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From YouTube: July 7, 2014 - City Council Special Meeting
Description
July 7, 2014 - City Council Special Meeting
http://www.cityblm.org
View meeting documentation:
http://www.cityblm.org/index.aspx?page=17&recordid=2275
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B
C
D
D
D
Okay
again,
we
we
had
a
an
executive
session
discussion
about
culture,
change
and
then
specifically,
some
particular
employees,
department,
heads
and
some
non-department
head
equivalents,
and
perhaps
why
we're
trying
to
get
a
handle
on
why
some
people
have
left?
Is
it
part
of
our
culture
change?
Are
there
other
issues,
because
there
always
are
a
variety
of
different
factors
that
are
out
there
and
if
I
can
summarize,
I
think
our
discussion
most
recently.
I
think
we
can
begin
this
here.
We
as
we
move
forward.
D
We
want
to
be
sure
or
want
to
have
some
idea
about
why
people
have
left
in
a
little
more
detail
and
we
do
conduct
interviews
through
hr
for
department
heads
and
there
was
some
discussion.
I
don't
know
whether
it's
majority,
but
we
can
continue
that
for
having
an
outside
interviewer
come
in
and
in
a
sense,
supplement
the
hr
interviews
and
then
we
would
also
have
a
subsequent
once
we
get
all
this
information,
whatever
the
information
is
even
if
it's
just
information
from
hr
on
the
exit
interviews
that
are
done
under
our
normal
protocol.
D
D
Do
we
supplement
those
with
an
outside
consultant
to
get
us
to
get
a
handle
on
what's
going
on,
but
what
we
will
do,
then,
once
we
get
whatever
that
information
is,
I
think
we
agreed
to
meet
again
as
a
council,
and
some
of
that
would
very
likely
include
criticisms
of
the
council
right,
not
just
you
know,
perhaps
the
situation,
so
we
we
all.
I
think
we
all
agreed.
We
wanted
that
information,
but
we
didn't
agree
necessarily
whether
there
should
be
we
should
hire
an
outside
consultant.
D
D
So
again,
we
are
not
overtly
acting
in
in
terms
of
having
motions.
If
it
looks
like
there's
division,
we
might
need
to
put
this
on
the
next
council
agenda
to
see
whether
or
not
there
is
actually
a
vote
to
hire
an
outside
consultant
to
do
some
exit
interviews
of
people
who've
left
recently.
But
essentially
we
do
know
that
there's
part
of
a
culture
change.
We
do
want
our
city
to
be
customer
service,
oriented
and
open.
D
We
need
our
government
to
be
responsive
to
citizens
and
they
should
have
a
top-notch
organization
where
people
are
hired
and
promoted
on
the
basis
of
merit
and
achievement,
and
that's
not
always
been
our
culture
in
the
past.
But
it
is
the
culture
that
at
least
the
majority
of
the
council
back
in
november
and
through
continued
discussions,
wants
us
to
continue
to
pursue
and
we
knew,
as
we
went
down
that
path,
that
some
people
would
choose
not
to
stay
with
the
city
or
might
choose
retirement.
D
D
D
I
believe
we
did
tracy
when
I
made
don't
don't
you
do
that
at
the
same
time,
I
think
oh
okay
well
so
this
can
and
well
this
one
can
be
by
voice
vote.
Okay,
so
that
is
emotion
all
the
men.
Okay,
a
motion
to
come
into
open
session.
We
don't
just
leave
executive
session
we're
coming
back
into
open
session.
Thank
you
ultimate
sage.
Second,
by
alderman
zazini.
I
believe
this
one
angel
can
be
by
voice
vote.
Is
that
correct
all
in
favor
signify
by
saying
aye
all
right
opposed?
D
C
C
C
You
know,
just
in
the
last
year
and
a
half
we've
had
56
people
who
have
left
city
of
bloomington
is
no
different
than
many
other
cities.
In
that
we're
seeing
the
effects
of
the
baby
boomers,
you
know
move
on
look
to
retire,
or
you
know
things
of
that
nature.
We,
like
many
other
city
organizations,
are
a
a
pretty
large
proportion
of
our
workforce.
Is
in
that
aging
category.
You
know
a
little
older
things
like
that.
