Back in 2014, when we first moved to Red Wing, we joined the local YMCA. It’s a fairly nice facility for a small town and it seemed to be welcoming. That was typical of my experience with Minnesota Twin Cities (YMCA of the North) organizations. I had been a downtown St. Paul YMCA member, transferred to the Roseville facility, since we moved to Minnesota in 1996 and, as of 2013, my Medicare health insurance Silver Sneakers benefit began to pay for my membership. So, it seemed logical to transfer my membership to my new residence. The paperwork went smoothly and in late November we began to enjoy our new facility . . . for about a month. In late December, the Red Wing YMCA quietly announced (louder for those of us who were effected) that it would no longer accept Silver Sneakers payments and even acknowledged that it was the only YMCA in the state to make that move.
At least in our situation, the only real benefit to the Red Wing YMCA was the swimming pool. We have a small gym in our basement, complete with an excellent treadmill, stationary bicycle, weights, and resistance bands. We have no reason to leave our home for those things, which I discovered by transferring my Silver Sneakers membership to the local Anytime Fitness where I used it a couple of times and let it lapse.
For a bit, I attempted to carry on a dialog with the Y’s management (Tom Burke, Martha Harris, and Mike Melstad) and a member of the board (Barb Haley) who all claimed to have a solid, demonstrable financial reason for the Silver Sneakers decision, but were all completely unable or unwilling to produce any of it. I suspect when they learned I have a background in manufacturing accounting, ROI justification, and quality management they decided to keep their “secret calculations” secret. I was supposed to believe they’d done a thorough financial analysis which had provided justification for their decision. I am rarely inclined to trust any kind of management decision logic, based on my long history with incompetent, lazy, uninformed, overpaid, and mostly-useless management types.
This past December, the Red Wing YMCA management decided to re-evaluate and reverse their Silver Sneakers decision. They were pretty quiet about it, but I lucked into the inspiration to ask on January 1, 2023 and discovered they’d be allowing Silver Sneakers compensation starting the next day. While I was either getting registered, watching my wife get re-enrolled, or watching a half-dozen other old farts get signed up under the new policy, I heard the same pool-schedule spiel fed to each of us: the best time to swim and to avoid crowds was between 2PM and 4PM. So, I’ve been taking advantage of my new membership fairly regularly for the last 3 weeks. Yesterday, I showed for for my routine and discovered, thanks to a tiny sign printed on the door to the pool (after changing and showering) that the pool hours would be limited 4:15 to 8:30PM. I wasn’t the only surprised bait-and-switch victim, as there were two other new members in the dressing room who were at least as pissed as me.
I thought about bitching about yet another snow-job experience from the Red Wing YMCA, but I decided it is no longer worth it to me. Mrs. Day and I have been discussing the pros and cons of staying in Red Wing and Minnesota for the last couple of winters and I’m just going to put the local YMCA in the “cons” category and let someone else worry about it. “Fixing” systems, organizations, and processes was my career for 50+ years. I’m retired and don’t care enough to fix much of anything now.
This all reminded me of a conversation I had with the Washburn quality manager in 1991, during my 30-day moment of unhappy employment with that company. I wrote about this in a 2015 essay titled “Quality in A Disposable World” after a similar conversation with a Red Wing Southeast Technical College instructor. In that essay, I wrote, “Like a lot of small business people, my instructor was under the delusion that customers will naturally complain if they are disappointed with service or product quality. Many larger companies are equally happy to pretend that they are getting 100% ‘compliance’ from dissatisfied customers. The fact is that most customers simply log their dissatisfaction and tell themselves they will remember to never buy that particular company’s product or service again. Most company executives are perfectly happy with that outcome.”
The Washburn service manager explained to me that the company’s complaints system dealt with customers fairly ruthlessly (efficiently?). He said, “the company shipped product with a known 50% defect rate, based off of the internal random inspection data from a few years back (Since they quit inspections after a few months, product quality had probably gotten worse.). From a suspected 50% defect rate, about 1% of the company’s customers complained, expecting some sort of warranty response. If they stonewalled that first complaint, about 1% of the first 1% would come back for more abuse. No special inspection was done for warranty replacement instruments, so at least 50% of the replacements were also defective out-of-the-box. According to the manager, that 1%-of-1% routine applied to warranty replacement complaints.” So, with a known 50% defect rate, Washburn only provided some kind of warranty service (the first time) on 0.5% of shipped product.
In a similar vein, someone who was once involved in Red Wing’s city management explained how the city’s civil service bureaucracy blew off citizen comments and complaints with an acronym, "STP = same three people.” The arrogant, simple-minded idea was that the few members of the public who contested or complained about the top-down city management decisions could be dismissed with this delusion. Red Wing is a very small town, 16,000 people and steadily shrinking (especially in average incomes), with a huge budget and a voracious appetite for insane growth through mindless annexation (41.41 square miles, so far). Minneapolis, with 425,000 residents, is contained in 57.51 square miles. Red Wing city management also has an outsized view of the “value” of city employees, based solely on what the city employees can get away with (often by ignoring the STP). Xcel’s Prairie Island Power Plants are the city’s main property tax contributor and those plants are likely to be phased out in the next decade. Eventually, that unrestrained spending will result in exorbitant local taxes and a rapid Atlantic City-style evacuation of the area by everyone who can afford to take a loss to find a more secure place to live. (Remember the rule, the first rats to leave the ship are the ones who can swim.)
Like the Washburn quality manager and the Red Wing YMCA management, the Red Wing city bureaucrats labor under the delusion that the 3 or 4 citizens who regularly comment and/or complain about the city’s services, expenses, or decisions only represent themselves. In fact, that small group is very likely representative of at least half of the local residents. They are consistently the “canaries in the coal mine.” The poor treatment they receive from the bureaucrats likely keeps the rest of the locals from voicing their opinions, until they vote with their feet and give up on the city. Red Wing’s growth has been anemic, at best, for the entire 163 year life of the city, falling far behind the national population growth and that of the state’s major cities. That failure isn’t for lack of natural resources,opportunity, or even representation in state and federal government.
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