g so just the next time you get a complaint just remember there's three people out there for every complaint you get that actually think the city is doing a good job in addition value for taxes is always a challenge people don't love and say hey i love to play taxes but you'll see people are actually more likely to give favorable ratings for the value provide 43 percent combined positives to just 27 percent negative so there's a lot of good things that are happening in the city when it comes to the highlights i want to just highlight the perceptions of safety this is probably one of the most impressive slides that i've seen over the last 20 years for a really big city like fort worth experiencing the growth that you've experienced because if you look at these survey results people generally feel safer now than they did 20 years ago and when i first came here did your first survey this city was very proud about what a safe community it was for example i feel safe in public areas and there's some that are listed has gone from 81 to 92 which is actually up from pre pandemic 91 feeling safe in neighborhoods has stayed about the same a little bit less than it was 20 years ago but it went up four percent since the pre pandemic survey feelings of safety in city parks is up 11 percent historically and up two percent from two years ago same thing in safety in neighborhoods is up two percent from two years ago the down a little bit long term and safety perceptions in schools have stayed the same so this community definitely continues to feel good about safety in general one of the other things that we notice on this survey is that for most of the services you provide satisfaction levels have improved and many of them have improved long term which means you're continuing to deliver great services in spite of the rapid growth there weren't a lot of statistically significant changes but i do want to highlight the customer service rating because it was 85 percent it's about the third fourth the one down from the top in 2002 you've then grown to serve a population of the community about 400,000 more residents than you did in 2002 and you're actually serving them better today in an era where technology and service expectations are higher than they've ever been so congratulations to your team for implementing that and you can see that improved a couple points from the pre-pandemic levels the other thing you've noticed significant improvements in long term or the management of your storm water it's gone from 77 to 84 percent over the last 20 years and continued to improve from the last survey but as you get to the items down to the bottom of the sheet you'll notice that overall satisfaction with code enforcement traffic flow roadway delivery and overall maintenance those have all seen some decreases over time and those are very high priorities and so I think the discussion you had leading into the survey results is very consistent with what residents are feeling in spite of that though take a look at traffic flow it's only dropped from 63 to 56 percent imagine what would have happened if you hadn't done all the great projects that you've done over the past many years a lot of metro areas are really suffered because they haven't kept up with those expectations the other thing i want to highlight from this year's survey is your customer service i mentioned it before but the pandemic tested pretty much every community in the country's ability to respond to the needs of residents and many communities saw significant decrease in customer service because frankly the cities weren't able to respond to those needs you'll make a look at this chart for almost every area that was assessed compared to two years ago the overall ratings are better the perceptions of the courteous and politeness of your staff is up three points and even compared to 20 years ago is up five percentage points how easy it is to contact staff say the solid 81 percent giving people prompt and accurate questions was up a little bit a little bit lower than it was long term following up and actually doing what you say you're going to do and then helping people resolve issues to their satisfaction all improve so great job for the folks who are managing interactions with the community the other piece that's important and i don't have a lot of maps in today's presentation they're in the full report but you do it very well throughout the city what this map shows you you're looking at well there's the city of fort worth in blue well the entire city is in the same shade of color that means that you're equitably providing customer service throughout the city you're not neglecting one part of the city at the expense of the other and that's really hard to do in a big city that's growing as rapidly as fort worth is another one of the findings that we found is that although you have heard a lot of great things that you're doing you don't do the survey just to basically know how awesome you are some cities do but i know the city actually uses it you actually want to find out well what are the opportunities to do better and so we asked questions about the major categories of city services and you'll see them listed here kind of from best rated down to the lowest rated and things like public safety your libraries water sewer your building maintenance your customer service all have lots and lots of high ratings but as you work your way down to the bottom you'll see your traffic flow your street maintenance and your roadway project delivery again those transportation related issues are areas where we have the most dissatisfaction in fact those three each have more than four and ten residents giving negative ratings and they all have more residents who are dissatisfied than they are satisfied when you look at that it's the one exception for those three in addition when you look at the maintenance ratings on some of these other items on maps of the city you'll notice the north which i heard a lot in the last presentation generally gets lower ratings for the maintenance of streets and facilities it gets lower ratings for traffic flow you can see that not everybody in the city though is cranky with traffic flow you'll notice that the folks down in that area the bottom south and west actually give somewhat higher ratings for the overall flow of traffic on streets or than one mile of their home uh roadway project delivery a little bit lower to the north and then you'll see one of the areas that the southern parts of the city get more negative ratings for have to do with swimming pools and so those are some of the differences that are in the report i'm just highlighting a few of them in today's presentation when we ask people what the top priorities were public safety street maintenance traffic flow or the top three our firm then does some analytics to help you take all this survey data and say well what should we focus on at the end of the day there's lots of information here what should we do we have an analytic tool called the important satisfaction rating which essentially objectively assesses how well you're doing in each of your major categories of services and also how important those services are to people the idea is if nobody cares about it you could spend millions of dollars and nobody would notice or they'd actually think that you were wasting dollars on something that wasn't important what this does is it helps you identify as where do residents think things are important that they're also less satisfied with and the items with the highest ratings tend to over time yield the most overall improvement and satisfaction long term and you'll see investments of streets and traffic flow or at the top of the list followed by your next tier which are your public safety code enforcement and roadway project delivery so as you're looking forward these are the big buckets that will probably have the biggest impact on future satisfaction ratings with the city if you're not a visual or excuse me if you're a list person you're going to find out right now if you're a left or right brain person because if you like this first in order and this is your preferred list your left brain if you're more creative and like the picture this is for you this is the same information but from left to right it shows essentially how important the item is so the things on the right are more important and from the bottom to top are the satisfaction ratings and what we're looking for the things that are in the bottom right quadrant these are things that are more important with the lower ratings and this is where you can see traffic flow street maintenance and city codes and you kind of work your way kind of counterclockwise and that follows the risks you saw on the previous page in addition to doing it kind of by major buckets for the city we also did this analysis for each department or kind of the departmental categories and i won't spend a lot of time on this but when it comes to public safety the number one opportunity to enhance perceptions of public safety in the city is crime prevention and a lot of times that has to do with education and letting folks know what you're doing and being responsive to their needs and that is clearly the number one having visibility of police officers neighborhoods with second and just overall police protection that's usually at the top of the list if there's really no other area to improve on when it comes to parks and recreation services it's your maintenance of existing parks and the quality of the quality of the facilities your parks so taking care of what you have is at the top of the list you're walking and biking trails and outdoor pools round out the top four and it was the outdoor pools you saw previously where the southern part of the city gave much lower ratings than the northern part of the city when it comes to the maintenance this is low hanging fruit in my opinion this is one of the areas that cities your roads cost millions and millions billions of dollars this is one of the opportunities a lot of cities pay attention to and they're getting low satisfaction ratings in this rating that you can actually improve and increase overall satisfaction and you see it's the cleanliness of major city streets and public areas and how well litter is kept under control those are two relatively low hanging fruit that if you do them better are likely to have a positive impact over the next couple years and then with traffic and transportation services taking care of your city streets both your major ones and in neighborhoods and what's interesting here is you might say well traffic flow and maintenance get confused they're one and the same but actually you'll see a pretty significant difference in the results for traffic flow compared to the priorities that people placed on at the top for the maintenance of streets and maintenance of streets and people in their neighborhoods and I'm having technical challenges but that's been fun because I'm on my last slide so anyway just to summarize and bring back to the beginning you'll notice here at the very top just enjoy that a lot of communities don't get a chance to savor the fact that they got through the pandemic and overall satisfaction levels stayed the same or got better and your overall ratings generally got better particularly with customer satisfaction uh the other thing I want to highlight here though is moving forward your maintenance of streets traffic flow of public safety are going to be things that you want to continue to invest in you do well in those areas now but you want to continue to make them high priorities and with that I'm going to stop speaking I know you've had a long day and you have questions I'd be happy to answer them questions council I have one quick question for did you capture any qualitative data as part of this we have some open-ended questions that you're able to take a look at I didn't come prepared today to give you any analytics