[3B. Discuss a proposal to contract with the Institute for Executive Development (IED) for comprehensive Strategic Planning for the Rowlett Police Department.]

>> MAYOR MARGOLIS: ALL RIGHT. NEXT ITEM IS ITEM 3 B DISCUSS THE PROPOSAL TO CONTRACT FOR THE A PROPOSAL TO CONTRACT WITH THE INSTITUTE FOR EXECUTIVE DEPARTMENT FOR COMPREHENSIVE STRATEGIC PLANNING FOR THE ROWLETT POLICE DEPARTMENT.

>> WELL, THANK YOU VERY MUCH, MAYOR, COUNCIL, I APPRECIATE THIS OPPORTUNITY TO COME TO YOU TONIGHT TO PRESENT TO YOU MY PROPOSAL FOR COMPREHENSIVE STRATEGIC PLANNING FOR THE ROWLETT POLICE DEPARTMENT. WHEN I ARRIVED HERE AS THE NEW POLICE CHIEF, I WAS OFTEN ASKED "WHAT'S YOUR PLAN?" AND DURING MY ENTER VIEW PROCESS IN JULY I TALKED AT LENGTH ABOUT MY EXPERIENCE IN HENDERSON, MY FORMER AGENCY, OVERSEEING A COMPREHENSIVE 100% EMPLOYEE DRIVEN STRATEGIC PLAN. FROM MY EXPERIENCE, IN MOST CASES, WHEN THE NEW BOSS COMES IN WITH A PLAN, THAT'S ONLY THE NEW BOSS' PLAN, IT'S NOT LIKELY TO SUCCEED. THE REASON IS THAT TODAY'S EMPLOYEES, ESPECIALLY THE YOUNGER GENERATION, OF WHICH YOU'VE SEEN THE PERCENTAGES WE'RE HIRING. THEY NEED TO BELIEVE IN THE DECISION AND THEY NEED TO BE INVOLVED IN THE PROCESS OF DEVELOPING THAT PLAN IN ORDER DO THEIR BEST WORK.

I'M EXCITED TO SHARE WITH YOU MY PLAN TO CREATE RPD 28 WHICH IS COMPREHENSIVE EMPLOYEE DRIVEN PLAN FOR THE ROWLETT POLICE DEPARTMENT THAT WILL BE ALIGNED WITH THE CITY OF ROWLETT STRATEGIC PLAN. SINCE 2020 I'VE WORKED WITH A COMPANY FOR THE PROCESS FOR DEVELOPING THIS PLAN. IED HAS A LOT OF EXPERIENCE WORKING IN PRIVATE, PUBLIC, AND NON-PROFIT SECTORS, BUT PARTICULARLY WORKING WITH LAW ENFORCEMENT AGENCIES BIG AND SMALL ACROSS THE COUNTRY. DR. RICK AND ALEX CULLY ARE A FATHER SON TEAM AT THE INSTITUTE FOR EXECUTIVE DEVELOPMENT THAT I'VE BEEN A STRONG PARTNERSHIP WITH OVER THE YEARS AND I FEEL COMFORTABLE WORKING WITH DURING THIS PLAN. IN THIS PRESENTATION I'M COVERING FIVE MAIN AREA, THE FIRST IS WHY CREATE OUR STRATEGIC PLAN FOR ROWLETT PD. AND THE SECOND IS WHAT THE STRATEGIC PLAN AND THE PROCESS AND HOW LONG WILL IT TAKE TO DEVELOP THE PLAN AND FOURTH WHO'LL BE INVOLVED IN DEVELOPING THE PLAN. AND WHAT WILL THE KEY OUTCOMES BE IN DEVELOPING THIS PLAN. FIRST OF ALL, THE WHY, WELL, DEVELOPING A STRATEGIC PLAN UNIFIES LEADERSHIP. THE REALITY IS, THE POLICE

[00:50:02]

DEPARTMENT AND WE ALL KNOW, HAS BEEN THROUGH A GREAT DEAL OF CHANGE AND A GREAT DEAL OF TURNOVER AND MAY HAVE STAGNATED A BIT OVER THE PAST SEVERAL MONTHS. THIS IS AN OPPORTUNITY TO HIT THE ARE RESET BUTTON FOR THE ENTIRE POLICE DEPARTMENT.