C
D
B
That's
actually,
the
point
I
wanted
to
make
was
that
I
would
be
very
much
more
in
favor
of
not
just
doing
exit
interviews
but
really
talking
with
individuals
who
are
still
with
us
who
are
doing
a
wonderful
job.
What
keeps
them
here,
what
can
we
be
doing
better,
environmentally,
not
picking
on
any
one
sector?
You
know,
but
as
as
you
said,
some
of
it
may
be
us
and
we
need
to
own
that
and-
and
you
know,
try
to
rectify
that-
and
it
could
be
other
things.
D
E
Alderman
black,
thank
you,
mr
mayor,
and
this
isn't
a
meeting
in
which
we're
taking
any
action
so
I'll
just
provide
some
of
my
feedback
to
david.
So
I
I
the
idea
of
an
employee
engagement
survey,
I'm
not
sure
to
what
extent
that's
being
done.
Currently,
it
may
very
well
be
being
done.
Do
you
know
offhand
what
what
the
process
is
for
that?
It
is
not
some
departments.
C
Have
done
that
in
the
revitalizing
city
government
portion
of
the
budget
we
did
have
you
know
a
much
more
extensive.
It
wasn't
just
a
survey
though
it
was
survey
focus
groups.
There
was
a
lot
more
comprehensive
nature
to
that
to
to
even
get
further
into
the
details
I
and
I
would
make
reference
to.
We
can
provide
copies
of
the
counselor
again
in
november.
E
E
You
know
and
I'll
just
say
that
these
kind
of
types
of
programs
can
be
provided
by
outside
firms
and
they
run
the
gamut
and
cost
of
you
know
a
beater
car
all
the
way
up
to
a
rolls
royce,
and
you
know,
as
a
council
make
a
decision
to
what
are
we
willing
to
spend
towards
that.
But
you
know
you
can
get
the
rolls-royce
version
of
it,
but
all
that
matters
is
the
follow-up
that
comes
from
it.
E
So
the
only
way
in
which
I
would
be
able
to
support
something
like
this
is
if
we
had
not
only
the
the
first
end
of
it,
which
is
the
data
point,
but
also
the
action
items
that
would
come
from
that
data,
because
otherwise
the
whole
thing
is
moot
and
that
that's
my
opinion.
I
think
that
you
know
there's
a
lot
of
benefit
to
having
an
outside
for
outside
firm.
E
Do
it
for
obvious
reasons,
notably
that
you'd
have
kind
of
that
there's
no
issues
of
retaliation,
those
types
of
things
and
and
that's
definitely
something
that
we
would
get
value
as
an
organization
for,
but
just
be
aware
that
when
you're
looking
for
feedback
from
us
options
and
then
and
then
what
is
that
step
afterwards?
Is
it
going
to
be
a
committee?
Is
there
going
to
be
an
action
item?
How
is
that
going
to
play
out?
So
that's
my
feedback
and.
D
Then,
especially
if
we
track
it
over
time,
I
don't
know
who
maybe
at
isu
might
even
be
able
to
do
stuff
like
that,
but
at
a
lower
cost.
I'm
just
mentioning
that,
but
we
would
you
could
be
able
to
track
it
over
time.
So
you
can
say:
hey,
oh
wow,
all
right.
You
know
we
don't
what
is
a
5.8
out
of
a
10
point
scale.
I
don't
even
know
what
that
means.
F
Another
reason
to
do
outside
whether
it's
a
firm
or
whether
it's
university
is
the
level
of
expertise
that
they
bring
to
the
interview
process
and
the
amount
of
information
they
get
back
from
either
the
person
who's
resigned,
terminated
or
if
we
decide
to
do
all
department,
heads
or
if
we
decide
to
do
the
entire
staff,
the
the
outside
firm
simply
gets
you
better
information
and
that's
coming
from
experience
of
having
done
it
both
ways.
So
I'd
like
to
know
what
the
cost
is
and
if
the
cost
is
prohibitive
for
doing
it
for
the
whole
staff.
F
F
Mayor
I'll
just
make
one
comment,
maybe
for
the
benefit
of
the
public.
I
think
that
I'm
making
a
statement
that
we
have
talked
about
employee
opinion
surveys
on
many
occasions
over
several
years
and
it
just
hasn't
developed
the
consensus
to
proceed
with
it.
