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>> REGISTERED TO SPEAK DURING THE PUBLIC COMMENT PORTION GETS 5 MINUTES.
[1. Roll Call - Announcement of a Quorum ]
THIS IS WEEING BROADCAST OVER THE INTERNET AND AN AUDIO RECORDING AND TRANSCRIPT OF THE MEETING WILL BE MADE AND BE AVAILABLE AT THE WEBSITE AT[2. Certification of Notice Posted for the Meeting ]
A LATER DATE.CHANCELLOR, CAN YOU CONFIRM THIS MEETING WAS POSTED ACCORDING TO LAW.
>> I CERTIFY THAT THIS MEETING WAS MOSTED ACCORDING TO TEXAS LAW.
AT THIS TIME, WE'RE GOING TO GO INTO EXECUTIVE SESSION.
[6. Executive Session ]
FOR CONSULTATION WITH ATTORNEY REGARDING LEGAL MATTERS FOR PENDING AND OR LITIGATION, PERSONNEL MATTERS, RELATED TO EMPLOYMENT, APPOINTMENT, VALIDATION ASSIGNMENTS DUE TO DISCIPLINE OR DISMISSAL OF EMPLOYEES, DELIBERATE ON REAL PROPERTY, OPEN LITIGATION WHICH WOULD BE A DETRIMENTAL TO A THIRD PERSON OR TO DELIBERATE REGARDING SECURITY DEVICES.(BOARD IS NOW IN EXECUTIVE SESSION) IT'S 9 # 37 A.M., AND WE'RE BACK FROM EXECUTIVE SESSION.
[5.2. Facilities Planning ]
>> JON, YOU'RE GOING TO BRING SCOTT?
>> HE'S DOING THE PRESENTATION.
WE'RE GOING TO SPEND TIME THIS MORNING IN THE IN THE OPPORTUNITY FOR THE FUTURE OF THE COLLEGE AND TALKING ABOUT OUR FACILITIES, IT'S AN EXCITING TIME THAT WE HAVE TO LOOK TO THE FUTURE AND TRY TO BE ABLE TO IN THAT PERSONAL WALL, WHICH WE TALKED ABOUT EARLIER THIS MORNING, IS PRETTY CLOUDY, WE'RE NOT ALWAYS ABLE TO DO THAT.
BUT, AGAIN, I'LL SAY IT AS I SAID YESTERDAY, ABOUT THE OPERATIONAL SIDE, WE'RE SO BLESSED TO HAVE THE STAFF THAT WE HAVE THAT MAKES JON LOOK SO GOOD.
THIS MORNING IT'S SCOTT, AND SCOTT HAS DONE A TREMENDOUS JOB OF NOT ONLY PLANNING OUR NEW FACILITY, BUT HE'S DONE A GENTLEMAN'S JOB OF CLEANING UP AND MAKING THE FACILITIES THAT WE HAVE LOOK FRESHER AND NEWER AND WE HAVE A LONG WASTE TO GO, WE TOOK PICTURE THIS IS WEEK.
BUT, SCOTT HAS DONE A GREAT JOB.
SO, WITH THAT, WE'LL LET Y'ALL TELL US WHAT WE'RE GOING TO DISCUSS.
AND AGAIN, IT'S THAT SAME PROGRAM, GUYS, THEY'RE SAYING "HELP US".
THEY'RE SAYING "GIVE US YOUR IDEAS, GIVE US YOUR INPUT." AS TRUSTEES EARLY IN THE CYCLE, YOU'RE THE ONE TOUCHING THE CONSTITUENTS AND BRINGING THAT PART TO THEM.
THEY COULD TAKE THE STAFF'S INPUT AND WE COULD BRING THE COMMUNITY INPUT, THAT'S OUR JOB.
WE CAN FEED THAT AND LET THEM DO THE PROCESS AND WE'LL COME OUT WITH GREATER AND BETTER PROJECTS.
>> I WANT TO INTRODUCE SCOTT WRIGHT HE IS MY DEPUTY AND CHIEF FACILITIES OFFICER, ALL THINGS FACILITIES, CONSTRUCTION, MAINTENANCE AND PLANNING.
SCOTT HAS SOME OF HIS TEAM HERE TODAY, I FIGURE I'LL LET THEM STAND AND THEN THEY COULD GET OUT OF HERE AND GET BACK TO WORK.
>> AND I'M GOING TO INTRODUCE THEM AS WE GO THROUGH THIS.
THANK YOU, ALL, TOO MUCH CHAIR BRAVO AND TRUSTEES.
I'M EXCITED TO SHOW YOU ALL THE THINGS THAT WE'VE BEEN DOING.
I GET THAT PEOPLE DON'T GET EVERYTHING THAT THE FACILITIES HAS A PART IN AND WHAT WE DO AND HOW CONNECTED EVERYTHING IS, THINGS LIKE ENERGY MANAGEMENT AND SUSTAINABILITY.
I WANT TO GIVE YOU A BETTER IDEA OF EVERYTHING THAT WE DO AND TOUCH.
YOU COULD SEE ON THE AGENDA, I'LL START WITH THE STRATEGIC PLAN AND HOW IT
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RELATES TO THE BOARD'S STRATEGIC PRIORITIES FROM YESTERDAY.WE'LL TALK ABOUT OUR SERVICES, AGAIN, I DON'T THINK A LOT OF PEOPLE UNDERSTAND EXACTLY WHAT WE DO.
AND THEN CONNECTING SOME OF THESE DOTS, BECAUSE EVERYTHING THAT WE BUY OR DO FEEDS INTO THAT, AND I CARE ABOUT THAT.
EMERGENCY MANAGEMENT, SUSTAINABILITY.
THE HELP DESK, I BROUGHT A PICTURE, AND WE'LL TALK A LITTLE BIT ABOUT WHAT'S IN THE PICTURE.
SO, THIS WAS OUR MOST JON AND BOB, PRETTY SOON WERE THE CORE PEOPLE AND HOPEFULLY IT WILL BE FINALIZED IN JULY.
FROM THE MISSION, CONSTRUCT, OPERATE, AND MAINTAIN A PHYSICAL ENVIRONMENT TO FACILITATE HIGHER EDUCATION AND ENHANCE SURROUNDING COMMUNITIES.
YOU COULD SEE HOW THAT CONNECTS WITH THE BOARD'S MISSION.
OUR VISION, WHICH WE'RE PROUD OF.
WE WANTED TO ENSURE EVERY PERSON WHO VISITS ONE OF OUR CAMPUSES, LEAVES INSPIRED.
AND PEOPLE ASK, "WHAT DO YOU MEAN BY THAT?" AND I THINK THAT MEAT OF THAT IS WHATEVER YOU'RE DOING BUILDINGS OR ELEMENTS, I WANT YOU TO DO WHATEVER YOU CAME HERE TO DO AND BE INSPIRED WHEN YOU LEAVE, RIGHT.
>>> CORE VALUES, TEAMWORK, INTEGRITY, SERVICE AND EXCELLENCE.
THOSE ARE THE PILLARS UPON WHICH EVERYTHING ELSE IS BUILT.
WE CAME UP WITH GOALS TO SUPPORT THE MISSION'S CORE VALUES.
WE WANT TO DEMONSTRATE THAT WE CARE ABOUT EACH OF OUR EMPLOYEE AND WE DO THAT WITH TRAINING, YOU HEARD YESTERDAY, TRAINING, PROFESSIONAL DEVELOPMENT AND A HOST OF OTHERS, MAKING SURE IS THAT THEY HAVE A SAFE WORK ENVIRONMENT, WITH THE EQUIPMENT AND TOOLS THEY NEED.
ET CETERA, WE WANT TO DELIVER SERVICE THAT EXCEEDS CUSTER EXPECTATIONS.
AND LASTLY, REDUCE THE ENVIRONMENTAL IMPACT AND COST OF UTILITIES.
WE DO A LOT WITH THAT NOW, AND I THINK, EVEN BEFORE THE REORGANIZATION, THE CAMPUS DID A LOT INDEPENDENTLY.
AND NOW, YOU'RE GOING TO SEE IT MUCH MORE ALIGNED AND A MUCH MORE COLLEGE EFFORT.
>> CAN I OFFER AN ADDITIONAL GOAL TO DEMONSTRATE FAT FACILITIES MANAGEMENT (INDISCERNIBLE) EACH COMMUNITY.
>> AS YOU COULD SEE, WE'RE WORKING TO FINALIZE, AND HAVE IT SIGNEDED AND ADOPTED AND IMPLEMENTED IN JULY OF THIS YEAR.
SO THEN, YOU HAVE OUR GOAL THAT (INDISCERNIBLE) SO, THERE WERE UNDER INSTITUTIONAL EFFECTIVENESS, SPECIFICALLY, 4.3, YOU COULD SEE THE BOARD'S BUILD AND MAINTAIN QUALITY FACILITIES BETTER.
(INDISCERNIBLE) SO, NOW IS THE WHAT WE CALL THE FACILITY CONDITION INDEX.
AND I TRIED TO PACKAGE IT INTO AN EQUATION, BUT IT'S ACTUALLY VERY, VERY, DIFFICULT TO CALCULATE, TO MAINTAIN AND HAVE IT BE ACCURATE.
BUT, ESSENTIALLY WHAT IT IS, IT'S THE TOTAL DEFERRED MAINTENANCE OF A BUILDING, RIGHT? AND THAT'S EVERYTHING.
EVERYTHING THAT NEEDS TO BE DONE.
DIVIDED BY THE TOTAL REPLACEMENT COST.
WHICH NOWADAYS IT'S HARD TO DIAL IN BECAUSE OF THE SUPPLY CHAIN AND THE COST OF GOODS.
AND THAT RATIO WILL GIVE RISE TO THE HELP OF THAT BUILDING.
SO, A NEWER BUILDING WILL HAVE A CLOSER TO ZERO, IT'S NEVER ZERO, BECAUSE IT STARTS IMMEDIATELY WHEN THAT RIBBON'S CUT.
YOU START THE DEVELOPMENT AND DEFER MAINTENANCE AND DEVELOP THE FCI.
SO, AS YOU LOOK AT THAT, THAT NUMBER THAT YOU GET OUT OF THAT, THE ADJUSTABLE NUMBER.
AND AGAIN, AS IT APPROACHES, YOU HAVE A HUGE PROBLEM, RIGHT.
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IN OTHER WORDS, YOU SHOULDN'T BE POURING MONEY INTO THAT FROM A MAINTENANCE PERSPECTIVE, YOU SHOULD BE REPLACING THAT BUILDING.>> ARE YOU THERE YET IN TERMS OF APPLYING THIS FCI TO EVERY FACILITY THAT WE HAVE?
>> SO, THE ACTION PLAN THAT YOU TALKED ABOUT YESTERDAY, THIS IS ONE OF OUR'S, AND WE'RE GOING TO FOR THE FCI, WE'RE GOING TO HAVE IT DEVELOPED AND HAVE A BASELINE BY MARCH '23.
BUT WHEN I SAY WE'RE NOT IN YET, WE'RE WORKING ON IS IT EVERYDAY.
>> I WAS JUST CURIOUS IF THAT WORK HAD BEEN DONE, BECAUSE I WAS ASKING TO ASK IF YOU HAVE ANY THAT THE FCI SAYS NEEDS TO BE REPLACED?
>> THE FACILITY CONDITION ASSESSMENT, THAT GAVE US A LOT OF THE DATA TO DEVELOP THIS KPI, TO DEVELOP THIS NUMBER.
BUT WHAT YOU GET FROM AN FCI IS STATIC DATA, THEY JUST GO AROUND AND LOOK AT PIECES OF EQUIPMENT AND ASSESS IT'S HEALTH, HOW OL IT IS, DOES IT WORK WELL? DOES IT NEED TO BE REPLACED AND IF IT DOES, THEY HAVE THAT NUMBER.
SO, IN OUR IN OUR COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM, OUR WORK ORDERER SYSTEM, WE HOUSE ALL OF THIS DATA.
AND NOW IT'S INSIDE THE SYSTEM AND NOW WE CAN MANIPULATE IT AND IT CAN TELL US THINGS.
BUT IT'S PRETTY HEAVY LIFTING GOING FROM THE 400-PAGE DOCUMENT, TO A
DYNAMIC DATA ENVIRONMENT (INDISCERNIBLE) >> YOU KNOW, SCOTT, WHAT'S SO VALUABLE TO THIS IN OUR OVERALL STRATEGIC PLAN IS YOU COULD LOOK AT A MAP AND VISIT A SITE, SEE A BUILDING THERE, SEE STUDENTS COMING AND GOING, BUT IN THE STRATEGIC PLAN, YOU DON'T KNOW THAT A YEAR FROM NOW, THAT BUILDING WILL REACH THIS CODE AND IT HAS TO BE PART OF THE REPLACEMENT, EVEN THOUGH THERE'S ONE THERE NOW, YOU DON'T SEE THAT.
AND, I DISCUSSED THIS WITH SCOTT, THE ONE THING THAT WE DID IN DUNCANVILLE, WE USED TO COAT OVER ALL OF OUR STREETS TO KEEP THE CRACKS FULL SO IT WOULDN'T FREEZE ABOVE IT.
AND ONE DAY SOMEONE DECIDED TO LOOK UNDER THE BASE IN THE STREET AND SAW THAT SOME OF THE BASES, IF THEY WERE GREAT AND NOT CRACKING, LEAVE IT ALONE, GO REPAIR AND REPAIR THE ONES THAT NEED IT THE MOST.
AND THAT'S WHAT THIS DOES, IT HELPS YOU SPEND YOUR MONEY WHERE YOUR MONEY GETS THE BIGGEST BANG FOR YOUR BUCK.
IT'S A GREAT PART TO HAVE THIS INFORMATION IN THE EXISTING ASPECTS.
>> THE KEY IS IT'S DYNAMIC, IT'S ALWAYS BEEN ONE OF MY ISSUES, AS THE TEAMS DO THE DEFERRED MAINTENANCE AND AS THE TEAM DOES THEIR WORK.
>> SO, IN OTHER WORDS, ONCE YOU GET THE POINT FOUR, WHEN I'M LOOKING AT WHAT NEEDS TO BE DONE.
SO, WHEN YOU DO THE DEFERRED MAINTENANCE, THINGS COME UP AND LOWERS YOUR FCI.
RIGHT? SO, IF YOU HAVE HIGHER IT FCIS, SOMEBODY SHOULD BE ASKING, "WHY IS THAT? ".
MAY BE THERE ARE REASONS, BUT THE MAY BE IN GENERAL (INDISCERNIBLE) SHOULD GRAVITATE TOWARD THE HIGHER FCI BUILDINGS.
AND THIS GIVES US A WAY TO TALK ABOUT THIS ABOUT HOW WE SHOULD AND SHOULDN'T DO THINGS WITH REGARD TO OUR BUILDINGS WITH THE ACTUAL DATA.
(INDISCERNIBLE) >> NOW, WE HAVE MORE DATA TO TACKLE THOSE DECISIONS.
AND THE OTHER KPI SUPPORTS THE STRATEGICIC PLAN WAS BUILD OUR PREVENTIVE MAINTENANCE.
YOU COULD NEVER KNOW THE HEALTH OF ANY MAINTENANCE ORGANIZATION BY THE WAY THEY DO PREVENTIVE MAINTENANCE.
IF YOU SPEND A LOT OF TIME DOING PREVENTIVE MAINTENANCE, YOU'LL HAVE LESS RETIVE MAINTENANCE OF SOMEBODY CALLING SAYING SOMETHING IS BROKEN OR THE LIGHTS ARE OUT OR WHATEVER.
YOU COULD SEE, OUR INDICATOR THAT THEY'RE PROPORTIONED.
YOU COULD PICK HOW YOU SPEND YOUR TIME.
AND SEE, WHEN YOU HAVE REACTIVE MAINTENANCE, CUSTOMERS ARE IMPACTED.
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SOMETHING IS BROKEN OR THE HVAC IS BROKEN AND PEOPLE START CALLING AND WE REACT TO THAT.I WANT THINGS TO BE WORKING AND MAINTAINING, AND AS RELIABLE AS IT CAN BE SO THAT IT DOESN'T IMPACT THE CUSTOMERS, THAT'S THE WHOLE POINT, RIGHT? WE PROVIDE THE SERVICE.
>>> SO, CAN YOU GIVE A BETTER PICTURE OF WHAT PREVENTIVE MAINTENANCE IS?
>> SO, FOR EXAMPLE, VERY CLASSIC PMS, PREVENTIVE MAINTENANCE WOULD BE THE AIR FILTERS ARE CHANGED OR THE COILS IN AN AIR CONDITIONER ARE CLEANED, BECAUSE WHEN THEY CLOG WITH DIRT THEY'RE NOT AS EFFICIENT.
GREASING THINGS, LUBERICATION.
ROOF WATER, IF THAT BUILDS ON THE ROOF, THAT'S GOING TO FIND SOMEWHERE ELSE TO GO.
