City Council - Regular Meeting

Thank you.

I think.

READY? I'D LIKE TO CALL A WORK SESSION TO ORDER JUNE 8, 2026. CITY CLERK, PLEASE READ THE ROLL.

LET THE RECORD REFLECT THAT COUNCILMEMBER CAMPBELL IS ABSENT AND ALL OTHER MEMBERS ARE PRESENT.

OKAY, THANK YOU VERY MUCH. I HAVE ONE ITEM ON THE AGENDA. I WOULD LIKE TO REMIND COUNCIL THAT STAFF WILL BE PAUSING EVERY SO OFTEN TO ANSWER ANY QUESTIONS. FIRST ITEM, FISCAL YEAR 2628 STRATEGIC PLAN UPDATE, CULTURE JOURNEY. PLEASE INTRODUCE YOURSELF TO THE PUBLIC.

Mayor, I'll kick it off. Good evening, Mayor and Council. Lyman Lockett, Human Resources Director. Thank you for the opportunity to give you an update on our culture journey, which is part of the city's strategic plan. As we focus on continuously enhancing the way we deliver exceptional service to the community, one truth remains. ENHANCING THE WAY WE DELIVER EXCEPTIONAL SERVICES TO OUR COMMUNITY, EXCUSE ME, ONE TRUTH REMAINS, BUILDING AND SUSTAINING A BEST PLACE TO WORK CULTURE IS NOT SIMPLY AN HR PROGRAM, IT'S A STRATEGIC FOUNDATION FOR DELIVERING HIGH QUALITY SERVICE. RESPONSIVE AND PEOPLE CENTERED SERVICE, AS WELL AS CITIZENS DELIVERING WHAT THE CITIZENS EXPECT TO DESERVE. A best place to work culture does not stop there. It creates the place where the best work is accomplished. When employees feel valued, supported, and connected to our mission, they bring forward their best ideas, their best efforts, and their best service. That level of engagement directly strengthens the ability to meet the needs of the public and solve challenges with creativity and teamwork. There is a business case for investing in our culture journey. The benefits of this investment are significant and measurable. Lower turnover, reduced vacancy rates, and a substantial reduction in the financial and operational burdens caused by constant recruitment and onboarding. As a rapid growing city, who has hired more than 50 to 80 people every year for the past several years, we are proud to say we have seen return on this investment through stable workforce, lower turnover compared with other organizations. Additionally, A strong, healthy culture enhances collaboration, consistency, and innovation across the organization, leading to a high-performing organization with improved service delivery and better experience for our citizens that we serve. Tonight, the team will highlight the progress we've made some of the early outcomes that we're seeing and the next steps that we're taking to continue to build a workplace that attracts talented individuals, retains great people, and empowers every employee to do their best in class service to our community. I will now turn things over to Vicki and Emily to give you an update on some of the work that we have going.

Good evening, Mayor and Council. My name is Vicki Lackey, Deputy Human Resources Director, and I'm joined this evening by Emily Hanani, our Organizational Development Manager. Tonight, we're pleased to provide an update on the city's culture journey and the intentional work underway to strengthen employee engagement, leadership development, operational excellence, and ultimately the delivery of exceptional service to our community. This work directly supports the city's strategic plan and reflects our ongoing commitment to building an innovative, high-performing organization through intentional design of Goodyear's culture. Over the past several years, the city has made deliberate and meaningful investment in building strong organizational culture, one focused on employee engagement, leadership development, well-being, continuous improvement, service excellence, and supporting the whole employee. As Council knows, this culture work is not separate from the strategic plan. It is embedded within it. In fact, the only ongoing action item within the strategic priorities is to continue innovating and building upon the success of Goodyear's culture journey. Our current culture journey began back in 2019 with the launch of the intentional design of Goodyear's culture centered around our core values. Over the following two years, we focused on rolling out each core value along with shared definitions and behaviors to bring them to life in our day-to-day work. Since then, we've continued to build on that foundation through three additional phases, each designed to strengthen and evolve our culture even further. In phase two, we focused on growing our employees. In phase three, our focus was on engaging our people. And today, we're actively in phase four of the intentional design, continuing that momentum and commitment to growth by honing in on elevating our engagement. As you can see, this is not a one-time initiative. It is a long-term strategy woven into how we lead, develop employees, and deliver service to our community. Now, Emily is going to share a few culture journey highlights from this fiscal year.

