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From YouTube: Public Works DRC all hands meeting
Description
6/9/23
A
B
B
B
B
B
Okay,
all
right!
We
will
go
with
that.
Then
it's
always
a
challenge
to
hit
all
our
different
audiences
with
these
meetings.
But
hopefully
you
all
know
me
by
now:
I
am
still
your
interim
Public
Works
administrator
Ariel
said:
I
will
he's
sure
that
I
will
miss
you.
All
Ross
will
join
officially
next
Friday,
so
in
case
you're
counting
the
days
like
I
am
but
I
told
Ariel
that
I'm
not
going
anywhere
so,
and
neither
are
you
hopefully
so
I
will
be
I.
B
I've
said
this
before,
but
I'll
be
shoulder
to
shoulder
with
Ross
as
long
as
he'll
have
me
shoulder
to
shoulder
with
him
until
he
kicks
me
out
of
the
way
and
then
we'll
go
from
there,
but
I
did
want
to
mention.
I
know
this
probably
isn't
as
as
applicable
to
this
group,
but
I
am
available
for
office
hours
on
Mondays
from
three
to
four
in
the
Paul
Clark
building.
B
B
Really
wanted
to
briefly
look
at
the
past
year:
that'll
just
be
for
a
minute.
I
did
want
to
spend
the
bulk
of
today
on
the
budget,
so
we
have
proposed
the
budget
to
council,
that's
in
the
middle
of
getting
voted
on,
but
really
specifically,
what
does
it
mean
for
public
works?
So
I
wanted
to
spend
some
time
on
that
and
then
a
little
bit
of
time
about
what's
next
and
then
a
little
bit
of
time
on
recognition
and
rather
than
just
saving
the
questions
for
the
end.
B
My
hope
is
that
we
can
hit
some
questions
throughout
these
different
sections,
so
get
ready
to
raise
your
hand
and
and
interject
as
we
go
here
so
I
like
to
start
with
our
values
serve
others
with
urgency,
treat
others
with
dignity
and
respect,
be
a
problem.
Solver
do
the
right
thing:
it's
what
we're
striving
toward
and
trying
to
get
better
at
these
every
day,
all
right
the
last
year,
some
of
y'all,
if
you
could
silence
your
phones,
that'd,
be
great.
B
B
B
There
might
be
disagreement
about
this
grade
that
I'm
about
to
give
us,
but
I
gave
us
a
b
and
I'll
just
speak
to
a
little
bit
about
the.
Why
and
on
the
on
the
left.
Here
you
can
see
some
of
the
what
I
feel
like
went
well
and,
on
the
right
hand,
side
a
little
bit
of
the
what
I
feel
like
could
have
gone
better
and
again.
We
can.
We
can
talk
about
this
a
little
bit,
but
in
terms
of
what
has
gone
well
this
past
year.
That
was
again.
B
This
is
based
on
what
was
on
our
one
year
plan.
Okay,
I
do
feel
like
we
have
increased
communication
and
accountability.
Does
that
mean
it's
where
it
needs
to
be?
No,
but
do
I
feel
like
we've
made
progress
there.
Yes,
last
summer
we
put
back
in
place
performance
reviews,
we're
about
to
kick
back
into
that
again.
So,
look
for
that
not
here
in
this
building,
but
at
Paul
Clark.
B
A
B
Minute,
where
those
have
fallen
short,
we've
done,
some
focus
groups
I
think
that's
actually
been
pretty
effective.
We've
done
these
office
hours
I
mentioned
so
there's
been
a
I
mean
again,
not
perfect,
not
where
we
need
to
be,
but
there
has
been
a
lot
of
attempts
around
communication
and
accountability.
There
problem
solving.
B
B
Work
for
for
some
divisions.
Here
you
know,
there's
been
there
was
a
Express
desire
around
work
from
home.
Frankly,
it
took
us
longer
than
I
would
have
liked
to
figure
that
policy
out
and
to
start
getting
that
implemented,
but
we
have
that
in
place.
Finally,
that
is
getting
rolled
out
on
a
pilot
basis,
we're
making
some
progress
there.
B
We
have
made
some
progress
in
terms
of
some
of
our
vacancies.