SO, WE CLEAR THOSE DRAINS IN A PREVENTIVE MAINTENANCE.
>> SO IS THAT THE FACILITIES PEOPLE THAT DO THAT PREVENTIVE MAINTENANCE? OR DO WE HIRE CONTRACTORS?
I'LL INTRODUCE SOME OF THEM IN A LITTLE BIT.
>> I FOUND, THAT, ESPECIALLY IF YOU OWN A HOME, YOU LEARN VERY QUICKLY, THE VALUE OF PREVENTIVE MAINTENANCE.
BECAUSE IF YOU HAVE TO GO INTO REACTIVE, IT'S MORE EXPENSIVE TO DO WHATEVER, BUT, IT'S JUST LIKE OWNING A CAR, YOU GOT TO KEEP THAT MAINTENANCE UP TO KEEP IT IN RUNNING CONDITION.
IF YOU DON'T, AND YOU LET STUFF GO AND LET STUFF GO, IT GETS TO THE POINT WHERE IT FINALLY BREAKS DOWN AND IT'S MORE EXPENSIVE TO REPAIR.
>> IT'S WAY MORE EXPENSIVE, AND THE WAY I TALK ABOUT IT IS WHEN IT BREAKS, IT'S SCHEDULED.
NOW, THAT'S MAKING US DROP OUR SCHEDULING AND TAKE CARE OF IT.
WHEREAS IF WE DO THE PREVENTIVE MAINTENANCE, YOU SCHEDULE IT.
SO, EVERYTHING IS BETTER WHEN YOU ARE PROACTIVE VERSUS REACTIVE.
AND A GOOD BENCH MARK IS THE (INDISCERNIBLE) >> TIMELINE TO TOUR PREVENTIVE MAINTENANCE.
AND WE'RE GOING TO DEVELOP THIS NUMBER AND SEE WHERE WE ARE.
>> SO, I HAVE ONE MORE QUESTION.
SO, DO YOU HAVE A SCHEDULE ON WHICH PREVENTIVE MAINTENANCE IS DONE, EVERY HOW OFTEN DO YOU LOOK AT YOUR ROOFS AND DUCTS?
>> THEY'RE ALL ON A TIMELINE IN OUR SYSTEM AND THEY ISSUE AUTOMATICALLY, WE DON'T HAVE TO THINK ABOUT IT, IT ISSUES, MONTHLY, QUARTERLY, ANNUALLY.
AND HOW LONG HAS THAT SYSTEM BEEN IN PLACE?
>> I'LL TALK ABOUT IT HERE IN A MINUTE ABOUT A YEAR AND-A-HALF.
>> AND YOU'RE ALL USING THE SAME SYSTEM?
>> WE'RE ALL USING THE SAME SYSTEM.
>> (INAUDIBLE) >> SAY WE NEED NEW FURNACES AT TH CAMPUS, DO WE PURCHASE PREVENTIVE MAINTENANCE PLANS UP FRONT.
OR ARE THEY ALL LIKE THAT? I MEAN, WHAT HAPPENS ON THE PREVENTIVE MAINTENANCE WHEN YOU'RE BUYING SOMETHING NEW AND YOU'RE EVENTUALLY THERE AND YOU'RE TRYING TO MAKE PLANS FOR HOW TO MAINTAIN IT OVER THE LONG-TERM?
WHAT IS THE STANDARDS IN (INDISCERNIBLE) >> IT'S JUST THAT WE HAVE GOON TOWARD THE REORGANIZATION, IS DOING THINGS OURSELVES.
WE ORGANIZE DIFFERENTLY WITH DIFFERENT PEOPLE IN DIFFERENT BUILDINGS, AND WE'RE MUCH MORE CAPABLE THAN WE'VE EVER BEEN.
AND NOT ONLY THAT, BUT GETTING OUT OF THE WAY OF PEOPLE AND LETTING THEM DO THE JOBS THAT THEY COULD ALWAYS DO.
TO ANSWER YOUR QUESTION DIRECTLY, PEOPLE SELL EXTENDED WARRANTITIES, WHEN IT'S UNDER A WARRANTY, WE CAN'T TOUCH IT.
BUT AS SOON AS IT'S OUT OF WARRANT, WE MAINTAIN IT.
OUR PEOPLE CAN TAKE CARE OF IT AND IT'S A BETTER WORK AND WE KNOW THE QUALITY THAT WE GET.
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>> (INDISCERNIBLE) >> ABSOLUTELY.
ALL OF THAT LEVEL WHERE THE FOLKS WHO DO THESE DIFFERENT JOBS THAT ARE ALWAYS WORKING ON SOMETHING?
>> AND OPERATIONS DON'T STOP, FOR EXAMPLE, ONE OF THE THINGS WE DID RECENTLY OUT OF ROTATION, WE WENT AND HAD A TEAM GO IN AND REPLACE THE IRIDESCENT LIGHTS WITH LED LIGHTS.
>> AND THAT'S NOT SOMETHING THAT YOU DO ON A DAILY BASIS, BECAUSE IT'S EASIER WHEN THE STUDENTS AREN'T THERE, AND FACULTY IS NOT THERE, GOING IN ON THE WEEKEND, THE TEAM GETS PAID A LITTLE OVERTIME TO DO SOMETHING, SO IT'S A WE REGARD, BUT THEY CAN CONCENTRATE ON WHAT THEY'RE DOING ON THAT POINT, ONE THING AND GET IT DONE AND GET IT DONE FASTER THAN IF WE WENT AROUND AND DID IT IF WE DIDN'T HAVE THE TIME, SO TO SPEAK.
THERE'S A GOOD MIXTURE OF THOSE TYPES OF THINGS, SOME THINGS ARE DONE ON A DAILY BASIS BUT THROUGH ALSO THOSE THINGS THAT WE WANT TO GET ACCOMPLISHED FASTER WE FIND THE WAY TO DO THAT.
AND THAT'S NEAR AND DEAR TO MY HEART, BECAUSE BASICALLY, THERE SHOULDN'T BE A LIGHT IN ANY CAMPUS THAT ISN'T LED?
>> AND SOME OF THE TIMES WE'RE STILL IN REACTIVE MODES.
SO THAT OCCUPIES, PUTTING OUT FIRES AND WE'RE TRANSITIONING INTO A PROACTIVE WORLD.
AND SOMETIMES THE ANSWER IS NOT RIGHT NOW.
THIS IS NOT FOR US RIGHT NOW, SO WE'LL COME BACK AND TAKE CARE OF IT LATER.
SO, THINGS LIKE THAT, SO WE COULD HIT THIS MARK.
BECAUSE WHEN WE HIT THIS MARK MAGICAL THINGS HAPPEN AND WE DO MUCH BETTER.
>>> SO, SOME OF THE SERVICES AND I'VE LISTED A FEW OF THEM.
AND I'LL START WITH A COUPLE OF PEOPLE AS WELL, SO, CONSTRUCTION MANAGEMENT, WE USED TO CONTRACT THAT OUT, 100%, ALL OF IT, IT'S EXPENSIVE, IT'S 3-4%.
WE HAVE MULTI-MILLION DOLLAR PROJECTS, LET'S SEE WHERE THE MONEY GOES, SO NOW WE HAVE A CONSTRUCTION MANAGER ON EVERY SINGLE CAMPUS AND IT'S RAN BY THE SENIOR DIRECTOR, SHARON.
SHE'S HERE AND SHARON WILL YOU STAND UP.
SHE'S BEEN HERE A COUPLE OF WEEKS?
>> SHE STARTED WHEN SHE WAS 16.
>> AND SHARON IS A PROFESSIONAL ENGINEER AND MECHANICAL ENGINEER AND SHE OVERSEES ALL OF THE PROJECTS AND SHE HAS A CONSTRUCTION MANAGER ON EVERY CAMPUS, IT WAS ALWAYS STRANGE TO ME THAT THEY WERE AT THE SERVICE CENTER WHEN ALL THE WORK WAS AT THE CAMPUS.
SO, WE HIRED MORE, AND WE PUT THEM AT THE CAMPUSES WHERE YOU EANOTHER ONE HERE,
BUT -- >> TO A POINT, WE REPOSITIONED, WE YOU KNOW, AND IN THE REORGANIZATION, WE HAD 50 PEOPLE REDUCTION IN THE TOTAL FACILITIES WORKFORCE FROM WHAT WE HAD BEFORE.
BUT WE FOUND BETTER ROUND PEGS TO PUT IN THOSE ROUND POLES AND WE DID SOME REPOSITIONING.
>> WE ARE WAY MORE EFFICIENT THAN WE WERE.
IN THE OPERATIONS OF MAINTENANCIOUS THAT'S A HUGE BULLET THERE AND THIS IS RAN BY SENIOR DIRECTOR KEN, HE WAS THE DIRECTOR OF FACILITIES AT RICHLAND AND HE'S IN A NEW POSITION, LIKE A BRAND NEW POSITION AS OF A MONTH OR TWO AGO.
SO, HE OVERSEES THE OPERATIONS OF MAINTENANCE FOR ALL CAMPUSES AND ALL BUILDINGS, AND HE HAS A FACILITIES MANAGER AT EVERY SINGLE CAMPUS.
>> LET MR. COMPTON UNDERSTAND TOO, THAT WAS A CONCERN I HAD WHEN I MADE MY VISITS TO THE VARIOUS CAMPUSES, THERE WAS INEQUITY, THEY WERE NOT ALL THIS PRETTY, ONE VERSUS THE OTHER.
AND WHAT SCOTT'S DONE BY DOING THE COMMUNITY INTERACTION, THAT COMMUNITY PRIDE, THAT COMMUNITY RELATIONSHIP WILL BE CONSISTENT ALL THE WAY ACROSS DALLAS COLLEGE.
AND SO, I THINK THAT'S GOOD MOVE, BECAUSE, I AGREE WITH YOU, THAT THE COMMUNITY HAS A GOAL AND OBJECTIVE WHICH IS SO IMPORTANT OF HOW THE
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COMMUNITY FEELS ABOUT THE PRODUCT THAT WE PUT OUT THERE IN THE COMMUNITY.SO, THAT ONE MOVE WOULD BE UNIFORMITY ACROSS THE BOARD.
>> I SHOULDN'T SEE NICE FANCY FURNITURE AT ONE CAMPUS AND GO TO ANOTHER CAMPUS AND IT'S TOTAL DIFFERENT.
IT DOESN'T NEED TO BE IDENTICAL, BUT THE QUALITY AND THE AMBIANCE IS NOT CONSISTENT.
(INDISCERNIBLE) >> BUT, YOU HAVE NOT BEEN TO SOME OF OUR CAMPUSES RECENTLY, MEANING SIX TO EIGHT MONTHS TO A YEAR, YOU REALLY SHOULD, BECAUSE THEY'VE TRANSFORMED, AND THEY'VE REALLY CHANGED A LOT.
>> (INDISCERNIBLE) >> WELL, HE'S GIVING US MORE PICTURES.
>> I MEAN (INDISCERNIBLE) >> BUT, THE COMMUNITY ASPECT, THE OFFICES AND BOARD, THE COMMUNITY HAS EXPECTATIONS ON HOW WE UTILIZE THESE DOLLARS, BUT ALSO SO DO YOUR STUDENTS.
REGARDLESS OF WHICH CAMPUS THEY GO TO OR WHICH NEIGHBORHOOD THEY COME FROM, THEY SHOULD EXPECT THE TOP-NOTCH FACILITIES.
AND PREVIOUSLY THERE WAS SOME UNEVENNESS, AND I'LL SAY WE'RE STILL WORKING THROUGH SOME OF THAT UNEVENNESS, BUT THERE'S BEEN TREMENDOUS FOCUS ON INTENTIONALITY AROUND THAT.
>> I THINK THE ASSESSMENT OF OUR CAMPUSES START WHEN YOU TURN OFF THE MAIN DRIVE, YOU START TO LOOK AT TREES AND GROUNDS AND HOW THINGS ARE KEPT.
AND I THINK THAT YOU HAVE AN OPINION ABOUT WHAT'S GOING ON IN THERE BEFORE EVEN WALKING THROUGH THE DOOR.
>> SO, LANDSCAPING AND GROUNDS IS VITALLY IMPORTANT.
TRUST ME, WE HAD TROUBLE LAST SUMMER AND I HEARD ABOUT IT.
BUT, WE HAVE REALLY (INDISCERNIBLE) >> LANDSCAPING AND GROUNDS IS CRUCIAL TO OUR TO THE COMMUNITY AND STUDENT PERCEPTIONS OF US.
IN THE REORGANIZATION, WE STOOD THIS UP FROM A MAINTENANCE OPERATIONAL TYPE PERSPECTIVE, WE OWN ALL THE (INDISCERNIBLE) THE MEANS IS IF YOU HAVE A VEHICLE, SAY, A IT VAN, YOU DON'T HAVE TO WORRY ABOUT WHEN THE OIL NEEDS TO BE CHANGED, WHEN IT NEEDS TO BE INSPECTED OR ANYTHING LIKE THAT, WE TAKE CARE OF ALL OF THAT.
WHEN THE OIL NEEDS TO BE CHANGED, BRING IT HERE OR WE'LL COME GET IT, WHATEVER IT IS, WE'LL GET IT INSPECTED.
IF THERE ARE PROBLEMS, FLAT TIRES, THE TEAM WILL TAKE CARE OF ALL OF THAT.
(INDISCERNIBLE) YOU KNOW, YOU DON'T NEED A TOP LEVEL YOU KNOW DOING THIS FUNCTION SO, WE'RE RIGHT SIZING THE FLEET, WE'VE GOTTEN RID OF A LOT OF VEHICLES, THIS IS A GREAT TIME TO SELL VEHICLES RIGHT NOW.
WE SOLD THEM AND WE'RE PUTTING PEOPLE IN THE RIGHT VEHICLE.
AND WE'RE ALSO DOING THINGS LIKE, HAVING THAT VEHICLE.
(INDISCERNIBLE) >> THE REALLY HAVE TO GO OVER AND I HAVE TWO VEHICLES TO SUBMIT.
>> GIVE ME AN EXAMPLE OF YOU USING A PRIUS INSTEAD OF A TAHOE, WHY WOULD A CAMPUS NEED A VEHICLE LIKE THAT? PERIOD?
>> YOU SEE THIS HERE, THE CONSOLIDATED TEAMS, SO, THOSE ARE BRAND NEW TEAMS, HVAC, FIRE, ELECTRICAL, THOSE ARE MASTER ELECTRICIANS AND MASTER JOURNEYMEN ELECTRICIANS, THESE AND THEY SERVICE THE WHOLE CAMPUS.
SO, WE HAD TO FIND VEHICLES FOR THEM.
SO, WHAT WE DID WAS THE POLICE REPAIRED VEHICLES AND WE TOOK THOSE WHICH WERE GREAT FOR US.
AND SO, NOW I HAVE A ELECTRICIAN RIDING IN A GIANT TAHOE, BECAUSE I DIDN'T WANT TO BUY A VEHICLE.
BUT REALLY, HE JUST NEEDS A SMALL VAN OH ARE A PICKUP TRUCK WHICH IS WAY MORE EFFICIENT THAN A TAHOE.
WE NEED TO PUT HIM, IN THIS CASE, IN THE RIGHT VEHICLE.
PLUS, IT DOESN'T SEEM CONDUCIVE TO HIS JOB.
SO, PUTTING THE PEOPLE IN THE RIGHT VEHICLE AND THE RIGHT SIZE OF THE FLEET OVERALL.
WE GOT RID OF 16 SUM VEHICLES SO FAR.
AND THEN YOU GO INTO MAINTENANCE FOR THEM.
GETTING RID OF OLDER, YOU KNOW, HIGH MILEAGE VEHICLES.
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>> THE WHOLE MAINTENANCE IS FOR STAFF OR TO BE USED BY ANY OF OUR STUDENTS?
I KNOW THAT WE DO HAVE STAFF, BUT WE HAVE FOUR PEOPLE AND IN THAT DEPARTMENT, AND THEY MAINLY WORK OUT OF RICHLAND BECAUSE THEY COME INTO OUR FACILITY.
HOWEVER, (INDISCERNIBLE) >> YOU STILL AND CEDAR VALLEY, WE HAD A VEHICLE, I THINK IT WAS A DIESEL VEHICLE THAT WAS BROKEN, WE WERE PERFECTLY CAPABLE OF FIXING IT, BUT WE KNEW THAT THEY NEEDED TRAINING AND OPPORTUNITY FOR THESE AND WE TOOK IT TO THEM AND SAID CAN YOU FIX IT FOR US AND LET US KNOW WHEN WE CAN COME GET IT.
AND I THINK THAT'S REALLY A GREAT THING FOR THE STUDENTS.
PLUS, IT'S SOMETHING THAT IS REALLY NEEDED, AND THAT WAS ONE VEHICLE, BUT THERE'S BEEN SUBSEQUENT THINGS HAPPENING WITH THAT.
SPACE MANAGEMENT, THIS IS STANDING UP.