Emily. Good evening, Mayor and Council. Like Vicky mentioned, my name's Emily Hanani. I'm the Organizational Development Manager here for the City. Today, we'd like to share how the City of Goodyear is intentionally investing in its workforce to strengthen organization performance, improve service delivery, and support the experience our residents have with city government every day. This fiscal year, we focused on several strategic initiatives designed to strengthen culture, leadership, employee development, and organizational excellence. While there are many efforts underway, today we'll highlight five key initiatives that are helping build a high-performing organization prepared to meet the needs of a growing community. Phase four of the intentional design of Goodyear's culture, including cultivating growth and defining best work. GEO initiatives that enhance employee experience and organizational connection. The Goodyear Grow Mentorship Program, which supports leadership development and retention. Increased recruitment and retention as Goodyear grows rapidly and maintains service demands. And Gallup initiatives focused on employee engagement and strength-based development. As Vicky mentioned earlier, we are currently in phase four of Goodyear's intentional design of Goodyear's culture with a goal to increase employee engagement from 63% to 72% by the end of fiscal year 27. This work is important because engaged employees are more likely to stay with the organization, collaborate effectively, and deliver high quality service to our residents. One key strategy supporting this goal is employee growth and development. Over the past six months, we launched the My Growth Plan initiative to better align employees' strengths, career goals, and organizational needs. Through 16 workshops across 14 departments, we engaged more than 350 employees citywide and have already seen participation in active growth plans increase from 25% to over 32%. Our second focus area is defining what best work looks like across the organization and reinforcing how it connects to service delivery. Over the next six months, leaders will facilitate structured team conversations focused on expectations, strengths, accountability, and performance. This initiative is designed to strengthen engagement, support retention and leadership development, and continue building a high-performing organization that delivers exceptional service to Goodyear's community. GEO, this is our Goodyear employee orientation. Organizational culture starts on day one, and Goodyear sets the tone for a positive employee experience. New employees consistently tell us they choose Goodyear because of the strong workplace culture. More than 160 employees completed GEO last fiscal year, reflecting both growth and commitment to consistent high-performing, high-quality onboarding. Feedback from each cohort reinforces that GEO is delivering a meaningful and engaging start to our workforce. Goodyear grows mentorship program, strengthens employee development, and builds internal talent pipeline to support long-term service excellence. Launched in 2022, transitioned to HR in 2023, and currently in its fifth cohort, serving over 120 employees so far. The program content evolves annually with its current emphasis on communication, feedback, and interview readiness. 26 participants have been promoted, and two former mentees now serve as mentors. The program is attracting attention from other cities interested in replicating our model, reflecting Goodyear's leadership in workforce development. Our strong culture continues to be a major draw for candidates. Many applicants come to Goodyear specifically because our reputation as a great place to work. Even with rapid population and service growth requiring 50 to 80 new positions each year, we've maintained sustainability across our workforce. Turnover and vacancy rates remain low, which is uncommon during periods of expansion and reflects our ability to retain talent. The HR team works proactively with departments as soon as the budget is approved so new staff can be hired and onboarded by July 1, ensuring no service gaps. In some of the most competitive job markets, especially public safety, Goodyear continues to have wait lists, which is rare across the valley and speaks to our strong employee brand. Looking at the graph, the red line represents the turnover percent and the blue bar represents the number of city employees we have. Creating a culture of feedback and strength-based development, we prioritize employees' voices through multiple feedback channels, committees, surveys, check-ins, benefit input, rapid improvement event, and coffee and culture conversations with leadership. We continue to fully leverage Gallup as a key driver of engagement and performance from our Q12 survey to CliftonStrengths and strength-based coaching. Over 930 CliftonStrengths assessments have been completed and integrated into GEO and expanded within public safety. Strength-Based Coaching, Gallup Strength Coach Committee, Gallup Management Training, and Action Planning help employees understand how they contribute and how to be more effective. When employees operate within their strengths, engagement increases and service qualities improve. These efforts demonstrate our commitment to continuous improvement and lead directly to our next topic, the Gallup Q12 Engagement Survey results.

