recording in progress Okay, good afternoon, everyone. Hopefully seeing Yes, the green symbol is going okay. It's good afternoon everybody joining us on Zoom. We've got our board of directors has been seated and I will turn it over to Mr. nagrik to call the meeting to order.
And I don't have a chair little Michael, you
want me to continue? Okay.
Okay, so the first order of business is, Well, should we do a roll call so that for the record that we know who's here, sure.
Let me let me okay. John agric. President Jean Michel Staley, President,
Paulson president, okay, we have a quorum. Okay. All right. So first order of business is the agenda. Is there a motion to approve the agenda? Sport Second. All in favor? Aye. Anyone opposed? Hearing none, That motion passes. The next item is just informational. We're not approving these minutes. You're not calling for an approval.
I'm sorry, that was an error. You didn't need to approve them. Okay.
All right. So the minutes were included and they were sent to us at a time for our review. Is there a motion to approve the minutes from our September 6 meeting? Moved and seconded. All in favor? Aye. Anyone opposed? Hearing none That motion passes. Next item is a resolution to authorize the purchase of new people mover door control units and so I'll turn it over to you Robert for tell us about this one.
Yep, thank you. This item is for the purchase of Peoplemover door control units. So this is part of the train doors on each of the train cars. The units we have are 35 plus year old units. So this is us ordering or authorizing an amount to order. Basically a whole new set so this will be 40 $40 units. The components are updated and upgraded. It will minimize some of the faults that we've been experiencing with the older and outdated units and the OEM for the vehicle door system is the vendor we are awarding this to and so we don't have the opportunity to go to another vendor for these parts
the pricing deviates from expectations.
It actually went down a little bit and it also includes a training package. All the engineering and first article testing. Oh, that's embedded in the price. You know, don't be any OEM they were I thought they were gonna charge us a little more because captive audience. They've worked with us and we've been trying to actually work on when they paled price, they didn't escalate you know, pre post COVID kind of deal. None of that. So
how many doors units are in the entire system
for portraying 10 cars for the youngest
Alright, so is there a motion to make the motion was ordered on favor, aye. Aye. You opposed? Very long that is authorization to order and contract it management services. So Robert
Absolutely. So this has been something we've been working on for quite a while. And that was to put out a our previous IT management services contract had expired. As we work through this patient process. There's a lot you're talking about the Peoplemover train as a system having work that needs to be done to kind of bring it back up to speed. We were kind of in a similar system situation with our IT infrastructure and to be clear, this is basically everything other than the train itself. So this is all about our administrative functions, email servers, document retention, and control all of our computer equipment that we're using as staff and maintenance operations. So that's kind of what we're talking about the universe. of stuff. So we went out. We were finding that a lot of items like good example of VR or Microsoft Office Suite is 2013. So we're, that's one example but a lot of our stuff was kind of behind that way. So we knew that there was quite a bit of work to bring things up to a more modern standard, and also make sure that we had the contract and the services in place to help us maintain that, especially in the light of a couple of us went to the transit conference, and we're all that much more aware of the wide variety of cybersecurity threats that are out there, often affecting transit agencies similar to ours. There's a lot of moving parts here. On top of that, previously, the board approved us to sign a new lease, which included some cost savings across the street at The Guardian building. And that's something that's still in process. The network infrastructure we have in this office basically needs to be replaced. And so again, we're kind of trying to orchestrate all of these things to happen in an efficient manner, so that when we move across the street, we will have a new system that can be properly maintained and address all of the needs and concerns of today's workplace base for lack of a better way of putting it. So the agenda item here has all of this stuff we kind of threw in as far as all of the upgrades and services that we were going to be looking for. We had six solid proposals. We went through multiple steps of interviews, back and forth questions to be answered site visits through this process and the vendor that came out is our clear. Preferred recommendation is ocsea. So their score was 90 out of 100 and the next highest score was 77.5. And it kind of went went from there. So that is our recommendation. What is what is included in this authorization if you look on the third page of the agenda item is the first line covers basically our standard and monthly services contract and that includes all of the technical support. We need for the equipment and the software and the licenses and onboarding new employees. All of that sort of stuff is captured in this monthly fee. Under that are some of the individual upgrade steps that we need to bring our system up to good working order. I mean not good working order, but up to the modern standards that I was talking about a moment ago. So the total cost for this over the five year period totals out at 1.4 8 million. That includes just under a million covers five years worth of the service itself. And the rest of it is mostly a one time fee that will happen sometime in the next six to eight months, either during or after we move to our new office space like the servers for example. We're going to plan on waiting till we move we'll move those with the network. It was so new across the street to receive us moving across the street. So I'm spending more time than I usually do on items on this one because there's a lot of work that's gone into this. And it's going to be a big change for us. We knew that there was going to be a big change no matter which vendor we picked. But we are excited about partnering with oxy to move us through the coming years.
So Rob, you mentioned that they were the highest order vendor out of the dollars and 30.
So it's RFPs obviously each category had a different scoring criteria. They were the fifth they were the fifth best price. So they were they were more expensive than four of the six. For context. The second highest scoring vendor was actually the highest price. So the top two, the old adage you get what you pay for appears to apply in this case. Mike and his staff when we do our RFP process just so everybody knows. We do in this case, we had 12345 We have five categories of scoring. And we do that all before a price is revealed or considered. So it removes any of that bias. First we go through that process based on the strength of their proposal and the interviews and all that sort of stuff. And then we add the price on the end and see where the where the points end up. And that's how we got to this result.
Yeah. How about references? No good comfort. Just to a nice proposal that got him a high score but as other clients are happy with their services,
I'm going to Yes.
We vetted and check all the references that was provided by that physical company and in addition to that, in addition to us contacting those references statement, additional references on top of that. So as it relates to our bagpiping pertaining to oxygen and certain things.
They have any similar contracts to one like yours.
Yes, in fact, they're onboarding to one government entity and getting to that next month. And another company. I do believe in similar reasoning for what we were hoping for for myself and we can be there 30 Odd morning
and no problems with that. Timing on the onboarding if they got other projects and groups.
We spent a lot of time with that as it may slip bottle discussions and making sure that upon Board approval itself that we are saying that word of next month. The first week of January.
So at that time in The Guardian, there was a little bit of a build out associated with that. That's not quite complete that and there was some work we were we were going in a direction of trying to kind of do it with what we had now and realize that if you bring this together it was much more efficient and effective and still fell in the timeframe we were going to end up with anyway. So that gives oxy would be able to basically build that out alongside the space being completed and we'd be ready to move in in in January, maybe late February or early. February at the latest. But the stars kind of all seem to align with the schedule.
Other questions, work wonders sort of motion management, executive support All in favor? Aye. Anyone opposed? Motion passes.