You
can
see
this
shows
up
on
both
sides
here,
there's
other
spots,
other
divisions
where
we
haven't
done
a
good
enough
job
in
terms
of
filling
some
vacancies,
but
Moccasin
Bend,
which
is
no
longer
part
of
Public
Works,
but
for
half
the
year
it
was
very
successful,
hiring
and
fair,
very
successful,
higher
and
fair
out
at
Citywide
Services
to
fill
some
vacancies.
B
So
you
know
this
coming
year:
we're
going
to
have
a
strong
focus
with
some
of
our
other
divisions
around
some
of
these
positions
that
we
need
to
give
some
more
Focus
to
so,
and
some
of
the
other
problems
you'll
see
on
the
next
slide,
we're
trying
to
address
through
some
budget
adjustments.
So
we'll
talk
about
that
a
little
bit
more
on
the
next
slide.
B
Around
safety
we've
made
some
adjustments
there
we
added
a
position
back
at
Citywide
Services.
We
we
a
lot
of
our
safety
issues
and
Public
Works
are
in
that
particular
division
where
we
no
longer
had
a
safety
position,
and
that
was
a
huge
Miss
frankly,
so
we
added
that
position
back
and
we
have
seen
safety
incidents
go
down
there
after
adding
that
position.
So
that's
actually
been
some
good
movement
there.
B
You
know
we've
had
a
lot
of
attention
in
this
building
a
lot
of
conversation
around
safety,
certainly
no
one's
declaring
Victory
but
I
think
the
study
that
was
done.
Communicating
around
that
the
the
those
of
you
that
have
volunteered
to
participate
in
those
conversations
and
helping
prioritize
the
action
items
really
appreciate.
B
We
put
in
place
a
new
survey
and
that's
actually
I
think
been
a
positive
thing.
So
we
have,
we
have
accomplished
quite
a
bit
this
year.
That's
on
the
positive
side
on
the
what
could
have
gone
better
side.
You
know
we
definitely
had
a
chat.
A
lot
of
challenges
in
terms
of
that
garbage
rotation
I
mentioned
when
we
started
it
didn't
go
so
well
made.
The
news
I
had
to
do
a
lot
of
time,
trying
to
clean
that
up.
B
So
no
pun
intended
a
big
goal
we
had
for
this
year
was
more
cross-training
across
all
divisions,
and
that
fell
very
short.
So
we
were
going
to
have
a
skills
Matrix
completed
across
all
teams
in
terms
of
skills
and
and
what
the
cross
training
plan
was
going
to
be,
and
we
just
didn't
didn't
get
there
so
that
one
is
definitely
going
to
be
on
the
one
year
plan
for
this
year.
B
So
look
for
that
because
that
was
a
mess
and
for
some
of
our
surveys,
Citywide
Services
just
wasn't
able
to
participate
at
at
you
know
a
very
high
level,
so
that
was
a
definite
shortcoming.
I
mentioned
the
hard
to
fill
vacancies.
I'll
also
mention
turnover.
You
know
at
the
end
of
the
day,
I
think
turn.
All
turnover
is
hard
right
operationally,
because
whenever
we
lose
somebody,
people
have
to
cover
for
that
person
until
we
fill
it.
B
B
That
created
some
some
real
hard
challenges
for
us
this
year
and
we
did
have
some
missed
goals
and
some
I've
already
had
vacancies
a
lot,
but
around
budget
we
had
some
areas,
especially
Citywide
services,
around
overtime
and
inflationary
pressures
around
fuel
around
other
items
like
transfer
station
costs.
Things
like
that
that
really
challenged
us
Fleet
is
very,
is
pretty
over
budget
as
well
concrete.
B
Anything
related
to
concrete
is
challenging
and
behind
schedule,
and
just
the
other
thing
I'll
just
mention
is
some
of
the
change
that
we'd
like
to
see
happening
is
just
slow.
It's
slow
and
a
bit
behind
schedule,
not
all
of
it,
but
some
of
it.
So
so
that's
the
very
fast
one-year
look
back
give
us
a
b,
not
sure
if
you
all
feel
like
that's
fair,
but
that's
that's
how
I
would
assess
the
past
year.
B
Yeah,
what
that
means
is
it
used
to
be
that
a
resident
would
put
out
some
brush
clippings
or
bulk
trash
or
leaf,
and
then
they
would
use
the
311
app
or
call
3-1-1,
and
then
we
would
come
within
a
certain
amount
of
time
to
pick
it
up
and
oftentimes.
