[This transcript was generated automatically from audio using AI and hasn't been reviewed by a person -- it can contain mistakes, including plausible-sounding sentences that were never actually said. Treat it as a starting point, not a verbatim record.]

[0:03] Good morning, everyone. Call the meeting to order. Microphone. Good morning. It's November 20th, it's 10 a.m. I'm going to call a meeting to order. First thing I'd like to do is we all stand to pledge allegiance
[0:21] to the flag of the United States of America and to the Republic for which it stands. One nation under the indivisible with liberty and justice for all.
[0:40] Mr. Ruby, would you do the row call for
[0:42] boss, please. Oh, you want Greg to do it. Secretary. Do I have to I don't seem to have
[0:48] a copy of today's agenda with the rest of the materials you gave me. Okay, it's right
[0:52] there, but it's all
[0:56] right.
[1:04] Pete, the carry here. Michael Schnell here. Greg Marciglia here.
[1:09] Randy Noel, absent. Deborah Satune, absent. Roy Coruba, present. David Martin here.
[1:20] We have a quorum next is I need a motion to adopt the agenda motion motion by
[1:34] Coruver second by Mr. David Martin and and again like last week we want
[1:42] not verbal acknowledgement on all votes.
[1:48] So we'll call a row,
[1:53] Greg,
[1:55] not call a row, all in favor, or roll, roll, call the
[2:01] names.
[2:01] This is still proved in minutes.
[2:03] I'm sorry.
[2:04] I'm sorry.
[2:05] Roll call vote.
[2:06] No, no, this is a motion to adopt the agenda.
[2:08] We're not on the minute yet.
[2:10] Okay.
[2:10] Correct.
[2:11] So, Roy, and then I was second by David.
[2:17] David.
[2:19] Pete Ficari.
[2:21] Yes.
[2:22] Michael Schnell.
[2:23] Yes.
[2:23] Gregory Morsickley.
[2:24] Yes.
[2:25] Randy Noel.
[2:26] Absent.
[2:28] Debra Satune.
[2:30] Absent.
[2:30] Roy Caruba.
[2:31] Yes.
[2:32] David Martin.
[2:34] Yes.
[2:34] Herwin King.
[2:35] Absent.
[2:37] The agenda is adopted.
[2:40] Next, as I need a motion to approve the minutes of the public hearing and board meeting held on October
[2:46] 16th I'll move second moved by Martin second by Carubert all in favor you call the role calling the role Pete
[2:57] Fakeri yes Michael Schnell yes Gregory Marceglia in favor Randy Noel absent Deborah Satune absent Roy Carubert yes David Martin yes
[3:08] Ms. Kerwin-Kayne-Absen, minister adopted.
[3:12] Thank you, sir.
[3:14] The opening comments, I would like at this time for everyone to please keep in your
[3:23] hearts and prayers, Ms. Debbie Satune, the reason why she's nine years, her husband passed
[3:30] the way Sunday a couple a few days ago. I'm not sure what day, but please in your prayers and
[3:40] thoughts for her. I know that's a tough time. I mean, I've lost family members and you go through
[3:47] it and it's a loss. But if she's watching, I'm gonna tell you, Debbie, it's, you know, you feel empty
[3:54] in your heart but as time goes it will get better and with that said just we wish
[4:03] you definitely to speed in the recovery that you deserve. So the other thing I'd
[4:11] like to say is you know we're green up here we might be stumbling a little bit
[4:14] but give us time next couple of meetings we'll be pros at this I hope. So next is
[4:23] public comments. I don't have any cards. No cards. Great. So next is a committee
[4:32] reports. Executive committee we met and they are items that are on here. Do we
[4:42] need to go through them all because they're going to be on the agenda also, right?
[4:45] Yeah, you're just going to give a report of what happened. Right. So all the items
[4:49] that won't own the executive committee or recommend it to the board for approval, basically.
[5:00] And we have two that we have people here that's going to do a presentation that we kind
[5:08] of just held with held our comments until such time as we hear the A&H and the data
[5:17] and the cultural transformation proposal.
[5:21] So we really would just hold,
[5:23] we held our thoughts on those
[5:24] till we hear the presentation.
[5:28] And I think doing one is that maybe
[5:30] what knowing the committee will hear listening.
[5:33] So should you have any questions or anything?
[5:37] No.
[5:38] Okay, Greg, legal committee?
[5:41] Report of the legal committee that met this morning,
[5:43] we discussed two matters. One is to consider hiring an additional attorney for the executive
[5:54] council's legal department, and that is referred to the board with a positive recommendation.
[6:04] The second matter considered this morning was to evaluate the propriety of the tax
[6:13] collection fee being charged by the City of New Orleans for collecting tax dollars that
[6:19] are dedicated to this agency. And this is borne out of the recent litigation between
[6:25] the Orleans Parish School Board and the City of New Orleans over the same issue. We're
[6:31] going to decide how it affects our agency and what if anything is appropriate with respect
[6:38] to that collection fee. And that's the recommendation to look at it and refer to this board with
[6:47] a positive recommendation.
[6:51] Thank you, Greg. I'm so glad you're the chair of personal
[6:54] act because you are the most qualified to attack those issues. Second, I really look
[7:00] forward in the getting that resolved. Okay, so next is the executive session. So shouldn't
[7:09] take too long so we ask everyone give some coffee whatever and said
[7:13] Titan will be back soon we need a motion motion motion motion by Roy
[7:20] second second by David all in favor I call that role no we're
[7:26] All right, everybody.
[7:28] Thank you.
[7:32] And I say,
[7:35] I need a motion on my
[7:38] executive session.
[7:39] Motion.
[7:40] Motion, by wrong.
[7:41] Second.
[7:42] Your microphone is muted.
[7:44] I'm sorry.
[7:46] All in favor?
[7:48] Aye.
[7:48] All right.
[7:49] Okay.
[7:50] Next is the regional director's report.
[7:53] Jeff.
[7:54] The floor is yours.
[7:55] Thank you, Mr. President.
[7:57] This one should be really short.
[7:59] we had a quiet month. First, I'd like to start with the readiness report.
[8:04] The infrastructure readiness, we are green there, all third quarter inspections are complete,
[8:10] all 17 PCC pumps are available, no threats to the system. Staff and readiness, we are green there,
[8:17] how a couple of vacancies that we're still trying to fill, but we are at about 99%. So we are
[8:22] are doing really well, especially after the job fair.
[8:26] Financial readiness, regreen, fund, stable,
[8:30] still secure bonds, investment still at 3.9 through 2029.
[8:34] So that's going to remain the same.
[8:36] Media coverage green, nothing significant to report there.
[8:39] No news is good news in my view.
[8:41] So we are strong as an organization all green.
[8:46] Engineering system update, again, no major issues.
[8:50] we issued 50 permits in the month of October. Again, our third quarter inspections are complete.
[8:58] The PCCP RTA leak update, I provided that information to the board. Again,
[9:04] we are slowly coming out of the government shutdown. I'm say, they, I'm sorry, the Corps of Engineers
[9:09] at the New Orleans District. So we are on top of that situation with weekly updates that we are
[9:17] providing the president and is at the top of the priority to get them to give us some
[9:25] answers on the leak at the PCP, pump station two of them at London and 17th Street.
[9:32] The Monticello lift risk assessment, nothing significant to report there.
[9:35] We're still in negotiations to turn over that portion of levy to soldier that ports levy
[9:42] on Monticello to soldier and water board.
[9:45] projects and engineering. Lakefront for sure protection. We we we we are still in
[9:53] negotiating big big time is picked up a big time with the core of engineers
[9:58] and CPRA to figure out where we're going to get the borrower source material
[10:04] from a lot of energy and effort that's going into that hopefully we should
[10:10] have a better understanding of where we are by next month's meeting. We have to switch
[10:16] borrow sources and who's going to be responsible for it and all that good stuff.
[10:22] Again, the
[10:23] Franklin Lake Shore Safety Project, that contract is executed in progress. West return wall,
[10:30] it was awarded contract execution is on the way. And that one is currently on the protest
[10:38] Is it that's the one? Yeah, offering a mavenium. That's that's the one. Offer them. Yeah, off him. That's yeah
[10:44] That's slow payment offense is on the protest, but we're looking like we're getting ready to
[10:49] dismiss. I don't know if I'm using the proper term of that protest for off him.
[10:56] And the civil survey IDIQ, we have 11 or 14 contracts executed there.
[11:04] PCCP operations, we have, again, we're focused on the repairs, those are still good.
[11:12] Here's all the additional items at each station, London, 80% complete, what an expectation
[11:19] to be complete, the climate screen gearbox in 26 January, a cathodic protection system
[11:26] next month, 99% complete there.
[11:29] The pump leaks, this is a little bit different than what we talked about earlier.
[11:34] This is actual pump leaks from the punch list of the repairs that we did is expected
[11:41] to be complete this month in basement cracks.
[11:44] Again, associated with the settlement agreement, 95 percent complete there, expected completion
[11:51] next month in December.