All right, so how do we know if we're moving the needle? One of our key measurements is the annual Gallup Q12 survey, informing us how we're performing in relation to the intentional design of Goodyear's culture. The Gallup Q12 engagement survey is a widely used employee engagement survey developed by Gallup to measure how engaged employees are at work. It consists of 12 research-based questions that evaluate the conditions employees need to perform well and stay connected to their organization. This year marks our fourth iteration of the Gallup Q12 engagement survey, allowing us to track engagement trends over time while also evaluating whether our strategies, investments, and action plans are positively impacting the employee experience. Gallup has studied over 3.3 million workers across over 100,000 teams to understand the effects of engagement on essential business metrics. Gallup's research consistently shows that engaged employees are more productive, more innovative, safer, and provide greater customer service. This slide provides an important perspective on where the city of Goodyear currently stands in relation to both national workplace trends and high-performing organizations. That top metric there is a best practice organization, according to Gallup, with 72% of the employees engaged. That's our goal. You can see in our wig that was our goal for phase four, to get to that high-performing best practice organization. And 4% are actively disengaged. At the national level, only 31% of employees in the U.S. workplaces are considered engaged, while 18% are actively disengaged. Gallup often refers to the actively disengaged employees as individuals who may be unhappy at work, can negatively impact team morale, productivity, and service delivery. By comparison, this year, the City of Goodyear results show 65% of our employees are engaged and only 6% are actively disengaged. This places the city significantly ahead of national workplace averages and much closer to that best practice organization. And while we're proud of this progress, we also recognize there's still an opportunity ahead, that middle number, that not engaged. Approximately 29% of our employees fall into that not engaged category, what Gallup often calls that movable middle. We call them the gettables. We can get to them. These employees are not disconnected from the organization, but they may not yet feel fully connected, inspired, or enabled to do their best work every day. This is why our work continues to focus on clarity of expectations, leadership development, recognition, communication, growth opportunities, continuous improvement, and ensuring employees have the tools and support needed to succeed. The reason this matters is because engagement is not simply about employee satisfaction. It is directly tied to organizational performance and the resident experience. Engaged employees are more committed to quality work, stronger collaboration, innovation, accountability, and service excellence. When engagement improves, the community ultimately benefits through stronger service delivery and organizational effectiveness. Our goal is to continue moving closer towards that best practice performance while sustaining healthy culture that supports both employees and the community we serve. My apologies, this is a little busy slide. You have a copy of the Gallup overall report as an attachment to this presentation for your reference, but I wanted to go over some key highlights and a few additional details. One thing that makes Gallup unique is that it provides both benchmarking and actionable data. We're able to compare ourselves nationally, within government, and against ourselves internally over time as we have several iterations of the survey. The survey was open from April 8th to April 25th, so about two and a half weeks, and we achieved a 91 participation rate. You can see that in the upper left-hand corner. The overall Gallup mean is 84%, and to qualify for Gallup exceptional workplace, we needed to be at 80%, so we're beating that exceptional workplace requirement. And in the middle there, this year's survey results continue to show strong progress. Our overall engagement score increased from the mean increase from 4.29 to that 4.32 and has increased over the years since our first iteration at 2023 at 4.14. Gallup's exceptional workplace is 4.35. So we're just a few hundreds off of that. In the upper right-hand corner, you'll see that we increased over the years from 54% of our employees being engaged in 2023 to 65% of our employees being engaged. And then in the lower left-hand corner, you'll see that we ranked 92nd in the Gallup's database, 92nd percentile nationally across organizations in their database. compared to 90th last year. And that's about six, a little over 6,000 clients at 6,118 clients and over 30,530,609 responses. And in that lower right-hand side, we compared ourselves to government and we are in the 99th percentile within government organizations. So that's city, state, local governments, that's 384 clients with 996 responses. 1,817 responses, just to put that in perspective. Those results place Goodyear among the highest performing organizations in Gallup's database. These are exceptional results, especially considering the size and complexity of public sector organizations. And more importantly, these results suggest that employees are seeing and feeling the impact of the work that's taking place across the organization. This chart is gonna show us how the responses are distributed across all the Q12 questions. It'll help us not just understand the overall scores, but the depth of engagement behind those scores. So that dark green color, Closest over to the right-hand side is the number of fives that we received, and that indicates a strong agreement with engagement. The four, it's more considered of a yes, but, that little lighter green, and indicates agreement with some hesitation or some inconsistency. And when you get down to the yellow, that's where we scored threes. This is more closer to disagreement. It's kind of a polite No. It reflects some uncertainty and inconsistency. And then the threes and fours are really that movable middle, or the gettables that I referred to early. Employees who are not disengaged but whose experience may vary depending on leadership, communication, their workload, growth opportunities, and team dynamics. The orange is a two score, and the red represents a one. So those are varying levels of disagreement there. So what is encouraging that we're seeing that that movable middle is beginning to shrink over time and more employees are shifting to that strongly engaged category. That said, it is still a very important focus area for us because those are employees who are highly influenceable through intentional leadership, action planning, communication, growth opportunities, and continuous improvement efforts. We have an opportunity to continue moving these employees towards stronger engagement. One more metric for you here. An additional metric Gallup uses is the engagement ratio, the number of engaged employees compared to actively engaged employees. Today, the city of Goodyear's ratio is 10.8 engaged employees for every one actively disengaged employee. So if you can imagine yourself going through a hallway, you have to pass 11 engaged employees that are giving you high fives before you get to that one that's maybe sticking their foot out and trying to trip you. And that's a slight increase from last year. It was 10.5, but a gain of two whole employees in that area from 2024. Sadly, in city, state, and local government, that ratio was 2.9 engaged employees to every one actively disengaged employee, so one out of four. And Gallup, you see that target there, that exceptional workplace is 14 engaged employees to one active disengaged employee. This is a strong indicator of organizational health and reflects the intentional work happening across the city to build trust, strengthen relationships, and create an environment where employees can do their best work. These results tell us we're moving in the right direction, but the real significance extends beyond the metrics Engaged employees drive innovation, strengthen organizational performance, and provide better service to our residents. To close us out, Lyman will share why this work matters and the impact it has on our fast-growing organization and community.

