAT'S VERY HELPFUL. 
          THANK YOU. 
          YES, MA'AM. 
          ARE THE, AND THIS MIGHT BE FOR THE DIRECTOR, IS THE 178.5 FTES, IS THAT WHERE WE SHOULD BE? I MEAN, WHAT, WHAT, IN AN IDEAL SITUATION, HOW MANY CALL TAKERS WOULD WE HAVE? OR HOW MANY FTES WOULD WE HAVE OUTTA YOUR SITUATION? YES MA'AM. 
          THAT, THAT IS APPROPRIATE AMOUNT OF NUMBERS. 
          THAT'S THE RIGHT NUMBER. 
          OKAY. 
          OR CITY DECIDE THAT THAT'S THE RIGHT NUMBER. 
          OKAY, GOOD. 
          AND ON, YOU MENTIONED THE CONTRACT SERVICES. 
          CAN YOU GIMME A COUPLE EXAMPLES OF MAYBE YOUR LARGER CONTRACTS OF THAT $7 MILLION THAT YOU SPEND ON THE CONTRACT SERVICES LINE? UM, WE, WE HAVE OUR, UH, HOSTING, NO, YEAH, OUR HOSTING SYSTEMS, UH, WOULD, WOULD GO THROUGH THERE. 
          UM, AND OUR ROUTER SYSTEM GOES THROUGH A ROUTER $345,000 A MONTH FOR OUR ROUTER SYSTEM AND OUR HOSTING SYSTEMS. THOSE ARE, THE ROUTER IS PROBABLY, PROBABLY THE LARGEST ONE. 
          OKAY. 
          AND THEN THE ON OTHER ONE 
          [01:30:01]
AND A HALF MILLION OR SOMETHING ON OTHER, IS THAT JUST A MISCELLANEOUS CATCHALL WHEN DIDN'T FIT IN ANY OTHER CATEGORY? UM, WHICH, WHAT LINE ITEM WAS THAT MA'AM? UH, JUST OTHER, WHAT, WHAT MAKES UP OTHER, I MEAN, IS IT JUST A CATCH OFF OR IF IT DIDN'T FIT IN ANOTHER CATEGORY? I'M NOT SURE WHICH ONE YOU, AND ON YOUR MAIN SLIDE, THERE WAS AN OTHER I DON'T, I DON'T, I DON'T, ASSUMING SHE TOOK THAT OTHER DEAL, I'M OKAY. 
          LEMME LOOK AT IT. 
          IT'S NOT, IT WASN'T A HUGE NUMBER. 
          IT'S JUST 1.5 MILLION OTHER GENERAL, IT SAYS, OH, OTHER GENERAL, UM, WE DO HAVE TO USE, UM, UM, UH, CONTRACT SERVICES FROM, FROM TIME TO TIME. 
          THAT'S WHERE OUR CONTRACT SERVICES WILL, WILL BE. 
          UM, WELL YOU'VE GOT ANOTHER LINE FOR CONTRACT SERVICES. 
          WELL, BUT WE WOULD GO INTO OTHER GENERAL THAT, WE'LL MISNOMER OF NAMES, BUT, UM, OUR, OUR MEN AND WOMEN THAT, THAT WE USE AS, AS CONTRACTORS TO SUPPORT US, UM, CAN GO INTO OTHER GENERAL, UM, LEMME SEE IF I CAN THINK ABOUT THAT FOR A MOMENT. 
          THAT'S FINE. 
          I MEAN, YOU CAN GET BACK WITH ME. 
          I MAY MUTE A BREAKDOWN OF THAT. 
          OKAY. 
          I WILL. 
          OKAY. 
          THANK YOU. 
          APPRECIATE IT. 
          STAFF FROM COUNCIL MEMBER RAMIREZ'S OFFICE. 
          THANK YOU. 
          THANK YOU. 
          UM, AND I'LL SECOND THAT. 
          I'M CURIOUS IF YOU COULD SEND US MAYBE A SPREADSHEET OR SOMETHING THAT BREAKS DOWN THE, THE OTHER GENERAL AND THE CONTRACT SERVICES. 
          BE CURIOUS WHAT'S IN THAT COST BUCKET. 
          MM-HMM . 
          UM, WE CAN DO THAT. 
          SORRY. 
          YES, WE OH, THANK YOU. 
          UM, AND UH, SO ON THE QUESTION OF THE NUMBER OF STAFF MEMBERS, SO I WAS OUT AT A COMMUNITY MEETING AND SOMEBODY SAID, OH, THIS APARTMENT COMPLEX, THERE'S LOTS OF CRIME. 
          AND I HEARD SHOTS AND I CALLED 9 1 1 AND I WAS ON HOLD FOR A WHILE. 