IT'S AN OPPORTUNITY FOR ME AS A NEW POLICE CHIEF TO ENGAGE AN ENTIRE MAJORITY OF OUR WORKFORCE TO DEVELOP A PLAN THAT WILL TAKE US FROM 2023 TO 2028 AND CREATE A GREAT DEAL OF BUY IN FROM OUR EMPLOYEES BECAUSE THEY HAVE AN OPPORTUNITY TO WEIGH IN THROUGHOUT THE PROCESS. IT WILL PROVIDE AN OBJECTIVE VIEW OF OUR PAST CHALLENGES AND IDENTIFY THE BEST WAYS FOR ME TO MOVE FORWARD WITH THE ORGANIZATION. AND ALSO HELP THE DEPARTMENT TO GET EVEN MORE BETTER WITH MEASURABLE DATA TO SHOW PROCESS AND IT WILL CREATE BETTER ALIGNMENT WITH THE ROWLETT POLICE DEPARTMENT AND THE STRATEGIC PLAN. EVERYBODY HAS THEIR EXPERIENCE WORKING WITH STRATEGIC PLANS. THERE'S A DIFFERENCE BETWEEN THE PLANS AND THE PROCESS. THE PLAN IS OFTENTIMES THE WRITTEN PLAN THAT SITS ON THE SHE HAVE AND TYPICALLY, IN MOST CASE, MOST EMPLOYEES DON'T KNOW TOO MUCH ABOUT IT. THEY JUST KNOW IT EXISTS. THE PROCESS, ON THE OTHER HAND IS HELPING TO DEVELOP THAT PLAN. SO, ESSENTIALLY, THE STRATEGIC PLAN IS THE BLUEPRINT OR THE ROAD MAP. WHAT IS STRATEGIC PLANNING, THAT'S THE BIGGER QUESTION, IT'S A SYMPTOMATIC PROCESS TO ENGAGE THE EMPLOYEES AND ASSESS WERE YOUR AS AN ORGANIZATION AND WHERE YOU WANT TO BE. IT'S THE RESULT OF THE PROCESS. SO, WHAT IS THE IED PROCESS WILL KICK OFF ON DECEMBER 7TH WITH A LEADERSHIP AND EXECUTIVE TEAM RETREAT WHERE WE WILL INVOLVE CURRENT AND FUTURE LEADERS IN LEARN ABOUT HOW TO DO STRATEGIC PLANNING AND WHAT THEY'RE ROLE WILL BE IN THE PROCESS IN ADDITION TO BUILDING SKILLS FOR THE FUTURE OF OUR AGENCY. AND THE KEY FOCUS HERE ON THIS WHOLE PROCESS IS THAT IT'S EMPLOYEE DRIVEN. THIS ISN'T CHIEF DENNINGS PLAN. THIS IS THE ROWLETT POLICE DEPARTMENT'S PLAN AND IT WILL ACTIVELY INVOLVE 30 TO 50% OF OUR WORKFORCE WILL BE DIRECTLY INVOLVED IN FOCUS GROUPS OR A TASK FORCE AND THE FOCUS OF THAT IS THAT EMPLOYEES WILL NOT BUY IN IF THEY DON'T HAVE THE OPPORTUNITY TO WEIGH IN. SO, THE DIFFERENCES IN THIS APPROACH COME DOWN TO THESE NEXT TWO SLIDES. THE TRADITIONAL APPROACH TO STRATEGIC PLAN SOMETHING WHEN THE LEADERSHIP DETERMINES WHAT'S IMPORTANT.

TYPICALLY IT FOCUSES ON WHAT'S WRONG AND WHAT NEEDS TO BE FIXED. IF YOU ASKED MOST EMPLOYEES, THEY WOULDN'T BE ABLE TO RECITE THE VISION OR THE MISSION AND IT'S INTEGRATED OR INTERWOVEN WITHIN THE INSTITUTION. PEOPLE ARE EXPECTED TO USE IT WITH LIMITED TRAINING OR NO TRAINING AND THERE'S NO CLEAR PROCESS OF MEASURING THE ACCOUNTABILITY AND MEASURING THE RESULTS. THE IED INCLUSIVE APPROACH IS JUST THE OPPOSITE. IT STARTS WITH THE FRONTLINE TO THE BOTTOM OF THE APPROACH. EMPLOYEES WILL DETERMINE WHAT'S IMPORTANT AND WE'LL FOCUS ON HOW TO IMPROVE AND HOW TO GET BETTER INSTEAD OF JUST WHAT'S WRONG. IT'S SIMPLE LANGUAGE THAT WILL BE EASY TO REMEMBER. ONE OF THE THINGS WE FOCUS ON IS CREATING A VISION THAT'S SHORT ENOUGH TO REMEMBER AND PUT ON THE SIDE OF A POLICE CAR. IT'S SHARED IN WRITING, VIDEOS, AND PRESENTATIONS. SO, IN THE IMPLEMENTATION PHASE, ALL OF THE DATA WHICH IS COLLECTED WILL BE PLAYED BACK TO THE ORGANIZATION IN AN UNFILTERED WAY SO THEY CAN HEAR A LOT OF THEIR FEEDBACK AS IT WAS COLLECTED. EMPLOYEES WILL BE TRAINED TO USE THIS STRATEGIC PLAN INTO OUR OPERATIONAL PROCESS AND THERE'LL BE A CLEAR PROCESS FOR FOLLOWUP TO ENSURE ACCOUNTABILITY AND COMMUNICATE OUR RESULTS. SO, WHAT I HAVE BEFORE YOU HERE IS OUR TIME LINE AND THERE'S MORE DETAIL ON THIS ON STAFF REPORT PAGE THREE IF YOU WANT TO REFER TO THAT. BUT, IN THE GREEN THERE, NOVEMBER/DECEMBER IS WHERE WE ARE NOW. AND IN DECEMBER, OUR 1 HYUNDAI PROCESS WILL KICK OFF ON DECEMBER 8TH WITH OUR LEADERSHIP

