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Attachment A <br />Lack of clear prioritization of programs and services <br />Limited ability to respond to changes or opportunities due to lean approach <br />Inability or unwillingness to discontinue under-performing or lower-valued programs or <br />services <br />Indecisive City Council <br />Community distrust/conspiracy theories <br />Some departments understaffed for Council's current desires <br />Regulations/processes that are missing or inadequate <br />Very little community identity besides the parks system/Rosedale <br />HRA is historically staffed/funded for housing initiatives while HRA Board/Council appear to <br />be more interested in Economic Development <br />Reactive, not proactive <br />Community tends to look backwards at perceived mistakes rather than forwards towards <br />new opportunities <br />Departmental coordination, cooperation — not having or being able to take the time to <br />understand what others are doing <br />Depth of staff is non — existent - very lean — limited by small staff <br />Forced in many ways to be reactive more than proactive <br />High volume of traffic Feeling amongst some female employees that the work place is not <br />inclusive <br />