All right, good morning, everybody.

It is uh 10 05, and I called the crime control and preventure district meeting to order for Tuesday, May 19th.

First item of business.

We have to swear in our new council member, Chris Jameson to the CCPD board.

I think they want you to stand at the podium.

If you'll repeat after me, in the name and by the authority of the state of Texas.

In the name and by the authority of the city of Texas.

I state your name to solemnly swear or affirm.

I Chris Jameson do solemnly swear or affirm.

That I will faithfully execute the duties of director of the Fort Worth Crime Control and Prevention District Board.

I will faithfully execute the duties director for the Fourth Crime Control and Prevention District Board.

City of Fort Worth of the State of Texas.

City of Fort Worth, State of Texas.

And we'll do the best of my ability, preserve, protect, and defend the Constitution and laws of the United States and of this state.

So help me guide.

And well, to the best of my ability, preserve, protect, and defend Constitution and Laws of the United States, and it will state probably.

How do you sign?

Welcome aboard director Jameson.

All right.

Next item, uh approval, meeting minutes from February 24th.

Do I have a motion?

Okay.

First of a second.

Any discussion?

None on favor, indicate by saying aye.

Any nays?

Seeing none.

Motion masses unanimously.

Next up, written reports.

Uh for FIA 2026, second quarter performance report on activities and finances.

We also have a report on partners with the shared mission quarterly update.

Are there any questions on any of the written reports?

Going once, going twice.

Seeing none, all right.

Moving on.

Staff reports.

First up, crossing guard program update.

Mr.

Jackson.

Morning.

Morning.

Morning, members of council.

Yes, see my presentation already.

Okay.

Morning, members of council.

Okay, I think we're good.

Good morning, members of the council.

My name is Rashad Jackson.

I'm the crossing guard program manager here in TPW.

I'm going to give you an update on our uh crossing guard program.

So with agenda, we're gonna start off with a FY26 program snapshot kind of what we've been doing.

Um then I'm gonna go into community engagement.

I'll reach some of our efforts that we've been doing in the community.

Also talk about one of our most visible um efforts national walking walk and bike school day.

Then we'll get into teams in the driver's seat, focus on future teams in driver's seat, talk about some of our safe routes, efforts we're doing walking to school, walking audits, and then we'll be looking ahead as well.

All right, so in 2017, um the uh the program was managed by uh PD until 2017, then it was we went to a contracted vendor model, which is now our vendor ACMS.

Um so in 2023, the program was then transferred to TPW where it houses now where I have myself and my graduate engineer.

Um basically, so what we do is kind of assess uh crossing guards uh for the schools, provide them um if they if needed, we go out to the schools, assess the infrastructure, make sure they have school zones, crosswalks, um, signs and markets, make sure that the school is warrant, the schools uh warrants the um the crossing guards.

Um again, since being transferred, uh we've increased crossing guards pay, we've uh expanded our um covers of crossing guards, and we've been able to maintain staffing through support um through the citywide.

What is the that you've increased the day?

You've been able to recruit the people that you want.

Yes, ma'am.

So so it is vendor managed, so the vendor does uh hire train and recruit all of the uh the crossing guards.

Uh just for reference, FY25.

Last year the crossing guard pay was 1545.

That was to match the city's um city's uh standard minimum wage.

Uh the annual program budget was uh contract amount was 4.5.

This year in FY26, we've increased it to sixteen uh dollars and seven cents for the crossing guards and with an annual contract value of five point one million.

Next year, we're looking to increase it to uh the crossing guard pay to $16.71 cents with an annual contract value of $5.8 million.

So and that'll be the end of our three-year renewal, and then next uh at the end of next year, we'll have uh uh two one year renewals to see if we want to continue with the vendor.

They've been a great vendor.

Um again, so the the program does does serve public, private, and charter schools, all within the city of Fort Worth's limits.

The program uh serves 15 school districts in that that includes the charter schools, they're they're included as one district.

And again, new requests can be submitted online as you see that link there or by the city call center.

Yes, ma'am.

No, no, each each uh charter school is is considered district.

Like Uplift has you know three or four schools, so they're sitting one district.

Yes, ma'am.

Again, now on to our uh community engagement efforts.

You can kind of see like I mentioned our national bike to school uh efforts.

We do back to school fall festival, Mayfest, career days, uh principal fireside chats.

Um the program really places really places a strong emphasis on community engagement through partnerships with our schools and our community um organizations through events, do annual events like this.

Again, we like to show that we're able to connect directly with the students, parents, and community to promote awareness and a culture beyond the crosswalk basically.

