[Employee Engagement Survey Results with City of McKinney Employees ]
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LET'S DO IT AGAIN ONE MORE TIME.IT'S 8 31, SO WE FIGURED WE'D GET IT GOING.
UH, MY NAME IS PAUL GRIMES, YOUR CITY MANAGER, JOE MOO'S OVER HERE, THE GREAT JOE MOOLA, UH, READY TO KICK US OFF THIS MORNING.
HE'S GONNA KINDA WALK THROUGH SOME OF THE DETAILS.
SO HERE'S WHAT THE FORMAT OF THIS IS GONNA BE.
FIRST OF ALL, WE'RE BEING RECORDED BECAUSE THEY'RE, THEY'RE DOING A RECORDED VERSION IN CASE ANY EMPLOYEES WANNA WATCH IT LATER.
SO BEAR WITH US AS WE, UH, WALK AROUND WITH MICROPHONES ON US.
SO WE'RE GONNA, UM, I'M GONNA MAKE A FEW INTRODUCTORY COMMENTS, AND THEN JOE'S GONNA GO INTO THE MEAT OF THE SURVEY.
WE DO THIS NOW, UM, THIS IS A THIRD TALENT MAP SURVEY WE'VE DONE.
THIS IS SOME ORGANIZATIONS CALL THIS CLIMATE A CLIMATE SURVEY IN THE INDUSTRY, IN THE FIELD OF ORGANIZATIONAL DEVELOPMENT, ET CETERA.
THEY CAN CALL 'EM THAT, OR IT'S AN ENGAGEMENT SURVEY, IS KIND OF HOW WE KNOW IT, BUT IT'S, THE INTENT OF IT IS TO MEASURE THE LEVEL OF ENGAGEMENT, WHAT, HOW THINGS ARE GOING FROM THE EMPLOYEE'S PERSPECTIVE SO THAT WE CAN TAKE THAT INFORMATION AS A DATA POINT AND EVALUATE IT AND MAKE CHANGES, UM, UH, IF NECESSARY.
AND, AND THE OTHER TWO THAT WE'VE DONE, WE DID ONE IN 2017.
IN BOTH OF THOSE SURVEYS, WE ACTUALLY INSTITUTED SOME CHANGES AS A RESULT OF THE FEEDBACK WE GET FROM EMPLOYEES.
SO, NO, WE EXPECT THE SAME THING HERE.
SO WE'LL GET INTO THAT IN A LITTLE BIT.
SO THEN, UM, I'LL GIVE, SO JOE WILL GIVE THE DETAILS, AND THEN I'LL KIND OF GIVE A SUMMARY OF SOME OVERALL IMPRESSIONS OF WHAT I'VE SEEN, UM, IN THE SURVEY.
AND THEN WE'RE GONNA OPEN IT UP FOR Q AND A.
AND THAT'S WHERE THE REALLY GOOD PART IS, BECAUSE THE INTENT IS TO TRY TO ANSWER SOME OF YOUR QUESTIONS THAT YOU MIGHT HAVE AS WE GO.
SO, UM, WITH THAT, DOES THAT SOUND OKAY IN TERMS OF A FORMAT? PRETTY STRAIGHTFORWARD.
AND, UH, WITH THAT, JOE, YOU'RE GONNA LAUNCH INTO YOUR, DID YOU WANNA COVER PRESENTATION? OH, YES, I'M SORRY.
UM, A COUPLE OF THINGS TO KEY POINTS TO MAKE, UH, I TOUCHED ON EARLIER.
WE DO LISTEN AND WE DO MAKE CHANGES.
WE'VE DONE THAT, AND THAT'S EVIDENCED BY THE PREVIOUS TWO SURVEYS THAT WE'VE DONE.
UM, THERE IS THE WORK, THE, THE, UM, THE FEEDBACK WE GOT FROM FOLKS WHO PARTICIPATED IN THE SURVEY IS ABSOLUTELY CONFIDENTIAL.
WE SAY THAT EVERY TIME BECAUSE IT'S TRUE, EVERY TIME.
THE COMPANY WE WORK WITH TALENT MAP, THEY'RE OUT OF CANADA.
THEY DON'T EVEN KNOW WHERE MCKINNEY IS.
BUT, UH, THEY, THEY, UM, ARE DO A VERY GOOD JOB OF MAKING SURE THAT THE INFORMATION IS PROTECTED.
THEY HAVE CERTAIN, UM, UM, FEATURES IN THE SURVEY TO PROTECT AGAINST SMALLER GROUPS LIKE SMALL DEPARTMENTS.
BUT IF IT'S BELOW, IF THE DEPARTMENT'S BELOW A CERTAIN NUMBER OF PEOPLE WHO PARTICIPATE, WE WON'T GET THAT.
THEY BLEND IT TOGETHER AS AN AGGREGATE.
SO WE CAN'T TELL ANY ONE RESPONSE.
WE DON'T WANNA KNOW ANY ONE RESPONSE, BUT JUST IN CASE YOU'RE CONCERNED ABOUT THAT, PLEASE REST ASSURE THIS IS A CONFIDENTIAL SURVEY.
OUR RESPONSE RATE WAS 65%, UH, WHICH IS PRETTY DARN GOOD.
THAT'S IN LINE WITH WHERE WE WERE IN THE PREVIOUS YEARS TO GET 65% OF OUR FOLKS TO PARTICIPATE IN THESE SURVEYS IS, IS PRETTY GOOD.
I'D LIKE TO SEE IT AT 75%, BUT IT'S OKAY.
WE'LL KEEP WORKING AT IT NEXT TIME.
WE'LL DO THESE EVERY TWO TO THREE YEARS.
UM, AND THEN, UM, WE TALKED ABOUT CONFIDENTIALITY.
NOW THE LAST THING I WOULD JUST SAY IS THANK YOU VERY MUCH FOR PARTICIPATING.
FOR THOSE OF YOU WHO DID, THERE MAY BE A FEW OF YOU WHO DIDN'T DO THE SURVEY, BUT YOU'RE CURIOUS TO SEE WHAT THE RESULTS WERE ANYWAY, AND THAT'S FINE TOO.
WE APPRECIATE YOU BEING HERE TODAY.
UH, WE THINK EMPLOYEES THAT ARE ENGAGED AND ARE INTERESTED IN LEARNING ABOUT THESE TYPES OF THINGS ACTUALLY MAKES FOR A BETTER EMPLOYEE BECAUSE YOU'RE ACTUALLY DOES TELL US THAT YOU'RE ENGAGED AND YOU'RE CURIOUS AND YOU WANT KNOW.
SO WITH THAT, THANK YOU, JOE FOR THE REMINDER.
YOU'RE, YES, SIR, IT'S ALL YOURS FOR NOW.
WE'VE GOT A TON OF CHARTS TO GO THROUGH HERE WITH ABOUT 20, 25 CHARTS, BUT, UH, I'LL GO THROUGH THEM PRETTY QUICKLY.
BUT WE WANTED TO MAKE SURE YOU SAW THE SAME EXACT CHARTS THAT WERE PRESENTED TO THE CITY MANAGER AND THE EXECUTIVE LEADERSHIP TEAM, SO YOU CAN GET A FULL PICTURE OF KIND OF WHAT THE OVERALL RESULTS WERE.
BUT I'LL GO THROUGH IT FAIRLY QUICKLY.
AND AS PAUL SAID, THE WHOLE IDEA IS TO BUILD IN ENOUGH TIME AT THE BACK END TO TAKE YOUR QUESTIONS AND TO HAVE JUST AN OPEN DISCUSSION WHERE WE GO FROM HERE AS A CITY.
UH, SO THANK YOU FOR BEING HERE, AND, UH, THANKS FOR ALL YOU DO FOR THE CITY.
AND BY THE WAY, HAPPY THANKSGIVING TO ALL YOU AND YOUR FAMILY SINCE THANKSGIVING IS COMING DOWN.
AND ALTHOUGH WE'VE GOT A LOT OF CHALLENGES IN LIFE, I THINK WE ALSO HAVE A AWFUL LOT TO BE THANKFUL FOR, RIGHT? OKAY.
UM, WITH THAT, UM, THIS CHART, UH, THE FIRST FEW OF THESE CHARTS ARE JUST STAGE SETTERS FOR WHEN I GET INTO ACTUAL RESULTS SURVEY RESULTS.
THIS ONE JUST BASICALLY SHOWS THE PROCESS THAT WE FOLLOW AS WE GO THROUGH.
SO EVERYTHING ON THE RIGHT SIDE OF THE WHEEL IS ALREADY DONE.
THAT'S THE BACK OF THE HOUSE STUFF, THE PREPARATION, THE FINAL REVIEW, THE DISTRIBUTION, GATHERING, THE DATE AND ALL THAT.
NOW WE'RE OVER ONTO THIS SIDE OF THE CHART, WHICH IS WHY WE'RE HERE TODAY TO SHARE THE INFORMATION, TO CLARIFY THE INFORMATION, TO TALK ABOUT IT, TO SEEK A LITTLE ADDITIONAL FEEDBACK IN THE Q AND A SESSION WITH YOU ALL, ET CETERA.
SO THAT'S JUST THE OVERALL PROCESS THAT WE FOLLOW.
UH, SECONDLY, LET'S JUST KIND OF GET EVERYBODY LEVEL SET ON WHAT THIS COMPANY MEANS WHEN THEY SAY ENGAGEMENT, WHAT WE THINK, AND THEY USE A HEAD, A HEART, AND
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A HANDS APPROACH.AND THAT'S BECAUSE RESEARCH SHOWS THAT IF YOUR HEAD IS IN THE GAME AND YOU LIKE WHAT YOU'RE DOING AND YOU LIKE WHERE YOU WORK, IT'S REFLECTED IN YOUR BEHAVIORS AND YOUR ATTITUDE AND THE WAY THAT YOU ACTUALLY PERFORM YOUR JOB.
A LOT OF US IN THE ROOM HAVE CHILDREN, AND I THINK IT'S REALLY EASY PEASY TO UNDERSTAND THIS.
WHEN WE TALK ABOUT OUR KIDS, IF THEIR HEAD IS IN THEIR SCHOOLWORK AND THEIR HEARTS, IN THEIR SCHOOLWORK OR MUSIC OR SPORTS OR SCOUTS OR CHURCH OR WHATEVER, YOU SEE IT IN THAT THEY PERFORM, THEY USE WHAT'S CALLED DISCRETIONARY EFFORT.
THEY WORK A LITTLE BIT HARDER AND THEY GET REALLY GOOD AT WHAT THEY DO.
AND THE SAME THING APPLIES TO US AS ADULTS.
THAT'S WHAT ENGAGEMENT BASICALLY IS.
WE'RE HEADS OUR HEARTS INTO IT, AND OUR HANDS ARE INTO IT, AND IT AFFECTS THE WAY THAT WE DO OUR JOBS, RIGHT? BY THE WAY, IF YOU'RE OUT THERE DOING INTERVIEWS TO HIRE A NEW MEMBER OF YOUR TEAM, THAT'S EXACTLY WHAT YOU'RE LOOKING FOR, RIGHT? THE NEW EMPLOYEE WHOSE HEAD IS INTO IT, THEIR HEART'S INTO IT, AND IT'S REFLECTED IN THE WAY THAT THEY DO THEIR JOB TO SUPPORT THE TEAM.
UM, AND THE LAST ONE HERE JUST IS A QUICK SNAPSHOT OF ALL OF THE DIFFERENT AREAS OR DIMENSIONS THAT WERE ON THE SURVEY JUST AS A REFRESHER.
THERE'S AN AWFUL LOT THERE, RIGHT? UM, THEY CALL 'EM DRIVERS AND THEY LABEL THREE OF THESE DIFFERENT DIMENSIONS AS KEY DRIVERS TO PAY A SPECIAL ATTENTION TO.
NOT THAT ALL OF THEM AREN'T IMPORTANT.
THEY ALL ARE IMPORTANT, RIGHT? AND IF YOU WORK YOUR WAY TO THE RIGHT ON THIS CHART, IT GETS INTO BASICALLY THE RHYME AND REASON ABOUT WHAT THIS CAN LEAD TO, AND EMPLOYEES THAT ARE MORE ENGAGED OR MORE APT TO BE ALL IN, ET CETERA, AS OPPOSED TO JUST GOING THROUGH THE MOTIONS.
AND THAT CARRIES OVER TO THE CITIZENS THAT WE SERVE IN THE WAY OF INCREASED CUSTOMER SATISFACTION, CUSTOMER SERVICE, ET CETERA.
BUT IT ALSO AFFECTS US INTERNALLY.
IN OTHER WORDS, IT DRIVES UP LOYALTY, IT DRIVES UP LEVELS OF TRUST, IT DRIVES UP RETENTION TO KEEP GOOD PEOPLE IN THE CITY OF MCKINNEY VERSUS GOING SOMEWHERE ELSE, RIGHT? SO, FOR SELFISH REASONS, IT'S GOOD FOR US INTERNALLY AND IT'S ALSO GOOD FOR THE COMMUNITY THAT WE SERVE.
OKAY? HAVING SAID THAT, LET'S GET INTO THE RESULTS NOW.
AND I'LL START WITH HOW THE DATA ARE PRESENTED.
ALL OF THE CHARTS THAT I'M GONNA SHARE WITH YOU IN A FEW MINUTES, LOOK EXACTLY LIKE THIS ONE.
SO THIS IS THE WAY THEY PRESENT THE DATA AT THE TOP ONE UP HERE WILL BE THE OVERALL REPORT CARD FOR THAT DIMENSION OR THAT DRIVER WORK ENVIRONMENT, UH, SENIOR LEADERSHIP, ET CETERA.
IT IS COMPOSED OF SORT OF THE MEAN AVERAGE OF THE BUCKET OF QUESTIONS THAT RELATE TO THAT IN EACH OF THOSE DIFFERENT DIMENSIONS.
THE NUMBER IS THE PERCENTAGE WHO RESPONDED, BLUE IS GOOD, GRAY IS NEUTRAL, AND ORANGE IS NOT SO GOOD.
THE RESPONDENTS HERE SAID, I AGREE OR STRONGLY AGREE WITH THE QUESTION.
WHEN IT'S NEUTRAL, THEY SAY, I NEITHER AGREE NOR DISAGREE.
AND WHEN IT IS ORANGE, THEY BASICALLY SAY, I STRONGLY DISAGREE OR DISAGREE, IF THAT MAKES SENSE.
AND AGAIN, THESE ARE PERCENTAGES OVER TO THE RIGHT.
YOU'LL SEE TWO COLUMNS, NOT THREE, AND THE, AND YOU'LL SEE A STRING OF NUMBERS WITH PLUSES AND MINUSES.
THE FIRST COLUMN IS GOING TO COMPARE THE 2022 RESULTS WITH THE LAST TIME WE DID THIS, 20, 20 PLUS OR MINUS.
AND THEN THE RIGHT, THE COLUMN TO THE RIGHT OF IT IS GOING TO BE HOW THE CITY OF MCKINNEY DID COMPARED TO A SO-CALLED BENCHMARK, WHICH IS 25 OTHER CITIES THAT ARE ABOUT THE SAME SIZE AS THE CITY OF MCKINNEY, IF THAT MAKES SENSE.
UM, YOU'LL OCCASIONALLY SEE AN NA IN THERE, AND THAT'S FOR ONE OF TWO REASONS.
UM, IF THE QUESTION WASN'T ASKED LAST YEAR, THEY DON'T HAVE ANYTHING TO COMPARE IT TO.
FOR EXAMPLE, THERE'S A SECTION ON MENTAL HEALTH IN THIS SURVEY THAT WASN'T IN THE PREVIOUS SURVEY.