[00:55:07]

RETREAT. OUR CONSULTANTS WILL BE ON SITE TO CONDUCT THE FOCUS GROUPS. THROUGHOUT FEBRUARY AND MARCH WE WILL HAVE REMOTE MEETINGS WITH OUR CONSULTANTS AS THEY CULTIVATE AND COLLECT THE DATA. AND THEN, BACK ON-SITE IN THE MONTH OF MARCH, THE 21ST-23RD WHERE WE WILL HAVE TOWN HALL PRESENTATIONS WHERE ALL EMPLOYEES WILL HAVE THE OPPORTUNITY TO ATTEND THE TOWN HALLS AND ULTIMATELY SEE THE END RESULT OF THE DEVELOPMENT OF THE PLAN. AND THROUGHOUT THE MONTHS OF APRIL AND MAY, THIS WILL BE WHEN WE'RE INTEGRATING THE PLAN INTO OUR OPERATIONS AND VERY IMPORTANT IS THE FOLLOW THROUGH WHICH WILL TAKE PLACE IN QUARTERLY PROGRESS SUMMITS IN THE MONTH THE JUNE AND THE MONTH OF SEPTEMBER. SO, WHO'LL BE INVOLVED IN DEVELOPING THE PLAN? THE FOCUS GROUPS WILL BE A REPRESENTATIVE CROSS SECTION OF THE DEPARTMENT, APPROXIMATELY 30-40 EMPLOYEES AND THERE'LL BE A STRATEGIC PLANNING TASK FORCE AND THE TASK FORCE WILL BE 15 EMPLOYEES NOMINATED DURING OUR LEADERSHIP RETREAT. THERE'LL BE IN-DEPTH INTERVIEW WITH STAKE HOLDER, POSSIBLY FROM AROUND THIS TABLE, DURING THIS PROCESS AND THERE'LL BE UNANIMOUS SURVEYS WHICH WILL BE SENT OUT TO ALL OF OUR RPD EMPLOYEES AND OF COURSE, OUR EXPERT CONSULTANTS FROM THE INSTITUTE FOR EXECUTIVE DEVELOPMENT WILL GATHER THIS DATA. THANK YOU AGAIN FOR YOUR SUPPORT ON THIS PHASE. THE THE PURPOSE IS TO IMPROVE OUR EFFECTIVENESS AS LEADERS, DEVELOP FUTURE LEADERS, AND TEACH THEM ABOUT STRATEGIC PLANNING AND INSTITUTE THEM IN THEIR ORGANIZATIONAL SKILLS. THE KICKOFF WILL BEGIN WITH OUR TOP LEADERS AND FUTURE LEADERS. WE WILL GET INPUT AND PROVIDE RELEVANT SKILLS THEY WILL NEED TO ENSURE SUSTAINABILITY OF THE PLAN. OUR PARTICIPANTS IN THE LEADERSHIP RETREAT WILL BE 17 DEPARTMENT EMPLOYEES THAT I'VE WORKED WITH CHIEF MILLER IN IDENTIFYING. AS WELL AS THE COMMAND STAFF, CIVILIAN MANAGERS AND SERGEANTS ON THE DEPARTMNT WHO ARE ELIGIBLE FOR PROMOTION.

THAT'S NOT JUST THE (INDISCERNIBLE) THERE'LL BE A CROSS SECTION OF NON-SWORN IN THE LEADERSHIP TEAM RETREAT.

SO, I OFTEN GET ASKED WHAT'S THE DIFFERENCE BETWEEN THE FOCUS GROUPS AND THE TASK FORCE, SO, I WANTED TO BRIEFLY EXPLAIN IT.