We
would
only
pick
up
that
person's
stuff,
even
if
there
was
other
stuff
on
that
street,
which
would
very
much
frustrate
other
people
on
that
street.
B
Yes,
the
schedule
is
posted
on
the
website
yep
the
schedules
post
on
the
website,
and
so
it's
going
to
sit
there
a
little
bit
longer
for
sure.
But
if
you
can
kind
of
see
when
it's
going
to
be
you
can
time
when
you
put
it
out
a
little
bit
and
I'll
say
that
I
mean,
generally
speaking,
we've
gotten
less
complaints
about
it
sitting
there
bulk
trash
is
a
little
bit
a
little
bit
tougher.
B
Passing
by
all
these
other
people
who
have
stuff
sitting
there,
but
they
didn't
call
3-1-1,
yeah,
yeah
right
now,
I,
don't
think
that's
the
in
solution,
I'm
going
down
a
rabbit,
Trail
y'all
so
anyway,
but
I,
don't
think
that's
the
end
solution
and
I'll.
Actually,
I'll
go
ahead
to
the
next
slide
in
terms
of
the
budget
and
what
it
means
for
us,
and
this
I'll
come
back
to
the
people
side,
but
on
the
equipment,
facilities
and
infrastructure
on
the
right
hand,
side.
B
You
can
see
this
new
routing
system
Rubicon
so
for
our
garbage
trucks,
recycling
trucks
they.
This
new
routing
system
will
actually
allow
our
garbage
and
recycling
drivers
to
flag
when
they
see
leaf
pile
brush,
pile
bulk
trash
pile
and
from
that
we
can
create
smart
routes.
Basically,
and
so
my
hope
is
that
we
can
actually
get
to
a
place
with
this
new
routing
system,
where
we
can
have
Smart
routes
and
still
not
require
3-1-1
call-ins,
but
be
able
to
get
to
these
things
faster
than
once
a
month
would
be
my
hope.
So.
B
On
that
all
right,
getting
ahead
of
myself
so
now
on
to
the
stuff,
you
all
probably
care
about
a
little
bit
more
budget
impact,
so
two
halves
to
the
side,
people
and
other
stuff,
so
I'll
start
with
the
people
step
plan.
So
this
one
is
important
and
I
want
to
take
some
time
here
and
then
we'll
take
questions
and
make
sure
folks
are
understanding
this.
Well,
you
know
fire
police,
they
have
a
step
plan.
Wastewater
had
a
step
plan
that
was
implemented
back
in
the
fall.
B
So
this
is
a
step
plan
essentially
for
everybody
else
and
I
understand
that
we
used
to
have
a
step
plan
a
decade
plus
ago,
wasn't
always
funded,
and
so
that's
some
baggage.
We
have
to
deal
with
here
so
understand
that
we
have
modeled
this
out.
We
feel
good
about
committing
to
this,
so
we
are
putting
this
in
place
and
we
are
committing
to
it.
B
So
the
the
way
that
I'll
talk
a
little
bit
about
how
it's
getting
implemented
and
then
I'll
talk
a
little
bit
about
what
it
means
on
a
go
forward
basis,
because
not
all
step
plans
are
created
equal
right.
So
in
terms
of
how
it's
getting
implemented
for
this
mentions
it
on
here,
it's
getting
implemented
differently
for
hourly
employees
than
salary,
salaried
employees,
okay,
so
for
hourly,
employees
folks
are
getting
placed
on
the
step
plan
based
on
years
of
service
at
the
city.
B
B
So
this
time
it's
based
on
years
of
service
at
the
city,
okay,
so,
generally
speaking,
if
you're
an
hourly
employee
and
you've
been
here
for
been
at
the
city
for
a
while,
this
is
going
to
come
out
generally
favorable
for
you,
okay,
and
the
other
thing
I'll
mention
is
that
the
details
of
this
will
be
shared
with
you
over
the
next
couple
weeks,
I
would
say
by
the
by
July
1.
You
will
have
a
meeting
with
your
supervisor
who's
going
to
sit
down
and
the
supervisors.
B
You
all
should
get
trained
on
this
in
the
next
couple
weeks.