So next item is standing CAN SEE IT management services. Performing Arts.
Yes, so obviously this was contingent on the board's approval for the last item but with that out of the way now. Enter Tron who has been our vendors since 2028. Team is as has continued to support the system we have now. You've seen a couple of extensions to the board as we went worked through this solicitation process and this is to extend through basically the end of April. The contract is we would provide them with a 30 day. Notice, I mean, obviously we've been communicating with them along the way. But if we're running on schedule, it's possible that we'd be able to end this at the end of March. But this gives us plenty of comfort. We want to make sure it's a smooth transition. We had a website issue a couple of weeks ago that kind of shut down our email for a weekend. So it means something if if there's that disruption, so we want to make sure that we're in a good position. But this will be up to four months. It'll either be three or four depending on how quickly we can complete the transition. Isn't there
just real quick, how did how did the income and score
they were? It just closed it. Let me see if I can help it's
not very good.
We we compared them to
applicants.
Yep, I believe it was okay. Yeah. Yep. and experience
the policy
Yeah, so is there a motion to? Second?
All in favor? Aye. Aye. Anyone opposed? Hearing none That motion passes.
Now we move to the next item which is authorization to award a contract for law enforcement services.
Okay, thank you. Once again, this is a contract for law enforcement uniforms. We've been working quite a bit on this one as well. This is the second time we we put this out to bid with quite a bit of work to drum up some interested applicants and this is the second time in a row that NY uniform was the only company that submitted a responsive bid, including the incumbent priority one elected not to respond on both occasions, despite our efforts to encourage it. So we're bringing this as a a single bid, but this is something we need to get on the books as we continue to operate the police, transit police functions where we're comfortable that the prices are fair and market competitive. Even though we don't have another vendor directly to compare it to the budget amount here is an has used basis. So basically, the there are vouchers provided to the officers and then they have the opportunity to use those or additional dollars to select items that we've pre arranged. So we estimate DTCs cost here to be just under $50,000 a year. Again, that could be lower depending on the actual usage.
You know what the under
yes this current one right now, this is not nY, nY he may use both the different ways farm and indoor environment.
And while recognizing some differences between the Detroit Police Department requirements as as it pertains to cars, the pricing comparison committee
is much to say. Yeah, they often say the price at which they are less likely charged to say the same charges for transit
and how many uniforms per officer
I guess it depends on the onboard that somebody
can gonna vary. That's also when we get to the point of adding a second tier of officers 30
different contract their services to read the proposal. Here's the one officers state is
the 49 five will cover the onboarding as well.
Yes. assumption is that masks are seasoned. Yes, yeah.
Yeah, basically it's a budget authorization Capote nine. So if it wasn't going to go over, we would come back and ask
questions. Is there a motion to approve this? Motion? Second. We move this forward on favor. Aye. Opposed? That motion passes. Right. Next item is increase authorization for continuing services.
Okay. Thank you again, we awarded the contract with the board's approval of North Star painting in April 2023. At that time, we assign an approximate annual cost of $40,000. The idea being that was similar budget to what we had before the pandemic or basically as needed painting stations, platforms, maintenance facility, whatever it might be. As we've had more time to take a inventory of the current condition of the stations, it's clear that we there's a little bit of ketchup that needs to be on you see this is kind of a consistent theme. So we did ask North Star to give us a quote specifically geared at the stairways the metal hollow doors and the handrails and all of the stations and those are in varying stages of condition. We asked them to give us if we wanted to start with basically painting all of those. They're going to be sanding filling any gaps and then putting at least two coats of paint on. This will give us a good baseline for keeping those items clean and maintained and in good condition moving forward. Especially some of the stairwells and some of the doors and in particular are the ones that are most overdue for some paint but this will give us a clean slate to begin with. So the quote we received his 107,000 That's for for all 13 stations worth of painting. Some stations have a lot more painting than others. Joe Lewis would be one that has a ton of painting because it's much larger. But this amount we felt felt the best approach here was to actually add this on as increased authorization so that the initial intent of the 40,000 a year up to would be available for other painting as necessary. It's likely we won't actually spend all of that moving forward with this in place, but we wanted to make sure we have that folks.
When was the last time painting project of this scale.
Apparently, I wasn't able to find a specific approval
year toward one will be around already.
Yeah, wow. So that's that's about 15 years. So so this again, kind of gives everything a fresh coat. And also, there's a couple big downtown events happening the first and second quarter of next year, and they're confident they'll they'll be able to complete all of this work. Through the winter months before some of those higher events complete an NFL NFL draft NCAA Grand Prix number two, all of those items are kind of are going to be they're going to be already stacking up even though it's it's in the next warm form month that's coming up but but it'll be done well ahead of that
Oh, on paper, I suppose
it's going to be extending the reach of the contract
thank you and just this is this is just an extension is not an increase the title includes increased but the rest of the item in the resolution say just extension. This is to extend the time from the December 31 to march 31. We're you've got a full Hopper of RFPs and solicitations in the procurement department. And we need some time to solicit a new contract for the professional technical engineering services. Our current vendor is ws P. R pro approach as I mentioned in the past will be we're going to put this out to bid with the idea of selecting at least two vendors to provide some additional flexibility and bandwidth if necessary. In the meantime WSOP has been in this role, either for the entire history of the Peoplemover or at least for the majority of it. So they're very familiar with the system and and we're satisfied with their services but we do need to solicit a new contract to make sure that it is current and therefore grant compliant moving forward. This extension again just through March 31st.
any questions? Emotionally supported all favor, aye. Aye Opposed hearing
go to the replacement of the nail on the fire
Okay, so recently we had our regular quarterly inspection of the hayloft fire suppression system. So this is a specific system that is for the people mover control center and compute and attach computer rooms basically this is not stations is not any other work areas than just that area that needs this special type of suppression. We had a quarterly inspection that showed that the system was not functioning properly. With cooperation from Gallagher who's our inspection and support folks, and in coordination with the fire department. We've implemented some steps including fire walks, we have other fire extinguishers that are in place so it is temporarily in compliance and safe for the employees who work there. But we do have an urgent need to at a minimum replace the panel and the sensors. So this is we did we were able to get a price this includes a 10% contingency for 84,004 6790 and this is to replace the panel and up to and including all of the sensors that are in place if necessary. We're taking one final look to ensure that the number and placement of sensors is what we want to carry forward could end up that we're able to reduce it by a little bit but we want to make sure that our insurance carriers at Hartford, the fire department and anyone our State Safety Office, we want to make sure that they're okay with whatever if we're gonna make any adjustments along the way. But we're turning this around quickly. The board meeting timing make was perfect that we're able to bring this to you for approval rather than just processing it as an emergency procurement. So we're here for your for your approval.