So at the core of everything we've shared with you today is one simple truth. Investing in our employees strengthens the service we deliver to our community. Since launching our culture journey in 2019, Goodyear has grown by more than 30,000 residents. Yet our organization has remained high performing, stable, and well positioned to meet the rising demands of the future. The initiatives discussed today, culture development, best work, Gallup, onboarding, mentorship, and operational excellence, all are designed to reinforce how we function as a modern service-oriented organization. Together, these efforts help us build a more engaged and stable workforce, strengthen leadership and accountability, improve consistency, efficiency, and service delivery, create clear pathways for employee growth and retention, and ensures every employee sees how their work impacts residents. The HR team is proud to be part of the city's ongoing culture journey, and we are finalizing and updating department strategic plans that includes an additional IT initiatives, FY27 to build a stronger foundation in place and continue meeting growth and service needs. Ultimately, our goal is clear, to prepare Goodyear's workforce, not just for growth in size, but for continued growth in performance, capability, and service excellence. We're open for any questions you may have. Thank you. Let me start over on the right first.

Anita, you have anything?

Since we know we're growing every year,

Turn this on, Donna. So we know we're growing every year. Can you have just a summary of each year, 23, 24, 25, and 26, the number of employees we had for each one of those years?

Sure. So in 2023, we had 861. We went to 947. 999 in fiscal year 25 and 1,059 in FY26. Okay.

Without actually naming a department, was there any way where you could see where engagement was lacking in a particular department or was it kind of one-on-one here and there.

