Jun 20, 2023 City Council Work Session

[00:00:05]

>> ALL RIGHT. GOOD EVENING. IT'S 6:00 P.M.

TUESDAY JUNE 20TH. 2023. WE HAVE A QUORUM PRESENT AND THE CITY COUNCIL CONFERENCE ROOM AND AS AUTHORIZED BY SECTION 551071 OF THE TEXAS MEETING CODE THE MEETING MAYBE CALLED IN EXECUTIVE SESSION FOR THE PURPOSE OF SEEKING LEGAL ADVICE.

THE CITY OF ROWLETT RESERVES THE RIGHT TO RECONVENE RECESS OR REARK LINEBACKER THE REGULAR SESSION OR CALLED EXECUTIVE SESSION. REGISTRATION FORMS AND

[3A. Annual presentation by the Arts and Humanities Commission to City Council. (30 minutes)]

OUR FIRST ITEM FOR THE NIGHT IS ITEM 3 A, PRESENTATION BY THE ARTS AND HUMANITIES PRESENTATION

TO THE COUNCIL. >> HELLO. >> ANY CITIZENS WISHING TO SPEAK

ON THIS ITEM? OKAY. >> GOOD EVENING, THANK YOU ALL FOR HAVING US TODAY. MY NAME IS DEBRA COSBY, THE CHAIR OF THE ARTS COMMISSION.

WITH ME IS LAURA HUGHLEY, DAVID OLMSTED, KATIE CRENSHAW AND THAT'S ALL THAT WAS ABLE TO JOIN

US TONIGHT. >> THANKS FOR BEING HERE >> THANK YOU ALL.

>> WE'RE HERE TO GO OVER OUR ACCOMPLISHMENTS FOR THE YEAR AND DISCUSS OUR FUTURE PLANS FOR THE

YEAR. IF YOU WANT TO GO AHEAD. >> THERE'S A LIST OF OUR REGULAR MEMBERS. AND YOU CAN SEE WE HAVE A COUPLE OF VACANCIES AND PEOPLE MOVE AND CHANGE JOBS, THAT LEFT US WITH A VACANCY ON THE REGULAR AND ALTERNATE MEMBERSHIPS.

HOPING TO GET IS THAT IN THE NEXT ROUND. JUST SOME OF THE THINGS THAT WE DO EACH YEAR. THE BEGINNING OF OUR YEAR STARTS WITH THE GRANTS SEASON.

WE HAVE THE ARTS AND EDUCATION GRANT. WE HAVE THIS YEAR RENAMED THE GARY ALEXANDER GRANT FOR OUR FORMER CHAIR. FOR THOSE NEW TO THE COUNCIL.

HE PASSED AWAY FROM LEUKEMIA AND WE WANTED TO HONOR HIM IN SOME WAY.

HE WAS ALWAYS THE CHAIR AND THOUGHT IT WAS A GOOD WAY TO DO THAT.

ALL OF OUR GRANTS ARE AVAILABLE TO PUBLIC AND PRIVATE SCHOOLS IN THE CITY OF ROWLETT.

CAN BE USED TO DEVELOP NEW EXPERIENCES OR SUPPORT EXISTING PROGRAMS. IT WILL BE BASED ON ARTISTIC MERIT AND EDUCATIONAL BENEFIT. THIS YEAR WE AWARDED $636,000 TO ROWLETT HIGH SCHOOL AND $864 TO THE BAND FOR PRINTERS. ALL GROUPS MUST BE NON-PROFIT ORGANIZES. IT'S NOT A REQUIREMENT FOR THE GROUP TO BE A 501 C 3.

AND THE GRANT RECIPIENTS MUST EXHIBIT TO BENEFIT ROWLETT CITIZENS DURING THE GRANT YEAR.

THE PICTURE IS FROM THE MOST RECENT ROWLETT SINGS. THEY WERE ROWLETT SUMMER MUSICALS. THEY WERE A RECIPIENT FOR $15,000 FOR THEIR OWN PROGRAMS. OUR WRITING CONTEST, I WILL LET Y'ALL LOOK AT THE CRITERIA RATHER THAN READING THE WHOLE THING. WE HAVE FOUR YOUTH AND 18 ADULTS.

FIRST PLACE $150 AND SECOND PLACE IS $75. IN THE YOUTH DIVISION, $100 FOR FIRST PLACE AND SECOND PLACE $50. WE HAVE QUITE A WIDE RANGE OF AGE GROUPS THIS YEAR. OUR YOUNGER ARTIST EXHIBIT IS ONE OF OUR MOST POPULAR CONTEST.

THIS IS A YOUTH EXHIBIT AND IT'S OPEN FOR AGES K-12 INCLUDING SPECIAL NEEDS STUDENTS AND THE SPECIAL NEEDS THERE'S NO AGE LIMIT. K-2.

6-8 AND SPECIAL NEEDS CATEGORY. ALL ART MUST HAVE BEEN CREATED IN THE LAST 12 MONTHS.

FIRST PLACE WINNERS RECEIVED AN AWARD ALONG WITH SECOND AND THIRD PLACE.

WE DIDN'T GET AS MANY HIGH SCHOOL ENTRIES IF WE DIDN'T OFFER A LITTLE BIT OF INCENTIVE

[00:05:08]

THIS ONE COMPETITION IS STRICTLY FOR ROWLETT. CONTESTANTS SUBMIT VIDEO AGREE AND COMMISSION JUDGES EACH CATEGORY AND MOVE ON TO PERFORMANCE WERE THE BEST OF SHOW WAS IN THE GARY ALEXANDER AWARD. WE HAD YOUTH ADULT AND SENIOR CATEGORIES. PHOTOGRAPHY CONTEST AND ANNUAL CALENDAR IS ONE OF HIGHLIGHTS OF OUR YEAR. WE OPEN THIS UP EARLY IN MAY SO WE HAVE PLENTY OF OPPORTUNITY FOR PEOPLE TO CAPTURE GREAT CONTESTS, GREAT PICTURES TO ENTER THE CONTEST.

IT'S OPEN TO EVERYONE IN THE LAKE RAY HUBBARD AREA AND EVEN HAVE A PHONE CATEGORY NOW.

THE IMAGES FROM THE CONTEST ARE USED IN OUR ARTS AND HUMANITIES CONTEST.

LIVE WORK AND PLAY ROWLETT. THIS YEAR'S THEME IS INTO THE UNKNOWN.

THIS YEAR'S DATES ARE FRIDAY AUGUST EIGHTH, 3:00 TO 5:00, SATURDAY THE NEXT DAY FROM 10:00 TO 12:00 AND YOU CAN VISIT THE WEBSITE FOR AN ENTRY FORM. YARN BOMBING.

OUR FORMER CITY MANAGER'S WIFE, JOANNE PICTURED IN RIGHT OF THE FRONT ROW OF THE PICTURE ON THE RIGHT HAS A KNITTING CROCHETING GROUP SHE HAS STARTED OR HAD STARTED BEFORE THEY LEFT AND OR BEFORE THEY ARE RETIRING. SHE'S TURNED IT OVER TO ANOTHER LADY.

THEY YARN BOMBED THE BIG CHAIR DOWNTOWN. THAT WAS REALLY -- UNVEILED, THANK YOU. THAT'S WHAT I WAS LOOKING FOR. REVEALED DURING THE FARMER'S MARKET. THAT WAS PRETTY COOL. WE HAVE A LOT OF PHOTO OPS TAKEN AND THAT WAS A BIG SUCCESS. ORNAMENT DECORATING. WE HAD A MAKE AND TAKE PROJECT DOWNTOWN CATHERINE CRENSHAW AS YOU CAN SEE WAS DRESSED AS MS. CLAUS.

WE HAD THE BALSA WOOD ORNAMENTS AND THEY COULD COME WITH STICKER AND ALL SORTS OF THING TO DECORATE THE TREE WITH. WE HAD QUITE A FEW PEOPLE PARTICIPATE IN THAT.

THAT WILL BE A KEY THING WE DO AGAIN THIS YEAR. OUTREACH.

WE HAD EARTH DAY CELEBRATIONS, AGAIN, CATHERINE TO THE RESCUE. SHE DID SOME SPONTANEOUS WATER COLORS OF PEOPLE AND THEIR PETS DURING THIS EVENT. SHE WAS JUST GOING TO DO CHARACTERS BUT DID PICTURES OF PEOPLE'S PETS AND ANIMALS OFF THEIR PHONES.

WE HAD A BOOTH DURING THE MAIN HARVEST MARKET ON MAIN. WE SHARED A BOOTH WITH THE LIBRARY AND THAT WAS JUST AFTER OUR YARN BOMBING PROJECT WAS UNVEILED.

AND THIS IS OUR MOST RECENT THING. ROWLETT ARTIST EXCHANGE IS SOMETHING WE STARTED BEFORE COVID AND YOU KNOW, WE HEARD EVERY TIME COVID TOOK THE WIND OUT OF OUR SAILS ON THAT. WHEN WE GOT BACK INTO DOING THING, WE HAD TO GET MOMENTUM ON OUR PROJECTS. ROWLETT ARTISTS PROJECT TOOK A BACK SEAT.

13 PEOPLE ATTENDED. A DISCUSSION OF WHAT PEOPLE WOULD LIKE TO SEE.

THE ARTS AND HUMANITIES COMMISSION, CONTESTS AND ELECTED SEVERAL CONVERSATION STARTERS.

WE GOT YOUTH AND PEOPLE WITH DIFFERENT INTEREST SHARING IDEAS.

OUR HOPE WAS TO BUILD SMALLER GROUPS AND GET WRITERS TOGETHER AND JEWELRY MAKERS TOGETHER AND PEOPLE WHO AREN'T NECESSARILY DOING ALREADY AND SEE IF WE CAN BUILD MORE FROM THOSE TYPES OF ENTRIES. SO FUTURE ARTS AND HUMANITIES ACTIVITIES.

CRAFTING A PUBLIC ART POLICY IS SOMETHING THAT'S CURRENTLY UNDER WAY.

WE'RE HOPING TO PRESENT THAT TO YOU BEFORE THE END OF THE CALENDAR YEAR.

ONE OF OUR FORMER MEMBERS AND CHAIRS, HUGO MARTINEZ HAS COME TO THE COMMISSION AND WE ARE PLANNING A THURSDAY BEFORE THANKSGIVING. SO THAT WILL BE A SPONTANEOUS THING. HE'S GOING TO PROVIDE ALL THE MUSIC AND HE'S KIND OF RECRUITING PEOPLE JUST TO COME INTO TOWN AND DO MAYBE 35 TO 35 TO 60 MINUTES OF MUSIC DEPENDING

[00:10:02]

WORKING WITH NEW DOWNTOWN MANAGER TO PLACE ART IN THE DOWNTOWN AREA.

WE ARE TALKING ABOUT PLACES WE MIGHT DO MURALS. OTHER ART PIECES.

WE TALKED ABOUT CHAIRS THAT ARE DESIGNED LIKE BUTTERFLIES THEY MIGHT FIT IN AND HAVE A BUTTERFLY PORTRAIT. DETERMINING OTHER AREAS AROUND THE CITY AND EXPLORING POSSIBILITIES FOR UTILIZING THE GCAA GRANT FUNDS FOR THE MURAL WALLS ON HIGHWAY 66.

STILL ON OUR RADAR AND ONE OF THE BIGGEST THINGS WE'RE EXCITED ABOUT.

FIRE STATION 2. WE HAVE BEEN PLANNING AS MOST OF YOU KNOW.

WE DID A BIG CONTEST FOR AN ARTIST TO PLAN A MEMORIAL FOR 9/11 AT THE FIRE STATION 2.