Yeah, I'm old enough to remember that these things were very common size businesses pay for them on personal computers and we all ask IBM System 38 Or yes for hundreds and everybody had their own 100 virtual power their own cabling system. And you know, I worked for a company in Troy. Troy fire department came in and gave us but an education on what the regulations are for a law system. Yeah, so I know this is a highly regulated space. Yeah,
I've learned a lot this this past week. Yes. I'm sure you. Yes, but
but but I get it in in our control room situation. You know, while it's dangerous to humans, it's a great way to put on an electrical fire without potentially destroying everything you got. Yes. Because anything else we would do, there's certainly no water engineers doesn't seem to work. And so you know, there's really no other way around this.
Yeah. And so the panel and the sensors are what they're going to replace that we'll be able to trigger our current halo on system we do know that the next step after this would be likely replacing the halo on with a more modern alternative. I don't even know what that what that is more environmentally safe alternative. And so we were mindful that the panel and sensor system will be able to work with the more modern environmentally safe version when we do get to replace that so this will be this will be in place we'll be able to upgrade or or change the actual halo on to something else. But this is more urgent to make sure that the current system you have can be back online
and there's no thoughts at all about moving the control room someplace don't innocence.
So no. Practical Definitely not.
How quickly will work get completed once
it said this panel may have just attending the 10 or so. They've got it ready to go. But it does come back
for those that are so. So with that said Is there a motion to drink? Sorry. Oregon favor, aye. Aye. Anyone opposed? Hearing none That motion passes. Now we're talking about authorization for moving services. So
okay, so this Yeah, this is a somewhat different tone than the last one. Yes. So the board approved a package of the lease moving costs and furniture expense for the new space back in April. Since that time was we've been preparing for the move and taking more detailed inventory of what we've got here versus at our maintenance and control facility which has some damaged an old furniture we've identified some some additional all salvageable. furniture from this office that we would like to have right size, which is the vendor, relocate to the maintenance and control facility. The additional cost is $4,200. And that also makes sure that we are ready to decommission. Anything that's left in this space is also decommissioned as well because when we leave this space, it's gotta be broom, clean and empty basically. So this is again that extra $4,200 helps us to take apart and reassemble some of the salvageable furniture at the maintenance and control facility to either supplement or replace. Even older furniture that's there.
You question someone's
moved us forward. All in favor, aye. Aye. Anyone opposed? That motion passes. Okay, number two authorization switches.
Yes. Okay. So, the world of leased vehicles has not improved any since we had an emergency meeting last September. To order vehicles off of a three day window in this case, we're taking a little bit more proactive approach and asking for the board to authorize a not to exceed amount for us to order vehicles when they become available off of the city's contract through Bob Maxie Ford. What's important about this is that's going to give us actually based on last time around a better price than a comparable vehicle in my deal. And also because we coordinate the operation and maintenance of these vehicles so closely with the city, it's very important that it's the vehicle class that they are ordering as well they are so the first half of this is to Ford Transit vans. So those are currently available for order and we do have a exact price on those a 56 to 84 per vehicle. These vehicles will have high visibility features, but likely will not be fully outfitted with police lights as they're not intended to actually make any traffic stops. We want to make sure that they are visible enough to participate. Obviously, we're a critical part of the city's emergency plans and so they need to be available. But for the most part, these bands will actually function as Police Transport not prisoner transport, transporting police officers from the Transit Police Office to their pa 330 assignments so we're in the process of adding a PA 330 elements in the police department that will be specifically geared at what transit police used to be which is the transit centers and the people who first so those are things that you know, a lot of them have a lesser version of a licensed police force. But they cannot drive in patrol cars they can't do street stops that sort of thing. So these two vans will allow us to have a way to transport the officers on those assignments from the police offices to their assignments and back without using up actual police cars. So those are 56 to 84 for two of them, one for each transit centers or we're going to start the State Fair and Rosa Parks. And then the other part of this order is an authorization for up to four vehicles not to exceed 50,000 per vehicle for explore police utility vehicles. So these are the same vehicles, the same vehicle types that we place an order for last September. That so that would be 14 months ago that we have a hopeful manufacture date of later this year. Again, a lot of that is contingent on the ongoing strike, but they'll get here eventually. But in the meantime, we need to start the gears turning on replacing additional vehicles. So we're asking for authorization up to 50 per vehicle. We believe that that will be more than enough to order the price off of the city's contract. When the window opens, which we're told could be sometime in the next two to six weeks that window open it'll be for a week or less and that will be our only opportunity to get this now model 2025 police vehicles so this is not the most this is not the way that we would like to do it as far as what we've got a quote or the order when window is open for two months. But this is the only way we can make sure we can continue to have the vehicles we need for the services to continue.
And when they do come up does this fit into your budget.
So the vehicles, the firt the 10 that we ordered, are all fitting into the budget of nine out of the 10 are fitting into the budget of money that we get from the city for DDOT services. And we also have one car that's designated for the queue line which obviously we have a separate contract for them. So when these come in, that will be how we pay for them. And then one would be one that it will depend on what our deployment is at the time. For right now it looks like they will all be either Q line or DDOT. And but we have to love to know what the cost share would be as far as direct data DTC funds versus our DDOT funds.
And how large is the fleet of
DC or chief Do you want to chime in with our current fleet size
the DC is on high this cheap from the DC is on I don't know if he's having issues there.
I'm sorry, what? on mute I apologize. So right now our fleet has dwindled because with the shutdown, the last general manager went in order so we are down to six explorers and one charger for our patrol fleet. But they're all They're all over 150,000 That's why we need to keep ordering because those 10 will be replaced in the exact vehicles also a couple of them and then patrol but we're still under the 17 We're supposed to have total once we're done.
And the 17 was support current officers count is 30 but the budget gets us into the 40s. And so if we were fully of a need right now we're we don't really even have enough right now. But if we were fully staffed we would be definitely sure.
And so the six will supplement or are you going to retire so when the six become available?
These six would be on top of the 10 Okay, but it would have fully retire the rest so at that point that is try to spread it out a little bit. I don't want to get DC on a roll but he had a he had a whole plan before this whole COVID thing we would order the three you know two or three year fleet replacement plan and then we went a couple years without ordering any so now we've got 10 And now the delay so we're ideally you'd spread them out to be a more gradual implementation.
Well, just to finish that, Mr. Kramer you're exactly right. And I will make it really short. I apologize. I'm talking to Mr. Crane, but we are going to retire what we have to retire. But we're going to mileage out as much as we can to slow down so we can get back to that two to three a year. Right. So we might have some older fleet but if we can keep the miles down on the new cars until we absolutely have to time out the other cars so we can get back to that. That operational plan so we don't have those big expenditures
you just remember a year ago was when you needed to place that emergency order because there was going to be this very short order window and it wasn't just eaten secretly you can do all this the same thing. So we went along with that. Did those ultimately ever come in?