So you can see uh as we go into some of the schools of the pictures we go in career day, we do a mock crossing guard there.

You can see our former mayor, Matty um, I'm sorry, our former mayor, Betsy Price, and uh we were at Fort Worth uh Country Day, we did a bike to school there, and she was able to show up and support the kids on that that uh on that event.

Um, as I mentioned, one of our um most visible efforts national uh walk and bike to school day.

Uh again, we are partnering with schools across Fort Worth each year to promote safe biking, safe walking and biking to school.

Um, through these events, we're able to encourage healthy and active lifestyle while reinforcing safety behaviors and crossing locations to help build safety um habits within the community.

Uh National Walk to School Day happens on the first of October and a Wednesday of each year.

Uh, this past year was at Castleberry ISD and at uh AV Cato.

We had uh several news outlets out there.

We already get great great feed and great pictures from that event.

Then this this past um this past May, we were just at Parent Elementary and Northwest ISD, where we had our uh national bike to school day, and we had PD bike patrol there, and we had over 200 riders show up and it was just had a great, great, great time and a great event.

Again, now on to kind of our our teen driver safety initiative.

Um again, it's a the teens in the driver's seat again, it's a safety initiative.

Again, it targets uh teens uh drivers that are at higher risk, uh students where they're more likely to drive.

Um, we have partnership with Texas AM Transport, Texas AM Transport Institute, TTI, and Text Dot.

And uh we just provide hands-on real-world um activities and uh experiences to kind of kind of emulate what it would be like out there in the real world or what they're already experiencing, and then we also kind of uh show them some of the consequences of their their actions if they are driving unsafe and kind of what happens and kind of what we're doing to make their their drive and commute safer every day.

And this is a flyer we kind of send out to the schools.

So we'll send this flyer to the schools to see if they're interested, they will reply with us, you know, with a yay or nay, or maybe we're not too busy, but we we do are we're actively seeking schools to kind of participate in this event that we do annually.

And then this is just some pictures from our our past event that we had on April 2nd here at uh Eagle Mountain High School.

As you can see, the the students are signing a pledge.

You see the students are doing a safety uh kind of a mock pedal cart where they kind of run through cones and acts like a road.

You see the the kid with a uh driving stimulator.

It goes as far as to like if you have a wreck or something, the cops kind of pulls you over and kind of walks you through a real scenario, so they're already kind of prepared for that situation.

And then, like I said, they mentioned they signed a pleasant day, they did a mock sobriety test.

Um, some of the students were surprisingly good at walking in a straight line with with with impaired vision, so that was kind of alarming, but but you you know, we we we take it as that they're young and you know, young and hip and and mobile and all of that, but we we let them know that you you know if you you don't want to uh drive or impaired or walk anything in paired because there are you know consequences and stuff like that.

So um that was just uh a cool, a cool event that we had at the new Eagle Mountain High School.

Again, going to our our uh future teams in the drive seat program.

This is a program that we host at our city uh summer camps, our city recreation centers here uh again to focus on on youth age five to twelve um through these interactive activities and hands on demonstrations um the the program helps build safe safe uh safe habits and awareness to help shape our next generation of drivers this this past uh this past last year we had we hosted at eight summer camps um this year we're going to do 16 so we're we're we're gonna do 16 camps so as you can see they're we're taking them through the mock crossing guard as they act as a crossing guard kind of uh see what they're they experience at their schools they we did a red light green light with one um kid is the traffic traffic controller controlling the traffic and then we we did some pedal card activities where you can see they're driving and things like that and surprisingly we have some good early uh forward drivers so I think our future looks pretty bright going forward again so now on to some of our safe routes to school efforts safe rest of schools is basically a a comprehensive planning initiative uh focus on how students safely walk and bike the school through the six E's that you you see before you in partnership with school the North Central Texas Council of governments consultants and uh the program evaluates how students travels infrastructure school operations and different and we try to identify opportunities for safety improvements um we've already completed five reviews at the schools that you see here so basically we we got with consultants in the North Central Texas council of governments we walked these schools and we uh we identified opportunities for improvement and now the consultants are working on our final report um of what we found for countermeasures and uh some uh uh different uh steps we can take to to improve the safety around those schools how do you determine uh which schools you do reviews for so uh there's a call to action north central Texas council government has a call to action I believe every year and they focus on a high injury network of schools um and then we just kind of provide them a list of schools that they're in our area within within a half a mile radius of the high entry network and then we um we submit those schools to see if they're eligible for funding eligible for funding okay looking ahead um again the program we will continue to expand um through impact youth youth focused initiatives again our our teens and driver seat program uh and our future seniors driver seat program and we're continue to expand uh again strengthen partnerships with schools uh public safety pd and fire and other community organizations just to um make sure that we're have a presence and they understand what we do and and they're able to kind of use us as a resource as they they need for their school or their organization going forward with the crossing guard program we we want to optimize crossing guard coverage so basically as schools are closing realigning and redistricting reorganizing we want to make sure that we're optimally placing the crossing guards where they're needed and not where they're just you know holding up an intersection and just you know looking looking friendly we'll make sure that we place them strategically strategically where kids are be kids are going to be and where they are needed.