SO IT WOULD BE NA OR IF IT WAS A MCKINNEY UNIQUE QUESTION, IF WE ASKED THE QUESTION ABOUT RISE VALUES, FOR EXAMPLE, THEY CAN'T COMPARE THAT TO THE BENCHMARK CITIES, IF THAT MAKES SENSE.
UM, SO HAVING SAID THAT, I'LL LET THE CAT OUT OF THE BAG.
AND THIS, THIS IS THE OVERALL REPORT CARD FOR THE CITY IN EACH AND EVERY DIMENSION THERE.
AND AS YOU CAN SEE, WE'RE DOING PRETTY DARN GOOD IN A LOT OF AREAS.
AND THERE'S BEEN SOME SO-CALLED SLIPPAGE, PRETTY SIGNIFICANT SLIPPAGE IN TWO AREAS, IN PARTICULAR COMPENSATION, AND MORE TO FOLLOW ON THAT AND WORK LIFE BALANCE.
AND WE KNOW WHAT'S BEEN GOING ON WITH E R P AND AIRPORT CONSTRUCTION AND CODE OVERHAUL FOR OVER THE PLANNING DEPARTMENT, ET CETERA.
THAT'S PUTTING SOME STRESS ON THE, ON THE ORGANIZATION.
UH, GARY, I JUST SAW YOU BACK THERE.
HOW YOU YOU FEELING? RIGHT? DOING GREAT.
I'M GLAD EVERYTHING WENT OKAY.
UM, SO I'LL GO THROUGH EACH AND EVERY ONE OF THESE NOW SEPARATELY, IF THAT MAKES SENSE.
OH, UH, THE PATTERN ON THE RIGHT THERE, YOU ARE GOING TO SEE THROUGHOUT THE PRESENTATION.
IN OTHER WORDS, THERE HAS BEEN SLIPPAGE ACROSS THE BOARD COMPARED TO 2020.
AND, UH, COMPARED TO THE BENCHMARK CITIES, THE CITY OF MCKINNEY IS DOING QUITE WELL THERE COMPARED TO OTHER CITIES.
THE FIRST ONE HERE IS VISION AND VALUES.
UH, THAT'S A SO-CALLED KEY DRIVER.
THIS IS THE FIRST, AND THERE'S BEEN REALLY
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NOT MUCH CHANGE AT ALL THERE COMPARED TO 2020.SO THE ADVICE THAT THE TALENT MAP FOLKS SAYS, KEEP YOUR FOOT ON THE GAS PEDAL WHEN IT COMES TO VISION AND VALUES.
UM, THE NEXT ONE HERE IS INNOVATION AND DECISION MAKING.
AND JUST LIKE THE FIRST ONE, THERE HASN'T BEEN A LOT OF CHANGE WHEN IT COMES TO INNOVATION AND DECISION MAKING.
AND AGAIN, THE PATTERN ERRORS DO ARE DOING PRETTY GOOD.
I NEGLECTED TO SAY THERE ARE A COUPLE OF NOTES AT THE BOTTOM HERE THAT SORT OF SUMMARIZE THE KEY COMMENTS THAT WERE MADE.
THE FILL IN THE BLANK TYPE COMMENTS.
IN THIS CASE, UH, 39% SAID, I'M SATISFIED WITH INNOVATION AND DECISION MAKING THE CITY.
AND THEN 29% SAID BETTER COMMUNICATION WOULD IMPROVE THAT IN THE CITY.
UH, THE NEXT KEY DRIVER HERE IS SENIOR LEADERSHIP, AND THERE'S BEEN SOME SLIPPAGE THERE.
UH, MR. GRIMES IS GONNA TALK ABOUT THAT IN A FEW MORE MINUTES.
AND, UH, IN OTHER WORDS, UH, SOME AREAS THAT THE SENIOR LEADERSHIP NEEDS TO PAY ATTENTION TO, MAKING SURE THAT THEY'RE SETTING CLEAR GOALS, MAKING SURE THAT THOSE GOALS ARE REALISTIC, UM, UH, BEING A LITTLE BIT MORE CONSISTENT IN THE WAY THINGS ARE ENFORCED ACROSS THE CITY AND ALL THE DEPARTMENTS, ET CETERA.
SO, MR. GRIMSEY GONNA TALK A LITTLE BIT MORE ABOUT THAT ONE.
AND HERE'S THE BIG ONE, THE COMPENSATION, UH, EMPLOYEES WERE LOUD AND CLEARER THAT WE'VE LOST GROUND HERE.
TRUTH BE KNOWN WHEN YOU'VE HAD THE HIGHEST INFLATION RATES IN 40 YEARS, IT'S PRETTY DARN TOUGH TO CATCH UP.
AND ALL OF US KNOW WHEN WE'RE PAYING THE RENT OR GASSING UP THE CAR, BUYING GROCERIES, THAT THINGS ARE DIFFERENT NOW THAN THEY WERE ABOUT A YEAR AGO, RIGHT? SO COMPENSATION IS ONE THAT MR. GRIMES IS GONNA TALK ABOUT TOO.
THERE ARE ALREADY SOME THINGS IN THE, UH, TAKING PLACE RIGHT NOW TO HELP SORT OF TRY TO DEAL, DEAL WITH THIS CHALLENGE OF THE CITY.
UH, OKAY, THE NEXT ONE IS WORK ENVIRONMENT.
AND, UH, PRETTY HIGH SCORES ACROSS THE BOARD.
THERE'S LOOKING PRETTY GOOD AND NOT SIGNIFICANT CHANGE.
UM, AND I THINK ALL OF YOU KNOW THAT THE CITY OF MCKINNEY IS COMMITTED TO DO A LOT OF GOOD THINGS TO HELP IMPROVE THE WORK ENVIRONMENT.
UH, JUST BROKE GROUND ON A NEW 175,000 SQUARE FOOT CITY HALL, WHICH IS GONNA BE HUGE.
A HUNDRED MILLION DOLLAR PROJECT.
MANY OF YOU IN PUBLIC WORKS MOVED FROM YOUR OTHER FACILITY TO THE RENOVATED JOHN DEERE FACILITY.
HUGE IMPROVEMENT IN WORK ENVIRONMENT, RIGHT? UH, SENIOR REC CENTER AND OLD SETTLERS.
UH, MAJOR RENOVATIONS IN THOSE TWO FACILITIES, TURNED THEM INTO SHOWCASES, DRAMATICALLY IMPROVED.
IT WORKED UNDERWAY AT THE AIRPORT, PLANNING UNDERWAY FOR A NEW, UH, MCKINNEY FIRE DEPARTMENT ADMINISTRATION OR HEADQUARTERS BUILDING, ET CETERA.
SO THAT'S GONNA GET BETTER OVER TIME.
UH, NEXT ONE HERE IS PERFORMANCE FEEDBACK.
AND, UH, THIS ONE IS A TOUGH NUT TO CRACK FOR ANY ORGANIZATION.
I'VE BEEN AROUND THE BLOCK FOR A NUMBER OF YEARS AND ORGAN IT MY WHOLE ADULT LIFE.
PEOPLE HAVE STRUGGLED WITH TRYING TO FIGURE THIS ONE OUT.
IT'S JUST NO MATTER, DO IT THIS WAY.
AND THEN PEOPLE ARE MAD AT YOU BECAUSE THEY LIKED IT THIS WAY, ET CETERA.
IT'S A REALLY TOUGH ONE TO FIGURE OUT, AND WE'VE MADE SOME CHANGES TO THAT BASED ON INPUT.
MR. GRIMES WILL TALK TO IT IN A FEW MINUTES HERE, BUT THIS IS ONE THAT WE NEED TO CONTINUE TO LOOK AT TO SEE IF THERE'S SOMETHING WE CAN DO TO WORK THE MARGINS AND MAKE IT BETTER.
UM, PROFESSIONAL GROWTH IS, UH, IS ANOTHER ONE WHERE HASN'T BEEN SIGNIFICANT CHANGE FROM 2020, AND WE'RE DOING FAIRLY WELL COMPARED TO THE BENCHMARK CITY THERE.
UM, THE WAY EMPLOYEES VIEW PROFESSIONAL GROWTH IS, AM I IN A POSITION WHERE I CAN GET PROMOTED AND CONTINUE TO ADVANCE THE ORGANIZATION? THEY LOVE ALL THE DIFFERENT TRAINING OPPORTUNITIES AND CLASSES AND WORKSHOPS AND SEMINARS WE OFFER, BUT AT THE END OF THE DAY, WHEN THEY THINK PROFESSIONAL GROWTH, THEY THINK OPPORTUNITIES TO ADVANCE.
QUICK SHOW OF HANDS, HOW MANY OF YOU IN THE ROOM HAVE BEEN PROMOTED SINCE YOU'VE BEEN WORKING FOR THE CITY OF MCKINNEY? ALL RIGHT, ABOUT 40%.
40% OF YOU, WHICH IS PRETTY GOOD.
HOW MANY HAVE BEEN HAD RECLASSIFICATION TO KIND OF LOOK AT YOUR JOB AND SORT OF RECLASS IT AND BUMP IT UP A LITTLE BIT? ANYBODY IN THAT BOAT? OKAY, WE HAD ONE BACK HERE.
UH, SINCE MR. GRIMS GOT HERE, HE'S TRIED TO SAY, HEY, AND PROMOTE FROM WITHIN WHEREVER THAT'S POSSIBLE TO DO.
AND, AND I THINK THE CITY HAS MADE SOME PROGRESS ON THAT WHEN IT COMES TO OPPORTUNITIES TO ADVANCE.
UH, NEXT ONE HERE IS WORKLIFE BALANCE, AND THAT'S WHERE I SAID WE'VE SEEN SOME SLIPPAGE AND I MENTIONED THINGS LIKE E R P AND SOME THINGS THAT ARE REALLY PUTTING SOME STRESS ON THE ORGANIZATION.
MR. GRIM IS GONNA TALK ABOUT THAT, UH, IN A FEW MINUTES, SO I'LL JUST KIND OF KEEP GOING IF THAT'S OKAY.
INFORMATION IN COMMUNICATION, UH, ACTUALLY SEEN A LITTLE UPTICK THERE.
THESE NUMBERS ARE NOT WHERE THEY COULD BE, BUT OVERALL, IT'S PRETTY MUCH WHAT, LIKE IT WAS LAST YEAR.
UH, BY THE WAY, WHEN YOU SEE PLUS ONE OR PLUS TWO, THE MARGIN OF ERROR ON THESE SURVEYS IS ABOUT ONE AND A HALF PERCENT.
AND SO KIND OF KEEP THAT IN MIND.
SO YOU REALLY, YOU'RE LOOKING AT THREE OR FOUR OR FIVE PERCENTAGE POINTS TO KIND OF MOVE THE NEEDLE ONE WAY OR ANOTHER, IF THAT MAKES SENSE.
UM, NEXT ONE UP HERE IS TEAMWORK.
UM, A LITTLE BIT OF SLIPPAGE THERE.
UM, BUT, UH, THE EMPLOYEES HAVE HAVE SAID, I'M 41% SATISFIED WITH TEAMWORK, AND 28% SAID THEY'D LIKE TO SEE MORE OPPORTUNITIES FOR COLLABORATION AND KINDA GET TOGETHER AND BREAK DOWN SOME OF THOSE ORGANIZATIONAL
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SILOS, IF YOU KNOW WHAT I MEAN.UH, THE NEXT ONE UP IS CUSTOMER FOCUS.
UH, THERE'S BEEN SOME SLIPPAGE THERE, UM, DOWN HERE AT THE BOTTOM OR TWO THAT SAID, ARE WE LISTENING TO WHAT THE CUSTOMER'S TELLING OR TELLING US AND DOING SOMETHING ABOUT IT? IT SEEMS THAT THERE'S SOME WORK THERE.
WE'VE SEEN SOME SLIPPAGE HERE, SO, UM, I THINK THAT MAYBE THAT'S AN AREA THAT WE COULD WORK ON IN THE CITY.
UM, WHAT DO YOU THINK OF THE PERSON YOU REPORT TO, YOUR IMMEDIATE SUPERVISOR OR MANAGER AND THE REPORT CARD? THERE IS, UH, NOT MUCH DIFFERENCE FROM 2020 ACROSS THE BOARD AND PRETTY DARN HIGH SCORES, UH, WHICH IS GOOD.
AND, UM, IT'S KIND OF NICE TO SEE WHEN EMPLOYEES SAY THAT MY SUPERVISOR KNOWS ME AS A PERSON AND CARES ABOUT ME, AND CARES ABOUT MY FUTURE AND ALL THAT, THAT'S THE WAY IT'S SUPPOSED TO BE.
THAT'S PART OF HPO, RIGHT? JUST, UH, TAKING CARE OF TAKING CARE OF YOUR DIRECT REPORTS AND MAKING IT A GREAT PLACE TO WORK.
UM, SAFETY IS, UH, REALLY HIGH SCORES, UH, ABOUT THE SAME AS 2020.
AND GUESS WHAT? EVERYBODY ELSE SEEMS TO HAVE REAL HIGH SCORES IN THE YEAR 2022.
UH, SAFETY IS IMPORTANT IN THE CITY OF MCKINNEY, AND SAFETY IS IMPORTANT ACROSS THE BOARD.
IT'S NOT THE OLD SWEAT SHOT SWEAT SHOP DAYS OF LIKE THE INDUSTRIAL REVOLUTION AND ALL, UH, DIVERSITY AND INCLUSION.
UH, A LITTLE BIT OF CHANGE, A COUPLE UPTAKES ACTUALLY.
AND, UH, COMPARED TO, UH, 2020.
AND THAT'S THE BENCHMARK COMPARISON THERE.
UH, MR. GRIMES, I THINK IS GONNA SAY A FEW WORDS ABOUT DIVERSITY AND INCLUSION, UH, AND ANNOUNCING THE, THE ROLLOUT OF A DIVERSITY EQUITY INCLUSION STATEMENT AT CITY OF MCKINNEY.
WHEN WE GET INTO EARLY NEXT YEAR, UH, MENTAL HEALTH IS THAT NEW CATEGORY I MENTIONED THAT HASN'T BEEN ASKED BEFORE, WHICH IS WHY YOU HAVE ALL THOSE NAS.
UM, SO THE ONLY THING WE CAN REALLY COMPARE OURSELVES TO IS THE BENCHMARK CITIES.
AND AS YOU CAN SEE, UH, THE CITY OF MCKINNEY, OUR EMPLOYEES ARE TELLING US, UH, WE'RE DOING PRETTY GOOD COMPARED TO WHAT OTHER EMPLOYEES TELL THEIR CITIES ACROSS THE BOARD.
UH, MR. GRIMS GONNA COMMENT ON THIS ONE TOO, SO I'LL JUST KEEP GOING IF THAT'S ALL RIGHT.
UH, AND THEN WE'RE ALMOST DONE.
SO THANKS FOR HANGING WITH ME.
UH, AT THE VERY END OF THE SURVEY, THEY JUST ASKED, HAVING CONSIDERED EVERYTHING THAT YOU'VE JUST BEEN ASKED, DO YOU LIKE YOUR JOB? ARE YOU SATISFIED WITH THE JOB THAT YOU HAVE? AND, UH, 79% OF OUR EMPLOYEES SAID YES, WHICH WAS GOOD.
AND IT'S A NEW QUESTION, SO THERE ARE NO BENCHMARKS THERE TO COMPARE IT TO.
SO IT, IT'S PRETTY GOOD TO SEE THAT, UM, UH, SAID DIFFERENTLY.
ONLY ONE IN 10 CITY OF MCKINNEY EMPLOYEES WOULD DISAGREE AND FEEL THAT THEY'RE NOT REALLY SATISFIED WITH THE JOB THEY'RE IN RIGHT NOW.
NOW THIS IS, UH, SOMETHING NEW THAT YOU HAVEN'T SEEN BEFORE.