So
I
think,
for
the
benefit
of
the
public.
This
is
not
something
new.
That's
come
up
tonight
or
this
week
or
last
month.
F
D
F
G
Thank
you.
One
question
I
have
for
the
city
manager
is
to
maybe
talk
to
us
a
little
bit
about
the
evaluation
process
for
each
employee,
not
necessarily
each
but
just
in
general.
You
know
what
do
we
have
available?
How
do
we
do
it,
because
I
I
know
in
in
certain
instances
instances
in
other
organizations
you
know
people
can
ask
for
an
evaluation
of
someone
who's
outside
the
organization.
G
Does
that
make
sense,
so
somebody
who's
outside
the
organization
can
also
provide
some
feedback,
as
you
know,
as
it
relates
to
one
employee,
for
example,
based
on
you
know
who
they
serve.
So,
let's
say
somebody
from
pace
as
an
inspector
works
with
you
know
the
rental
inspection
program
whatever.
Well,
then
we
can
ask
some
of
those
landlords
for
some
feedback
about
how
they
do
their
job.
C
Well,
first
off
you
know,
just
the
employee
performance
evaluation
system
is
one.
That's
is
pretty
archaic.
It's
based
on
management,
my
objectives.
It
is
in
need
of
revamping
a
major
overhaul.
It
is
not
it.
It
is
not
performed
for
all
employees.
Many
of
the
union
employees
do
not
have
employee
performance
evaluations.
C
It
is
much
more
consistent
in
the
exempt
employees
and
there
is
some
you
know
for
some
employees,
but
most
of
the
employee
union
employees
do
not
have
employee,
formal,
employee
evaluations
that
are
performed.
So
you
have
those
inconsistencies
out
there
and
again
it's
it's
one
that
I
certainly
see
that
as
one
of
the
needs
going
forward
to
to
update
that
have
it
more
centered
on
the
essential
job
functions
and
again
that
varies
my
department.
C
Why
should
only
some
employees
have
these
evaluations,
but
not
others?
I
will
say
on
your
latter
part.
Is
you
know?
One
of
the
roles
of
the
supervisors
is
to
look
for
ways
to
get
some
feedback.
You
know
on
the
work
of
the
employees,
and
I
do
know
that
every
now
and
then
we
look
for
those
opportunities
to
not
only
meet
discuss
with
outside
organizations.
C
Such
as
the
the
county
home
builders
association,
the
realtors,
the
trades
and
labor
council,
you
know
look
for
those,
certainly
if
complaints
are
brought
to
the
attention
of
the
supervisor,
they
look
into
those
as
well,
but
we
don't
have
kind
of
a
formal,
continuous
across
the
board,
consistent
basis
of
doing
that,
and
that's
one
of
the
things
we
want
to
guard
against
because
we
don't
want
to
have
you
know
any
of
these
specific
initiatives
that
are
maybe
couched
as
a
you
know.
Forget
that
or
forgive
me,
the
term
witch
hunt.
B
C
You're
trying
to
target
you
know
individual
people
or
things
like
that.
That
can
really
be
a
serious
concern
of
morale.
You
know
if
you
try
and
take
just
a
group
of
employees,
you
know
and
and
just
focus
on
them
in
some
way
and
then
they
say
well,
gee
is
everyone
getting
the
same
treatment?
Are
we
doing
the
same
thing
for
all
the
employees
in
the
department
or
as
other
departments
having
going
through
this?
H
Just
a
comment
on
the
external
review,
the
exit
interviews,
I
think
the
only
way
to
really
get
the
information
I
mean
if
we
believe
we
have
a
really
critical
situation
here
with
departures.
Then
an
external
person.
I
think
it's
been
said
by
a
couple.
Others
is
the
person
who's
going
to
get
to
the
heart
of
the
matter
versus
someone
who's
who's,
just
simply
a
part
of
the
city
and
who
the
departing
employee
knows.
H
Personally
knows
you
know
their
friends
the
whole
context,
I
think
without
an
external
individual,
and
perhaps
it
could
even
be
you
know,
maybe
an
attorney
in
our
attorney
firm.