Okay
and
the
you
know
really,
at
the
end
of
the
day,
the
supervisor
will
be
able
to
say:
hey
here's
what
this
is
and
you're
everyone's
going
to
get
a
letter
that
says:
here's
what's
happening.
Okay,
so
that's
not
happening
today.
I!
Don't
have
that
detail
for
you,
but,
generally
speaking,
over
two-thirds
of
our
hourly
employees
are
going
to
have
more
than
a
four
percent
pay
increase,
probably
because
more
than
two-thirds
of
our
hourly
employees.
B
B
The
you
know
we're
going
to
look
at
whether
we
can
next
year
for
our
salaried
employees,
do
something
similar
as
what
we're
doing
with
our
hourly
this
year.
In
terms
of,
can
we
Place
folks
based
on
years
of
service
next
year
for
salaried,
but
we
just
didn't
have
enough
money
to
do
everything
this
year,
it
just
would
have
been
too
expensive
so,
starting
with
hourly
this
year,
we
hope
to
be
able
to
get
to
our
salaried
folks
next
year.
B
It
is
not
a
one-to-one,
it's
not
one
percent
for
every
year
of
service,
it's
not
that
straightforward.
Unfortunately,
that
would
be
nice,
but
it's
not
all
right,
so
just
wait
to
see
how
it
all
how
it
all
comes
out
in
terms
of
how
it's
going
to
work
going
forward.
I
want
to
be
clear
that
this
is
not
the
Hamilton
County
Department
of
Education
step
plan.
Okay,
this
is
not
I,
show
up
and
punch
the
clock
and
get
my
one
step
every
year.
B
Okay,
so
there
there
will
be
a
performance
component
to
this.
I
want
to
go
for
a
basis
in
terms
of
how
I
progress.
Through
my
steps,
we
don't
we
don't
know
exactly
what
that
looks
like
yet,
okay,
so
I'm
working
with
the
HR
team
to
figure
out
exactly
what
that
looks
like
it's
not
going
to
be
completely
baked
for
meaning
running
on
all
cylinders
for
this
next
year.
B
What
I
would
expect
is
what
I
call
a
craw
walk,
run
kind
of
approach,
okay,
so
for
next
year
it's
going
to
be
some
very
simple
version
of
that,
and
hopefully
for
the
following
year,
we
can
have
a
full
fully.
You
know
thought
through
a
better
version
of
that,
but
this
is
really
based
on
feedback
from
our
employees
through
all
the
surveys
we've
done
where
our
team
members
are
saying,
you
know
we
don't
really
like
the
fact
that
we.
A
B
B
That
would
be
wonderful
and,
if
you're
not
doing
very
much,
then
maybe
you
don't
get
any
kind
of
increase
right,
and
so
that
is
the
goal,
but
in
terms
of
what
how
that
works,
what
that
looks
like
for
next
year,
we've
got
some
details
to
work
out
over
the
course
of
the
summer.
My
goal
would
be
by
the
end
of
the
summer
to
be
able
to
communicate
out
to
everyone.
B
B
Yeah,
so
for
the
back,
the
this
is
a
very
specific
question,
so
thank
you
it
and-
and
it's
partially
because
public,
you
all
actually
did
performance
reviews
last
summer.
So
you're
gonna
have
more
advanced
questions
about
this
than
other
departments.
Frankly,
but
the
question
was
hey
the
way
it's
been
done
in
the
past.
It
kind
of
discouraged
leaders
from
giving
a
five
I
would
also
argue.
B
B
How
can
we
be
fair?
You
know,
how
can
we
really
give
a
five
of
the
fives
warranted
and
a
one
if
a
ones
weren'ted-
and
you
know
not
have
everybody
be
a
three
I
had
I
had
an
all
hands
meeting
with
some
of
our
engineering
team.
I
forget
where
you
all
sat.
Is
it
that
that
corner
there?
Yes,
you
all
set
in
the
back
corner
together,
so
I
gotta.
B
B
It
was
too
much
work
to
give
someone
a
one
or
a
two,
because
you
basically
had
the
performance
manage
them
or
fire
them
to
give
them
a
five
was
impossible
to
give
them
a
four
was
a
lot
of
paperwork
and
had
to
go
up
through
all
these
chains
of
command,
and
no
one
ever
got
you
know.