on that but there are some that sometimes help you better understand uh some of people's perceptions on issues would you have them on the place to raise a kid in managing growth question we don't but it's interesting as we have a lot we do cooks children's health assessment if you're familiar with that it's an ongoing survey we've done for many years that study actually has a lot about the kids and so it's one of the things where I'm sure they'd be happy to partner and let us share some of that information with you because we really get into that issue on that survey all right appreciate you anybody else go ahead Jerry thank you mayor and thank you for this survey two questions one you talked about like the goodness of fit of like the demographic breakdowns to the overall proportion of the city was that proportionate from your sample size compared to the general population of Fort Worth and the second question do we see I know you didn't present it here but do we see any like statistically significant differences on these questions when you disaggregated it by individual variables yeah that's a great question the stratification for the survey is done to mirror the council most of your councils if you look at the population are similarly populated you know it's just the way the census sets it up for you all so but we make sure that we get at least 200 from each district and that's to make sure that know if the district has a higher response rate compared to one that has a lower response rate we balance that out so when you're all done the councils all have 200 if you have a little more than 200 but that makes sure the results for the council districts are representative the second thing that we do is we actually take the census data for race age and other factors and we monitor that at the city level so as you get down to the council districts that may not be as accurate but we're still making sure that it looks good compared to the census and then we did provide cross tabs and do other analytics by race by age I think even by years of residency and I don't remember what all the results are I can tell you there are differences and so we've actually helped work with the city to provide a data analytics dashboard that helps you really drill into some of those sorts of details to equip the staff to look at it more in more detail thank you for that I'm always cautious when looking at data and especially survey data that the details are in the disaggregation right and we may get some trends that in their aggregate are really nice and and look good but when you disaggregate it they're probably are disparities or differences along different questions so I would love to see those we can check on it but a good example I know I was in Oklahoma City and when they looked at it kind of by district their overall quality of life rating had gone up one percentage points but in some districts it had gone up 10 percent and other districts we've gone down exactly so that's something I recognize as being simply really important and we designed this survey to give the city that ability and we can work with the city as needed because as really our goal is we don't have an agenda to make it look good or bad we want to help you in your decision making that makes sense and one more thing I just wanted to celebrate I know we're moving on and I want to kind of side-eye Richard the fact that southwest folks want pools and intro connections are really important so I'm glad the survey validated that great job thank you all very much very informative thank you moving on council is to Roger Venables and our bond program Roger as you're getting up there to embarrass you I had a lady pull me aside after she'd heard you present and she very seriously looked at me and said that man that does your bond presentation I said Roger Venables she said yes ma'am he could sell a bible to the devil and she just kind of turned around and walked off I it was meant as a compliment I'm fairly certain she liked you put it that way okay that's good that's good well now you can speak good now I can go right so but while the presentation oh there it is what's being handed out to you is a representation it's the summary list of projects by proposed propositions so you'll see it as proposition a bc and I'll let you go through that list but I'm going to give you a preview of that 20 proposed 2022 bond program and since our we last visited in December we had just gotten through with some community engagement and found out from the community they've got them feedback some very good feedback particularly from the neighborhood alliances in North Fort Worth we visit back with the council members again so between that time and today been very busy and I will say TPW has been very busy I'm trying to fit in and address as many of the community concerns in terms of transportation can I summarize it for you I'm testing this out for everybody you bet really the feedback led to more lanes right if it's roads or pools right it led to more lanes okay sorry Roger go ahead I'm gonna remember that one but that was good so what we're gonna talk today about is the additional bond program funding proposed projects additions and revisions that we're proposing and then overall the program summary along with the the remaining schedule as we sprint towards may of this year for the bond election so originally what was proposed was a $500 million program this is you can see the distribution here was about 64 percent represented in streets and pedestrian mobility I won't spend a lot of time on this slide other to show you where we started and and where we're at today with parks a bracket about 17 percent and of course open space at three percent below we had two community center facilities in there still do but the next slide is you're going to see in the after at 560 million really aligns with the proposed propositions so in other words the parks and for parks and recreation we're going to put the fire station community center in the parks and recreation proposition and the stop six hub community center will be a standalone proposition so what are some of the changes you're going to see is additional funding for arterials neighborhood streets and intersections as again aligns with what we discussed or where we're going to go back and take a look at in december of last year park and recreation improvements increased funding for forest park pool replacement and stop six aquatic facilities increased funding for botanic gardens infrastructure improvements oak grove park development with partial funding reallocated from sycamore park development increased funding for land acquisition primarily related to 1637 fire stations so the revised today as you can see it about 66 percent going to streets mobility about three that represents about 369 million dollars and just put that in context the 2018 bond in its entirety for all project types was 399 and a half million dollars park and rec at 106 million again that includes the fire station community center fire safety improvements for the two replacements public library police facility improvements stop six hub community center in open space so streets and mobility projects so what you see highlighted in red are those that we've got some changes to principally as a result of what we received back from the county but also the addition of arterials so you look at the arterials we started out at nine it proposed that last year we're up to 14 separate projects now proposed bond funding at 145 million that's about a little over 35 million then what was originally proposed in the arterials of last year tarrant county funding they committed to a little over 56 million dollars which represents for arterial projects 52 million dollars in a combination of funds from 2018 bond transportation impact fees or future improvement agreements the neighborhood streets we originally proposed 70 million dollars proposing to put back in 11.1 million dollars in addition to 1.9 million dollars in transportation impact fees those are done in four contracts proposed for contracts during the cip the fourth year contract would have only funded the design for those 110 streets adding the 11.1 million and the 1.9 in impact these gets us to fully fund the rehabilitation of all 110 streets so we wouldn't be left with some just some design of streets in the end of the four-year cip intersections adding about 9.9 million dollars to 2 million 27.9 million dollars we the intersections stay the same we did not reduce the number of intersections so the list that you have today is the same list that was provided last year great separator railroad crossing so that project did as they went back and looked at pricing actually got reduced a little bit which meant our commitment originally was 30 million dollars has been reduced down to 22.2 again we've got tarrant county participating a little over 15 million dollars and then a combination of other funds for 3.8 to fully fund that grade separated crossing so again bringing it from a total project before of three over project category 320 million a little over 369 million included in that is the public art component as well one percent so the revised arterial is what you see in green as what has been added since we last met last year Bailey Boswell design and right-of-way acquisition for about 0.7 miles of four lane divided thoroughfare so we've added Meacham Boulevard as a design only for 1.72 this is really those two are really kind of set the stage if you will for future funding opportunities in order to build those projects going down the list Wagley-Robertson Quicksilver Court to Coneflower Trail that would be design and construction of a little less than a half mile of four lane thoroughfare in all instances when we do a design and construction we're also going to address the drainage as well curbing gutter shared paths reconstruction Bailey Boswell design and construction of 1.8 miles of four lane divided thoroughfare about 29 million dollars this was one of all the neighborhood alliances both Northwest Fort Worth and North Fort Worth Alliance both agreed this was on their top priority and inherited Trace Parkway design and right-of-way acquisition of 1.2 miles of four lane divided thoroughfare again setting the stage it's a very expensive project but if we can have the design and right-of-way out of the way I go a long way to securing funding for the project in the future so that's a hundred and forty five little over a hundred and forty five million dollars bond contribution about 56.3 million from Tarrant County and about a little over forty 52 million from other funding sources this just gives you the map showing the location that will have that as a separate handout for you and submit it to the council members but it may already be in your agenda those that are dashed in black with the green those are design those would be arterials for design only the ones in solid green with design and construction so in the revised park the only thing we've got as an add-on is outgrow community park and visiting with councilman nettles he was very interested in being able to develop this park particularly in the southern portion of his district it's a park that we purchased in 2015 it's a little over 67 acres it consists of the northeast corner of Shelby road and oak Grove road we could split the funding between sycamore park development oak Grove Park so we did that we committed we split the five million originally proposed sycamore park development and allocated three million of that to the oak Grove park added another 486,000 in park dedication fees to bring the total up to a little more than 3.4 million dollars this would handle the master planning effort some design and construction of some of those master planned elements but with sycamore park development we kept two million there and added another two million from gas well revenue it could be freed up to put to that so it