I
don't
know,
but
I'm
not
one
for
consultants,
as
everyone
knows
outside
consultants,
but
here
is
a
case
where
I
don't
believe,
there's
any
other
way
to
get
at
the
truth,
and
I
think
the
truth
is
is
something
that
we
all
we
all
should
want.
And
then
my
next
question
would
be
once
we
get
the
data
from
the
interviews.
H
D
H
D
You'd
have
typically
you'd
have
a
summary
of
the
statistical
stuff,
the
stuff
that
could
be
coded
and
the
summary.
If
there's
data
over
time,
then
they
would
track
that
over
time
and
then,
if
there
are
open-ended
questions-
and
usually
I
would
assume
any
good
survey
like
this-
would
have
some
open-ended
questions.
You'd
have
all
that
so
yeah.
H
We'd
have
a
report
that
well
that
that
that
makes
sense-
I
I
just
you
know,
haven't
ever
I'm
not
and
I'm
not
an
hr
person,
but
I
do
know
a
little
bit
about
you
know
what
what
makes
sense
and
some
people
who
are
hr.
People
have
said,
and
the
other
thing
is
I
do.
I
totally
agree
with
the
employee
survey,
a
survey
that
would
be
objective
and
that
would
be
confidential,
that
the
employees
could
have
confidence
in
that
they
could
speak
freely.
H
I
I'm
just
concerned,
as
I
spoke
in
in
close
sec
session
on
an
individual
type
of
basis.
Broadly,
what
are
we
doing
to
support
the
folks
that
we've
had
depart
and
support
that
next
level
down?
So
I'm
I'm
aware
that
there's
stressors
on
those
folks
in
their
jobs
and
what
are
we
doing
to
alleviate
that
stress
and
try
to
work
with
them
and
try
to
continue
forward
on
the
short
term?
So
that's
that's
one
idea.
I
The
other
idea
is
coming
right
back
to
the
the
same
thing
that
I've
been
talking
about
for
months
now,
probably
close
to
a
year.
A
broad-based
program
like
we
talked
about,
maybe
a
little
bit
more
than
a
survey,
I'm
talking
to
each
individual
employee
about
not
only
what
you
know
how
their
performance
is,
but
how
our
our
city
as
a
group
and
the
house
as
a
whole
is
performing
and
what
they
can
help
us
to
see
that
we
can't
see
from
this
level
boots
on
the
ground.
I
The
guy
on
the
shovel
et
cetera
you
go
on
and
on
each
one
of
those
jobs
can
be
done
better,
I'm
sure
and
the
guy
doing
it
is
the
best
guy
he's
the
expert
he's
the
one
that's
going
to
know
how
to
do
his
own
job
better.
So
I
don't
think
we're
even
open
to
that
right
now
and-
and
I
think
we're
missing
a
big
thing-
I
think
you
know
in
small
business-
that's
how
things
get
done.
You've
got
to
talk
to
your
team.
I
don't
know
that
we're
doing
that.
F
Say
and
react
to
a
few
things.
First
of
all,
I
I've
got
to
say
kevin,
I'm
concerned,
because
you
seem
to
suggest
that
that
none
of
that
is
happening
that
that
our
supervisors
are
not
soliciting
input
from
from
employees
and-
and
I
think
we
have
to
be
very
careful
to
paint
in
a
broad
brushed
manner
like
that,
because
I
know
I'm
not
prepared,
I'm
not
in
a
position
to
say
how
many,
how
many
management
people,
how
many
lead
people
are
gathering
those
feedbacks.
I
know,
for
instance,
I
heard
from
jim
karcher
a
while
ago.
F
F
When
I
know
that's
happening,
and-
and
so
I
again,
I
want
us
to
be
careful
that
we're
not
painting
with
too
broad
of
a
brush.
Okay,
I
mean
that's
fair
to
jim's
point
about
the
employee
opinion
survey.
Yeah
we've
talked
about
that.
I
I
again
I
would
put
that
back
on
the
console.
We've
spent
a
lot
of
time
talking
about
an
annual
action
agenda.
F
So
I
put
myself
in
the
city
manager's
shoes
as
I
try
to
during
a
lot
of
meetings
when
he
sits
over
here
and
and
and
and
we
talk
about
a
lot
of
different
things
and
we
move
from
from
one
aspect
to
another
aspect
of
the
same
topic
without
ever
really
giving
any
any
context
or
framework
for
the
city
manager
to
go
forward
and
do
that.