          RIGHT. 
          SO I'M CURIOUS, DO YOU HAVE, UM, I IMAGINE YOU DO, BUT DO YOU HAVE SOMETHING THAT SHOWS SORT OF, HERE ARE THE TIMES DURING THE WEEK WHERE THE CALL VOLUME IS THE HIGHEST AND HERE'S HOW WE MATCHED OR HOPE TO MATCH OUR STAFFING LEVEL. 
          SOMETHING THAT KIND OF SHOWS THAT, THAT YOU COULD SHARE WITH US OR? YES, WE DO HAVE ANALYTICAL SERVICES, UH, THAT RECORDS ALL OF THE 9 1 1 CALLS AND WE CAN MATCH THAT UP WITH THE NUMBER OF PERSONNEL THAT WE HAVE AT THAT TIME DURING THE PEAK AND THE . 
          GOTCHA. 
          AND IT, DO YOU HAVE CERTAIN GOALS, LIKE WE HOPE FOR X MINUTES THAT SOMEBODY WILL BE ON HOLD OR TO DECREASE IT BY ONE MINUTE THE NEXT YEAR? OR DO YOU HAVE SOME KIND OF METRICS LIKE THAT OR? YES, SO WE FOLLOW THE NATIONAL DIRECTOR. 
          DO YOU WANNA COME TO THE MICROPHONE? THANK YOU. 
          SO WE FOLLOW THE NATIONAL NINA'S NATIONAL STANDARD. 
          UH, SO WE CAN, UH, MAINTAIN 90% OF OUR CALL VOLUME TO BE ANSWERED WITHIN 15 SECONDS. 
          THAT'S IF THEY DIAL 9 1 1 THAT'S SEPARATE FROM THE NON-EMERGENCY LINE. 
          MM-HMM . 
          SO, UH, THAT'S ONE OF THE, THE, THE, THE MAJOR STANDARDS THAT ALL THE ECCS ACROSS THE COUNTRY TRY TO STRIVE FOR, ANSWER 90% OF OUR CALL VOLUME WITHIN THE 15 SECOND TIMEFRAME. 
          INTERESTING. 
          AND ARE WE, WE'RE THERE OR THAT'S OUR GOAL OR, UH, NO, WE ARE NOT THERE. 
          SO WHEN I CAME IN, SORRY, EXCUSE ME. 
          UH, STAFFING WAS AT AN ALL TIME LOW, BUT WE ARE TRENDING UPWARD. 
          UH, WE HAVE ABOUT 12 PEOPLE IN CLASS AS IT STARTED TODAY. 
          UH, RIGHT NOW, UH, UH, OUR ATTRITION RATE IS AROUND 20%. 
          SO, UH, WITHIN THE NEXT QUARTER OF FY TWO SIX, WE SHOULD BE PRETTY MUCH ALMOST FULLY STAFFED. 
          GOTCHA. 
          OKAY. 
          YEAH, I HAD ONE, THE OTHER QUESTION, BUT I'M NOT SURE WHO, TO WHOM I SHOULD ADDRESS , WHICH IS JUST, WE JUST HEARD THE PRESENTATION THAT INCLUDED, UH, ABOUT THE HARRIS CENTER CRISIS CALL DIVERSION FOLKS. 
          IS THAT INCLUDED IN Y'ALL'S BUDGET? THE PART THAT THE CITY IS PAYING FOR? IS THAT IN THIS SPREADSHEET OR THAT'S, UH, SOME OTHER DEPARTMENT'S PAYING FOR THAT? NO, THAT'S, THAT'S ANOTHER DEPARTMENT. 
          UH, YEAH, THAT'S NOT IN THIS BUDGET. 
          OKAY. 
          THANK YOU. 
          ALRIGHT, THANK YOU AGAIN FOR THE PRESENTATION. 
          WE APPRECIATE IT. 
          WE'LL MOVE ON NOW TO PUBLIC SPEAKERS. 
          UM, FIRST UP IS EMMANUEL, JOEL, I DON'T SEE HIM. 
          AND NEXT DOMINIC MAZA. 
          I DON'T SEE HIM EITHER. 
          WAS THERE ANYONE ELSE IN THE AUDIENCE THAT WANTED TO SPEAK? WHAT IS THERE NEXT? ALRIGHT, UM, THIS CONCLUDES OUR COMMITTEE MEETING. 
          OUR NEXT SCHEDULED MEETING WILL BE TUESDAY, DECEMBER 2ND AT 10:00 AM WE STAND ADJOURNED. 
          THANK YOU EVERYONE.
* This transcript was created by voice-to-text technology. The transcript has not been edited for errors or omissions, it is for reference only and is not the official minutes of the meeting.