I'VE BEEN A PROPONENT OF THIS FOR A COUPLE OF YEARS NOW.
WE HAVE A LOT OF SPACE WE ALWAYS HEAR THERE'S NO ROOM OR WHATEVER, THAT'S THE PERCEPTION, IF THE PERCEPTION IS TRUE, RIGHT, THAT'S WHAT PEOPLE THINK, I ARGUE WE AUTO USE THE SPACE THAT WE DO HAVE AS WELL AS WE SHOULD.
SO, IF WE HAVE A TRUE SPACE MANAGER, RIGHT, SPACE UTILIZATION, THAT'S WHAT THEY DO.
SOMEBODY WHO GOES AND FIGURES IT OUT, SOMEBODY WHO KNOWS THE PREVENTIONAL EXPERIENCE TO DO THIS.
I WE WANT TO UT AUSTIN, IT WAS THE SPACE WAS 75 PAGES OF THE ANALYSIS ON HOW THEY'RE USING SPACE AND RECOMMENDATIONS ON HOW TO BE MORE EFFICIENT.
AND BASIC THINGS LIKE INVENTORY, WHERE IS EVERYBODY? YOU COULD GET DOWN FROM LOOKING INTO A CLASSROOM LIKE A REALTOR TOUR, AND YOU COULD MAKE A PROJECTION AND LIKE, THAT'S WHAT WE NEED.
WE'RE NOT EVEN CLOSE TO THAT, STEP ONE IS HIRE UP, CREATE THE SPACE MANAGER.
>> AND WOULD THERE BE ONE FOR THE COLLEGE OR ONE AT EACH CAMPUS?
>> THERE'LL BE ONE SPACE MANAGER FOR THE COLLEGE AND I ANTICIPATE ONCE WE HIRE THAT PERSON, I WANT TO SEE AT LEAST TWO ANALYSTS UNDER THAT PERSON.
(INDISCERNIBLE) >> AND THEN WE WILL (INDISCERNIBLE) EVERYTHING?
>> NO, IT WILL BE ONE CENTRALIZED PERSON.
>> AND SAY WE WORK WITH ONE OF THE THINGS NEAR AND DEAR TO MY HOUSE IS THE (INDISCERNIBLE) AND THAT LOOKS AT EVERYTHING, NOT JUST PLASTER BUT HOW SPACE IS USED EVERYWHERE.
WELL, AS WE DO THAT, ONE, WE WANT THIS TO BE HELPFUL, AND THEN SOMEBODY HAS TO MAINTAIN THAT.
GET THEM TO HELP DO THE HEAVY LIFT AND GET US THROUGH, AND THEN WE GOT TO MANAGE IT AND THAT'S WHAT THIS TEAM, IT AS WE GET THE REQUESTS, AND THE LITTLE THINGS THAT NEED TO GO ALONG WITH MANAGING SPACE WE'LL BE ABLE TO DO OURSELVES.
>> SO, THE SPACE MANAGERS (INDISCERNIBLE) >> WE DID THAT SEVERAL YEARS AGO, A SPATIAL STUDY WHICH SHOWED IN THE AFTERNOON PRETTY MUCH THE CLASSROOMS WERE EMPTY.
>> WHEN WE DID THE MASTER PLANS, EVERY SINGLE ONE OF THE COLLEGE MASTER PLANS HAD A SPATIAL CATEGORY IN THERE, THE ONLY DENOMINATOR SUPPORT SPACE IS 24/7, 365, IT CAN BE USED ANY TIME ANY DAY, AND THE ASSET IS THERE.
SO, PART OF WHAT WE'VE GOT TO LOOK AT IS IF WE DO REAL GOOD BETWEEN THE HOURS OF 8-NOON, BUT WE WERE ONLY LOOKING AT, FOR THE MOST PART, INSTRUCTIONAL.
>> HOW DO WE USE CONFERENCE ROOMS OR OFFICES, WE'RE MOVING INTO THE IDEA OF DOING FLEX WORK, HOW DO WE MOVE TOWARDS TOUCH DOWN SPACES AS OPPOSED TO INDIVIDUALIZED SPACES.
SO, THERE'S A LOT OF WORK THAT NEEDS TO GO INTO THIS AND IT'S NOT GOING TO HAPPEN OVERNIGHT.
IT'S AN ONGOING, IT'S JUST LIKE A PM, YOU'RE PMING THE SPACE.
>> AND THAT'S WHY I THINK THIS IS A GREAT CONSULTANT THAT GIVES YOU SOME
[00:35:04]
DOCUMENT READINGS, THIS IS AN ONGOING, IN-HOUSE CAPABILITY.THE SAME FOR PEST CONTROL, THAT'S TYPICALLY CONTRACTED, WE COULD DO THIS BETTER AND CHEAPER AND HAVE A BETTER QUALITY IN-HOUSE AND, AGAIN, I THINK WE'RE MUCH MORE CAPABLE THAN WE'VE BEEN IN THE PAST.
WHICH TURNS INTO SAVINGS AND EFFICIENCY.
>> ARE WE GOING TO GET A SLIDE ON COST SAVINGS THAT WE REALIZED BY THESE DIFFERENT MOVES?
>> THEN IT WILL BE PART OF WHAT WE BRING BACK IN AUGUST.
WE DIDN'T HAVE IT FOR THIS PRESENTATION, WE COULD TALK ABOUT TAXPAYER SAVINGS ON BONDS AND SO ON.
BUT, YES, MA'AM, PEOPLE ARE WELL AWARE IF WE DON'T SHOW UP WITH THAT, WE WON'T MOVE FORWARD.
>> (INDISCERNIBLE) >> WHEN YOU ARE FINISHED WITH THA LIST, I HAVE A FEW QUESTIONS.
>> ENERGY MANAGEMENT, THE FACILITIES HELPDESK, WE HAVE ONE HELPDESK, WHEN YOU CALL IN WITH ANY PROBLEM WITH US, IT GOES TO THEM.
AND I WANT YOU TO SEND IN WORK ORDER AND NOT CALL.
BUT EVERYTHING GOES THROUGH THEM.
THEY'RE THE CENTRAL NERVOUS SYSTEM FOR US AND THE COLLEGE FOR ANY KIND OF MAINTENANCE OR PROBLEMS.
>> WE WANT TO LEARN HOW TO SUBMIT THAT WORK ORDER IN, THEY DON'T GET ANYMORE PRIORITY THAN ANYTHING ELSE.
THEY DO A GREAT JOB ON THE HELPDESK, I SENT ONE IN YESTERDAY, AND SCOTT SAID, DO YOU WANT US TO SEND YOU A WRENCH AND YOU COULD FIX IT, HE KNOWS MY BACKGROUND.
>> A LOT OF PEOPLE E-MAIL ME OR CONTACT LOCAL PEOPLE.
I WANT THEM TO PUT IN THAT WORK ORDER.
IT'S TRACKED AND I COULD GET THE METRICS OUT OF THAT.
AND LASTLY, THE CONSOLIDATED TEAMS I TOUCHED ON.
THESE ARE OUR LICENSED AND EXPERIENCED TEAMS WHO SUPPORT ALL CAMPUSES.
AND THIS IS A BRAND NEW PART OF OUR DEPARTMENT AND IT'S BEEN WORKING REALLY WELL.
THIS IS LED BY ANOTHER SENIOR DIRECTOR CHRIS.
SO, CHRIS, PREVAILLY WORKED AT (INDISCERNIBLE) FOR MOST OF THE TIME AND, REALLY GLAD TO HAVE HIM.
AGAIN THERE'S NO ROAD MAP FOR ANY OF THIS, AND WHAT HE DOES, BUT HE'S BEEN FIGURING IT OUT.
KIND OF LIKE THOSE VEHICLES FROM THE POLICE AND WE HIRED THEM AND SAID, WHAT ARE WE USING FOR VEHICLES, AND CHRIS HAS DONE A GREAT JOB CONSOLIDATING.
>> AND THE MOVE TO ONE COLLEGE AS ALLOWED US TO DO THESE CONSOLIDATED THINGS.
WE DIDN'T HAVE TO FIND SEVEN MASTER ELECTRICIANS AT EACH CAMPUS, WE NOW HAVE ONE WHO OVERSEES, LIKE YOU HAVE WHEN YOU HAVE WORK DON AT YOUR HOME, THE MASTER WATCHES THE JOURNEYMEN AND APPRENTICES AND WE HAVE A FULL PROGRAM THAT LOOKS LIKE THAT.
>> (INDISCERNIBLE) >> SO, TOTAL WITH THIS MOVE STRUCTURE THAT YOU HAVE, HOW MANY MANAGERS DO YOU HAVE?
>> SO, THERE'S 200 IN THE WHOLE DEPARTMENT.
>> BUT, I WOULD SAY, IF YOU'RE SAYING, I DON'T KNOW EXACTLY WHAT YOU MEAN BY MANAGER.
>> I COUNTED NINE MANAGERS FOR EACH ONE OF THOSE AREAS?
>> SO, SO, CHRIS IS THE CONSOLIDATED TEAMS AND FLEET SERVICES.
ALSO IN THE FACILITIES HELPDESK IS.
>> HOW MANY IS THE CONSOLIDATED?
>> SO, HE'S THE MANAGER OF ALL OF THAT?
>> OVER THE HELPDESK AND FLEET SERVICES.
SO, IF I COULD JUST GET TO WHERE I THINK YOU'RE ASKING, IT'S NOT TOP PRIORITY AT ALL.
>> YOU ANSWERED, BECAUSE (INDISCERNIBLE) >> TOTAL EMPLOYEES.
>>> NOW, SO, YOU KNOW, AT ONE POINT, UM, AT ONE TIME, RATHER, THE, I CONSIDER THINGS WAS TO CONTRACT OUT SERVICES BECAUSE THAT WAS SUPPOSED TO BE MORE COST
[00:40:09]
EFFICIENT THAT WE DIDN'T HAVE TO PUT EMPLOYEES ON AND PAY THEM AND SO FORTH, SO, ARE YOU TELLING ME NOW, THAT WE HAVE CUSTODIANS THAT WORK DIRECTLY FOR?>> THE CUSTODIAN FUNCTION IS THE THREE PEOPLE THAT OVERSEE THE CONTRACTS.
SO WE STILL HAVE CONTRACTED SERVICES.
>> SO, WE DO STILL HAVE CONTRACTED SERVICES FOR SOME OF THESE THINGS?
>> WHEN YOU GET INTO HVAC AND THE FIRE TEAM ET CETERA.
>> SO, SAY FOR HVAC AND FIRE, PLUMBING AND ELECTRICAL, THAT LEADS TO ALL CONTRACTING THAT LEADS TO THE ENVIRONMENT.
AND HARDLY ANY OF THIS, BUT THE CUSTODIAN ARE STILL CONTRACTED.
>> SO, LANDSCAPING, GROUNDS PEOPLE THAT WORK DIRECTLY FOR US?
>> AND WE'RE GETTING (INDISCERNIBLE) BUT CUSTODIANS IT IS MORE COST EFFICIENT TO CONTRACT.
BUT, SO, THOSE ARE, AND THE REASON I WAS ASKING WAS BECAUSE FACILITIES WAS ONE OF THE PRIME AREAS TO DO SUBCONTRACTING WITH COMMUNITY COMPANIES AND SMALLER COMPANIES, AND I'M WONDERING IF WE HAVE BASICALLY KILLED OPPORTUNITIES THAT WE COULD BE PROVIDING FOR.
>> SO, WE HAVE LIKE (INDISCERNIBLE) (INDISCERNIBLE) >> IF WE HAVE WORK, WE'RE I'M GOING TO SHOW YOU THE PROGRESS THAT WE HAVE.
WE'RE TALKING MOST OF OUR MAINTENANCE IS DONE IN-HOUSE.
>> THE CONTRACTOR THAT WE HAD THE OTHER DAY AT THE BOARD MEETING WAS A GOOD EXAMPLE AND WE FOUND A GREAT ONE, AND NOW HE'S AT ALL THE CAMPUSES AS A CONTRACTOR, HE DIDN'T GO HIRE FOUR PAINTERS TO DO WHAT HE DID.
SO, THOSE ARE THE SERVICES, AND KIND OF HERE'S A LITTLE BIT INTO SUPPLY DIVERSITY.
I CARE A LOT ABOUT THAT AND I KNOW THAT YOU DO.
I WANTED TO SHOW YOU NUMBERS, SOME OF THE PLANS FIP BEEN IN THIRD YEARS.
AND I BROKE THEM DOWN INTO CATEGORIES, THERE ARE LOTS OF WAYS TO PRESENT THIS DATA.
BUT I BROKE IT DOWN TO ARCHITECTURAL, CONSTRUCTION OF MANAGEMENT, IF YOU LOOK AT FY 20, CONSTRUCTION MANAGEMENT, YOU'LL SEE FY 22 DOES NOT, BECAUSE WE'RE DOING IN-HOUSE.
YOU COULD SEE YEAR AFTER YEAR IN THAT BREAKDOWN AFTER THAT WAS MADE TO EMPLOY DIVERSE SUPPLIERS.
>> AND THEN AS WE LOOK AT CONTRACTS IN GENERAL.
>> FOR YEAR '22 THIS IS YEAR TO DATE NUMBERS?
>> WE HAVE IT DOWN HERE, AND IT WAS CURRENT AND.
>> THE YEAR, SEPTEMBER TO AUGUST 31ST?
>> YES, IT'S SCOTT PUT PROJECTIONS IN HERE BUT, MAY BE A FULL YEAR, SO IT WAS COMPARABLE.
BUT, THEY WERE ACTUALS UP UNTIL A WEEK AGO.
>> WELL, I WAS LOOKING AT THAT CONSTRUCTION ON FISCAL YEAR '22 WHERE IT SAYS 19%.
THAT'S REALLY DOWN (INDISCERNIBLE) >> LET ME TALK ABOUT THAT.
SO, LOOKING AT FY 21 CONSTRUCTION, ALMOST 60%.
SO, YOU MAY SEE, A LOT OF THAT IS 60 AND A LOT OF THAT WAS DONE.
IN THAT YEAR WE DID A LOT OF GROUPS.
WHEN I SAY A LOT I MEAN (INDISCERNIBLE) >> IN '21?
>> AND I HAD THREE VERY GOOD, DIVERSE SUPPLIERS, A LOT OF THAT MONEY THAT WENT INTO THAT CONSTRUCTION.
AND IN FY '22, WHAT I'VE DONE A LOT OF IS COLLECTION POOL AND HVAC, AND I'VE BEEN WORKING CLOSELY WITH JEANNETTE, TO IDENTIFY.
[00:45:16]
(INDISCERNIBLE) >> SO, AND NOT (INDISCERNIBLE) >> (MULTIPLE SPEAKERS) >> JUST TO MAKE SURE WE'RE NOT TALKING ABOUT MAINTENANCE, I'M TALKING ABOUT HUGE, COMMERCIAL PROJECT REPLACEMENTS.
BUT, I'VE BEEN WORKING WITH JEANNETTE AND I'VE MET A FEW PEOPLE FROM LIKE, (INDISCERNIBLE) TO GET THEM ON BOARD IN THOSE AREAS, HVAC AND ELECTRICAL, AND I DON'T KNOW IF JEANNETTE HAS ANYTHING TO SAY ABOUT IT, BUT WORKING CLOSELY WITH THEM, WE IDENTIFIED THE WHAT WAS THE COMPANY THAT WE?
>> NTE, OR -- SO, THEY'RE A HISPANIC COMPANY, AND WE'RE TRYING TO GET A COOPERATIVE INTO OUR SYSTEM SO I COULD GET THAT NUMBER UP.
SO, THE TYPE OF WORK I WAS DOING, IT WAS DIVERSE (INDISCERNIBLE) IN THAT SPECIFIC TYPE OF WORK.
SO, JEANNETTE, DO YOU HAVE ANYTHING TO SAY ABOUT THAT?
>> THEY NEED TO BE IN COOPERATIVE, WE HAVE BEEN INTRODUCING SOME VENDORS AND THIS IS JEANNETTE SCHULTZ, SHE'S OUR DIVERSITY SUPPLIER.
>> I'VE BEEN WORKING WITH SCOTT AND SCOTT'S BEEN A GREAT PERSON TO WORK WITH, HE HAD BEEN INTRODUCING ME TO SEVERAL FIRMS BEING INTERCOOPERATIVE, WE HAVE HVAC IN OUR ELECTRICIANS, AT THIS POINT WE WANTED IT COOPERATIVE.
IT DEPENDS ON WHERE IN THE CYCLE THEY ARE, BUT WE'RE WORKING TO GET THEM INTO THE COOPERATIVE AND WE'RE WORKING TO GET MORE OF SMALLER VENDORS OR
SUPPLIERS WHICH (MULTIPLE SPEAKERS) >> INTO THE SMALLER AS WELL.
>> (INDISCERNIBLE) >> ALLOWS US NOT TO HAVE TO GO OUT FOR FORMAL BIDS ON THE JOB.