UM, JOSH, UH, KINDA WORKED WITH THE TALENT MAP AND WE WERE ABLE TO TAKE A LOOK AT A COUPLE OF HEAT MAPS.
AND THE HEAT MAP FOR THIS ONE IS GENERATIONS IN THE WORKFORCE.
THESE ARE THE OVERALL SCORES FOR EACH OF THE DIMENSIONS THAT I JUST WALKED THROUGH WITH YOU.
AND THEN ACROSS THE TOP, YOU'VE GOT THE BABY BOOMER EMPLOYEES, YOU'VE GOT THE GEN X EMPLOYEES, THE MILLENNIAL EMPLOYEES, AND NOW THE YOUNGEST MEMBERS OF OUR WORKFORCE, THE GEN Z EMPLOYEES, UH, THE SAME COLORS APPLY.
SO IN OTHER WORDS, UH, LIGHT BLUE IS A LITTLE BIT BETTER THAN THE AVERAGE.
THE LIGHT ORANGE IS A LITTLE WORSE THAN THE AVERAGE.
DARK ORANGE IS WORSE THAN THE THE AVERAGE, IF THAT MAKES SENSE.
SO YOU CAN TAKE A LOOK AT WHERE YOU SIT AND TAKE A LOOK AT THE OVERALL SCORES BASED ON GENERATIONS IN THE WORKFORCE.
UH, LAURA SEGELSKI FROM THE SENIOR CENTER WAS IN HERE LAST WEEK FOR ONE OF THESE, AND SHE'S ACTUALLY GOT A COUPLE OF, UH, OLDER GENERATIONS IN HERE, THE WORLD WAR II OR THE GREATEST GENERATION TYPES.
SO IF YOU THINK ABOUT IT, WE HAVE FIVE GENERATIONS WORKING IN THE CITY OF MCKINNEY RIGHT NOW, WHICH IS ALMOST UNHEARD OF.
AND THIS ONE IS, WELL, HOW LONG HAVE YOU WORKED FOR THE CITY OF MCKINNEY? SAME BASIC CONCEPT.
UH, SAME COLORS APPLY A YEAR OR LESS, ONE TO THREE YEARS, THREE TO FIVE YEARS, FIVE TO 10 YEARS, OR 10 OR MORE YEARS.
AND YOU CAN TAKE A LOOK AT THE SCORES RELATIVE TO THE CITY OF MCKINNEY AVERAGE, IF THAT MAKES SENSE.
ANY QUESTIONS ON THESE BEFORE I WRAP IT UP? OKAY.
UM, ALRIGHT, SO AT THE END OF THE DAY, THE OVERALL SCORE FOR THE CITY OF MCKINNEY WHEN YOU SORT OF STEP BACK AND LOOK AT IT FROM 10,000 FEET IS, UM, THAT'S THE SCORE FOR OVERALL ENGAGEMENT.
AND AS YOU CAN SEE, THERE'S BEEN SOME SLIPPAGE IN SOME OF THE AREAS THERE, LIKE I SAID, BUT OVERALL, DOING FAIRLY WELL COMPARED TO THE BENCHMARK.
AND THIS IS THE WAY THEY PRESENT IT EVERY TIME THEY COME ALONG.
IF YOU LOOKED AT THE CORE TILES, ARE YOU IN THE BOTTOM QUARTER? THE TOP QUARTER, WHAT HAVE YOU? AND THE CITY OF MCKINNEY IS UP HERE IN THE TOP QUARTER KIND OF NESTING ON THE TOP 10%.
AND THAT'S WHERE WE WERE LAST TIME.
WE WERE ACTUALLY IN THE TOP 6% LAST TIME WE DID THE SURVEY IN 2020, WHICH MAKES IT REALLY HARD TO KIND OF GO UP WHEN YOU'VE SORT OF SAID THAT, THAT THAT VERY HIGH MARK.
AND THEN THE LAST ONE IS, WHAT FINAL MESSAGE DO YOU HAVE TO THE CITY MANAGER AND THE EXECUTIVE TEAM WHERE
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YOU JUST KIND OF FILLED IN THE BLANK? AND THE SUMMARY THERE WAS 38% OF YOU SAID THE CITY IS HEADED IN THE RIGHT DIRECTION, FULL STEAM AHEAD, KEEP DOING WHAT YOU'RE DOING, IT'S WORKING.AND THE OTHER HAND, UH, 23% SAID WORK ON THE LEADERSHIP, BETTER COMMUNICATION, BETTER STRATEGIES AND THAT SORT OF THING.
SO WITH THAT, THANKS FOR YOUR ATTENTION.
I HOPE I DIDN'T GO THROUGH THAT TOO QUICKLY.
BUT AGAIN, WE WANTED YOU TO SEE EVERYTHING THAT WAS PRESENTED TO THE EXECUTIVE TEAM.
BUT MORE IMPORTANTLY NOW, I'LL TURN IT BACK TO THE CITY MANAGER TO GIVE YOU A FEW AWAYS FROM HIS PERSPECTIVE AND NEXT STEPS YOU DID LAST TIME, BUT MORE IMPORTANTLY, OPEN IT UP FOR QUESTIONS AND JUST HAVE A DISCUSSION ON KIND OF WHAT THIS MEANS TO YOU IN, IN YOUR DEPARTMENTS.
NOTICE JOE PASSED THE BUCK ONTO ME FOR ALL THE HARD STUFF.
AND THIS IS, ANYWAY, NO, IT'S ALL GOOD.
SO, UH, JOSH IS GONNA SHOW THIS MAP.
I THINK WE DIDN'T SHOW IT ON HERE, BUT THE 2017 SCORE WAS ACTUALLY A LITTLE LOWER THAN THE 2022 SCORE, I THINK, ON THERE.
SO WE IMPROVED FROM 2017 SIGNIFICANTLY TO 2022.
THEN WE SLIPPED BACK A LITTLE BIT, I'M SORRY, TO 2020, THEN WE SLIP BACK A LITTLE BIT IN 2022.
UM, SO MY OVERALL IMPRESSION IS A LITTLE BIT OF SLIPPAGE.
WE, WE TALKED TO EACH OTHER BEFORE T MAP AND I SAID, I HAVE A FEELING WE'RE GONNA SEE A LITTLE BIT OF SLIPPAGE, A LOT OF ANXIETIES.
UH, CERTAINLY THE INFLATIONARY ENVIRONMENT DOESN'T HELP WHEN PEOPLE SEE THAT THEY'RE, YOU KNOW, WHEN YOU SEE INFLATION AT 9%, IT MAKES PEOPLE VERY NERVOUS BECAUSE IT ERODES OUR ABILITY TO EARN MONEY, RIGHT AS WE GAIN IN OUR PAY.
YOU SEE IT GO AWAY WITH INFLATION.
SO IT'S FRUSTRATING FOR FOLKS AND SOMETIMES THAT'S MANIFESTED IN SORT OF SURVEYS AND FEEDBACK, SORT OF AN OVERALL NEGATIVE TYPE OF THING.
LET'S GO TO THE FIRST ONE, JOSH.
COMPENSATION IS THE FIRST ONE.
SO JOE'S, JOSH, JOSH IS GONNA TAKE US TO THE TOPIC AS WE GO THROUGH THESE TO MAKE SOME OVERALL COMMENTS.
AS WE'VE BEEN TALKING ABOUT THE INFLATIONARY ENVIRONMENT, WE SAW SOME SLIPPAGE HERE.
MUNICIPALITIES, IT'S A LITTLE HARDER FOR US TO JUST BE ABLE TO RATCHET UP OR RAMP UP OUR PAY AND SALARIES.
UM, WE'VE GOT A DIFFERENT COMPLEX SET OF ACTORS LIKE TAXPAYERS WHO PAY VERY CLOSE ATTENTION WHEN THEY SEE THEIR TAX BILL AND THEY SEE WHAT WE'RE PAYING IN SALARIES.
AND IT'S WHERE A PRIVATE SECTOR FIRM LIKE BUCKY'S CAN PAY 17 OR 18 BUCKS AN HOUR TO GO WORK AT BUCKY'S, WHICH IS A CHALLENGE FOR US WITH OUR, PARTICULARLY IN OUR PUBLIC WORKS AND PARKS, REC, PARKS, MAINTENANCE FOLKS AND OTHERS, WE'RE, WE'RE HAVING A HARD TIME COMPETING TO ATTRACT EMPLOYEES WHEN THEY CAN GO MAKE MORE MONEY AT BUCKY'S OR TARGET, UH, FOR THAT MATTER.
UM, NOW THOSE ARE MORE VOLATILE, RIGHT? WHEN THE MARKET TURNS DOWN, THEY TURN DOWN TOO AND THEY LAY OFF.
WE'RE ALREADY STARTING TO SEE LAYOFFS IN THE TECH INDUSTRIES THAT THE DARLING OF ALL INDUSTRY, THE TECH INDUSTRIES, HUGE LAYOFFS, UM, IS WHAT WE'RE SEEING NOW.
SO IT'S, WE, WE DON'T HAVE TO SEE THAT AS MUCH, BUT OUR ABILITY TO RESPOND IS HARDER AND PEOPLE SEE THAT, UH, WE FEEL IT AND YOU FEEL IT IN THE WORKPLACE WHEN YOU HAVE VACANT POSITIONS AND YOU FEEL LIKE YOU'RE HAVING TO PICK UP A LITTLE BIT MORE OF THE WATER, RIGHT? HAVING TO CARRY A LITTLE BIT MORE WATER BECAUSE YOU GOT THE GUY NEXT TO YOU THAT THAT SEATS VACANT.
AND THAT BRINGS A LITTLE BIT OF CHALLENGE AND FRUSTRATION AND WE UNDERSTAND THAT.
UM, AND THIS BUDGET FOR THIS YEAR INCLUDED FUNDING FOR A COMPENSATION STUDY.
THAT COMPENSATION STUDY IS ALREADY, WE'VE ALREADY GOTTEN A PRELIMINARY REPORT ON IT.
UM, WE ARE WORKING TO IMPLEMENT SOME OF THE CHANGES.
THERE'S GONNA BE A COST OF LIVING ADJUSTMENT FAIRLY SHORTLY, UH, FOR EVERYONE.
BUT THERE'S ALSO GONNA BE SOME MARKET ADJUSTMENTS FOR THOSE WHEN WE LOOK AT THEIR POSITIONS AND WHERE THEY ARE IN THE MARKETPLACE.
ARE THEY COMPETITIVE? UM, AND MAKES MAKING ADJUSTMENTS FOR THOSE POSITIONS.
CUZ WHAT WE WANNA DO IS MAKE SURE THAT EVERYBODY'S MARKET COMPETITIVE TO OUR PUBLIC SECTOR, UH, COMPETITORS.
BUT WE ALSO BRING IN AND DID SOME COMPARISON WITH PRIVATE SECTOR AS WELL BECAUSE WE KNOW THAT AT THE END OF THE DAY, WE'RE ALSO HAVING TO COMPETE WITH PRIVATE SECTOR.
SO KNOW THAT THAT IS UNDERWAY.
THERE WILL BE MORE TO FOLLOW VERY SOON ON THE COMPENSATION SIDE.
UM, THERE ARE OTHER THINGS THAT WE TRY TO DO, UM, TO HELP, UH, TO HELP.
IT MAY NOT BE DIRECT COMPENSATION, BUT IT'S INDIRECT AND IT'S THANKS TO HELP YOUR QUALITY OF LIFE.
FOR EXAMPLE, WE ADDED A HOLIDAY.
I KNOW THAT MAY NOT SOUND LIKE A BIG DEAL, BUT A HOLIDAY IS COSTLY.
IT DOES COST MONEY FOR AN ORGANIZATION TO DO THAT.
WE ADDED, UH, JUNETEENTH IS A HOLIDAY, IS A FEDERAL HOLIDAY.
UM, AND SO THERE'S ANOTHER HOLIDAY ADDED IN THAT SENSE.
AND WE HAVE OTHER THINGS THAT WE DO TO TRY TO MAKE IT A LITTLE BIT, UM, SOFTEN THE BLOW OR ALLOW ADDITIONAL SORT OF NON-MONETARY COMPENSATION, UH, WHEN POSSIBLE.
WE'RE ALSO LOOKING AT SOME OTHER THINGS THAT ADDS A LITTLE BIT MORE MONEY IN YOUR POCKET.
UM, I DON'T WANNA GET INTO SPECIFICS BECAUSE WHAT'LL HAPPEN IS SOMEBODY WILL SAY THEY'RE GONNA DO THIS AND IT MAY NOT BE WE'RE LOOKING AT IT, BUT I DO THINK WE'RE GONNA, YOU'RE GONNA SEE SOME THINGS THAT WE IMPLEMENT IN THE, IN THE NEAR FUTURE THAT, YOU KNOW, ADDS A LITTLE BIT HERE AND THERE TO YOUR POCKET, UM, WHERE WE CAN, SO MORE TO FOLLOW ON THAT.
BUT WE, WE HEAR YOU, WE UNDERSTAND IT'S A CHALLENGE.
[00:25:01]
WE GOT A RECESSION COMING PROBABLY, UM, YOU KNOW, IT'S ALREADY STARTED IN SOME PLACES AND IT'S KIND OF AN ENGINEERED RECESSION ALMOST LIKE, YOU KNOW, WHEN THE DOCTOR PUTS YOU INTO A COMA SO YOU CAN HEAL, YOU KNOW, THE FEDS RAISING INTEREST RATES.THEY JUST ANNOUNCED ANOTHER POINT.
75 BASIS POINTS ARE GONNA DO IT AGAIN, PROBABLY IN DECEMBER, MAYBE 50.
AND ALL THOSE THINGS ARE DRIVING UP THE COSTS OF MONEY.
AND FOR COST OF BUYING HOMES, WHICH IS GONNA SLOW DOWN THE HOUSING MARKET.
THERE'S PROBABLY, IT, IT, YOU KNOW, IN SOME QUARTERS THEY MIGHT SAY A LITTLE SLOWDOWNS ARE NOT A BAD THING CUZ PRICES, PARTICULARLY FOR BUILDING MATERIALS IN LUMBER, THINGS LIKE THAT ARE REALLY, REALLY HIGH.
AND, UM, SO SEEING A LITTLE BIT OFT AND FUEL PRICES AND ALL OF THAT, THEY'RE ALREADY STARTING TO DROP.
UH, LET'S GO TO WORK LIFE BALANCE.
SO WORK-LIFE BALANCE, THIS IS ANOTHER ONE.
WE'VE, WE'VE SEEN SOME SLIPPAGE.
I'M NOT SO SURE HOW TO READ THIS OTHER THAN WHEN I LOOK AT IT FROM A MACRO LEVEL, I LOOK AT SOME OF THE THINGS I READ IN MY READING AND THE LITERATURE THAT I REVIEW.
UM, WE'RE SEEING THIS, UH, THIS IS SORT OF, WE'VE COME OUT OF COVID AND I FRANKLY THINK IT WAS A, IT WAS A BIT OF A BE A BIT OF A TRAUMATIC EXPERIENCE FOR EVERYBODY.
I MEAN, MOST OF US FORTUNATELY DID OKAY, BUT AS A NATION, FRANKLY, AS A GLOBAL, UH, ENVIRONMENT, BECAUSE IT WAS A GLOBAL PANDEMIC.
NONE OF US, NOBODY ALIVE TODAY HAS EVER LIVED THROUGH A PANDEMIC.
IT'S, IT'S TAKEN ITS TOLL AND IT SHOWS, IT MANIFESTS ITSELF I THINK IN THE FEELING THAT, YOU KNOW, DURING 2020 WHEN THE SURVEY CAME IN, WE, THE SURVEY WAS REALLY HIGH, BUT WE WERE RIGHT IN THE MIDDLE OF A PANDEMIC WHEN THAT SURVEY, BUT IT WAS LITERALLY THE SUMMER OF 2020.