Sure, sure. And this is the beauty of the Gallup survey. When we shifted from Polko, with the Polko survey, we were measuring at a department level. Every people leader in the organization gets feedback on their teams and how their teams are reacting. So we know we have pockets of opportunity. One of the key findings in our survey really looks at where we have those opportunities. Every people leader is working on their own individual action plans with their teams. So this is really the power of this survey, to get the data and to focus in on how we can get better. So that work is beginning now as people get their data, and we're working through those opportunities. I would also add that one of the challenges, our scores are pretty good, But one of the challenges we have is not only bringing those teams that might be deficient up, but also maintaining those high levels in the other teams. So this is work that's going on across the organization.

I really like this survey and how the survey comes together to provide that type of information. I do have a question for our police. Since this department is probably the department that has brought in the largest number of staff over the next two years and even, again, this year, how does your team maintain that culture and continue those high standards in Goodyear? Because Goodyear, for the residents, since I have been here, the residents have really had high standards high quality about the police department and they think very highly of the Goodyear Police Department and how are we going to maintain that as we bring in other new people from other places as well as new recruits.

So Mayor Pozzillo, Council Member Beckles, Brian Isset for the Police Department. So that's an amazing question. And so our culture is extremely important to myself. We have, I would say we've not only maintained, but we've improved. just based off of our Gallup scores from when I started in 2024. So the biggest, I guess, increase, if you will, is our mission and purpose. So from the time I started in 2024 until this most recent Gallup poll, our percentage went up by about 20.6%. Really what it comes down to is just really... MAKING THE CULTURE OF EXCELLENCE THE EXPECTATION. AND SO WE'RE ABLE RIGHT NOW, I THINK VICKY LACKIE MENTIONED IT OR MAYBE IT WAS EMILY. We really do not have a problem recruiting right now. And so we're able to really get the pick of the litter in terms of whether it's lateral officers that are coming in or recruits that we're bringing into our team. We have a very rigorous recruiting and background process. And then the final rung of the ladder is an interview with me. If I don't feel like that person is bringing the culture to our department, that is my expectation. We don't move forward with the hiring process with that person.

Thank you. Laura.

I just want to say I like the Q12. I think it's really great to have a really objective baseline to measure against. It's not anecdotal data. It's real data. And the comparisons that you're able to make, I think, really supports the work that we're doing. And it's been interesting because I've been a part of this journey now for a few years. and watching it grow as the city grows and certainly grow in engaging our people as we've undergone such rapid growth has been a challenge because everybody's been tremendously busy and it's just the pressure of all the growth. But I think it's been really helpful to keep everybody connected. But I will say the next phase of engagement and accountability is gonna be also just as important because it's gonna set that structure you need to maintain everything and keep it so that it will endure. And I did read all the results, although it's so technical and not my favorite thing to read, but our results are pretty consistent with some areas of growth. And I think that's really remarkable when you think that the survey was taken after Wynette left and before Brian came and we didn't know who Brian was and, you know, what the impacts were, so that there was still that stability even during the facing the unknown I think was really remarkable. A GOOD INDICATOR THAT WE'VE GOT A GOOD STRONG FOUNDATION. I THINK WORD OF MOUTH ABOUT OUR ORGANIZATION IS REALLY IMPORTANT. BUT I GOT TO GIVE A SHOUT OUT TO OUR DIGITAL COMMUNICATIONS BECAUSE HONESTLY THEY MAKE THIS PLACE LOOK REALLY FUN TO WORK. And if you ever read the comments on the various social media platforms, people say how creative, how fun, how engaging it is. And so I think that that all helps to show what type of organization that we are. All that to say, I do have a couple questions for you. What is HR working on specifically to help the overall employee experience? Just a couple highlights, just maybe one or two things.