really only resulted in a 20 percent reduction in what was originally proposed at five million dollars so we'd be able to move forward with a good deal of those elements that we still wanted to construct that came out of the master planning effort with sycamore park what you're seeing green are those that we've made pricing adjustments to stop six aquatics facility again moving from four lanes to eight lanes footwork botanic gardens 4.6 to 7 million again we talked earlier about going back and and and repricing projects and the brit has done that they've come back and they've asked for additional funding because they've seen some price increases and some of the planned infrastructure projects so this would be raising that to seven million dollars fire station community center replacement that's just a rounding from 11 million 572 to 575 and then the forest park pool replacement is adding lanes at the length that the community was interested in also have an interactive play area zero depth entries um tube slide so some of the things that you the amenities you'd see with aquatic facilities that's really the only changes that took place with the park and recreation on our facility projects really fire station 16 and 37 is looking at additional land costs that we've seen there's probably no surprise over the last couple of years we've seen significant increase in land prices so we've had to add more to fire station 1637's replacement sites all the other categories stayed the same with the far northwest library the stop six hub community center and the northwest patrol division and then of course open space conservation nothing's changed with that still in the program will be as a separate proposition and this gives you an idea of what those propositions would look like for work proposition a and its total value and all these include the public art component as a part of that project proposition b proposition c public library improvements d would be fire safety improvements e would be police facility improvements f would be stop six hub community center and then of course open space proposition g roger i've got a got a question for you yes ma'am the fort worth proposition f is now its own standalone yes ma'am yes ma'am why is that because i'd like it better where we had it as park and recreation yes ma'am i understand we had conversations with the city attorney's office about this the propositions need to be single purpose so when we think across the board of the park projects and particularly a traditional recreation center the majority of it is a gym it's a recreation center it may have some other smaller components to it but for the most part it's park and recreation when you look at what we're attempting to do with a stop six hub it's more multi-purpose when you think about it we've got a library in there we've got recreation components but we've also got dedicated spaces for social delivery service delivery social services how do we how do we talk to legal again how do we talk to legal about that because i'm i'm very uneasy about that so we did discuss this with our bond attorneys as well and this one can kind of go either way i needed to go back the way it was yes ma'am so part of the issue and part of the recommendation was initially considering doing it separately is because it does have so many unique features um weren't sure that i'm real familiar with everything it has yes ma'am i needed back where it was for clarity purposes do you know you're asking open space to be back in the park and record no the the hub to be back yes yes we we we had it like that that's the way we've been talking about it citywide district wide and now you pull this i don't know who in legal came up with that but put it back to where it was okay okay we can let's be clear in the earlier pride chart it was in community centers right talked about having it all in parks and recreation right that's the conversation we're having now it's not separating community centers from parks and recreation but putting community centers in parks and recreation right i'm more than comfortable with that as long as legal says we've got some ability that makes sense to me as well and and i would be more than happy to have an offline conversation but uh i'm woke so okay i think the majority of the use was recreational nature and so it would be fine for it to be into parks okay yeah thank you great that can be done easily so here we are again moving forward can i go before we oh i'm sorry no problem it's in the same vein well two questions one thank you for all of the hard work on this i'm going to reiterate it the folks in oak grove and in the garden acres area have some significant infrastructure challenges i mean i didn't see anything on the western portion or eastern portion of district six being addressed especially in that area so i want to lift that back up for the record that we're addressing that in some kind of way the second thing is similar i noticed the open space is its own proposition and it almost makes sense to be in parks and rec since parks are managing the open space program but just want to hear thoughts on that and i would also recommend it being in parks and rec i think on that one the recommendation has been consistent from the beginning to keep it separate my understanding and david can speak to this a little bit more is that while generally the open space is anticipated to be kept long term as you know open space reserved areas recreational it's not technically going to be dedicated parkland and there's i think an unlikely likelihood but it's there's a possibility of some parcels being initially acquired as open space and they want to keep the flexibility of well if there's an economic development project we might want to be able to sell that property and then buy other land to add to the open space inventory and dedicated parkland can't be sold without being put to the voters in the election so a little bit more on that so i've seen where open space is successful on its own proposition and many many many communities we are also mixing monies with open space right we're using gas well revenue we're using water and sewer revenues in order to acquire open space and so i do think we think of open space as i do think we believe it is permanent open space but not necessarily entitled as parkland because then that brings some very restrictive i don't know what the right word is stay regulations that go on the property that don't go on when we acquire open space so would put it under parks and rec prohibit that any uh if i think the issue is if you we think of as open space and permanently green space right if it be if you look at it and it becomes or is thought of as a park whether you name it a park or whether it's under the park's department right it is considered a park or can legally be considered a park and then uh attach all those restrictions to it there may be some open space that isn't maintained by parks and recreation might be maintained by the water department as an example there's some properties on the on lake worth that might not fall under parks and recreation but would fall under a different maintenance too there's also going to be the distinction with the public art component because the open space will not be subject to a percent set aside for public art because it's intended to be undeveloped whereas the parks would be subject to the two percent set aside so that it creates a separate set of issues as well that makes sense i guess the biggest concern that came up there is that and with parks like in rock creek ranch part of it is being dedicated to parks and what i hate to see is that it failed because it was its own proposition versus it being in park so go ahead carlos roger had a direct this question at you david i know that you're going to be familiar with it um just so i make sure where is the money for the intersection improvement at old santa fe trail and basswood tpw is familiar with this i know william is where is it if it's not in intersections is it in traffic signals because my understanding was that was going to be it's in it's a lot of money right yeah it's there yeah it's there it's there so it's under traffic signals is that where yes okay now the next question again tpw familiar with it and so will you david um i was trying to remember at least a couple of years ago there's a segment of marine creek parkway from 820 to long the west long that was talked about it's a concrete road way it's broken up you know it's a maintenance issue what we're doing right now is just patching it up with asphalt i get a lot of complaints about it back in 2018 when we were talking about it i was told hey wait for the 2022 bond program 2022 bond programs here and it's not on the list uh my question to you david was if it's not going to make the bond program list and get its 14 million needed for repairs how are we going to do it do we have a plan b okay all right okay well we'll definitely make those changes that we've talked about and we'll address the issue with you so january 9th between now and february 3rd when we really have to put this on the agenda we're going to be preparing the ordinance and it's good we've had this conversation about where things belong and what propositions so we're working with legal to do that and then on february 8th you would have the ordinance that actually come before you for adoption which would really lay out the propositions that you would be asking to move forward with and then we'll start the the public education of the bond propositions we'll be going back out much like we did last year in the end of summer and first part of fall to really inform people about the bond propositions and then of course the election day schedule from may 7th 2022 and that's any questions you might have a question yes sir i don't know if you covered this roger but thank you in terms of informing people how how do we go about doing that so we'll work with the office of communication work with michelle's group she will set up a series of meetings probably by council districts we're still working on the plan to do it but much like we did in the fall it may be something a little different than the town hall meetings where we've actually got scheduled areas time and days we'll be out there to present the program they'll see a lot of what they saw today but a lot of what they saw in the fall as well so we'll give them we'll orient them aware of the projects are describe the projects to the public again just as a reminder of what they are so we'll be working with the office communication develop that schedule of meetings over the next you know two and a half months really right up before the election chris yes thank you roger i really wanted to really just take time and thank uh david cook i spoke with him about reallocating that money from sycamore park to ogro park uh that's uh that's the area that uh is surrounded by a huge community we got two major developments that's coming i actually had a meeting two weeks ago with another development that's going to be right adjacent to that park so i want to thank richard as well for making those adjustments great job and valerie uh for actually doing a ride along tour uh she said it's important for her to see what we really want in the community so thank you valerie and all of you guys great work on this i appreciate you anybody else yeah just me go ahead jena have something very very nice to say i i think it's important that we avoid criticisms that we've gotten before and make sure we have a meeting in each district yes because you know too often we've had to come back i think on three occasions not your fault but we need meetings in each individual council district and that's my input with a smile anybody else roger you're awesome thank you very much how hard you've worked great job team selling bibles one bond at a time door to door i don't know his suit's pretty nice for a door-to-door