THAT WE HAVE A POOL OF PEOPLE WHO HAVE BEEN QUALIFIED AND WE COULD USE ANYONE IN THAT POOL WITHOUT GOING THROUGH THE FORMAL BID PROCESS WHICH MOST SMALL BUSINESSES DON'T HAVE THE STAFF TO DO.
SO, THAT'S BEEN ONE OF OUR AREAS OF REALLY WORKING HARD TO WELL, JEANNETTE AND SCOTT HAVE DONE A GREAT JOB ON, IS GETTING DIVERSE SUPPLIERS TO UNDERSTAND IT'S NOT JUST US, IT'S THE CITY OF DALLAS, IT'S THE ISD, THE COUNTY, BEING IN A CO--OP OPENS DOORS IN GOVERNMENT BUSINESS.
>> AND JUST QUICKLY, WITH RESPECT TO THE (INDISCERNIBLE) IT'S NOT ELECTRICIANS, RESERVE, COMMERCIAL, CAPITAL PROJECTS, MULTI-MILLION DOLLAR, MAINTENANCE, I DO HAVE SOME.
>> SO, THE COOPERATIVES, THE FEEDBACK THAT I GET FROM NBE, BUSINESS OWNERS IS THAT THEY DON'T KNOW WHICH ONE TO GO TO OR WHICH INDUSTRY.
AND SO, YOU KNOW, AND I HAVE ASKED FOR THAT LIST, I THINK LIKE 12 COOPERATIVES, BUT, NOT BY INDUSTRIES, THAT WAY I CAN DIRECT THEM TO.
AND IT'S A CUMBERSOME PROCESS.
>> AND THEN THE FEEDBACK THAT I'VE GOTTEN FROM THE COUPLE THAT STARTED THE PROCESS IS THAT IT'S A CUMBERSOME PROCESS.
>> AND I THINK THERE ARE RESOURCES WITH JEANNETTES DEPARTMENT.
AND I KNOW PEOPLE AT TIFS BOARD.
THEY WANT HELP BECAUSE THEY MAKE MONEY TOO BY BEING IN THE COOPERATIVE.
>> IT'S HARD, TIMES (INDISCERNIBLE) >> WE NEED TO HAVE A TRAINING WHERE WE'RE GOING TO BE INVITING THE THREE LARGEST COOPERATIVES THAT WE USE WHICH ARE IN DIFFERENT AREAS AND WE WILL BE SETTING UP THAT IN THE BEGINNING OF NEXT MONTH.
>> AND THE CHAMBER'S NOT GETTING THOSE AMOUNTS WHAT SUPPLIER DIVERSITY IS DOING WITH DALLAS COLLEGE.
FOR WHATEVER REASON WE'RE NOT ON THE LIST BECAUSE WE PUT THAT ANNOUNCE THE ON THE NEWS LETTER FOR MEMBERS.
>> I WOULD LIKE TO SAY, THAT THE NEWS LETTER IS NOT VERY BIG, BUT, I WOULD LIKE THOSE KINDS OF ANNOUNCEMENTS TO ME.
>> OKAY, WE HAVE NOT SENT THIS ONE OUT YET, BUT WE WILL HAVE THAT ALONG WITH TRAINING ON HOW TO GET INTO DALLAS COLLEGE AND MAJOR BUYERS IN DALLAS COLLEGE.
>> THESE ARE JUST THE FACILITIES DEPARTMENT'S NUMBERS? THERE ARE NO BONDS IN THERE?
[00:50:03]
>> IT'S NOT EVEN REALLY FACILITIES DEPARTMENT.
>> IT'S THE FACILITIES IMPROVEMENT PLANS.
>> SO, WHEN YOU DESIGN CONSTRUCTION AS NEW CONSTRUCTION?
BEFORE, I GO, THAT 19% IS WHAT I'M MEETING.
>> YOU GOT A SLIDE, RIGHT, THAT'S WHY YOU'RE TRYING TO PUT ME OFF?
(INDISCERNIBLE) >> (MULTIPLE SPEAKERS) >> DO YOU HAVE A QUESTION ON THE PRIOR SLIDE?
>> IT'S PROBABLY MORE FOR ROB.
ARE THESE PERCENTAGES GOING TO DIVERSE FIRMS, LEGALLY JUSTIFIED AND DEFENSIBLE?
>> WELL, THE AVAILABILITY OF THE DISPARITY STUDY AS WE TALKED ABOUT LAST MONTH WILL CERTAINLY HELP TO SUPPORT THE INITIATIVES THAT WE'RE PUTTING IN PLACE.
THIS IS A RESULT OF BEING AGGRESSIVE TRYING TO USE COOPERATIVES AND OTHER RESOURCES THAT WE COULD FIND, IT'S NOT PART OF A FORMAL PROJECT, PER SE THAT WE WOULD HAVE TO DEFEND.
WE HAVEN'T SET PARTICULAR DESIGNATIONS AS WE MOVE TOWARDS THAT TO TRY AND IMPROVE THESE NUMBERS, NOT ONLY HERE BUT ACROSS ALL OF OUR PURCHASING, WE WILL HAVE TO HAVE ONE OF THESE STUDIES TO SUPPORT THOSE ULTIMATELY.
I DON'T KNOW, YOU KNOW, I THINK SCOTT HAS TAKEN IT UPON HIMSELF AND HIS TEAM, TO LOOK FOR DIVERSE SUPPLIERS WHERE EVER POSSIBLE TO MEET THE NEEDS OF DALLAS COLLEGE.
>> ALL BUSINESSES, VETERAN BUSINESSES.
I MEAN IF YOU DO IT, I GUESS MY QUESTION IS IN THE ABSENCE OF KNOWING THE VAPIDITY AVAILABILITY FOR THESE DIFFERENT ASPECTS.
>> I DON'T THINK WE DO BASED ON THE NUMBERS THAT I'VE SEEN HERE.
BUT I THINK THAT AS WE TRY TO INCREASE OUR DIVERSITY IF THAT'S THE DETERMINATION THAT YOU MAKE, IT WILL HAVE TO BE SUPPORTED BY THE NUMBERS THAT SHOW THE AVAILABILITY OF DIVERSE SUPPLIERS ACROSS DALLAS COLLEGE AND THE OTHER VENDORS THAT WE SPOKE ABOUT.
>> WE NEED TO BE DYING SUPPLIER DIVERSITY, WHICH IS WHY WE'VE BEEN ASKING FOR A STUDY FOR FIVE YEARS NOW.
89% (INDISCERNIBLE) THOSE ARE, GREAT NUMBERS, IN ONE SENSE, BUT IN THE OTHER SENSE, YOU KNOW, PEOPLE WILL SEE THE NUMBERS AND FEEL EXCLUDED.
>> AND THAT'S -- >> YOU KNOW, OR WHATEVER (INDISCERNIBLE) >> AND I UNDERSTAND THAT SOMETIMES (INAUDIBLE), BUT I THINK THAT IF AT ALL POSSIBLY BECAUSE (INDISCERNIBLE) THESE ARE JOBS SUPPORT.
>> I WOULD LIKE TO SEE A BALANCE IN THESE NUMBERS, SO THAT IN EVERY COMMUNITY FEELS LIKE THEY'RE BEING INCLUDED, YOU KNOW.
>> AND WHAT'S IMPORTANT HERE, AND I'M SO GLAD THAT SCOTT PUT UP THREE YEARS HERE.
BECAUSE IT'S NOT WHAT'S HAPPENING TODAY OR THIS MONTH, OR EVEN THIS FISCAL YEAR, WHICH IS NEBULOUS.
WITH BALANCES AND TO YOUR POINT, IT'S VERY WELL TAKEN.
YOU BALANCE THIS AND ADD UP THE THREE YEARS IN VARIOUS CATEGORIES, YOU WOULD SEE A BALANCE IN WHAT WE'RE DOING.
>> WELL, IF YOU RECALL, THERE WAS A TIME WE WERE NOT IN THE MIX AT ALL.
EITHER PEOPLE OF COLOR OR WOMEN, AND WE'RE TRYING TO HANDLE PRESENT DAY, BUT NOT EVERYBODY WOULD AGREE, BUT ALSO HANDLE HISTORICAL, DISADVANTAGED BUSINESSES, ET CETERA, ET CETERA, ET CETERA, WHILE I UNDERSTAND THE LEGAL STANDPOINT, I WILL NOT SAY MORE.
>> I DO WANT TO ADDRESS THIS IS IMPORTANT.
AND THESE ARE ESSENTIAL FOR US AS WE GO FORWARD.
SCOTT'S TEAM IS DOING REMARKABLE JOB ON AN AD HOC BASIS TRYING TO ADDRESS THE CONCERNS ADDRESSED OVER THE YEARS REGARDING DIVERSE SUPPLIERS.
BUT WE DO NEED TO HAVE A BASELINE STUDY THAT SHOWS WHERE WE HAVE THE DEFISHIENTSIES.
WE'VE BEEN BEGGING FOR THIS DATA FOR YEARS.
SO, HERE ARE SOME MORE GENERAL PROJECTS, THESE ARE DAY-TO-DAY OPERATIONS, I'M
[00:55:03]
HAPPY TO KIND OF POINT OUT THESE VENDORS THAT WE'RE WORKING WITH, YOU'LL SEE THEM HERE, THE POST L, GALAXY, YOU SEE ROOFING COMPANIES, TJS PAINTING AND F & P, AND A GENTLEMEN BY THE NAME OF MARK FLOYD WHO IS A VETERAN.(INDISCERNIBLE) >> AND THEN ALPHA SOLUTIONS, AND OVER ABOUT THREE YEARS, IT SUMS UP TO $10 MILLION BETWEEN ALL OF THEM.
>> MOSTLY BRUCE IN >> 100 FIRST.
>> BUT, AGAIN, THIS IS, (INDISCERNIBLE) >> THIS IS JUST KIND OF OUR PROJECTS.
AND THEN IN 2021 WE GOT FROM THE BOARD FOR A PROFESSIONAL SERVICES POOL, PROFESSIONAL AS FAR ASS MEANING, ARCHITECTS, ENGINEERS, SEVERAL ENGINEERS TO BALANCE THOSE.
AND IT TURNED OUT VERY, VERY WELL.
SO WE HAVE SIX ARCHITECTS AND FOUR OF THEM IF MEMORY SERVES ME HERE, THERE ARE TWO HISPANIC AND TWO THAT WE KNOW ARE AFRICAN-AMERICAN, SO, THE WAY, AND THOSE ARE SCORED AND WE DON'T GET A PICK, THEY'RE ALL SCORED AND WE HAVE THE SCORING, AND SOME OF THE SCORING IS WITH JEANNETTE'S HELP AND HER TEAM ARE WAITING FOR POINTS.
WE WE HAVE A SCORING PLATFORM TO MAKE IT FAIR FOR EVERYTHING.
TWO OUT OF THE THREE ARE MEP ENGINEERS ARE DIVERSE.
>> AND THESE ARE NOT THE ONLY ONES WE USE.
>> AND WE CAN BID UNDER CONSTRUCTION, THIS IS KIND OF LIKE THE QUICK THINGS THAT WE HAD.
>> BECAUSE I HAD A SMALLER PROJECT (INDISCERNIBLE) > I JUST PICKED FROM OUR POOL
THAT WE ALREADY IT (INDISCERNIBLE) >> HERE'S THE BOND.
SO, AGAIN THESE ARE JUST POCKETS OF NUMBERS, SO, TO DATE, PROBABLY NOT CURRENT AS WE SIT, BUT AS OF A WEEK OR SO AGO, ABOUT $39 MILLION WAS AWARDED TO DIVERSE COMPANIES IT COULD BE SUMS, AND THAT EQUATES TO HALF, MAY BE A MORE PROPER BALANCE OF HALF OF INVOICES TO DATE.
>> AND THAT NUMBER WILL GO DOWN AS WE PROGRESS INTO THE CONSTRUCTION OF THE PERCENTAGE.
AS WE PROGRESS INTO THE CONSTRUCTION BASED P PROGRAM.
THEN, WE MADE GOOD PROGRESS ON SOME OF THE OTHER WORK IN ARCHITECTS AND ENGINEERS AND SO ON, HOWEVER AS WE MOVE INTO THE CONSTRUCTION PHASE, THOSE ARE THE BIG DOLLARS THAT WE HAVE SOME DIVERSE FIRMS IN, BUT THERE'LL BE MORE OF THE BALANCING THAT YOU'LL SEE, TRUSTEE, THAT WE TAKE THE BEST PERSON FOR THE JOB.
>> SO, WE REQUIRE ALL OF OUR (INDISCERNIBLE) IDENTIFY THEMSELVES FOR CONTRACTING WORK?
WELL, WE TRIED TO, ALTHOUGH SOMETIMES THAT CHANGES BECAUSE IT DOESN'T ALWAYS WORK OUT.
BUT, THAT IS OUR INTENT IS TO SEE WHO ARE THEY PUTTING TOGETHER ON THE JOB.
BECAUSE WE WANT TO KNOW WHO IS DOING THOSE.
BUT AT THE SAME TIME, FROM A LIABILITY STANDPOINT, WE CAN'T TELL THEM WHO TO USE, BUT WE HAVE SAY-SO, ON HOW WE LIKE OR THE EXPERIENCE THAT WE HAD WITH CERTAIN SUBS IN THE PAST THAT MAY BE FAVORABLE OR NOT.
>> AND THE ANSWER TO OUR (INDISCERNIBLE) >> AND PRESENTED THEIR TEAM OR THEIR INTENTION.
AND (INDISCERNIBLE) >> NUMBERS WHICH IS SPATIAL CENTER, THAT'S PART OF THE PACKAGING.
>> AND WHEN WE REPORT NWBE NUMBERS AND SAY DIVERSE COMPANIES, WE'RE TALKING ABOUT CERTIFIED COMPANIES, RIGHT?
>> THEY HAVE CERTIFICATION FROM >> WHATEVER, YES, SIR?
>> SWITCHING GEARS A LITTLE BIT -- >> I HAVE A QUESTION, JON, UM, THE
CERTIFICATION AGENCY OFFER IN (INDISCERNIBLE) >> (INDISCERNIBLE) >> DO YOU STILL SIT ON THE BOARD OF THAT?
JEANNETTE, DO YOU KNOW IF WE HAVE ANYBODY ON ANY OF THE CERTIFICATION BOARDS
[01:00:03]
FROM YOUR DEPARTMENT?WE'RE ON THE BOARD OF NCPRCA, AND YES, I'M A BOARD MEMBER THERE.
ALL OF THE AGENCIES ARE PART OF (INDISCERNIBLE) DETECTED.
>> BECAUSE REALLY, AND I DON'T KNOW AS A BOARD IF WE'VE HEARD ANYTHING LATELY ABOUT (INDISCERNIBLE) ON CERTIFICATION AGENCIES, BECAUSE, IT USED TO BE IN
PURCHASING, HAS IT BEEN MOVED TO THE (INDISCERNIBLE) >> YES.
>> IT IS? INCLUDING I'M GOING TO (INDISCERNIBLE) OR SOMETHING OR A PICTURE OF WHAT YOU'RE OPERATION LOOKS LIKE NOW AND WHAT YOU ARE ANTICIPATING AND WHO REPRESENTS US ON THE BOARDS (INDISCERNIBLE) (INAUDIBLE) DO YOU UNDERSTAND WHAT I'M ASKING FOR?
>> WELL -- >> BECAUSE, I MEAN, WE HAD (INDISCERNIBLE) >> AND SO,
LOSS IS TO WHO IS >> AND, I WOULD BE VERY INTERESTED TO SEE THAT AS WELL, IN THE ROLE OF THE DEPARTMENT WHICH IS THE PART OF THE DIVERSITY IN THE PROCUREMENT PROCESS WHICH YOU MANAGE.
AND HOW WE ARE ASSURING, YOU KNOW, A GOOD DYNAMIC FOR SUCCESS AND COMPLIANCE.
SO, TRYING TO CONNECT THESE DOTS, ENERGY MANAGEMENT.
AND IN THE MIDDLE OF THE PANDEMIC, 2020 WE HIRED OUR FIRST EVER ENERGY MANAGER, HE'S RIGHT HERE AND HE USED TO WORK AT (INDISCERNIBLE) AND NOW, HE'S, STAND UP, HERE, PLEASE.
>> AND NOW, HE'S WORKING ACROSS THE WHOLE COLLEGE AND HAS DONE A GREAT JOB
(INDISCERNIBLE) >> SO, I DON'T THINK THAT WE'VE HAD A LOT OF (INDISCERNIBLE) INTO (INDISCERNIBLE) AND HOW IT'S SET UP NOW EVEN (INDISCERNIBLE) MAY BE (INDISCERNIBLE) SO FORTH, BUT JUST IN TERMS OF HOW THE DEPARTMENTS ARE ORGANIZED AND WHO THE KEY PLAYERS ARE? LIKE I SAID, PURCHASING IS A GOOD EXAMPLE, IT'S GOOD THAT WE'VE HAD THAT.