UM, THERE WAS A LOT OF ANXIETY THERE, BUT EVERYBODY WAS DOING WHAT THEY HAD TO DO.
CAUSE WE WERE IN EMERGENCY MODE.
WE WERE LITERALLY IN, YOU KNOW, GLOBAL PANDEMIC MODE.
NOW THAT IT'S KIND OF PASSED, I THINK PEOPLE LOOK AT IT AND SAY, MAN, WE'RE BEAT.
YOU KNOW, THIS, THIS THING TOOK ITS TOLL ON US.
AND AS AN ORGANIZATION, UH, I THINK SOME OF THAT'S BEING, THAT'S KIND OF WHAT MY GUT WAS TELLING ME WHEN WE, WE'D PROBABLY SEE A LITTLE BIT OF SLIPPAGE.
IT'S SORT OF THE HANGOVER FROM, FROM THE PANDEMIC AND, AND EVERYBODY WORKING REALLY HARD.
AND UH, AND, UH, AND IT'S KIND OF MANIFESTING ITSELF HERE.
AND WE DO WORK PRETTY HARD IN THIS ORGANIZATION.
I MEAN, WE, WE HAVE, AS IT'S WELL KNOWN, WE HAVE RELATIVELY FEWER EMPLOYEES, UH, PER THOUSAND RESIDENTS THAN MOST OF OUR PEERS.
UM, THAT SAID, WELL, THERE ARE SOME THINGS WE'RE DOING ABOUT IT.
THIS LAST BUDGET, WE WERE ADDING MORE POSITIONS TO OUR ORGANIZATION THAN WE'VE ADDED SINCE I'VE BEEN HERE IN THE SIX YEARS I'VE BEEN HERE.
WE'RE ADDING, I THINK 50 OR 60 POSITIONS IN THE GENERAL FUND.
UM, AND THE WATER FUND IS ADDING SOME MORE.
UH, THAT'S THE BIGGEST, YOU, WE TYPICALLY ARE AVERAGING ABOUT 35 NEW POSITIONS A YEAR, AND WE'RE UP TO ABOUT 60 WITH THIS BUDGET.
SO, UH, THAT'S A BIG CHALLENGE BY THE WAY, FOR OUR HR PEOPLE.
UH, WHEN YOU TALK ABOUT WORK LIFE BALANCE AND BURNOUT AND THOSE KINDS OF THINGS, THEY'RE HAVING TO WORK THEIR BUTTS OFF JUST TO GET THOSE POSITIONS FILLED.
AND AS YOU KNOW, IT'S HARD TO FILL POSITIONS, UH, PARTICULARLY IN CERTAIN AREAS THESE DAYS.
SO THEY HAVE TO WORK DOUBLY HARD JUST TO FIND THEM.
SO EVEN THOUGH WE'RE ADDING THE POSITIONS AND THE BUDGET, THE ABILITY TO GET THOSE FILLED IS A BIT OF A CHALLENGE.
BUT KNOW THAT WE, WE ARE AWARE OF THAT.
IT'S NOT GONNA, IT'S NOT GONNA QUIET DOWN ANYTIME SOON.
IT'S NOT AS IF WE'RE A BUILT OUT COMMUNITY AND WE'RE JUST MAINTAINING WHAT WE DO.
WE, WE ARE GROWING AND THAT BRINGS A LOT OF NEW CHALLENGES FOR SURE.
UM, AND IT'S NEW WORK CUZ YOU'RE HAVING TO TRAIN NEW PEOPLE AND BRINGING NEW PEOPLE INTO THE ORGANIZATION CAN IN AND OF ITSELF IS UH, CAN BE CHALLENGING.
OKAY, AFTER WORK LIFE BALANCE, WE'RE GONNA GO TO LEADERSHIP.
THIS ONE, THIS IS INTERESTING BECAUSE I GUESS I'M PART OF SENIOR LEADERSHIP.
SO, YOU KNOW, I LOOK AT IT AND IT'S A BIT HUMBLING, BUT I ALSO AM USED TO IT.
UM, WHEN I WAS A YOUNG ENLISTED MAN IN THE NAVY, I REMEMBER, YOU KNOW, THE NAVY, THEY CALLED THE COMMANDING OFFICER, THE OLD MAN.
THAT'S KIND OF THE, THE, UH, SLANG TERM.
THEY'D SAY, AH, THE OLD MAN DOESN'T KNOW WHAT HE'S DOING OR THE OLD MAN MAKES THESE DECISIONS.
AND IT'S A VERY TYPICAL THING.
AND ANY ORGANIZATION THAT, YOU KNOW, YOUR SUPERVISOR, YOUR IMMEDIATE SUPERVISOR, AND THERE'S THAT.
AND IN FACT THAT WAS ONE OF, I THINK IT WAS THE NEXT SLIDE, THE NEXT UH, CHART WHERE THEY TALKED ABOUT IMMEDIATE LEADERSHIP AND IT WAS PRETTY GOOD, BUT IT WAS PRETTY GOOD EVERYWHERE WHERE, WHERE ALL THE PEER GROUPS THAT WERE BEING EVALUATED AGAINST.
AND YET OUR SENIOR LEADERSHIP WERE STILL DOING PRETTY WELL ON A NATIONAL PEN.
I MEAN IF YOU LOOK AT THE FAR RIGHT COLUMN, THE BENCHMARK, WE'RE DOING PRETTY WELL THERE.
BUT WE'VE DEFINITELY SEEN SOME SLIPPAGE.
PART OF THAT'S COMMUNICATION, PART OF THAT'S US GETTING OUT THERE AND COMMUNICATING MORE AND MORE.
SO YOU HEAR FROM US, NOT JUST ME, BUT THE ASSISTANT CITY MANAGERS AND AND YOUR DIRECTORS.
UM, WE'VE DONE SOME THINGS THAT WE'RE GONNA TRY EVEN FROM THE CASCADES THAT WE DID EARLIER IN THE SUMMER.
UM, WE'RE DOING EVERY FEW WEEKS I'M GOING OUT TO THE DEPARTMENTS AND WE'RE DOING AN INFORMAL BREAKFAST, SORT OF A CHAT SESSION, SO TO SPEAK.
IT GOES, WE ROTATE TO DIFFERENT DEPARTMENTS.
IT'S NOT INTENDED TO BE DEPARTMENT SPECIFIC, IT'S JUST THAT THAT DEPARTMENT'S HOSTING IT.
[00:30:01]
EVERYBODY'S INVITED.IF YOU MISS YOUR OWN DEPARTMENT, IF YOUR OWN DEPARTMENT HOSTED ONE OF THOSE BREAKFAST DISCUSSIONS AND YOU MISSED IT FOR WHATEVER REASON, YOU CAN COME TO ANY OF THE OTHERS.
IT'S NOT EXCLUSIVE TO THAT DEPARTMENT, IT'S JUST THAT WE ROTATED AROUND.
BUT THOSE HAVE BEEN GOING WELL BECAUSE IT'S A MORE INFORMAL ENVIRONMENT AND PEOPLE ARE MAY, WHERE THEY MAY BE IN A LITTLE BIT INTIMIDATED TO ASK QUESTIONS.
IN A LARGER GROUP, WHEN YOU GO TO AN INFORMAL SETTING, PEOPLE ARE A LITTLE BIT MORE FORTHCOMING ABOUT THEIR QUESTIONS.
AND SO WE WANNA AFFORD MORE OF THOSE OPPORTUNITIES CAUSE THAT'S ALL PART OF THE COMMUNICATION THAT WE WANNA KEEP FOSTERING.
UM, AND WE'RE OPEN TO SUGGESTIONS.
SO WE HAVE, UM, OUR LEADERSHIP ACADEMY THAT JOE AND JOHN HAVE PUT TOGETHER, AND THIS IS NOW WHAT, FOURTH YEAR AND FIFTH YEAR THAT WE'VE BEEN DOING THIS.
THESE ARE FOLKS WHO ARE ASPIRING LEADERS.
SO WE ARE ACTUALLY USING THE LEADERSHIP ACADEMY AMONG OTHERS TO FACILITATE IDEAS AND SUGGESTIONS ON HOW TO DEAL WITH THESE ISSUES, HOW TO DEAL WITH SOME OF THESE CHALLENGES THAT WE'RE SEEING HERE IN THE SURVEY.
UM, AND THE, UH, I THINK, AND SAME WITH THE COMPENSATION AND WORK-LIFE BALANCE.
BOTH, BOTH OF THOSE LEADERSHIP ACADEMY CLASSES GONNA BE LOOKING AT THAT AS A PROJECT THAT THEY'RE GONNA BE WORKING ON.
SO WE'RE LOOKING FORWARD TO THAT BECAUSE WE GET REALLY PRETTY GOOD IDEAS AND SUGGESTIONS FROM THE LEADERSHIP ACADEMY.
UH, SO IT'S NOT JUST GONNA BE IDEAS COMING OUT FROM THE, FROM THE SO-CALLED TOP OF THE ORGANIZATION.
UH, IT'S ALSO GONNA BE FOLKS WHO ARE ASPIRING LEADERS WHO ARE GROWING WITH THE ORGANIZATION TO COME UP WITH IDEAS.
THAT'S WHAT WE'RE TRYING TO DO.
THAT'S A HALLMARK OF WHAT WE'RE TRYING TO DO AS AN ORGANIZATION.
UM, NEXT ONE, PERFORMANCE FEEDBACK.
THIS IS LIKE, AS JOE MENTIONED, MAN, IT'S JUST, THERE IS NO, THERE IS NO PERFECT SYSTEM.
IN 2017 WE DID OUR FIRST ENGAGEMENT SURVEY.
WE GOT LOTS OF FEEDBACK THAT THE EXISTING AT THE TIME, THE EXISTING FEEDBACK SYSTEM WAS UNFAIR, WAS INCONSISTENT ACROSS DEPARTMENTS.
SOME DEPARTMENTS, YOU KNOW, THE, THE, THE, THE GRADES IF YOU WANNA CALL IT THAT WERE A LOT MORE STRICT.
AND THAT WAS BASED MERIT WAS BASED ON WHAT YOUR EVALUATION WAS.
SO SOMEBODY IN ONE DEPARTMENT WILL SAY DEPARTMENT A, WE ACTUALLY DID THE ANALYSIS, WE PRESENTED IT TO THE EMPLOYEES AT THE TIME.
SOME OF YOU MIGHT REMEMBER, I REMEMBER BEING IN ALL HANDS OR SOMEWHERE IN THE, AT THE IMPACT, UM, GOING THROUGH THE CHARTS.
BUT DEPARTMENT A, YOU MIGHT HAVE SOMEBODY WHO'S REALLY STICKLER FOR THEIR EVALUATIONS AND SUBSEQUENTLY THE, THE MEDIAN OR THE AVERAGE, I SHOULD SAY, UM, INCREASE, MIGHT HAVE BEEN 2%.
AND THEN ANOTHER DEPARTMENT, THE, THE DIRECTOR WAS GRADED EASIER, MORE EASILY, EASIER I GUESS.
AND UM, THEREFORE THEY GOT THE FULL 4%.
SO EMPLOYEES WOULD LOOK AT THAT DEPARTMENT AND SAY, GEE, I WANNA GO THERE BECAUSE THEY'RE, THEY, THEY'RE GRADING MORE EASILY.
AND THAT GENERATES THAT FOMENTS SOME, SOME DISCORD AND, AND FRUSTRATION, UNDERSTANDABLY.
SO WHAT WE DID WAS WE DECOUPLED THE TWO AND WE MOVED TO A STEP BASED PAY PLAN.
SOME OF YOU REMEMBER THAT WE MOVED TO A STEP BASED PAY PLAN SO THAT WE SAID, LISTEN, I'M NOT GONNA HAVE, YOU KNOW, A DIRECTOR'S GONNA JUST GIVE YOU AN INFLATED EVALUATION SO THEY CAN GIVE YOU THE MAXIMUM RAISE CUZ THEY DON'T WANNA HAVE UNCOMFORTABLE CONVERSATIONS OR GET YOU MAD AT 'EM FOR THE REST OF THE YEAR.
SO, BUT THAT'S NOT REALLY A GOOD WAY TO GIVE CANDID FEEDBACK.
SO WE DECOUPLED THEM, WE SAID WE'RE GONNA MOVE TO A STEP PLAN, UNLESS YOU'RE ON A PERFORMANCE IMPROVEMENT PLAN, YOU'RE GONNA GET YOUR STEP INCREASE.
CUZ THE IDEA OF A STEP INCREASE IS THAT AS YOU, AS YOU GROW WITH THE ORGANIZATION, YOU'RE MORE AND MORE PRODUCTIVE.
SO YOU'RE GONNA BE WORKING AT A HIGHER LEVEL WITHIN THAT PARTICULAR PAY GRADE.
AND WE'RE GONNA GIVE MORE CANDID FEEDBACK.
AND FOR SOME DEPARTMENTS, AND WE DID IT MORE OFTEN AND SOME DEPARTMENTS SAID, GEEZ, IT'S KILLING US ALL THESE EVALUATIONS.
SO WE BACKED IT OFF A LITTLE BIT, BUT WE STILL GET SOME FEEDBACK THAT THEY'RE, THEY, THAT THEY'RE FRUSTRATED WITH IT.
I JUST DON'T KNOW THAT THERE'S A PERFECT SYSTEM.
WE'RE GONNA TRY TO TWEAK IT AND, AND, AND ADJUST IT TO CONTINUE TO WORK.
I WOULDN'T BE SURPRISED IF OVER THE YEARS YOU SEE OUR EVALUATION SYSTEM MAY CHANGE FROM TIME TO TIME.
THAT'S NOT A BAD THING BECAUSE IT REFLECTS THE MOOD OF THE ORGANIZATION.
I MEAN, ONE THING THAT THIS ORGANIZATION DOES THAT MOST ORGANIZATIONS, ANY OF YOU HAVE WORKED IN OR WOULD WORK IN IN THE FUTURE, IS THAT WE ACTUALLY ENGAGE AND ASK OUR EMPLOYEES, HOW DO YOU WANNA BE EVALUATED? HOW DO YOU HOLD YOURSELF ACCOUNTABLE AND GIVE US THAT FEEDBACK SO WE CAN ADJUST AND MAKE, MAKE DECISIONS BASED ON THAT? MOST ORGANIZATIONS DON'T GIVE YOU THAT OPPORTUNITY.
UM, SO I'M PROUD THAT WE ACTUALLY DO THAT.
BUT KNOW THAT THIS IS NOT GONNA BE, WHEN WE DO THE SURVEY AGAIN IN TWO YEARS, YOU'RE PROBABLY GONNA GET THE SAME SIMILAR RESULTS ON THE PERFORMANCE FEEDBACK.
UM, AND AGAIN, THE LEADERSHIP ACADEMY IS GONNA HELP US WITH THIS.
THAT'S GONNA BE PART OF THEIR CAPSTONE PROJECT.
GIVE US SOME SUGGESTIONS ON HOW WE CAN ADJUST OR MAKE IT MORE EFFECTIVE FEEDBACK SYSTEM DIVERSITY AND INCLUSION.
SO, UM, WE'VE BEEN WORKING ON A DEI STATEMENT NOW FOR A WHILE.
IT REALLY KICKED OFF, UM, FROM THE LISTENING SESSIONS THAT I HAD IN THE POST GEORGE FLOYD INCIDENT IN MINNEAPOLIS, MINNESOTA.
AND SOME OF YOU, YOU REMEMBER THAT, UM, I HAD SOME EMPLOYEES, YOU KNOW,
[00:35:01]
I I SPECIFICALLY HAD A LISTENING SESSION WITH AFRICAN AMERICAN EMPLOYEES AND I HAD OTHER EMPLOYEES SAY, WELL, ARE YOU SINGLING THEM OUT? I THOUGHT WE'RE ALL IN IT TOGETHER AND THEY ARE, CUZ I LISTEN TO EVERYBODY SUBSEQUENTLY.BUT I HAD TO MAKE A JUDGMENT CALL ON IT.