[11:53] Our lean's climate screens not started there yet, but with the expectation and complete in January of next year.
[12:03] Again, 99% complete on the cathodic protection system, no leaks at our lean to 95% complete with expectation on the basement cracks.
[12:13] Same thing, January of 2026, climate screens, basement cracks, 99%.
[12:21] 60% complete on the pump leaks from the punch list and then 95% complete, again all of those things expected to be complete in this calendar year.
[12:33] Just an update on human resources as I talked about the head count is at 253 up 3 from last month.
[12:39] Again, we're over 250 at about 99% vacancy so doing really well.
[12:46] Just the last, last, since the last board meeting, we have a permanent regional director
[12:51] and our director of government affairs on board it since the last month.
[12:56] Some other HR, we had open enrollment that just completed that was very successful.
[13:03] New vendor selected for criminal background checks and we have a proposal on the review
[13:08] to transition HR records from paper to digital system.
[13:14] For your situation awareness to the board, again, the PCCP security assessment, we've been
[13:19] talking about that.
[13:20] We finally, because we come out of the government shutdown, data scheduled for next week.
[13:25] So a Roman and other members of the team, myself, will be out.
[13:28] Data scheduled for next Monday and Tuesday of next week at both at all three pump stations.
[13:33] And then some of our other complex structures, we will get those under, get dates for those.
[13:39] Good news on the audit, no findings on the audit.
[13:43] That is a good news story.
[13:45] FY 2027, budget development is on the way we've had initial meetings with just about
[13:51] every department.
[13:52] I think we have one more to go.
[13:54] So the board should expect to see some preliminary budget items coming out early next year in
[14:00] in order to be ready for a review in February
[14:06] in the final vote in March.
[14:08] We had a successful auction.
[14:11] Two days ago, regenerated over $19,000 in revenue.
[14:17] Who, who, good news story there?
[14:19] What's that?
[14:20] 19, I'm sorry.
[14:22] 900.
[14:22] Yes.
[14:23] 900 in $19,000.
[14:26] Sorry, in revenue from the auction.
[14:28] And so that is a good news story.
[14:31] As we learned next last month, we are
[14:34] expecting a Louisiana legislative audit
[14:38] to start in January 26th.
[14:40] I reached out to the person in charge of that audit.
[14:46] So we're going to stand up a team here
[14:48] to be prepared for that audit.
[14:50] It's going to be an extension of the 2022 audit,
[14:55] along with other specific items so we have a team we have a
[15:00] The point person that is designated to lead that effort to give them any and every, uh, that information that they want.
[15:07] All right, Jeff, before you go, go back to the screen, this, this annual financial audit complete, no findings. That was done by a legislative auditor. No, that's not the legislative audit. That's the normal state. Um, what's the name of it? The need to find it? Yeah, I can't, I'm drawing a blank. Uh, but it's the, that's separate in the part from the legislative audit. All right.
[15:29] I just want to make sure people understand it together.
[15:33] The legislative auditors contract out to CPA firms.
[15:40] Sometimes they bid it out, sometimes they don't.
[15:42] But it is an audit from the Office of the Legislative Auditor.
[15:45] Okay.
[15:46] Thank you, Denise.
[15:49] By the way, I know you've been real busy this week with the auction and all.
[15:53] Did a good job.
[15:54] All right,
[15:59] and then we'll hear more about these initiatives, but a couple of things initiatives
[16:06] that I have on a table for discussion here later today is about strengthen our culture
[16:11] and transparency.
[16:12] Look, we know that we have a world-class system here in this organization, the physical assets
[16:18] that we have, but at this point, we want to strengthen, you know, our people and the trust
[16:24] to sustain them as well as the transparency I talked about it in some of the executive
[16:31] session.
[16:31] I'm sorry, the executive committee earlier that we want to be transparent in one of the
[16:37] ways to do that is to create dashboards and data transparency.
[16:43] So we have some representative from AH.
[16:45] Data Linux here to present on how they will stand up a dashboard from some of those metrics,
[16:53] some of those knowledge, key performance indicators that we want to share with the public,
[16:58] whether it's safety, financial, permitting, any and everything that we think stakeholders,
[17:04] legislative, community partners want to know, we can have that information
[17:08] and show how we're performing, what we're spending, system readiness, and real time.
[17:13] That way people don't need to do public information requests all the time.
[17:18] It's there for them or they don't have to wait once a month to hear this information
[17:23] At a board meeting. We believe that information is going to improve the public trust
[17:28] Also legislative understanding and it positions us to be you know, a model for open government
[17:35] Look, we want to be transparent. I have the the support of the president because that's his word
[17:40] We he wants us to the public to know every single thing that we know and that's how we want to operate as a staff
[17:47] The second part, presentation that we'll have later today is a cultural transformation.
[17:55] A project, it's a two-part project, would be done by SSA consultant.
[18:02] So it'll be a two-part thing to get employee feedback, focus groups, that sort of thing
[18:10] and then take that data and information
[18:13] and then create a role map so to speak
[18:16] on what we need to do to help our culture.
[18:19] We've had some efforts like this in the past
[18:23] from talking to some of the directors
[18:25] and people and staffs like, yeah, we've had this,
[18:28] but nothing happens when we do this.
[18:30] So that's why we have a two-part proposal,
[18:35] two phases in this proposal to make sure
[18:39] that we actually get the things done, that's required.
[18:43] And to make sure they get done, as I spoke earlier, my continuous performance management plan,
[18:48] I have these things and would be if approved in that plan to make sure there's some accountability
[18:56] that we take these thoughts and ideas and information from this data to actually get them in place.
[19:03] So, hopefully, we'll have a successful vote on that after we hear from both AA data linux and SSA consultants.
[19:15] And with that, open it up for any questions.
[19:17] Anybody got any questions?
[19:19] None.
[19:21] Greg?
[19:23] Michael?
[19:23] David?
[19:24] Thank you, Jeff.
[19:25] Thank you.
[19:26] I'd like to back up a minute and apologize to everyone.
[19:29] I forgot. When we came out of the executive session, there was no action taken.
[19:36] Do you like it? I got it. All right. Next is Jeff. Thank you for your presentation, too,
[19:45] by the way. Next is the presentations. This is one is like Jeff was talking a little bit ago.
[19:52] the culture, transformation, proposal presented by SSA.
[20:00] Welcome. Please state your name and
[20:05] move the microphone if you want so everybody can hear you. For short people, thank you.
[20:09] Yeah, right. I didn't want to say that. I'm Crystal Slotter. Thank you very much. It's good to see some
[20:16] of the members that I've met with and worked with before and for those of you who I haven't met,
[20:24] It's wonderful to be here.
[20:27] You'll see on one of the slides that as this organization was being put together,
[20:33] our firm was hired and we actually had the pleasure of doing the first strategic plan.
[20:38] So I've been watching you all off and on for many, many years.
[20:42] And I'm very excited about your prospects right now.
[20:46] The board composition as well as your regional director.
[20:50] and we were delighted when we received a call about putting in a proposal for cultural transformation.
[20:58] We think that this is the key to success. Lots of times we're asked to come in and do cultural
[21:06] transformation for organizations, public and private. And we oftentimes struggle at the end to
[21:13] figure out how we measure success,
[21:16] but your regional director has figured out
[21:18] how he can get real data people
[21:21] who are going to be able to measure our success
[21:24] and put it out there transparently for you and the world
[21:27] to see because culture is measurable.
[21:30] And I'll give you some examples of that in a moment.
[21:33] The purpose of this is really to strengthen culture
[21:37] to support your mission critical activities and operations
[21:42] and create a high-performing culture that's interested in excellence.
[21:48] What I will do is provide you with data, as I said,
[21:52] and information on your investment, watching your performance indicators,
[21:58] how are you doing retaining your employees,
[22:01] and literally measuring the ability to watch trust increase.
[22:07] Our overall scope is to do a diagnostic instrument as well as the focus groups and interviews
[22:15] that were mentioned earlier to help align leadership, the starts of the topic, starts
[22:21] with you.
[22:22] I will be very honest with you.
[22:24] It starts with you, employees watch meetings, some of them are in here, and they watch what
[22:30] you do and what you expect.
[22:32] That then has to be aligned all the way down through the regional director and his leadership
[22:37] team all the way down to the very lowest level of organization.
[22:42] And if we can get that done, that really makes everything else easier.
[22:46] Lots of times there are things that get in the way, misunderstandings, miscommunication,
[22:51] old frameworks.
[22:54] And our job is to help people trust us and talk to us so that we can go in and help to solve
[23:00] some of those problems. There'll be a lot of engagement activities training. We will not be doing
[23:07] technical training. We may make recommendations on that, but we will certainly be doing organizational
[23:11] training, leadership training, team building and team training, and a lot of communication. We'll
[23:19] help build accountability systems and make sure that the culture is institutionalized. As was
[23:26] As mentioned, we see this as a two-part project so that we can get into heavy diagnostics
[23:33] and begin building the alignment and then in the second phase to really institutionalize
[23:39] it so that it lives on.