And that is it's contact information there's anybody have any questions any questions from board members.

Yeah Charlie could thank you uh thank you Rashad uh what is the plan for you know unfortunately a lot of the school districts that are facing school closures due to um declining enrollment um the crossing guards of those locations are they just gonna be uh dispersed to different locations or is that is that being discussed right yeah yeah so so we're working with the vendors that the uh which is all city service management they they're a national nationally known company they're in different states different cities um we have a good I have a good report with with our vendor and and they are assuring me that they're able to uh place them uh you know strategically where where where they need like for instance um all those schools are closed we also have more schools that are opening we also have um uh crossing guards that are retiring right so that so each year as as as those things are happening they're able to kind of place them and just through attrition just everything else that they're able to kind of constantly uh re-re re um re up on their staff and kind of re rehire as needed so we haven't um experienced any shortages or schools that are have expressed interest or concern like oh I'm not gonna have a crossing guard because I'm way up north or I'm way south, I'm not central.

Our schools have been been very happy with our crossing guards, and if they aren't, they they reach out to me directly, we'll address the issue and we'll get somebody else there, work with the vendor, get somebody else there too.

Thank you.

Alright, any other questions?

All right.

Thank you, sir.

Appreciate it.

Alright, next up, Keith.

Tell us about emerging partner grant process.

Thank you, President board of Directors.

Uh, this response to uh gender item from last meeting, and so we'll just take a few moments here and go through uh the the application process for emerging partners.

I know many of you are familiar with it.

We'll just make sure we address the nuances that are in it, address any questions that you may have.

So, as you are aware, our funding strategy is uh end to end for our emerging partners and mission partners with the idea of being able to work with an agency that's just coming into nonprofit work, it's new with our development grants that are there to strengthen agencies themselves, our program grants, which are traditional grants that are there for strengthening programs and a likelihood of success, our sustainment grants, which we move into perhaps a greater partnership with an agency, and then our mission partners, which is the agencies that have worked with us for quite a while, and so that's our end-to-end strategy for our uh agencies that are coming in through the grants process for the first time.

There's eligibility criteria.

This is just to get through the door from a basic standpoint, they need to have a basic understanding of of the process, what they need to submit.

Ultimately, there's an application that they go through and answer questions, upload some documents, and they're in the process.

But they do need to be a 501c3 agency, have work, existing work in the area of our priorities, which are the listed there to the right, primarily serve City of Fort Worth residents, and we're looking to spread out and make sure that not the same agencies are getting funded all the time.

Uh, and so we have a requirement for them not to receive funding for the same program within the last three years.

This is the process, and it's really colorful, but this is the process on the front end of it before they submit an application.

Uh, there's a number of elements in here to help them get into the process.

We have a community liaison through United Way that helps agencies connect with agencies.

There are hands-on in the community that works with and and greets and meets new nonprofits to help them understand and get connected with our process.

Ultimately, they'll have to go to our website and go actually get into the process to submit the documents that are very much like an RFP process.

With that, for the first time this year, with we've had grants navigator that's part of the process.

We've added this as a requirement for them to do intake meeting.

Not everybody elects to use the navigator for the duration, and so the grant navigator is somebody that's there to review their documents and help them through the process with eight hours of free service through the United Way.

And so we added this year asking all agencies to go through an intake process just to make sure that they're comfortable with the services that are there and be able to answer questions and connect with that person.

And so our grants navigator is working with those agencies to make sure again they're aware of the services that are available.

This is very unique to CCPD, the amount of support that we provide to agencies coming in, but our mission is very unique.

So we want to make sure that they're that it's accessible.

And so the next thing that they'll do again is a pre-proposal training that will allow staff to go through again just to make sure that everybody's familiar with the process and all the tools are there.

And then on the back end, and this is up to the agency.

There's navigator grant navigator support, please.

Question, we have a question.

So there's grant navigator support that again continues on through the rest of the process until they get a grant submitted.

And that's optional as to how much they use it, but there's a variety of tools that are available.

So this is before submission.