salesman i don't know well in keeping with the election theme and i will try to keep this brief um i realized y'all have had a very long afternoon uh following up on the presentation that leon guzman made in my absence on january fourth uh although i was not able to attend i was watching remotely and it seemed like the general consensus around the table was to move forward with the may election will be able to leverage with the bond education sessions to kind of make voters aware of what's proposed for the charter election um it did seem like there was general consensus to include a council salary item it seemed like there was definitely a thought of not to do to not bother with the staggering of the terms that seems to be the sense around the table i was not clear on the whether you wanted to extend the term so those are the kind of two key decision points for discussion are council salaries and whether to extend terms so we'll start with the council salaries uh and let me preface this by saying what's on the slides is just a starting point for conversation by y'all ultimately you decide what you want your proposition to read so one option this kind of mirrors what leon presented in january one option is to go with a hard number the recommendation from staff would be if we do a firm number in the proposition that we include a cpi adjuster so that we don't have to keep going back to the voters to adjust um another option would be to go with a very blanket council can set its salaries by ordinance austin has that set up um the a third alternative would be to set allow for council to set by ordinance but to set a cap so the voters kind of feel like they're giving you authority but they're they're limiting it and then another would be for count for the voters to be asked to instead of picking a dollar amount to set a methodology like your salary will be tied to x so i'm not going to read the propositions hopefully uh you all have the slides the updated slide should be in your dropbox now but the the fixed dollar amount would be should the mayor the salary for the mayor be moved uh to 45 thousand i'm sorry to 60 000 and council members to 40 000 and then subject to the local cpi adjustment or average city employee uh salary increase whichever is less option two is as i said this one's really simple this is the simplest of all the bond like language which is shall council be authorized to set its salaries by ordinance uh this next one kind of is a hybrid between option one and two which is uh have the mayor's annual salary set at 150 percent of the average salary for all city employees and the other council members salaries to be set at 125 percent uh so ordinance would be allowed but you'd be subject to this limitation and the other is to just say to set it at those rates that the rate would be 150 for the mayor 125 for the council we did uh the hazard of doing a meeting the day after a holiday we did run some numbers on some other possibilities of indices we could tie it to so we don't have to do the 150 125 percent um city managers the average that hr came up with for all managers across the city was 109 so you could do uh if you do particularly if you do the ordinance with a cap you could say not to exceed the average for all city uh managers and so there's different different ways to structure and skin the cat but those are the four options you keep saying employees you keep saying city managers well so the the clarifier if you go with the average of a city employee that puts the number kind of low so we're trying to find something that was closer to around 70-80 thousand dollars is our starting point and so because we don't have broadly applicable you know g level as the feds do we every department has slightly different job titles we're trying to figure out a class of employees that we could key it to and so generally those who are classified as managers the average of all of their salaries is that makes sense yeah 109 000 so yeah not city managers but yeah yeah no city managers would be alive so um and so at this point i was kind of hoping to open it up to discussion around the table i did also look at indexing the outside sources i wasn't necessarily particularly comfortable with that personally it's again y'all's proposition uh to tie it to the district uh court judges or the the county judged i think keeping it in house is easier and there are different ways this could be structured potentially we just haven't had a chance to fully identify it but methodology mechanism is kind of the first question of okay i love how simple that is i just don't know see how anybody ever passes that i think voters i don't i'm would love to know how the heck austin did that sorry keep looking at you but my sense was that austin i don't know if they ever had a set salary in their charter but their their charter's silent so they weren't combating a situation i just thought that's a hard hurdle but that's my opinion but i i concur i think that that's a a terrible idea and not only that but once a year we'll be flooded with folks yeah that are coming in and you know we'll have to deal with that and then during any campaign you know to explain all that it'll be well they you know all they're doing is fat cat and maybe we've eliminated option two yeah okay good we got three more to go i like where we're headed what also feels more simple counsel and uh there was a document but it wasn't enough slide okay but we didn't have the first option that mirrored i think was the first option that mirrored the same bond referendum as 2016 which one which option mirrored the it's option one option one option one i would point out that the numbers from the 2016 are now six years old and they weren't particularly high numbers to begin with so i think with that route i think if you option one if you use the same language update the numbers it fails again so it's too complicated so yeah i i don't disagree with you kary if it's you know even updating the numbers i really like the idea of tying it to employee salaries employee salaries in particular a band like managed or class like manager yeah and it's appropriate to the level of work that councilman was doing councilman floors mentioned this last time you know i think this is also about creating an opportunity for representation and diverse representation so that seems like the best way of doing it without is option for being a barrier yeah i'm i'm team option four i am too i like it and we can four yes four good as far as the basic mechanism and then it's the preference to title this is a record well no wait no no are we doing no no no it was option five kary you're okay go ahead say it out loud so you're saying option four so option four is as originally written is tied to salaries average city employee salaries across the board with a multiplier but the basic structure could be employed and it would be a modified four or a five okay i like i like the language what is the dollar amount so we need them out for the council and the mount for the mayor it's so that becomes a question of whether you want to go with a straight then so you could theoretically have um the mayors would be equal to the average of city managers across the organization which would put you at 109 000 and then i think in conjunction with that the alternate would be for all city other other city council members to be and then that becomes a question to y'all is to percentage 80 percent 85 percent and you don't want a lawyer doing a math so you're on the fly i don't so you're saying when someone asks how much will you pay the mayor that there should be 104 000 yes so my would council members be paying you so 87 000 that's 20 000 more than Dennis on the on the spread out on the sheet you gave it starts off with 150 percent being 104 000 that if i'm correct that is the 150 percent of the average for all employees not department not managers yeah so yeah i did not have time to distribute the manager one the manager the average and also so that there's not any confusion let's say department managers instead of city managers because that can be confusing yeah so uh good diana is back here so diana diana provided this information she can drill down a little bit more than i can but my understanding is that she ran the numbers as of today for all managers across the organization um which is i think manager up through department head uh i don't know if it included the city manager or not but that average city wide was 109 098 okay so that's the piece i think we like option for what you're saying makes sense to us it's going to be the verbiage of how we refer to a city manager to not confuse people that it's david cook or our cmo team right it would be management level management level across the organization and the dollar amount sorry that was loud sorry would it be easier if instead of saying because i do think however we word it we could say manager level people are going to automatically think david cook and i know this messes with the dollar configurations that y'all did but if we could do department directors and then adjust whatever percentage that is of department directors down because i think for a voter that that's an easier so if you go with department head that starts at 199 306 is the average and then if you factor in department directors in 80s it's what brings down to 153 yeah but then we can adjust the percentage whether it's 50 of what they pay or what they make or whatever it is it doesn't have with the dollar amount elizabeth for clear yeah no i what i suggested was use department directors as our benchmark but here we have 150 percent because we're doing general average of general employees but if we know we're using a benchmark that's higher then we can use a percentage that's lower say it's to get us to the same amount of money correct correct i don't dislike that idea i think that's fine let me quick quick question because i think we can come back to this without keeping the labor in the point you this language right now is written knowing we would change percentages and verbiage it would not include an actual dollar amount in the language correct it would not it would follow the same basic structure there is a fiscal impact statement that will be in the ordinance that says what the net impact across organizations but it wouldn't actually be so i just want to i'm okay with that but i want to make sure the body knows that as of right now the language might adjust a little bit before we finally voted on it are you comfortable with something like this and then tweaking it based on the conversations we're having here today i'm comfortable with the language and i understand how it's not going to be the dollar amount it's not going to be listed in the the context and i i'm okay with that but what i want you all to understand is that everyone's going to ask how much money how much are you gonna pay and if it's and if it's higher than the 69 000 it ain't gonna pass that's just my thoughts on having gone through this i disagree but that's just me i think i think well we may all fall on our faces about it but i think um it's important to me to be able to pass the torch someday to somebody and say if you're a single mom and you want to be mayor it won't be easy but you could actually raise a family on what you're making and i'm okay to say sorry and keep going go ahead that's all i was just to say that's roughly what our district directors get made get paid so maybe a little bit more but i'm okay having that conversation of saying this is explaining a full-time job but carry articulates a good point there is an uphill battle here for voters that he's lived through and we have to regard we have to think about that i think the number of people that are gonna be in the booth reviewing the language will be far greater obviously than people that are asking you the question and i could very easily see those people saying they're hiding it they're just giving