I THINK IT WAS THE RIGHT ONE BECAUSE WE GOT SOME REALLY, REALLY GOOD FEEDBACK.
BUT FROM THAT, THAT WE MAY NOT HAVE GOTTEN IN A LARGER GROUP.
BUT FROM THAT, THAT REALLY WAS THROUGH OUR EXECUTIVE LEADERSHIP TEAM.
WE'VE BEEN WORKING ON THE DEI STATEMENT.
JOE WENT BACK TO THE, UM, UH, ORGANIZATION.
WE HAD A SERIES OF FOCUS GROUPS, VERY SPIRITED CONVERSATIONS.
WE HAD SOME REALLY CANDID FEEDBACK.
WE HAD SOME FOLKS SAYING, YOU KNOW, THIS IS, THIS IS, UM, WOKE.
I'VE HAD PEOPLE LITERALLY SAY THEY FEAR THAT THIS IS WOKE IS IN THE ORGANIZATION.
THEN I HAD OTHERS SAY, IT'S ABOUT TIME, WHICH WE WOULD'VE DONE THIS BEFORE.
SO WE'RE WORKING THROUGH THAT.
AND THE BEST WAY TO DO THAT IS THROUGH DIALOGUE AND CONVERSATION AND, AND TAKING OUR TIME TO CUSTOMIZE THAT APPROACH TO THIS ORGANIZATION.
A DEI PROGRAM IN ONE ORGANIZATION, LET'S JUST SAY TOYOTA NORTH AMERICA OR RAYTHEON, IS GONNA BE DIFFERENT THAN A DEI PROGRAM IN THE, WITH THE CITY OF MCKINNEY.
AND WE'RE GONNA HAVE TO FIGURE THAT OUT OURSELVES TOGETHER.
SO WE'VE MADE SOME REALLY GOOD PROGRESS.
UM, WE HAVE, WE STARTED WITH DIVERSITY AND INCLUSION AND WHAT IT MEANS.
AND IF YOU GUYS ARE, CAN YOU GET CONFUSED WHEN WE THINK ABOUT THE FOUR I, THIS IS A FOURTH GREAT BOOK.
WHEN YOU THINK OF THE GREAT BOOKS YOU PUT ON A SHELF, THE FIRST ONE IS RIGHT HERE.
OUR RISE VALUES, THAT'S BOOK NUMBER ONE THAT WAS CREATED BY EMPLOYEES WAS JOE AND I FACILITATED THOSE MEETINGS, BUT IT WAS THE EMPLOYEES WHO CREATED OUR RISE VALUES AND WE LIVE BY THEM.
AND THE FEEDBACK WE GET IS AMAZING.
I MEAN, THE PEOPLE RECOGNIZE RISE VALUES 95% OR SOMETHING.
IT'S, IT'S, UM, WHICH IS GREAT BECAUSE THAT WORK PAID OFF OUR VISION, UM, IS THE SECOND GREAT BOOK, THE VISION.
SO THINK ABOUT YOUR BEING ON A SHIP, RIGHT? YOU'RE SAILING SOMEWHERE, YOUR VISION IS THAT PLACE YOU'RE GOING.
IT'S NOT REAL CLEAR, BUT YOU KNOW, YOU'RE HEADING THERE.
BUT THAT'S YOUR VISION WHERE WE'RE GOING, YOUR RISE VALUES ARE HOW WE'RE GONNA TREAT EACH OTHER AS CREW MEMBERS.
HOW WE'RE GONNA TREAT OUR VENDORS WHEN WE PULL IN TO PORT TO RESUPPLY OR WHATEVER ON THE WAY ON THAT JOURNEY, THAT'S OUR RISE VALUES.
AND THEN THE THIRD ONE IS OUR LEADERSHIP PHILOSOPHY.
HOW WE MAKE DECISIONS AS AN ORGANIZATION.
OUR LEADERSHIP PHILOSOPHY IS SHARED DECISION MAKING.
UM, AND AGAIN, THAT WAS A PROCESS THAT WAS ENGAGING EMPLOYEES TO PARTICIPATE THROUGH A SERIES OF FOCUS GROUPS AND OUR EXECUTIVE LEADERSHIP TEAMS AND OUR DEPARTMENT LEADERSHIP TEAMS. UM, AND TO COME UP WITH OUR LEADERSHIP PHILOSOPHY.
AND THEN THE FOURTH BOOK IS OUR DIVERSITY, EQUITY, AND INCLUSION, WHICH BASICALLY IS CREATING A SENSE OF BELONGING.
HOW ARE WE GOING TO BE COMPRISED? WHAT'S OUR CREW GOING TO LOOK LIKE? HOW DIVERSE AND HOW MUCH ARE WE GONNA CREATE A SENSE OF BELONGING AND CAMARADERIE ON THAT IN THE CREW OR AMONG THE CREW ON THAT JOURNEY.
SO THAT'S HOW YOU RECONCILE ALL FOUR OF THOSE THINGS.
AND THAT FOURTH BOOK IS AS IMPORTANT AS THE OTHER THREE.
BUT IT'S TAKEN SOME TIME TO PUT IT TOGETHER BECAUSE IT'S A DELICATE SUBJECT.
I I MENTIONED THIS BEFORE, SOME OF YOU'VE HEARD IT, BUT I'LL MENTION IT AGAIN BECAUSE IT'S ABSOLUTELY TRUE.
SEE, WE DON'T HAVE THIS PROBLEM IN CHINA.
CHINA, 90% OF THE CHINESE POPULATION ARE HAN ETHNIC GROUP.
AND THERE'S NO WORRY ABOUT, YOU KNOW, DIVERSITY INCLUSION IN CHINA.
AUTHORITARIAN REGIME, WHO CARES, RIGHT? THEY DON'T HAVE THIS PROBLEM IN RUSSIA.
IF YOU'RE A MINORITY IN RUSSIA, YOU'RE GONNA GET SENT TO SLAUGHTER IN UKRAINE.
UM, AND IF YOU'RE A RUSSIAN BLOOD, YOU'RE, YOU'RE THE FAVORITE, FAVORITE CLASS, EVEN THOUGH YOU MAY STILL GET SENT TO YOUR SLAUGHTER, BUT THEY DON'T WORRY ABOUT DIVERSITY, EQUITY, AND INCLUSION.
BUT THAT'S A PRETTY DARK WORLD TO THINK ABOUT.
WE HAVE TO WORK AT IT IN AMERICA.
AMERICA, OUR STRENGTH IS OUR DIVERSITY.
OUR STRENGTH IS BRINGING PEOPLE FROM, WE'VE ALWAYS BEEN A COUNTRY OF IMMIGRANTS.
WE'VE ALWAYS BEEN A COUNTRY THAT WELCOMES NEW PEOPLE.
THAT'S WHAT IS THE FOUNDATION OF OUR INNOVATION, OUR CAPACITY FOR, FOR ADJUSTING AND INNOVATING.
BUT IT TAKES TIME AND IT TAKES WORK AND THINGS LIKE DEI ARE PART OF THAT PROCESS.
WE HAVE TO WORK HARDER, BUT THE PAYOFF IS WAY BETTER, WAY BETTER THAN THE ALTERNATIVE, WHICH IS A DARK PLACE.
AND THAT'S WHY IT'S IMPORTANT TO US AS AN ORGANIZATION AND THAT'S WHY WE'RE GONNA BE IN THIS PROCESS TOGETHER.
AND THEN LAST ONE IS MENTAL HEALTH AND MENTAL HEALTH.
THIS IS ONE THAT IS A NEW QUESTION.
THIS IS SOMETHING THAT I KNOW IMPACTS OUR ORGANIZATION BECAUSE WE, WE SEE IT, WE SEE IT IN INDIRECTLY AND DIRECTLY, BUT WE KNOW IT AFFECTS LOTS OF ORGANIZATIONS.
AGAIN, PART OF IT'S THE POST COVID HANGOVER.
I THINK THERE'S A LOT OF ANXIETY, UH, OUT THERE AND THERE'S A LOT OF STRESS AND, UM, SOME OF IT IS, YOU KNOW, FAMILY RELATED, WHATEVER IT MAY BE.
ALL I WOULD SAY TO YOU, TO EVERYBODY HERE IS TAKE ADVANTAGE OF THE PROGRAMS THAT WE OFFER FOR YOU AND YOUR FAMILY.
[00:40:01]
WELLBEING.WE WANT YOU TO BE HEALTHY, WELL AND OF MIND, BODY, SOUL AND OUR MENTAL HEALTH PROGRAM IS ACTUALLY PRETTY GOOD HERE.
OUR PUBLIC SAFETY FOLKS HAVE GREAT MENTAL HEALTH RESOURCES, BUT OUR CIVILIANS DO TOO.
WE HAVE OUR EAP PROGRAM, OUR EAP EMPLOYEE ASSISTANCE PROGRAM HAS MENTAL HEALTH RESOURCES.
IF SOMEBODY'S IN A CRISIS, YOU KNOW, YOU HAVE TO BE IN A CRISIS, BUT YOU CAN GO TO YOUR EAP PROGRAM, IT'S COMPLETELY ANONYMOUS, IT'S FREE.
AND THEN YOU CAN GO INTO YOUR, IF YOU FEEL LIKE YOU NEED ONGOING, YOU OR YOUR FAMILY NEEDS ONGOING SUPPORT, WE HAVE A BEHAVIORAL HEALTH INSURANCE BENEFIT, WHICH IS VERY, VERY GOOD CIGNA SYSTEM.
WE HAVE A NETWORK OF BEHAVIORAL HEALTH PROVIDERS AND YOU CAN GO TO THEM.
THERE REALLY IS NO REASON FOR YOU OR YOUR FAMILY TO NOT HAVE MENTAL HEALTH ACCESS OR RESOURCES.
YOU'VE PROBABLY HEARD THAT BEFORE, BUT IT'S TRUE.
AND WE WANT ALL OF YOU IN THE ORGANIZATION TO BE OF, YOU KNOW, WHERE YOU FEEL LIKE THIS IS YOU'RE SAFE AND THAT YOU IT'S A GREAT PLACE TO BE.
THE UNITED STATES, I THINK WE, WE HAVE, WE'VE, WE'VE GOT LOTS TO SAY ABOUT OUR MENTAL HEALTH STA STATUS AS A COUNTRY.
WE'VE KIND OF ABANDONED IT OF THE INSTITUTIONALIZATION OF MENTAL HEALTH.
HENCE YOU SEE CRAZY, YOU KNOW, MASS SHOOTINGS AND THOSE TYPES OF THINGS BECAUSE YOU PUT PEOPLE WHO ARE IN MENTAL HEALTH CRISIS THAT WE DO HAVE ACCESS TO GUNS HERE MORE EASILY.
I DON'T THINK GUNS ARE THE PROBLEM PER SE, BUT WHEN YOU HAVE SOMEBODY WHO'S A LITTLE BIT MIXED UP, YOU'RE GONNA HAVE HAVE TRAGEDY WHEN GUNS ARE FAIRLY EASY TO GET AND YOU GOT A BAD COCKTAIL THERE, WE HAVE TO DO A BETTER JOB AS A COUNTRY.
WE CAN START, I CAN'T CONTROL THAT, BUT WE CAN START RIGHT HERE IN OUR ORGANIZATION AND MAKING SURE THAT WE AND OUR FAMILY ARE IN A GOOD PLACE.
IF SOMEBODY DOESN'T LOOK LIKE THEY'RE RIGHT OR THEY NEED SOME HELP, SAY SOMETHING OR STEP UP, ASK THEM HOW IT'S GOING, YOU KNOW, WHATEVER.
AND THEN, UM, YOU KNOW, OUR SUICIDE RATE IN AMERICA IS AGAINST THE WESTERN TRENDS.
MOST WESTERN COUNTRIES ARE SEEING THEIR SUICIDE RATES DROP.
NOW, THERE ARE SOME WESTERN COUNTRIES THAT HAVE HIGHER RATES STILL, BUT THEIR RATES ARE, ARE TRENDING DOWNWARD.
OURS ARE GOING UP THE LAST SIX TO EIGHT TO 10 YEARS.
THAT'S A NATIONAL DISGRACE FOR A COUNTRY OF OUR WEALTH AND SIZE AND ALL THE OTHER THINGS THAT WE HAVE.
AND THAT WE HAVE THAT KIND OF, UM, SCENARIO.
I'M GLAD THAT TALENT MAP IS ADDRESSING IT BECAUSE IT NEEDS TO BE.
UM, I WANT TO TALK A BIT ABOUT DEPARTMENT LEVEL DATA.
FIRST OF ALL, YOU'RE SEEING THE SAME SLIDES THAT WE SAW AS THE EXECUTIVE TEAM WHEN THEY PRESENTED IT TO US.
UM, THERE WERE A BUNCH OF COMMENTS THAT PEOPLE MADE THAT JOE, UH, REVIEWED.
UM, YOU CAN'T IDENTIFY THEM TO ANY ONE PERSON, BUT THEY'RE, THEY GENERALLY ROSE INTO CERTAIN THEMES, BUT THERE'S ALSO DEPARTMENTAL LEVEL DATA, SO YOU'RE SEEING THE AGGREGATE, UM, BUT THERE'S ALSO DATA.
SO THERE MAY BE SOME DEPARTMENTS THAT ARE BETTER THAN WHAT THE AGGREGATE IS, AND THERE MAY BE SOME DEPARTMENTS THAT ARE BELOW WHERE THE AGGREGATE IS.
BUT WHAT YOU'RE SEEING IS, AND THE DEPARTMENT DIRECTORS WILL HAVE THAT INFORMATION AND PRESUMABLY THEY'RE GONNA TAKE IT TO THE DEPARTMENT LEADERSHIP TEAMS AND TALK ABOUT THAT.
BUT YOU'RE SEEING THE AGGREGATE DATA FOR THE ORGANIZATION AS A WHOLE.
SO I WANTED TO MAKE SURE YOU WERE AWARE OF THAT.
WITH THAT, DID I MISS ANYTHING, JOE? OTHERWISE WE'RE GONNA OPEN IT UP FOR Q AND A.
OKAY, SO NOW'S TIME FOR THE FUN.
IT'S WHERE, TURN IT OVER TO YOU FOR QUESTIONS.
AND MAYBE WE HAVE TO USE A, I'M TO HAVE ANSWERS AND WE HAVE A MICROPHONE FOR IT BECAUSE WE'RE RECORDING THIS, SO WE WANNA MAKE SURE THAT FOLKS CAN HEAR IT.
WHO GETS TO BREAK THE ICE? DON'T MAKE ME VOLUNTEER.
YOU DON'T HAVE ME GRAB YOU RANDOMLY.
ANY QUESTIONS? IS THAT YOUR HAND? JOEY? DID YOU
YOU WANT ME TO? YEAH, DAY NIGHT.
YOU'RE ALWAYS A GOOD ICEBREAKER.
THE, I, I UNDERSTAND EVERYTHING YOU SAID.
UM, I, I WOULD CONTINUE TO ENCOURAGE LEADERSHIP TO, UH, EXPLORE WAYS OF COMPENSATION VERSUS STEP.
IT'S TO ME, UH, IT'S STILL, EVEN THOUGH EVERYONE HAS THEIR OWN INNER MOTIVATION MM-HMM.
THE THE STEP SYSTEM IN YOUR VIEW IS A DE-MOTIVATOR.
IT, IT, EVERYONE GETS THE SAME NO MATTER HOW HARD YOU WORK.
YOU CAN WORK A LITTLE, YOU CAN WORK A LOT.