AND SO THIS IS WHAT A LITTLE TEASE. I'M NOT GOING TO SHOW YOU EVERYTHING BUT GIVES YOU AN IDEA WHAT IT'S GOING TO LOOK LIKE. CURRENTLY AT THE FOUNDRY AND WE'RE ON SCHEDULE. AND WE ARE ON SCHEDULE TO HAVE IT UNVEILED HOPEFULLY THE MONDAY AFTER, MONDAY BEFORE 9/11. SATURDAY BEFORE. THAT'S RIGHT.

MONDAY WAS NOT A GOOD IDEA. SATURDAY BEFORE. THIS YEAR IT'S ON A MONDAY.

THAT WAS GOING TO BE A LITTLE BIT OF A CONFLICT WITH PEOPLE INVOLVED.

WE WILL DO THE SATURDAY BEFORE. FUTURE BUDGET. WE ARE ASKING FROM AN INCREASE FROM $15,000 TO $20,000 AND THAT WOULD COVER $14,000 IN PRIZES AND JUDGING FEES FOR WRITING CONTESTS AND YOUNG ARTISTS. $2,000 FOR GARY ALEXANDER AND MAIN BADGES AND WE WERE HOPING TO MAINTAIN THE $50,000 PUBLIC SUPPORT FOR ART PROGRAM. ANY QUESTIONS?

>> Y'ALL ARE BUSY. ON THAT GREAT THING. APPRECIATE THE WORK YOU DO FOR THE CITY. SEEMS LIKE A LOT OF FUN AND THERE'S A LOT OF STUFF THAT YOU CAN DO AS WELL WITH ARTS AND DOWNTOWN. YOU ARE WORKING DOWNTOWN.

IT'S A BIG OPPORTUNITY. >> I THINK THE NEW DOWNTOWN MANAGER IS A SHOT OF ENERGY THAT

WILL BE EXCITING TO WORK WITH. >> SHE HAS GREAT ENERGY, YES. >> HATS OFF TO THE JUDGES OF

ROWLETT SINGS. THAT WAS TOUGH. >> IT WAS TOUGH.

IT WAS A REALLY GOOD SHOW. I WAS VERY PLEASED. IT WAS AN EMOTIONAL NIGHT BUT A

GOOD NIGHT TOO >> WHAT BETTER OPPORTUNITY TO RECRUIT FOR ALL OUR BOARDS AND COMMISSIONS SINCE NOW IS THE TIME TO FIND FEW BOARDS AND COMMISSIONS.

ANYONE WATCHING. IF YOU'RE INTERESTED IN THE ARTS AND HUMANITIES.

WE HAVE A LOT OF FUN. IT'S A GOOD BOARD. WE HAVE REALLY GREAT SUPPORT FROM THE CITY. I WANT TO THANK YOU ALL FOR THE PAST YEARS OF SUPPORT.

FOR ALL OF WHO HAVE BEEN ON THE COUNCIL. MOST OF YOU WHO ARE NEW.

TO CONTINUE TO SUPPORT AT SOME LEVEL. THIS IS MY LAST YEAR FOR THE CHAIR. I WON'T BE COMING BACK BEFORE YOU.

I'M PROBABLY GOING TO TAKE ON AN ALTERNATE ROLE. MY JOB IS GETTING CRAZY AND IT'S

TIME TO STEP DOWN AND LET SOMEONE ELSE STEP UP. >> YOU DID A REALLY GREAT JOB.

>> I'M REALLY EXCITED ABOUT THE TROMBONES. >> I AM TOO.

>> I THINK THAT SOUNDS WONDERFUL BECAUSE MUSIC ADDS SO MUCH TO OUR LIVES.

I DID HAVE ONE QUESTION. THE SCULPTORS THAT ALREADY EXIST.

DO WE HAVE A BUDGET FOR CLEANING THEM? IS THAT IN YOUR BUDGET?

>> VERY GOOD. JUST WANT TO MAKE SURE. ALLOCATED $10,000.

>> AWESOME. >> DEBRA, IS THE TROMBONE ON THURSDAY, BEFORE THURSDAY OR

MULTIPLE THURSDAY. >> ACTUALLY I HAD IT WRONG. IT'S TROMBONE THANKSGIVING AND IT'S GOING TO BE THE WEDNESDAY BEFORE. NOT ON THANKSGIVING DAY.

>> TROMBONE THURSDAYS. THAT'S INTERESTING. >> JUST EXCITING WE HAVE HUGO DOING SOMETHING UNUSUAL AGAIN. WE HAD THE CHORAL GROUP AND COVID, AGAIN, FELL APART.

JUST EXCITED TO HAVE IT AGAIN. >> JUST ONE COMMENT TOO. I REALIZE THE MURAL ON 66 IS NOT THE PINNACLE OF WESTERN ART. IT'S SORT OF NOSTALGIC. I SUPPORT MOVING ON AND DOING

IT. I KNOW THERE'S A LITTLE PART. >> IT WILL BE QUITE A WHILE

[00:15:01]

BEFORE WE GET TO THAT POINT. >> IT'S BEEN THERE SO LONG. I DON'T KNOW THERE'S GOING TO BE

MUCH THAT WILL REALLY BE ABLE TO CHANGE WITH IT. >> REALLY?

>> JUST THE NATURE OF THE WALL ITSELF. >> YOU HAVE TO REALLY WALK UP TO

IT. >> IF YOU WALK UP AND REALIZE, YOU CAN STICK YOUR HAND INTO THE

WALL. >> OKAY. THE FACT THEY PAINTED ANYTHING

ON IT. >> THAT WAS FOR THE SOUND PROOFING AND IS NOT CONDUCIVE

FOR WALL ART. >> FOR A MURAL. I'M SURPRISED THEY DID.

>> AND THERE'S CONSIDERATION BEING GIVEN TO THE HISTORIC ASPECT OF THE WALL.

YOU KNOW LOOKING AT DIFFERENT WAYS TO CAPTURE PIECES OF WHAT IT LOOKS LIKE TODAY.

THERE'S A PLAN TO NOT JUST LET THAT BE PAINTED OVER WHEN IT'S GONE.

AND KNOCK ON ALL THE WOOD. IT'S AMAZING IT HASN'T BEEN TAGGED YET.

I MEAN. AGAIN. KNOCKING ON ALL THE WOOD.

THAT MEANS THERE'S A LEVEL OF RESPECT FOR THE WALL IN THE COMMUNITY.

THEY WILL TAG EVERYTHING ELSE. OKAY. THANK Y'ALL VERY MUCH FOR YOUR

[3B. Presentation of the Rowlett Police Department’s comprehensive, employee-driven Strategic Plan – RPD28. (60 minutes)]

TIME. COUNCIL, ANY OTHER QUESTIONS >> THANK Y'ALL.

NEXT ITEM IS 3 B. PRESENTATION OF ROWLETT POLICE DEPARTMENT POLICE COMPREHENSIVE

EMPLOYEE-DRIVEN STRATEGIC PLAN. AND SPEAKERS? >> WE WILL MAKE ROOM FOR OUR TASK FORCE MEMBERS TO COME ON IN. WE WILL HAVE A COUPLE HANDOUTS IN JUST A MOMENT WHILE WE PULL THAT UP. I LIKE THE SHIRTS.

SO WE WILL GIVE YOU THE BACK STORY BEHIND WHAT YOU'RE SEEING TONIGHT.

THE FIRST THING IS AN OFFICIAL COPY OF OUR FINALIZED RB 28 STRATEGIC PLAN.

OF COURSE, THIS IS ALL IN THE BACKGROUND MATERIAL YOU HAVE BUT WANTED EVERYONE TO HAVE A COPY.

>> THANK YOU. >> I APPRECIATE THAT. I LIKE TO TAKE NOTES.

YOU WANT TO HAND OUT SHIRTS NOW? >> OH, SHIRTS. BUDGET SEASON.

THIS WAS LAST YEAR'S BUDGET. RIGHT. YOU EVEN GOT THE RIGHT SIZE

EVERYTHING. >> WE'LL SEE. >> YEAH, EXACTLY.

WHILE WE'RE FINISHING PASSING THOSE OUT. WE FINISHED OUR STRATEGIC PLAN A LITTLE WHILE AGO AND DECIDED TO WAIT FOR OUR NEW CITY MANAGER TO BE ON BOARD, AS WELL AS THE TIME WE'RE IN THE MIDDLE OF OUR ELECTIONS. WE WANTED TO BE SURE OUR CURRENT COUNCIL COULD SEE THE CURRENT PRESENTATION IN FULL WHAT THE PREVIOUS COUNCIL APPROVED JUST A

HUNDRED DAYS PRIOR. >> ALL RIGHT. >> WE WILL GO AHEAD AND TAKE A SEAT. DAWN WILL KEEP US ON TRACK. LAST TIME I HAD THE CLICKER, I

HAD CHALLENGES WITH THE BUTTONS. >> DELEGATION IS A GOOD THING. >> THAT'S RIGHT.

GOOD EVENING, MAYOR AND COUNCIL. THANK YOU SO MUCH FOR HAVING US. WE ARE HONORED TO BE HERE TONIGHT. A LOT OF WORK HAS GONE INTO GETTING TO THIS DAY.

I WANT TO START OFF JUST RECAPPING SOME OF THIS. THIS WILL BE A RECAP FOR SOME OF YOU THAT WERE INVOLVED IN THE STRATEGIC PLAN IN NOVEMBER AND WE HAVE INCLUDED NEW INFORMATION IN HERE ABOUT WHAT WE'VE ALREADY ACCOMPLISHED WITH OUR STRATEGIC PLAN AND HOW WE'RE GOING TO CONTINUE TO ENSURE OUR PLAN DOES NOT JUST SIT ON THE SHELF. WHEN I CAME TO THE ORGANIZATION

[00:20:01]

THE SECOND COMMITMENT I MADE AND THIS WAS IN MY FIRST MEETING WITH BRIAN AND ANGIE, WAS THAT I WOULD DO A FIVE-YEAR WORKING WITH DEPARTMENT, A FIVE-YEAR STRATEGIC PLAN TO HAVE A ROAD MAP WHERE WE WANT TO GO AS AN ORGANIZATION. WHAT WE DID IS I HAD THE OPPORTUNITY IN MY PREVIOUS AGENCY TO WORK WITH THE INSTITUTE FOR EXECUTIVE DEVELOPMENT AND MANAGEMENT CONSULTING FIRM OUT OF LAS VEGAS, RICK AND ALEX CULLEY AND WORKED WITH THEM SINCE 2019 AND DID AN EMPLOYEE-DRIVEN STRATEGIC PLAN IN MY PREVIOUS AGENCY.

I DIDN'T THINK IT WOULD BE A FUN PROJECT AS A DEPUTY CHIEF AND ASSIGNED TO DO THIS STRATEGIC PLAN. WHAT I FOUND WAS THE WAY WE DID THE PLAN, WAS ONE OF MOST REWARDING PROJECTS I HAD EVER BEEN INVOLVED WITH AND STILL ONE OF MOST IMPACTFUL I HAD THE OPPORTUNITY TO PARTICIPATE IN. SO THAT'S WHAT I WANTED TO DO WHEN I CAME HERE.

AND SO WHAT I LOVE ABOUT THIS PROCESS IS THAT THIS IS NOT CHIEF MIKE DUNNING'S PLAN ALONE.

FROM MY EXPERIENCE WHAT I HAVE SEEN WITH STRATEGIC PLANS, ESPECIALLY WITH POLICE DEPARTMENTS AND POLICE CHIEFS. IF I COME IN AS AN OUTSIDE CHIEF WITH ONLY MY PLAN THAT OUR EMPLOYEES DON'T HAVE AN OPPORTUNITY TO WEIGH IN AND BE PART OF THE PROCESS, IT'S NOT LIKELY TO SUCCEED. SO, THAT BEING SAID, I TOOK A STEP BACK IN THE PROCESS AND HEAVILY INVOLVED THE DEPARTMENT IN THE DEVELOPMENT AND WHAT WILL BE THE FOLLOW THROUGH OF THE PLAN. I WOULD LIKE TO INTRODUCES THE MEMBERS OF THE DEPARTMENT THAT CAME HERE IN SUPPORT OF PRESENTATION TONIGHT. WE HAD A 20-MEMBER TASK FORCE.