me the percentages because we i have no idea what these other people make yeah and they may say that too but well sorry but the numbers are going to change too so if you put something on there again the cost of living adjustments everything happens i think go ahead jared i was just going to say i think i love numbers and math but when you put percentages you lose voters so i'm wondering if there's a way to just say like i guess clarify the class level we're trying to achieve the average salary of that class level is versus percentages i think if we differentiate too much we get back into the numbers game and whether or not a voter understands what a hundred fifty percent of that band is you mean feedback to that Dennis um we did like i said we did some rough research initial analysis and it it was hard to find one if your target dollar amount is somewhere in the eighty to ninety thousand range it was hard to find one that were directly correlated to that because my understanding and diana again can speak to this more detail every department has slightly different titles for some of their things so if you start going with a specific title then you end up with a situation where you get ten years down the line department gets reorg that title no longer exists how do you tie back to it so trying to normalize across departments with slight differences in names is where i was thinking if we come up with a class that's like yeah management level 80 so i don't need to keep going but real quickly if you need us to vote on something by next week no no thankfully there there's a little time we will be bringing back the ordinance by february 8th okay and so we can kind of go back with the marching orders go with option four see what what there is the preference being to try to come up with a direct parallel as opposed to having to do the percentage okay um and see if we can find out i think that's the good direction for right now yes council okay good okay um so then the other kind of uh key data key decision point here was whether there was consensus to put the issue of extending the terms out before the voters um as i said at the beginning of the conversation the last meeting it seemed like there was some interest but by the end it seemed like that had kind of disappeared everyone felt like a two-year term was good proxy for a term limit so maybe not um so i think we were stuck on the two years we made it back to two years okay all right that that was my sense i just wanted to confirm that and so then uh the balance is the technical amendments i'm happy to run through those quickly if you'd like i've provided them to you via email um so if you just want to reach out to me individually with questions you might have or if you have questions having if you've had chance to look at already have questions that's your preference do you want me to i just have a general question the document that you provided it says ordinance number and it goes where as whereas blah blah blah and then it says forward proposition f four against shall basically mirrors this language is that language we have to use when we do shall blah blah i mean it can't be i'm a lawyer i can read through this but i'm just thinking about getting people to actually understand what these are some of these are just confused i will tell you the language in the the rough draft of the ordinance is my simplified version from the 2016 language and so i simplified as much about like i could yeah while keeping it technically but we have to use shall blah blah i mean or it just can't say um yeah revive it will do this i mean i i i'm just want to simplify this as much as possible for people um i let me let me look into that is there a state law that says we have to use all this lawyer language is basically what i'm asking so yeah yeah i know i i i might i might well i mean when you get down to it it's just asking it's just citing this i'm just saying i'm just saying i'd like to think about that so our citizens can actually understand without us having to try and explain it to them we'll take a look at it so go ahead jarred i'm really quick um one thing that is a concern for me is that we put too many things on the on the ballot in may and um i am i guess i am leaning towards us holding off on the technical amendments until probably may of 2024 that we also give us time to have like a full charter review if we want to do it at that time um and address some of the bigger issues like independent redistricting whether or not we want to go down that road or if the next council does but i think putting too many technical amendments loses voters because we already have six propositions for the bond um then we're adding the charter amendment for the salaries and then we're going to add several technical amendments that could be a long ballot for one for the for folks to be educated on what's on the ballot and two for them when they get in a box to read through so i'm kind of i would caution us from going down the technical amendment route at this point i would just chime in and say that there's three hundred thousand dollars worth of savings in those technical amendments that pay for some of the salary cost increases and stuff but yeah we've had to wait so long we only really get through this once every four years and you do you're gonna make the same argument in may of 2023 we're on the ballot so i think we keep them on there but well yeah i think my my perspective would be i know it's confusing for people but i think it's the right thing to do for us to try to include these we know there are problems for legal especially and for some departments to Jared's point we do probably need a full charter rewrite and run the risk of maybe being confusing but committing to doing that so then four years we could do this full charter review and have something that's less confusing because we read our charter right now it's very confusing yeah and then just really working together that's the most important thing to me is cary ritt mentioned past charter elections where the council was divided i think if we make some decisions here it could be unified it will be a much better message the community that we agree this is the right thing to do that's my perspective otherwise there's no point going through all this because it'll just be messy the one observation i would offer two observations was there if there's an interest in doing some but not all technical amendments the prior um presentationally and made kind of said these are the ones that we'd recommend prioritizing but as mr moon pointed out in the 2016 charter election with uh all the technical amendments passed by a handy margin so i don't know that it was something here although it was the end of the the ballot and it was not as long a ballot uh i don't know that there was something that voters had too much to stress about because they are very lawyerly and technical jeana i've been trying to be silent but since cary did mention the council was divided the last time it came up when it came up the last time i was the first one to be opposed to it and stated that publicly i didn't think the citizens felt this council at the time was due or deserved a raise i'm still i'm just real neutral about that but i don't oppose it i think this council that we have today has brought new energy new ideas and a new level of respect and i mean that from my heart and so but as one of those who was causing that division i'll fess up to that but uh i think this is a different council so i'm i'm still neutral whatever you guys do is fine with me i'm going to eat no matter what you know but uh i just thought i would let you know why at the time i just don't think the public thought it was deserved thank you jeana any other comment council no do you have the direction you need right now dennis i just want to put it back to the group are we good moving forward with all technical amendments i think the consensus is yes jared made some good points but i think maybe anybody that's really opposed you need to let jared know we let denis know um when we vote on this at council is it important to you guys to vote on the things separately about what goes on and the m and c is what i mean what goes on the ballot is that important to y'all well since i brought up i just the cost saving tax amendments make sense to me but like if though if there's tax amendments that aren't leading the cost savings i think it's going to clog the ballot so i don't prioritize those so you can distinguish those right i mean can staff do that you can but there's one right now i'm steering out that's really important that really technically is cost saving avoiding major lawsuits yes how many technical amendments were on the last charter election do you remember testing your memory here i know that and i wasn't the elections attorney i think it was about 10 okay and this is in the neighborhood i think 15 rail pass most of that was because state law required us to update the charter well some of this is residual just avoiding potential future conflicts with state law so last time we had add new people pay for council and terms and then 10 technical amendments and now we're going to have pay for council and less than 10 and growth of council to adding the two seats right on the last one yeah so we're already down from where we were i say just do it yeah okay okay well if you have any questions on individual propositions that were uh in what i forwarded to you by email please feel free to reach out i'm happy to follow up thank you dentists awesome job that was our last our presentation council we do still have future agenda items who has future agenda items for date but our team no we're okay um chris i have whether they're one or two i'll leave that up to staff but um i would like and i are on the feasibility of providing covid tests to our small businesses here in forward i've had many folks reach out to me and and talk about their staffing difficulties and ask if there was something specifically we could do for testing and i think that's a great economic development and public health initiative and then i was really alarmed by the graph that brandon showed us specifically when it came to the number of our young children that are being hospitalized due to covid and so i'd like to see um what if anything we can do we have captive audiences in our after-school programs and working with their parents to provide some sort of random testing for our children at our community centers to help detect it as early as possible chris did you have something yes um so i had a um an employee reach out and talk about um they were down 20 percent or they was at 20 percent uh staff because of covid 19 and so um i know we might have spikes up and down but i really want us to come up with a strategic plan where when we have these spikes they have the ability to work from home and i don't think we should it should be left up to department here as i think it should be because those departments that can't work from home they should have the ability to uh with the spike of covid so i want some type of what plan we have in place so what we can do to make that happen for our staff uh city staff uh the second one is i got the message from communications uh about us not streaming live on facebook and i think this is really an issue and so i'm getting some names and and so i think one of the things that said uh if we do it we have to have somebody watching it troubleshooting the whole time so um so i i want us to at least come back and figure out us we need to continue to do facebook uh that is a great uh message to get our city council meetings live well i think the other clarification and michelle could talk we can have her come back next week to talk about this but was that facebook staff was recommending youtube is a better option to bear and you could still do live youtube so maybe that's the key thing we need to figure out for staff go ahead i'd like to add to that i had a constituent ask me if we had transcripts of you know whatever meeting or task force and i think looking into the feasibility i know we haven't come up here so it's got to be captured somewhere and providing that to the public i think it's an accessibility issue anybody else no i have two quick things david already knows one of them and city of dallas is doing something pretty innovative they're creating a non-profit folks in economic development they're using seven million dollars of arpa funds david's already on it but i'll just mention it put out in the universe is something we're going to explore to make sure there's not some feasibility here and the second thing is pools sorry to hit kick at anthill but i think it's time for us to revive that master plan and talk about aquatics in fort worth and then the time is right because of our community survey and our bond election but something we can do in the next year that's it anybody else meeting adjourned