No, that's what I was. Yeah, I was. I was trying out different days. So we have a sliding manufacture window. And last we heard it was November but that was right around the time that the strike started. So it could be you don't they have not been built yet.
And is it true or not? is not unique to RGB
have the same same deal for the same the same deal? Yeah. It is not unique to us. Yeah, it is. It is. It's it's for the for its entire orders on the timeline that we're on basically.
Yeah, okay.
Are there any other questions for most people supported All in favor,
aye. Do you want to pose
and then I think we got one official opposition pulling on lighting.
Yeah, that's that's two two items 12 and 13. column and column. Those are the ones you have here. Oh, so okay. They're on the agenda of the
book, but they're here.
Yeah. Okay. So you want to take them one at a time?
Yeah, sure. That's fine. The DDA wouldn't be first. Yeah. Okay. So the first one is, well, how about I'll explain the project and then we can take the two resolutions because they're really it's all part of the same project. So working with our partners at DDA, DDP and a couple of different departments through the city of Detroit. It was identified that there's opportunities for improved lighting and aesthetics specifically for pedestrians around the downtown. It turns out that the area under and around the guideway is often an area that doesn't have as much lighting, it could be a combination of streetlight placement. That guideway is kind of in the waste the things are just it's in a bad bad spot spacing wise. So there there was an opportunity here as part of efforts to improve the aesthetics and and walkability and and atmosphere downtown to do a project for column lighting. So Vancouver did something similar to this, I believe it was in preparation for the last Olympics that they had there, where they install some column lighting that's programmable to different colors. And patterns. That really adds not only light to the sidewalk in the areas underneath but also provides kind of an aesthetic positive theming to that area. DDA identified $300,000 to put toward the project and DDP is going to be the project executed they're going to execute the project for us. They've done other similar lighting projects around the downtown and they have a experience doing those and also administering and kind of programming what the different lights would do. So the first resolution is DDA this board approved an agreement with DTC to provide $300,000 toward the project. Our anticipated total project costs is is 373 75 or less. The 300 covers basically all of the equipment itself and then the other up to 75 likely to be less than that there's a few more details for us to work out will be all of the the mounting and the electrical service and supplies actually get to the lights. The two areas that have been selected to do the project this time, but I'll add that it's designed in a way that with the same control unit and program and could be expanded to be as large as you want to it could actually be expanded to every column on the entire guideway. We talked with DDP about maybe doing the Cobo tunnel with lights, there's a lot of opportunities but for this initial implementation, which we want to get done ahead of the big events next year. It'll be for a series of columns on learned between financial district and millander. And then a series of columns facing along Park and Grand Circus park between Begley and Broadway. Each of those would be tied into the system and from a single point which we'll have in our control room, but DD DDP would also have the ability to coordinate that with their other lighting controls will be remote controllable and programmable. to downtown. So first resolution is approving us to enter to the agreement with EDA for the $300,000 I want to call the vote on that we'll call the question
and a question before you do it. So the new board so what were the three numbers, but 75 etc. Budget Correct. You have that close?
Yes. Yes.
I have a question. just have a comment that I was at the DDA board meeting where DDA took this up and John use the opportunity to say lots of nice things about their treasurer would have been
fully appreciate.
Okay, so that's not unusual questions or emotions. That second wounded sport at all in favor, aye. Opposed? Hearing none, and then the companion piece is now
a companion piece. Yeah. So this will be an agreement that we there's a few last negotiations that have happened part of the urgency with this is in order for it to be ordered programming and completed by you know, by March. Those gears have to start basically yesterday. So the DDA agreement was already approved by the DDA with $300,000. We're finalizing the last couple of details with DDP where basically we would pass through the $300,000 and then up to the 75. Again, hopefully that will be less but all of this will be done in very close coordination with I'm looking at Ernie because we've already he and I but he more than I have spent a lot of time already with DDP. And their vendor kind of really working through the details of this. But this agreement will be for them to execute the project with the money pass through. It also includes programming training, and some ongoing maintenance into the near future, at least to make sure that the system is up and running, and we have their support. If if it needs any adjustments or tweaking along.
On So, item 14, do you want to talk to us about the compensation stories?
Yes. Okay. So um, if you can take one of these and pass it around and for those tuning in on Zoom, what I'm passing around to the board members is the slide deck that you're going to see on the screen from our vendor. I'll give a brief introduction. So the board approved, Hiring a firm ETSI to conduct a compensation study project and we've got Adam is here from ETSI. He's going to go through this presentation. So he'll tell you a little bit more about what what happened. But just a brief reminder, this included looking at the titles and job descriptions. So basically, they did an interview with either almost all the staff or all of the staff to learn about what they're doing, making sure that the descriptions actually lined up with that, evaluating if any title changes or adjustments need to be made to reflect that. Then they were in a position to be able to take those standardized titles and job descriptions and compare them to the market rate and public and private sector to analyze are those in the right range. In addition, looking at our org chart overall, also taking a look at a compensation structure. So DTC did not have any standard grades or steps for any positions. Basically, as they were created, a range was created or raises were given or whatever it was in the past. It was not something that was easy for the employees to understand that at worst, basically. So they developed a great and step system and then using all of that information, basically analyzed where the incumbents for those positions were kind of fell in and Adam will tell you more about kind of what they got to as far as their package recommendations, which is what we're going to be kind of cut to the end first. The budget that the board approved included, an amount for overall increases for the non represented staff, and their package that they've presented to us for us to implement is within that amount. And last thing to be clear is this covers every non represented employees that includes, you know, from the Grants Manager to the GM, the marketing intern, police chief, everyone that's not covered by one of our union agreements was evaluated and included. In this analysis and package. The other unions obviously have representation they have active contracts that were negotiated that govern kind of what their their wage structure is. So I think I've set the table okay, Adam, you want to take it away?
Sure. Hi, everyone is my audio level. Okay. on your end?
Yes. Okay. See, oh, man. It's like let me see if I can switch you to the to the TV. Maybe. Oops Can you say something real quick? Yes. You're about to hear me.