NOT ALL OF THEM ARE HERE TONIGHT. A FAIR NUMBER OF THEM.

I WOULD LIKE TO HAVE THEM INTRODUCE THEMSELVES AND WE WILL START WITH OUR TASK FORCE

LEADERS. >> SO, COUPLE NEW FACES. MOST OF YOU KNOW ME.

DAN MILLER, ASSISTANT CHIEF OF POLICE. >> I AM HANNAH CAESAR.

THE COMMUNICATIONS MANAGER. >> I AM DAN SMITH, THE MANAGEMENT SERVICES MANAGER.

>> I AM ALEXIS HALTOM. PATROL SERGEANT. >> STEVEN YOUNG, PATROL

SERGEANT. >> ADAM BERGEN. COMMUNICATIONS.

>> LIEUTENANT CASTLIONI, TASK FORCE LEADER. >> LIEUTENANT ON THE TASK FORCE.

>> HI, JACLYN, NOW PIO. AND PART OF THE TASK MEMBERS. >> AND SO, I'M REALLY, REALLY PROUD OF THIS TEAM. SO THEY ARE, WE'RE GOING TO DO THIS PRESENTATION THAN NORMAL AND THEY ARE GOING TO HELP ME PRESENT. WITH THAT, WE WILL GET STARTED.

AS A PRESENTATION OVERVIEW. WE WILL TALK ABOUT WHAT IS A STRATEGIC PLAN.

WE WILL TALK ABOUT THE DIFFERENCES AND THE WAYS WE APPROACHED OUR STRATEGIC PLAN AND OUR RP D 28 WE CALL PRESENTATION OR OUR STRATEGIC PLAN.

SIGNIFYING 2028 AS A FIVE YEAR PLAN. HOW IT DEVELOPED AND WHO WAS INVOLVED AND WHAT OUR EMPLOYEES SAID GETTING RECOMMENDATIONS FROM OUR EMPLOYEES.

WE WILL TALK ABOUT WHAT THE TASK FORCE CREATED AND PRESENT OUR NEW VISION, MISSION AND VALUES AND GOALS AND WHAT WILL COME NEXT. HOW WE IMPLEMENTED THE PLAN AND COMMUNICATED THE PLAN AND HOW WE'RE GOING TO MEASURE PROGRESS AND MAKE SURE WE CAN TRACK PROGRESS AND MAKE SURE THIS IS NOT A PLAN THAT SITS ON THE SHELF LIKE A MAJORITY OF

STRATEGIC PLANS. WHY DID WE DEVELOP. >> START WITH THE WHY.

THE FIRST THING IS, IT UNIFIES OUR LEADERSHIP AND DEVELOPS A ROAD MAP FROM WHERE WE ARE TO WHERE WE WANT TO BE. TO DETERMINE WHERE WE WANT TO GO, WE HAVE TO KNOW WHERE WE ARE. THAT REQUIRES A PROCESS THAT CREATES UNFILTERED FEEDBACK FOR ME AS A NEW CHIEF COMING INTO THE ORGANIZATION. IT ALSO ENGAGES A LARGE MAJORITY

[00:25:05]

IT HELPS WHAT IS ULTIMATELY A VERY, VERY, VERY GOOD POLICE DEPARTMENT GET EVEN BETTER BY USING MEANINGFUL DATA TO MEASURE AND MONITOR PROGRESS. AND IT SEEKS TO CREATE BETTER ALIGNMENT BETWEEN OUR STRATEGIC PLAN AND THE CITY'S EXISTING STRATEGIC PLAN.

MY EXPERIENCE WITH STRATEGIC PLANNING, IT WASN'T THE FIRST TIME.

IT WAS SIX TO EIGHT LEADERS GOING TO A RETREAT AND WORKING ON WHAT THEY FEEL IS IMPORTANT AND WHAT THE STRENGTHS AND WEAKNESSES ARE. YOU CAN DEVELOP A STRATEGIC PLAN THAT WAY. FROM MY PAST EXPERIENCE, IT'S ONLY MEANINGFUL TO THE SIX OR EIGHT OR 10 EMPLOYEES INVOLVED IN THAT. WE FLIPPED THAT UPSIDE DOWN.

INSTEAD OF BEING A TOP-DOWN APPROACH, WE FLIPPED IT UPSIDE DOWN AND OUR EMPLOYEES DETERMINE WHAT IS IMPORTANT. FOCUSES ON HOW TO GET OTHER ABOUT.

SINGLE LANGUAGE INSTEAD OF LONG DRAWN OUT MISSIONS THAT PEOPLE CAN'T MEMORIZE.

IT'S ABOUT MAKING IT MEANINGFUL. SIMPLE LANGUAGE. SOMETHING IF WE WANTED TO COULD PUT IT ON THE SIDE OF PATROL CAR. SHARED IN WRITINGS AND PRESEN PRESENTATIONS. WE ALL GET ENOUGH E-MAILS.

WE WANTED MULTIPLE MODES OF COMMUNICATING. OUR EMPLOYEES WILL BE TRAINED TO USE THE STRATEGIC PLAN AND HAVE A CLEAR PROCESS FOR FOLLOW UP TO ENSURE ACCOUNTABILITY AND COMMUNICATE THE RESULTS. SO WE TALK ABOUT A STRATEGIC PLAN WITH THE APPROACH THAT WE TOOK. THERE'S SEVEN CRITICAL COMPONENTS.

THE FIRST IS AN ENVIRONMENTAL ASSESSMENT. THE ENVIRONMENTAL ASSESSMENT EVALUATES WHAT IS PROBABLY MOST IMPORTANTLY AND I'M SURE EVERYONE HAS HEARD OF THE SWAT ANALYSIS. NOT SWAT LIKE A TEAM, BUT A GENERATIONAL ANALYSIS TO DETERMINE WHAT DOES OUR WORK FORCE LOOK LIKE AND HOW WILL THAT CHANGE? LEARNING THINGS LIKE OUR AVERAGE AGE IN THE PATROL DIVISION OR TENURE IS TWO YEARS EXPERIENCE.

THAT IS IMPORTANT WHEN IT COMES TO DEVELOPING YOUR STRATEGIC PLAN.

AND THE OTHER SIX COMPONENT IS DEVELOPING THE MISSION, VALUES, MISSION, GOALS AND STRATEGIES.

I WILL TURN IT OVER TO ASSISTANT CHIEF MILLER AND TALK ABOUT HOW IT WAS DEVELOPED AND WHO WAS

INVOLVED. >> YOU PROBABLY ASKED HOW DID WE DEVELOP AND WHO DEVELOPED IT?

>> THIS IS A HIGH-LEVEL TIMELINE. WE STARTED COORDINATING LOGISTICS AND HAD A TWO-DAY LEADERSHIP RETREAT WHERE EVERYBODY AT THE RANK OF SERGEANT AND ABOVE AND ON THE CIVILIAN SIDE. IN A SUPERVISORY POSITION ENGAGE. AND A NUMBER OF TASK FORCE MEETINGS AS WELL AND ALL-EMPLOYEE SURVEY. WE MADE SURE EVERYBODY IN THE DEPARTMENT HAD MULTIPLE OPPORTUNITIES TO WEIGH IN AND GIVE US THEIR OPINIONS. THIS COVERED ALL DIVISIONS, ALL TENURES AND RANKS. EVERYBODY WAS INVOLVED. SO, JOSH.

>> SO, WE CREATED A PLAN THAT HAD TO HAVE A HIGH LEVEL EMPLOYEE ENGAGEMENT.

THIS WAS SOMETHING CREATED BY THE COMMAND NOT JUST PUSHED DOWN.

WE STARTED OFF BY CREATING THE FOCUS GROUPS. 32 PEOPLE ATTENDED THOSE FOCUS GROUPS AND WE WANTED MORE EMPLOYEES TO BE INVOLVED. WE CREATED A SURVEY STRATEGY.

WE ASKED QUESTIONS. GOT THE FEEDBACK FROM ADDITIONAL EMPLOYEES AND WENT OUT TO STAKEHOLDERS, GOT THEIR INPUT AND LASTLY THE COMMAND STAFF 100% ON BOARD WITH THIS.

SO, WE CREATED 20 MEMBER TASK FORCE WHICH I WAS A PART OF. IT WAS COMPOSED OF PEOPLE FROM THE LINE LEVEL TO COMMAND STAFF. IT WAS A TWO-DAY PROCESS LIKE THE CHIEF SAID AND VERY COLLABORATIVE AND WE ALL WORKED TOGETHER. WE ACTUALLY HAVE A VIDEO FOR THE TASK FORCE MEMBERS EXPLAINING THEIR INPUT IN THEIR CONTRIBUTIONS TO THE STRATEGIC

[00:30:02]

OUR WORK FORCE DIRECTLY FROM THE BOTTOM UP, THE ALL EMPLOYEE STRATEGIC PLAN WAS MY PRIMARY PLAN. TO DEVELOP THE PLAN AND ULTIMATELY ENSURE THE SUCCESS BY EXTENSIVE FOLLOW LIEU AND IMPLEMENTATION, I KNOW WE CAN HAVE THE SUCCESS IN ALL STRATEGIES. ONCE ALL THE EMPLOYEES WERE TAKEN OUT OF THE WORK ENVIRONMENT AND PLACED IN A ROOM, IT OPENS THE LINES OF XHUK AND PEOPLE ACTUALLY WANT THE SAME THING. . THEY ARE DEALING WITH THE SAME PROBLEMS. BY OPENING UP THE COMMUNICATION, WE WERE ABLE TO PULL ON EVERY RESOURCES TO PULL TOGETHER TO BUILD A TEAM, IT WAS ABOUT DEVELOPING A CULTURE THAT'S GOING TO CARRY ON PAST RPD 28. WHAT I EXPECTED WAS A LOT OF LISTENING.

WHAT I EXPERIENCED WAS A LOT OF INPUT. AL OUR OPINIONS ARE VALUABLE AND WE ARE ALL IN THIS TOGETHER. IT'S BEEN VERY REWARDING AND I DIDN'T THINK IT WOULD BE THAT WAY. I THINK IT'S GOT TO BE CLOSER TO MY COWORKERS AND HELPS US TO

FIGURE OUT THE PROBLEMS AND FIGURE OUT SLEWINGS. >> I NEVER HAVE BEEN INVOLVED IN SOMETHING LIKE THIS BEFORE. I WAS EXCITED ABOUT WHERE IT WOULD POSSIBLY TAKE US.

IT'S A COLLECTIVE EFFORT OF EVERYBODY COMING TOGETHER AND SAYING, WE LIKE THIS OR DON'T LIKE THIS. WE ARE CATERING IT TO THE NEEDS OF WHAT WE NEED.

>> THERE ARE SO MANY PEOPLE INVOLVED IN THIS. SO MANY PEOPLE CARE ABOUT THE DEPARTMENT. EVERYBODY WANTS TO SEE US SUCCEED AND DO GREAT THINGS.

AND I BELIEVE THAT THAT WAS ACCOMPLISHED HERE THROUGHOUT THIS ENTIRE PROCESS BECAUSE WE ALL CAME TOGETHER AS A UNIFIED FRONT. AND PUT THE NEEDS OF THE

DEPARTMENT FIRST AND THE EMPLOYEES FIRST. >> WE'RE NOT JUST SITTING DOWN AND ANSWERING QUESTIONS. WE ARE OPENING UP AND PEOPLE ARE GIVING THEIR TRUE OPINIONS HOW THINGS ARE VERY LONG HOW COMMAND STAFF PERCEIVES THINGS. THIS WHOLE PROCESS HAS BEEN VERY POSITIVE. I AM LOOKING FORWARD TO SEEING EFG THAT WE TALKED ABOUT THROUGHOUT THE DEPARTMENT IS EXCITING TO SEE CHANGE. AND IT'S EVEN MORE EXCITING TO

HAVE EVERYONE'S INPUT. >> I JUST THINK IT PROMOTES BUY IN FROM EVERYBODY.