AND ALL THAT'S CHANGED AND THE STRUCTURE THAT'S CHANGED, BUT, I BELIEVE AS A BOARD MEMBER, I SHOULD HAVE A FEW EVEN IF I'M JUST ON THE COMMUNITY COLLEGE I WOULD LIKE TO KNOW WHO THESE PEOPLE ARE AND WHERE WE NEED TO REFER PEOPLE AND WHO THEY NEED TO TALK TO.
AND I CAN'T SAY AT THIS POINT THAT I HAVE THE UNDERSTANDING OF WHAT EVERYBODY DOES.
>> WE CAN KIND OF PULL TOGETHER WHAT THE STRUCTURE LOOKS LIKE AND WHOSE RESPONSIBLE FOR THAT.
>> ESPECIALLY THOSE CURATORS IN AREAS THAT EXTERNAL PEOPLE WOULDN'T HAVE BEEN INTERESTED IN IF FOR NO OTHER REASON THAN THEY'RE INTERESTED IN DOING BUSINESS WITH THE COLLEGE.
>> HOW THESE PEOPLE PARTICIPATE AND HOW THEY'RE INVOLVED IN SELECTING COMMITTEES AND THAT STUFF.
>> SO, ENERGY MANAGEMENT PLANS IS A BIG DEAL.
[01:05:03]
AND WHAT YOU SEE HERE IS THE PAST FISCAL YEAR SO, THIS WAS IS LIKE 18-19, 20-21-22.YOU COULD SEE THE YELLOW IS THE TOTAL.
AND YOU COULD SEE 8 OR $9 MILLION SPENT.
AND WE SEE 2020, AND LOOK AT 2022 AS WE'RE BACK TO NORMAL OPERATIONS.
AND THESE ARE FROM THE LAST YEARS WHICH ARE HEAVY ON THE USAGE.
BUT, LOOK AT THE SPEND OF WHERE WE USED TO BE.
AND THESE ARE DIRECT EFFORTS OF A LOT OF PEOPLE TO CONSERVE UTILITIES.
I MEAN, AGAIN, THESE ARE PROJECTED FROM THE LAST TWO MONTHS OF THE FY, BUT, I THINK IT WILL COME IN CLOSE TO THAT, AND YOU COULD SEE WE'RE ALMOST AT THE 2020 SHUTDOWN LEVELS, WHICH IS AMAZING TO ME.
ARE WE A MEMBER OF THE UTILITY CO-OP?
>> YES, IT WENT AWAY, IT WAS FOR THE STATE OF TEXAS AND DIDN'T GET RENEWED, IF YOU WILL, AND BID ELECTRICITY A YEAR AGO AND THAT'S WHEN WE WENT TO RENEWABLE CREDITS.
AND, WE NOW JUST WENT OUT ON OUR OWN AND PURCHASED THAT.
THE CO-OP THAT WAS AVAILABLE AT ONE TIME, BASICALLY WENT AWAY.
>> IS THIS BASED OFF OF FISCAL YEAR SEPTEMBER THROUGH AUGUST 31ST?
>> I'M LOOKING AT 2021, AND WHAT IS THAT THE ELECTRICAL USAGE?
>> THE ELECTRICAL IS THE GRAY.
>> WHY IS IT SO MUCH LOWER THAN WHERE WE WERE AT '21 AND '22.
>> BECAUSE IN 2020 WE WERE SHUTDOWN.
>> OH, BECAUSE OF THE PANDEMIC?
>> ANOTHER QUICK EXAMPLE ON THE RUN THROUGH THIS, I KNOW IT'S BUSY, BUT, THERE'S AN INTERESTING CAPABILITY I WANTED TO HIGHLIGHT.
AND THIS HAS TO DO WITH CP WHICH STANDS FOR CORE CRITICAL PIECE.
ONCOR LOOKED AT THE PEAK OF EACH MONTH, SO, YOU HAVE THAT AND THAT'S GOOD AT GUESSING AND TRYING TO FIGURE OUT, AND WE HAD THE TACTICS TO REDUCE OUR LOAD BETWEEN 3:30.
>> WE'RE HAVING CLASSES, WE SCALE BACK AS MUCH AS WE CAN, AND PEOPLE GET WARM AND EVERYBODY'S ON BOARD AND THEY'RE WORKING.
BECAUSE THOSE PEAKS IN THOSE FOUR MONTHS WILL SET CHARGES, DEMAND CHARGES ENERGY COSTS FOR THE NEXT WE'RE, THAT'S WHAT SETS THEM.
IT'S IMPORTANT TO BE LEAN AND SETTING THAT DURING THOSE MONTHS.
SO, IN OUR VIEW, THEY HAVE THIS CHILD WATER STORAGE TO COOL THIS BUILDING AND ALL OF OUR BUILDINGS, MOST OF THEM.
AND NOW, THEY CAN MAKE (INDISCERNIBLE) OFF PEAK TIME AND STORE IT.
SO, YOU SEE, RIGHT THERE, THIS IS LIKE, YOU KNOW, THIS IS MIDNIGHT, UNTIL 3:00 A.M., THIS IS CHARGING THAT.
AND THEY'RE MAKING CHILL WATER AND PUTTING IT INTO A TANK.
AND THEN IT SHUTS OFF AND GOES IN.
WE START TO GET READY FOR PEOPLE TO COME TO THE CAMPUS.
WE CAN'T TURN IT OFF AT 8 BECAUSE WE'LL LOSE CREDITS.
SO, YOU SEE THE RAMP UP IN ENERGY FOR BUILDING OPERATIONS.
AND THEN, MOST OF THE DAY WE COVER AROUND THAT BASELINE BENCH MARK.
WE'RE GETTING READY FOR THE FORCEFUL HEAT.
SO, EVERYTHING SHUTS OFF AND THEY USE THE CHILD WATER THAT WE MADE TO COOL THE CAMPUS.
SO, YOU EA HUGE REDUCTION, THIS IS OUR CP TIME WHICH WE CAPTURED AND GOES FROM 11:00 P.M.
TO MIDNIGHT AND STARTS OVER AGAIN.
A HUGE CHILL WATER STORAGE TANK THAT ALLOWS US TO DO THIS.
AND IT'S FUNDING AND FUTURE EFFORTS ON WANTING TO DO THIS ON EVERY CAMPUS AND NOT JUST FOR CP, YOU CAN RUN A WHOLE CAMPUS, CHARGE IT AT NIGHT WHEN RATES ARE LOW AND TURN IT ON DURING THE DAYTIME AND RUN IT OFF OF THE CHILLED WATER DURING THE DAY.
>> EVERY LARGE CAMPUS IN THIS REGION IS DOING THIS.
AND I DON'T KNOW WHETHER WE PAL PROGRAM MONEY IN THE BOND FOR CHILLED WATER, BUT THE PAYBACKS CAN BE CONTACT CUE LATED.
WE AUTO DO THIS, BECAUSE, THIS IS.
>> WE'RE GOING INTO THE DIRECTION WHEN PARKLAND BUILT THEIR NEW HOSPITAL,
[01:10:02]
THEY WERE PUTTING IN THE CHILLED WATER STORAGE AND THEIR (INDISCERNIBLE) AND PART OF WHAT WE LOOK AT IS THE TRADEOFF BETWEEN WHICH ONES WE WANT TO DO.BUT THAT ILLUSTRATION SAYS THIS IS A PRIORITY.
AND IF WE BUILD IT IN, WE COULD DO THAT BECAUSE IF YOU DO IT RIGHT, LIKE HE SAID, YOU COULD BASICALLY RUN THE WHOLE PLACE WITH, WHETHER THERE'S TRADEOFF THERE TOO.
WE WERE LOOKING AT THAT, AND THAT'S WHY WE HAVE AN ENERGY MANAGER TO HELP WITH THAT TYPE OF STUFF.
>> WE'RE GETTING MONEY IN THE CURRENT CAPITAL BUDGETS AND PLANS?
THAT'S PART OF WHAT WE'RE DOING, WE'RE BUILDING A LIST.
>> THAT'S REALLY, AGAIN, PART OF WHY IT'S IMPORTANT FOR US TO MAKE STATEMENTS LIKE WE MADE ABOUT POLICY BECAUSE THAT EFFECTS HOW IT FLOWS THROUGH THE SYSTEM, IF WE SAY THAT'S A POLICY THAT WE WANT TO FOLLOW, THEN THEY WILL EXECUTE THAT POLICY, BUT IF WE WAIT AND AFTER THE BUDGET'S PUT TOGETHER, AND SAID, WELL, WE COULD HAVE DONE THIS, IF WE HAD KNOWN HOW YOU FELT, WE GOT TO QUIT THAT MODE.
>> AND SOME OF THIS IS CRITICAL IN TIMING, BECAUSE YOU DON'T WANT TO BUILD A CHILLED WATER STORAGE THAT'S TOO LARGE WHEN WE DO ALL THE THINGS, CHANGING OUT THE LEDS, AND ALL OF A SUDDEN THE USAGE HAS GONE DOWN TO A LESSER AMOUNT.
WE GO TO DO THINGS IN STEADWISE ORDER TO GET TO THE POINT TO KNOW WHERE OUR TRUE ENERGY BASELINE IS FOR ALL OF OUR UTILITIES AND WE CAN SIZE EVERYTHING WE NEAT APPROPRIATELY.
>> AND WE HAVE 1600 ACRES OF LAND THAT WE DON'T KNOW WHAT FACILITIES BELONG ON THAT 1600 ACRES OF LAND, AND WHETHER WE KEEP IT OR SELL IT OR WHATEVER YOU DO, WE DON'T KNOW, THAT AFFECTS ON HOW YOU BUILD THE ENERGY PLAN.
THE AVERAGE STRATEGIC PLAN NEEDS TO DO SUPPORT.
SCOTT, WE NEED TO MOVE ALONG BECAUSE IN AUGUST WE'LL HAVE DETAILED DISCUSSIONS ABOUT WHAT COMES BACK.
BUT WE NEED TO GET OUR BRAINING INDOCTRINATED ON WHAT YOU'RE DOING.
>> THIS IS A SOFTWARE PACKAGE WHICH HAS A GLOBAL VIEW AND EVERYBODY'S CONSOLIDATED NOW, THE CAMPUSES DO NOT HAVE A UIT WILLTY BUDGET, IT'S PAID FROM A CENTRAL LOCATION, WE PAY THE BILL ALL AT ONCE, ONE BILL.
THIS SOFTWARE PACKAGE HELPS US (INDISCERNIBLE).
>> RECENTLY ONGOING, AND YOU COULD SEE THE THINGS THAT WE'RE DOING, AND AGAIN THIS TIES INTO ENERGY MANAGEMENT, IT'S CONNECTED.
CHILLERS, BOILERS, ROOFTOP UNITS, LEDS, IT'S ALL IN HERE.
>> SO, REAL QUICK THIS IS CEDAR VALLEY, AND THIS IS THE ROOFING PROJECT THAT WE'RE TALKING ABOUT.
AND I WANT YOU TO LOOK AT THIS, BECAUSE THIS WAS THE CAMPUS BEFORE, AND THIS IS THE CAMPUS AFTER.
AND YOU COULD SEE WE THIS WAS THE SCREEN SHOT OF ONE OF THE ROOFS BEFORE AND AFTER.
THIS IS A BASICALLY A RUBBER ROOF WITH ROCKS.
SO, YOU CAN IMAGINE HOW MUCH HEAT THAT HOLDS, RIGHT? AND NOT TO MENTION THESE WERE OLD TERRE SERVING THE PLACE THREE TIMES OVER FROM THE FIRST TIME WE DID IT.
IT'S A TOTALLY DIFFERENT ROOFING SYSTEM AS WELL.
THIS IS HIGHLY REFLECTIVE AND HAS A LOW (INDISCERNIBLE) IN DOESN'T PULL HEAT, IT REJECTING IT OUT.
AND NOW WE HAVE A LOWER HVAC WITHIN THE BUILDING.
(INDISCERNIBLE) WE STOPPED ALL THE LEAKS.
AND IN THE CAMPUS BEFORE, THE CEILING TILES WERE STANDING AND NOW THEY HAVE NO LEAKING ROOFS AND WE DID IT IN AN ENERGY MANAGEMENT SUSTAINABLE WAY.
SO, WHEN YOU LOOK AT FIP DOLLARS, THEY'RE CONNECTED TO SUSTAINABILITY AND ENERGY MANAGEMENT ALSO.
>> WHAT IS THE LIFE OF THESE ROOFS?
>> SAME AS ANY TYPE OF ROOF, 10 YEARS.
>> (INDISCERNIBLE) >> HOW MANY WE HAVE LEFT?
>> THIS IS, AND (INDISCERNIBLE) WERE THE WORST IN A LOT OF THOSE.
>> WE TALKED ABOUT THIS BEFORE, BUT, I THINK THAT A PICTURE GOES A LONG WAY.
THESE ARE OLD STEAM BOILERS, WHEN I SAY OLD, ADAM, HOW MUCH?
>> THEY'VE BEEN HERE AS LONG AS I HAVE BEEN HERE.
>> IT WENT FROM VERY INEFFICIENT TO THIS, VERY MODERN AND EFFICIENT.
[01:15:16]
AND THESE ARE THINGS THAT WE'VE BEEN DOING TO CONTROL THOSE COSTS.(INDISCERNIBLE) BEHIND THE SCENES AND THERE ARE TWO WAYS TO DO THAT, ONE NOW, BUT THERE USED TO BE A DIFFERENT WAY.
THIS IS A LARGER COMPRESSOR AND THIS IS THE BROOKHAVEN, AND YOU COULD SEE IT ALL RUNS ON LITERALLY, SMALL (INDISCERNIBLE) WITH AIR PRESSURE AND OVER TIME THEY START TO LEAK AND DON'T MOVE AND ALL OF THIS.
AND THIS IS WHAT WE CALL A DDC, THIS IS WHAT IT'S BEEN TRANSITIONED.
WE LOSE THIS, WE LOSE ALL THIS AND WE HAVE BETTER CONTROL OF THE BUILDING AND TAKE CARE OF OUR STUDENTS, FACULTY AND EMPLOYEES BETTER AND IT'S MUCH MORE RELIABLE.
SO, THIS IS ANOTHER EXAMPLE OF WHAT WE'RE INVOLVED IN.
>> BROOK HAVEN IS THE ONLY CAMPUS THAT'S MOVERED TO THIS?
>> AND THAT'S GOING TOTALLY ACROSS THE DISTRICT?
>> AND (INDISCERNIBLE) WE HAVE PICTURES OF THIS, WE TOOK THE WEEKEND AND BEFORE SOME OF THESE WOULD BE DONE, BROOKHAVEN WOULD HAVE BROOKHAVEN HEATING.
AND PEOPLE FROM ALL OVER THE CAMPUS DESCENDED UPON BROOKHAVEN TO REPLACE 130 LIGHTS FROM OLD ENERGY INEFFICIENT TUBES TO LED.
AND YOU SEE THEM ALL OVER THE PICTURE.
>> THIS WAS ONE WE DID, BUT WE'RE GOING TO DO MUCH MORE.
>> I THINK THIS IS SOME OF THE OTHER PROJECTS THAT WE'RE CLOSING OUT TOWARD THE END OF THE YEAR.
I WON'T GO THROUGH ALL OF THOSE.
AND THERE ARE SOME ORGANIZATIONAL ISSUES FOR EXAMPLE, THIS LAST ONE, VIRTUALIZING ALL OF THE SERVERS THAT RAN THIS KIND OF STUFF, IT'S A SERVER, EACH SERVER, WE'RE GETTING RID OF ALL OF THOSE, BASICALLY, OUR IT BUDDIES ARE HELPING US TO DO THAT.
AND IT'S ELIMINATING EQUIPMENT AND MAKING US MORE ENERGY EFFICIENT.
SUSTAINABILITY, UM, THERE ARE A FEW THINGS IN HERE, WE'VE SAID WE'RE NOW DALLAS
COLLEGE, AND (INDISCERNIBLE) >> FOR COLLEGES, SO THAT RECENTLY HAPPENED.
OUR CARDBOARD RECYCLING, WE'RE GETTING THOSE CARDBOARD BAILING ON EVERY CAMPUS AND CONTINUE TO REPLACE WITH LED LIGHTS.
AND IN THE FUTURE THESE ARE SOME SUSTAINABILITY OPPORTUNITIES THAT I WANT TO GO THROUGH.
>> (INDISCERNIBLE) >> IT'S AN ORGANIZATION, I THINK NICHED IN THE HIGHER EDUCATION.
YOU GET INTO THEIR PROGRAM AND THEY HELP WITH PROGRAMS, HELP MAINTAIN THEM HOW TO IMPROVE THEM AND GROW NEW ONES, IT'S A NATIONAL ORGANIZATION THAT WE'RE A PART OF.