THE FOCUS GROUPS REALLY HAVE THE OPPORTUNITY TO PROVIDE UNANIMOUS CANDID FEEDBACK IN A COMFORTABLE ENVIRONMENT WITHOUT REPERCUSSIONS. SO, WHEN THE FOCUS GUYS MEET THEY WILL NOT BE ANY LEADERSHIP IN THE ROOM AND THEY WILL HAVE THE ABILITY TO BE VERY CANDID ABOUT WHERE WE ARE AS AN ORGANIZATION. THEY WILL PROVIDE FEEDBACK FOR THE SWAT ASSESSMENT, STRENGTHS, OPPORTUNITIES AND THREATS. THEY WILL SHARE THEIR RELEVANT INSIGHTS FROM THEIR EXPERIENCE, THEIR OBSERVATIONS, WITH OUR CONSULTANTS. THERE'LL BE THREE SEPARATE SESSIONS OF RANDOMLY SELECTED BUT PROPORTIONAL COLLECTED EMPLOYEES FOR THE FOCUS GROUPS. THE SCHEDULE WILL ACCOMMODATE ALL SHIFTS WHICH INCLUDE DAY, NIGHT, AND A SEPARATE FOCUS GROUP JUST FOR OUR SUPERVISORS IN THE DEPARTMENT. THE TASK FORCE IS THE TIP OF THE SPEAR. THE TASK FORCE WILL BE THE TEAM OF 15 EMPLOYEES THAT WILL BE RESPONSIBLE FOR WRITING THE PLAN. THEY WILL BE INVOLVED IN THE TOWN HALL PRESENTATIONS AND PRESENTING IT TO THEIR PEERS, THAT WON'T BE JUST CHIEF DENNING UP THERE TALKING ABOUT THE PLAN THEY WILL BE LED BY TASK FOUR LEADERS AND THERE'LL BE AN ADDITIONAL 12-15 EMPLOYEES THAT WILL BE NOMINATED DURING OUR RETREAT. AND AGAIN, REPRESENTED CROSS SECTION FROM ALL AREAS OF THE DEPARTMENT AND ALL SHIFTS AND LEVELS. SO, OUR MAJOR OUTCOMES AND DELIVERABLES, FIRST WE START WITH OUR 17 LEADERS, WE'LL DEVELOP A COME

[01:00:04]

COMPREHENSIVE STRATEGIC PLAN THAT TAKES US FROM 2023 TO 2028.

THE STRATEGIC PLAN WILL BE SHARED INTERNALLY AND EXTERNALLY, USING VIDEOS, POSTERS AND TOWN HALLS AND WE'LL DEVELOP A SYMPTOMATIC PROCESS TO EVALUATE PROGRESS AND COMMUNICATE RESULTS BACK TO THE ORGANIZATION, BACK TO COUNCIL, AND BACK TO THE CITY MANAGEMENT TEAM. THAT'S IT. ANY

QUESTIONS? >> IMPRESSIVE.

>> VERY. >> A BREATH OF FRESH AIR,

REALLY. >> FOR ME, THIS IS IT DRIVES AT WHAT I THINK HAS BEEN ONE OF THE KEY ISSUES IN THE DEPARTMENT WHICH IS CULTURE, IT'S ALL ABOUT THE CULTURE, AND IT'S GETTING THE BUY IN OF THE PEOPLE ON THE FRONT LINE IT IS DOING THE WORK DAY IN AND DAY OUT. AND I, WORKED FOR AN ORGANIZATION THAT DOES THIS TYPE OF SOME TYPE OF STRATEGIC CONSULTING FOR EDUCATION AND TRAINING, AND IT'S SPECIFICALLY WITHIN THE LEGAL INDUSTRY, BUT YOU HAVE THE SAME TYPE OF PROBLEMS AND THAT'S THAT IF YOU HAVE SOMEONE AT THE TOP BARKING DOWN ORDERS TO PEOPLE ON THE BOTTOM, YOU GET THE LOWEST LEVEL OF COMPLIANCE. AND PEOPLE SUPPORT THAT WHICH THEY HELPED TO BUILD. HAVING THE PEOPLE THAT BUILD THIS IS SO CRITICAL AND I LOVE THIS THAT ORGANIZATION IS DOING THAT. I'M STOKED. I'M STOKED. I'M SO EXCITED, I CAN'T EVEN EXPRESS IS.

>> THANK YOU. >> I JUST WANT TO SAY THAT I TEND TO BE WARY ABOUT BRINGING IN CONSULTANTS AND ESPECIALLY OUT OF STATE CONSULTANTS, BUT, I WENT THROUGH ALL OF THIS, THE WHOLE PRESENTATION. THE STAFF REPORT, THEIR MATERIALS, AND I'M REALLY IMPRESSED. I THINK IT'S REALLY WELL THOUGHT OUT AND REALLY WELL DONE. IT'S NOT JUST SOMEONE COMING IN HERE MAKING EMPTY PROMISES AND NOT TELLING YOU HOW THEY'RE GOING TO DO THAT, IT'S NOT JUST A PLAN WITHOUT A WAY TO MEASURE THE SUCCESS OF THAT PLAN. WHICH IS OFTEN ONE OF THE PROBLEMS. I LIKE THAT IT'S EMPLOYEE-DRIVEN AND DATA-DRIVEN. THAT'S THE WINNING COMBINATION, I THINK. AND, OF COURSE, I LIKE THAT IT'S BOTTOM UP, LIKE EVERYONE SAID INVOLVING THE EMPLOYEES AT ALL THE LEVELS AND NOT JUST THE COMMAND STAFF. SO, I'M STOKED TOO. I DON'T OFTEN USE THAT WORD, BUT, I THINK THAT I AM.