EVERYBODY HAS SKIN IN THE GAME. EVERYBODY IS IN A FOCUS GROUP AND SAY THEIR PIECE.

THE TASK FORCE HAS BEEN GOING OVER THAT RESPONSE AND KIND OF GETTING DOWN TO A MORE DEFINED DIRECT. EVERYBODY IS REPRESENTED. I WOULD ENCOURAGE EVERYBODY TO

GO INTO IT WITH AN OPEN MIND >> LEAVE THE HISTORY IN THE PAST AND LOOK AT THIS AS A FRESH START FOR NOT ONLY WHATEVER DWIG YOU WORK IN BUT THE DEPARTMENT AS A WHOLE.

>> YOU KNOW WHAT WE CREATED, THE ENGAGEMENT AT ALL LEVELS OF THE DEPARTMENT IS A BLUE PRINT WHERE

WE'RE GOING. >> WHAT I WOULD LIKE TO SAY TO ALL EMPLOYEES, YOUR VOICE MATTERS. INVOLVING ALL OF OUR EMPLOYEES FROM THE BEGINNING IS A KEY COMPONENT TO ENSURING THAT THERE'S COMPLETE BUY IN AND OWNERSHIP TO THIS PLAN FROM THE BOTTOM OF THE DEPARTMENT PUSHED UP TO ME AT THE TOP OF THE ORGANIZATION.

WHETHER OR NOT YOU'RE INVOLVED IN THE DISCUSSIONS WE HAD MANY TIMES OR DIRECTLY IN EMPLOYEE FOCUS GROUP OR A MEMBER OF THE 22-MEMBER RPD 28 TASK FORCE. YOUR VOICE MATTERS.

I'M COMMITTED TO MAKE SURE WE FOLLOW THROUGH ON THE PLAN YOU PUT IN PLACE FOR OUR ORGANIZATION.

EXPERIENCE BEING A PART OF THE TASK FORCE, I WAS EXCITED WHEN I WAS ASKED ABOUT T. I DIDN'T REALLY KNOW WHAT IT ENTAILED AND I'M REALLY EXCITED ABOUT IT. PRIOR TO COMING TO ROWLETT, I WORKED AND AT NO TIME WAS ANYONE ASKED FOR MAJOR CHANGES TO THE DEPARTMENT.

WE HAVE A UNIQUE DEPARTMENT. I WILL TURN IT OVER TO HANNAH. >> YEAH, SO I'M THE COMMUNICATIONS MANAGER. I AM OVER 911 DISPATCH. PART OF MY EXPERIENCE AS A TASK FORCE LEADER, I WAS HEAVILY INVOLVED IN PLANNING AND GETTING EVERYBODY TOGETHER.

GENERALLY IN AN AGENCY, A LAW ENFORCEMENT AGENCY, CIVILIANS AREN'T REALLY INVOLVED.

FOR ME, IT WAS A REALLY BIG, YOU KNOW EYE OPENING EXPERIENCE TO SAY, I ACTUALLY HAVE A HAND IN

[00:35:07]

IT REALLY EXCITED ME. >> I'M STEPHEN YOUNG AND I'M A PATROL SERGEANT.

WHEN I WAS CHOSEN, I WAS A DETECTIVE AND I WAS IN A DETACHED POSITION.

A LOT OF WAYS, I WAS ON THE OUTSIDE LOOKING IN. I WAS CHOSEN FOR THIS, I WAS PRETTY HUMBLE AND NERVOUS TO GET A VOICE AND KIND OF GET TO SPEAK TO MY PEERS.

YOU HAVE SEEN THE VIDEO, NEVER DID I THINK WE WOULD GET 20 PEOPLE TO AGREE ON SOMETHING.

I WAS VERY SURPRISED HOW MUCH WE ALL WANTED THE SAME THING WITH VERY SMALL COMPROMISES.

AGAIN, LIKE THE CHIEF KNOWS, IT WAS A VERY UNIQUE OPPORTUNITY. I DON'T THINK ANY OF US WERE VERY SURE ABOUT. WE LEARNED A LOT FROM IT AND THANK YOU FOR GIVING US THAT

OPPORTUNITY. >> ADAM BERGEN, DISPATCHER, MOSTLY ON THE NIGHT SHIFT.

WHEN I GOT THE E-MAIL I WAS SELECTED, IT WAS QUITE A BIG SURPRISE.

NIGHT SHIFT IS ONE OF THOSE THINGS PEOPLE JUST DON'T THINK ABOUT.

I THOUGHT TO MYSELF, TWO THINGS, ONE, WHO THOUGHT THIS WAS A GOOD IDEA?

[LAUGHTER] >> AND TWO, FINALLY THE CITY IS RECOGNIZING THE GENIUS.

I HAD ZERO EXPECTATIONS. I HAD NO IDEA WHAT TO EXPECT. I WAS PLEASANTLY SURPRISED FOR A POLICE DEPARTMENT, THE CIVILIAN SIDE OF THINGS HAS HANNAH SAID IS NOT GOING TO BE OVER LOOKED.

THERE'S A LOT OF, YOU LOOK AT CHIEF AND THE POLICE OFFICERS AND BADGES AND SQUAD CARS, OFTENTIMES THE CIVILIANS ARE OVER LOOKED. IT MADE ME FEEL GRATEFUL TO BE A

PART OF THE PROCESS. >> SO, WHAT DID THE EMPLOYEES SAY? WE HAD THREE FOCUS GROUPS FOR A TOTAL OF 32 EMPLOYEES. IT'S IMPORTANT TO NOTE, WE WERE VERY INTENTIONAL WHO WE SELECTED TO BE IN THE FOCUS GROUPS. WE SAID WE DIDN'T WANT THE CHEER LEADERS BUT WE DID WANT SOME BUT NOT ONLY CHEER LEADERS. WE WANTED EMPLOYEES THAT WERE VERY POSITIVE AND UPBEAT AND ALSO WANTED THOSE WHO KIND OF VIEWED AS I DON'T WANT TO USE THE WORD DISGRUNTLED BUT LESS SATISFIED. WE WANTED TO COVER ALL RANKS AND CIVILIANS SO WE COULD BEST CAPTURE THE DEPARTMENT. WHEN THE FOCUS GROUP WAS OVER, THAT WAS ASKING THE BIGGEST REQUEST. THEY SAID WE WOULD LIKE TO HAVE MORE TIME WHICH WAS KIND OF SURPRISING. A LOT WEREN'T REAL EXCITED TO BE SELECTED FOR THE FOCUS GROUP AND THEY SAID THEY WOULD LIKE TO HAVE MORE SESSIONS AND TIME.

THEY APPRECIATED THE OPEN DECISIONS AND PERSPECTIVES. ALL DIVISIONS WAS REPRESENTED.

WE HEARD FROM DISPATCHERS AND JAIL AND FOLKS GOT TO SEE THINGS FROM OTHER PEOPLE'S VIEWPOINTS.

THE AVERAGE RATING OF CANDOR AND OPENNESS WAS 4.7 OUT OF FIVE. THE OVERALL RATING WAS 44.9 OUT OF FIVE. GEE SPOKE WITH STRENGTHS, WEAKNESSES, OPPORTUNITIES AND

THREATS. >> WE WILL START OFF WITH STRENGTHS.

THIS IS GREAT STUFF. PEOPLE TALKED ABOUT HOW ROWLETT WAS A FAMILY ENVIRONMENT.

PEOPLE CARED ABOUT EACH OTHER AND TAKE CARE OF EACH OTHER. WE TALKED ABOUT TEAMMATE ON THE SHIFTS AND HOW UNITS WORK WELL TOGETHER AND HOW THE DEPARTMENT COMES TOGETHER IN THE CRISIS.

STRONG RELATIONSHIPS WITH THE COMMUNITY. I SAID BEFORE AND I WILL SAY IT AGAIN. IT'S DIFFICULT TO GO OUT TO LUNCH SOMEBODY OFFERING TO BUY YOUR LUNCH. GOOD CUSTOMER SERVICE AND CITIZEN SUPPORT.

A DESIRE TO IMPROVE. A NEW CHIEF COMING IN AND UNDERSTANDING THE CHALLENGES AND COMMAND STAFF OPEN TO LISTEN. GOOD EQUIPMENT, GOOD RESOURCES AND TRAINING.

WELL ROUNDED OFFICERS. WORKING HARD TO INCREASE THE PRIORITY ON HEALTH AND WELLNESS.

AN AREA THAT HAS BEEN NEGLECTED HISTORICALLY IN THE CAREER PATH. WE ARE NOT MICROMANAGED AND PEOPLE TALK ABOUT WORK-LIFE BALANCE, WE ARE A 24-7, 365 OPERATION.

SOMEBODY HAS TO WORK CHRISTMAS AND NEW YEARS. THEN WE WENT INTO THE WEAKNESSES. WE HAD A COUPLE OF PAGES OF STRENGTHS.

[00:40:03]

PAY. ANOTHER THING WE HAVE BEEN WORKING ON.

PAY IS ALWAYS A LEADING DISSATISFIER. POOR COMMUNICATION WITH LEADERSHIP BETWEEN SHIFTS. INTERDEPARTMENTAL INCONSISTENCIES.

WE'RE NEVER ALL ON THE SAME PAGE. PERCEPTION IN THE TRAINING PROGRAMS WERE INSUFFICIENT AND THEY'RE NO OPPORTUNITIES FOR GROWTH AND ADVANCEMENT.

SO EMPLOYEES FELT UNPREPARED AND SIX ON EMPLOYEE ACTION. WE'RE ONLY TAKING ACTION AFTER A DISASTER. SO DESPITE THE WEAKNESSES, THEY WERE EVEN MORE OPPORTUNITIES.

SO, AS WE PAIRED THIS DOWN, WE WERE ABLE TO COME UP WITH A LIST OF 19 OPPORTUNITIES WHICH OBVIOUSLY WE CAN'T DO ALL 19 OF THEM IN ONE SESSION. WE ACTUALLY PAIRED THOSE DOWN TO THE THEMES. BETTER TRAINING. HEAVY EMPHASIS ON TRAINING AND DEVELOPMENT OF THE PERSONNEL. BETTER SUCCESSION PLANS AND CREATING A MENTOR SHIP.

SECOND ENHANCED COMMUNICATION BY ACTING ON OUR SUGGESTIONS. STREAM LINING THE ORGANIZATIONAL STRUCTURE AND BUILDING ON THE NEW APPROACH OF THIS PANEL. INCREASING FUNDING IF POSSIBLE FOR MORE CIVILIAN EMPLOYEES. AS DAN MENTIONED, MORE COMPETITIVE PAY INCENTIVES.

NEW FACILITIES AND UPKEEP OF EQUIPMENT. GREATER CONSISTENCY AND TRANSPARENCY AROUND THE PROMOTIONAL PROCESS. WE HEARD A LOT OF FOCUS AND WE WILL GET INTO THE DIVISION VALUES AND GOALS ON ACCOUNTABILITY.