So,
basically,
everyone
got
a
three
right.
B
So
if
we
go
through
all
this
process
to
set
up
the
system-
and
everyone
gets
a
three
and
everyone
gets
the
same
step
anyway,
what's
the
point
right
so
look,
this
is
not
I'm,
not.
You
know
we're
not
naive
enough
to
think
that
this
is
easy.
This
is
not
easy
and
it
will
not
be
perfect,
but
I
want
you
all
to
know
that.
We
know
that
and
that
we're
going
to
try
a
really
dang
hard
we're
not
going
to
get
it
perfect.
The
first
go.
B
B
We
will
also
need
to
get
more
clarity
top
to
bottom
on.
What
does
good
look
like?
Okay,
because
if
we're
all
shooting
in
the
dark,
then
it
all
becomes
arbitrary
right.
So,
from
top
to
bottom
division
to
division
team
to
team,
we
got
to
get
more
clarity
on
what
does
good
look
like
and
then
we
can
have
a
more
fair
conversation
and
then
we
have
to
have
good
calibration
at
different
layers
of
the
organization
around
well.
Is
that
person
really
A
four?
Is
that
person
really
a
two
and
let's
be
fair
about
it
right?
B
B
A
B
B
Yeah
yeah
there's
a
lot
of
layers
a
lot
of
layers
to
this
and
there's
also
I,
think
of
it
as
yeah.
Anyway.
That's
not!
We
got
a
lot
to
work
through
here,
but
yes,
I
think
again
we're
not
looking
to
implement
anything
on
the
performance
side
tomorrow,
we're
going
to
go
through
pretty
much
a
normal
performance.
B
A
B
Yeah,
so
the
question
is:
is
this
separate
from
cost
of
living
adjustments
and
what's
important
to
know
about
cost
of
living?
Is
that
that
will
tend
to
move
the
scale
right?
So
this
the
pay?
The
the
step
plan
will
progress
you
through
your
pay
plan,
and
if
we
do
a
cost
of
living
adjustment,
it
will
move
the
whole
plant.
B
Okay,
let's
keep
going
medical
benefits,
I,
wanna,
I
wanna.
You
know
make
sure
to
mention
this.
You
know,
unfortunately,
this
isn't
a
surprise
to
folks
that
health
care
costs
continue
to
go
up.
Blue,
Cross,
Blue,
Shield
comes
back
and
says
premiums
have
to
go
up
right.
That
shouldn't
be
too
much
of
a
surprise.
Unfortunately,
what
I
do
want
to
you
know
explain
to
y'all.
Is
that
there's
a
couple
things
going
on
here?
B
One
is
that
typically,
we
have
gone
July
to
June
in
terms
of
our
plan
year
for
our
benefits,
and
that
is
Shifting
all
right.
So
right
now
what
we
just
had
our
passive
enrollment
for
is
July
to
December,
okay,
so
it's
like
a
half
year
and
then
we're
going
to
be
going
from
January
to
December
on
a
go
forward
basis.
Okay,
so
we're
doing
a
half
year
right
now,
that'll
start
in
July
and
then
we'll
do
a
full
year,
starting
in
January.
Okay.
B
So
for
this
half
year
starting
in
July,
Blue,
Cross,
Blue
Shield
came
back
and
said
you
need
to
have
a
premium
increase
and
so
I
just
want
to.
Let
you
all
know
that
the
way
Healthcare
premium
insurance
premiums
work,
the
city
the
employer
pays
80
percent,
roughly
I'm,
going
to
use
rough
round
numbers.
B
Okay,
the
city
pays
80
percent
of
the
health
insurance
premium,
employee
pays
20,
okay,
rough
numbers
and
so
Blue
Cross
Blue
Shield
said
both
the
city
and
the
employee
needs
to
needs
to
have
a
health
insurance
premium
increase
in
July
and
the
city
said.
Well,
we
will
absorb,
we
will
pay
the
employee
portion
in
July
so
that
the
employees
don't
have
a
a
premium
increase
in
July.
B
So
the
city
took
that
on
so
that
no
one
has
a
premium
increase
in
July
and
Blue
Cross,
unfortunately
also
said:
come
January.