>> LET ME ASK YOU, WE ALL HAVE THESE PICTURES AND ALL, CAN YOU MOVE THROUGH THOSE PRETTY QUICK TO GET TO THE BUDGETING AND FUTURE TALK.
>> THOSE ARE WEED EATERS, WE USE THOSE.
AND I DID WANT TO HIT THIS QUICKLY, IF WE COULD, BECAUSE, I KNOW HOW DO I PUT IN A WORK ORDER, OR CONTRACT? WELL, YOU GO TO OUR SERVER THERE, GO TO THE VERY, VERY, TOP, SCROLL UP SOME, AND THERE YOU GO.
THIS IS OUR DALLAS COLLEGE FM FACILITIES MANAGEMENT PAGE, SCROLL DOWN, YOU SEE THAT CORE VALUES, RIGHT THERE, IS SUBMIT A WORK ORDER, CLICK THAT BOX.
AND AGAIN, I DON'T CARE WERE YOUR, DOESN'T MATTER, YOU FILL THIS OUT AND BUILDINGS, CAMPUSES, ET CETERA, AND HIT SUBMIT.
>> WHAT'S YOUR CONTINGENCY PLAN IF SOMETHING HAPPENS WHICH IS AN EMERGENCY THAT
[01:20:03]
WE TAKE CARE OF NOW?>> SO, THAT'S THE NUMBER THAT YOU NEED TO CALL.
TO PUT IN A WORK ORDER, ALL 911 OR CALL THAT NUMBER AND SOMEBODY WILL ALWAYS ANSWER.
THAT'S WHERE YOU PUT IN KEY, EVENTS, VEHICLE EVENTS, AND HERE'S OUR ORGANIZATION AND I'LL MOVE YOU THROUGH WHO TO CALL.
HERE'S THE VERY BOTTOM, THAT'S OUR COMPLETE ORGANIZATIONAL CHART.
>> AND I TALKED ABOUT TMV AS FAR AS THE WORK ORDERS.
THESE ARE PICTURES OF OUR CONSOLIDATED TEAM.
THIS IS AN EXAMPLE OF WHAT NEW EQUIPMENT AND OUR CONSOLIDATED LANDSCAPING TEAMS OPERATING OUR EQUIPMENT.
>> BROOKHAVEN, THIS USED TO BE OVERGROWN AND TOO MUCH, AND THEN, WE RIPPED IT OUT.
AND MAKE IT LOOK A LOT BETTER, HERE'S ISLANDS IN THE PARKING LOT AND BOILER REPLACEMENTS.
AND YOU COULD SEE SOME OF THE.
THIS IS ANOTHER OVERGROWN AREA WHERE YOU COULD SEE THE LANDSCAPING THERE, SO THERE'S NO WATER.
SO, AGAIN, IF YOU HAVE NOT BEEN TO CEDAR VALLEY IN AWHILE, YOU NEED TO GO.
THIS IS A PITCH, IT LOOKS AMAZING, I'M TELLING YOU, WHEN YOU GO THERE IT'S A COMPLETELY DIFFERENT PLACE.
THIS IS EUGENE WHO IS THE MANAGER OF CEDAR VALLEY AND JUAN WHO IS THE CONSTRUCTION MANAGER.
AND HE DOES ALL THE CEDAR VALLEY, AND WHAT HE'S DONE WITH THE CAMPUS IS JUST AMAZING.
>> THIS IS THAT NEW HVAC LAB WHICH IS ACADEMIC, THIS IS NOT OUR CENTRAL PLAN, BUT THIS IS ACADEMIC AND IF YOU'VE NOT SEEN THAT, IT'S JUST SPECTACULAR.
THIS IS INDOORS WHERE THEY HAVE TRIVETS, IT'S AMAZING.
WE HAVE THE DOCTOR OUT THERE TO HELP US.
BUT, I'M KIDDING, THIS WAS A SPECIAL PLAN THAT HE WAS ON BOARD WITH, THE LANDSCAPING AND GROUNDS STAND UP.
THIS IS EXACTLY WHAT WE ARE DOING.
HE RUNS LANDSCAPING AND GROUNDS.
AND AGAIN, THE TRANSFORMATION (INDISCERNIBLE) ADAM DO YOU WANT TO TALK ABOUT THAT?
>> WELL, WE HAD TO REDUCE THE PLANTING MATERIAL IN ORDER TO TAKE CARE OF THAT.
PART OF THE LOSS OF STAFF WE TALKED ABOUT OVERALL REQUIRED.
PLUS, NOW, IT'S MUCH MORE SUSTAINABLE AND LESS OF AN IMPACT ON THE COLLEGE WHEN IT COMES TO NOISE DURING CLASS TIME WITH MOWERS AND BLOW ARE.
I WOULD RECOMMEND YOU GO CHECK IT OUT IF YOU HAVE NOT BEEN THERE.
>> MARK, THANK YOU SO MUCH, THE CAMPUS LOOKS GREAT.
>> THESE ARE OUR CONTROLS TEAMS. WITH THIS ONE, WE CONTRACTED, WE DID NOT HAVE THIS CAPABILITY BEFORE.
YOU SEE THEY'RE ACTUALLY WORKING ON THIS AND IT'S A WAY BETTER (INDISCERNIBLE)
>> EASTFIELD, AGAIN, EVERY TREE WAS TRIMMED AND IT LOOKS AMAZING.
THIS IS WORK THAT WE DID ON THE CHILLED WATER LINE, THEY MADE A HOUSE WHERE A CHILLER GOES DOWN THERE'S A TRAILER TO SCOOP IT UP SO WE DON'T DISRUPT THE CAMPUS.
IT'S A MORE PREVENTIVE EFFORTS AND THIS USED TO BE JUST COMPLETELY OVERGROWN AND YOU WOULDN'T BE ABLE TO SEE THE HOLE IN THE WALL OR NOTHING, THEY'VE DONE A REALLY GOOD JOB.
AND EL CENTRO THIS IS THE NEW SPACE.
AS FAR AS FACILITIES IN EMPLOYMENT, THIS IS A BIG CRANE SWINGING UP AN HVAC UNIT AND THIS IS THE ROOF TOP UNIT.
[01:25:01]
>> AND MOUNTAIN VIEW, YOU COULD SEE THIS AGAIN WAS ALL OVERGROWN AND YOU COULD SEE THE MINIMALISM THAT HELPS US SAVE WATER AND HELPS US MAINTAIN IT.
AND THE LANDSCAPING AND (INDISCERNIBLE) >> (INDISCERNIBLE) >> I THINK,
(INDISCERNIBLE) >> NORTH LAKE.
BEFORE AND AFTERS, TWO BEFORES AND TWO AFTERS, CAN YOU SEE ALL THE DARK SPOTS, AND NOW YOU COULD SEE IT'S SAFER AND MUCH MORE EFFICIENT.
AND THEY'RE VERY, VERY, PROUD OF THAT AT THAT CAMPUS.
THE VENDOR TOOK THIS PICTURE FOR US.
AND NORTH LAKE THIS IS SOME OF THE REBRANDING WE DID INSIDE COPPELL.
AND ALL THE BASKETBALL COURTS ARE NEW.
AND THIS IS OLD WEST CAMPUS, ONE WHICH WAS LEASED AND WE CLOSED IT OUT.
SO, WE'RE DONE WITH THIS PROJECT, SO, WE HAD TO PUT IT BACK HOW WE FOUND IT AND THAT'S PRETTY MUCH AS WELL.
RICHLAND, I THINK IT'S JUST THE DEVELOPING THE WEBSITE, AND, (INDISCERNIBLE) >>
(INDISCERNIBLE) >> (INDISCERNIBLE) >> THIS IS THE ADMINISTRATION BUILDING.
THIS IS BUILT AND THIS IS GRADING AND FLOODING ISSUES THAT WE HAD AND WE DID SOME OF THAT, THIS IS EL PASO, THEY HAD SOME, YOU KNOW, THIS WALKWAY, BUT WATER IT'S AN INTERESTING OPENING, BUT IT HAD LEAKS AND SO WE DID ALL THAT.
FOR A SAFER MUCH MORE PRESENTABLE ENVIRONMENT.
>> AND WHAT'S TO COME, I THINK THAT I'LL JUST SAY, MORE OF THE SAME, WE'RE GOING TO GET BETTER AND BETTER, SO, WE'RE GOING TO ALLOW ANYTHING GO UNDERWAY.
>> I HAVE A COUPLE OF QUESTIONS, SOMETHING THAT (INDISCERNIBLE) LET ME ASK YOU THIS FIRST, WE HAD A PROBLEM WITH ADA COMPLIANCE, WHERE ARE WE WITH THAT?
>> WE PRETTY MUCH COVERED THAT, WE FINISHED THE ADA PROJECTS A FEW YEARS AGO.
>> WE SHOULD BE -- >> COMPLIANT.
>> AND WE TOOK CARE OF THE LAWSUITS THAT WE HAD?
>> WE'RE ALWAYS LOOKING AT THAT AND THAT'S SOMETHING THAT WE PUSH THE ARCHITECTS IN NEW BUILDS MAKING SURE THEY'RE NOT CREATING ISSUES AS WE MOVE FORWARD.
IT MAY BE ADA COMPLIANT BUT NOT PERFECTLY THE WAY IT NEEDS TO BE.
WE NEED A PROCESS FOR THAT BECAUSE IT MAY CHANGE THE LANDSCAPE OF OTHER BUILDINGS.
>> I WAS GOING TO SAY, WE HAVE NO ACTIVE LAWSUITS INVOLVING ADA NON-COMPLIANCE ISSUES AT ALL.
>> DO YOU ALL HAVE ANY WOMEN THAT WORK IN FACILITIES AND MANAGEMENT, IN WHAT WOULD BE NON-TRADITIONAL ROLES?
SO, ONE, AND AGAIN, I PLAN TO, WHEN I COME IN, TO BRING IN MORE AND MORE (INDISCERNIBLE) THIS IS THE FIRST ROUND.
BUT THE CONSTRUCTION MANAGER WE HIRED IS TERRY THOMAS, SHE'S A CONSTRUCTION MANAGER.
>> SO, LEASE IS A HAWKINS WORKS UNDER GENE.
[01:30:01]
(INDISCERNIBLE) >> AND, SHE DOES OUR INTERIOR DESIGN.
>> BUT, I HAVE TO LOOK OUT FOR THE SISTERHOOD.
>> WE EXPERIENCE THE SAME THINGS WHICH IS ONGOING IN THE WHOLE INDUSTRY, AS YOU KNOW, WOMEN WHO COME OUT OF COLLEGES AND UNIVERSITIES IN CONSTRUCTION MANAGEMENT GET 10 OFFERS TO ANYBODY ELSE, RIGHT GUYS?
>> IT IS A PRIOR, AND WE CAN FIND, AND WE HAVE FOUND, SOME KEY SPONSORS AND REALLY GREAT PEOPLE THAT WE HAVE MOVED IN.
WE HAVE STOLEN FROM OUR CONTRACTORS.
>> SALLY IS OUR LANDSCAPE ARCHITECT DESIGNER, AND I'LL BRING THEM IN, THIS IS JUST THE FIRST ROUND.
>> I JUST WANT TO BE SURE THAT WOMEN HAVE OPPORTUNITIES TOO, BECAUSE WE HAVE WOMEN THAT THIS IS WHAT THEY LOVE TO DO, YOU KNOW, AND ARE VERY TALENTED IN IT AND I WANT TO BE SURE THAT WE'RE GIVING EVERYBODY AN OPPORTUNITY.
>> IS THERE OPPORTUNITIES FOR APPRENTICESHIPS IN OR FACILITIES FOR OUR CONSTRUCTION MANAGEMENT STUDENTS.
>> I WOULD LIKE TO GIVE CREDIT FOR THE HVAC TRAINING OR ELECTRICITY TRAINING, WE DEVELOP THESE PARTNERSHIPS AND I SPENT A LOT OF TIMES TALKING ABOUT VICE PROVEST AND DEAN ABOUT HOW TO BUILD SOME OF THESE INTERN PROGRAMS. IT'S NOT PERFECT YET.
>> WE JUST HIRED SEVERAL DISD STUDENTS TO WORK WITH, I THINK IT WAS, WHO WAS IT?
>> WE HAD THE LANDSCAPING SALLY SUTTON LANDSCAPING AND SHE HAS A YOUNG LADY FROM DISD WORKING WITH HER AS WELL.
ONE WOMAN WHO WORKS WITH THE ADMINISTRATION FOLKS AND ONE IN EASTFIELD.
>> A NUMBER OF DALLAS COLLEGE STUDENTS TOO IN > YES, THERE ARE FULL CREDIT, DALLAS COLLEGE STUDENTS.
>> DIDN'T YOU MENTION YESTERDAY SOMETHING ABOUT LOOKING FOR APPRENTICESHIPS FOR TRANSPORTATION?
>> INTERNS FOR TRANSPORTATION?
>> WE'VE IDENTIFIED DALLAS COLLEGE STUDENTS.
>> BUT, DO WE HAVE ANY OPPORTUNITY FOR COLLEGE STUDENTS?
>> YOU UNDERSTAND WHAT I'M ASKING?
>> WELL, THE TWO STUDENTS WE IDENTIFIED ARE DALLAS COLLEGE STUDENTS.
>> TO MY GOOD FRIENDS FROM FACILITIES, GET THOSE CLOTHES AND GET BACK TO WORK.
>> OBVIOUSLY, SCOTT'S VERY PROUD OF THE WORK, AS WE ALL ARE FOR THE TEAM AND WE APPRECIATE SCOTT'S LEADERSHIP.
MORE CONVERSATION THE LAST SEVERAL DAYS, I'VE BEEN AROUND FROM A BUDGETARY STANDPOINT.
WE FEEL GOOD ABOUT THE DIRECTION THAT WE HAVE TAKING CARE OF OUR FACILITIES.
SO, NOW IT TURNS UP THAT WE'LL GET TO OUR CAPITAL PLAN >> SOME OF THIS WEAVE
[5.3. Capital Budget ]
GONE THROUGH BEFORE, THE HIGHLIGHT OF THIS SLIDE IS THE SAME THING THAT JESSICA SAID THE OTHER DAY, WHEN YOU SAY, TAX PAYERS, $68 MILLION OF REFUNDING, BUT THE BIG PART SHE DIDN'T SHOW YESTERDAY, AT THE END OF NEXT FISCAL YEAR, THIS COMING UP BUDGET YEAR, WE'RE ONLY HAVING $58.2 MILLION OUTSTANDING IN PRINCIPLE AND INTEREST.AND THAT GIVES YOU AN IDEA OF WHERE WE PAID THAT DOWN.
I WANT TO REMIND BECAUSE WE HAVE THE NEW BOARD MEMBERS HOW WE SOLD THE $1.1 BILLION BOND PROGRAM WAS THREE MAJOR GROUPS, THE STUDENT RELATED PROGRAMS AND THE DOWNTOWN INTERRELATION DISTRICT, AND THE STUDENT-RELATED INSTRUCTION AND SUCCESS PROGRAM.
>> ARE YOU TALKING ABOUT THE $58 MILLION, WAS THAT ON THE 2004 BOND?
>> OH, AND THAT ALSO INCLUDES IT WILL PAY OFF ALL THE TAX NOTES THAT WE HAVE THIS COMING YEAR.
AND SO, WE WILL BE DOWN TO THAT, IT'S EVERYTHING FROM THE 2004.
[01:35:03]
>>> WELL, I NEED TO SAY THIS, ORIGINALLY, THE PLAN WAS THAT WE WERE GOING TO ISSUE THAT $1.1 BILLION, NOT ALL AT ONCE, IT WAS OVER 6-8 YEARS AND BASICALLY THREE DIFFERENT TRANCHES AND THERE WAS NO TAX RATE INCREASE PROJECTED TO BE ABLE TO FUND ALL THREE.
NOW, WE'RE ONLY WORKING IN PHASE ONE RIGHT NOW, AND I'LL GO INTO THAT A LITTLE MORE.
A LITTLE BIT OF BACKGROUND OF WHAT WE'VE DONE AND THIS IS WHAT WE'RE WORKING AND I'LL TALK ABOUT IT A LITTLE MORE, WE'RE PROBABLY GOING TO SPEND MORE TIME ON IT, WITH THE STRATEGIC PLANNING CONSULTANT.
WE HAD INTERNALLY FOCUSED, BUT WE DID THESE PLANS AND NOW THEY'RE GETTING DATED, THEY'RE ALMOST 5 YEARS-OLD.
WE'RE A DIFFERENT ORGANIZATION THAN WE WERE BEFORE.
WE HAD THE CAMPUS GATEWAY CONCEPTS.
DO YOU REMEMBER WHEN WE SAID, WHAT CAN WE DO WITH THE LAND THAT SURROUNDS OUR BUILDINGS, WE'VE BEEN MAKING CAPITAL EXPENDITURE FOR IMMEDIATE NEEDS AND PRETTY MUCH WHAT WE WORKED INTO IN PHASE ONE IS A WILL THE OF PROGRAMS OR BUILDINGS THAT DEALT WITH EARLY COLLEGE HIGH SCHOOL AND PTEC PROGRAMS BECAUSE WE DIDN'T HAVE THE SPACE FOR HOW FAST THAT'S GROWN.