THAT WAS REALLY SURPRISING AS A NEW CHIEF TO COME IN AND HEAR THE DEPARTMENT TELLING ME WE NEED MORE ACCOUNTABILITY. WE WANT MORE ACCOUNTABILITY. AND YOU WILL SEE IN THE END, THAT'S ONE OF OUR CORE VALUES THEY DEVELOPED. SO ACCOUNTABILITY AND DISCIPLINE WAS A LARGE FOCUS AND ADOPTION OF NEW POLICIES. FINALLY INCREASED FOCUS ON MENTAL HEALTH AND ENHANCEMENT TO THE CURRENT WELLNESS PROGRAM. NEXT WAS THE FOCUS ON WHAT COULD BE THREATS TO OUR SUCCESS. NOT THREATS THAT NECESSARILY EXIST BUT IF THESE WERE TO OCCUR, THIS COULD THREATEN US. WHAT IS THE ROWLETT STEPPING STONE.

WHERE OFFICERS ARE TRAINED FOR A YEAR OR TWO AND MOVE ON TO ANOTHER AGENCY WITH A HIGHER PAY OR INCENTIVES WE DON'T HAVE. A YOUNG DEPARTMENT. AS A RESULT OF THAT, WE HAD FEEDBACK ON INEFFECTIVE TRAINING ON DISPATCH AND EVEN THE JAIL. OF COURSE, THERE WAS DISCUSSION ABOUT THE DECISION MAKERS BEING OUT OF TOUCH AND US BEING A REACTIVE AGENCY.

A LACK OF SUPPORT FROM CITY PERSONNEL. THESE ARE NOT THINGS THAT EXIST BUT ARE THREATING TO THE POTENTIAL OF SUCCESS. FEAR OF RESISTANCE TO CHANGE.

FROM OUR OWN EMPLOYEES OR COMMAND STAFF. LACK OF LEADERSHIP AND FOLLOW THROUGH. THAT WAS ONE OF KEY AREAS OF FEEDBACK IN THE END AND I WILL BELIEVE IT WHEN I SEE IT. I HEARD THIS BEFORE. WE HAD TREMENDOUS FOCUS ON THE FOLLOW THROUGH OF THIS PLAN. WE HAVE A GROWING CITY, RISING CRIME.

THOSE COULD ALL AFFECT OUR SUCCESS. EQUIPMENT WAS DISCUSSED.

POORLY MAINTAINED. OLD FACILITIES. INCONSISTENCIES.

THERE WAS ONE THING THAT WAS CONSISTENT, IT WAS THAT WE ARE CONSISTENTLY INCONSISTENT.

THAT'S ACTUALLY WHAT THE PHRASING WAS. YES, MA'AM.

>> I'M SORRY, I DON'T KNOW IF YOU CAN GO BACK ONE SLIDE. I DON'T KNOW WHAT FTO IS.

[00:45:02]

>> FIELD TRAINING FOR OUR OFFICERS. >> THERE WAS FOCUS ON

IMPROVEMENT TO THE TRAINING THE OFFICERS RECEIVE. >> I WILL TURN IT OVER TO LIEUTENANT CASTIGLIONI. WE WILL TALK ABOUT WHERE WE ARE IN THE LIFE CYCLE OF AN AGENCY.

>> THE REASON YOU SAW TO DO SWAT ANALYSIS AND WHY IT WAS DONE IS HOW DO WE GET TO A STARTING POINT. WE DO THE SWAT UNLESS FROM ALL DIVISIONS AND PERSONNEL.

AND WHAT THAT'S GOING TO DO IS JUST LAND US ON A LIFE CYCLE FOR OUR ORGANIZATION.

AND RIGHT NOW WITH THE INPUT FROM EVERYONE IN THE DEPARTMENT AND USING IE D.

WE DETERMINED THAT WE'RE RIGHT THERE. WE'RE AT A CRITICAL POINT.

AND IT'S A CRITICAL POINT THAT WILL TELL US TO REINVENT OR DECLINE.

WE HAVE CHOSEN TO REINVENT. WE HAVE CRITICAL CHALLENGES. WE HAVE TO ADDRESS EMPLOYEE CHALLENGES. INCREASE OUR LEVEL OF CONSISTENCY.

WE HAVE TO BE PROACTIVE AND CREATE A PROACTIVE PLAN AND HOW TO ADDRESS IT.

WE HAVE TO BE STEADY AND CARRY OUT WHAT WE SAY AND KEEP UP WITH THE GROWTH OF THE CITY AND MAJOR DEVELOPMENTS. IN DOING THAT, WE NEED THE RESOURCES OF THE COMMUNITY, THE CITY COUNCIL AND THE POLICE DEPARTMENT TO DO WHAT THEY SAY THEY'RE GOING TO DO.

HANNAH. >> SO ONE MAP WAS COMPLETED AND WE FIGURED OUT WHERE WE WERE, HOW DO WE REINVENT OURSELVES? WITH THE TASK FORCE, IT WAS TWO DAYS OF A LOT OF WORK WITH THE 20 PEOPLE IN FRONT OF YOU ON THE SCREEN. IT WAS A DIVERSE CROSS SECTION OF EMPLOYEES. CIVILIANS, SUPERVISORS, PATROL, EVERYONE.

WE ALL HAD A VOICE. THERE WAS A LOT OF HEALTHY DEBATE TO FIGURE OUT WHAT WE WANTED TO DO. THIS IS SOME OF THE WORK THAT CAME UP FROM IT.

AS YOU CAN SEE, A LOT OF CHARTS, WE WERE WRITING OUT. WE WEREN'T JUST SITTING THIS TALKING AND COME TO A COHESIVE DECISION. SO THE FIRST THING WE STARTED WORKING ON WAS THIS IS GOING TO BE OUR ULTIMATE PICTURE. IT'S FUTURE FOCUSED.

TIMELESS AND OUR TRUE NORTH. IT MAYBE SOMETHING WE NEVER GET TO, BUT THIS IS SOMETHING WE WANT TO TRY TO GET TO EVERY DAY. THIS IS ONE OF FIRST THINGS WE STARTED WORKING ON AND WE HAVE TO TABLE IT AFTER THE FIRST DAY BECAUSE WE COULD NOT COME TO A DECISION.

IT WAS BASICALLY SPLIT DOWN THE MIDDLE. TO BE A LEADING LAW ENFORCEMENT AGENCY AND A LEADING PUBLIC SAFETY AGENCY IN TEXAS. SOME OF THE ARGUMENTS WERE OBVIOUSLY WE'RE LAW ENFORCEMENT. WE NEED TO BE LAW ENFORCEMENT. YOU KNOW AND THEN OTHER ARGUMENTS WERE, FROM MY PERSPECTIVE, YOU'RE NOT JUST LAW ENFORCEMENT, WE HAVE RECORDS.

WE HAVE THE JAIL. WE HAVE COMMUNICATIONS YOU KNOW. WE HAVE TO LOOK AT IT FROM A WHOLE AND SO ULTIMATELY WE CAME TO TO BE A LEADING PUBLIC SAFETY AGENCY IN TEXAS.

THE CHIEF HAS THE ULTIMATE DECISION AND SAY SO. AFTER HEARING THE ARGUMENTS, ONE OF MY BIGGEST THINGS WAS AS A POLICE OFFICER, YOU'RE EXPECTED TO DO MORE THAN JUST LAW ENFORCEMENT EVERY DAY. IF WE WANT THIS TO BE THE WHOLE DEPARTMENT, THEY CAN'T JUST FOCUS ON LAW ENFORCEMENT. SO WALKING IN, IT'S LAW ENFORCEMENT, AFTER HEARING ARGUMENTS, HE WAS LIKE OKAY. LEADING PUBLIC SAFETY AGENCY. THIS YOU KNOW CAN PUT US UP AGAINST EVERYONE. DPS. YOU KNOW, FIRE DEPARTMENT, OR -- ASPIRATIONAL. WE MAY NEVER BE BETTER THAN THE FIRE DEPARTMENT.

I AM ALEXIS. I AM A PATROL SERGEANT. WE ALL HAVE OUR INDIVIDUAL VALUES WE LIVE BY YOUR MORAL COMPASS. BUT WHEN YOU LOOK AT IT TOWARDS AN ORGANIZATION, IT'S WHAT DO YOU WANT OUR EMPLOYEES TO EMBODY? WHAT DO WE WANT THEM TO DO THEIR JOB DAY IN AND DAY OUT AND LIVE BY KIND OF THE ULTIMATE EMPLOYEE. SO WE STARTED WITH TONS OF WORDS WE SAW KEEP COMING UP IN THE

[00:50:02]

YOU HEARD ACCOUNTABILITY WAS A BIG ONE. IT FELT LIKE THE MOST TICK MARKS BY ACCOUNTABILITY. ONCE WE HAD OUR MAIN WORDS IN MIND, WE WANTED TO START LOOKING AT ACRONYMS. ACRONYMS IS SOMETHING THAT IT'S ADVERTISE FOR PEOPLE TO REMEMBER, SHORT, SWEET AND ADDS MORE MEANING. WE WENT THROUGH A COUPLE ACRONYMS. DEBATED OVER THOSE AND FINALLY CAME TO RESPECT, ACCOUNTABILITY, INTEGRITY, SERVICE AND EXCELLENCE, ULTIMATELY, TO RAISE.

TO RAISE THE BAR. WE DID NOT ASK FOR A RAISE IN PAY BUT IT'S UP THERE AS WELL.

U U U

ULT MATELY WE WOULD LIKE TO RAISE THE BAR. >> WE HAD TO DETERMINE WHAT OUR MISSION WOULD BE. IT'S CRITICAL, OPERATIONAL AND WHAT WE DO EVERY DAY.

EVERYONE IN THE ORGANIZATION HAS TO TIE IN WHAT THEY DO TO OUR MISSION.

AS WE WERE DISCUSSING, WE CAME UP WITH KEY TERMS. RESPECT, PROTECT AND SERVE.

HELP OTHERS. WE STARTED DEVELOPING KEY THINGS AND WE WANTED TO NARROW OUR SCOPE AND COME UP WITH SOME SLOGANS WE CAN COME UP WITH AND PUT ON THE SIDE OF SQUAD CAR.

WE GOT STUCK A LITTLE BIT. WE RELIED HEAVILY ON ADAM'S GENIUS AT THIS TIME TO GET US

THROUGH. >> ONCE WE CONDENSED THE TERMS AND WORDS, WE STARTED WORKING ON THE INITIAL STATEMENTS YOU MIGHT SEE ON THE SIDE OF THE SQUAD CAR.

MAKING OUR COMMUNITY SAVE. PROFESSIONALISM AND SERVICE. PEOPLE ALWAYS.

ONCE EVERYONE CONDENSED, WE COULDN'T NAIL ANYTHING DOWN. WE IDENTIFIED THE KEY TRAITS AND SERVICE AND COMMUNITY. TO MAKE SURE THE SERVICE IS EXCEPTIONAL AND ALWAYS.

THAT LED US TO WHAT BECAME OUR MISSION TO PROVIDE EXCEPTIONAL SERVICE TO ALL.

THE EXCEPTIONAL SERVICE IS VERY SELF EXPLANATORY. WE WANT OUR SERVICE TO BE AS GOOD AS IT GO. THE TO ALL PART WAS AN IMPORTANT ADDITION.

CITIZENS, AGENCIES, WATER DEPARTMENT, FIVE DEPARTMENT. WHATEVER PERSON IS REQUESTING ASSISTANCE FROM US IN WHATEVER CAPACITY IS GOING TO GET THE ABSOLUTE BEST WE CAN GIVE.

BACK TO THE CHIEF. >> THANKS, ADAM. NOW WE HAVE OUR VISION, VALUES AND OUR MISSION, WE MOVE ON TO GOALS. THE IMPORTANCE OF SHARED GOALS.

OUR GOALS ARE ULTIMATELY THE MOST IMPORTANT THINGS TO GET RESULTS.

