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City Council Meeting Retreat Tuesday, February 17, 2015 Page 7 staff on board with neighborhood organizations. Mr. Bilotta noted that a typical silo mentality worked well from the top down,but led to problems as well. Police Chief Mathwig stated that 70% of his department's responsibility fell into the realm of core services (e.g. arrests, report writing, etc.) while the remaining 30% in- volved officers working with neighborhoods, individual citizens or organizations, with various building tenants or other ways using different paths intended to obtain the same results. Chief Mathwig stated that his goal was to have his Sergeants and other officers find meaningful purpose in their jobs as well as in figuring out to solve problems, while a Lieutenant may have gotten into the law enforcement business for some other reason, but they all shared those different paths to the same result. Public Works Director Schwartz opined that the difficulty was trying to move from that control top down in an outcome-based, lean organization charged with achieving effi- ciencies while meeting the programs/services provided. Mr. Schwartz noted that this didn't leave a lot of time to move outside that structure to get things done, at least not in the Public Works Department while it may be applicable in other departments. Within their day-to-day operations, Mr. Schwartz opined that they didn't have 30% down time to develop intimacy with customers. From their perspective, Parks & Recreation Director Brokke opined that their continuing standard was to achieve customer intimacy in meeting community expectations. Finance Director Miller opined that in the prevalently controlled environment of finance, there wasn't much discretion available, while staff tried to remain consistency from one circumstance to the next; with consistency and accuracy being huge in that arena. Mr. Miller opined that an employee going about their own unique way to connect with indi- vidual citizens had a tendency to create problems for that employee as well as undermin- ing public trust. Mr. Miller also noted the need to be consistent with other cities with driving sensibilities and maintaining control, to avoid losing the department's accounta- bility. Mayor Roe asked if Finance Director Miller found that any different in the Information Technology(IT) or License Center business models. Mr. Miller responded negatively, that IT was very structured and while having similar priorities within the department, opined that the License Center had even more structure. Mr. Rapp suggested a comparison between the Finance and Public Works Departments and ways to think about their roles. Mr. Rapp noted that Mr. Schwartz had hit upon an interesting point: with staff being so lean and continually performing the day-to-day workload, it was hard for employees to think about solving customer problems, let along having the time available to actually resolve them. Also, from the perspective of the Fi- nance Department, Mr. Rapp noted that their stock in trade is accuracy and transparency year in and year out. Mr. Rapp suggested customer intimacy and excellence may come