[23:42] We already know that you have some challenges.
[23:45] We think that turnover today in public organizations and quasi-public organizations is probably one
[23:51] of the biggest risks that's underestimated and I'll show you why in a minute.
[23:55] There is a lot of misalignment and low morale, maybe getting better, but certainly pockets
[24:02] of that and communication gaps that can be addressed.
[24:06] So let me talk a little bit about inefficiencies that are created by turnover.
[24:13] We actually looked at the hidden cost of not taking action against turnover for a client.
[24:20] These are their results, not yours, but in trying to apply this to your workforce, it
[24:28] could actually be a hidden cost of a couple of hundred thousand dollars a year or more.
[24:33] So in the client that asked us to actually measure his turnover cost, he was investing
[24:40] about fifteen or twenty-five thousand dollars just in recruitment and hiring process considering
[24:46] staff time, identification of job description, updating it, getting people in, interviewing
[24:52] them, checking references, et cetera, $10 or $20,000 for onboarding, bring them in, trying
[24:59] to get them set up.
[25:02] But the really hidden costs that are hard to find are the loss of productivity.
[25:07] I recently took a contract extension with the City of Admiralty, some of you all may
[25:13] have heard about that.
[25:14] And I'm helping the brand new mayor who has never been an elected official before trying
[25:21] reorganize his office, he started in January, we're in November, we're reorganizing.
[25:25] And the glaring issue is the lack of institutional knowledge because all but two people in his inner
[25:34] circle are new and they don't have the history, they don't know who to call, all the department
[25:40] has the same tremendous stability there but a lot of effort has to go into the mayor's office
[25:47] staff figuring out how and who they go to get things done. We're making a lot of progress but
[25:53] in the meantime there's a lot of loss of productivity. Lots of times it actually results in overtime,
[26:01] redundant work, etc. And of course turnover you do lose that institutional knowledge so that'll be
[26:06] one of the things, that's a tremendous measurement for cultural transformation, when people get
[26:13] up in the morning and like what they do and the people they work with and are excited
[26:16] about going to work and taking calls after hours and so on and so forth, it's a whole different
[26:21] atmosphere.
[26:22] In the mayor's office, we're already having people who say, this is fun, you know, we thought
[26:27] it was going to be fun, now it's starting to be fun, but that's fun leading to a lot
[26:33] of hard work.
[26:33] I have been in the middle of that Baton Rouge System six months for a permit because no
[26:41] department didn't they wasn't happy they didn't want to be there you know it was a mess finally
[26:48] I just told him look I'm selling the property I'm done with you people the next morning I
[26:53] had my permit oh funny how that is but I had to threaten to sell it move on and don't bring
[26:59] any better tax base for the city but you got your hands full over there
[27:07] But that's a great example because you all don't issue permits but you certainly measure
[27:12] turnaround time and we'll be able to measure even better and employees who are glad to
[27:18] be there will do a better job and go out of their way.
[27:21] Perfect example.
[27:22] We talked a little bit about the chief phases and a lot about employee engagement.
[27:28] This is a very busy slide, and it's explained more in the proposal, but in the first phase as we said, we'll be working a lot with your leadership.
[27:36] There's no use in going all the way down in the front line people if we don't have your leadership together.
[27:41] We'll be doing some executive coaching. We have some leadership instruments that are very helpful for people to learn about their blind spots, their ability to be better communicators, be more clear in giving direction, et cetera.
[27:55] And so the outcome is from that first page.
[27:59] The phase would be clarity in roles, align leadership,
[28:02] and measurable governance, meaning a lot of trust between you as the board
[28:08] and your regional director as well as the leaders who report to the regional directors
[28:14] and back up to the board.
[28:16] In phase two, we really get down into, and we'll start this in phase one,
[28:22] And we get into the teams.
[28:25] Actual productivity occurs in a natural work group.
[28:28] For those of you who have been on a team, it's the people who get together every day
[28:32] and they're immediate supervisor or manager, that's what makes a difference.
[28:36] And so building those from the ground up are going to be very important.
[28:40] It was nice to hear you recognize that the auction had pretty great results and that's
[28:46] always done with a leader in their team and coming off of an audit and everything else.
[28:52] lot of work there. So, people need recognition. People who are trying hard need to know that
[28:57] that is rewarded. And a reward can simply be someone noticing what they're doing. And that
[29:02] helps to change the culture tremendously. We need good performance tools in some of our
[29:07] discussions preparing for today and for the proposal. I asked if there was a sentiment that we have
[29:15] people who are more fearful in our workforce or people who are more entitled and we probably
[29:23] have both in different areas.
[29:26] So you kind of have to know where you're starting from and where to go but good performance
[29:30] tools can help build accountability and really help both sides of that equation.
[29:36] So we would hope that at the end of phase two you would have a stable top notch workforce
[29:41] improve communication and embedded accountability, and be really seen as the place to work.
[29:48] You have world-class facilities, you need a world-class workforce.
[29:53] I wanted to throw these the flood authority and I know if you're familiar with the city business.
[30:00] When every year they come out with the best place to work at, that is a great idea. You see, I was in it, I asked the body, said, well, yes, quasi state agency, we can't submit you. But the moral of the question was, at least people that sit out here, it worked for us. I want them to feel like they're working for the best place around because when I first came on, I told a lot of them, I'm not going to talk to you. I'm going to talk with you. And I believe that.
[30:29] Yeah, you know, anyway, go ahead. I'm sorry. That is marvelous idea and we will have tracking surveys that that mimic the survey that they use for best place to work. So you'll be able to make that. Yeah.
[30:42] These are some of the deliverables. We are thinking that we will be working in partnership with your data team.
[30:50] and so this is definitely not outside of the realm of possibilities
[30:54] and we can get started on those knowing what we want to achieve
[30:57] in the beginning of the project.
[31:00] So we see this as a one-time investment that creates tremendous value
[31:04] that you'll build off of year after year
[31:07] with improved morale and communication and trust,
[31:10] stronger leadership, emotional intelligence,
[31:14] more effective board and leadership work together
[31:18] clear accountability and measurable performance and cultural
[31:22] lines with your mission to protect lives and property.
[31:27] This is based on another project.
[31:29] I don't know that we can get these results.
[31:31] This is pretty spectacular.
[31:34] And we did know that we wanted to measure some of these in advance,
[31:38] so we went in to get baseline.
[31:40] We'll try and do the same thing here.
[31:42] The last thing that I wanted to mention, I mentioned in the beginning,
[31:45] Our farm created the business plan for the water institute phases one and two, which
[31:50] courses an entity today that's received national recognition for its research.
[31:56] The CPRA recognized someone in the room who had some experience there when Governor Gendle
[32:06] came in, Garrett Grace was put over this area and we had a very small piece of a project
[32:14] I have the last thing I want you to do with your contract, I want you to take 120 positions
[32:21] out of the Department of Natural Resources and 20 out of DOTD and make an organization out of it.
[32:28] I think we're going to, it's going to take a while to make this work and it did.
[32:33] But the entity today certainly stands on the zone and it's received national recognition.
[32:38] We did a couple of studies for DOTD MCPRA with levies that are outside of the New Orleans
[32:46] area, which was fascinating.
[32:48] And as I mentioned, we did the initial plan here.
[32:50] That's a subset.
[32:51] You can go on our website.
[32:52] If you want to see more.
[32:54] So I was asked to keep it very short.
[32:56] I hope I covered the important points.
[32:58] I'd be happy to answer any questions.
[33:01] Any questions, gentlemen?
[33:05] No.
[33:06] I have a statement.
[33:07] We allow to make statements.
[33:10] Let me before that.
[33:11] I have a one question and you can make this statement.
[33:14] Okay.
[33:15] I believe we need it.
[33:19] That's strictly needed.
[33:21] Are we budgeted for something like this?
[33:25] This particular effort is not budgeted but much like I spoke earlier about the attorney that
[33:32] we're talking about.
[33:33] We are tracking to be under budget in other areas.
[33:37] So I do track these savings.
[33:39] Yes, correct, sorry, to be on the budget.
[33:41] So it is my belief that the overall budget could withstand this effort.
[33:47] But again, this isn't a cost and I want to make it clear.
[33:51] This should be looked at as a profit center when you look, you know,
[33:54] look at some of the return on investment.
[33:56] This is an investment effort, budget and a not.
[34:00] I think the return on investment is, is, is, it's going to be significant.
[34:05] Roy?
[34:05] When I took over last year's Board President, they were to say they were cultural anomalies
[34:12] here was an understatement.
[34:14] They were systemic discrimination and racism.
[34:17] We started an investigation, the chief who knows civil service very well and is an expert,
[34:23] started that investigation and Dr. Slaughter was very instrumental in coaching me along
[34:29] due to my ignorance of public law because I come from the private sector.
[34:34] So until the chief's power was taken away by the board members that are no longer here,
[34:39] we made a lot of changes.