RIGHT? TO ME, THERE'S NOT A LOT OF MOTIVATION THERE.
AND THEN THE ONLY OTHER THING I WANNA SAY IS, I HAVE STILL HEARD PEOPLE SAY THE BREAKDOWN BETWEEN YOUR SUPERVISOR VERSUS YOUR DIRECTOR VERSUS LEADERSHIP, AS IN CITY MANAGER'S OFFICE STILL WAS NOT VERY CLEAR IN THIS SURVEY.
AND MAYBE YOU NEED TO PUT THOSE WORDS.
[00:45:01]
MY DIRECTOR, MY, YOU KNOW, CITY MANAGER.SO IT'S ALMOST LIKE DEFINITION OF TERMS, WHEN YOU SAY SENIOR LEADERSHIP, THIS IS WHAT IT MEANS.
THESE ARE THE POSITIONS AND ABOVE THAT IT MEANS EXACTLY.
BECAUSE SENIOR LEADERSHIP TO ME COULD BE YOU, BUT IT COULD ALSO BE MICHAEL QUENT, MY DIRECTOR'S, UH, WHICH IS DIFFERENT THAN MY SUPERVISOR, RIGHT? SO I THINK A LOT OF PEOPLE HAVE SOME CONFUSION STILL, AND I THOUGHT WE WENT OVER THAT THE LAST TIME WE DID IT AND THEY WERE GONNA MAKE IT MORE CLEAR.
BUT I'VE STILL HEARD PEOPLE SAY, I STILL DIDN'T STILL NOT CLEAR QUITE UNDERSTAND WHO I WAS SUPPOSED TO BE EVALUATING.
OTHER COMMENTS? FEEDBACK QUESTIONS.
THERE'S GOTTA BE MORE QUESTIONS.
I MEAN, DON'T, DON'T LEAVE DANA HANGING OUT THERE ON HER OWN.
I MEAN, THERE'S GOTTA BE SOMEBODY ELSE.
THERE'S GOTTA BE SOMEBODY WHO STEPS UP AND HAS ANOTHER QUESTION.
PAUL, WHEN YOU'RE, WHEN YOU'RE TALKING ABOUT THE, THE, UM, THE DEI STATEMENT, UM, I KNOW SOME ORGANIZATIONS THEY UM, DO, DO YOU FORESEE THAT WE WOULD BE ADDING LIKE A DEPARTMENT OR SOME OTHER STAFFING TO ADDRESS THAT? I KNOW, I KNOW SOME ORGANIZATIONS DO.
UM, YOU MEAN LIKE A, A DEI? UH, LIKE AN OFFICER OR OFFICER? YEAH, SOMETHING LIKE THAT.
I, THAT'S SOMETHING THE EXECUTIVE LEADERSHIP TEAM'S GONNA TALK ABOUT WHEN WE FINALIZE OUR DEI STATEMENT.
UM, I'VE GOT MIXED VIEWS OF IT AND YOU KNOW, I DON'T KNOW THE ANSWER.
I'M CERTAINLY GONNA LISTEN TO WHAT OTHERS HAVE TO SAY, UH, ABOUT IT.
UM, SOMETIMES THEY'RE PRODUCTIVE AND SOMETIMES THEY'RE NOT, UH, VERY CANDIDLY.
AND SOME ORGANIZATIONS HIRE THOSE POSITIONS AS A CYA, IF YOU WILL.
UM, I'M NOT REALLY INTERESTED IN CYA.
WE DON'T HAVE THE ABILITY TO JUST HIRE POSITIONS FOR THE HECK OF IT.
WE WANT, YOU KNOW, THEM TO, TO SERVE A SPECIFIC FUNCTION.
I'M JUST GONNA SAY THE JURY'S OUT ON THAT.
BUT WHEN WE GET OUR DEI DONE, WE'RE GONNA HAVE THAT CONVERSATION MORE FULLY AND WE'LL EVALUATE IT.
I WILL SAY THAT ONCE YOU GET TO A CERTAIN SIZE, THE ORGANIZATION KIND OF NEEDS SOMETHING IN THAT REGARD.
AND I DON'T KNOW WHERE IT'S HOUSED OR WHERE THE POSITION WOULD BE, WHETHER IT'S HR, ORGANIZATIONAL DEVELOPMENT OR CITY MANAGER'S OFFICE OR WHATEVER.
BUT, UM, WE'RE GONNA, WE'RE GONNA ADDRESS THAT IN THE NEAR FUTURE.
THANK YOU FOR THE QUESTION THOUGH.
ANYBODY ELSE? ANY OTHER QUESTIONS? PAUL, DID ANY OF THE OTHER GROUPS BRING UP, HOLD ON.
YOU GOTTA GET ON THE MICROPHONE SO PEOPLE CAN HEAR YOU.
DID ANY OF THE OTHER GROUPS FROM YOUR OTHER SESSIONS BRING UP ANYTHING THAT YOU WOULD WANNA SHARE? YEAH.
UH, I'M TRYING TO REMEMBER, JOE, DID YOU WRITE ANY OF THE NOTES DOWN FROM THE LAST SESSIONS ON THE QUESTIONS? WE HAD SOME QUESTIONS VERY SIMILAR ABOUT COMPENSATION, UM, WHICH IS ON FOLKS' MINDS.
WE UNDERSTAND THAT WE HAD SOME QUESTIONS, UM, ABOUT, UM, I THINK THE EVALUATION SYSTEM AS WELL.
UH, ANY OF THE OTHERS YOU CAN RECALL? INTERESTING.
UH, ANNA FROM THE POLICE DEPARTMENT ASKED, UH, PAUL, KIND OF WHAT'S YOUR TAKEAWAY FROM THIS AS A CITY MANAGER? WHAT SURPRISED YOU IF ANYTHING HERE? AND, AND, UH, YOU MENTIONED THAT YOU WERE CONCERNED ABOUT SENIOR LEADERSHIP AND MAKING SURE WE'RE PAYING ATTENTION TO THAT.
YOU WERE CONCERNED ABOUT MENTAL HEALTH.
MENTAL HEALTH, MAKING SURE THAT WE'RE PAYING ATTENTION TO THAT IN COMPENSATION.
YOU HEARD LOUD AND CLEAR ON THE COMPENSATION PIECE.
AND MENTAL HEALTH I THINK IS A BIT OF A PROXY, UM, FOR THE, THE ISSUE OF BURNOUT.
UM, AND WE KNOW THAT BURNOUT IS SOMETHING THAT EMPLOYEES HAVE MENTIONED.
UM, AND I THINK IT WAS MENTIONED IN COMMENTS, BUT IT WASN'T A SPECIFIC QUESTION, BUT IT WAS MENTIONED I THINK IN SOME OF THE FEEDBACK THAT JOE LOOKED AT.
BUT WE'VE SEEN IT IN THE CASCADES AS WELL.
AND, YOU KNOW, BURNOUT IS A, UH, YOU KNOW, A SERIOUS ISSUE.
AND I THINK THAT THE MENTAL HEALTH PART OF IT PROBABLY IS A BIT OF A PROXY FOR THE FEELING OF BURNOUT.
UM, AND THE BEST WAY, THE SINGLE BEST WAY TO DEAL WITH BURNOUT IS BY COMMUNICATING BETTER AND LISTENING, CREATING SO THAT FOLKS KNOW, WE HEAR YOU, WE KNOW YOU'RE TIRED, WE KNOW THAT, THAT IT'S BEEN A TOUGH COUPLE OF YEARS, AND YOU FEEL YOU GOT FEELINGS OF BURNOUT.
AND THAT ALONE WILL GO A LONG WAY.
UM, WHAT WE'RE TRYING TO DO IS FIGURE OUT WAYS TO MAKE SURE THAT WE BALANCE THE WORK LIFE.
YOU KNOW, THE, THE, WE HAVE A PROPER WORK LIFE BALANCE.
WE'RE HIRING A BUNCH OF, AND THE FIRE DEPARTMENT, FOR EXAMPLE, THERE WAS A LOT OF FEELINGS.
THERE WERE A LOT OF OVERTIME, UH, PARTICULARLY DURING THE PANDEMIC.
REMEMBER WE ALSO HAD THE WINTER STORM AND ALL THESE THINGS, THE PERFECT STORM OF THINGS THAT HAPPENED.
AND WE ADDED, I THINK, 17 NEW FIREFIGHTER POSITIONS, NOT BECAUSE WE OPENED A NEW FIRE STATION, WE'RE TRYING TO CREATE, GET MORE OF A BENCH FOR OUR FIREFIGHTERS SO THAT THEY'RE NOT WORKING SO MUCH OVERTIME AND SPENDING TIME AWAY FROM THEIR FAMILIES OVER AND OVER AND OVER.
AND MISSING THEIR KIDS' BALL GAMES AND MISSING THOSE, THOSE CREATE DOMESTIC STRESSES AND TENSIONS.
[00:50:01]
TO THEIR FEELING OF BURNOUT, UM, IN A VERY SPECIFIC CASE OF THE FIRE DEPARTMENT.UM, BUT WE KNOW THAT IT'S, IT'S MANIFEST IN SOME OTHER AREAS AS WELL.
SO BY ADDING THOSE POSITIONS, THE WHOLE POINT IS YOU DON'T NEED TO WORK AS MUCH OVERTIME, BECAUSE WE GOT, WE ADDED A BENCH, WE ADDED TO THE BENCH AND THE FIRE DEPARTMENT.
AND, UM, WE'RE LOOKING AT THAT OBVIOUSLY IN OTHER AREAS, PUBLIC WORKS DIFFERENT STORY.
THEY, THEY HAVE, YOU KNOW, THE POSITION, THEY JUST CAN'T FILL THE POSITIONS.
THEY'VE GOT 30 OR 40 VACANT POSITIONS IN PUBLIC WORKS, AND THEY'RE HAVING A HARD TIME GETTING THOSE FILLED BECAUSE AGAIN, THEY'RE COMPETING WITH PLACES LIKE BUCKYS THAT NEVER WOULD'VE BEEN COMPETITIVE BEFORE.
UM, BECAUSE WE, YOU KNOW, IN OUR PUBLIC WORKS DEPARTMENT, FOR EXAMPLE, YOU'RE A FIELD EMPLOYEE WORKING ON A CONCRETE CREW OR WHATEVER.
I MEAN, NUMBER ONE, IF YOU LIKE WORKING WITH YOUR HANDS AND YOU LIKE THAT JOB, IT'S A COOL JOB.
AND YOU GOT GREAT BENEFITS AND YOU HAVE THE ABILITY TO GROW WITH THE ORGANIZATION, BUT YOU KNOW, YOUR STARTING SALARY'S NOT GREAT.
UM, AND, AND THEN, AND WHEN YOU CAN GO WORK SOMEWHERE ELSE, FOLKS ARE GONNA SAY, WELL, I WANNA GO WORK THERE AND MAKE SOME MORE MONEY.
AND THEN IF THE ECONOMY SLOWS DOWN, THEN I'LL COME WORK FOR YOUR PUBLIC WORKS DEPARTMENT.
I MEAN, THAT'S REALLY THE RATIONAL, IT'S A RATIONAL DECISION MAKING PROCESS, RIGHT? IT'S NEXT TWO YEARS, I'M GONNA WORK A BUCKET, IT'S GONNA MAKE MORE MONEY THERE, THINGS SLOW DOWN.
IF THE WHATEVER, THEN I'LL, THEN I'LL GO MIGRATE OVER TO A, A PUBLIC WORKS DEPARTMENT OR WHATEVER, PARKS MAINTENANCE OR SOMETHING LIKE THAT.
SO, UM, ANYWAY, THE, THE, THAT MENTAL HEALTH COMPONENT SLASH BURNOUT IS SOMETHING THAT WE'RE AWARE OF.
WE'RE SEEING IT IN A LOT OF PLACES.
UM, BUT I CAN'T WORRY ABOUT THE OTHER PLACES.
I JUST, IT GIVES US A POINT OF REFERENCE OR SOME CONTEXT, BUT WE CAN ONLY WORRY ABOUT OUR OWN ORGANIZATION AND WHAT WE CAN DO TO TRY TO ADDRESS THAT.
SO, UM, ANYWAY, THOSE WERE SOME OF THE QUESTIONS WE GOT AND FEEDBACK WE GOT VERY SIMILAR.
ANY OTHER QUESTIONS? YES, MA'AM.
HOLD, HOLD ON FOR THE MICROPHONE.
SO, ALONG THE LINES OF THE PRIOR QUESTION IN THE RESPONSES OF THE SURVEY, WERE THERE CONS, COMMENTS THAT CONSISTENTLY CLUSTERED AROUND CERTAIN THINGS? YOU KNOW, WHEN PEOPLE WERE WRITING IN, UH, COMMENTS? YEAH, JOE, YOU DID PATTERNS THERE.
YOU COULD PROBABLY ANSWER THAT BETTER.
UH, THERE WERE AN ANSWER TO YOUR QUESTION.
THERE WERE SOME THEMES, BUT, UH, FOR EXAMPLE, THE COMPENSATION, UH, THERE WERE A LOT OF PEOPLE THAT SAID EXACTLY WHAT DANA SAID, UH, THAT THEY DIDN'T LIKE THE DECOUPLING AND THAT IT ACTUALLY WAS DEMOTIVATING FOR MANY.
AND THEN THERE WERE A LOT OF PEOPLE WHO SAID, I KINDA LIKE THAT, UH, THAT IT WAS DECOUPLED.
SO IT'S ALMOST LIKE A MIXED BAG ACROSS THE BOARD.
UH, SO YOU DO SEE THEMES IN THE WRITTEN COMMENTS, WHICH IS WHY WE PUT THOSE NOTES ON THE BOTTOM OF THE SLIDES TO TRY AND CAPTURE SOME OF THE MORE COMMON THEMES, IF THAT MAKES SENSE.
A AND VERY SPECIFICALLY ON THE ISSUE OF DECOUPLING OR NOT.
AND DANA, I THINK YOUR POINT'S WELL TAKEN.
WE GOT THAT KIND OF FEEDBACK EVEN WHEN WE MADE THE CHANGE.
UM, THAT WAS KIND OF AN INTERNAL DEBATE THAT WE HAD, WHICH IS GOOD TO HAVE INTERNAL DELIBERATION, BUT THERE ARE THINGS YOU CAN DO TO REWARD PEOPLE FOR HIGH PERFORMANCE, DOUBLE STEPS.
DOUBLE BUMPS, FOR EXAMPLE, IS ONE OF THEM THAT COULD BE AVAILABLE.
UM, WE HAVE A, REMEMBER WE ALSO ADOPTED A RECOGNITION PROGRAM THAT HELPS YOU CAN GET RECOGNITION POINTS AND THEN YOU CAN GET QUARTERLY AWARDS AND GETS A LITTLE BIT OF MONEY IN YOUR POCKET.
THAT WAY MOST HIGH PERFORMERS AREN'T IN IT FOR THE MONEY.
THAT'S ONE THING THAT WE FOUND IN THE LITERATURE, IS VERY CLEAR IN THAT REGARD.
THEY'RE USUALLY IN IT BECAUSE THEY PRIDE IN THEIR WORK AND THEY LIKE THE RECOGNITION AND A LITTLE BIT OF MONEY'S GOOD, BUT IT'S REALLY MORE THE RECOGNITION, UM, AND, UH, FOR THEIR HARD WORK AND FOR WHAT THEY'RE CONTRIBUTING TO THE ORGANIZATION.
SO WE, IT MAY, IT'S PROBABLY NOT PERFECT, AND I DON'T KNOW THAT OUR RECOGNITION SYSTEM IS WHERE WE WANT IT TO BE YET, BUT WE'RE WORKING ON THAT.
THAT WAS ONE OF THE THINGS THAT WE SPECIFICALLY TALKED ABOUT.