So please give a warm welcome to Dr. Upendra Rao. Thank you. Thank you, Linda, for introducing me. I am Upendra Rao. My designation is strategy, architecture, and planning. You might have noticed this is unique in the banking industry. According to me, I have never saw that designation in any other banks. That shows the importance of enterprise architecture. Our bank is taking. So before I explain what is meant by integrating IT with EA, this looks slightly observed statement. What is this IT integration with EA? EA itself is an IT. What is IT integration with EA? So I will explain what is state bank of India. Some of you may not be aware what state bank of India is. It's a public sector. Government-owned corporation, largest in India, one of the top 50 global banks with $50 million revenue, more than $50 billion, $500 billion assets, and 278,000 employees, 420 million customers, 24,000 branches, 59,000 ATMs, 198 offices in 37 countries. That's how big is that organization. So implementing enterprise architecture in such an organization is very complex. We started one and a half year back starting this journey of enterprise architecture. We also faced a lot of problems. Our experience leads us to some kind of framework how to implement an enterprise architecture in a large organization. The contents go like this. IT execution models, generally how the people follow, understanding integration disciplines, common mistakes. Generally, all of us do. IT and EA integration workflows. We have developed a new model called FDI, Approach to Implementing EA. Frameworks are all available. At the question of implementation comes, failures are happening. So we require a strong framework for implementing an enterprise architecture. That's what FDI model which we have developed. We are following that. Transform my home to innovate. Integrating IT HR, the least important aspect of IT HR, playing a role in nowadays organization. That is made stronger. Enterprise architecture happens successfully. This is what contents. So the execution models and their impact, most of the organization follow this model of execution. Run and collapse. Take the requirement. Find a solution. Operate it. We call it ad hoc model of implementation. Most organizations fall into this category. Now later on, the organization, another model, is jog and tide. Where they started doing some kind of foot full assessment, prioritization. Then this calls some kind of siloed approach, but some kind of formalism is brought into the system. The third way of doing execution is walk and relax. There you start looking at the architectural fitness of the solutions. When you start doing that, you have to spend more time. So in the fast world, people try to adopt the first model. Then the pressure comes, okay, try to do some foot full management. When enterprise architects are coming to the picture, the time which you need to spend, everybody is taking a one step back. So we are not giving a sufficient time to analyze the architectural fitness of the solution. Immediately jumping into the implementation and trying to fail, not achieving the integrated view of the organization. That's why when you want to do an enterprise architecture, the top executives first has to understand we have to spend some time. Quality is a time. So we are moving from the siloed approach to integrated approach. Generally, in enterprise architecture, traditional flow is this. Especially for a large organizations, this flow takes a lot of time. Where do we start, where do we implement? As is architecture, implementation itself takes a long time. Until the, when we document the as is architecture, same thing, a lot of things got changed. Then again we start reinventing the wheel of as is architecture. So for a large organization, if the traditional model of enterprise architecture flow constructively is good, but implementation need to be changed to some extent to fit into the large organization implementations. So we need to understand especially the enterprise architecture integration of disciplines, what we are going to integrate, not just only the systems. The major enterprise activities which we do under enterprise architecture, strategic planning, enterprise architecture, then enterprise information management. The planning part, previous speaker was also, and we generally neglect the strategy and planning. What we need, what a business needs, first we need to have a deliberate on that. Then what we are, that is an enterprise architecture. When you understand what they need and what we are, then how to deliver, these are the key tasks we need to integrate. These are the disciplines, how effectively integrate the process people, the systems. Now when you take up any implementation in the project, people always go in the IT management angle. So the different layers of approach in IT management, IT management, the lowest layer, everybody jumps into the solution and start implementing it. Then above that an IT portfolio management, now the new and phenomena of enterprise architecture has come into the picture now. Now you look at these differences in the IT management, solution development and implementation. Most of the project manager adopt. When you start doing that, the architectural view will be missing. That's why we don't be able to have an integrated view of the organization. No architectural view or limited architectural view. Then when you go to the portfolio management approach, application portfolio management, hardware asset management, HR management, least attention is paid to HR management, but this comes under project portfolio management. In this approach, we have a partial architectural view of the organization. Still we are not getting an integrated view. Now when you go to the enterprise architecture, we have business architecture, data architecture, application architecture and technology. That is enterprise architecture. There we are going to get a complete architectural view of the organization. So where we are going to place our organization, which model, how we are going to operate it. So when first we assess ourselves where we are, how we are operating it, especially the top management, understand then we will be able to implement the enterprise architecture very effectively. Now we see that same one, I have just elaborated the difference between the project management, portfolio management, enterprise architecture management, talks about the tasks to the architectural view, the orientation of the project management only the performance, then portfolio management investment model, the angle, then enterprise management agile angle. So the scope is a project specific, class specific, environment specific. The focus is qualitative, performance and delivery quantitative and relationship and dependencies, that's the enterprise architecture model. Methods, generally we have project management techniques and solution techniques, then the IT portfolio management, we have identification and evolution metrics, enterprise architecture management, modeling, how strong you are in modeling the organization, understanding the relationships. Then transformation impact is low in the IT management and very high in the enterprise architecture management. Framework, delivery framework, both are delivery framework, that is a design framework. So degree of realization is complete, partial and is developing. Architectural view is micro level, operational and micro business level that is an enterprise level, that's kind of differences. Once you know the top management know the actual differences of these, where how to implement the enterprise architecture in organization will be relatively become simple now. So at the same time, you have to see the maturity view of the management maturity. You look at the management maturity in these three layers. You require a high level of maturity when you start implementing enterprise architecture. Enterprise architecture, select the right things to do. We don't do the right things to, we don't select right things, we do the things generally. And the fourth one, do the things in the right order, then do things right. So the level of maturity from the down to bottom, very high level of maturity. What level of people which are positioning in these layers is very important. If the low level of maturity person, the capability person is at the, sitting at the top of an enterprise architecture, then you will not able to achieve the desired results. So this is also, organizations need to understand very effectively what is that now. So when you see the domains of enterprise architecture, these are the four domains, business architecture, application architecture, data architecture and technology architecture. You have specialized people in each area data architect, application architect, like that. Then the combining all these things when a solution is developed, the who is going to develop a solution architect. What is the capability of the solution architect come connecting to all the four domains? So for namesake solution architects are working in many of the IT areas, therefore it's failing it. So what level of capability a solution architect should have? That's a big question in many of the organizations. So there we have to pay a very important role in each domain as well as the solution architect role. Generally what kind of mistakes happen when we're doing an IT? IT for the sake of IT everybody does. Now today enterprise architecture came into the field then the first sake of enterprise architecture doing, people are all starting, okay we are also doing an enterprise architecture. So the both are going like a silos, how it happens there. Treating IT management and enterprise architecture management in silos. There is a department of enterprise architecture man where IT generally they start doing their own project. Selecting things to do in IT later on they will give you to enterprise architect assess whether it's proper or not. That's what is happening. That's why both are going as a kind of a parallel slightly little bit only overlapped manner. That's a major problem in the today's practice. Second one is enterprise architecture governance board. As soon as enterprise comes to the picture you have to form a board combining the business people and IT people. In the enterprise architecture board I have in my practice I find business stakeholders feel artifacts are not of their own advantage. And least interested in understanding IT. In the technology stakeholders in that board meeting they take a long time to understand the business unable to manage the business authority. So when the board meetings happens they are in their own domain of I want to be done I want that this is to be delivered fast but they don't try to give us empathy empathy or reward this IT people. IT people try to be in their own area of artifact that is not there this is not there. This is not the board actually enterprise architecture