[34:42] So if this is a matter of recommending if we do this or not, I can speak to Dr. Slaughter's
[34:47] qualifications.
[34:48] She is extremely qualified to do this, and it would be a direct benefit to the agency continuing
[34:54] the work that was already started.
[34:55] what we made some pretty good strides and we definitely need to do this.
[35:00] And thank you for, I didn't know you were coming, but thank you for coming and you would
[35:04] always have my vote.
[35:05] No, no, no.
[35:05] Look, people who know me know I don't say nice things, so if I say something nice, you can
[35:09] take it to the bank.
[35:09] It's genuine.
[35:11] I even know that.
[35:12] Yeah, I know.
[35:12] And I was going to bring Tyra and a couple of other people, but unfortunately they ended
[35:17] up with conflicts, but they, they send their best wishes to you.
[35:21] They're excited about where you are.
[35:22] Well, you know, I look at it as the public is expecting us to put out best footfall to
[35:29] provide for protection and to provide an organization that is not dysfunction.
[35:35] So, you know, yes, as I'm just going to elaborate what Roy says, I think it's needed
[35:41] and if there's any, you know, any other questions or anything, we entertain emotion, no?
[35:49] Discuss.
[35:49] presentation or just the presentation right right I'm sorry thank you it's
[35:54] it's after that's right thank
[35:59] you by the way so next is the A&H
[36:05] danalytics presentation hi good morning y'all thank you very much for
[36:09] having me my name is Ben Horowitz I'm going to present you some of the work
[36:16] that we do and the work that we hope to be doing with y'all coming up here
[36:20] the flood story with regard to a dashboard.
[36:23] I want to introduce myself, my company,
[36:25] Age Data Analytics is a data analytics consulting firm.
[36:28] We work to provide organizations serving the public good
[36:31] with analytics in the 21st century, right?
[36:34] Help them better manage their organization
[36:37] and tell their stories to the public.
[36:40] Before Age Data Analytics,
[36:42] I was the director of analytics
[36:43] for the New Orleans Police Department.
[36:45] You may have heard that they were released
[36:46] from the consent degree yesterday and a core component of that was the use of data to
[36:52] measure and manage performance within the agency and to be transparent and tell that
[36:57] story outside. My partner, Quinn and Vier is actually serving all
[37:02] one of the transition committees for Mayor-elect Marino and sort of in our capacity as age
[37:07] analytics we've worked with a lot of New Orleans-based organizations as well as across the nation.
[37:14] So within New Orleans, we've provided City Council with dozens of dashboards and reports.
[37:20] I'm going to show you one of them today in the presentation, and we're closely with them now mayor elect Marano and the council there as well as D.A. Williams and creating transparency pride for them.
[37:31] Junoing the Business Council, the BioInnovation Center, Son of the St. Tim Blesin, and others within our community.
[37:39] We've also worked nationally with the state of Louisiana with federal agencies and a variety of local cities around the nation.
[37:52] We've worked with communities that are small, like the city of Ferguson and Missouri, to large ones like the Commonwealth of Puerto Rico.
[37:59] And the work we try to do is help organizations tell their story when we work within an organization, which we do a lot of.
[38:04] Obviously, I can't show that type of information,
[38:07] but it's about trying to provide data
[38:10] straight into the hands of decision makers.
[38:12] That might be frontline supervisors
[38:14] or that might be the executive team
[38:17] so they can make better decisions
[38:18] and have that information at the forefront.
[38:21] And then when we create public products,
[38:23] it's about helping you tell that story,
[38:25] make it actionable to whether it's a board
[38:27] or your public stakeholders make sure
[38:30] that they can understand that story.
[38:31] So, one example is we worked with the Bureau of Indian Education. When we came aboard,
[38:38] they were collecting all of their data in paper. They had a lengthy report process that took
[38:44] maybe 18 months before they could understand what was happening with their performance. We transformed
[38:48] the way they collect, manage, and report their data. And while we have a slew of dashboards for
[38:54] internal purposes, this is one of the external products that's similar to what we are proposing
[38:59] to create for y'all, that's trying to make the data really, really direct and engaging
[39:04] for the public. Create to find KPIs. So in this instance, it's how many families
[39:09] do we work with, how many children, right, how many participants, can I get this information
[39:14] by site, can I get it on a map, right, what's been the actual impact on children, right,
[39:21] and providing that information and easy to access dashboards, these are designed not just
[39:26] for the leadership team within the Bureau of Indian Education and report out to Congress,
[39:31] but also for, in this case, tribal leaders and their constituents, so it's accessible
[39:36] to them as well. And right, digging into staffing indicators that you just heard about as well.
[39:45] Or we use data to tell stories, right, and that's really a critical component.
[39:49] So here's an example of the type of dashboards we've made for the New Orleans City Council,
[39:53] know it's the branding is different, right?
[39:55] It's at that New Orleans City Council blue.
[39:58] And being local in New Orleans, we know how critical people
[40:02] might want to look at the data by their district,
[40:03] or by their neighborhood, right?
[40:05] So these geographic areas are really important.
[40:08] And while you can have it within a map,
[40:10] you can zoom into a lot of different components here.
[40:13] You can also see that story about the catch basins being cleaned
[40:16] over time.
[40:17] I don't know if it's obvious to you all what those spikes
[40:19] the first one was after the flooding in mid-city from the pre-tropical storm,
[40:27] Barry Rainstorm in 2017. And then the catching up with cleaning all these catch basins
[40:33] right after the fact. And it helps tell that story. The public can hold them accountable
[40:36] and say, hey, that's something you said you were going to do. The administration said
[40:40] they were going to do it, and then you can see that result.
[40:44] So, again, then the same interest trying to keep it short and compact.
[40:47] What we're proposing to do is leverage what we can do with today's technology.
[40:52] This is an example of the dashboard and custom dashboards that we're building.
[40:57] You've got KPIs right front and center within the dashboard.
[41:01] All sorts of branding built within it.
[41:03] Really clear messaging integrated.
[41:05] Why is this here?
[41:07] Tell us more about this.
[41:08] Can I download this data?
[41:09] What's the methodology?
[41:10] Making that really simple to the community.
[41:13] Right? And we can even just look and point and click at data. Right? Make it really simple.
[41:19] Show me traffic accidents. You know, in this case, we're mostly looking at law enforcement data.
[41:24] Show me traffic accidents. Show me it by month or show me it over this like rolling curve. Right?
[41:33] I want it in various geographies and I want this data and information really dynamic.
[41:38] It can be a line chart, it can be that graph, we also have that dynamic visualization as
[41:45] you switch between the two and sometimes just a simple table tells you the information
[41:49] that you need in really easy to access ways, make it simple to switch between them.
[41:56] And so really we're trying to, we go about building our products so that they're easy used
[41:59] by the public.
[42:00] They help tell that clear story, right, they're flexible, dynamic, engaging.
[42:05] It's simple to update the data, whether we're owning the data, your own in the data or whatever,
[42:11] whoever is in the process to update that, we make that as automated as possible, as easy
[42:15] as simple as possible.
[42:18] And then what we do is we walk through a process working with your stakeholders to identify the
[42:22] data that we want to use.
[42:23] Make sure we can understand it.
[42:24] What are the questions we want to know, what are the stories we want to tell, right,
[42:29] and bring it all together to understand financial performance, the permitting process, the police
[42:34] performance and other indicators we might want to look at as the flight authority.
[42:40] So that's really the quick and short version. I'm happy to show you a slew of any other
[42:44] dashboards that would be interested. I love talking about data for some people. They
[42:48] need a couple of cup of coffee, you know, to get through that, but happy to answer any questions
[42:52] that you may have.
[42:55] Any questions, gentlemen? So if I appreciate the services from your company,
[43:03] It is not only providing a platform through which the data can be presented, but also these
[43:15] visualizations that will change depending on the kind of data that we're trying to present
[43:19] or the message that is to be conveyed.
[43:24] Do I follow it?
[43:24] Did I overlook something about that?
[43:25] No, you're nailing it, right?
[43:27] So it's doing the data engineering and all of that work, which is essential, but without
[43:32] trying to really understand what what does this data telling us you know what are
[43:36] the questions we need to understand where can we grab and get this information.
[43:40] So coming at it both from a data analyst perspective thinking about it from the
[43:43] role of management and leadership right and then doing all the technical aspects to make that happen.
[43:49] So we'll push out the data because it's ours and you will help to develop the
[43:56] presentation of the data to serve a message.
[44:00] Yeah, that's right.
[44:01] Okay.
[44:02] Thank you.
[44:03] And then whoever the individual is that's using the dashboard can manipulate the data to his
[44:08] or her own liking.
[44:10] Right.
[44:10] Exactly.
[44:11] Usually within the parameters, he might want to set.
[44:13] We might want to allow them to look at things from different geography or over time.
[44:17] And some indicators he might want to set.
[44:19] This is how we're presenting the data to you, right?
[44:20] This is, this is why this is the right way to analyze this information.