UM, BUT THE DECOUPLING OCCURRED BECAUSE IT WAS, THE PREVIOUS SYSTEM WAS UNFAIR.
IT WAS JUST CONSIDERED UNFAIR.
WE HAD FOLKS SAY, YEAH, GREAT MERIT BASED PAY, BUT MERIT BASED PAY IN A PUBLIC SECTOR ORGANIZATION USUALLY JUST DOESN'T WORK BECAUSE YOU EITHER HAVE GREAT INFLATION, UM, OR, UM, IT'S JUST NOT EXECUTED VERY WELL.
I MEAN, WHEN YOU GO TO THE PUBLIC AND SAY, YEAH, WE PAY FOR PERFORMANCE, AND IT'S ALWAYS A GREAT SOUNDBITE, BUT THEN IF YOU WERE TO ASK, WELL, HOW IS IT EXECUTED? IS IT REALLY WORKING? AND I THINK WHAT WE WOULD FIND IS IT WASN'T WORKING NEARLY THE WAY IT SHOULD BE DESIGNED.
UM, AND THEY JUST DON'T WORK THAT WELL ANYWHERE.
UM, FRANKLY, EVEN IN PRIVATE, IN PRIVATE SECTOR, IF YOU'RE IN A PRODUCTION ENVIRONMENT, MEANING SALES, SALES PRODUCERS, YES, YOU'RE PAID FOR PERFORMANCE BECAUSE AT THE END OF THE DAY, YOU GOTTA SELL AND YOU'RE PAID FOR THE PRODUCTION.
BUT, UM, UM, IN THOSE TYPES OF CAPACITIES, IT WORKS WELL.
BUT IN OTHERS, ORGANIZATIONALLY, YOU SEE THAT IT REALLY DOESN'T WORK SO WELL.
SO ANYWAY, AND WOULD WANT TO, AND YOU DON'T NEED TO RECORD THIS JOKE,
HIGH PERFORMERS ARE GENERALLY SELF-MOTIVATED, BLAH, BLAH, BLAH.
[00:55:01]
BUT NUMBER TWO, UM, WHEN YOU SAY WE'RE NOT SELLING, WE'RE NOT SELLING WIDGETS OR A PRODUCT EXCEPT THAT WE ARE SELLING CITY OF MCKINNEY IN A WHOLE HOST OF WAYS.AND SO I, I JUST, I KNOW THERE'S NOT A PERFECT SOLUTION THAT'S GONNA, YOU KNOW, SATISFY EVERYONE.
I, I JUST, I, I JUST LOOK AT TWEAKING IT SOME MORE AND IT DOESN'T NECESSARILY HAVE TO BE MONEY.
UM, BUT WHEN YOU LOOK AT IT, YOU KNOW, IT TAKES YOU A LOT OF THOSE TWO POINTS.
AND, UM, SO I DON'T JUST LOOK AT WAYS TO REWARD PEOPLE THAT IS MORE THAN AN ATTABOY OR MORE THAN TWO.
THAT'S SPECIFICALLY WHY THE LEADERSHIP ACADEMY HAS BEEN ASKED TO, ONE GROUP HAS BEEN ASKED TO LOOK AT COMPENSATION RELATIVE TO WORK-LIFE BALANCE AND OFFER UP SPECIFIC SUGGESTIONS TO PAUL AND THE EXECUTIVE TEAM ABOUT WHAT WE CAN DO TO WORK THE MARGINS.
A SECOND GROUP HAS BEEN ASKED TO KEY IN ON THE PERFORMANCE OF FEEDBACK SYSTEM AND DO THE SAME THING.
AND A THIRD GROUP HAS BEEN ASKED TO LOOK AT MENTAL HEALTH TO SEE, THERE ARE SOME, UM, WRITTEN COMMENTS THAT I DON'T REALLY KNOW WHAT'S AVAILABLE.
WELL, WE GOTTA DO A LITTLE BIT BETTER ON THAT FRONT.
SO THERE'S A THIRD GROUP WORKING ON THAT PARTICULAR ISSUE.
THE LAST LAST THING, DANA, IN RESPONSE TO, UM, EXCUSE ME, THE COMMENT ABOUT, UH, WRITTEN COMMENTS.
WE DON'T WIDELY SHARE THE WRITTEN COMMENTS ACROSS THE BOARD BECAUSE WE ARE SO SENSITIVE TO CONFIDENTIALITY.
AND WHEN YOU ARE READING THOSE COMMENTS, AND I READ EVERY ONE OF THEM, IT'S KIND OF EASY IN SOME CASES TO TEASE OUT OF THERE, OH, I KNOW WHAT DEPARTMENT THAT CAME FROM, AND MAYBE WHO WITHIN THAT DEPARTMENT MIGHT HAVE SAID THAT.
AND WE DON'T WANT TO GET INTO THAT IN THE CITY OF MCKINNEY, SO WE DON'T SHARE THE SPECIFIC COMMENTS WITH ANYBODY.
SO I'VE NOTICED, YOU KNOW, A LOT OF CHANGES IN THE HR DEPARTMENT MM-HMM.
SO I DON'T KNOW IF I, IT'S IF IT'S A SUGGESTION OR, BUT IF YOU, YOU KNOW, LIKE IF YOU'RE DEALING WITH, UH, YOUR MENTAL HEALTH, I THINK IT IS, IT WAS, IT'S, IT WAS A LITTLE CONFUSING.
I'M NOT SURE IF A LOT OF DIRECTORS WERE TRAINED ON, YOU KNOW, F M L A ADA, I MEAN F M L A A EIGHT MM-HMM.
AND LIKE IF IT'S WITH US, WE HAD A HUGE TURNOVER.
IS THERE LIKE A WARM WELCOME TO THE NEXT PERSON THAT WOULD BE ASSISTING SOMEONE IF THEY'RE ON THAT TYPE OF LEAVE OR, YOU KNOW, MORE EDUCATION, I GUESS.
WELL, AMANDA, THAT'S A GREAT QUESTION.
SO, UH, THERE'S ALWAYS ROOM FOR IMPROVEMENT.
I THINK THAT'S SOMETHING THAT, UH, IS WORTH AN ELT SUBJECT IN MY VIEW IS, UM, HOW WE, UM, WHAT'S THE STATUS OF OUR, UM, TRAINING FOR DIRECTORS AND HOW TO DEAL WITH FOLKS WHO ARE GOING THROUGH SOME TOUGH TIMES OR NEED F M L A OR, UM, YOU KNOW, MENTAL HEALTH RESOURCES OR EAP OR WHATEVER IT IS TO MAKE SURE THAT THAT'S REALLY THE FIRST LINE IS YOUR DEPARTMENT DIRECTOR AND, AND HR OF COURSE.
AND WE HAVE HAD A LOT OF TURNOVER IN HR.
WE'VE KIND OF, AND THAT'S ONE OF THE DEPARTMENTS BY THE WAY, WE'RE SEEING ALL OVER EVERYWHERE HR DEPARTMENTS.
THERE'RE A LOT OF TURNOVER BECAUSE THEY'RE GOING FROM ONE PLACE TO ANOTHER, I SUPPOSE.
UM, BUT I THINK, UH, JIM PARRISH NOW IS OUR INTERIM DIRECTOR.
HE'S GOT A LOT OF BACKGROUND, BUT WORKED IN THE CITY.
HE WAS AN ASSISTANT MANAGER HERE IN MCKINNEY YEARS BEFORE SOMEBODY, YOU MIGHT REMEMBER HIM.
UM, AND THEN HE WAS IN PLANO AS AN ACM THERE, DEPUTY CITY MANAGER, ACTUALLY I THINK IN PLANO.
ANYWAY, THE POINT IS I THINK IT'S A GREAT SUGGESTION.
I THINK IT'S SOMETHING THAT WE SHOULD BRING TO OUR ELT TO TALK ABOUT.
LET'S REVIEW OUR, UM, PROCESSES FOR, UH, DEALING WITH F M L A AND THOSE TYPES OF THINGS.
YOU KNOW, THE HUMAN ISSUES THAT WE DEAL WITH ALL THE TIME TO MAKE SURE THAT WE'RE CONSISTENTLY KNOWLEDGEABLE OF IT AND KNOW HOW TO APPLY IT OR, AND IF THEY DON'T, WHO TO GO TO TO GET IT.
WE GOT ONE OVER HERE TOO, PAUL.
I, OF COURSE, I'VE BEEN HERE 20 YEARS, SO I'VE BEEN HERE FOR, THROUGH THE, THE GOOD, BAD AND UGLY.
UM, I'M, I HERE BACK IN 2009 WHEN WE DIDN'T GET RAISES AT ALL, UM, WE APPRECIATED HAVING OUR JOBS AND NOT GETTING LAID OFF.
SO I APPRECIATE MCKINNEY IN MANY WAYS.
UM, BUT WHEN, UM, ALSO BACK WHEN WE USED TO EARN TIME OFF MM-HMM.
EVERYBODY ELSE GOT TO GO HOME.
THEY SWAPPED BEFORE HOLIDAYS AND STUFF.
IT WAS DEFINITELY A MORALE BOOSTER.
IT DIDN'T GIVE PEOPLE MORE MONEY, BUT WE EARNED A HALF A DAY OFF OR
[01:00:01]
SOMETHING LIKE THAT.I MEAN, SUPERVISORS HAD TO BE CONTROLLED.
CAUSE IT WAS LIKE, SOME OF THEM USED IT AS CARROTS, DANGLED IN FRONT OF EMPLOYEES AND THAT WAS WRONG.
BUT IT WAS A SUPER MORALE BOOSTER TO, YOU CAN GO HOME OR EVERYBODY CAN GO HOME.
AND THEY'RE ALL RUNNING TO GO HOME.
SO IT WASN'T MORE MONEY, BUT IT WAS A GREAT MORALE BOOSTER TO LET EVERYBODY GO HOME A LITTLE EARLY.
WAIT, JOE, WE HAD A QUESTION OVER HERE, EMILY.
UM, BELIEVE IN RESPONSE THAT THE, THE LEADERSHIP ACADEMY HAS BEEN ASKED TO LOOK AT CREATIVE WAYS, I DON'T WANNA SAY LOW HANGING FRUIT, BUT YOU GET MY IDEA THERE TO LOOK AT, WELL, THIS MIGHT BE A, SOMETHING THAT'S MEANINGFUL TO THIS EMPLOYEE, BUT MAYBE SOMETHING IS NECESSARY FOR AN EMPLOYEE, SOMEBODY ELSE.
YOU KNOW WHAT I MEAN? WHO HAD THE QUESTION HERE? YES.
UM, MY QUESTION, I WAS GONNA WAIT UNTIL, UH, WE HAD OUR, OUR BREAKFAST NEXT WEEK, BUT I THINK IT'S, IT'S APPLICABLE HERE.
UM, IN PUBLIC WORKS, WE HAVE A LOT OF THE GEN Z POPULATION, UM, AND PREDOMINANTLY MALE IN OUR DEPARTMENT, UM, IS EVERYBODY KNOWS, UH, AND WE STRUGGLE WITH COMPENSATION.
WE TALKED ABOUT THAT DURING THE PRESENTATION.
UM, ONE THING THAT'S BEEN DISCUSSED THROUGHOUT OUR DEPARTMENTS, AND I DON'T KNOW IF IT'S MADE IT ALL THE WAY TO Y'ALL'S LEVEL, UH, IS NON-MONETARY BENEFITS THAT CAN KIND OF ENCOURAGE THE RETENTION OF EMPLOYEES.
UM, AND ONE THING WE DISCUSSED WAS ALSO, UH, A KIND OF A DAYCARE SYSTEM.
AND THEN THEY FIND THAT THAT COST OF LIVING FOR DAYCARE IS, IS YEAH, ESSENTIALLY EXPENSIVE.
ONE OF THEIR, THEIR, THEY'RE THEIR SPOUSES INCOME.
UM, AND SO THEY, THEY KIND OF GO THROUGH THE STRUGGLE OF, OF ONE PERSON STAYING HOME TO OFFSET THOSE COSTS.
AND THEN, UH, I'VE HAD SEVERAL EMPLOYEES LEAVE TO THE PRIVATE SECTOR BECAUSE ON A SINGLE INCOME, THEY CAN'T COVER THEIR EXPENSES.
UM, I DIDN'T KNOW IF THAT WAS SOMETHING THAT HAD BEEN MENTIONED.
IT HAS BEEN MENTIONED, AND I THANK YOU FOR MENTIONING THAT.
AGAIN, I THINK IT'S SOMETHING WE'RE DEFINITELY GONNA LOOK AT, AT, I THINK, UH, IT TAKES A LITTLE MORE TIME TO PUT THAT IN PLACE, BUT I THINK, UH, SOME SORT OF, IN MY VIEW, OUR EXECUTIVE LEADERSHIP TEAM WILL TALK ABOUT IT AS WELL.
BUT IN MY VIEW, A A, SOME FORM OF ASSISTANCE WITH DAYCARE CHILDCARES WILL GO A LONG WAY.
IT MEANS A LOT, NOT JUST TO THE WOMEN IN THE ORGANIZATION, BUT THE MEN.
UM, BECAUSE THEY'RE HAVING TO, WHEN YOU TALK ABOUT STRESS, IF YOUR, IF YOUR SPOUSE STAYS HOME BECAUSE DAYCARE CHILDCARE IS TOO EXPENSIVE, THEN THE STRESS IS GONNA BE ON THE PRIMARY BREADWINNER.
AND THAT'S A TOUGH, THAT'S, THAT CAN WEAR ON YOU AS WELL.
AND, AND WE'RE MINDFUL OF THAT.
SO THANK YOU FOR RAISING THAT AND REITERATING THAT PRIORITY THAT CAME UP IN A WRITTEN COMMENTS, SMALL NUMBER OF THREE OR FOUR TIMES THAT CAME UP IN THE WRITTEN COMMENTS.
DID YOU HAVE A QUESTION? YEAH.
HOW DO YOUNGER UPCOMING EMPLOYEES GET INVOLVED IN THE LEADERSHIP TEAMS THAT YOU'RE MENTIONING? IS THERE A PLACE WE CAN GO TO, YOU KNOW, THIS IS WHAT I'M INTERESTED IN, YOU KNOW, LIKE A PORTFOLIO LIKE YOUR OWN, OR IS IT SOMETHING THE SUPERVISORS JUST SAY, OH, I THINK THIS WOULD BE A GOOD FIT.
AND THEN, YOU KNOW, HOW DO YOU LET THE EMPLOYEE KNOW? NO, I DON'T THINK YOU'RE RIGHT FOR THIS, BUT YOU'RE RIGHT FOR THIS.
HOW DOES THAT HAPPEN? THANK YOU FOR THE QUESTION.
WELL, AS YOU KNOW, WE HAVE AN HPO FRAMEWORK THAT'S OUR, THAT'S OUR ORGANIZATIONAL, UH, LEADERSHIP FRAMEWORK.
THAT'S HOW WE DO LEADERSHIP IN THIS ORGANIZATION IS THROUGH AN HPO ENVIRONMENT, WHICH EFFECTIVELY THE CONCEPT IN A NUTSHELL IS, UH, LAYING ALONGSIDE OUR DAY TO DAY PRODUCTION DECISION MAKING IN A TEAM BASED ENVIRONMENT WHERE WE, WE NETWORK THE TALENTS OF THE ORGANIZATION AND EVERYBODY, UH, WE CALL IT LEADERSHIP AT ALL LEVELS.
EVERYBODY HAS AN OPPORTUNITY TO PARTICIPATE IN A LEADERSHIP ROLE, EVEN THOUGH IT MAY SEEM FAIRLY MINOR.