board effectiveness is not coming out. So in this process lack of role clarity in the solution architect enterprise architecture. Solution architect even you read about the Togoff architecture you find all the four domains where the solution architects fit into the entire domain is not much clear. There's the rule clarity is missing there and also in while implementing in enterprise architecture application rationalization is generally out of the scope. If you do the application rationalization out of the enterprise architecture you will not able to achieve the real benefits of an enterprise architecture. It has to be parallel to be done. It cannot be separated from the enterprise architecture. The another most important thing is master data management is a core of a data architecture and often neglected. Many organizations many people don't understand what is master data management? How does it need to be integrated with the enterprise architecture? In my knowledge all the enterprise architecture practices neglected the master data management portion and then try to do an enterprise architecture. They do only a data architecture point of component and a little bit in a siloed manner and then try to implement an enterprise. These are all the common mistakes generally happens now. So we need to integrate the IT which is happening in the organization and the enterprise architecture through a flows, workflows, common platform. So integrating IT practices without architectural view will result only process integration but left with the redundancies in technology components. Most of the people struggle with integration at the time of integration architectural view is completely missing. I need to integrate, I need to implement an IT at the same time bring the architectural view in the time of doing processing it. I cannot separate the architectural view at the time of implementation. What is the procedural interplay between the IT management and architectural landscape management? IT management is always going a procedural way. Architecture management is an architectural way. How do you do the interplay? How the both together go in hand to achieve the objectives? So what we need to do? We need to rediscover IT process with reference to the enterprise architecture. Whatever the existing IT process is not sufficient. Since the introduction of new actors, their business architect, application architect, data architect, technology architect, solution architect, enterprise architect, coming to the play, a crucial role in IT, IT process need to be redefined in the current practice. What are the processes? I'm giving an example of few process, hardware procurement process. You look at the existing process. How do you redefine with reference to these stakeholders? Software development procurement process, business requirement, identification, managing process, IT HR alignment process, inter-department workflow. Every process which is happening today in the organization to be really good in view of these current stakeholders, how the workflow will happen, develop a complete integrated information system. That's where the IT and enterprise architecture can be integrated. Integrating IT management with enterprise architecture should be a prescriptive treatment rather than a descriptive explanation. When I look at the framework, they're all descriptive. A lot of blocks are there. When you put in practice, how do I implement it? Different people implement it in different ways and may not lead to a correct result. So when you're dealing with IT management and enterprise architecture, you give a prescriptive description of doing an activity. That's what you need to redefine the processes in the organization. How do I do that? I'm giving an example here. In the business, the demand is raised in the business. It first goes through the business analyst or business architect to the business side. There's a specific role defined for them. Are they doing their job or not? How much of their business architecture job? How much business is doing? How is IT is doing? What is the importance of doing the business architecture by the business people rather than the IT people? If you look at many of the enterprise arts implementation, business architecture is drawn by the IT people rather than the business people. How do the business gain the capability of business architecture review? So ultimately, the enterprise architecture success will not come if the business doesn't have the capability of business architecture review. So once the business request is raised, analyzed, architecture review is taken with reference to the business architecture, then you should go to the development process. Application architecture, solution document. If it's a minor, it will directly go to the development. It's a major, it has to go to the architectural division. So enterprise architecture assessment is done by the technology architects, data architects and enterprise architecture with first level of assessment by the solution document prepared by the solution architect. Then goes to the quality assurance, quality and UVIT, and then security division before going to the production. So what are the divisions in the organizations? How they are fitting into the, while carrying out the enterprise architecture process into that. What they're doing their role effectively, this all to be done through an integrated work, automated workflow process, not in a paper document manner. Example I'm showing here, IT management enterprise architecture integration flow. Out of these many flows which you need to identify, each flow I need to define like this. Business request comes, put into the demand management portal. So that you'll be able to measure how many demands are coming with reference to what kind of business. Business will also understand how much demand I'm raising against the capacity of IT is having. So they will also able to see the capacity of the IT is this I have raised more demand. So I need to prioritize, I need to reduce, I need to eliminate such and the process they're able to do that. Demand request then it goes to the business analyst. He will analyze the request in a vertically, how the process flow. Document it using the standard BPM notation document. Then goes to the business architect. Then he will see the architectural fitness into the business architectural view. So he will analyze horizontally about the business only. No, you will not look at the IT component of it all. Then later on verify and validate the architectural fitness. Then go to the application architect. So application architect will design the application. Then give it to the solution architect. That means he will design these kinds of software. Where is the application architect, what does he does? So this is a function. Is it a part of the existing one of the application can it fit or can it be a separate software is required? So he will do the application fitment. Is it a part of an existing application or a separate application? Need to be developed, need to be procured. These kind of decisions are taken at the application architect level. He is supported by the application portfolio management software that's behind the system. Then we go to the solution architect. From solution architect, he will define the design, the solution, discuss the technology architect depending on the stack and all those things. And discuss the data architect with reference to how the information model, data attributes, where the sources, the destinations, how to map it and all those things. Those people, the data architect should have a knowledge about database trends. The technology architect will have a technology trends. These are all the knowledgeable people who is supporting the solution architect in designing the right solution. Then come to the enterprise architect's complete validation. Then go to the once the request gone to these processors in matured, yes, it can be accepted as a project, then only it's going to the demand management portal as a matured project. Then goes for an implementation. Project management happens there. So that's how we integrate enterprise architecture. So this technology architect will be accessing the application portfolio management. It'll update as soon as a complete application is developed and the project executed that contents to be upgraded into the application portfolio. Which application, what features, what factors, what are the impact, what are relations and all those. At the same time, master data management need to be updated. This is also important factor there. So this is a flow we need to integrate it. Most often I have mentioned it. Master data I mean out of the site while in enterprise architecture contribution. Many people don't understand clearly what is just my master data management, what role, who has to play, which role is also not clear. We need to integrate master data management with enterprise architecture. First understand master data. We have master data types, reference data, master data, application data. Reference architecture view of the reference and master data is centralized, application data is distributed. Characteristics is a global level, reference and master data, reference data. Master data is organizational level. The example is country codes, state codes. Master data is a product code, organization level, application level, loan codes, loan management system, or mission codes in a production system. So then when you know the categories, this data type, who has to play which role in the master data management? Where do you position the master data in the enterprise architecture integration that need to be done now? So what integrating data architecture with an enterprise architecture view? You have a business architecture one side, we have a technology architecture one side. There's a different stakeholders has to play a different role in each area. In the reference data, company master data, reference data and application master data view, each application based data view. Technical view is the transaction data, master data management, meta data management and operational data store and data warehouse for operational purpose. In this business architecture view, governance stakeholders, company corporate body, they have to play a major role in the governing the reference data. And the business owners have to take company master data, business owners. So that means the master data definition, unification is to be done by the business side, not the IT side. Most of the cases, the IT does the master data management. The single source of truth will be missing if the IT does it. Once they do that, if you assign that responsibility, if they take that responsibility, our master data management can be effectively integrated with the enterprise architecture management. So once we come to the transition, IT will be looking at only the operational data as well as data warehouse for the different purpose of business and CRM and business intelligence. So how we want you to integrate it now, take the business demand, have a business area architectural sessions with all those people, define a solution, let's set up group of people then, then define architectural application for full sessions with IT people, second group of people. So this group is first different, that group is different. I don't want to combine the two groups and discussing how the solution to be developed. Then technology implementation sessions by the project management people, then operations management about where to, how to do and all those things, service management, then integrated. That's what, in each and every area of activity, the inputs would come and be stored in the enterprise architecture meta data repository. So the measurement will automatically happen there. So considering all the aspects, we have designed a new approach of implementing enterprise architecture, federated dynamic