But
if,
if
somehow
we're
able
to
do
that,
then
then,
then
a
follow-up
question
has
to
be
that's
going
to
take
staff
time
to
devote
that.
F
What
is
this
console
going
to
take
off
of
staff's
plate
in
order
to
free
up
time
to
do
that?
You
know
and
again
I'll
I'll
circle
back
around,
finally
to
something
that
others
have
said
and
and
again,
if
we're
going
to
do
that,
you
know
I've
heard
repeatedly
over
the
years.
You
know
we
spend
too
much
money
on
consultants,
and
so
I
want
to
have
an
understanding
as
to
how
much
something
like
this
is
going
to
cost.
F
F
F
Do
you
do
you
feel
like
you
have?
Do
you
have
appropriate
money
in
the
budget
to
to
be
able
to
tap
in
and
do
some
some
national
searches
and
to
to
utilize
some
outside
firms
to
to
do
that
or
or
maybe
kind
of
walk
us
through
the
you
know,
at
a
high
level
the
process
of
how
we,
how
we
move
forward
doing
that.
D
C
First
off,
as
far
as
and
I
did
pass
around
this-
this
is
the
most
recent
it.
It's
not
there's
still
a
few
positions
to
add,
but
I
thought
it
might
be
helpful
for
you
to
see
just
the
extent
of
the
current
positions
that
either
have
been
advertised
in
the
process
of
trying
to
to
fill
as
well
as
some
of
the
most
just
very,
very
recent
hirings.
I
do
believe
that
we
do
have
the
resources
to
effectuate,
where
needed
a
nation
national
wide
search.
C
You
know
where
you
know
with
one
person
we
will
look
for
an
interim
director,
in
fact
we're
very
close
on
another
department
that
we're
closing
in
on
sometimes
those
interim
directors
as
you've
seen,
buys
us
some
time.
It
also
gives
us
an
opportunity,
as
I
was
meeting
with
some
water
employees
today,
I
indicated
the
one
thing
we
wanted
to
do
is
utilizing
all
their
employees
to
probably
do
a
little
quick
little
survey
monkey,
because
we
want
them
to
help
us
in
in
identifying.
C
What's
working
well,
what's
working,
not
so
well
what
would
they
like
to
see
in
the
future
leadership?
The
management
you
know
of
this
new
director,
so
it
gives
us
an
opportunity
even
to
get
in
there
and
say
what
what
can
be
done
and
how
can
employees
pay
play
a
role?
We
did
something
similar
with
the
police
chief.
You
know
before
we
even
went
through
as
as
we
surveyed
all
the
employees.
What
would
they
like
to
see
so
oftentimes?
C
We
will
spend
a
little
more
time
and
effort
working
with
the
departments
and
it's
sometimes
it's
enlightening
to
find
out
what
they
want
to
see
different.
You
know
going
forward
what
they
want
to
see
in
their
next
director,
what
they
etc,
etc.
So
but
I
will
say
this
in
the
interest
of
cost
efficiency:
there's
some
additional
resources
even
locally
we've,
come
into
play
even
to
help
us
on
a
couple
of
these
key
key
high
level
management
processes
to
keep
down
our
costs,
but
also
to
take
advantage
of
you
know,
hiring
some
great
people.
C
C
You
know
we're
looking
for
the
future
and
I
think,
there's
a
lot
of
benefit
of
making
sure
that
your
vetting
process
is
take.
You
take
your
time.
You've
only
got
one
shot.
You
want
to
make
sure
that
that
person
is
good
and
you
want
to
make
sure
the
employees
of
the
department
have
a
role
to
play
so
we're
trying
to
do
that
to
the
best
of
our
ability,
in
addition
to
all
the
other
positions,
we're
trying
to
fill
at
the
present
time.
D
You'd
express
concerns
about
maybe
what
it
might
cost
us
for
surveying
and
we
might
be
able
to
and
what
is
what
direction
might
we
give
to
the
city
manager?