[44:24] This is both, you know, truthful, honest, this is the accurate, precise way, right?
[44:29] This is how you should look at these type of indicators and so we can help you with that telling that story component of it
[44:37] Do you have any thoughts? Yeah, so basically to wrap up it is a store what I like to call a story tell it
[44:46] Platform so we have a story to tell we want to tell it in a basic way where someone in a grade to a PhD can understand it
[44:54] Because that's important so we able to tell our story through data and through the graphics here
[44:59] That's the big-
[45:00] Question for Jeff Funnan. What's the internal process? How will we handle our part of the decision making about what data to present and what message to convey? What's our internal process? Because I would imagine this comes from different departments, depending on. Yes, so part of one thing he did not mention. So part of this is once, if this were the past, we would engage, we would do sessions. They would actually help lead these precessions to determine
[45:30] We'll sit with this board. What is it important? What is the story to tell?
[45:35] One, what do we want to tell? And then our external stakeholders in some of the community partners,
[45:40] whether it's neighborhood association, whether it's civic organizations, some of our friends and
[45:44] partners at levies.org or whoever they may be, bring them in. What is it that you want to know?
[45:51] So once they help us host these sessions, we get that feedback both internally and externally.
[45:57] And it will inform what it is, the final product would look like.
[46:02] And the cool thing is, it's not a one-time thing.
[46:04] We get to change it and do whatever we want, add some track, which is where the annual
[46:10] maintenance fee and some of the data and so that thing comes up.
[46:13] So that's all the part of it.
[46:14] It is truly customizable to whatever we want, informed by the board, internal leadership
[46:19] here at our channel or our partners.
[46:23] Okay.
[46:24] Thank you.
[46:25] Any other questions?
[46:26] Yeah.
[46:26] Thank you very much.
[46:31] Thank you very much for your presentation.
[46:34] Okay, next moving on to a new business.
[46:37] Number one is a motion to approve authorizing Jeff, director.
[46:44] Jeff Williams to enter into a negotiation and agreement with SSA to implement the cultural transformation project.
[46:53] Motion.
[46:53] Motion by Roy, second by David.
[46:58] any discussion can we touch on the budget. I think Jeff you mentioned that it's not currently budgeted, but you feel like we can absorb it.
[47:07] Yes, I did speak to the finance director. I think we have the ability. I will say we cannot afford not to at this point because it is a return on investment, so we will be fine overall from an annual perspective.
[47:20] I do think some of phase two will bleed into next fiscal year anyway, so I don't think
[47:27] the entire cost would be in this year, so we will plan some of that phase two portion
[47:36] into the next FYS budget in 27.
[47:38] And does this require any kind of budget amendment action on our part?
[47:42] It does not.
[47:43] Thank you.
[47:43] I, that sparks another question if I may go ahead.
[47:48] Will this be from our reporting and internal accounting be treated as part of our public
[47:57] information office expenditures?
[48:01] We haven't gotten into where it will reside.
[48:05] I think it will be, well, they are an executive branch, what is directly under my me or public
[48:11] information.
[48:12] I think this is an FPA thing for the SSA thing.
[48:16] I think the data at Elinix is budget in the IT area.
[48:19] I know we're not talking about that.
[48:20] So wherever I will answer the question like this,
[48:23] when talking to the finance director,
[48:25] wherever we deem most appropriate is where we would put it.
[48:28] Okay, thank you.
[48:30] Right.
[48:33] Everybody's okay, roll call vote.
[48:38] Pete, for caring?
[48:39] Yes.
[48:42] Michael Schnell?
[48:43] Yes.
[48:45] Gregory Marsickley, yes.
[48:47] Yes, Randy Noel, absent, Debra Satune, absent, Roy Caruiba, yes, David Martin, yes,
[48:58] Kerwin King, absent, Mr. President, measure passes.
[49:05] Thank you, sir.
[49:06] All right.
[49:07] Moving on to item number two, the motion to approve the authorization to Jeff Williams to
[49:15] to enter into negotiation agreement with A and H
[49:18] to develop a lens-transparent dashboard.
[49:22] I'll move.
[49:23] Move by David, second by Roy.
[49:27] I'll let you go first this time, David.
[49:29] Any discussion?
[49:33] Just like to come in, Jeff, on this initiative,
[49:35] I think it's exciting to be able to,
[49:39] of the dashboard that, or looking at the dashboards
[49:41] and city neurons, very illuminating and interesting.
[49:44] I think this is a great initiative.
[49:48] I echo that the case has been trying to beat me up for three weeks to get this on.
[49:56] So if I can make a recommendation, I know I see on the 8-8 analytics, use them in a board
[50:02] of proofs when it comes to the board.
[50:04] You need to prove up to $2 a minute on the proposed.
[50:08] Say it again, I didn't hear you.
[50:10] When a board approves, we're like an item like the data lyrics, we see a dollar amount here.
[50:17] The board needs to approve up to a dollar amount on these proposals in these contracts.
[50:28] Does that call for a vote to amend the agenda?
[50:32] Well, they have here on this proposal, I'm not sure about the SSA proposal where we are, but
[50:38] When you're authorizing the regional director to approve contracts you need to either to state a dollar amount or up to a dollar amount.
[50:48] I think we're just approving him to negotiate it and then come back to us for approval on the final contract amount, right?
[50:55] As I understand the resolution it's to enter into the definitive agreement so a dollar limit seems appropriate.
[51:03] And we do have the proposal dollar amount it was we can use those up to dollar amount there but negotiate up to those not to exceed numbers.
[51:13] I think if you have a mandate you can come back to the board to do that.
[51:17] I'm sorry.
[51:18] And if you have to amend it because it's working progress.
[51:22] Yeah.
[51:22] To add certain phases you can do that.
[51:25] So the proposals are included in the packet.
[51:27] So if we do want to add a not to exceed dollar amounts for for this particular one, it's
[51:35] Well, my only problem is is it if we state a not amount it doesn't give you any negotiation
[51:42] Up to
[51:43] Rome so to speak. Well, it's up to an ape the person who I'm negotiating with has the created the proposals so they know the number
[51:52] Well, yeah, so we're proving a number that they know that, you know, I'd like to see
[51:58] you negotiate down with, don't give you a, I'm just going to use a number dial up, you
[52:04] know, that you want to negotiate down to 70 cents.
[52:07] That's your prerogative if you want to reduce that number.
[52:10] So, well, no, I don't want you to do that.
[52:13] We may have to leave this discussion.
[52:15] Give the approval to start negotiating an interim agreement and then the Reginald Director
[52:22] can report back to the board.
[52:24] With a proposed contract and the specifics that we're concerned about, I move to amend
[52:30] the resolution in order to change from authorizing the regional director to enter into the
[52:37] an agreement to instead authorize the regional director to negotiate a contract for board approval
[52:48] with the information that we need to make a decision. And that's going to be on numbers
[52:53] one in two of new business? Yes, basically, yeah. But then for him to come back to the board with the
[53:02] actual contract amount for us to approve. Right. So let's go back to number one.
[53:06] Jeff is sitting on needles over there, but I have a motion, but a second.
[53:10] A second. I might go second. Jeff, you have a question. We have to vote on it.
[53:14] Huh? We have to vote on it. We're discussion, huh?
[53:19] So, wait.
[53:21] So are we going back to the first one? Yeah, let's go back to the first one.
[53:25] And I think you have to amend the first one as well.
[53:33] So we are moving an amendment to amend the first one and then to accept it as amended.
[53:41] Right.
[53:42] We need a motion to amend the first one, but the first one, nobody.
[53:47] I move to amend.
[53:48] I'll second.
[53:49] So Greg moves to amend Michael seconds.
[53:52] All in favor.
[53:54] Hi.
[53:54] All right.
[53:55] Now.
[53:55] question question yes so yeah am I so the intent is to get this going so what we're doing
[54:10] what the amendment does is essentially push everything back a month right so the intent is if I
[54:17] had my way of commission of mercy there was to not to exceed a mile to actually enter into that's
[54:24] That's why the resolution was written that way.
[54:27] I do intend to negotiate.
[54:30] I understand that.
[54:31] I think they understand that.
[54:34] That's just the proposal.
[54:35] So if we were to allow me to negotiate not to exceed the proposal amount,
[54:40] we can actually get going faster because it is critical on this effort.
[54:45] Do we have a proposed form of contract?
[54:48] We do not.
[54:49] Yes.
[54:52] My issue is the item on the agenda doesn't say what the maximum dollar is. I mean,
[55:01] you got to dig is this the maximum dollar? Yes. And both proposals have actually the
[55:09] proposal amounts in your package. So the first one that we're talking about specifically
[55:14] is this one. Yes. That's the one you're looking at. Right.