WE WENT THROUGH A SIMILAR PROCESS OF PAIRING DOWN WHAT ARE ALL VERY IMPORTANT THINGS FOR A POLICE DEPARTMENT TO BE INVOLVED IN. WHAT IT CAME DOWN TO IS WHAT DOES A POLICE DEPARTMENT DO? WHAT SHOULD THE GOALS BE IF WE WERE TO PUT IN BUCKETS, WHAT SHOULD THE GOALS BE AND SHOULD WE BE DOING IT? AS WE PARED THOSE DOWN, WE CAME UP WITH THE FOUR AREAS, PUBLIC SAFETY, COMMUNITY PARTNERSHIP, EMPLOYEE ENGAGEMENT AND ORGANIZATION DEVELOPMENT. EVERYTHING THE POLICE DEPARTMENT DOES WE FELT IN THE TASK FORCE FELT, FITS UNDER ONE OF THOSE FOUR GOAL AREAS. WE THEN TOOK THAT A STEP FURTHER AND DEVELOPED GOAL STATEMENTS UNDER EACH. PUBLIC STATEMENT, STRENGTHEN WITH PROACTIVE ENFORCEMENT AND COMMUNITY PARTNERSHIP. CONNECT WITH COMMUNITY THROUGH EDUCATION AND COLLABORATION. EMPLOYEE ENGAGEMENT, RECRUIT, TRAIN AND SUPPORT OUR EMPLOYEES ENVIRONMENT AND ORGANIZATION DEVELOPMENT. PROVIDE EXCELLENT RESOURCES, TECHNOLOGIES, FACILITIES AND HIGHLY EFFECTIVE POLICIES. YOU SEE HOW IT'S BROKEN INTO THREE OR FOUR TERMS. THOSE WERE NOT EASILY DECIDED. THERE WAS A DEBATE.

SHOULD IT BE THE WORD CULTIVATE OR ENHANCE WHATEVER THAT MAYBE? THESE WERE THE THEMES AND THIS IS WHAT WE FELT WILL HELP US DEVELOP OUR STRATEGIES UNDER EACH GOAL.

NEXT WE FOCUSED ON THE -- OH , YES. ONE OF THE THINGS THAT WAS IMPORTANT TO THE TEAM. RP 28.BRAND. WHAT ARE WE ABOUT?

[00:55:01]

NEXT WAS FOCUSING ON THE STRATEGIES. IF GOALS ARE THE WHAT.

THE STRATEGIES ARE HOW ARE WE GOING TO ACCOMPLISH THEM? ULTIMATELY, WE WANTED TO PARE DOWN TO THREE TO FIVE STRATEGIES AND WOULD NEED TO BE SMART. SPECIFIC, MEASURABLE, RELATIVE AND TIME BALANCED. THIS WAS AN AUDIBLE IN THE MIDDLE OF THE PROCESS.

IT'S NOT COMMON FOR POLICE DEPARTMENTS TO HAVE A THOROUGH FOLLOW THROUGH PROCESS THAT WE PUT IN PLACE. COUNCILMEMBER GALUARDI RECOMMENDED THAT WE INVOLVE EVEN MORE EMPLOYEES THAN WE INITIALLY THOUGHT WE WERE GOING TO INVOLVE.

THE WAY WE DID WAS WITH AN ALL-EMPLOYEE SURVEY. WE WERE ABLE TO GET 80 PLUS RESPONSES ON THE SURVEY AND THAT'S WHAT THEY SUGGESTED AS ACTION ITEMS OR STRATEGIES TO ACCOMPLISH OUR GOALS. OBVIOUSLY, WE CAN'T DO ALL THAT. WE INITIALLY PAIRED THAT DOWN TO THE 25 OR 35 SMART STRATEGIES. AND THEN EACH GROUP WORKED WITH THEIR SUPERVISORS OR MANAGERS TO PARE THAT DOWN TO FIVE TO SEARCH STRATEGIES PER GOAL AND DEVELOPED A PROGRESS TRACKER FOR ALL OF US TO KEEP THESE UPTO DATE. KEEP THE DATA UP-TO-DATE.

WHICH WILL BE UTILIZED IN QUARTERLY SUMMITS. THE FIRST ONE IS COMING UP SOON.

WE CAN SHARE, MONITOR AND PROGRESS ALL THROUGHOUT THE POLICE DEPARTMENT.

I AM GOING TO TURN IT OVER TO JOSH TO TALK ABOUT THE FOLLOW THROUGH AND HOW WE IMPLEMENT AND

FOLLOW THROUGH THE PLAN >> NOW WE DEVELOPED THE PLAN, WE STARTED OFF BY FIRST GETTING WITH THE SUPERVISORS IN AN EARLY MORNING RETREAT WHERE WE LAID EVERYTHING OUT.

DURING OUR FOCUS GROUPS EMPLOYEES SAID WE THINK IT'S VERY IMPORTANT THAT EACH EMPLOYEE IS REQUIRED TO ATTEND THE TOWN HALL TO HEAR EVERYTHING WE CREATED.

WE ALSO RECORDED SO FUTURE EMPLOYEES CAN HEAR THE MESSAGE DIRECTLY FROM US.

>> AFTER THE TOWN HALL, WE CONDUCTED ANOTHER SURVEY. 102 EMPLOYEES PARTICIPATED.

LEARNING WITH THE EMPLOYEE DRIVEN PROCESS AND IT WAS A CLEAR AND INFORMATIVE PROCESS.

KNOWING THERE WAS A CLEAR PATH MOVING FORWARD AND PEOPLE WERE WILLING TO MAKE CHANGES.

THE MOST COMMON ACTION THE EMPLOYEES NEEDED TO SEE WERE VISIBLE ACTIONS AND CHANGES, FOLLOW THROUGH AND PROGRESS. THEY ALSO NEEDED CONSISTENT COMMUNICATION.

FOLLOW UPS, AND HEARING FROM LEADERS. THEY ALSO WANTED MORE ACCOUNTABILITY AND AFTER THAT, THE STRATEGIC PLAN IS INCLUDED IN THE STAFF REPORT.

>> SO NOW WE ARE STARTING IMPLEMENTATION AND HAVE TO TRACK OUR PROGRESS.

SINCE IMPLEMENTING THE PLAN, WE HAVE ALREADY DONE A LOT OF GOOD THINGS.

ONE OF THE BIG THING WE DID WAS IMPLEMENT A FULL TIME PUBLIC INFORMATION OFFICER THAT HELPED US ENGAGE WITH THE COMMUNITY AND ENHANCE OUR SOCIAL MEDIA PRESENCE.

MYSELF AND DAWN SMITH HAVE BEEN NAMED THE STRATEGIC PLAN COMMITTEE COLEADS AND DO DAILY BRIEFING TRAININGS SO OUR EMPLOYEES RECEIVE MORE TRAINING TO DO THEIR JOBS BETTER.

AS CHIEF MENTIONED EARLIER, WE CREATED THE TRACKER. ON THE FAR LEFT, YOU SEE THE STRATEGY. NEXT TO THE STRATEGY IS THE METRICS.

THAT'S WHAT WE USE TO DETERMINE IF WE ARE OBTAINING OUR STRATEGIES.

THEN OUR TARGETS AND RESULTS. SO EACH DIVISION HAS TWO TO THREE PEOPLE REPRESENTING THEIR DIVISION AND ARE RESPONSIBLE FOR TRACKING AND ENGAGING WITH THEIR EMPLOYEES AND WHEN WE DO OUR QUARTERLY SUMMIT, THEY ARE RESPONSIBLE FOR PRESENTING THEIR VISION FOR WHAT THEIR DIVISION HAS ACCOMPLISHED. AND THE ROWLETT POLICE DEPARTMENT BELIEVES IF IT GETS

[01:00:04]

WILL TURN IT OVER TO CHIEF FOR CLOSING THOUGHTS. >> FIRST OF ALL, CAN I GET A

HUGE THANK YOU -- [APPLAUSE] >> WHAT AN EXCITING THING AS A NEW CHIEF TO HAVE OUR EMPLOYEES COME HERE AND BACK THIS PLAN AND PRESENT TO YOU ALL.

THE BIGGEST THANK YOU GOES TO OUR TASK FORCE LEADERS, DAN, HANNAH, ANTHONY AND DAWN THAT REALLY DROVE THIS PROCESS. MADE SURE WE STAYED ON OUR 100 DAY TIMELINE AND FINISHED EXACTLY ON 100 DAYS. WE FINISHED ON DAY 99 OR 101. TRULY AN HONOR.

THANK YO TO THE COUNCIL. THE PAST COUNCIL AND THE CURRENT COUNCIL FOR YOUR SUPPORT.

WOULD NOT BE POSSIBLE WITHOUT YOUR SUPPORT. I WANT TO THANK KELLY FOR YOUR PARTNERSHIP. FOR ME, IT'S MUCH MORE THAN BUSINESS PARTNERS.

THEY HAVE TAUGHT ME A LOT ABOUT THE PROCESS. HOW WE CAN BE SUCCESSFUL.

AS I MENTIONED, THE KEY PIECE OF FEEDBOOK WE RECEIVED THAT IS SIMILAR TO WHAT I RECEIVED BEFORE. SOUNDS GREAT. WE HEARD THIS BEFORE.

PROBABLY WON'T SEE IT. SO WE HEARD THAT AD NAUSEAM. THIS TEAM KNOWS HOW IMPORTANT IT IS TO DO WHAT WE SAID WE WOULD DO IF WE'RE GOING TO BE RESPECTED IN THE ORGANIZATION.

IT'S GOING TO BE A LOT OF WORK AND A LOT OF FUN. IT'S WAY MORE FUN WHEN YOUR EMPLOYEES ARE BEHIND IT. ONCE AGAIN, THANK YOU ALL. I DID MAKE SURE WE LEFT TIME FOR

QUESTIONS. >> THANK YOU VERY MUCH. GREAT WORK Y'ALL.

THIS IS AN EXCELLENT PLAN. IT'S GREAT TO SEE LIKE YOU SAID FROM THE VERY START THIS IS THE BOTTOM UP STRATEGIC PLAN. AND THAT GETS SOME BUY IN. GETS BUY IN FROM THE COMMUNITY'S PERSPECTIVE AND FROM YOUR TEAM AS WELL. AND JUST GREAT JOB HERE, GLAD THAT EVERYBODY HAD THE OPPORTUNITY TO SHARE THEIR THOUGHTS CONCERNS AND SUGGESTIONS. SO, GREAT JOB. THANK YOU FOR YOUR SERVICE ON THIS AND LOOKING FORWARD TO THE FUTURE PARTNERSHIP ON WHAT ELSE WE CAN DO TO MAKE SURE THAT WE

CAN MAKE SOME OF THESE PLANS >> THANK YOU. MAYOR.

>> I HAVE A FEW REMARKS UNLESS YOU WANT TO GO FIRST. >> GO AHEAD.

YOU ALWAYS END UP GOING LAST AND EVERYBODY STEALS YOUR THUNDER. PLEASE.

>> WELL, I'M SURE YOU WILL STILL HAVE PLENTY TO SAY. IF I COULD SUM UP MY REACTION TO THIS IN ONE WORD IT WOULD BE WOW. I READ THE ENTIRE 41 PAGES PRIOR TO THE MEETING, AND I WAS IMPRESSED BY THAT. BUT AFTER SEEING THE PRESENTATION AND THE WAY THAT IT WAS ORGANIZED AND PREPARED FOR AND CORE GRAPHED, THAT WAS THE BEST PRESENTATION I HAVE SEEN IN MANY YEARS OF WATCHING PRESENTATIONS.

I WANT TO SAY KUDOS FOR SHARING THE WEAKNESSES AS WELL AS THE STRENGTHS WITH THE COUNCIL.