The next step for our program grants is the concept paper.

Uh, this is just a short description of key points that the advisory board reviews with the idea of getting them feedback.

This is a process that we've reviewed over the years, and we just recently updated for the most recent uh RFP that we released.

We do that annually, and so we've shortened it up a little bit instead of them providing uh long descriptions or longer descriptions.

We've added just hey, check this box if you're this, check this box if you're in this priority, if you're doing this kind of thing.

And so it's hopefully we'll make the concept paper a little bit more accessible, but that's in the front end of our concept of our application process.

And then after submission, once the application is submitted again, they're just going into our Zoom grants platform, answering some questions, uploading some documents that gets submitted once that's submitted in our Zoom grants platform we'll do that eligibility screening make sure that they meet the basic requirements before we start doing the scoring and so once they've met that eligibility screening the technical scoring would begin and we have three staff that'll go through and based on a rubric that's been reviewed by advisory board score the application that's been received and then we do a calibration meeting to make sure that the individual scores are calibrated against the rubric so that we're coming up with one score rather than three or four scores.

Additionally we have an expert panel of community members that will provide feedback on the application to maximize the amount of information that's going to the advisory board to do their review and make recommendations.

They meet quarterly to do that and so all that information that we review and put together over the course of that quarter goes to them for making the recommendation that ultimately comes to this group.

Any questions Keith and quick question on the back end once the grants have been awarded what role does the advisory committee or board play on grant review outcomes.

So we do report we do staff reports at the advisory board the quarterly advisory board meetings and so as they ask for agenda items like this we'll provide that information there hasn't been a lot of integration into the outcomes at that point we do report those in the performance report that you get and so that's there and that's available but it's it's been negligible at this point.

Okay but is there any oversight on if they meet the goals that are provided in the original grant application not from the advisory board standpoint with the exception of the expectation is for them to meet within 20% of their goal that's listed in their contract or have an exception if something were to happen.

We had a lot of exceptions during COVID where people weren't able to meet their goals and so that would be affected within the score that we do the technical score if they have previous experience then we would score that and that would be there for the advisory board to review that score.

Thank you.

Okay.

Chris Nell's I'm gonna have to start using last names since we have another Chris here so I don't know if I like that okay.

That's fine thank you.

I have a question you said that uh before it goes to the advisor board it goes to an expert panel who select that panel so the expert panel is there just to to provide feedback so we have uh five or six about five or six different community members that are selected by the police department in the areas of nonprofit uh management uh grants uh law enforcement for the community law enforcement uh relationships uh in different areas and this is to provide feedback on what they're seeing in the application like our evaluator uh has been TCU and so our evaluator is one of them uh just to provide what they're seeing in the application those are meant to be very factual reviews of what's in there because a lot of times our advisory boards reviewing a lot of different documents and so being able to cut through some of those details into those key areas has been helpful.

Is that expert panel that he was asking about are they do they have a term is it is it change each time how to how to how long do they serve how many so they turn over themselves we don't have a a term necessarily for them and so they serve as long as they're willing to and so there has not been there has not been yeah there's not terms for them.

Yeah.

Could you send over a list of who's on the export panel okay and then um I think I ask this every time we have this meeting is uh when we worked with once they can collaborate uh and united way they was supposed to serve as a hub of making sure applicants knew how to apply for the grants.

Are we do we still have that working relationship with them?

Or are we doing something internally for people who are denied?

Are we helping them figure out what techniques they need to do to get approved the next time?

Yeah, I think some of the lessons from that uh have transitioned to our community liaison and grants navigator who are both with the United Way, and so they've been connected obviously with United Way during that whole period of time.

Uh agencies that are denied go, we have our grants navigator reach out directly to them to help them through the process.

Sometimes those agencies have worked with the grants navigator, sometimes they've not, and so uh that's to navigate the the technical process and then the community liaison uh Phoebe Applin who's on our team uh addresses any uh if there's some in-person meetings and things that need to be discussed.

We work with her to make sure that the those that feedback's communicated.

Any other questions from the board, Mia?

Yeah, um, so I know when I for the development grants and the program grants is selected by the advisory board, and then you see in sustainment grants are invited.

How do people how do you know about this opportunity?

Which one?

This the sustainment I mean, any of them like how do you initial how do you initially be are introduced?

How do you how are you into uh initially introduced to the CCP the program?

How do you know as a nonprofit partner in our community that these opportunities are available?

Yes, and so we make the information publicly available through social media or website, that kind of thing, but that's not quite enough.

We need to have hands in the community, and so that's where we've really relied on our community liaison program.