There you go. That's better. Okay, terrific. And, and I guess hopefully everyone can see my screen as well with the presentation. Okay, terrific. hi, everyone. And thanks, Robert, for that introduction. Robert mentioned my name is Adams war. I work for a company called ETSI and our team conducted the compensation study. Give you an overview today of the process. Just for our little bit of time together. Today I'll give you a brief overview of what the project entailed. And then really the the aims were twofold. So the two big chunks were the the salary and market research piece of it. And I'll talk about that process and our key findings from from that part of it and then the second big part was developed, developing that pay structure that Robert mentioned a moment ago, and I'll talk about the outcomes and implementation and all of that. But before we get there, kind of looking at the current state, and these are things that Robert just touched on as well. You know, the I think what drove this was you know, there was no set salary structure and really limited policy on how salaries were assigned, how raises might happen, and that leads to things becoming less predictable, and it's less equitable, and that can raise concerns. Certainly. So what we've done, you know, ETSI came in, you know, submitted a proposal and was awarded, you know, the the ability to complete this study, and then work with, you know, Robert, the leadership team on putting this future state into place. So, creating a pay structure that's based on market value and research one that emphasizes career growth and career pathways, and one that's going to be more predictable, equitable transparent across the board. And as they said, really two big pieces of it and that's how I have it broken up here. So salary and market research broken into four steps. The first thing before you know we could get into confirming salary levels and that sort of thing is to make sure we have a good handle on what what the jobs entail. So we needed to validate the job descriptions, make sure they were accurate. And so that involves interviews with team members and on site visit from a member of our team and then you know, kind of taking that information and working with with the leadership team to to make updates and confirm everything so we've got a set of updated job descriptions that really represent well what what the work is for each of those, those jobs, which leads right into step two, which is organizational chart updates. Part of that is some jobs had updates to the job titles just found that you know, what had the title didn't quite encompass the work that was being done. So we work with the team and in that regard, and then you know, structural updates to the org chart itself. Some changes in terms of you know, what, what, what teams fall under, you know, what, what type of leadership and that sort of thing. All of that greatly then informed step. Three, which is our pay scale analysis. PayScale is a database that allows you to do customized queries around salary information, job responsibilities, and that sort of thing. And the thing that's really great is about it you can you can customize market information and you can customize information around specific jobs so we can really refine what we're looking for to make sure we're doing an apples to apples comparison when we're looking at you know, what, what's, what's in the database versus what what's in reality with your your organization. So you know, we can adjust for things like the industry itself and the size of the organization and revenue and geographic location. And then at the job level, we're able to match to what the the closest fit is in terms of job title and job responsibilities that to kind of get a good start on our analysis. But then we're able to refine it further in terms of education or certifications, or experience or whatever it is for that particular job title to make sure we're getting the best match of that data. up. We also in addition to doing that, that market analysis, we looked at other transit agencies that have similar characteristics to DTC so we could compare that external data and then make adjustments to it based on inflation and based on location. So all the data we looked at was from the last couple of years but but we were able to do an adjustment to to bring it up to 2023 and then also made adjustments based on where that data was from. So again, it was in line with with the Detroit Metro area so we can get the best possible that's possible fit. And that kind of encompasses the the research that we did, and what we found through that really was is that most of the job descriptions were were accurate. There were a lot of tweaks done to for consistency sake, you know, wording changes and that sort of thing, but but only if you required real significant edits. As I mentioned a couple minutes ago, some job titles weren't accurate and they weren't reflected but the scope of the positions were able to address that. We did identify along with the team the need to create more positions in order to increase capacity and through this change to you know, organizational structure can better align, you know, job roles and responsibilities with you know, what, what needed to be done. So, kind of on average out of looking at the the incumbent the field positions as we did the study, they were an average of $6,617 or 4.4% below market value. So, that was of course, something we wanted to address as well. Kind of the second half of things then is this pay structure development and so four four steps are parts that this is Well, step five is setting the compensation benchmark and the compensation benchmark is really what what is the salary we are going to use to represent that job. Because it's not necessarily what someone might be making in that position now, and I should mention when we did all of this research, when we implemented this, this matrix and pay structure, we're not looking at any, you know, specific person in terms of their skill level and experience. We're looking at what the position entails. When we when we get a little bit further down, and I talked about assigning salary not salary grades, but steps when intergrade. We will talk about how how a current salary makes a difference there in terms of setting up the pathway. But really, with the compensation benchmark, we're looking to identify what's the salary at market value and then looking at that and what what kind of the the breadth of salaries where we're able to establish the salary matrix. This creates, you know, a very clear, very clear structure, it's transparent, it's consistent and it recognizes tenure because and on the the next slide I will show you an example of this but what it does is year to year, until someone reaches the maximum amount for their position, they can see what the increase will be. And so they see that that pathway, this matrix does not have a merit based element right now, but but the matrix does set a foundation for a potential merit. Based element in the future. So I want to keep that in mind as well. After that we assigned salary grades to each position. We tested those those compensation benchmarks against, you know, did different tasks looked at median salaries for the market looked at 25% of the 25th percent percentile, excuse me the 75th percentile and compare that to our data to make sure that we are putting those positions at the appropriate salary grades. Part of it as well was working with the team and looking at the organizational structure as well to make sure it was a good consistent fit. across departments and within, you know, within teams as well. For the implementation, we offer the team's three options for implementation called them kind of our low, medium and high depending on where they wanted to implement within the salary grades that we had proposed and then confirmed the team decided to go with a hybrid option. So while it's not quite any of those three options, what it does is it allows the team to implement a cost effective plan that's going to have immediate impact on bringing a lot of the team up to market value. And so that was really the idea there. This plan. The plan is for it to go into effect with the beginning of the next new pay period.
So here's an example of what what the implementation looks like. And you'll see at the bottom on your handouts or on the screen that this is not you know, it's not any particular employee or position so the the illustration is real, but the numbers are not, you know, not not real in that regard. So looking at this in the upper left, you'll see this would be a person who would say making $52,500 the market data is there in those three boxes to the right on the top row of where the median is and the 25th and 75th percentiles. And with that information in the process I just described to you we would place this at grade four of the new pay structure. And I mentioned to you there are 15 grades of the new pay structure, not all of them are being utilized, right now, but we have built out the data. So this one will be agreed for once we assign each position a grade in the cases of existing, you know, people who are existing already in a role of incumbent salaries, we set their new salary at whatever step was above the the next step higher than what they're currently making. So in the case of of this person, we would set them at step two, since that's right, right above where they are now. In this case, you can see it's an increase and immediate increase of a little less than 1% and really what's great about this is they will see now over the next several years if they stay in that position, stay with the organization that they're going to go up you know these amounts until they hit that maximum of $60,735. How much someone's pay increase with this implementation goes up. varies based on where they are and what the new job grade is for their position. But this is a typical example I would say. And so you know, we're able to place them there. Anyone new coming into a position would start at the minimum for that position and advance, you know, through through that same way up to the maximum I should mention as well. This salary matrix, you know, doesn't include any adjustments that might be made, you know, by the leadership team and checking in with you all on it in terms of you know, cost of living or if the differences between each staff or each pay grade are going to change that that you know, is not included here. But what is included is showing how an individual will progress through the process. So to wrap up, going through some you know of the key outcomes here, we did update some job titles in the organizational structures so we can better align with with the needs of the organization. And we'll also you know, this this system also helped better meet the needs of your customers because it's creating new positions and revising existing roles. So capacity is going to improve as a result. The pay structure, as I've mentioned, is transparent, predictable, and most importantly, I think, based on research, so there's very little feeling here I would say right, we looked at the data and worked with the team to determine what was best for the organization and best for team members of the organization. We implemented those pay grades and stops and that rewards tenure and provides a clear pathway and kind of the combined difference for existing salaries is about 2.9% And that'll you know collectively bring positions up to market value and will align everyone going forward with this new pay structure. So that that is what I have. I will wrap up there and stop sharing. Thank you for the time.