BECAUSE I THINK THERE'S A TENDENCY SOMETIMES ON THE PART OF DEPARTMENT HEADS TO PAINT A ROSY PICTURE, EVERYTHING IS WONDERFUL. AND WE KNOW THAT'S NEVER THE CASE IN ANY AGENCY. AND I LIKE THAT YOU DIDN'T HAVE THE FEAR OF BEING BLAMED OR YOU KNOW, US HAVING NEGATIVE THOUGHTS ABOUT YOU IN THAT REGARD IF YOU SHARED THAT WITH US. I WONDER TOO, HOW MANY OF THOSE NEGATIVE THOUGHTS WERE BASED ON OUT DATED PERCEPTION. I THINK THIS PROCESS STARTED WHEN YOU HAD ONLY BEEN HERE FOR A VERY SHORT TIME AND HADN'T MADE THE CHANGES YOU MADE NOW. I TAKE THE WEAKNESSES WITH A GRAIN OF SALT I THINK. I LOVE THE RAISE LOGO AND THE SUBLIMINAL MESSAGING IS NOT LOST ON ME. AND I WILL TAKE IT TO HEART. WE KNOW MONEY IS ALWAYS AN ISSUE AND MANY OF THE COMPLAINTS OR WEAKNESSES THAT WE SAW THERE, THE SOLUTIONS REQUIRE MONEY.

AND I WISH THAT WE HAD OUR MAGIC WAND WE COULD WAVE AND GIVE YOU ALL THE RESOURCES THAT YOU NEED BECAUSE I CERTAINLY WOULD DO THAT. BUT, I WILL DO WHAT WE CAN I

[01:05:05]

I WILL REITERATE THAT. I WILL DO WHATEVER I CAN TO HELP YOU BEEN THE LEADING PUBLIC

SAFETY AGENCY IN TEXAS. >> YOU NAILED IT. I JUST WANT TO MAKE ONE COMMENT.

ASSISTANT CHIEF MILLER SHOWED TREMENDOUS HUMILITY DURING THIS PROCESS.

HE TOOK A LOT OF OWNERSHIP IN THIS. IT WASN'T EASY TO HEAR AND THE COMMAND STAFF. YOU MENTIONED A LOT OF THIS IS PERCEPTION.

A LOT OF WEAKNESSES ARE PERCEIVED WEAKNESSES. THE REALITY IS THAT'S THEIR RELATE. ASSISTANT CHIEF MILLER DID A FANTASTIC JOB OWNING THAT AND AS I TOLD HIM. HE DOES NOT OWN THIS ALONE. AND THE TASK FORCE IS SHOWN THAT. WE'RE ALL COMMITTED TO MAKING IMPROVEMENTS TO THE DEPARTMENT.

A LOT OF THOSE WEAKNESSES AND PERCEPTIONS CAME DOWN TO A BETTER COMMUNICATION STRATEGY.

A LOT OF THOSE THINGS WERE HAPPENING AND YOU'RE RESPONSIBLE FOR THAT AREA AND YOU'RE HEARING OUR EMPLOYEES SAY WE NEED TO IMPROVE IN TRAINING OR A PARTICULAR AREA.

WE HAPPEN TO KNOW THERE'S TREMENDOUS EMPHASIS ON TRAINING IN THE ROWLETT POLICE DEPARTMENT. MAYBE WE WEREN'T COMMUNICATING IT IN THE BEST WAY.

COMING UP WITH A STRONGER COMMUNICATION STRATEGY. NOT JUST THROUGH E-MAIL.

THROUGH VIDEOS AND CHIEF BRIEFS. HOWEVER WE CAN DO THAT IS A STRATEGY HOW WE WILL ACCOMPLISH

THAT ROLE. >> THANK YOU. DAN.

>> SO, REALLY MORE COMMENTS THAN ANYTHING. ONE OF THE THINGS THAT CAME TO MIND WHEN YOU STARTED TALKING ABOUT HOW THIS CAME TO BE. PEOPLE SUPPORT THAT WHICH THEY HELP BUILD. YOU HAVE DONE THAT WITH THE TASK FORCE, SURVEYING AND FOCUS GROUPS AND EVERYTHING. PEOPLE WILL BE SUPPORTIVE OF THAT BECAUSE THEY BUILT IT AND HAD A HAND IN THIS. IT'S NOT JUST DIRECTIVE FROM THE TOP.

HANNAH YOU MENTIONED ONE THING WHICH WAS ON THE SLIDES, STICKING TO YOUR TRUE NORTH.

GOING THAT ONE DIRECTION ALL THE TIME. THERE WILL BE TIMES WHEN AS A DEPARTMENT YOU HAVE TO MAKE COURSE CORRECTIONS BECAUSE YOU'RE A LITTLE OFF TO THE EAST OR WEST. AND THE ONE THING THAT CAN MAKE THIS PLAN FAIL IS A LACK OF COMMUNICATION OR POOR COMMUNICATION. AND SO, IT PAIRS WELL WITH HUMILITY. YOU HAVE TO BE WILLING TO LISTEN TO YOUR PEERS AND TAKE IT WITH THE WAY IT'S HOPEFULLY INTENDED, CORRECTIVE IN NATURE. TO GET BETTER AND IMPROVE.

AS A DEPARTMENT. THERE'S LOADS OF PEOPLE IN POSITIONS OF LEADERSHIP.

BEING WILLING TO LISTEN AND COMMUNICATE BACK MAKES ALL THE DIFFERENCE IN THE WORLD.

IT WILL ENSURE THIS PLAN IS SUCCESSFUL. I'M SO HOPEFUL THAT IS COMMUNICATED THROUGH THE RANKS. EVERYONE WILL COMMUNICATE WELL WITH ONE ANOTHER.

THEY WON'T BE AFRAID TO KNOCK ON YOUR DOOR OR YOUR DOOR AND SAY I HAVE A PROBLEM CHIEF AND HAVE THAT ADDRESSED. I HOPE THERE'S MORE OF THAT. I'M SO GLAD THAT WE CHOSE PUBLIC SAFETY VERSUS LAW ENFORCEMENT. I THINK THAT EPITOMIZES WHAT YOU'RE DOING AS A DEPARTMENT.

BECAUSE LAW ENFORCEMENT TO ME IS JUST ENFORCING THE LAW. MAKING PEOPLE BEHAVE.E STREETS - WHAT YOU'RE DOING REALLY FAR EXCEEDS THAT IS PUBLIC SAFETY. YOU'RE MAKING SURE YOU KEEP THE PEACE IN THE COMMUNITY. THAT'S WHAT IT'S ALL ABOUT. SERVICE.

YOU MENTIONED SERVICE. YOU MENTIONED ALL THE WAYS THAT YOU SERVE PEOPLE AROUND YOU.

DON'T FORGET INTERNALLY YOU HAVE TO SERVE ONE ANOTHER. IF SOMEBODY NEEDS SOMETHING FROM YOU INTERNALLY, YOU HAVE TO BE RESPONSIVE TO THAT. YOU HAVE TO BE HELPFUL AND NOT A ROADBLOCK INTO THAT PERSON BEING HELPFUL. SERVICES ALL AROUND.

I LOVE HOW INTEGRATED IT IS IN THE PLAN. THAT'S REALLY ALL I HAVE.

BOY. BRAVO. JUST SO HAPPY.

[01:10:02]

>> I HAVE A FIRST BRIEF COMMENTS. THANK YOU BOTH FOR YOUR LEADERSHIP IN GETTING THIS. ALSO THANK YOU FOR YOUR COURAGE BECAUSE HAD IT NOT BEEN FOR EVERYBODY ELSE ROLLING UP THEIR SLEEVES AND SAYING I'M GOING TO BE PART OF THE SOLUTION TO THIS THING, IT WOULD HAVE GOTTEN PRETTY LONELY AT YOUR LEVEL IF EVERYBODY DO THIS.

WE HEARD THIS BEFORE. I WANT TO APPLAUD YOU AND THE REST OF THE FOLKS WHO AREN'T HERE TONIGHT, YOU GUYS REALLY ARE KEY IN MAKING THIS THING WORK.

THANK YOU BOTH FOR YOUR LEADERSHIP AND THANK YOU BOTH FOR DOING WHAT YOU'RE DOING TO MAKE THIS THING A REALITY. SO. THANK YOU.

>> YEAH, JUST COVER UP FOR ME. >> I GOT ONE FOR YOU. >> WHEN WE WERE GOING THROUGH THE PROCESS OF HIRING A NEW CHIEF. I HAD A CHANCE TO MEET YOU THROUGH THAT PROCESS. I WAS JUST SO HOPEFUL WE WOULD HAVE A NEW CHIEF TO COME IN AND REALLY BRING THIS YOU KNOW, REALLY LARGE CHANGE TO THE CULTURE OF THE POLICE DEPARTMENT AND HOW TO COMMUNICATE TO THE CITY. AND I JUST BEEN SO, SO OVERWHELMED JUST HOW WELL Y'ALL HAVE DONE. I FEEL I'M GOING TO BE AT THE EVENTS OF YOUR OFFICERS AND JUST IT'S WHAT I WAS HOPING WOULD HAPPEN.

IT JUST KEEPS GETTING BETTER AND BETTER. I WASN'T A PART OF GETTING THIS STARTED, IT'S A DYNAMIC DOCUMENT AND SO MUCH WORK WENT INTO IT. I APPLAUD EVERYBODY THAT WAS A PART OF IT. IN MY YOU KNOW YEARS IN CORPORATE AMERICA, I HAVE BEEN THROUGH THIS EXERCISE WITH DIFFERENT COMPANIES, AND YOU SORT OF HIT ON IT, IS YOU KNOW WE HAVE THIS WONDERFUL 100 PEOPLE IN A RESORT IN SCOTTSDALE WITH WHITE BOARDS AND WRITING ON PADS AND EVERYBODY IS JUMPING UP AND DOWN. SIX MONTHS LATER, YOU KNOW IT'S LIKE YOU YEAH, THAT WAS JUST THE LATEST THING. BUT I AM REALLY EXCITED ABOUT AND THE RECOGNITION YOU ALL SEEM TO HAVE THIS IS A DYNAMIC WORKING PROCESS, A DYNAMIC WORKING DOCUMENT. THIS ISN'T JUST OUT THERE SAYING OKAY, WE FEEL GOOD ABOUT OURSELVES, WE ARE PUTTING NEW METRICS IN PLACE. YOU HAVE THE RIGHT PEOPLE THAT ARE TAKING OWNERSHIP OF IT. SO, I JUST COULDN'T BE MORE EXCITED WITH WHAT YOU HAVE DONE IN THE DIRECTION YOU'RE GOING. FOR EVERYBODY IN THE DEPARTMENT FOR EVERYBODY ON THE TASK FORCE.

SO TRULY I THANK ALL OF YOU FOR YOUR HARD WORK. >> I GET TO WRAP UP.

SO, I THINK EVERYBODY, I KNOW A LOT OF YOU. AND YOU KNOW I HAVE KIND OF COME FROM THE SOFTER SIDE OF GOVERNMENT. LIKE, RAH, RAH, LET'S DO YOGA AND ALL THESE FUN THINGS. I JUST WANT TO LET YOU KNOW, I'M SO WILLING TO LEARN AND I WILL LISTEN TO ANYBODY HAS TO TEACH ME BECAUSE THIS IS AN AREA I AM UNFAMILIAR WITH.

SO, PLEASE TAKE ME TO SCHOOL. I WOULD LOVE THAT. AND I REALLY AM HUMBLED BY THE SERVICE THAT YOU GUYS GIVE US ALL. IT DOESN'T MATTER WHICH PART OF PUBLIC SAFETY AND I AGREE, I'M VERY GLAD YOU CHOSE PUBLIC SAFETY BECAUSE IT'S A PRIVILEGE TO SERVE. SO, THANK YOU SO MUCH. AND I AGREE WITH DEB, WOW.

GREAT JOB. >> I HAVE A QUESTION. CAN YOU COVER GO A LITTLE MORE

INTO WHAT THE STRATEGY PROGRESS TRACKER IS? >> THAT'S KIND OF AN INVENTION ESPECIALLY FOR A POLICE DEPARTMENT. IT MAY EXIST IN SOME ORGANIZATIONS BUT THE PROGRESS TRACKER, EACH COMMANDER OR EACH MANAGER HAS THE PROGRESS TRACKER. WE MADE IT AVAILABLE TO ALL EMPLOYEES.