You
also
will
need
another
increase
and
so
that
one
we
could
not
continue
to
take
on
and
keep
that
80
20
split
and
so
that
one,
both
the
city
as
the
employer
and
the
employee
are
getting
a
six
percent
increase.
Okay,
so
what
that
means
is
come
January!
B
B
B
B
B
I,
would
you
know
as
a
as
as
we
look
to
this
coming
year,
you
know,
frankly,
this
past
year,
I've
spent
a
lot
of
time
in
Citywide
Services.
Personally,
so
I
got
to
see
this
firsthand
this
coming
year.
We're
going
to
take
a
similar,
close
look
with
ldo,
so
expect
some.
You
know
if
we
need
to
make
some
adjustments
from
a
staffing
perspective
with
with
ldo
for
this
coming
year,
we'll
see
what
what
the
future
holds.
B
So.
Similarly,
some
temp
agency
adjustments
for
some
litter
and
other
garbage
Slinger
support
I
did
want
to
mention
this
one
this.
Actually
it
was
an
idea
that
came
out
of
the
engineering
group
and
we're
implementing
it
Citywide.
We
are
going
to
have
a
new
cost
savings
incentive
program.
So
what
this
means
is,
if
you
have
an
idea
and
I
should
have
said
this-
all
this
depends
on
city
council
passing
the
budget
okay.
So
we
have
proposed
all
this
stuff.
B
A
B
Like
they
have
to
approve
it
over
the
next
couple
weeks,
but
anyway,
so
this
still
has
to
be
approved,
but
you
know
they're
pretty
supportive
of
this
one
for
sure
they
like
this
idea
that,
if
y'all
have
an
idea
of
how
the
city
could
save
fifty
thousand
dollars,
that
and
you
submit
it-
and
we
look
at
it-
we
agree
with
it.
We
implement
it
in
the
city.
We
think
the
city
is
going
to
save
fifty
thousand
dollars
that
you
get
a
percentage
of
that
back
as
a
reward.
B
I'm
pretty
excited
about
that,
and
so
anyway,
that
is
something
that's
coming.
The
other
thing
I
want
to
mention
at
the
bottom
of
this
is
that
we
are
making
some
organizational
changes
where
the
gis
team,
as
of
July
1st,
will
be
shifting
over
to
technology
Services.
They
will
not
be
sacrificing
any
service
to
public
works,
so
I
don't
want
you
all.
You
know
worried
about
that.
We
will
stay
focused
on
the
service
that
needs
to
be
delivered
here,
as
well
as
moccasinbend
and
so
on
and
so
forth.
B
A
B
B
Okay,
on
the
right
hand,
side
again,
I'm
not
going
to
hit
all
of
this,
because
not
all
of
it
is
relevant
specifically
to
y'all,
but
there's
a
lot
of
dollars
on
the
right
hand,
side
here
that
that
is
Public
Works
dollars.
So
you
know
there's
we
are
in
the
capital
budget,
there's
dollars
to
finish
out
that
would
recycle
location
down
in
the
cola.
B
A
lot
of
you
know
good
chunk
of
money
in
the
capital
budget,
for
facilities,
maintenance,
and
one
of
those
things
I'll
just
highlight
is
actually
renovating.
The
city
hall
Annex,
the
city
hall,
Annex,
doesn't
have
a
working.
Elevator
is
just
it's
a
sad
building,
yeah,
it's
a
sad
building,
so
we
are
going
to
fix
the
elevator.
B
That's
right,
no,
these
well
well
DTS
has
some
space
in
there.
Yes,
but
yes,
so
anyway,
that
is
something
that
it'll
be
about
a
two-year
project
there,
but
anyway,
that's
in
this
four
and
a
half
million,
as
well
as
a
lot
of
other
buildings
that
we
just
need
to
look
after
frankly,
this
that
number
could
be
a
lot
higher
in
terms
of
facilities
maintenance.
B
We
have
80-ish
buildings
Dennis,
something
like
that
that
are
way
behind
in
terms
of
Maintenance
we're
doing
a
lot
of
facilities
assessments
right
now,
so
over
the
next
year
or
so
we're
year
to
two
years.
We're
gonna
have
a
much
better
idea
about
what
that
number
should
be.
But
maintenance
is
just
you
know
something
we
gotta
get
more
focused
on.
B
Obviously,
a
lot
of
dollars
in
here
for
Bridges
I
know
Katie
wish
it
was
more
wish.