Alicia has a question for you, Robert. Robert. I did talk about I was City's finance director so I was telling Robert, what I liked about this as you know, even though DTC is a component unit, it doesn't have to have exactly the same kind of compensation plan that the city does. This does align well with what we did the city so after the bankruptcy, our CFO condition the study looks like this where we establish these steps. And what the city does is so for every job there, there is a salary range in the city and our HR division now has a class of compensation. Group that studies out against the market. And every year at budget time there's something that our city council does, it's called a white book. And the white book contains the range for every salary. So what the city has done is really two different steps to reviewing compensation in chair at budget time and we're on a fiscal year that starts July one just like VTC is when the mayor presents the budget to city council in March. Part of that is a recommendation for what the inflationary increase will be if approved by city council. So this year, it was a 2.5% increase. City council approve that so what it does, it takes all these ranges that we knew indicated this is without adjustment for possible living when city council said okay, we agree plus 2.5% for inflation on July one, every scale and that weight book went up by about 2.5%. So, so cost of living is on top of the scale or the scale is adjusted. And then we just got through this at this time of the year. What happens is our human resources runs perfect performance valuation. So we all managers we started with setting goals for all of us had to set goals. We put it on our ulti pro payroll system and and then it kind of get review time. It starts with employees doing the self evaluation of how you did against your goals. Then it goes to the person you report to they do their evaluation of your goals send you that you can have a conversation if there's a difference of opinion. And then once the employee signs off now we have a rating for each person have hopefully, three is not expectations of four is exceeded expectations. And five is so not shaved cheese expectations and then there's two steps above like that you exceeded expectations. Or the last one I can't think of the exact term but it's like your your Spurlin. So then the city then working with the mayor adopted okay if you were not expectations, we're gonna move you one step. If you were someone who was exceeded expectations, you got a one stop bomb and to avoid salaries escalating a 1% lump sum in the check that we just got in October. So if someone was a four, they got a one step plus a 1%. If someone was just that met expectations, they just got their normal step. So I think your process here I was telling Robert, we'd like to have parity between component units in the city. The way you've done it, I think matches up well with how the city views compensation. And and since the TTC does its own budget asked also presented to city council. It will rock their world that this is a totally different compensation scheme that they're used to seeing for the city. So as part of your budget submission, which you're working on right now with the city, you would then say part of our budget we'd like a whatever next year to build you know, yes budget. What is your guideline is a two is a 2.5%. You put that in your DPC budget. And then I think you would I'm not sure this is where you're heading but I think was what we talked about. Then DTC would then move to a merit based review of individuals to determine how they move within the steps. So with that said, I'm using Robert or Adam is that implementing us going forward
Yeah, I can comment on that. So DCS DTC has a a policy or procedure that's been on the books for a while that talks about doing performance reviews. And so part of part of now that we've got a clean slate as far as the grades, the steps, the org chart, the position descriptions, week can go and kind of revisit that procedure and really put it into effect I would anticipate at first and to be clear also for the Board's edification. So tomorrow we're going to have a more detailed version of this where all of the staff will be able to ask questions about it. I'll learn what their particular job title changes, any adjustments to kind of where they were, that they as the incumbent played into the final picture. But we have some more intermediate steps I think to make sure we can have a solid performance review goal setting kind of process in place first, that I would say at first would not be tied to the steps. But that's something I think we could grow into. Because I think that the goal setting regardless of whether or not side of the compensation, the goal set, I think it's a really important way not only to make sure that the expectations and progress are clear, and there's a two way communication line. But it's also really important to cultivating and retaining employees, right you're investing in in interested in what's going on with their career. You want to make sure that they have the tools and the training that they need things that they're interested in. A lot of times, that's a great opportunity to learn more about where they can really add more value to the company as well. So there's a long way of saying it's designed that we could get there eventually. But I think we're probably a few steps away from actually going full fully into implementing kind of a merit based that has to do with the steps. Yeah.
And then the only question I had before unless my fellow board members have questions. Oh, sure. Are you the what you've done here is going to fit the budget for the fiscal year you're in. And then obviously you're working on your budget for next year. Make sense? Fully putting this in the next year's budget. So the budget variances from the blindness.
So the budget that the board approved included approximately 3% So that was kind of our just best guess at what might be reasonable. As you heard the final number was 2.9. So it worked. out just right, more or less. So we're competing, we're already what five months into our current budget year as well. So we're comfortable certainly with our current budget year. One point I wanted to add on to to what Adam said and also to what you said John is these steps are separate from a cost of living increase. So if we were going to implement something like that the union contracts already include what their annual increase is going to be. If we were going to implement something like that, we would bring that to the board for approval or we would point it out specifically in the budget. We say, Okay, we want to do this just like we did this. A year ago, we came to the board for a 5% increase because none of the non rep staff hadn't had any raises for four or five years from what we could tell. So if we were going to do a cost of living or something like that, that would either be at budget time or if it was some other time, we'd bring it to the board specifically for your approval. These steps are just intended to be kind of more of a career track math.
Yeah. And of the two that you mentioned, the better way to do it, since you're working on budget for next year now is rather than coming to the board and say you want to do something that you didn't think to budget, if you budgeted I think it's a lot easier for us as the board say yes. Because then you know, we've got quite quite the process with your budget being reviewed by DDOT as well as City Council and the whole debate that we go through with, you know, with budgets before their approval.
the questions we have,
given how specialized the nature of the Transportation provided by the people mover is, can you describe some of the characteristics that you used? To come up with your appropriate peer review?