architecture integration. So what we said is in a large organization, single enterprise architecture board is not working effectively. Your separated business architecture board, they will have a business integrated architecture view and the down in the technology architecture board. We need to conduit between the two. All the people sitting there discussing about is not giving an effective result. So business architecture board, the fundamental platform is a master data management system. Implement effectively, that is a business side. And the technology architecture side, these people will be fundamental platform, some is IT asset management, IT service management. So these are the fundamental platform between them. Then later on new applications will come, they will be fitting into one of the business. Based on each business vertical, we form a steering committee. There's a technical team. For that business team, there is an application portfolio management. Each business and application portfolio management. So that those applications later on, the across cross integration of the applications across the business is very rare. Therefore, we segregated the application portfolio management each business unit wise. However, it can be analyzed at a later stage. So in this framework, the chief data officer will sit at the master data management system level. He's responsible for the data and custodian codifications and all those things, you know. And the chief technology officer will sit at the down at ITM, ITSM level. And the chief information officer will be across the businesses. He's responsible to what information, who requires at what time, how to deliver. So this is the kind of framework. So what we say, why did we say it is a, the federated dynamic, why you call the federated? We are not implementing enterprise architects or taking the whole organization at a time. We are taking most critical important wherever I want. This is the most problematic business area. I will take that area, implement it as a standalone and build up the bottom board and the top board over a period of one year or two years time. I'm not building the first board and then start looking at everybody, looking at the whole holistic view. So whatever way I want to implement the enterprise architecture, it can be done through this model. That's why we call it as a FADAI. Generally, what happens to the current trend is innovation to transform. You bring a lot of innovation. But many organizations don't know how to innovate. Are you struggling to innovate? But our practice, our experience shows the way is transform to innovate. If you are innovative, you want to be innovative, first transform. Solution is implement enterprise architecture. Definitely enterprise architect will give some innovative idea to solve many of the unhidden mistake patterns in the organizations. So how do you ideate? What is the enterprise architecture approach? Will it give an idea to implement? New ideation? Yes, why not? Enterprise architecture knowledge repository you create. Analyze the relations. We got an experience. We have found some new solutions based on that. Market requirements, we know that. Consolidate and validate these master requirements. Then you combine these two, you get an ideation with taking some inputs from the technology changes. You do the proof of concept. If it is a file, go back and update it. If it's successful, then put it into a kind of a demand management. Definitely the enterprise architectural route will lead to new solutions for solving the new problems in the organization. This is the ideation to approach. So the last one is the most neglected discipline in the organization is ITHR with enterprise architecture. ITHR capability management, most neglected area. How do I do that? What kind of people to be placed in which positions? So in the enterprise architectural, we require these people, BA, DA, TA, EA. When you do project management, application architecture and solution architecture is important. When you're project management level, developer and project management level. So I need to skill the people to be positioned in each domain of enterprise architecture. For BPM skilled specialists, up to APM skilled specialists, APM we don't have today in the market new proper solution. We have developed our own solution of APM. Master data management specialist, most neglected area, ITAM and ITSM. Fundamentally we fix that ITAM, ITSM solution and the down, up at the master data management, you work on the enterprise architecture, you're able to implement the enterprise architecture more effectively than anybody else now. So the ITHR strategy you should have with reference to enterprise architecture. Not a general distinction. You should have a skill development and placement strategy, especially with reference to enterprise architecture. How do you do that? So basically whether domain or IT specialist, you assess the capability assessment and then map to the division. If the employees is useful through the formal inform, you assess them through the formal and formal feedback. If the skill is matching, assign it. The skill is not making, there is a gap and try to train them and feed them. This is not ad hocly to be done through a system, through a system flow, is one of the flow like previously I mentioned the development flow, the skill management capability flow, all through be done through a workflows automated systems. Then you can do the IT capability. If you are able to pay much attention to the IT capability management, enterprise architecture implementation will be much simpler. Without paying much attention, we're trying to do anything about that, then it is only for the namesake we are implementing enterprise architecture. The takeaway is we must strongly integrate BPM, MDM, APM, ITAM, ITSM with HR through a workflow system. Otherwise, EA remains as a siloed knowledge repository. That's thank you. Thank you so much, Dr. Rao. You have a smorgasbord of questions queued up and ready for you, so why don't you take a seat and we'll walk through some of these together. So I can see from a few of the questions that it would be helpful to have a level set about the state bank of India and the open group. So you are a brand new member with us and recently joined the IT for IT forum. Some of the questions are around, are you currently using Togaf in state bank of India and are you using, what is your intentions with IT for IT? No, Togaf, we are framework is Togaf only, but implementation methodology is slightly, we are changing to meet our complex situations. Framework is Togaf. Very good, okay. Let's get into some... That's what I mentioned, Togaf is a descriptive. We are converting into a prescriptive model by the time of implementation. Okay, thank you for clarifying. We have several questions around Agile, so I'll give you an example of some of those. Is this framework applicable to Agile projects and let's see if I can get the other one up here at the same time so you can think about that one. How are agile practices affecting the way EA should work and changing the role of an architect, for example, continuous delivery? See, Agile, according to me, which is applicable to Agile projects, but people don't understand in a true sense what is Agile. Agile, while the time of implementation, ad hoc way of doing things is agile. So previously, without the agile methodology, people were doing all the implementation in ad hoc manner, but there's no formalism incorporated into that process, short processes. Now, agile means they do the same ad hoc manner, the things in small pieces, with a formal approach. That's what... So whatever process we do, all agile, most of the things are agile, we are depending on the kind of solution. If the solution requirements are freezed, no need of changing in between, then they need to go for an agile. If the solution output can be delayed for some time, I can go for a water ball model. That we don't just simply jump into the wagon of agile, agile, agile. What is the situation? Is it agile model is required? Whether requirement of the business is not clear? Then I will show an agile model showing that this is how the requirement will be met through an agile model. Otherwise my personal opinion is I prefer it to be a waterfall model because that will put the people in the initial stage of thinking process. When I start agile, nobody thinks only at the time of situation they will start thinking. So think thoroughly in the beginning, then plan it, develop it. So when you want to development time, only you start doing an agile process. What is there in agile? Formalize the process of doing it. Development only agile. Your thinking should not be an agile. I see. And in the state bank of India, is there an evolution right now or any kind of policies that you might want to share about the adoption or the applicability of agile? Has it been formalized at all about your future roadmap? Our board has approved the policies, in reference to the enterprise architecture, where the application development, there's a policy in place. Okay. This was a fairly generic question, so you may be able to take this where it applies to your bank, but the question was simply what role does Togoff play? And I'm assuming that the person meant in the content, the model that you represented, or maybe they meant in state bank of India? The Togoff gave the knowledge of the body for us how to do, where we got the knowledge of implementing enterprise from only from the Togoff. Very good, we want to hear that. It's playing a major role. So we are certifying our people, not only that, we encourage people to go for Togoff certification, who certify, we'll pay reimbursed the fees, and we also pay some honorarium to them who passes certification of the Togoff. Excellent. I think we just have time for one more. Here's one for you. How do you ensure that during application development, the IT management requirements capabilities are covered in that concept of shift left, that you heard a little bit about it this morning from the other speakers? And so their examples were instrument monitoring, standard logging, updating the service catalog, et cetera. So how do you ensure that during application development, the IT management requirements and capabilities get covered? The capabilities, now we are building the capabilities as far as the, in the process called ITSM, ITAM platform we already set in place. In place of the development of the application with reference to the people capability, we are building it. We don't have a large number of people in the organization. We are trying to hire people and do on base. We have the contract basis, hire basis, permanent basis. All the three models are there. So depending on the need, we'll be applying any of the model depending to cover the capabilities. Okay. I think we, there's one other question about IT for IT and that might be a little early but I think people are interested to know how does IT for IT help the state bank of India in your evolution? Is that happening or is it you're just starting the journey to investigate IT for IT? No, the IT for IT, we were doing long back without knowing that we are doing IT for IT. So now this new terminology gave us some kind of thought process, oh, this is what is IT for IT. We have to do it much more formal way. Definitely IT for IT has to, will definitely help the bank. Every organization has to look for IT for IT. Everybody looking for IT for business only. When you look properly IT for IT, then look for IT for business. They may be, that may give a better results. Yeah, okay. So we should go that route. Excellent. Well, we're delighted to have state bank of India with us now with the open group. Both of us experienced TOGAP users and soon to be experienced IT for IT users. Thank you so much for being with us today. Thank you. Let's give Dr. Rao a round of applause. Thank you. Thank you.