>> SO, DECEMBER 7TH. THE DAY THAT WILL LIVE IN INFAMY, HUH?

>> I DO APPRECIATE IT. I THINK SOMETIMES THE EASY ROUTE IS FOR A NEW CHIEF TO COME IN AND SAY THIS IS THE WAY IT'S GOING TO BE. SO, I DO APPRECIATE YOU COMING IN AND RECOGNIZING THE CHALLENGES THAT HAVE GONE ON HERE AND THEN RECOMMENDING SOMETHING THAT YOU GET TOTAL BUY IN FROM ACROSS THE DEPARTMENT,

SO HAT'S. >> THANK YOU.

>> HAVING BEEN THE BENEFICIARY AND VICTIM OF STRATEGIC PLANNING IN MY LIFETIME, I APPLAUD YOUR APPROACH HERE, THIS IS THE KIND OF APPROACH THAT YOU REALLY NEED TO GET A CULTURE PACK TO WHERE IT NEEDS TO BE. AS ALWAYS, I'M ALWAYS LOOKING FOR WAYS TO IMPROVE THE THINGS THAT WE'RE DOING. I SEE THAT WE HAVE 30-50% DIRECTLY INVOLVED IN THE PROCESS, SO, I ENCOURAGE YOU TO LOOK FOR WAYS TO FULLY ENGAGE THE OTHER 70-50%. BECAUSE, THEY CAN FEEL THAT, OKAY, MY BUDDY GOT PICKED AND I DIDN'T. SO, MAKING SURE THAT YOU HAVE A PROCESS, AND I UNDERSTAND YOU CAN'T HAVE 100%, ESPECIALLY IN A POLICE FORCE SITTING IN A ROOM SOMEWHERE. BUT, MAKING SURE THERE'S A WAY INTO THE FEEDBACK LOOP SO THEIR INPUT GETS INVOLVED AND THEY FEEL LIKE THEY'RE INVOLVED. BECAUSE THIS CAN BE AN INCREDIBLE PROCESS TO PRODUCE A CULTURE THAT FEELS MORE LIKE A FAMILY THAN A JOB.

AND I THINK THAT'S REALLY WHAT YOU'RE DRIVING TO, HERE, IS A GROUP THAT CARES ABOUT THE SUCCESS OF NOT JUST THEMSELVES,

BUT THE OFFICERS AROUND THEM. >> I HAVE A NOTE HERE THAT SAYS "LET THE CHIEF EXECUTE HIS PLAN. ".

>> WHAT I SUSPECT WILL HAPPEN WITH THE THIS 30 TO 40 OFFICERS, THAT WILL POLLENATE ACROSS THE DEPARTMENT AND THEY WILL BE TALKING TO PEER OFFICERS. SO, I DO THINK THAT YOU'LL GET A PRETTY GOOD REPRESENTATION JUST FROM THE CROSS POLLINATION OF

THAT 30 OR 40 OFFICERS. >> WELL, TWO QUICK COMMENTS ON THAT, ALL THE EMPLOYEES WILL RECEIVE THE SURVEYS. THE 30-40 EMPLOYEES IN THE FOCUS GROUPS AND THE OTHER'S ON THE TASK

[01:05:01]

FORCE WILL BE DIRECTLY WORKING WITH CONSULTANTS ON SITE. AND THEY'RE ALREADY GATHERING THE STRENGTHS AND WEAKNESSES AND WE'RE TALKING ABOUT THIS IS COMING.

>> I HAVE TWO NOTES REGARDING THAT, ONE WAS A FEED BACK OF THE FOCUS GROUP, SO, AFTER THAT MEETING IS DONE, A CLEAR WAY FOR THEM TO GO BACK TO THOSE PEOPLE, VERY MUCH TO THOSE WHO WEREN'T IN THE FOCUS GROUP AND COMMUNICATE WHAT WAS GOING ON IN THE FOCUS GROUP, I MADE A NOTE ABOUT A BUDDY SYSTEM, LIKE, SOMETHING MORE THAN JUST KIND OF MAY BE THEY'LL TALK BUT FORMALIZING THAT FEEDBACK OF LIKE, HEY, WHAT HAPPENED, WHAT DID YOU GUYS TALK ABOUT. LET'S GET THAT THROUGHOUT THE PROCESS, NOT JUST RIGHT AFTER THE FOCUS GROUP, BUT, AFTER THE TASK FORCE, THE SAME THING, WORKING ON A PLAN. THAT FEEDBACK GOING BACK SO THAT IT ALL COMES TOGETHER.