Yeah, absolutely. Thanks for the question. So we Yes, we looked at similar size organizations. A lot of the organizations we looked at externally are in California, in part because the the data is is easier to find publicly but mainly looked at organization size the population served and certainly we know righty each you know the people mover certainly as unique as well, but really focused on most I would say organization and we're organization size population served were the two big areas to to find the best match overall. And then looking at specific job titles and responsibilities was kind of the next step to making sure that we had the best fit in terms of that because you're just looking at at you know, transfer a different transportation organization is not going to fully capture that. So we tried to get more specific with those those particular items.
I'm sure rail where they busted studies.
I'm sorry, I couldn't hear the question.
Are we able to find similar size something California that had a real component
or whether we do we did we did we looked at some that included other parts as well like like bas but generally we tried to focus on rail and again, similar population size wherever possible.
Any any airports? I
don't think specifically we looked at airports. I think there may have been some agencies that serve an airport but but None None specifically but but but I'm not totally sure offhand.
Because for me,
yeah. So were you looking for actual award or just information? Yep. All right. Well, great job. Thanks. Thanks, Evan, for your work, Robert, thanks to the whole team, the board. It's important, the ongoing stability
and how many individuals whether it's fact
Adam, Adam or Leah, do you know how many individuals are? Yeah. 3030
potential future positions.
Okay, thank you, Adam. Really appreciate the great work that you decided for us and well, thank you.
Great. Thanks, everyone.
Okay, so do you have a separate General Manager's report that?
I do? Yes. I'll try to keep it brief. There's a lot going on. And we have touched on a lot today. Certainly. I did want before we get to public involvement. We did have some outreach to us regarding the ease of access for things like meeting information and meeting minutes. We've we're going to make some improvements in that regard. As far as posting our agendas and minutes I'm easy to use page I've been wrestling a bit with our with our website. So for this meeting, for example, we made sure to put up the link the information on Twitter, and Facebook. So we've got some work to do there. But really, we're committed to making sure that it's all open and accessible information. I mean, the board and staff that are here today. Know that there's been a lot going on lately and we have had a very irregular meeting schedule as well. So hopefully, as we move forward, that's something I'd actually like the board to consider moving forward is maybe going to a standard monthly meeting schedule because our DTCs practice in the past has always been to have every other month schedule but at least in the 15 months since I've been here there's been a need for us to meet at least once a month of looking at my procurement manager in particular. So just wanted to have a quick note about about backs we do really want to make sure that we're accessible, available open and the other thing too from, from my perspective, unless the board overrules me at some point is will always allow full public participation over zoom as well. I know there's some agencies that kind of have kind of changed their their views on that but especially given that we're a meeting happens during the business day. I think that's really important to making sure that people are accessible and in an area of continued COVID as well. People should be able to make a decision about their safety and comfort level and still being able to fully participate as well. So that's something that will obviously continue in the future.
Yes, Luke and I are on over awards, the economical Corporation. And so they're in charge of running a number of a number of entities that all have the same kind of concerns that are raised about transparency and to your point what we've done for those entities is to have the board approve a calendar, like in the case of the Downtown Development Authority, second and fourth Wednesday at three o'clock. If there's no business to be conducted, then the DC GC just notices that there's no business the meetings cancelled so the meetings are there in Las canceled and if they are there notice so the public is aware of it. So I would suggest to you that when you guys are looking at a model of an organization that does these things really well go to the UCS website and look at what they do and if you want your staff want to talk to anybody over there, we know all the people would run that very well. You know, so knowing that there are concerns and we always want to be transparent. I think it is important to have standing meetings properly noticed. And then if you have to be cancelled, the canceling allow for public participation, you know every single time so I think that's what it was a board speaking for me.
That would be a good model. I don't know if my other two board members want to say anything. And I've asked them that to finish. I will note that I think in defense of the corporation, they've been moving the timing of meetings in order to accommodate our schedules because we tended during the business day, so I think By contrast, the Brookpark tends to be board meetings at like 4pm so that is a little bit more ability to schedule certainty when you want you do at yours, our regularly scheduled meetings. So in order to do that, I think the intention before o'clock start in order to get a little bit more scheduled predictability, additional plans in advance would be a good challenge. And then, just real quick, Robert mentioned. You know, hybrid public participation, I think actually serves our meetings very well and encouraged us to keep doing that. And I think it's been a good practice for the board meetings and you could recommend continue to do it that way. I think it helps if
you wouldn't be alone the dgcl These do that too. We you know, we have meetings where people can make public comments in person or if they want to call himself to go out by so I think maybe we're the best place to leave it just you know, cheating often trustee or board member wholesomeness. What if at the next meeting, you came back to us with the proposed calendar of war dates. Check with us first to see what the week kind of works but set up a standard calendar.
Where you go with that. Yeah, yeah.
Yeah, it's not unlike DDOT has its regularly set community input meeting everyone and so on the third Thursday from 5pm until 630.
So a couple of quick thoughts if it's okay with you. So we do. On the Record, we do properly notice the meetings but admittedly, because the dates and times are not always consistent, you understand that that makes it difficult for people to kind of keep track and catch up. But I do want to mention that as we're always noticing, and they're done in full compliance. I think so. GDC does have a standard calendar and it's every other month at three o'clock 330 On the fourth Thursday. One of our board members being the smart chair, their meetings are not always done at 330. I think maybe in the past when that was originally developed, their meetings usually were done at 330. And so maybe it made it easier because they were already downtown. But I know my time there the meetings usually we're not done by 330. I think that that's a factor as well. So and therefore Thursdays as well. Every month. I also really like board member Paulson's comment about the timing I think if moving it to four o'clock made it easier for the board members to to to not have conflicts that are as likely to pop up and that would be great. I mean, usually our meetings only last an hour today we might be up to an hour and a half. But usually they're pretty quick and efficient because we do respect the public and your time as well. So I think that's that's a great comment as well. Yeah, we'll come to the board at our next meeting with kind of a plan for the rest of the fiscal year, maybe even one for the following year for a monthly standing meeting time. That's optimized for our current members. And then like you said, it's easier to notice and cancel than it is to say like, oh, well, we had to move that and then there wasn't a meeting the next month and now we got to create another special meeting in the meantime. So I'll great great
stuff. And I can't say I appreciate your sensitivity and responsiveness to any community concerns. Raised. Absolutely. Yeah. Appreciate it. But yet, totally, totally on brand. Yep.