It
was
more
for
Bridges,
but
there's
some
some
decent
projects
in
here
and
as
well
as
roads
and
and
so
on.
So
26
million
dollars
on
the
right
hand,
side,
which
is
quite
quite
a
bit
of
money,
so
questions
about
what
else
is
on
this
page
yeah
Josh.
B
Yeah
so
Donna
Castile
and
her
team
Donna
will
report
to
Dallas
and
how
I
mean
how
it
will
work.
I
am
not
100
sure
we'll
figure
that
out
between
among
friends,
but
at
the
end
of
the
day
we
have
a
lot
of
confusion
outside
of
ldo
and
code
enforcement
in
terms
of
hey
I've
got
this
code
related
thing
and
I,
don't
know
where
to
go
with
it.
B
B
B
B
A
B
B
B
A
little
bit
all
right,
Paul
service,
so
y'all
have
done
not,
maybe
not
all
of
you,
but
some
of
you
have
a
good
portion
of
you
have
done
Paul
surveys.
These
were
the
you
know.
We
had
12
weeks
two
surveys
a
week
appreciate
those
of
you
who
participated
I
wanted
to
flash
up
here.
The
results
we
just
met
in
the
last
couple
weeks
with
the
vendor
to
look
at
these
results.
B
I
have
a
lot
of
thoughts
here
in
terms
of
the
surveys
and
the
vendor
themselves,
but
I
did
want
to
share
with
you
all.
Some
of
what
this
looks
like
what's
interesting
is
how
it
was
set
up.
We
it
kind
of
lumps
all
of
the
DRC
together,
so
it
wasn't
broken
out,
unfortunately,
by
engineering
and
stormwater
and
ldo
and
and
so
on
and
so
forth.
So
we
have
DRC
and
we
have
traffic
Ops
kind
of
as
a
building.
We
have
Paul
Clark
as
well.
Paul
Clark
as
the
building
is
fine.
B
B
You
know
56
participation
from
the
groups
that
are
generally
here
today,
so
pretty
strong
participation,
I'll
contrast
that
with
the
Paul
Clark
building,
Paul
Clark
participation
was
about
20
percent,
so
much
lower
and
frankly,
the
a
lot
of
the
reason
for
doing
the
survey
was
more
for
Paul
Clark,
because
that's
where
I
was
trying
to
get
a
better
sense
of
what
was
going
on,
because
that
Workforce
is
was
was
yeah
anyway.
More.
B
B
Nothing
here
is
showing
there
zero
to
100
is
better
0
to
50
is
basically
okay.
50
to
100
is
great
right
so
or
at
least
really
good
I'll.
You
know
knowledge
is
your
knowledge
about
your
job?
How
how
good
you
feel
about
that
motivation
is
pretty
self-explanatory
organization.
How
is
how
you
feel
about
the
culture
so
to
speak,
and
then
the
far
right
hand
side
is
net
promoter
score,
which
is
How
likely.
You
are
to
recommend
your
job
to
other
people
Okay.
B
So,
there's
a
lot
of
comments
to
dig
into
here:
we've
just
given
access
to
each
of
the
divisional
leaders
to
go
in
and
dig
into
there's
a
lot
of
sub
categories
we
can
dig
into
so
we're
going
to
spend
some
more
time
digging
into
that.
Looking
more
at
the
comments,
I'll
say
as
like,
looking
across
all
of
Public
Works,
frankly,
not
a
lot
of
different
themes
than
what
we
saw
from
the
engagement
survey
back
in
the
fall,
which
is
probably
you
know,
maybe
not
that
surprising.
B
B
B
We
will
be
starting
something
called
growth
and
feedback
conversations
we're
going
to
do
as
public
works
as
a
part
of
our
performance
reviews.
Probably
it'll
be
some
of
this
as
well.
In
terms
of
feedback,
but
we
need
to
do
more
than
just
these
things
so
more
to
come.
There
training
I
mentioned
that.
B
That
was
a
thing
we
had
planned
more
of
this
year
and
we
just
came
up
short,
so
we
need
to
really
zero
in
there,
but
some
of
the
feedback
that
y'all
provide
was
also
around
supervisors
and
above
getting
more
training
around
leadership
and
management.