Uh Phoebe Applin being in the community proactively meeting in different areas with agencies and identifying uh agencies that serve in the specific priority areas.

So we have seven priority areas, and so we talk, we meet on a month a weekly basis to talk through like who are we meeting with, what what meetings do we need to be at to make sure that we're proactively engaging uh nonprofits in the community.

And is there an application process cadence?

Meaning like does this open up the same time every year?

Is it ongoing?

Is it rolling?

Like what's the cadence of the application?

It stays open.

It's it's once they submit an application through the process, that's when their timeline starts, but it stays open throughout the year.

Okay.

So if we uh deny an application, how long before they can reapply?

120 days.

Okay.

Okay.

Any other questions from the board?

Go ahead.

Keith, off the top of your head, can you remember a nonprofit entity that maybe was denied then went back through with a navigator and was able to be successful the next time to help them be a part of CCPD?

Not off the top of my head, but I'm I don't have JC here.

She's she's out.

Uh so she would know.

Okay, that'd be great.

Yeah, I'll get you some information on that.

Thank you.

All right.

So Les and Keith, and thank you for this, but how so I do know an applicant who was denied.

Were they um how can we find out if uh they were assigned a navigator to help them work through the process?

Uh if you have a specific name, we can look up the email that was sent to them and check with good.

I'll get with you, okay.

All right.

Thank you, Keith.

Appreciate that.

I think this is a good segue to uh discussion and action items.

Uh item A, and I think you're doing this one right, yep, you got me for the consideration emerging partners uh funding.

Go ahead.

So this is our funding recommendation for this quarter.

Uh it is MHMR of Tarrant County for 114,750.

Uh this project serves all districts uh with their primary location look located in district two.

I sorry, I have some questions about this particular item.

Um, so why are we only providing residential substance use um support for boys?

That's a good question.

Did we invit MHMR here?

Were they?

Thank you.

I didn't I didn't get to meet them when they walked in.

So yeah, I I have some serious concerns about um being gender specific in this.

We painstakingly went through uh the process of dismantling DEI here at the city where we said we weren't gonna give funding based on gender, or um, is it maybe because there's only this is a residential treatment facility, but you're doing outpatient for women and men.

That's correct.

So we don't have so is there a female?

There should be a female, and if not, we need to find one to make sure that we are we're doing this properly for both boys and girls.

It's the problem with state funding across the state with female uh adolescent treatment.

Um, many facilities closed due to funding, um, and that's we did not, we had we had not had one for many years, but that is an issue.

We are, you know, that's something that's needs to be explored.

So how are we gonna explore it here in this funding to make sure that we are providing the equal opportunity for both boys and girls to receive adolescent um chemical um substance abuse treatment?

Uh this funding would allow for us to do uh like the mayor just said with uh outpatient services, and we offer that to right, but we're not offering the same level of service to the girls in our community that we're offering to the boys in our community, correct?

Uh at this time, no.

Okay.

So are there no residential um treatment facilities in Tarrant County that um are available to uh adolescent girls?

There are there are a few.

They are not um state-funded facilities, meaning that if they are low or no income families, there would be difficulties in gaining access to those services, but there are privately funded facilities that provide those services, and so what prohibits us from entering into a contract or attempting to enter into a contract with them to provide the same services for girls that we do for boys.

Entering in oh, with the have we had any discussions about how we equalize this program?

Because I'm not comfortable funding a program that um offers services to uh males in our community that doesn't offer the same um service to young girls in our community as well.

I can't answer as to why those discussions haven't taken place thus far.

A lot of those facilities again are private, and so the rates of payment that we receive from like the state of Texas to get those services are not adequate for what they are asking for a lot of times.

So, then does the request for CCPD funding need to be amended so that it accounts for the fact that to send girls to residential treatment facilities, the cost is greater, because we have to equalize this.

I'm this is not okay.

Well, yeah, I might be out offer.

I don't disagree with you, Elizabeth.

I think that the problem is this particular grant is a very small amount of what the total recovery cost is for youth.

And so I might offer that this be something we prioritize more further on our state agenda, because as you know, we worked on it with Tarrant County last two sessions to have additional resources.

I also know that in working with Recovery Resource Council, this is something they've really attempted to tackle, and also to provide appropriate Medicaid reimbursement rates for youth, and so I think but maybe what I'm most interested in is this is a small amount of money relatively speaking for what treatment really does cost and what they're asking us to fund specifically through MHMR.

So I have a better clarity there, and then we can kind of tackle that next issue because I would I would anticipate that if we were interested in helping fully fund for instance in contract with a private entity, that's a very different venture than maybe what is happening here with this program.