>> WELL, I THINK ALLOWING THE UNANIMOUS FEEDBACK TOO, IS EXTREMELY IMPORTANT. BECAUSE, SO MANY PEOPLE WON'T SPEAK UP IF THEY THINK THERE'S A POSSIBILITY, YOU KNOW, IT'S NOT THAT THEY THINK THAT YOU WOULD ACTUALLY, THERE WOULD BE, SERIOUS REPERCUSSIONS, BUT, JUST LIKE, WELL, THE CHIEF WON'T LIKE ME AS WELL. SO, MAKING UNANIMOUS WILL HELP THAT.

>> SO, A LOT OF THE OUTPUT FROM THE FOCUS GROUPS NATURALLY JUST BLEED OVER INTO THE TASK FORCE. WILL THE TASK FORCE TAKE INPUT

FROM THE FOCUS GROUPS? >> THE DATA WILL BE PLAYED BACK FOR THE FOCUS GROUPS AND PLAY IT FOR THE TASK FORCE. THAT'S THE DUTY OF THE TASK FORCE TO DEVELOP THE STRATEGIES ON HOW TO ACCOMPLISH THE GOALS. THE STRATEGIES IS WHAT THE ENTIRE WORKFORCE WILL BE RESPONSIBLE IN THE DEVELOPMENT OF THOSE STRATEGIES BUT ALSO ON A QUARTERLY BASIS, EVALUATING IF WE'RE ACCOMPLISHING OUR GOALS TO THOSE STRATEGIES.

>> SO, I'M SUPER EXCITED TO SEE THE POTENTIAL.

>> THE WORD IS STOKED. >> .

[LAUGHTER] >> YES. I'M STOKED. BUT, I HAD A QUESTION, YOU SAID THAT YOU WENT THROUGH THIS PROCESS IN YOUR PAST DEPARTMENT. CAN YOU GIVE US, HIGH LEVEL, YOU KNOW, THAT FIRST SIX MONTHS, YEAR, WHAT KIND OF CHANGES THAT YOU

SAW WITHIN THE DEPARTMENT? >> SURE, WHAT I WOULD SAY FIRST, IS GENERALLY, THE FEEDBACK ONCE THE EMPLOYEE'S RECEIVED THE TOWN HALL PRESENTATIONS, IT WAS CAUTIOUS OPTIMISM. A LITTLE SCEPTICISM, AND CAUTIOUS OPTIMISM WAS THE FEEDBACK. I WOULD SAY 100% OF PEOPLE WHO SAW IT WERE LIKE "YES, IF WE COULD DO THIS, THEN WE'RE SUCCEEDED, BUT I'M CAUTIOUSLY OPTIMISTIC. IT'S NOT FOLLOW THROUGH, IT'S NOT IMPLEMENTATION AND THE ROLLOUT AND EVEN MORE SO IN THE FOLLOW THROUGH. AND SO THAT'S WHERE THE REALLY HARD WORK HAS TO TAKE PLACE. AND SO, WORKING OUR COMMAND STAFF, I'M CONFIDENT THAT WE CAN DEVELOP A PLAN AND A PROCESS FOR EVALUATIONS THROUGHOUT THE YEAR AND PLAY THAT FEEDBACK BACK TO THE ORGANIZATION, RIGHT? HERE'S WHERE WE ARE, RIGHT, WITH WHAT YOU SAID WAS IMPORTANT FOR US TO FOCUS ON.

>> AND I DON'T KNOW WHAT YOUR LAST DEPARTMENT WAS IN RELATIONSHIP TO WHERE THIS DEPARTMENT IS, AND OBVIOUSLY IT WAS A LOT BIGGER, BUT, THEY FROM WHEN THE PLAN WAS COMPLETED AND YOUR FEEDBACK AND FOLLOW THROUGH, YOU KNOW, HOW LONG DID IT TAKE UNTIL YOU GOT THE SENSE WHERE IT WAS LIKE" ALL RIGHT, THIS WORKED, WE'RE IMPLEMENTING IT AND WE'RE SEEING THIS BE IMPLEMENTED AND WE'RE BUYING IN AND THAT'S ROLLING DOWN TO THE RANK AND FILE AND THE NEW OFFICERS COMING IN. AS OPPOSED TO THE OLD OFFICERS SETTING THE TONE THE NEW OFFICERS ARE SETTING THE TONE. KIND OF, HOW LONG DID YOU SEE THAT REALLY TAKE TO MANIFEST ITSELF AND UNFOLD.