Well,
I
suggest
the
following:
if
we
could
get
a
handle
on
maybe,
and
then
the
city
manager
can
tell
us
how
long
this
might
take,
maybe
a
couple
weeks
what
data
do
we
already
have
right
so
from
our
our
current
exit
interviews?
What
data
do
we
already
have
and
then
maybe
some
ideas
of
what
it
might
cost
us
to
have
an
external
firm,
do
exit
interviews?
D
You
know
in
addition
to
the
ones
we
have
and
then
we
say
do
we
need
that
and
then
the
other
would
be.
What
would
it
cost
us?
Maybe
if
somebody
from
isu
would
do
it
another
external
consultant,
hr
consultant
survey,
research
consultant
group
to
do
surveys
of
our
employees,
maybe
on
an
annual
basis,
or
something
like
that,
so
that
might
not
yeah.
If
I
can
back
up
there's
some
information,
we
currently
have
exited
interviews
through
our
hr.
That
is
something
that
the
council
can
ask
to
see.
D
Maybe
at
the
time,
then
we
see
that
we
make
a
decision
on
whether
or
not
we
need
more
than
that,
and
at
that
point
we
asked
the
city
manager
to
prepare
and
staff
to
prepare
what
it
might
cost
us
to
do.
An
annual
employee
survey
and,
of
course,
as
I
think
it
was
alderman
black
who
said
executive
session,
or
maybe
you
said
here,
you
know
we
want,
would
you
say
the
mercedes
or
the
you
know
the
beat
up
hugo
or
something?
D
Maybe
we
we
want
something
in
between
as
we
move
forward
and
and
actually
it
is
something
that
you
can
start
smaller
and
then
add
on
to
later.
The
thing
that
you
don't
want
to
do
is
to
subtract.
So
if
we
start
out
with
maybe
20
key
questions
in
an
open-ended
question,
if
we
decided
we
want
a
few
more,
we
can
add
five
more
at
a
later
point
right.
So
so
I
guess
what
I'm
suggesting
is:
what's
the
council's
pleasure
on
that
it?
D
D
We
also
want
to
do
exit
interviews
that
externally,
if
we
see
the
first
that
might
help
us
inform
us
for
the
latter
whether
we
want
to
spend
the
money,
then,
in
that
period
of
time
we
also
find
out
what
would
it
cost
us
at
varying
levels
to
do
employee
interviews?
Does
that
make
sense,
alderman
fruin
you're
the
first
to
react
just
a.
F
E
F
We
we
see
whatever
these
exit
interviews
you
know
provide
because
because
right,
then
it's
just
nothing
but
but
I
I
don't
know
speculation
at
this
point
you
know
and
and
and
again
and
and
and
if
we
indeed
go
forward,
then
this
council
has
to
say
to
the
city
manager
what
what?
What
are
you
not
going
to
be
working
on
in
order
to
work
on
this?
D
Well,
and
especially
at
the
time
where
we
are
trying
to
fill
the
hires,
so
maybe
a
compromise
then
position
would
be.
We
ask
that
should
be
too
terribly
difficult
to
just
get
in
the
sense
of
the
complete
information
on
exit
interviews
before
we
make
the
next
decision
on
all
of
the
above
external
and
employee
interviews.
F
Yeah,
because
these
are
the
hardest
decisions
right,
I
mean
we're
not
necessarily
making
value
judgments
here
that
one
is
right
or
wrong.
We
have
we
have
things
that
are
more
pressing,
that
I
mean
we
have.
We
have
urgent
things
and
we
have
vital
things.
I
mean
it's
vital
that
we
get.
We
get
new
department
heads
hired
right.
You
know
it's
urgent,
yeah
that
man,
it
sounds
like
there's
some
consensus
that
to
look
at
these
exit
interviews,
but
but
again,
this
is
something
that
that
that
I
try
to
be
conscious
of.
F
If
we're
going
to
ask
if
we're
going
to
change,
if
we're
going
to
make
a
change
here,
then
then
this
council
owns
then
saying
we
will
stop
doing
specifically
stop
doing
this
in
order
to
free
up
staff
capacity
or
bandwidth
or
whatever
term
you
might
want
to
use
in
order
to
to
complete
a
new
task.
Well,.
D
Let
me
if
I
could
follow
up
with
that
city
manager
hails.
