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City Council Meeting Retreat Tuesday, February 17, 2015 Page 14 Community Development Director Bilotta noted that one of the major issues was one having a staff implication. Mr. Bilotta noted that, often the lack of engagement was not due to a lack of desire on staffs part, but at least in his department and from his observa- tion that of the Public Works Department, they were set up to process permits from one end of the assembly line's point A to point B, and that day-to-day operation took up their time. While that wasn't what the community wanted from its city staff, unfortunately Mr. Billota noted that this was their reality and to achieve long-term efficiencies, it would take significant staff time and reorganization things to bet the objective metrics in place. Mr. Bilotta noted that staff wanted to please, and would work hard to do so, but there came a point when they had to say"No,"that they could not take on one more thing, even deemed minor or small. Mr. Bilotta noted that the consequences of continuing to take on more and more over time was that they no longer saw their family and it added to their stress, creating struggles and dissatisfaction with the job, their life and general demeanor. While the City's staffing was set up to be lean, Mr. Bilotta opined that the more this strategy could be put together and became more predictable with priorities established for departments, the better it became for everyone. Participating staff members concurred, noting as prime examples the Information Tech- nology and Public Works Department stresses noted in recent discussions. Mr. Rapp advised that these challenges would be taken into consideration as these pre- liminary exercises were undertaking, and as an end result, identification of 4-6 strategic priorities from that initial list of challenges. To frame that end goal, Mr. Rapp suggested consideration of a balanced scorecard as the best practice example. Mr. Rapp noted this included from a financial perspective, how the city looked to its shareholders; from a cus- tomer perspective, how it looked to its customers; from a learning and growth perspec- tive, how changes could be made to make improvements; and from the business process perspective, how effective the organization was internally. Mr. Rapp reviewed public and private sector similarities, and internal and external cus- tomers, with those same considerations at play: financial, operations, citizen/customer, and workforce (employees). Discussion ensued on any of the areas of challenge that could be combined as the list was further refined. Councilmember Willmus suggested housing and redevelopment could be combined. Mr. Rapp offered his suggestion for combining those challenges as follows, recognizing that some of the items listed as challenges would become part of those broader categories as follows: • Engagement • Housing& Redevelopment • Public safety implications • Development/Aging infrastructure