>> THAT'S A GREAT QUESTION. WHAT I SAW HAPPENED IS THAT TYPICALLY, THE BIGGEST ISSUES RUN RIGHT TO THE TOP. HERE'S WHERE WE NEED TO FOCUS THE MOST, WE CAN'T DO IT ALL. WE DEVELOPED FIVE GOALS AND SO ONE OF THE GOALS BECAME THE BIGGEST PRIORITY OF ALL THE GOALS. THE SHORT-TERM WINS WERE WHAT WERE IMPORTANT TO FOCUS ON RIGHT OFF THE BAT. SO, THROUGH THE QUARTERLY EVALUATIONS, WE SAW THE SUPERVISORS AND THE EMPLOYEES RESPONSIBLE FOR THOSE AREAS, COMING IN AND GIVING THE PRESENTATION OF HERE'S WHERE WE ARE WITH OUR STRATEGIES, AND IT WAS AN OPPORTUNITY FOR EVERYBODY TO HEAR IN A SUMMIT STYLE

[01:10:05]

MEETING ALL THE PROGRESS TAKING PLACE, LIKE, I HAD NO IDEA THEY DID ALL THAT, OR I DIDN'T KNOW THEY DID THAT STUFF IN THAT AREA. RIGHT? SO, AS MUCH AS IT WAS SHARING THEY ARE PROGRESS, IT WAS ALL GOOD FOR THE WHOLE ORGANIZATION FOR THE COMMUNICATION AND THE CROSS POLLINATION BETWEEN THE DEPARTMENTS THAT CAN SOMETIMES BE IN A BUBBLE.

>> RIGHT. >> WELL, TO USE JEFF'S WORD, DEFINITELY STOKED. I'M REALLY CURIOUS TO SEE HOW THAT FEEDBACK COMES IN AND I WOULD LOVE TO BE A FLY ON THE WALL IN SOME OF THOSE MEETINGS, I'M INTERESTED TO SEE THE PLAN THAT COMES OUT WHICH COMES FROM THE DEPARTMENT AND SEE WHICH DIRECTION WE'RE GOING. AND YOU DID IT, YOU GOT IT KICKED OFF BEFORE YOU WERE SEEN SWORN IN, SO, KUDOS FOR THAT. LOOKING FORWARD TO IT.

>> AND GIVEN THE NAME OF THE CONSULTING FIRM, I KNOW THIS WILL BE A VERY EXPLOSIVE OUTCOME.

>> HAVE YOU THOUGHT ABOUT HOW YOU WILL CELEBRATE SUCCESS?

>> WELL, THAT'S A GREAT POINT. >> IF YOU NEED SOMETHING FROM

US TO DO THAT. >> WELL, FROM WHAT I'VE SEEN, FIRST OF ALL, ASSISTANT CHIEF MILLER AND THE COMMAND STAFF DO A GOOD JOB OF RECOGNIZING OUR EMPLOYEES FOR GREAT WORK. SO, I THINK THAT WE CAPITALIZE ON THAT. AND WE SORT OF BUILD, THE STRATEGIC PLAN WILL BE THE UMBRELLA, EVERYTHING ELSE THAT WE DO IN THE DEPARTMENT WILL FALL UNDERNEATH THAT UMBRELLA.

IF TYPICALLY CULTURE IS A VERY, VERY, IMPORTANT GOAL FOR THE POLICE DEPARTMENT, AND IF THAT'S ULTIMATELY WHAT THE TASK FORCE DECIDES IS ONE OF OUR MAIN FOCUSES, WE WILL HAVE STRATEGIES TO ENHANCE THAT CULTURE AND THAT COULD BE RECOGNITION OF EVENTS

AND CELEBRATING OF THAT SUCCESS. >> UM, YOU KNOW, LOOKING JUST SIX MONTHS AGO, THE MORAL IN THE POLICE DEPARTMENT WAS ON THE FLOOR. AND SO, THIS IS GOING A A LONG WAY OF MAKING THAT 180 AND BRINGING THAT MORAL UP. THIS PLAN WILL NOT ONLY HELP WITH RETENTION BUT IT WILL HELP WITH ATTRACTING NEW TALENT TO OUR POLICE DEPARTMENT. AND THE MESSAGE WILL GET OUT THERE THAT ROWLETT POLICE DEPARTMENT REALLY CARES ABOUT IT'S OFFICER'S STORY AND WHAT THEY HAVE TO SAY. AND VALUE THEIR INPUT. SO, UM, I APPRECIATE YOU FOR LEADING THIS. AND FOR PUTTING THIS TOGETHER FOR THE DEPARTMENT. NO DOUBT THIS WILL BE SUCCESSFUL FOR YOUR OFFICERS, AND, UM, LOOKING FORWARD TO SEEING THE PLAN COME

TOGETHER. THANK YOU, CHIEF. >> NOW THE MAJORITY HAS SPOKE?

>> YES. >> MAYOR MARGOLIS: OKAY. THANK

YOU. >> THANK YOU, CHIEF.

>> WE HAVE A NEW WORD. >> MAYOR MARGOLIS: OUR NEXT

[3C. Discuss amending the Fiscal Year 2022 Adopted Budget.]