THEY CAN GO ON SHARE POINT AND SEE THE STRATEGIES WHICH ULTIMATELY THEY DEVELOPED FROM THE SURVEY YOU SAW UP THERE. PARING DOWN TO THE FIVE OR SEVEN.

EACH COMMANDER WORKED WITH THEIR TEAMS TO PARE DOWN TO FIVE TO SEVEN PER GOAL.

WE WILL HAVE OUR FIRST PROGRESS SUMMIT COMING UP REAL SOON AND DURING THAT SUMMIT, THEY WILL BE RECORDED. EACH COMMANDER AND MANAGER WILL HAVE TWO OR THREE EMPLOYEES FROM THEIR AREA HELP THEM PRESENT THE PROGRESS THEY MADE THAT QUARTER. THEY USE THAT TRACKER TO DOCUMENT PROGRESS OF THAT QUARTER. FOR EXAMPLE, EACH PATROL SHIFT

[01:15:01]

PROACTIVE PATROLS IS ONE OF THEIR I BELIEVE ONE OF THEIR STRATEGIES THEY DEVELOPED.

AND SO THEY CAME UP WITH A NUMBER THEY WANT TO TRY TO TARGET EACH QUARTER IN CONDUCTING PROACTIVE PATROLS. THAT IS AN AREA THAT MAY CHANGE. I ENCOURAGE THE TEAM AND COMMAND STAFF, SET YOUR TARGETS HIGH. IT'S OKAY IF YOU DON'T HIT IT. IT'S ABOUT SHARING THE INFORMATION. TRACKING THE INFORMATION, MEASURING THE DATA AND ALSO SHARING IT WITH THE WHOLE DEPARTMENT. WE LEARNED A LOT OF THAT STUFF WAS HAPPENING AND IT HASN'T BEEN COMMUNICATED. THE POLICE DEPARTMENT GETS NO MATTER WHERE YOU GO, YOU GET MORE AND MORE SILOED. BY BRINGING EVERYBODY TOGETHER AND DIFFERENT REPRESENTATIVES, EACH SUMMIT WILL HAVE THE MANAGER AND TWO OR THREE OTHER PEOPLE FROM THE AREAS THAT WILL GIVE THE PRESENTATION. THEY ONLY HAVE THREE TO FIVE PERGOAL AND SAY IN REGARDS TO OUR COMMUNITY ENGAGEMENT GOAL, THESE, THIS IS THE PROGRESS WE

AHEAD THIS QUARTER. >> UNDERSTOOD. THANK YOU.

AND THEN I JUST WANTED TO TOUCH REAL QUICK. I UNDERSTAND WHAT THE THREATS ARE TO THE SQUAD. THOSE ARE THINGS STATED IF IT HAPPENED THIS WOULD BE A THREAT TO THE AGENCY. I WANT TO GO MORE INTO THE LACK OF SUPPORT FROM CITY COUNCIL.

CITY ADMINISTRATION AND THE POLITICAL CLIMATE. I WOULD LIKE TO UNDERSTAND MORE SPECIFICALLY WHAT OUT THERE THAT, IS THERE SOMETHING THAT WE COULD DO IN CITY HALL AND CITY COUNCIL DO BETTER TO LISTEN MORE? ARE WE MISSING PIECES WE NEED TO

RE-ENGAGE. BASICALLY WHAT AREN'T WE DOING? >> SURE.

AS I MENTIONED, WE HAVE 155 EMPLOYEES AND THEY HAVE THEIR OWN PERCEPTIONS AND AREN'T NEARLY CLOSE TO IT AS WE ARE. IT'S INCUMBENT TO HELP THEM LEARN HOW A POLICE DEPARTMENT IS LED, MANAGED AND SOME OF THE CHALLENGES THAT WE HAVE AS AN AGENCY.

I WILL TELL YOU BY AND LARGE, ONE OF THE STRENGTHS WAS COMMUNITY SUPPORT AND SUPPORT FROM OUR CITY. WITHOUT A DOUBT, EVERYBODY KNOWS WHY WE'RE SO SUCCESSFUL WITH RECRUITMENT, THIS COMMUNITY SUPPORTS LAW ENFORCEMENT. IT'S OBVIOUS WHEN YOU GO OUT THERE IN A UNIFORM AS CHIEF MILLER MENTIONS. WE'RE ALWAYS GETTING A THANK YOU IF NOT SOMEONE ATTEMPTING TO BUY YOUR LUNCH AND YOU DON'T EVEN WANT THEM TO AND THEY WALK OUT BEFORE YOU HAVE AN OPPORTUNITY. THERE'S NO QUESTION THE COMMUNITY AND NO QUESTION THE

COUNCIL IS EXTREMELY SUPPORTIVE OF THE POLICE DEPARTMENT. >> I WILL SHARE WITH YOU ON THAT. WHEN I FIRST GOT HERE SIX YEARS AGO, WE ABSOLUTELY WERE OUT OF TOUCH. WE WERE NOT GIVEN INFORMATION. DIDN'T ASK FOR INFORMATION AND DIDN'T EVEN CARE THAT MUCH FROM MY PERSPECTIVE. JUST MY PERSPECTIVE.

MAY HAVE NOT BEEN REALITY. I FEEL LIKE WE HAVE TOTALLY TURNED THAT AROUND AS A COUNCIL WITH THESE MEMBERS EVEN WITH THE LAST COUNCIL, A LOT MORE FOCUS AND ATTENTION IN OUR BUDGET PLANNING GOES TOWARDS PUBLIC SAFETY. SINCE THAT IS THE MOST IMPORTANT FUNCTION OF LOCAL GOVERNMENT. SO I JUST WANT TO REITERATE AND MAKE SURE THAT Y'ALL UNDERSTAND WE WANT TO PARTNER WITH Y'ALL. WE WANT TO MAKE SURE Y'ALL ARE TAKEN CARE.

WE ARE DOING EVERYTHING WE CAN DO ENSURE YOU HAVE OUR SUPPORT. OUR CITIZENS WANT US TO DO THAT.

THEY PUT US HERE TO DO >> THANK YOU. MAYOR.

>> SO THAT'S A LITTLE DIFFERENT. WHEN I SAW THOSE AS THREATS, I SAW THEM AS POTENTIAL.

MAYBE THEY FEEL THERE'S SUPPORT FROM THE CITY. EVERY COUPLE YEARS THAT CAN CHANGE. THAT'S A POTENTIAL THREAT TO MAYBE SIDE TRACK.

>> THAT'S RIGHT. >> YOU HAD IF ALL OF A SUDDEN WE HAVE MAJORITY OF COUNCIL THAT

DID NOT SHARE THAT SAME -- >> ALWAYS A RISK. WE NEVER KNOW WHO WILL BE

ELECTED NEXT YEAR. ENJOY WHAT YOU HAVE NOW. >> I WILL SAY ONE MORE THING.

CHIEF MENTIONED RECRUITMENT. A GREAT DEPARTMENT BEGINS WITH GREAT PEOPLE.

AND I THINK THAT YOUR RECRUITMENT EFFORTS HAVE BEEN JUST MAGNIFICENT.

I KNOW THE NEW RECRUITS THAT I HAVE MADE COMING OUT OF THE ACADEMY HAVE BEEN REAL SUPER STARS. EVERY ACADEMY CLASS WE HAVE SOMEBODY WHO IS UP THERE ON THE

[01:20:03]

I THINK THAT IS A REAL CREDIT. I WANT TO GIVE LIEUTENANT HARRELLSON CREDIT FOR THAT.

HE HAS DONE A GREAT JOB. >> AGREE. >> JUST ONE LAST QUESTION.

I UNDERSTAND THE INNERWORKERS OF THE POLICE DEPARTMENT OR PUBLIC SAFETY IN GENERAL, ONE OF THE THINGS YOU TALKED ABOUT A NUMBER OF TIMES. YOU TALKED ABOUT TRAINING.

NOT KNOWING, WHEN YOU LOOK AT GOING FORWARD IN TRAINING, IS TRAINING TYPICALLY PRIMARILY INTERNAL OR IS THERE A LOT OF EXTERNAL TRAINING AS YOU DEVELOP YOUR PROGRAMS?

JUST CURIOUS. >> SO IT'S KIND OF ALL THE OF IT.

REALLY I THINK THE MAIN FOCUS THAT WE HAVE BEEN FOCUSED ON IS ONE IS JUST BASICS.

ENSURING WE'RE TRAINING ALMOST EVERY DAY IN A BRIEFING SETTING. ALIGNING THE SHIFTS WAS A CHANGE THAT WAS MADE AFTER THE 100 DAYS AT THE REQUEST OF OUR SUPER VISION, THEY WERE HAVING SPLIT PATROL BRIEFINGS WHERE THEY WEREN'T COMMUNICATING THE SAME THING AT THE SAME TIME.

TRAINING WASN'T ABLE TO OCCUR. BY ALIGNING THE SHIFTS. WE'RE DOING TRAINING ON POLICIES THAT OFFICERS NEED TO BE AWARE OF. WE HAVE A DOCUMENTED RECORD OF KEY POLICIES THAT ARE WHAT I CALL LOW FREQUENCY BUT HIGH SEVERITY TYPE POLICIES.

DOESN'T HAPPEN ALL THE TIME, WHEN IT DOES, YOU HAVE TO GET IT RIGHT.

YOU MAY NOT HAVE TIME TO LOOK UP THE POLICY IN THE MIDST OF IT. IT'S FUNDAMENTAL WE DO THE BASIC TRAININGS AND ALSO IT'S THE IN-SERVICE TRAINING. IT'S NOT UNCOMMON FOR SOMEONE THAT HAD CHALLENGES TO SAY, WELL, YOU KNOW, HOW CAN YOU HOLD ME ACCOUNTABLE FOR THAT WHEN I HAVEN'T LEARNED ABOUT THAT. THE LAST TIME WE TALKED ABOUT THAT WAS 20 YEARS AGO.

HAVE INCURRING TRAINING AND IN SERVICE. SCENARIO-BASED TRAINING.

NOT JUST ACTIVE ASSAILANT BUT REALITY-BASED TRAINING SCENARIOS.

YOU HAVE TO HIT AT ALL FRONTS. THE MAIN WAS ON THE FUNDAMENTAL TRAINING AND TRAINING FOR SUPERVISORS. WE PROMOTE SOMEONE AND TELL THEM YOU'RE RESPONSIBLE NOT FOR JUST YOURSELF BUT EIGHT TO 13 OFFICERS, IT'S MAKING SURE THEY'RE TRAINED SO THEY, WE IMPLEMENTED A NEW FIELD TRAINING FOR SERGEANTS, STRUCTURED SEVEN WEEK PROGRAM.

EVERY SERGEANT GOES THROUGH THAT TRAINING AND A TASK LIST. SO, FUNDAMENTAL SUPERVISION AND RECURRING IN SERVICE AND ON GOING SCENARIO-BASED TRAINING. ANY OTHER QUESTIONS? APPRECIATE EVERY ONE OF Y'ALL. THANK YOU VERY MUCH. GOOD JOB CHIEF.

VERY EXCITED. THANK Y'ALL. THE NEXT GIFTS ARE BOXES? ALL RIGHT. COUNCIL, PLEASE TAKE A LOOK AT THE CONSENT AGENDA.

DO YOU WANT TO PULL SOMETHING ON THE CONSENT AGENDA ITEMS. NOBODY WANTS TO PULL ANYTHING? QUESTION ON SOMETHING? ALL RIGHT. THEN LET'S CONVENE IN

* This transcript was compiled from uncorrected Closed Captioning.