[55:20] In addition to the dollar amount
[55:22] Mr. President what's that I'm sorry in addition to the dollar amount Mr. President the form of the contract I think
[55:29] May contain other provisions that are important to us and
[55:34] To be considered by the board
[55:37] Understood,
[55:40] okay, so
[55:43] Do we understand what the motion and we had a motion in a second
[55:47] So there was a motion to amend that we are number one, right
[55:56] That was a motion to amend and the language that we're going to use on that was to remove
[56:06] enter into and where
[56:10] it just says Jeff Williams to negotiate an agreement to
[56:16] be subject
[56:18] to board approval.
[56:19] It's a motion to authorizing Jeff to negotiate a contract subject to board approval.
[56:28] Okay.
[56:29] Kirk is asking a question to not exceed the proposal amount.
[56:36] I don't think that's necessary if we're going to approve the final form of the contract
[56:42] and the amount which will include the amount and all the material terms.
[56:46] Only thing we're doing today is giving him authorization to negotiate.
[56:51] That's it.
[56:51] He can't sign a contract.
[56:53] Anything.
[56:54] Come back for December.
[56:55] I understand you want to get this rolling and I do too, but we've got to get it right.
[56:59] I have to ask Mr. President, I have to ask Mr. Board, that's in that language, so I need
[57:07] to vote on that.
[57:07] I have the motion in a second.
[57:09] And this is on the first one?
[57:10] Yes, it is on the first one.
[57:11] Okay, so Mr. Secretary would you call it off?
[57:13] For vote.
[57:14] Pete Vicari.
[57:15] Yes.
[57:16] Michael Schnell.
[57:17] Yes.
[57:19] Craig Marcigly of a in favor, Randy Noel, Absent, Cabrissotune, Absent, Roy Caruba.
[57:26] Yes.
[57:27] David Martin.
[57:28] Yes.
[57:29] Yes, Kerwin King's absent.
[57:32] Mr. President, the amendment passes.
[57:35] Thank you, sir.
[57:36] Just motion to it.
[57:36] Now you have to.
[57:38] Number two.
[57:38] Yes.
[57:39] We want motion to amend now to accept the motion as amended.
[57:43] I got it.
[57:44] I need a motion to amend.
[57:46] I'll move to amend.
[57:47] Number two.
[57:48] You're ready to have.
[57:49] You're ready to do the amendment.
[57:49] Now you accept it.
[57:50] Now you're doing the motion to accept the as amended.
[57:54] The vote you want to answer.
[57:54] Oh, that's right.
[57:55] Because we went back.
[57:56] Okay.
[57:56] Yeah.
[57:56] All right. So call for vote, Mr. President. Yes, please. Pete Vicari. Yes. Michael Schnell. Yes.
[58:04] Gregory Marciglia. Yes. Randy Noel. Absent. Debra Satune. Absent. Roy Caruba. Yes.
[58:13] David Martin. Yes. Mr. King is Absent. Mr. President, a matter of passes as amended.
[58:20] So now we go to number three. Number two. Same thing, but now we're voting on the
[58:26] the amendment was passed. So now we're voting on giving Jeff the authorization
[58:34] negotiate a contract with come back to the border. Same as no. Motion by Roy.
[58:55] Second
[58:56] Randy Noel, Absent, Deborah Satune, Absent, Roy Coruba, David Martin, yes,
[59:05] Kerwin King, Absent, Mr. President, matter, passes.
[59:09] Thank you, sir.
[59:10] Okay.
[59:11] All right, the motion takes up as amended.
[59:13] The motion, now we need a motion to take up as amended.
[59:16] Yes.
[59:17] Motion.
[59:17] Motion borrowed.
[59:18] Second by David.
[59:20] Any discussion?
[59:21] No.
[59:22] No.
[59:23] Discussion.
[59:23] Mr. Secretary, all for the Pete Vicari. Yes, Michael Schnell. Yes, Gregory Marcigoli. Yes, Randy Newell, Absent, Debra Stun, Absent, Roy Coruba. Yes, David Martin. Yes, Herwin King's Absent. Mr. President, the matter passes. Thank you, sir. Now we're doing what item one and two. Yes, number three is motion to consider in a dog the updated organizational chalk.
[59:51] Can I suggest that we push this a month, excuse me, can I suggest that we push this a month? I do.
[1:00:00] First, right, and then we open this discussion to discuss it. Okay. We're going to have a. Wait, which you said you said what now? You're opening discussion on it. I thought we have to take a vote. Michael is a Michael wants to discuss it. Okay. I'm just. I don't have to make sure we do things right. Please speak in a microphone. I'm half deaf. I am speaking. All right. Go ahead, Michael. I'm sorry. So when I need a motion.
[1:00:30] Yes, we need a motion in a second.
[1:00:35] Motion by my second by Robert.
[1:00:39] Oh, in favor.
[1:00:39] Hi.
[1:00:40] Okay.
[1:00:41] Okay.
[1:00:41] I was suggesting that we pushed this a month because the board is on the org chart.
[1:00:48] The entire board is on this new org chart.
[1:00:52] And I feel like we should have more than just the minimum
[1:00:54] I'm making a decision on the short with it, even though my slight concern Jeff addressed.
[1:01:02] I don't know if in three years from now, someone's going to go back and to the minutes and see that.
[1:01:07] And there are stickers for details on the board that are not present and details matter when we're doing something like this.
[1:01:15] So I think it's just a good idea to push it one month to where we have more input from more members.
[1:01:20] So if I understand the comment or the discussion, your concern is that it'd be considered by the full board
[1:01:28] because we have some absent members, not any specific concern about this chart.
[1:01:34] Correct.
[1:01:34] Okay, got it.
[1:01:35] Well, we have a quorum.
[1:01:37] So, I mean, if we would wait until we have a full board on everything, it's like every meeting with somebody is missing.
[1:01:45] So we wouldn't be able to go forward with business, so we just need to put it to a vote.
[1:01:53] We just need to put it to a vote.
[1:01:54] Yes.
[1:01:55] I move for a vote to adopt the organizational chart as proposed.
[1:01:59] Move by Greg.
[1:02:01] Second by.
[1:02:02] Second.
[1:02:03] Roy.
[1:02:04] Any discussion?
[1:02:06] Yes.
[1:02:07] I understand that
[1:02:11] this is how we are operating currently.
[1:02:14] what? Yes, functionally, this is how we are. Yes.
[1:02:20] Okay. My appreciation was this is what
[1:02:22] we're doing. So it seems like an insubstantial. We're not changing anything. We're just formalizing
[1:02:27] the what is actual. Exactly. Jeff, do you have something you want to add? No. So, yeah, just
[1:02:34] to add, this is functionally how we had in those who wasn't in the executive committee, which
[1:02:40] I believe they recommended to move forward with this.
[1:02:44] There is multiple organization structures and charts, I want to make that distinction.
[1:02:52] That's between what we have in the emergency management plan, what we have with civil service
[1:02:58] and even in other systems in ADP.
[1:03:01] This is to memorialize what we are structurally following and this is to be the authoritative
[1:03:08] structure that the board may do per the bylaws and is the distinct difference between this
[1:03:17] and the org chart that the regional director is then required to post on a yearly basis
[1:03:23] or whenever there's substantial change from the staff level down.
[1:03:28] Right, and I'm glad you made that point. The executive committee recommended a tune. It will
[1:03:32] has recommended to the boy to approve it.
[1:03:36] And for clarification, but I believe this is the case.
[1:03:39] We have an emergency management plan that puts in place,
[1:03:43] or can put in place a different structure
[1:03:45] during emergencies for which it's applicable.
[1:03:50] So this is the general organizational chart
[1:03:51] that applies in the absence of some special circumstance.
[1:03:55] Correct.
[1:03:56] And I want to be clear.
[1:03:57] And I know I want to be clear on a language
[1:04:01] which we call initial structure and not chart because that's what the by-laws call it in there is a distinction of chart as a depiction of structure is what we do correct. Thank you.
[1:04:13] Okay. Any other discussion? The motion says organizational chart. The motion or the I'm sorry, the resolution itself says organizational chart seems like it should say sure.
[1:04:27] Yeah, that needs to be amended.
[1:04:29] So I would move to amend the title of the resolution
[1:04:33] to read approval of SLFPA-E organizational
[1:04:39] organization structure, as depicted on the chart.
[1:04:42] As depicted on the chart.
[1:04:43] OK.
[1:04:44] Second.
[1:04:45] Prove by, well, you move, right?
[1:04:48] Yes.
[1:04:49] Second by, Greg.
[1:04:51] And we've made a move.
[1:04:52] David moved.
[1:04:53] Second by, Greg.
[1:04:54] At the vote of an all in favor.
[1:04:56] I my calling the peak for carried yes
[1:05:02] Michael Schnell. This is on the amendment. Aye. Yes
[1:05:06] Gregory, Marcigly. Yes, Randy, Noel
[1:05:10] absent to ever sit in absent Roy Caruiba. Yes
[1:05:15] David Martin. Yes
[1:05:18] Kerwin King's absent Mr. President the motion passes to the amendment pass the motion to amend the
[1:05:25] resolution passes. Now we need to vote on the actual resolution as amended motion by
[1:05:34] Rowan's second by David in discussion.