Okay. So we had our first in recent history, we had a staff picnic that was actually the the out of pocket costs was shared across the management team, so it was no cost etc. We were able to get some space over at Beacon Park and it was a great time and much warmer time although it wasn't that long ago. So really appreciate we have a an employee events committee that includes a number of folks that are in this room, especially Leah and HR and her team, Erica Madonna, like Anderson and procurement so basically just need everyone in the room again. Feel Yeah, everyone really pitched in and it was something that really was a great event for the staff. The we're in our process of our annual audits. We're coordinating that with the city as well so DTC does do its own audit. But our audit is included in the city's overall audit. So we're its audit season, no other way to put that and also the budgeting process for the city has begun as Mr. Nagla mentioned, so we're continuing our efforts. There. And we're working on a board approved hiring or no, we hired a design firm for a small contract templates refresh our logo, so we're gonna be rolling that out soon, refreshed people people move our logo and also we're going to be hosting a Lions tailgate in our Broadway station for the Lions are rebound game. Next Monday, October 30. Against the Raiders. It's really important for us to help build the connection and understanding the core field is a huge venue 65,000 seats plus more for concerts. It's only about four blocks away from the Broadway station but it's not a clear line of sight and it's really something that people we've had a there's a there's a gap in understanding and habit forming there. And so we're looking for any way we can to help make those connections to the arena's because it's a huge source for ridership. So this is kind of our first kickoff. We're going to have like some face tattoos and just basic stuff to help people drive through that station and learn how close and easy it is to connect to the Ford Field. There's also a number of surface, lots of tailgating around there. So we're kind of right in the middle of the action. But for anyone here or listening in, will be at that station for four to seven week from Monday and we are continuing our communications with the Toronto Transit Commission based on their SR system that they have officially stopped operation on and just for some context, they made the decision to make that change. They're replacing that transit shed basically with a subway that's in work in the works. They shut the system down. And so we're working closely with them as we have for many years especially under Arenys. Leadership at the maintenance department had a really good working relationship with them. So we're very optimistic and engraved grateful for their interest in talking with us to see if their pieces parts and supplies can be beneficial to us as we continue to operate our system as well. Board Member Polson has been part of some of our discussions with them and so we're learning more about what they have and how we might be able to take advantage of some of that for the longevity and upkeep of our system. So we'll continue to update the board on that but we're trying to keep that process rolling forward. As the
days go by.
Number from password meetings. To not only Toronto, Vancouver have a system
Yeah, that's the other the other sisters the brother system or whatever those those are the three that have basically the same form factor of these mock one cars from MRDA. That's where my knowledge stop and Ernie can talk for the next three hours about how they're similar or identical, but so
are you competing with Vancouver for the spare
parts? I don't think so. Vancouver is actually moving to a different area. And we had the one that we're actually kind of standing on the ledge waiting for them to say we're going to decommission part of their feet as well. So we're kind of sitting there waiting for them to say, hey, we're going to be commissioned our original cars so there may be
so the key difference there is in Vancouver's case, we can run we have 40 foot cars we can run two at a time and that's the most because our platforms are 80 feet long. And the curves are so tight that if you get longer than 55 feet, then you can't you start hitting the sides of the curve basically. So in Vancouver's case, while they have the same original cars, or anything give me the high side if I think I got this No. They use the same 44 cars but they can their platforms are much longer so they can string together four or five, six of those cars. And because of the geometrics of their system, they can also use much longer cars so they're moving to their new order of cars, I believe are 65 foot cars, that they can stack three or four long for their giant platforms. So that's also another challenge. If we're trying to buy new cars, there's nobody that actually makes cars short enough to fit our curves without modifications. It's like those 60 fives would be perfect for our system in every way other than they can't navigate the curves. Like if we were going to participate in the Vancouver's Green Card builders just because their system is huge, but 45 to 50 miles or something like that. We we would have to get a modified version of their smallest car even just for it to fit on our alignment. So there's some challenges there but that's both Vancouver and Toronto both have the same form factor 40 foot cars that we have. So that's we're very interested in seeing if we can use those to extend the life of our current fleet. And then at the same time trying for grants to develop it basically be either a custom car, or a modified 65 to 55 single car kind of our tune tracks for a new new vehicle. But this would be huge, even all the way down to hoses and bolts and clips and stuff all the way up to potentially entire rail cars that we could use from Jonathan
So yeah, we're long enough that you know Ernie had to bring things to us because of the pain because you know the purchase not available anymore.
and whatnot of a kind is great most of the time. Not great, someone great. Okay, public participation. Yeah, so
no call for public participation. Are there any members of the public that would like to address the floor,
so there's no one with their hand up here in person. If you're on line and you'd like to make a comment, you can use the raise your hand button and if for some reason that doesn't work, you could just unmute yourself. Alright, all Lucas Lisicki, as his hand up, go ahead, sir. Hi, there.
Thank you, Mr. Kramer. Members, the board I'm Lucas Hill, sechi, lifetime people mover writer, longtime monthly pass holder. And I just wanted to add my voice to the chorus asking for online meeting agendas because as much as I like attending the board meetings in person I couldn't today, and without the agenda to follow along, it was kind of difficult to understand what you're actually talking about. I didn't know what was really being said. I heard a whole bunch of names. I couldn't really spell. I understand that you're working on it and I truly appreciate that. I just wanted to add a voice to the chorus saying that it's a necessary change. But thank you for that. Thank you for your wonderful work. Excellent.
Any other members of the public that would like to raise as
well, think that's just we'll go ahead and I was
gonna say last fall and one more one more call. There's a member of the Public Trustee Board. Okay, hearing none, close public comment.
closing comment would be we will have the agenda posted ahead of time and we'll have the minutes from the improvements this time. We'll make sure that those are posted. The goal also is we had a PowerPoint slide that said the meeting was start soon. The goal which my goal is to have it for the next meeting, in addition to the paper agenda as we'll actually move through the agenda slides online. That kind of helps make it easier to follow as well and also provides the opportunity to add if we want to add pictures or any of the information we're talking about can be displayed on the screen while we're going through them. as well. So that'll be our our goal for the next meeting is to have that up, because we do want to make it as easy as possible possible for people to be able to follow along. And then also something that we hadn't mentioned before but had done it smart as well. Because of the Zoom meetings are recorded. We can actually post a recording of the entire meeting as well so people can view it afterwards. Which again, makes it easy. If you've got those visual aids online as well to the board, if that's something that is preferred or not, but I believe because we have zoom and we're recording these, we could post the recordings online as part of kind of a verge, an electronic meeting minutes, you know, something someone could watch back through if they want to.
Yeah, I personally think your idea is a good one. You know, our city council as you know, make some big effort to comply with Open Meetings Act and have public meetings. I've noticed that it's one of the weaknesses since I've watched on TV a lot council meetings, when people are presenting, it's on the screen if you're live in the city council room, right. But if you're a home it's harder to find. We all build a report those meetings and presidents are people that are interested in playing back so I think that's good, but I like your idea. A lot of posting the slides online so that people can follow I think that even improves. Okay, great. Okay, excellent. That said Any other board members, anything else?
Is there a motion to adjourn? I'll make the motion.