Yeah, because my understanding of this particular pot of money because it is a smaller pot of money like this funds for my programs half of a licensed chemical dependency counselor, and that's it.

So that helps provide access to the services and keeps the program running, but it does not provide anywhere near the level of funding that's required to run a residential treatment facility in the state of Texas.

And do you know if that licensed um independent counselor is available for both boys and girls, or is that only for the inpatient program?

Um we let me actually she won't know, sorry.

Um I'd have to see who's funded by that.

Typically they'd be available for both.

I mean, like, so we have three outpatient counselors and then two residential because we have a 16 bed male unit.

So we only need two counselors, it's eight per counselor, and then for the resident or for outpatient, we want a few more because we do groups throughout the week and on the weekends and things like that.

So we want to support both those services.

Um I believe this position is for both, but I'd have to see who's actually funded by it.

And does MHMR run the Tarrent Youth Recovery Campus?

Yes, okay.

Have they ever served females before?

I believe many years ago, before I I started the agency in 2014, and I don't believe they were even doing it at that point.

So it's been many, many years.

If we were going to do it at this point, it would require a separate facility for it because it did not work having male and female in the same facility for residential in that building, it wasn't really wasn't built for that.

Yes, go ahead, um, so to both mayor and councilwoman Beck's point, since it's not specified in this recommendation, can we, with our motion or however this is gonna go stipulate that we want the funds to support the counselor that would be treating both males and females as opposed to being restricted for only male inpatient use?

I don't believe that would be an issue.

I mean, that would be something that my finance team and stuff would have to look at.

Um, because again, there's seven counselors there, or six or seven counselors there, and I'm not sure which one this one is funding, but I don't have an issue with that.

I want the access to be equal across the board.

If I could run a residential facility for when for teenage, and I would think if you could just dedicate the funds to overall your licensed dependent counselors and so that they are serving both men and women and outpatient and patient, that would be immensely helpful, and we don't have to dedicate them to one particular counselor when we don't really know whether or not they're serving outpatient and impatient.

I don't see a potential problem with that that we're looking at kind of the same outcome measures across the board, like a lot of what this is measuring in terms of what we're applying for in the outcomes and in the the measures that we're meeting, are I want that for both populations, right?

So I don't see an issue with that sure okay.

Just just to be clear here, uh, and Keith, you can weigh in on this.

Um I understand the points are being made very valid.

Okay, so I agree with that.

With that said, you're looking at the license counselor availability that's part, you know, of the issue, and the other part is facilities, right?

I want to be clear what what you're saying, you know, right now to us.

I mean, you know, we have um our concerns, already voiced, but even if we were to vote accordingly, realistically, what would you do?

And this probably touches on processes, you know, on the staff side.

How would that work?

So we can make adjustments in the contract process uh because we'll work with the agency to nail down what's in the contract, and so we can make adjustments there.

One thing I would say is that if we wanted to do something more substantial uh on that side, we may would want to invite them to come back and apply again for just that for the amount that they would need for that.

Because that would be substantially different, and that'd be a different project that would not interfere with this project.

And maybe also include the private sector partners that currently do serve women and girls in our community today, and knowing that's a whole separate conversation, but I think it would be helpful to us at least have that information.

And we do get um, they come through our doors, and so we, you know, we do have to work with the partners, and they are referral sources for us when we identify um females who need residential services, because there's not, I mean, for state-funded treatment, it means sending someone out of the county right now, most of the time.

So we don't want to do that.

So if they have things like Medicaid or private insurance, we'll refer them to one of the private facilities that can serve those individuals.

So are there facilities outside of Terran County, say in adjacent counties that we could send adolescent girls to that are available to us?

Yeah, when when we identify those, if they need state funding, then we reach out.

So MHMR is also what's called the OSAR for this region three in Texas, so we screen and assess and all those things, and then we will contact our um our partners with the HHSC and identify possible locations where that youth could go and then give those referrals to the family if they want to send their child there.

Then those referrals are available to them, but that's really up to the family at that point if they're gonna send the child or not.

And so I I guess how is that different than for boys?

They don't get the referral or they is it automatic admission or for them, it depends on availability of beds.

So we have 16 beds in the unit.

If they're screened, they go on a wait list for when the bed is available, and it just depends on census.

Texas has some priority populations like high risk of overdose, things like that to get admitted before others.

Um so for them, if they're needing residential services and we have beds available and they get on put on a wait list and then we admit them when the beds are available, and it um what's the cost to uh those uh to those patients?

To those youth, um if they are low or no income, it's sliding scale.