[1:05:41] Mr. Secretary called Rowan.
[1:05:46] Pete Ficarid. Yes.
[1:05:49] Michael Schnell. Abstain.
[1:05:55] Gregory Marcikli. Yes. Randy Newell. Absent. Taber Satune.
[1:06:12] We have only four votes in favor, it is not a majority of the nine seats on the board.
[1:06:18] Therefore, the measure does not pass.
[1:06:23] Moving on next.
[1:06:26] Motion to...
[1:06:27] Is that correct?
[1:06:30] The motion to approve hired a attorney for the legal department.
[1:06:37] You're up.
[1:06:38] So the chair speaks about the recommendation.
[1:06:42] I believe the legal committee report has been presented already and
[1:06:46] it is in favor of hiring an attorney for the executive council's office.
[1:06:56] And so that the public knows, Commissioner Greg Morsigny is the chair of the legal committee.
[1:07:02] That's correct.
[1:07:03] Okay, motion.
[1:07:04] That's going to report out of the committee this morning.
[1:07:08] This, I don't believe this is a budgeted position.
[1:07:11] Is there a requirement for budget amendment, Jeff?
[1:07:13] It is not a budgeted committee, after speaking with the finance director, we can absorb this
[1:07:18] also in areas no requirement for the amendment.
[1:07:23] Thank you.
[1:07:27] I made a motion.
[1:07:33] So we have a motion by Roy, second by Greg, in discussion.
[1:07:39] I have a discussion.
[1:07:40] I wasn't in the legal committee meeting but I was listening to it.
[1:07:46] And there was a phrase for Kirk lowering the amount of cases from I think close to 42.
[1:07:54] I think we're in the teens now.
[1:07:55] So we granted a raise because of the good job he's doing last month, and now we're
[1:08:03] talking about hiring an extra attorney that feels like a double dip.
[1:08:09] I feel like we're proud of the job that is happening so much that a majority of the
[1:08:14] board granted a raise, why are we now hiring assistance?
[1:08:19] Do you want to answer?
[1:08:22] I would just offer my own contribution to the discussion and that is double dip implies
[1:08:32] that there is an overlap or a duplication when I think that the appropriate perspective
[1:08:42] is that the flood authority has a need.
[1:08:45] need. These are two separate steps in order to meet the need so that they are not duplicative
[1:08:54] in this instance. It is two different steps in order to address a need.
[1:09:04] Mr. Ordoin's compensation
[1:09:07] was increased, not as a bonus or reward, it was in order to compensate him for the value to the authority.
[1:09:19] For all the reasons that would normally apply to such things, right?
[1:09:23] We have valuable employees whose knowledge, education and experience needs to be compensated or we're not going to retain them.
[1:09:34] And I think we've considered earlier today a study so that we are appropriately treating
[1:09:43] our employees.
[1:09:45] So that's my comment is that these are two different things, but both addressing a
[1:09:51] need for the authority.
[1:09:53] I have the reservation about whether the compensation for the position will be sufficient to meet the
[1:10:00] need but that's not being dressed at this time.
[1:10:04] And to dub to you along Greg's comments, Kirk and his current duty is overloaded and
[1:10:10] needs help.
[1:10:11] And this position is being created to help him do some more items in the day-to-day description
[1:10:18] of his job contract negotiations and things we talked about in the legal committee.
[1:10:23] So Greg's right, Kirk's raise and the request for an additional attorney are two separate
[1:10:29] part items in the growth of the agency and what its needs currently are in the legal
[1:10:33] department.
[1:10:34] So, if we can, if you look at similar organizations, say the port of New Orleans, they have 50
[1:10:40] less employees, they have an executive council whose main role is to advise the board, underneath
[1:10:48] the executive council as a general council, and the general council assist with giving legal
[1:10:53] advice to the departments within the port for day-to-day operations, then underneath that
[1:11:00] position, when I worked there, because I was there for several years, was we had several
[1:11:06] attorney threes to assist the port in New Orleans. Here, I'm the only attorney. There, we
[1:11:14] did hire outside counsel like we do here, but I'm being asked from different departments
[1:11:20] provide legal advice on different issues that I cannot always get to because I'm advising
[1:11:25] the board, that's my primary responsibility is advising the board.
[1:11:29] Now I do advise the new regional director and there's new initiatives, but it's hard
[1:11:34] to put, you know, do all the litigation and I'm getting pulled from different departments
[1:11:39] to try to assist them, but I don't have any attorneys in house to assist with the workflow.
[1:11:46] You only have so many hours in inventory, right?
[1:11:50] Well, there's times where we're talking about something and his phone and stuff is going
[1:11:54] off and he's being pulled in so many different directions.
[1:11:57] And there's direct, there's times when I'm in meetings and then there's directors walking
[1:12:01] up outside and I can see through the glass window in my office and they're trying to get
[1:12:05] to me and then they're off to say, I'll call you right back or I'll come and walk by your
[1:12:09] office.
[1:12:11] Do you want to say something Michael?
[1:12:13] have we ever had two before?
[1:12:16] Attorneys?
[1:12:17] No, but the previous executive council has stated publicly
[1:12:21] at a board meeting that their role was to strictly advise the board.
[1:12:28] And there's a lot of other legal issues that need to be handled
[1:12:33] that are separate from just advising the board.
[1:12:37] Yeah, I find it interesting.
[1:12:38] And it's also trying to save money from hiring outside council
[1:12:41] to review templates.
[1:12:43] but sometimes when you're reviewing templates
[1:12:45] for an organization this size,
[1:12:47] it may take three to four weeks
[1:12:49] to go through all the law
[1:12:51] and look at what's being done across the state
[1:12:54] and look at their contracts, their templates,
[1:12:57] and it takes a long time.
[1:12:59] I would also offer this request
[1:13:01] for another attorney is probably part
[1:13:03] of the cultural transformation of this board
[1:13:05] to help it run in this agency to run more functionally.
[1:13:09] When I got here last year to say it was dysfunctional
[1:13:11] was an understatement
[1:13:12] And those things are being corrected through Jeff's efforts and everybody else's.
[1:13:16] Any role in your eyes, but it's true.
[1:13:19] It's true, sorry. And I think this is part and parcel for making it operate a little bit more functional and normal.
[1:13:26] And in accordance with civil service, we cannot bring on a general counsel underneath the executive counsel.
[1:13:32] I'm doing both roles because the general counsel is a classified position and you need attorneys
[1:13:38] underneath the general counsel in order to get that approved through civil service.
[1:13:42] So as an attorney three, it's at a lot lower pay and I'm hoping if the board approves
[1:13:48] and we can advertise if we can get someone qualified to have with contract reviewing contracts
[1:13:54] on different HR issues that may come about and other issues agency-wide, the salary would
[1:14:02] be subject to board approval? Yes, because, of course, to the bylaws, the board can say
[1:14:09] in one or more counsel to represent it. The candidate and the salary, so we'll have
[1:14:13] a chance to evaluate the credentials of whomever might be considered.
[1:14:18] No, that would be a legal, the legal department, but it's the salary set by still will serve
[1:14:24] as the salary range. But there's a range and it's an attorney
[1:14:27] 33 position.
[1:14:28] Thank you for clarifying that.
[1:14:30] I like Roy from from the private sector and civil service is not always my area of expertise.
[1:14:39] Any other discussion?
[1:14:43] Do we have a motion in the second?
[1:14:45] Yes.
[1:14:46] Well, in the second here you want to call the road.
[1:14:50] And my appreciation, Mr. President, is this is a resolution to authorize.
[1:15:00] And this will be subject to board approval of the candidate and the salary? No, it's just proven the hiring and that's going through classified advertising and through civil service. And the salary range is approved within that. I mean, based off their years of experience. Okay. And the decision on who that might be and what to pay them will be your decision. I work in coordination, which is HR director with Kenyatta.
[1:15:35] I'm willing to revisit later, but no.
[1:15:41] Gregory Marscigley, yes.
[1:15:43] Randy Noel, absent.
[1:15:45] Debra Satune, absent.
[1:15:48] Roy Caruba, yes.
[1:15:50] David Martin, yes.
[1:15:53] Kerwin King is absent. Mr. President, the motion does not pass. We have four votes of nine.
[1:16:01] Five is necessary for a favorable adoption.
[1:16:05] Okay. Moving on, next is the motion to sell. Actually, this is not worth it, right?
[1:16:13] This is a motion. Well, yeah, it's a motion to sell equipment to LMA via ACEA.
[1:16:20] And we just, just as the meeting started, we have the C.A. But it, it, I understand it needs some,
[1:16:28] it's the word, some language to it, because we just received a few minutes before the committee's meeting started this morning.
[1:16:35] But I guess what I'd like to do is, is to move distinct forwarders,
[1:16:39] Let's have a motion to approve the sale with your changes or whatever, with Lewis and
[1:16:49] you get to tell the subject to you, whatever changes you all need to do.
[1:16:55] Okay.
[1:16:56] That will work.