If
we
were
to
ask
for
let's
say
the
you
mentioned
the
56
employees
that
would
be
probably
the
broadest
universe
over
a
year
and
a
half.
How
difficult
would
that
be
to
assemble,
or
would
there
be,
or
maybe,
if
we
just
asked
the
last
six
months
or
something,
how
difficult
would
that
be
to
assemble
for
us
to
take
a
look
at
an
executive
session.
C
D
E
D
We
need
to
get
some
handle
on
a
little
bit
of
a
handle
on
why
people
are
leaving
what
they're
saying
what
data
do
we
already
have
in
a
way
that
would
not
require
the
city
manager
to
take
away
from
what
is
the
most
important
task
right
now
and
that
is
to
fill
some
of
these
critical
positions,
or
at
least
one
of
his
most
important
tasks,
and
I
would
assume
that
would
be
easier
than
asking
him
to
do.
A
report
on
analyzing.
E
Them,
I
guess,
as
a
thought
experiment
I
mean,
I
think
that
we
would
probably
be
looking
at
you
know.
Let's
say,
there's
25
in
the
last
six
months.
I
don't
know
if
that's
accurate
or
not,
but
let's
pretend
that
it
is
that's
25
x,
interviews
per
10,
council
members
and
10
different
opinions
on
each.
What
the
interpretation
would
be
on
that,
so
I
don't
know
what
value
we
might
glean
from
it.
From
that
I
mean
I
could
read
it.
One
way
I
can,
somebody
else
can
read
it
entirely
differently.
D
That's
part
of
what
I
think
just
the
raw
information.
Let's
say
there
were
two
dozen
and
we
met
an
executive
session.
We
can
have
all
I'll,
read
the
two
dozen
let's
say:
maybe
in
a
little
in
an
hour
and
a
half
and
then
we
can
discuss
it
amongst
ourselves
and
see
if
there's
any.
You
know
if
there's
some
degree
of
consensus
on
what's
going
on,
if
there.
E
G
E
D
C
C
Many
of
these
questions
are
about
their
supervisors.
It's
about
the
organization,
it's
about
many
many
many
things
like
that,
which
typically
you
find
in
good
give
and
take.
So
I
think,
that's
an
important
and
then
maybe,
more
importantly,
I'd
like
to
kind
of
shift
your
focus
for
a
minute.
Many
of
you
might
recall
a
little
diagram.
Lin
montai
had
there's
the
reactive
mode
and
there's
the
creative
mode.
C
I
would
put
forth
for
you
one
of
the
greatest
use
of
your
time.
Your
talents,
your
energy,
as
well
as
all
employees,
directors
and
the
community
could
much
could
be
much
better
spent.
If
we
have
that
discus
that
discussion
going
forward,
how
do
we
make
the
city
of
bloomington
organization,
one?
That
is
a
great
place
to
work
in?
C
That
is
going
to
be
the
type
of
organization
where
we
can
not
only
attract
the
best
we
could
retain
the
best
and
that,
if
you
still
agree,
we
continue
on
a
culture
change
initiative
which
is
always
going
to
be
painful.
It's
going
to
be
difficult,
so
it's
to
me
again,
I'm
just
thinking.
I
think
one
of
the
greatest
challenges
we're
having
right
now
is.
Is
simple
questions
like
what
is
the
council's
vision
for
the
for
future?
C
What
is
the
council's
direction
as
it
has
to
do
with
employee
and
helping
employees
maintain
that
work-life
balance?
What
is
the
council's
directive
as
we
look
at
resource
allocation,
so
people
feel
that
they
can
achieve
that
work-life
balance?
Everything
I
think
you
want
to
know
is
going
to
be
in
in
those
surveys
taken
back
in
november.
C
C
You
know,
what's
it
like
to
be
an
employee
in
this
organization,
and
I
put
forth
to
you
again,
I
think
the
best
use
of
our
time
and
talents
going
forward
is:
how
can
we
make
this
organization
one
where
people
want
to
come
here?
They
want
to
work
here.
They
not
only
enjoy
find
their
job
rewarding,
they
have
fun.
You
know
I'll
throw
out
that
we're
satisfying,
but
they
also
feel
like.
C
To
work.