Most people who are lower no income pay zero.

Um, most people who are paying with their insurance or Medicaid are not paying very much.

I'm not sure about the private insurance in terms of what their deductibles are, but Medicaid also funds the services.

So most of our patients are paying close to nothing for those services they're offered.

Okay, and so is there a world in which we have those facilities outside of Terrent County that um that we don't just provide a referral to, but we provide the same level of support for females.

So are you're asking like if we like is if MHMR does that or or if there is a world where that could potentially happen.

Correct.

Yeah.

Well, so they're receiving if they're state funded, they are receiving money from the same block grant funding that we are.

So they would be getting the same level of support from that program wherever they're being referred to because it's the same the same funding.

So if it's state funded.

Yeah, it's it's block grant, so it's federal money that comes to the state of Texas.

There's three pots of money, two are for adult and one is for youth.

And so this hundred and fourteen thousand dollars that we're doing here supplements the county's cost.

Yeah, it's supplementing the yeah, the cost to have the program open, functioning in the county, helping to meet some of the county's goals, and then pay for parts of the services that are not necessarily covered by the state funding.

Why are we paying for county services here at the city?

Well, I think the question is really this is part of the it's a good debate, but this is a part of the CCB funding for emergency part for emerging partners, right?

Is do we feel like it is worthwhile to put additional funds towards some of these particular areas?

And this is just one of them.

All right, I may go ahead.

I think we want to specify what I'm hearing is we want to specify that these funds we use for outpatient services, which covers both male and females equally.

Yeah.

And what I don't know to answer maybe more clearly answer your question, Elizabeth, is this is pass-through funding.

I don't know if the county is is the fiscal agent that's passing those funds to, do they supplement them at the county level?

Would be a good question to ask so that we kind of have a clearer understanding.

I I think it's worthwhile, but understanding where all the layers of funding are really important, especially if we're gonna embark on a discussion about where where deficits are.

I don't think it's not worthwhile.

I think it's a good program.

I I'm asking a lot of questions.

I I want the program, I just I get it.

Um that that we're holding our partners accountable, and so if this is a county, um, you know, you know, and it's not a operated by the county, then why is it?

It's not and it's not operated by the county, it's operated by MHMR.

So we're we're a local agent of local government.

The funding we get primarily for substance use funding is through the state, not the county.

There are pieces of county funding that provide the same kinds of support because of the value of the program in providing a place for youth to go or reducing crime, things like that.

But that, yeah, our primary funding is state funding that's coming at the federal level.

And um, you said there's 16 beds at your facility?

For the male, yeah, 16 male beds.

And um about how many people do you place annually?

If there's six annually, we had so last I looked last fiscal year we had 80 that went through, and that's on an average 45 to 60 day stay.

Some stay longer depending on need.

Uh the program with outpatient residential combined served about 400 youth last year.

Okay.

Thank you.

Macy, did you have a question?

Just a couple of two comments real quick.

Um, I agree with William.

If we can redirect the funding and restrict it to outpatient, I think we can all get on board with that.

Um, two, I think Keith, in the future, it'd be helpful if we actually had a grant package to look at that gave us more detail, and I think that we could avoid some of the questions that we're having right now in public, we could read them in advance.

Thanks.

Then also staff, any changes of the contract as you mentioned before earlier, you know, for uh consideration of future funding, you know, to expand on services like we've been discussing or concerned about.

I'd like to hear that, but the purposes of this, and let's take them uh separately.

First on item A, uh, as William defined, we're looking at outpatient services with MHMR, correct?

I think everyone is comfortable with that.

Looking for a motion.

Okay.

Second, okay.

All in favor, indicate by saying aye.

Aye.

Any nays?

Seeing none, motion passes.

Thank you.

All right.

Item B.

We do have a presentation for that.

As soon as we pull up, I'll jump into.

This is for uh a couple of budget amendments for mid-year for some things that happened over the past quarter.

Uh, and so part of the amendment process because CCPD is a program-based fund.

Uh, there are three methods to revise the budget uh amendments, adjustments, and shifts with initiative, this uh helps us directs us how to either increase the budget, move between programs, move between initiatives to make sure that we stay within policy.

The proposed amendments we have uh this one may be familiar.

This is to address uh 200 Texas Street and previous presentation that was brought before this uh group to make sure that those funds are there for PMD for the construction.

So in order uh to do that, uh, we want to amend the budget in our facility requirement program by 9.4 uh million from current year savings and fund balance.

This again is nothing new.

There was already presentation done on this from PMD uh for the renovations who are in Texas Street.