[1:16:58] It would just be amendments to approve for the regional director to execute any documents
[1:17:04] to transfer the property from the sale, from the auction, before the auction.
[1:17:10] and it would be subject to legal review and approval.
[1:17:16] What's this about meeting in the middle?
[1:17:19] It was a dollar amount, they asked us to donate.
[1:17:22] We were meeting in the middle.
[1:17:24] Say it again.
[1:17:25] We have, to my understanding, an agreement on the prices, however, I don't see that as part
[1:17:33] of the resolution.
[1:17:35] Yes sir.
[1:17:36] I'm sorry.
[1:17:37] Let me give you a little bit of history for the benefit of some of them that wasn't in the meeting
[1:17:43] The LMA presented to us a document or a statue that would
[1:17:50] Allow them to take the stuff as a donation
[1:17:53] Okay, I didn't want to go with that. I didn't for the benefit of the public
[1:17:58] This is you know tax dollars. It's tax assets. I should say and
[1:18:03] And as a compromise, Jeff and I worked and we said, look, let's take the blue book value
[1:18:10] or whatever and we'll take half of it because legally, yes, we could donate it to them.
[1:18:17] But for the best interest of the Florida Authority and the public, we least get in half of
[1:18:22] the value.
[1:18:23] Because they need it, you know, like one of one of the items was the bucket truck.
[1:18:27] Well, they fixed the lights on the light front so they need that truck.
[1:18:32] So, that's a little bit of the history, and as I said earlier, the motion is, I'm okay
[1:18:38] with it, and the motion is to sell it to them, provide it that whatever legal says changes
[1:18:46] need to be in it, for who's specifically responsible for transferring and whatever.
[1:18:52] And the value is still, I don't know what that number is, Jeff, do you know?
[1:18:58] It's I want to say it's 70 something eight thousand design. Yeah, the total for all of the items were
[1:19:06] North of 130,000 with the 50% value being 65 plus
[1:19:12] Okay motion
[1:19:13] So if the Louisiana Constitution permits
[1:19:16] Motion second
[1:19:20] I'll second Michael
[1:19:22] Which I just I was just providing information that the Louisiana Constitution provides
[1:19:28] C.E.A.'s between eight, the state and political, it's political subdivisions.
[1:19:33] And if it's a political subdivisions, do public safety as a function, that it can actually,
[1:19:40] that's where you were citing earlier, Mr. Chair, that you could donate that property without
[1:19:49] any sale or anything.
[1:19:51] Correct.
[1:19:52] So by statute, we could do it.
[1:19:54] We could do it.
[1:19:55] I don't have a Louisiana Constitution as long as you have a C.E.A. and both the L.M.A. and the Flood Authority qualify within as per the Constitution.
[1:20:08] I use that. So Lewis, I apologize, but we're going to make you pay for it for the benefit of the public. We've got to get something out of it.
[1:20:17] You want to go ahead and say something?
[1:20:24] Lewis Capo, the executive director for the LMA.
[1:20:28] We had talked about the eight pieces of equipment
[1:20:31] and we had agreed to pay 50% of the blue book value.
[1:20:36] Thank you.
[1:20:36] Preferably, like we were discussing donation
[1:20:40] would be more profitable to us, but we agree.
[1:20:44] And then we end talks right now with MSY or Louis Armstrong
[1:20:47] for half a million dollars donation of a fire truck to us.
[1:20:52] So yes, donations can be made but we have agreed to pay 50% of the blue bit value.
[1:21:01] Thank you, sir.
[1:21:02] All right, we have to go ahead.
[1:21:04] So I think we've discussed some amendments to the resolution as written.
[1:21:10] One would be that the final form of the documents is to be determined by executive council.
[1:21:15] is that that's correct. So subject to Council's approval of the form of the
[1:21:28] documents we're
[1:21:33] going to put the price in the we've got an agreement on what the items are right that's
[1:21:40] included with the resolution to list of equipment and will we as aboard a dot price that's been
[1:21:47] agreed to. I would suggest we do.
[1:21:50] Mr. Williams has 50 just what I would suggest we include that the price of 70 what you
[1:21:57] said, Joe. It is $65,109 in 50 cents right because it was one 30 and half of the half
[1:22:08] of that. And I guess this is a matter of form to which we're going to rely on.
[1:22:16] and executive council, but sell without warranties?
[1:22:22] Correct.
[1:22:22] Yes.
[1:22:23] As is.
[1:22:24] Okay.
[1:22:26] All right.
[1:22:26] Let's call the roll.
[1:22:28] For the amendment.
[1:22:28] Yes.
[1:22:30] As amended.
[1:22:31] I mean, this is for the amendment.
[1:22:33] I'm sorry.
[1:22:34] Motion to adopt the amendment.
[1:22:35] Everybody clear on what the amendments are?
[1:22:37] This is a motion to amend the resolution.
[1:22:39] Correct.
[1:22:40] Right.
[1:22:40] That adds the value.
[1:22:42] It's just a motion to amend the resolution
[1:22:45] a solution based on what Commissioner Marcigly just described to everyone.
[1:22:49] It was two things to add to value and of Kirk's final approval.
[1:22:53] Yes. Well, and without warranties, if not already part of it.
[1:22:58] So I will make the motion, is there a second?
[1:23:02] Second.
[1:23:04] Mr. President, call for a vote.
[1:23:07] Yes.
[1:23:07] Pete Ficarri?
[1:23:08] Yes.
[1:23:09] Michael Schnell?
[1:23:10] Yes.
[1:23:12] Gregory, Marcigly.
[1:23:13] Yes, Randy Noel, absent, Deborah Satune, absent, Roy Caruiba, yes, David Martin, yes,
[1:23:22] Kerwin King is absent, but Mr. President, the motion to amend the resolution in three
[1:23:28] particulars has passed, I move for a vote on the, to adopt the resolution as amended.
[1:23:36] Second.
[1:23:36] motion by Greg second by Ryan in discussion all in favor I'm sorry call a
[1:23:45] roll. Pete Vicari yes Michael Schnell yes Gregory more sickly yes
[1:23:50] Randy Noel absent Deborah Shtoon absent Roy Caruba yes David Martin yes
[1:23:58] her which thing is absent Mr. President the resolution as amended is adopted
[1:24:03] Okay, next is number six discussion in administer the administrative collection fees charged by the city of New
[1:24:12] Ones. That went to committee this morning. And second to discuss. I'm motion to discuss. What's that?
[1:24:23] Emotion to discuss. Second to discuss. I'm sorry. The head of myself. Second motion was by Michael.
[1:24:32] Second by
[1:24:33] So it went to committee this morning and Greg, you want to kind of move on top of this?
[1:24:40] Yeah, my concern is in duplicating the committee report that I presented earlier.
[1:24:48] But this is the board meeting.
[1:24:50] No, no, the committee report I made during the board meeting.
[1:24:52] Okay, so I would, as I, the recommendation of the legal committee is to evaluate the
[1:25:05] appropriateness of the city's tax collection fee that is, the city is deducting from property
[1:25:15] tax revenue that is dedicated by voters to this flood authority and whether the fee is
[1:25:23] lawful, appropriate, or whether some other action is in order.
[1:25:31] The recommendation of legal committee is to investigate that and then I believe that's
[1:25:39] the extended by discussion of it.
[1:25:41] So how do we investigate by make a motion to defer until next month so we can have some time to investigate it?
[1:25:48] No, it's the rule resolution just to investigate this. There is no resolution
[1:25:53] No resolution just a discussion. Yeah, so this is just a discussion
[1:26:00] We how will we investigate that do we do it internally? Oh, we do it outside
[1:26:06] Council, I would do it internally and what I have in mind perhaps is in time with Denise Williams
[1:26:12] for which I'd ask the Board President's authorization to have that direct communication
[1:26:18] so that have a better understanding of how the process is working before we and to look at the
[1:26:25] statutory law that governs the state tax collector, which is an officer of the city in
[1:26:34] New Orleans and the city's finance department, which actually does the collecting before
[1:26:40] the monies are remitted to us.
[1:26:43] So given that you can go ahead and communicate with Denise and Kirk now, as we said that
[1:26:51] in the committee meeting.
[1:26:54] So and then you're most qualified for this still.
[1:26:57] So glad you want it.
[1:26:59] And then we'll could take it up and consider what the result of that investigation is and whether we should do anything
[1:27:06] Okay, so
[1:27:08] So there's no motion there. So it's just a discussion. Okay, so discussions been had right so next is engineering you have nothing
[1:27:17] They're not that for this month. Okay, just please stay on you know 17th Street and the line that stay on it. Let me see
[1:27:25] All right
[1:27:26] Any action items list
[1:27:29] No, okay. Well, the announcement for the next board is December 18th right here at 10 o'clock, right?
[1:27:40] Okay, I need a motion to adjourn, ladies. Motion to motion. Motion by Roy. Second by Greg.
[1:27:47] Is there any discussion on? No, but shall we take a vote?
[1:27:52] All in favor. All in favor.