THE HVAC RENOVATION, YOU SAW A PICTURE OF THAT AT CEDAR VALLEY WHERE WE COULD DO A TRAINING PROGRAM AND COMMERCIAL HVAC AND THE CONSTRUCTION SCIENCE BUILDING OUT AT NORTH LAKE NORTH, THAT HAS BEEN COMPLETED AND IT'S IN OPERATION AND INSTRUCTION.
AND, YOU HEARD SCOTT TALK ABOUT BEFORE, THREE YEARS AGO WE STARTED A FACILITIES IMPROVEMENT PLAN AND JUST FINISHED A FACILITY CONDITIONAL IT ANALYSIS WHICH WE CAN TURN & START TO USE THAT IN METRICS THAT WE HAVE.
A REVIEW OF WHAT WE'RE DOING, YOU KNOW, THERE'S PROTOTYPES THAT HELP BETTER SUPPORT STUDENT SERVICES AND STUDENTS IN THE COMMUNITY ONE-STOP-SHOP AT CEDAR VALLEY, A WELCOME CENTER IN MOUNTAIN VIEW, EARLY COLLEGE HIGH SCHOOL SPACES AND AGAIN, I MENTIONED THE PART ABOUT HOW WE'RE LOOKING AT HIGH INDUSTRY DEMAND NEEDS.
WHAT WE'VE DONE, WE'VE FINISHED THE CONSTRUCTION SCIENCE BUILDING, THE EL CENTRO WEST STUDENT ATRIUM, AT WEST CAMPUS IS COMPLETED AND AT CEDAR VALLEY WE HAVE THE COMMERCIAL HVAC PROGRAM.
AND THE REST ARE IN PROGRESS AND SHOULD FINISH IN THE FIRST QUARTER OF 2023.
>> I HAVE A QUESTION, THE FACT THAT THE DISTRICT HAS BEEN SUED OVER THE BOND PROGRAM IS A MATTER OF PUBLIC RECORD BUT THERE'S NOTHING ABOUT THAT LEGAL PROCESS THAT IMPACTS OUR ABILITY TO FINANCE PHASE ONE PROJECTS, CORRECT?
WE'RE USING OUR CASH RESERVES AS INTERIM FINANCING WHILE WE'RE WAITING FOR THIS TO GET SOLVED.
AND, UM, WE WILL HAVE A DECISION, AND I'LL TALK ABOUT THAT IN A MINUTE.
WE WILL HAVE A DECISION POINT NEXT JANUARY TO SAY WHICH WE'RE WE'RE GOING TO GO.
I THINK THAT FIT IN LINE WITH ALL THAT WE KNOW RIGHT NOW.
AND SHOULD BE A GOOD POINT OF HAVING BETTER INFORMATION.
I'M GOING TO GET A CALL SOME SATURDAY MORNING THAT WILL MAKE MY DAY AND I KEEP WAITING FOR THE CALL.
>>> THE DOWNTOWN EDUCATION DISTRICT, ONE OF THE THINGS WE'RE WORKING ON WITH THE STRATEGIC PLANNING CONSULTANT IS RETURNING THE SPACE AND THE PROGRAMS THAT GO DOWN THERE.
THE INNOVATION DISTRICT HAS GONE THROUGH A METAMORPHOSIS.
IT IS THE INNOVATION DISTRICT.
WITH ALL THE DISTRICTS THAT HAVE GONE UP AROUND DALLAS HAS GONE THROUGH A REAL LOOK OF WHAT REALLY IS OUR ROLE AND THAT'S WHAT WE SPENT A LOT OF TIME WITH THE STRATEGIC PLANNING PARTNERS, IT'S NOT JUST BUILDING TO BUILD, IT'S HOW WE REALLY FIT INTO ALL THE DISTRICTS WHICH HAVE POPPE UP EVERYWHERE AND WHAT WOULD BE, WE REALIZE THAT WE HAVE A ROLE TO PLAY, BUT WHAT SHOULD THAT ROLE BE AND HOW DO WE HELP BE THE CATALYST IN MAKING SURE AL THAT INNOVATION WORKS.
WE TALK ABOUT EXPANDING BUILDINGS, EXPANDING THE WORKFORCE, BUILDING ADDITIONAL CAPACITY IN OUR EXISTING INDUSTRIES, IF YO DON'T HAVE INNOVATION, YOU
[01:40:05]
DON'T GROW.THAT HAS TO BE A KEY OF ANY MUNICIPALITY AREA, PROBABLY PREACHING TO THE CHOIR HERE, STATE OR WHATEVER, IS THAT YOU HAVE TO HAVE THAT INNOVATION STRUCTURE.
IT'S BUILDING THINGS IN (INDISCERNIBLE) >> THE SPACE WHERE THEY WORK TOGETHER AND REALLY BALANCE EACH OTHER OUT IS OFF OF, I LOVE STORIES THAT SOMEBODY'S WORKING ON SOMETHING, AND SAYS, YOU KNOW, BUT, I NEED TO GET THIS PACKAGED SOMEHOW, AND THE GUY SITTING HERE HAS A PACKAGE.
THERE'S A LOT OF STUFF THAT WE'RE GOING TO LOOK AT AND THAT'S OUR TOUGHEST THING FROM WHAT WE ORIGINALLY BUDGET IS WHAT YOU'RE DOING IN INNOVATION.
THE ADMINISTRATION SPACE THAT WE LOOKED AT, WE'RE REVIEWING EVERYTHING.
AND ESPECIALLY IF YOU REMEMBER, AT ONE POINT, WE HAD A BUDGET FOR PHASE 1 AND PHASE TWO, BUT THE REST OF THAT STUFF, QUITE FRANKLY IS BACK TO WORKING WITH OUR STRATEGIC PARTNERS TO FIGURE OUT WHAT WE SHOULD PLAN AND HOW TO MOVE FORWARD AFTER THIS POINT.
>> AND ON THE ADMINISTRATION PHASE, THAT'S SOMETHING THAT WE'VE TALKED ABOUT FOR SOME TIME THAT'S IMPORTANT.
BUT AS WE TALKED YESTERDAY, THE MANY CONSIDERATIONS THAT WE HAVE TO BALANCE, IT'S MOVED DOWN THE LIST.
AND SO, AS YOU KNOW, AS WE MOVE FORWARD ABOUT WHAT WE DO IN TERMS OF ADMINISTRATOR SPACE, IT MAY LOOK DIFFERENT FOR AWHILE, IT MAY LOOK SIMILAR FOR AWHILE, IT MAY LOOK LIKE THE BUILDING THAT WE'RE IN.
>> ALL OF THIS NEW CONSTRUCTION IN PLAN, IF WE GONE THROUGH THE IDEA OF GOING INTO ONE PILE IN EVERYTHING THAT WE'VE HAD.
A LOT OF THAT DOESN'T HAVE TO BE REINVENTED BUT IT NEEDS TO BE TWEAKED, WE NEED TO GO BACK AND LOOK AT IT.
AS WE'RE WORKING IS ONE OF THE THINGS THAT WE'RE DOING IS FIRST WE'RE TRYING TO GET, WHAT IS -- WE CALL IT A DECISION-MAKING FRAMEWORK WHICH HELPS US LOOK AT THE VARIOUS THINGS ABOUT WHAT WE GO THROUGH.
AND A LOT WILL RELATE BACK TO WHAT MARY AND DANIELLE SPOKE ABOUT YESTERDAY WITH THOSE STRATEGIC INITIATIVES OF WHAT WE'RE TRYING TO DO.
THEY'RE GOING TO TAKE, THEY'RE GOING TO HELP US REALLY, MARRY ALL OF THIS TOGETHER IN A HIGH-LEVEL FORM, I HATE TO USE THIS WORD, BUT "POLICY" THAT HELPS US TO UNDERSTAND HOW WE MAKE DECISIONS ABOUT PROGRAMS, FACILITIES AND WHAT WE SHOULD BE DOING.
THEY WILL INITIALLY START WITH THAT, BUT THEN, I HAVE BROKEN THIS INTO A COUPLE OF PHASES, PHASE TWO IS WHERE THEY WOULD ACTUALLY GET INTO THINGS LIKE DOING THE SPACE UTILIZATION ANALYSIS, LOOKING AT PROGRAMS, AND WHERE THEY GO AND WHERE OUR STUDENTS ARE FROM.
BUT THEY'RE NOT GOING TO HAVE ALL THAT THEY WANT.
THE FIRST PART IS TO GET THIS 40,000-FOOT LEVEL THAT THE BOARD NEEDS INPUT ON AND SAY, YES, THEY'VE GOT ALL THE RIGHT THINGS COVERED THAT HELPS US TO MAKE STRATEGIC DECISIONS.
AND THAT'S WHAT WE'RE GOING TO BRING TO THE BOARD FIRST HOPEFULLY BY SEPTEMBER OR OCTOBER, WE'LL HAVE SOMETHING WRAPPED UP.
BEFORE THAT, WE'RE WORKING ON THAT TO BRING TO THE BOARD.
AND AS MY FINANCE CHAIR ALWAYS SAYS, THIS IS THE PART WHERE WE'RE GOING TO NEED YOUR INPUT ON.
>> I HAVE A VISION AND DISCUSSION WITH JON AND JUSTIN AND ALL, BUT, WE'LL SCHEDULE SOME WORK SESSIONS AS THIS PHASE GROUP GETS STRUCTURED IN.
AND THEN THEY WILL GIVE IT TO US, AN OVERVIEW AND BITE-SIZED, BUT WE'RE GOING TO HAVE TO BASICALLY SET DOWN LIKE WE DID YESTERDAY AND TODAY WITH THEIR FOCUS AND ALL.
AND IT'S GOING TO TAKE THE TIME THAT WE'RE GOING TO HAVE TO PUT INTO IT, WE'RE TALKING FOUR TO EIGHT HOURS EVERY TIME WE SIT DOWN TO MAKE IT WORK.
SO, WE HAVE THAT TO LOOK FORWARD TO IN THE SHORT TERM.
>> AND IT'S EASY FOR ME TO ENVISION HOW THE STUDENT SERVICES COMPONENTS WOULD FIT INTO THIS FACILITY PLANNING ACROSS SEVEN CAMPUSES BECAUSE WE'RE TRYING TO DELIVER A CONSISTENT PRODUCT IN TERMS OF NAVIGATION.
SO, WORK HARDER IN THE ACADEMIC SPACE AND I'M GLAD THAT YOU GOT THE EDUCATION PLAN REFERENCED IN THIS CONTEXT.
BUT THAT ALSO LEAVES US DECISIONS, OKAY, WE HAVE THREE PROGRAMS ON SEPARATE CAMPUSES AND ONE SCHOOL WETHER OR NOT WE SHOULD CONSOLIDATE OR NOT.
[01:45:05]
OR, WHETHER, IF WE HAVE ONE PROGRAM IN ONE PLACE THAT OUGHT TO BE INVOLVED IN CAMPUSES WHETHER WE SHOULD DISTRIBUTE IT OR NOT.IS THAT A PREVIEW OF COMING ATTRACTIONS?
>> WHAT WE NEED TO DO IS ONCE WE BUILD THE FRAMEWORK IS ALL THE CRITERIA GETS BUILT INTO THE FRAMEWORK FOR WHAT WE WANT TO DO.
WE'RE GOING TO HAVE A FEW OF THEM WE WILL HAVE CONTESTED AND A FEW THAT WE'LL USE, REAL LIVE MODELS.
>> AND I THINK THAT THE PROVOST, THEY CAN TAKE THEIR PLAN OF ACTION THAT THEY HAVE IS GOING TO BE EASIER, PROBABLY, TO MAKE A PLAN FOR HOW WE DELIVER THAT UNDER TODAY'S WORLD THE INNOVATION CERTAINTY, THE LOCATION OF CAMPUSES TO ME, THOSE ARE GOING TO BE HARDER, IT'S INNOVATION CENTERS TAKING A DIFFERENT LOOK IT'S ALMOST INNOVATION AS A SERVICE AS OPPOSED TO INNOVATION AS A FACILITY.
SO, WITH TECHNOLOGY, AS WE TALK ABOUT REMOTE WORK AND EVERYTHING, LIKEWISE WHAT I SUGGESTED, AND JUSTIN AND I TALKED ABOUT THAT, WE NEED TO GO VISIT IN THAT INNOVATION CENTER WORLD, WE NEED TO SEE SOME THAT WORK WELL AND SOME THAT FAILED AND WHY THEY FAILED.
WE JUST HAVE TO INVEST THAT KIND OF TIME FOR THE FUTURE OF THIS COLLEGE.
AND IT'S NOT GOING TO BE SOMETHING THAT WE COULD DO QUICKLY, BUT, WE HAVE TO DO IT QUICKLY, WE'VE GOT TO HURRY UP AND BE QUICK AND THAT'S WHERE WE ARE.
>> IT'S BEEN FAIRLY RECENT, UM, I WAS DONE IN THIS AREA, AND, SAW A LOT OF STUFF THAT I HADN'T SEEN, BUILDING AND SO FORTH, AND, (INAUDIBLE) SOME OF YOU MAY KNOW, FOR THE BOARD TO TOUR THE AREA WITH SOMEBODY WHO CAN TELL US WHAT THE PRESENT AND FUTURE PLANS ARE FOR THE AREA SO THAT WE HAVE A BETTER IDEA OF WHERE WE NEED TO OR HOW WE NEED TO THINK ABOUT PLANNING FOR WHAT WE DO.
>> (INDISCERNIBLE) >> COME IN AND GIVE A PITCH ON STRATEGY.
>> AND TO RESPOND TO THAT, WHEN I SAW (INDISCERNIBLE) FINANCE CHAIRMAN, I SCHEDULED A MEETING WITH DOWNTOWN, BECAUSE I KNOW HOW IT WORKS, I KNOW THERE ARE A LOT OF MEETINGS THAT HAPPEN.
>> SO, FOR SOME REASON, ALTHOUGH THERE ARE STREETS IN THIS AREA THAT I HAD NOT BEEN ON.
AND I WAS LIKE, WHEN DID THAT GO UP.
(INDISCERNIBLE) >> WE WORK WITH THOSE FOLKS AND ENGAGE WITH THEM ON A PRETTY REGULAR BASIS.
YEAH, WE CAN HAVE THEM COME IN AND GIVE AN OVERVIEW OF WHAT'S HAPPENING.
(MULTIPLE SPEAKERS) >> (INDISCERNIBLE) >> GROUND LEVEL ON THAT NEXT TO THE LAST BULLET, REAL ESTATE ANALYSIS OF DEVELOPMENT STRATEGY, I'M NOT SURE WHAT ALL IN ENCOMPASSED IN DEVELOPMENT STRATEGY, BUT TO ME, DEVELOPMENT CORRELATES WITH THE NEW DOWNTOWN CAMPUS AS I'VE STATED TO YOU, JON, AND CHANCELLOR, AND FINANCE CHAIR, I HAVE A REAL PROBLEM IF WE'RE GOING TO TURN EVERYTHING, FROM TAXPAYER DOLLARS, EVERYTHING OVER TO A DEVELOPER WITHOUT US HAVING INPUT OR GUARDRAILS, AND REALLY I DON'T WANT ANYTHING TURNED OVER TO THEM, BUT THAT'S MY POSITION, BECAUSE OF HOW WE HAVE IMPACTED THE NWBE INVOLVEMENT IN CONTRACTING CONSTRUCTION ON THAT FACILITY.
SO, I'M JUST PUTTING THAT OUT THERE RIGHT NOW.
>> I KNOW, AND WE'VE TALKED ABOUT IT.
WE'RE NOT THERE YET, BUT WE WILL CERTAINLY LET YOU KNOW WHEN WE GET TO THAT POINT.
>> LIKE I SAID, IN THE STRATEGIC MODEL AND THINKING, YOU JUST CANNOT PUT FENCES AROUND EVERYTHING OR YOU MIGHT MISS SOMETHING.
[01:50:02]
IT'S WHEN YOU GET TO THE TAXABLE PART, WHICH IS WHY WE'RE TO GO INVOLVED NOW RATHER THAN LATER, IS BECAUSE IT ALLOWS US TO NOT, NOT ENVISION SOMETHING THAT COULD HAVE BEEN.WHEN YOU START PUTTING FENCES AROUND SOMETHING, WHETHER IT'S BUDGETARY OR GEOGRAPHICAL OR LAND YOU GOT, YOU HAVE TO CONSIDER EVERY OPTION AND THEN YOU BRING IT DOWN.
AND ONCE YOU BRING IT DOWN, YOU HAVEN'T LOST ANY CONTROL, RULES, OR POLICY, IT'S JUST THAT YOU HAVE MORE CHOICES.