This is just to follow up and make sure that those dollars are programmed as has already been discussed.

So again, this would come from both current year savings and fund balance to complete that process, and then secondly uh equipment replacement program within our officer safety program.

We've made a change in how we're doing equipment replacement within CCPD, we're centralizing it, and so this is moving those funds out of uh the individual programs and into uh one area so that we can do scheduled replacements.

We've been working with uh the entire department as part of our annual inventory process to track and to plan out our uh equipment replacement for body armor, for all of the equipment that goes into the field for all of our officers and safety equipment.

So we've been working to make sure that that gets replaced in a timely manner, and so that'll be scheduled each year.

The the individual units or divisions will submit their inventory and provide us uh condition information on the individual equipment that they have, and then there's a scoring process that that goes through with the preference for officer safety to make sure that we're replacing stuff in a timely manner again with preference for equipment that's officer safety, and so this area of in of funds will be uh reserved for that, and so there may be as you might imagine there's spikes as we add different equipment over the years.

We'll have hard armor that'll spike here in a year or two.

So this will allow us to make sure we can handle those spikes and make sure that our equipment stays up to date uh throughout the years.

So Keith, that hundred and forty-one thousand that we're taking from neighborhood crime prevention, is that money that could be coming from programs?

So it still will be used for those programs.

Uh so that it was funds that were budgeted in there for their equipment, and so now this is just everybody's gonna have access to that for that for those fundings as part of their equipment.

So we have a uh an inventory of over I think it's 10,000 items that we schedule uh replacements to make sure again our especially our officer safety equipment gets it gets keep kept up to date, and so there's teams within CCPD, like uh our crisis intervention, our uh civilian response to make sure that their equipment is up to date.

Okay, sorry, any other questions?

Yeah, maybe I just a point of clarification.

You said uh you just said there's officers within the CCPD.

So is this um is that funding for the safety equipment upgrade only for those positions that are funded through CCPD, or is that for all positions throughout the department, whether or not they're a CCPD funded position or not?

So I'll say both.

So there the portion that we're moving around is for all the ones that are in CCPD.

There's an amount also a lot of our armor or body armor replacement is in CCPD, so that would be for the entire department.

Okay, but I'll also say we've done the same thing in general fund.

We just this we didn't have to bring this mechanism because general funds done.

No, I'm fine.

I just wanted to make sure that it was for all officers and not just those positions funded through the CCPD.

Yeah, the way that it currently is in terms of replacement because there's general fund dollars as well for a general fund team.

So the way that it is now it'll stay, just it's a procedural change.

Does this does this across the fund balance?

Is it or is there more fund balance?

I just it says fund balance and current year savings.

What is this the nine million dollars?

I mean like so.

This is the next amendment.

I the the pr the one for is that Texas Street that you're looking at there.

The next slide has for equipment replacement, and this is within the current budget.

So we're not adding anything to the budget, we're just moving around within within the budget.

But when you say it's from the fund balance, is there a remaining fund balance?

I guess that's what I'm saying.

Is are we're using all of the fund balance, 10% of the fund balance, one percent of the fund balance.

For Texas Street, is that that's yeah, okay.

Uh we're not using all of the fund balance.

Uh we are required, as you know, by policy to keep a fund balance, and so we're not using all the fund balance.

This has been reviewed uh by city leadership in terms of use of fund balance to make sure that we remain within policy.

You getting me?

Does that uh answer the question?

It definitely answers the question, but I just think in so that I can actually visually see it, it'd just be cool to have the numbers so that we know that we are in compliance with those things.

All right, so that's the expectation.

You could provide those to the board, and you know if it's also current year savings, just how much is fund balance and how much is current year savings to that comprise the nine million dollars, which is I can tell you that so eight million is from uh from fund balance, and then uh about 1.4 is from current year savings.

Uh that current year saving is anticipated from vacancies that we're experiencing, and so we're trying to make sure that we're not pulling from fund balance when we have savings that we can uh use towards that.

Thank you.

All right, go ahead, Keith.

And uh with that I'll recommend appropriate action.

Okay, all right, board members.

Um looking for a motion to close the public hearing and then get a motion for you know approval, etc.

Okay, all right.

Any discussion?

Seeing none, all in favor indicate by saying aye.

Aye.

Alright.

Any nays?

All right, passes unanimously, thank you very much.

All right, we have no public comments, correct, staff?

I believe that's what I was told.

All right, moving on.

Request for future agenda items.

Anybody?

Good.

Okay, none.

And we are adjourned at 10 52.

Oh, did you have one?

I think we have five minute break.

Is that what y'all needed?

That's correct, yes.