Sure. I think Emily hit one, and I'm going to go a little deeper. She talked about strengths. CliftonStrengths is our primary assessment, and it's a different type of assessment. If you've been through different types of assessments, Myers-Briggs, strengths really focuses on what you do when you're doing your best work. AND THERE'S 34 STRENGTHS THAT ARE MEASURED. YOUR TOP FIVE, THEY SAY YOU CAN WORK ON FOR A LIFETIME. BUT THOSE TOP FIVE STRENGTHS ARE THE STRENGTHS THAT YOU RELY ON WHEN YOU'RE DOING YOUR BEST WORK. GOING THROUGH THIS ASSESSMENT REALLY GIVES YOU A GOOD INTRODUCTIVE on what those are, how they relate to other people, and how teams can also work more effectively together. So it's a very rich assessment. It's one, some assessments you kind of keep to yourself and you keep in the bottom drawer and you don't share. We want our employees sharing this with everyone because it is rich information and it speaks to how you do your best work. So that's one element. This also leads into best work. So part of our WIG is best work. We had three components of our WIG to drive engagement across and to improve the employee experience. It started with growth, where we rolled out the MGP. The MGP is a tool that every employee can have if they'd like to help them key in on what they want to learn, how they want to grow within the organization. WE'RE MOVING INTO NOW BEST WORK AND DEFINING BEST WORK ACROSS THE ORGANIZATION SO THAT EMPLOYEES RECOGNIZE BEST WORK AND HOW TO GET THERE. SO IT'S ALL ABOUT THEIR EXPECTATIONS. IT ALL FOCUSES BACK ON WHAT ARE THE NEEDS OF THE EMPLOYEE. WHEN WE LOOK AT THIS Q12 AND I THINK THIS IS THE POWER OF THE Q12 SURVEY, IT'S ABOUT HOW WE MEET THE NEEDS OF OUR EMPLOYEES SO THEY CAN DO THEIR BEST WORK. I believe nobody wants to show up for work and do a bad job. I think our employees want to show up and they want to do great work. How do we position them to do great work? How do we hold them both accountable for doing best work, but really motivate them to do that best work? So all of this works hand in hand. I could spend an hour talking about well-being, right? Well-being is a component as well, but all of this is working hand in hand.

Well, it is interesting to pursue the strengths because the old model was to pursue people's weaknesses and make them better. So I mean, this definitely flips the narrative. Thinking about Chief Isset's comment about when he interviews the employees or future employees and then decides if they're going to be a good fit or not, sometimes people get through the interview process and they're clearly not. In fact, you can see along the way they're going to be a future disengaged employee. Do we use our probationary period as it is intended to help people get new opportunities when they're really not going to? FIT IN.

ABSOLUTELY. I THINK ONE OF THE THINGS YOU'LL SEE AS WE DIG INTO OUR TURNOVER IS YOU'LL SEE THE INVOLUNTARY TURNOVER HAS GROWN THROUGH THIS PERIOD OF TIME AS WELL. SO I THINK WE'RE IDENTIFYING THOSE WEAKNESSES AND DEALING WITH THOSE WEAKNESSES THROUGH THAT PERIOD. I WOULD ALSO SAY THAT I THINK CHIEF VISSIT WAS SANDBAGGING AS HE TALKED ABOUT THE WORK THAT THEY'RE DOING, BECAUSE GALLUP ACKNOWLEDGED WHAT'S GOING ON IN OUR POLICE DEPARTMENT and their move towards that best practice as a law enforcement agency, which is very significant in looking at their numbers. So they're on their way, and that's being recognized as Gallup looks at them across all of their clients.

Great. Well, good leadership makes a difference. Thank you.

Brandon?

Yeah, this is a good survey, so it's good to see the consistency and also the track record that we've had while using this criteria here. Yeah, Clifton is good. I've been through that myself as well, and I presented it to my aide, too, so she knows where I'm at, good or bad, whatever that is. Yeah, culture is super important. I mean, we want to continue to be a premier employer throughout the cities of the West Valley and the state of Arizona. So having a strong culture helps us keep our employees, but also attracts good employees as well. So it's definitely a lot more cost efficient to to keep an employee and make them happy than to find a new employee and then create that culture and train them and do all those kind of things as well. So, yeah, so good job. So, yeah, keep up the good work and looking forward to a lot of great employees as we get absorbed into the environment and to our culture. So, thank you.

Troy? Sure.