So
we'll
we'll
continue
to
dig
in
there.
We
did
something
last
week
at
Paul
Clark
that
was
pretty
good
with
HR
and
we'll
probably
be
looking
at
doing
that
at
some
some
more
divisions
as
well.
B
So
those
are
some
things
that
we're
doing
specifically,
but
again,
we're
going
to
keep
going
deeper.
I
did
want
to
share
something
we're
doing
specifically
with
Citywide
Services
I'm,
not
sure
if
this
will
make
sense
with
other
divisions
or
not,
but
I
wanted
to
mention
it
in
case
people
are
like:
oh
yeah,
that's
great.
We
should
do
that
elsewhere,
because
the
survey
participation
was
so
low
there
and
the
focus
groups
tended
to
yield
better
information.
B
We
I,
we
kind
of
said
okay.
Well,
let's
do
more
focus
groups,
but
let's
make
it
more
structured
and
institutionalize
it
a
little
bit
more,
and
so
what
we're
doing
is
something
called
employee,
Roundtable
and
we're
gonna.
Essentially
there
be
looking
for
10
employees
and
getting
some
rep.
You
know
making
sure
they're
representative
from
each
of
the
sections
at
Citywide,
Services
they'll
meet
once
a
month.
We'll
have
rotating
topics
and
it'll
be
two-way
conversation
right.
B
Whatever
we
talk
about
there,
we'll
ask
them
to
share
back
with
their
section,
and
then
they
can
get
ideas
for
the
next
month
from
their
section,
bring
it
back
to
the
round
table
and
back
and
forth
right,
not
rocket
science,
but
at
first
blush.
The
group
seemed
to
like
that
idea
better
than
more
surveys,
so
we're
gonna.
Try
that
kick
that
off
late,
June
early
July
see
how
it
goes
and
go
from
there.
So
if
you
we
we'll
see
how
that
goes.
B
B
All
right,
that's
can
you
all
read
that
okay,
so
one
of
the
good
things
around
Paul's
survey
is
that
people
could
enter
they
had
this
one
question.
That
said,
who
would
you
like
to
recognize
and
it
was
Anonymous
right,
because
the
survey
is
anonymous,
so
we
don't
know
who
put
these
names
in,
but
this
has
been
fun
to
do
at
each
of
these.
All
hands
meetings
is
to
you
know
kind
of
put
in
here
of
the
group.
B
That's
going
to
be
here
some
of
the
names
that
were
put
in
to
the
survey,
so
some
of
them
have
comments
in
as
well
and
we'll
just
go
around
and
give
you
awesome
recognition
if
that's
cool,
so
Andrew
Hutzel.
We
have
you
here.
Are
you
here,
Andrew
awesome,
let's
get
into
it
soon.
Some
recognition
awesome
all
right,
someone
else
that
folks
want
to
recognize
Blake
easterly.
We
have
Blake
here,
questions
no
he's
off
dang
it
all
right.
B
B
B
B
B
B
B
And
for
those
of
you
who
don't
know,
Bill's
been
struggling
a
little
bit
this
week,
he's
got
his
father
is
not
doing
well,
so
keep
him
in
your
thoughts
and
prayers,
and
that's
why
he's
not?
He
was
supposed
to
be
at
the
beach
this
week,
but
you
know
life
throws
you
a
curveball,
so
so
definitely
keep
him
in
your
thoughts.
All
right,
y'all
I
think
that's
all
I
had
oh
I.
B
Had
this
one
last
thing:
y'all,
don't
always
always
see
all
these
I
mean
we
don't
get
that
that
many
of
these
things,
but
when
we
do
I
figure,
you
know
we
would
share
them.
So
this
one
came
in
and
this
this
is
a
well
car
that
just
says
Public
Department
of
Public
Works,
you
all
rock,
cannot!
Thank
you
all
enough
for
everything.
You've
done
are
doing
on
my
street
looks.
A
B
B
I
think
that
what
can
be
really
tough
for
so
many
folks
on
our
team
is
that
this
work
can
be
so
thankless
and
often
what
you
do
does
make
our
city
better
and
it
just
goes
unrecognized
so
just
wanted
to
say
thank
you
to
everybody.
So
anything
else,
any
questions,
anything
else
that
y'all
wanted
to
hit
on
before
we
cut
you
loose.