ITEM IS ITEM 3C DISCUSS MAKING THE FISCAL YEAR 2022 ADOPTED BUDGET. DOES ANYBODY WISH TO SPEAK ON THIS ITEM? SEEING NONE. ROBERT COHEN? 10 MINUTES EVENING COUNCIL, I'M THE CITY'S BUDGET OFFICER AND I'M HERE TO PROPOSE AMENDMENT TOSS FISCAL YEAR 2022 ADOPTED BUDGET. THE ITEMS ARE PART OF THE YEAR END CLOSING PROCEDURES. THERE ARE TWO FUNDS THAT REQUIRE AMENDMENTS PRIOR TO FISCAL YEAR END. THE FIRST IS THE REFUSE FUND WHICH INCREASES THE BUDGET BY $75,000. THIS EXPENSE IS DIRECTORY OFF SET BY INCREASES IN REVENUE COLLECTED FROM FEES AD CHARGES. NO AFFECT TO FUND BALANCE FOR THE REFUSE FUND.

THE SECOND IS OURSELF-ENSURED EMPLOYEE HEALTH BENEFITS FUND.

DUE TO A NUMBER OF LARGE CLAIMS OUR BENEFIT PAYMENTS THIS YEAR EXCEEDED BUDGETED EXPENDITURE LEVELS AND WE'VE ALSO INCREASED CONTRIBUTION REVENUE TO THE SELECTION OF AND RECEIVED REIMBURSEMENT FROM SOME CLAIMS DUE TO THE STOP LOSS CARRIERS.

WE'RE ABSORBING THE ADDITIONAL $600,000 IN BENEFIT PAYMENTS AND INCREASE OUR REVENUE BUDGET BY $435,000 IN REVENUE. THIS ADJUSTMENT WILL USE $215,000 REDUCING IT TO $1,000,563 AND

[01:15:01]

$658. REMAINS IN EXCESS OF OUR 90 DAYS OF FUND BALANCE ON HAND TARGET. THIS GRAPH SHOWS THE NUMBER OF LARGE CLAIMS THAT WE HAD OVER $50,000 THAT HIT IN FISCAL YEAR 2022. AS YOU COULD SEE WE HAD A LARGE NUMBER OF CLAIMS WITH THE LINE INDICATING WHEN OUR STOP LOSS INSURANCE KICKS IN. AND THIS GRAPH SHOWS OUR CLAIMED EXPENSES IN FISCAL YEAR 2022, COMPARED MONTH TO MONTH WITH EXPENSES FROM THE PRIOR THREE YEARS. TOTAL CLAIMS EXPENSE FOR FISCAL YEAR '22 WAS $5.4 MILLION. COMPARED TO $4.8 MILLION IN '21 AND $4.1 MILLION IN '20 AND $5.3 MILLION IN 2019. SO, THAT'S THE WHOLE 10 MINUTES OF

MY PRESENTATION. >> MAYOR MARGOLIS: THAT'S

GREAT. I'M STOKED. >> AND I'M HERE FOR ANY QUESTIONS THAT YOU MAY HAVE REGARDING ADJUSTMENTS TO EITHER

OF THESE TWO FUNDS. >> COUNCIL, YOU MAY REMEMBER, WE DID MAKE AN ADJUSTMENT BACK IN SEPTEMBER, BUT, WITH THE FINAL CLAIMS COMING IN, PARTICULARLY WITH THE HEALTH AND BENEFITS FUND IT'S CLEAR THAT IT'S MORE THAN WHAT WE PREDICTED. BOTH FUNDS ARE HEALTHY AND STRONG, BUT, THIS IS

[4. DISCUSS CONSENT AGENDA ITEMS]

A CLEAN UP MEASURE, THAT'S ALL IT IS.

>> MAYOR MARGOLIS: ANY QUESTIONS?

>> ALL RIGHT. >> MAYOR MARGOLIS: COUNCIL, DO YOU WANT TO PULL ANYTHING FROM CONSENT ONTO INDIVIDUAL CONSIDERATION? I'LL TELL YOU THAT WE'RE DEB AND I ARE WANTING TO PULL ITEM 7E OFF OF THE AGENDA, WE HAVE ADDITIONAL QUESTION AND CONSIDERATION TO BE HAD ABOUT ITEM 7E REGARDING THE LAKESHORE ADVISORY COMMITTEE IS THERE ANY OPPOSITION OF PULLING THAT OFF OF THE CONSENT AGENDA? ALL RIGHT. THEN THAT'S IT.

LET'S GO CELEBRATE CHIEF

* This transcript was compiled from uncorrected Closed Captioning.

1. CALL TO ORDER

4. DISCUSS CONSENT AGENDA ITEMS

Nov 15, 2022 City Council Work Session

1. CALL TO ORDER

4. DISCUSS CONSENT AGENDA ITEMS

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