Thank you, Mayor. Without repeating anything that has already been said, I would MAYBE AT SOME POINT IN THE FUTURE LIKE TO SEE THIS SURVEY OVERLAYED WITH OUR RESIDENT SATISFACTION SURVEY BY DEPARTMENT AS WELL. BECAUSE I KNOW IT DOESN'T NEED TO BE SAID. I'll say it. That green line down there is quite important, especially the second half of it. At the end of the day, we are accountable to the taxpayers. We are accountable to our residents. And ensuring that we do have a culture here in Goodyear that takes care of our employees, that provides quality work environment, but we need to ensure that that is built in a way to maximize that resident experience, to maximize just the output of the job. Again, that didn't need to be said. It's right there on this slide in shorter, more succinct words. I WOULD LIKE TO SEE AT SOME POINT IN THE FUTURE, IT DOESN'T HAVE TO BE THIS ONE, BUT MAYBE THE NEXT ONE, JUST RESIDENT SATISFACTION SURVEY, IF WE BREAK THAT DOWN BY DEPARTMENT AS WELL AS THIS ONE AS WELL. THAT'S ALL I GOT.

And if I could, Polko, who does the National Citizen Survey, partnered with UKG to do a study on the correlation, and we were featured in that article. I had the opportunity to speak at the UKG conference this past fall, so we've got some data that specifically speaks to that, so we can share that as well. All right, Vicki? Thank you.

I agree with Trey. I would like to see that as well involved with that resident satisfaction survey. And also, I like what Laura had to say. It really does all have to do with good leadership. Leadership is where it all starts. We've got a couple of really good leaders in this room that we have just acquired that are fantastic. And that will take us into the next culture that we're going to go into. I've got to tell you, this is all wonderful and fine and good, but I was an English major in school, and we used the word culture in this short amount of time 28 times. I think we've got to find another word. We've just got to find another word. Culture is fine, but 28 times, that's a lot. And we've got more with the city of Goodyear than just culture. Okay? Thank you.

GREAT DISCUSSION, COUNCIL. ONE THING I'D LIKE TO SAY IS I'M THE EOC AT THE EMPLOYEES ORIENTATION EVERY MONTH. AND ONE THING I CAN TELL YOU IS ONE OF THE QUESTIONS I ALWAYS ASK WHERE THEY COME FROM BECAUSE, YOU KNOW, I'M HOPING THAT A LOT OF THEM COME FROM OTHER CITIES BECAUSE I JUST LOVE MESSING WITH MY FELLOW MAYORS. BUT I WILL TELL YOU THAT WHEN IT COMES TO THE POLICE DEPARTMENT, YOU'VE GOT A LOT OF PEOPLE COMING FROM OTHER ORGANIZATIONS THAT WANT TO BE HERE. THEY WANT TO BE HERE FOR A REASON. THEY WANT TO BE HERE IN GOOD YEAR. SAME THING WITH OTHER EMPLOYEES THAT ARE EITHER GOING TO PUBLIC WORKS OR THE OTHERS. ALWAYS ASK THEM, WHERE ARE YOU COMING FROM? THEY'RE COMING FROM ANOTHER ORGANIZATION. THEY'VE HEARD GOOD THINGS ABOUT THIS ORGANIZATION. SO, YOU KNOW, I'M NEVER SHORT ON THANKING STAFF FOR DOING THE BEST AND DOING GOOD JOBS OUT THERE WHEN I'M UP ON STAGE OR ANYTHING, BECAUSE WE AS COUNCIL ARE ONLY AS GOOD AS YOU PEOPLE OUT THERE IN THE AUDIENCE, OKAY? If you do a great job, we get the kudos. You do bad, we get the slaps. Yeah, so leadership's real important, and I appreciate everything you do. But I can tell you by what I'm hearing back from when I do the employee orientation, it's pretty good. Like I say, PD, you're bringing a bunch of people from other organizations here because they want to be here as opposed to where they are. So with that, thank you for the presentation. That'll conclude this business. We need, what, 10, 15? How much do you want? 1015, and then we're going to go back over to the council sessions. This one's over. Yeah, we're going back there for the meeting.