For
that,
ladies
and
gentlemen,
is
I
think
what
should
be
our
priority?
Our
goal,
because
until
we
do
that,
I
think
a
lot
of
the
comments
you're
going
to
already
see
in
november
you'll
see
again
in
an
updated
survey,
is
going
to
continue
both
union
and
non-union.
So
I
I
just
again
thinking
back
to
some
of
the
things
we
learn.
I
think
the
greatest
impact
of
our
energy
sometimes
is
that
creative
going
forward,
and
I
think
that's
what
I'm
asking
you
to
do.
Directors
are
asking
you
to
do.
D
H
H
That's
that's
an
issue
because
it's
just
life
and
it's
people-
I
I
just
want
to
say
I
guess
one
more
time
that
I
would
like
to
see
facts
and
I
think
those
facts
will
be
gotten
by
an
outside
consultant
who
can
get
honest
opinions?
I
I
wasn't
actually
thinking
of
the
entire
everybody
who's
left.
I
was
just
thinking
and
you
know
not
that,
but
just
to
somehow
narrow
the
field.
H
I
would
I
was
looking
at
more.
You
know,
directors,
assistant
directors,
that
kind
of
a
level
simply
because
you
know
they're
the
ones
who
have
so
much
effect
on
our
employees.
I
mean
they're
managing
the
employees,
so
I
would
narrow
narrow
it
down
to
some
kind
of
management
level,
because
you
know
sure
it'd
be
great.
To
do
everyone
be
absolutely
great.
I
don't
know
that
that
would
be
affordable,
but
I
do
think
that
is
the
way
to
get
fats
and
we've
heard.
We've
heard
some.
You
know
all
kinds
of
anecdotes.
You
know.
H
H
So
I
think
it's
all
valid.
You
know
who
just
feel
like
they
don't
have
a
lot
of
maybe
control
or
whatever
over
their
job
or
over
how
they
can
perform
better.
So
I
think
that's,
that's.
That's
a
good
goal,
a
really
good
goal
to
talk
to
the
employees
to
get
some
objective
feedback
in
a
survey
that
they
feel
comfortable
responding
to,
and
I
would
like
to
see
all
sides
all
aspects,
facts
plain
and
simple:
not
not
anecdotes,
not
stories
facts.
D
So
we
can
have
that
as
we
move
forward,
and
then
we
will
meet
again
once
we've
got
that
information,
we've
had
a
chance
to
process
it
and
think
about
it,
and
it
won't
be
probably
a
week
from
tonight.
It
might
be.
You
know
in
the
committee
the
whole
there
might
be.
We
can
take
another
carve
out
another
half
hour
for
us
to
meet
either
an
open
or
executive
session
depending
on
what
information
is
necessary
at
this
point,
probably
not
executive
session
right.
So
is
that
okay,
any
anything
else,
so
we've
got
directions.
F
D
We
can
make
some
contacts,
but
we'll
this
will
be
part
of
the
the
process
and
absolutely
we
want
to
find
out
those
things,
but
in
terms
of
our
directions
to
our
city
manager,
it
would
be
sending
us
information
that
we
already
have.
Let's
take
a
look
at
what
that
is,
and
then
rob.
If
you
restate
again,
you
you
want
to
just
the
department
heads
whether
they
are
here
or
whether
they
have
left.
D
C
D
And
then
one
thing
that
I
can
also
do
it
could,
pursuant
to
what
alderman
froome
can
do
this
will
be
part
of
my
homework
is
to
try
to
what
I
can
do
to
talk
to
other
mayors
and
other
people.
Illinois
municipal
league
other
places,
maybe
even
go
online
for
some
surveys
get
us
some
information
of
what
we
might
have
that.
What
might
this
stuff
look
like?
That
might
help
one.
D
Cool
and
they
they
handle
it
differently
now
than
when
I
left
four
and
a
half
years
ago,
right
and
anyway,
okay,
if
there
isn't
anything
else,
do
I
have
a
motion
to
adjourn.
I
think
we've
had
a
full
discussion.
Thank
you.
Everybody
so
moved
okay,
moved
by
all
of
the
fizzy
second
by
alderwoman,
painter,
all
in
favor
signify
by
saying
aye.
Aye
opposed
we're
adjourned.