UH, A LOT OF THOSE FRONTLINE POSITIONS ARE IN A BETTER POSITION OF LEADERSHIP THAN I AM, BECAUSE YOU'RE GONNA DEAL WITH YOUR CUSTOMERS MORE THAN I WILL.
AND THAT'S AN OPPORTUNITY FOR LEADERSHIP FOR SURE.
UM, JOE, YOU MIGHT WANNA TALK ABOUT, I MEAN, WE HAVE THE, THE DIFFERENT, ALL THE DIFFERENT, UM, SORT OF ORGANIZED CURRICULUM OR CURRICULA THAT WE HAVE IN PLACE, NOT JUST THE LEADERSHIP ACADEMY.
WE HAVE EMERGING LEADERS, WE HAVE A NUMBER OF OTHER THINGS.
JOE AND JOHN HAVE PUT TOGETHER A WHOLE HOST OF OPPORTUNITIES TO LEARN AND GROW IN THE ORGANIZATION FOR THE, FOR THE NEWER OR YOUNGER EMPLOYEE WHO'S WANTING TO GROW WITH THE ORGANIZATION.
THERE ARE MANY, MANY OPPORTUNITIES, WHICH I'LL LET JOE KIND OF COMMENT ON ON THOSE.
SPECIFICALLY WITH THE LEADERSHIP DEVELOPMENT IN THE CITY OF MCKINNEY WITH HPO, WE SAY LEADERSHIP AT ALL LEVELS.
WELL, IF THAT'S, IF WE ARE SINCERE ABOUT THAT, WE NEED TO HAVE LEADERSHIP DEVELOPMENT AT ALL LEVELS.
SO WE STARTED WHAT'S CALLED AN EMERGING LEADERS PROGRAM.
NOW WE GO TO THE DEPARTMENT HEADS AND SAY, WHO ARE YOUR UP AND COMERS? WHO ARE YOUR EMPLOYEES THAT ARE NOT IN A SUPERVISORY ROLE BUT HAVE A LOT OF
[01:05:01]
POTENTIAL? THEY EMBRACE OUR VALUES, THEY'RE DOING GREAT THINGS, LET'S PREPARE THEM FOR FUTURE SUCCESS.UH, AND WE NORMALLY HAVE ABOUT 30 OR SO EMPLOYEES IN EACH OF THOSE TWO GROUPS.
IN FACT, WE START ONE IN JANUARY.
SO WE'RE IN THE PROCESS OF DOING THAT RIGHT NOW.
THEN WE STARTED A KIND OF A BUDDY TO BOSS TRANSITION LEADERSHIP DEVELOPMENT PROGRAM FOR NEW LEADERS.
WE KINDA SCOPE THAT DOWN TO ABOUT A DOZEN OR 15 OR SO THAT PARTICIPATE THAT WE OFFER THAT.
THEN WE HAVE THE FORMAL LEADERSHIP ACADEMY, AND HERE WE GO TO THE DEPARTMENT HEADS AND ASK FOR NOMINATIONS FOR THAT AS WELL.
AND WE EVEN DO IT FOR THE EXECUTIVE TEAM.
IN FACT, WE'RE BRINGING IN AN SMU PROFESSOR THE JANUARY 9TH FOR AN EXECUTIVE WORKSHOP FOR THE, UH, EXECUTIVE TEAM, ET CETERA.
UH, AND THEN WE OFFER ABOUT 75 DIFFERENT WORKSHOP SEMINARS, ET CETERA, UH, THROUGHOUT THE YEAR THAT I WOULD SAY 40% OF THEM RELATE TO GOOD MANAGEMENT AND GOOD LEADERSHIP.
WE DID A CLASS LAST WEEK ON EMOTIONAL INTELLIGENCE THAT COMES RIGHT OUTTA THE LEADERSHIP DEVELOPMENT PLAYBOOK.
AND IT'S OPEN TO ANY EMPLOYEE.
IT'S NOT ONE WHERE WE GO TO THE DEPARTMENT HEADS, IF THAT MAKES SENSE.
AND THEN LASTLY, UH, GO TO COLLEGE.
THE CITY OF MCKINNEY HAS $10,000 A YEAR THAT WILL REIMBURSE YOU TO GO TO COLLEGE AND GET THAT DEGREE.
SO YOU CAN SORT OF PREPARE YOURSELF TO MOVE INTO A SUPERVISORY ROLE OR A LEADERSHIP ROLE IN THE CITY OF MCKINNEY, WE EVEN HAVE A SPECIAL PROGRAM WHERE WE PUT EMPLOYEES, UH, IN A PROGRAM WITH U T D AND SOME SISTER CITIES TO GET A GRADUATE CERTIFICATE IN LOCAL GOVERNMENT MANAGEMENT.
SO WE HAVE A PIPELINE OF POTENTIAL MASTERS OF PUBLIC ADMINISTRATION EMPLOYEES THAT GO THROUGH THE PIPELINE.
IN FACT, THE FIRST GROUP GRADUATES IN TWO WEEKS, UH, DOWN AT U T D.
AND WE'VE ALREADY SELECTED SIX EMPLOYEES FOR THE NEXT GROUP FOR THAT.
SO THE CITY IS DOING A LOT OF GOOD THINGS.
UH, CHECK WITH YOUR SUPERVISOR, CHECK WITH ME AND WE'LL TRY TO GET YOU THE INFORMATION YOU NEED TO CHERRY PICK THE ONES THAT WOULD WORK FOR YOU FOR YOUR CONTINUOUS GROWTH.
WE WANT YOU TO SUCCEED, BUT WE WANT TO GIVE YOU THE TOOLS TO DO THAT.
THAT'S SUCH AN IMPORTANT SUBJECT THAT JOE'S GOT TWO MICROPHONES ON THAT.
OH, I FORGOT
I WAS JUST GONNA ADD IN, IN ADDITION TO THOSE THINGS THAT JOE JUST MENTIONED, THE LIBRARY HAS A SUBSCRIPTION TO LINKEDIN LEARNING AND UDEMY NOW AS WELL.
AND SO THERE'S ALL KINDS OF CERTIFICATE PROGRAMS IN THERE.
AND THOSE ARE FREE TO, OF COURSE, CITY EMPLOYEES, BUT THE PUBLIC TOO.
THAT IS A REALLY, REALLY COOL BENEFIT.
THE REALLY COOL PROGRAM, UM, THERE REALLY IS, YOU ALSO GOT A READING LIST, REMEMBER THAT YOU PUT TOGETHER.
AND WE ALWAYS ENCOURAGE FOLKS, PARTICULARLY IF YOU WANT TO GROW IN THE ORGANIZATION, MAN, IF YOU DON'T HAVE TIME FOR ANYTHING ELSE, START WITH READING.
CARVE OUT AN HOUR A DAY FOR BED IF I DO IT FOR BED, A FALL ASLEEP.
BUT ANYWAY, IF YOU, WHATEVER IT WORKS FOR YOU, MAN.
READ, READ THE LITERATURE THAT'S OUT THERE.
WE HAVE SUGGESTED READING A, A READING LIST THAT JOE AND THOSE GUYS KIND OF, UM, UM, CURATED, UH, SO TO SPEAK.
UM, SOME REALLY GOOD STUFF THAT REALLY IS CONSISTENT WITH OUR LEADERSHIP STRUCTURE IN THE ORGANIZATION.
IF YOU'RE, IF YOU DON'T HAVE A BACHELOR'S DEGREE, WE HAVE A PROGRAM PARTICULARLY, CAUSE WE KNEW, WE, WE TALKED ABOUT THIS AT THE ELT.
WE SAID IT'S STILL A BIG LIFT FOR SOMEBODY WHO'S A YOUNG PUBLIC WORKS EMPLOYEE, HAVING TO GO OUT AND FRONT THE MONEY FOR TUITION.
CAUSE THAT'S WHAT YOU HAVE TO DO HERE.
YOU HAVE TO, YOU HAVE TO PAY THE TUITION AND THEN YOU GET REIMBURSED AND YOU GOT REIMBURSED BASED ON THE PERCENTAGE OF REIMBURSEMENT WAS BASED ON YOUR GRADE.
SO YOU GET A HUNDRED PERCENT IF YOU GET AN A.
UM, I THINK FOR UNDERGRADUATE YOU GET A HUNDRED PERCENT IF YOU GET A B AND WHAT WE, BUT, BUT THE THOUGHT WAS THAT'S STILL, THAT'S STILL FOR SOMEBODY WHO HASN'T BEEN IN SCHOOL, IT'S INTIMIDATING BECAUSE THEY'RE GONNA LOOK AT THAT AND SAY, I'M NOT GONNA TAKE THAT RISK IF I, IF I GET A C IN ALGEBRA.
UM, WHICH IS ENTIRELY PLAUSIBLE FROM MY PERSPECTIVE, UM, FROM MY OWN EXPERIENCE FROM WHEN I WAS AN UNDERGRADUATE.
YOU, SOMEBODY'S GONNA SAY, I'M NOT GONNA DO THAT.
I'M NOT GONNA TAKE THAT RISK CUZ I MAY GET STOCK PAYING A $3,200, WHATEVER THE, WHATEVER SCHOOL IS, BUT TUITION FOR THAT SEMESTER.
SO WHAT WE DID WAS FOR THE FIRST 60 HOURS, YOU'RE GONNA GET HUNDRED PERCENT REIMBURSEMENT UNLESS FOR, I THINK UNLESS YOU FAIL.
UM, BUT THAT, THAT WE DID, BECAUSE WE WANTED TO REMOVE THE PERCEIVED BARRIER.
IF YOU'RE IN YOUR FIRST 60 HOURS, DON'T WORRY ABOUT GETTING A C, UH, IN ALGEBRA OR CALCULUS OR WHATEVER IT MAY BE.
CUZ WE DON'T WANT TO DETER PEOPLE INADVERTENTLY FROM TAKING THAT OPPORTUNITY IF THEY CHOOSE TO DO SO.
UM, BUT THAT'S, YOU DON'T HAVE TO GO TO COLLEGE TO BE A SUCCESS SUCCESSFUL IN THIS ORGANIZATION.
THERE ARE MANY, MANY GROWTH OPPORTUNITIES.
THERE ARE THE OTHER PROGRAMS THAT WE'VE TALKED ABOUT.
UM, AND THEN THE LINKEDIN LEARNING THING THAT JUST AMPS IT UP.
THAT OFFERS SOME REALLY GREAT OPPORTUNITIES FOR LEARNING AND JUST SKILLS-BASED, SKILLS-BASED LEARNING.
LIKE THERE'S STUFF I RECALL, LIKE EXCEL SPREADSHEETS AND EVERYTHING.
UM, ALL REALLY GOOD STUFF, UM, THAT WE WOULD ENCOURAGE YOU TO TAKE A LOOK AT.
BUT THERE'S REALLY OPPORTUNITIES TO GROW HERE.
THERE'S, THERE'S NO REASON YOU CAN'T GROW FROM PROFESSIONAL DEVELOPMENT OPPORTUNITIES IN THIS ORGANIZATION.
ANY OTHER QUESTIONS? YES, MA'AM.
ON THE PROFESSIONAL DEVELOPMENT, AND I'M GONNA, I HAVE ON PROFESSIONAL DEVELOPMENT, I'M FORTUNATE ENOUGH TO, ALTHOUGH OUR WORKLOAD IS INSANE
[01:10:01]
AS EVERYBODY'S IS, WE, I HAVE A SUPPORTIVE SUPERVISOR TO HELP CARVE OUT TIME, BUT I THINK IT'D BE HARD FOR PEOPLE MAYBE IF THEY FEEL LIKE THEY CAN'T CARVE OUT TIME TO DO THAT DURING THE WORKDAY.SO MAYBE ENCOURAGING WHERE POSSIBLE IT SUPERVISORS TO TAKE THE, BE PROACTIVE AND SAY, HEY, IF WE SPECIAL DEVELOPMENT TIME, TWO HOURS A WEEK OR WHATEVER, RIGHT? THAT MIGHT HELP.
YOU KINDA LEAVE THAT TO THE DISCRETION OF THE DIRECTORS, BUT WE CERTAINLY ENCOURAGE IT, WHATEVER THEY CAN BECAUSE IN OUR VIEW, THAT IS PART OF YOUR JOB.
IF YOU'RE GROWING WITH THE ORGANIZATION AND IT'S NOT SOMETHING JUST COMPLETELY, UM, YOU KNOW, UH, WHIMSICAL.
UM, WE, WE WANT YOU TO GROW WITH THE ORGANIZATION.
AND IF IT TAKES A LITTLE BIT OF TIME, CERTAINLY CARVE IT OUT AND, AND DO IT.
IT'S, I CAN, I CAN CREATE THAT NEXUS AND FROM LEARNING, LEARNING SHOULD BE PART OF OUR JOB, RIGHT? IF WE'RE NOT LEARNING, THEN WE'RE GONNA BE, WE'RE NOT DOING THE THINGS WE OUGHT BE DOING AS AN ORGANIZATION.
IT'S A LEARNING ORGANIZATION THAT'S KIND OF A KEY TENET OF HPO.
ANY, UH, OTHER QUESTIONS, COMMENTS, AND OF COURSE SNIDE REMARKS.
THERE'S ALWAYS AN OPPORTUNITY FOR SNIDE REMARKS.
I'M GONNA REGRET OPENING THAT UP WITH
UH, WELL THANK YOU ALL, UM, AGAIN FOR PARTICIPATING.
UM, UH, IT MEANS A LOT THAT YOU'RE HERE ACTUALLY LISTENING AND, AND FIGURING OUT WAYS AND WE CAN MAKE THE ORGANIZATION BETTER.
UH, BUT MOST IMPORTANTLY, ENJOY THANKSGIVING WITH YOU AND YOUR FAMILIES.
THIS IS MY FAVORITE HOLIDAY CUZ IT, IT'S TOUGH TO COMMERCIALIZE THANKSGIVING.
IT'S STILL VERY MEANINGFUL GIVING THANKS.
THERE, THERE TO GIVE THANKS FOR WHAT WE HAVE.
MAN, YOU LOOK AROUND THE WORLD, WE GOT A LOT TO BE THANKFUL FOR IN THIS COUNTRY.
I MEAN, THERE ARE TIMES ARE TIMES ARE CHALLENGING, BUT MAN, WHEN WE THINK WE, WE HAVE IT TOUGH HERE AND IT'S NOT EASY.
INFLATIONARY ENVIRONMENT'S NOT FUN FOR ANYBODY.
BUT LOOK AROUND THE WORLD AND SEE WHAT THEY'RE DEALING WITH.
AND WE, WE, WE, WE KIND OF, UM, WE KIND OF HAVE IT, WE'RE BLESSED, UH, TO BE HERE.
AND, UM, I MEAN, I LOOK AT GAS PRICES HERE.
I I JUST HAD MY BROTHER AND SISTER-IN-LAW WHO LIVE IN GENEVA, SWITZERLAND, AND THEY'RE, THEY CAME HERE AND THEY CAN'T BELIEVE HOW CHEAP IT SAID.
WE PAY FOUR TIMES THE AMOUNT OF IN FOR ENERGY THAT YOU GUYS DO HERE IN AMERICA.
AND, UH, WE'RE COMPLAINING ABOUT GAS PRICES.
SO ANYWAY, IT'S, UH, IT'S DIFFERENT AND A LITTLE BIT OF PERSPECTIVE IS ALWAYS HELPFUL AND WE'RE, WE ARE BLESSED TO BE HERE IN THE GREATEST COUNTRY AND THE GREATEST CITY AND THE GREATEST STATE.
SO EVERYBODY HAVE A HAPPY, SAFE THANKSGIVING WITH YOUR FAMILIES AND ENJOY IT.
THIS IS THE ONE TIME YOU GET, EVERYBODY GETS A GET OUT OF JAIL FREE CARD FOR THANKSGIVING DAY.