CC_Minutes_2015_0218 - Laserfiche WebLink

Home

City Council Meeting Retreat Tuesday, February 18, 2015 Page 23 it, Mr. Rapp indicated it was not likely to have any attention paid to it or any at- tempt to change or improve it. If something was put in writing, such as achieving a 70% compliance rate for respectful behavior, Mr. Rapp suggested this provided a way to account for progress at the end of a year. In his own situation with his staff, Finance Director Miller opined that most of their behavior or culture was ingrained with no clear indicators, but communicat- ed out in the open and staff held accountable. While the objectives are written down, Mr. Miller stated that there was no measurement of what percentage of time staff met those goals, but the value statements were written down for the de- partment. However, Mr. Miller advised that he didn't' measure them quantita- tively, but they were the expectations for the culture and work environment he wanted to create in the department. Mr. Rapp questioned if a measurement would be the number of violations ob- served in staff interaction with customers, providing quantitative versus objective measurements. Mr. Miller responded that this wouldn't hold him back since he had predefined in- stilling that culture within his department. Councilmember Laliberte noted it could relate to a lack of individual decorum. Mayor Roe noted that it was necessary to hold each other accountable as a group, and some way was needed to define issues at the end of the measurement period. Mr. Miller questioned what the punishment would be for noncompliance. Based on his experience and conversations held with staff, Councilmember Willmus suggested that if indicators were in place, you would be able to account for and be aware of that type of occurrence earlier on. Mr. Miller advised that his department had that indicator in place, but it was not strictly defined. Mr. Rapp recognized the many layers to this target, but suggested an ideal of hav- ing a limited number of measurable outcomes (e.g. 15) that in a perfect world, every quarter's performance report would provide a snapshot of that status. Even though it's an objective accountability measurement, Mr. Rapp noted that it was deemed important enough for participants to list it as a KOI, and a simple target would be to quantify how that measurement was compared to expectations. Mayor Roe suggested an indicator could be that at a certain percentage of meet- ings over a certain period of time, the group was above the threshold that every- one agreed to and conducted their business well. Mayor Roe suggested a"thumbs