RIGHT NOW, LIKE YOU SAID, TO DRIVE AROUND HERE, WELL, YOU MIGHT DRIVE OVER IN THE OTHER PART OF TOWN AND SEE THE SAME THING HAPPENING.
SO, WE HAVE TO HAVE SOMETHING TO PUT IT INTO PERSPECTIVE OF WHAT CHOICES THAT ARE THERE.
AND THEN THE CHOICES, AND THE DELIVERY BECOMES WHO DOES IT, WHEN, AND HOW THAT YOU DO IT.
>> AND I TOTALLY UNDERSTAND THAT, BUT, THERE WERE FENCES BEFORE THAT KEPT US OUT.
WE NEED TO BE SURE THAT IF THERE ARE FENCES, THEY DON'T KEEP US OUT.
NWBE, I'M TALKING ABOUT BUILDING, AND WE CAN LOOK AT THE TAX PAYERS, ET CETERA, ET CETERA, ET CETERA, BUT WHEN IT COMES TO BUILDING THE FACILITIES AND NWBE INVOLVEMENT.
WE NEED TO BE SURE THAT THE TAX PAYER'S DOLLARS ARE RETURNED EQUITABLY IN THE TERMS OF THE BUSINESSES THAT WE'RE USING.
I DON'T CARE ABOUT THE TAX PAYERS DOLLARS, I'M TALKING ABOUT WHEN THE RUBBER MEETS THE ROAD AND THOSE DOLLARS ARE ACTUALLY GOING INTO TH COMMUNITY.
THAT'S WHAT I'M TALKING ABOUT.
>> AND I TOTALLY AGREE WITH YOU, AND I THINK THERE ARE WAYS IN THE CONTEXT OF PUBLIC AND PRIVATE PARTNERSHIPS, THENCES ARE.
(INDISCERNIBLE) >> TAX HEADQUARTERS THAT THE CITY OF DALLAS PUT TOGETHER IS AN EXCELLENT EXAMPLE OF A PUBLIC PRIVATE PARTNERSHIP WHICH WILL YIELD HUGE OPPORTUNITIES FOR NWBES AND WE HAVE OPPORTUNITIES AS WELL.
>> AND I THINK THAT THOSE ARE JUST THINGS THAT WE HAVE TO GET THERE.
BUT, WE'VE GOT TO GET, WE'VE GOT TO GET EVERYTHING KIND OF ON A RADAR.
WE'VE GOT TO GET EVERYTHING ON A RADAR, WE GOT TO GET OUR 1600 ACRES ON THE RADAR.
WE'VE GOT TO GET EVERYTHING ON THE RADAR AND DECIDE, HERE'S OUR MISSION, OBJECTIVES AND GOALS, HOW DO WE MAXIMIZE TO THE BEST OF OUR ASSETS THAT WE HAVE.
THAT'S JUST A PROCESS OF ANY BUSINESS, AS YOU MENTIONED YESTERDAY, WE'VE GOT OUR GOAL, WHEN YOU'RE DRIVING A STRATEGIC PLAN BASED UPON DEFINED GOALS, THE OUTCOMES ARE GOOD.
AS LONG AS YOU DRIVE THAT, EVERYTHING ELSE WORKS.
SO, I THINK THAT WE JUST GOT TO GET TO THAT NEXT STEP WHICH I HOPE WILL BE OUR FIRST WORK SESSION IN AUGUST.
I KNOW THAT WE HAVE BUDGET, BUT WE'VE GOT TO HURRY UP.
>> WE HAVE THREE MEETINGS IN AUGUST.
>> (MULTIPLE SPEAKERS) >> WE ONLY HAVE ONE.
>> BUT WE'LL HAVE THREE MEETINGS.
>> AND, BUT, ANYWAY, I THINK THAT, AND I'M VERY EXCITED, I BELIEVE EVERYBODY UNDERSTANDS THE CHALLENGE THAT WE HAVE, AND I BELIEVE EVERYBODY UNDERSTANDS THE OPPORTUNITY THAT WE HAVE WHICH IS GREAT TO MAKE A DIFFERENCE IN THE FUTURE OF THE COLLEGE, BECAUSE WHAT WE DO IN THIS NEXT 12-18 MONTHS WILL SET THE (INDISCERNIBLE) FOR MANY MANY YEARS.
>> WHEN IS THE PAGE REPORT SUPPOSED TO BE BACK TO US?
>> WE'RE HOPING TO HAVE -- WE HAVEN'T SIGNED THE CONTRACT YET.
WE'RE CLOSE, IT'S BEEN APPROVED.
BUT WE'RE WORKING ANYWAY, THEY'VE BEEN MAGNANIMOUS ABOUT WORKING WITH US.
AND WE'VE HAD MEETINGS, AND WE'LL CONTINUE THOSE.
AND BRINGING THEM INTO THE OFFICE WILL BE A PERFECT TIME TO BE SURE THAT WE'RE GOING IN THE RIGHT DIRECTION.
THIS IS A PHASE 1, THE 40,000 FOOT LEVEL AND PROBABLY CONCURRENTLY WE GOT TO GET THEM INTO DISCERNING PHASE TWO WHICH IS SPACE UTILIZATION STUDIES AND
[01:55:05]
PROGRAM STUDIES.AND WE, BECAUSE, IT'S GOING TO HELP US FORMULATE DECISIONS.
BUT, THIS IS NOT A ONE AND DONE IN FOUR MONTHS.
THIS IS AN ONGOING PROCESS THAT HELPS US.
EVENTUALLY WE WON'T NEED THEM ANYMORE, WE'LL INTERNALIZE IT.
BUT WE DO NEED THIS HELP RIGHT NOW, BECAUSE WE DON'T KNOW WHAT WE DON'T KNOW THAT WE DON'T KNOW.
AND THAT'S WHERE IT WILL EPIDEMIC US TO SEE WHERE WE'RE GOING.
>> THEY WON'T BE BRINGING IN A REPORT UNTIL WE HAVE OUR FIRST WORK SESSION AND THEY HERE FROM Y'ALL RAH Y'ALL'S INPUT IS AND THEY HAVE INFORMATION TO SHARE.
REPORT BACK A STRUCTURE THEY HEARD OR SAW AND FELT, IT WILL BE A WORK IN PROCESS.
IT'S NOT LIKE, WE'RE GOING TO GO GIVE THEM A JOB AND THEY BRING US A SOLUTION.
WE'RE GOING TO BE PART OF THE SOLUTION.
BECAUSE IT'S SO IMPORTANT THAT EVERYBODY HAVE THEIR INPUT AND THAT EVERYBODY GET INVOLVED.
>> SO, WE PLAN ON HAVING THEM PRESENT OR WILL THEY ASK FOR FEEDBACK FROM US.
>> ONE OF THE THINGS THAT WE HAVE BEEN PRESSED WITH IS THEY LISTEN SO WELL.
SO, I THINK WHAT WE'RE LOOKING AT WE'RE GOING TO SAY, HERE'S THE DIRECTION THAT WE'RE LOOKING AT AND THEN THEY'RE GOING TO STOP AND THEY'RE GOING TO SAY, LISTEN TO THE BOARD AND SAY, THESE ARE THE THINGS THAT ARE IMPORTANT TO ME AS YOU'RE DOING THESE PLANS MOVING FORWARD.
DIVERSE SUPPLIERS, TO EVERYTHING THAT CAN POSSIBLE BE THERE IN STRATEGIC PLANNING, HOW DO WE USE OUR REAL ESTATE.
THAT'S WHAT GOING TO HELP DRIVE THEM IN KNOWING AND BEING FLEXIBLE.
YOU KNOW, ONE OF THE THINGS THAT WE DID, WE'RE WORKING THROUGH THIS WITH THEM, AND ALL OF A SUDDEN WE HEAR, OH, SOUTH OF 20, AND THERE'S DEVELOPMENT GOING ON ALL THE TIME OVER HERE AND HOW DO WE BUILD PLANS THAT ARE STILL GOING TO BE FLEXIBLE ENOUGH TO MOVE WITH THE TIMES AS ALL OF THIS STUFF HAPPENS MOVING FORWARD.
>> AND THEY'RE GOING TO ASK US TO DEVELOP.
AND WE'RE GOING TO HAVE A DEFER TO THEM WHAT WE PUT PRIORITY 1, 2, 3, FOUR, IS THE INNOVATION DOWNTOWN MORE IMPORTANT TO EVERYBODY ELSE? I DON'T KNOW WHAT ANYBODY WILL SAY.
THAT'S THE FIRST MEETING PEOPLE WILL HAVE TO BASICALLY GIVE THEIR INPUT ON HOW THEY PERCEIVE THE FUTURE OF OUR BUILDING LEVEL.
AND SO, I DON'T THINK ANYBODY KNOWS UNTIL WE GET THERE.
>> AND I DON'T KNOW THAT WE'LL EVER GET THERE.
>> WE'LL GET STARTED WITH SOMETHING.
QUICK WRAP UP HERE, ARE THERE ANY OTHER QUESTIONS ON THAT.
THE PHASE 1 IS WE'RE USING INTERIM FINANCING FROM OURSELVES IN THE CASH RESERVES THAT WE HAVE.
HOWEVER, THAT'S NOT A LONG-TERM STRATEGY, WE'LL ISSUE $322 MILLION WORTH OF GENERAL OBLIGATION BONDS.
SOMEWHERE AROUND THE JANUARY TIMEFRAME, WE'RE GOING TO HAVE TO DETERMINE, IS THIS THING GOING TO CARRY ON? AND IF IT IS, WE'RE GOING TO NEED TO ISSUE REVENUE BONDS.
KEY POINT HERE, I ONLY HAVE CAPACITY TO ISSUE ABOUT $250 MILLION AND THEN WE'RE DONE.
PHASE TWO IS DEPENDENT UPON MOVING FORWARD WITH BEING ABLE TO ISSUE GENERAL OBLIGATION BONDS.
>> THERE'S BEEN A BIG COST TO THIS.
COST OF THE MATERIAL PRICING, INCREASE, SUPPLY CHAIN ISSUES.
I SAW REPORT THAT THE FED'S GOING TO BE THREE QUARTERS AND 1%.
WHERE DOES IT STOP? WE'RE SEEING HUGE INCREASE IN INTEREST COSTS AND WE LOST THE ECONOMIC BENEFITS OF THE COMMUNITY.
WE'RE NOT PUTTING PEOPLE TO WORK.
BUT WE WOULD BE FURTHER ALONG WITH ALL THAT WE'RE DOING IF WE DID NOT HAVE THIS WAITING PERIOD.
>> AND THERE'S OPPORTUNITY COSTS AS WELL.
AS WE SEE SOME OF THESE OTHER THINGS WHICH ARE HAPPENING THAT WE COULD BE A PART OF, BUT WE CAN'T YET BE A PART OF IT AS WE WORK THROUGH THIS
(INDISCERNIBLE) >> IS THE BUDGET THAT YOU WILL BRING TO US FOR THE COMING FISCAL YEAR INCLUSIVE OF THE INTERIM FINANCE COST IN PHASE ONE?
[02:00:06]
IT WILL BE AN ESTIMATE, WE NEVER EXACTLY, BUT WE HAVE THE FUNDS AVAILABLE AND WE ASKED THE BOARD FOR PERMISSION TO USE THE FUNDS AND THAT WILL BE PART OF WHAT'S IN THE BUDGET IS USING THE FUNDS AS WE ESTIMATE WHAT WE'LL NEED FOR THE REST OF NEXT YEAR, HOWEVER, IT ALL GOES DOWNHILL IF WE ISSUE, I SAY DOWNHILL, BUT IT GOES AWAY IF WE ISSUE BONDS THAT WE'RE ABLE TO ISSUE GO BONDS.
>> WHAT WE REALLY NEED IN AUGUST IS TWO VERSIONS.
BECAUSE IF WE DON'T, IF THE GOS GET APPROVED, THEN WE HAVE MORE MONEY TO SOLVE THESE PROBLEMS THAT WE STOPPED WORRYING ABOUT YESTERDAY.
IF WE HAD TO USE THE REVENUE BONDS, THEN -- >> NEXT YEAR'S BUDGET WILL BE A FIXED AMOUNT.
THE BONDS ISSUED NEXT YEAR WILL BE FOR THE AVAILABILITY OF '24-25.
>> WE'RE NOT ASSUMING IN THE NEXT BUDGET THAT WE WILL HAVE ACCESS TO GO BONDS?
>> BUT IF WE DID -- >> WOULD BE NICE.
>> BUT WE SHOULD HAVE A DISCUSSION IN AUGUST ABOUT OUR CONTINGENCY USE OF WHAT IF? WHY WOULDN'T WE GO AHEAD AND EXERCISE, HAVE A DISCUSSION ABOUT PLAN B, WHICH WOULD BE IF WE GET THAT PHONE CALL, WE COULD GO, WHAT WOULD THE DIFFERENCE BE?
>> HOW FAR IN ADVANCE CAN WE EXPECT TO RECEIVE YOUR PROPOSED BUDGET FOR NEXT YEAR BEFORE THE ACTUAL MEETING SO THAT WE'LL HAVE TIME TO LOOK AT IT AND THINK ABOUT IT.
>> I ASKED THAT QUESTION OF MS. THOMAS YESTERDAY, AND, WE EXPECT TO HAVE IT GIVE YOU AT LEAST 10 DAYS BEFORE THE AUGUST 4TH MEETING TO BE ABLE TO REVIEW IT.
>> WHICH, I KNOW, THAT MEANS (INDISCERNIBLE) >> YO HEARD ABOUT OUR...
>> (MULTIPLE SPEAKERS) >> QUITE FRANKLY, THAT'S GOOD.
>> IF YOU WANT IT DONE RIGHT, GIVE IT TO A WOMAN!
>> SCOTT KEEPS TAKING PICTURES AND HE TOOK A PICTURE OF CLIFF AND I.
>> AND THIS PICTURE GOES TO FAR, IT'S ME TELLING CLIFF WHAT TO DO.
>> BUT BOTH OF YOU DON'T HAVE HAIR IN THERE.
>> THAT'S THE SAME COMMENT EVERYBODY MAKES.
>> I'LL HAVE SOMETHING LIKE THAT.
>> DOES ANYBODY HAVE ANY QUESTIONS LEFT IN THEM?
WELL, SCOTT AND JON, THANK YOU, FOR ALL THAT YOU DO.
>> SO, I APPRECIATE ALL OF YOUR ATTENTION, YOUR FOCUS, AND YOUR QUESTIONS.
THE LAST COUPLE OF DAYS, WE HAVE A LOT TO DO.
AS I SAID YESTERDAY, WE'RE IN GOOD SHAPE, THE SKY'S NOT FALLING, BUT, WE ARE PLANNING AHEAD.
AND WE'RE LOOKING AT OVER THE NEXT COUPLE OF YEARS TRYING TO FIND OUT WHAT COULD BE ON THE HORIZON FROM THE ECONOMIC STAND POINT IF THERE'S A DOWN TURN, BE RESPONSIBLE WITH EVERYTHING THAT WE DO AND WE HAVE A LOT OF COMPETING PROJECTS.
AND WE PULL BACK THE CURTAIN TO PROVIDE DIRECTION AND GUIDANCE ON ALL OF THOSE NEEDED PRIORITIES AND JON AND I AND THE LEADERSHIP TEAM WILL TAKE THAT FEEDBACK NOW AND ENGAGE TO OUTLINE THE PRIORITIES AND BRING BACK TO YOU WHAT THOSE RECOMMENDATIONS WILL LOOK LIKE WITH THE PRIORITY THAT IS WE'VE DISCUSSED.
AGAIN, WE'VE GOT A LOT OF CHALLENGES, BUT A LOT OF OPPORTUNITY TO MAKE SURE THAT WE'RE LEVERAGING THINGS IN A DIFFERENT SORT OF WAY.
AND AS I KEEP SAYING, THIS IS NEW AND DIFFERENT.
THIS IS NOT OUR FIRST BUDGET AS DALLAS COLLEGE, AND SO IT'S BEEN AN EVOLUTION OF PROCESS, BUT THE OTHER THING, AND I THINK SCOTT'S PRESENTATION REALLY HELPED HIGHLIGHT THAT, IS THAT, WE HAVE SORT OF THIS WE HAVE INCREASED VISIBILITY NOW IN THIS ONE MODEL ON HOW ALL OF THESE THINGS ARE DONE AND HOW
[02:05:01]
THESE DOLLARS ARE SPENT.AND THAT'S ONE OF THE REASONS WE WANTED TO PULL BACK THAT CURTAIN AND INCREASE THE VISIBILITY WITH ALL OF YOU THAT YOU COULD SEE HOW IMPACTFUL IT IS.
>> LETTING YOU KNOW, WE'RE AT LEAST 20 MINUTES EARLY.
>> 11:41 THIS MEETING IS NOW ADJOURNED.
(MEETING ADJOURNED)
* This transcript was compiled from uncorrected Closed Captioning.