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What's Keeping You From Setting What's Making You Want to Set <br /> Priorities /Vision? Priorities /Vision? <br /> Don't have goals (except NPDES) or priorities To be able to assess the relative value of program <br /> on which to base evaluations elements. <br /> Don't have a requirement in NPDES to evaluate With additional regulations on the horizon, being <br /> program. able to evaluate what tools we have that will fit. <br /> No responsibility identified or process <br /> established to regularly evaluate the program <br /> and make appropriate adjustments. <br /> 3. <br /> Unclear Responsibilities in the Stormwater Program <br /> (so some things don't get done -or- several staff may end up working on the same thing) <br /> What Keeping You from Defining Clear What's Making You Want to Have Clear <br /> Responsibilities? Responsibilities? <br /> No program evaluation. Having clear responsibilities would ensure <br /> accountability for getting things done. <br /> No clear setting of priorities. Having clear responsibilities would allow us to <br /> evaluate workload against resources and be <br /> realistic about what can be accomplished. <br /> No central coordinating function. In the Having clear responsibilities would allow us to be <br /> beginning of the SW program, funding was efficient with our time and to know if we are lead <br /> abundant. Didn't need structure and or support and what the expectations are. <br /> accountability to justify spending. <br /> Complexity of the program, or lack of structure Having clear responsibilities would improve morale <br /> makes it seem complex. Chance determines as staff would know when expectations are being <br /> who is assigned responsibility. met or exceeded. <br /> Processes are inclusive which conflicts with <br /> empowering individuals to make decisions. <br /> Roles seem clear until you get to the Division <br /> level — Maintenance, Engineering, POS. <br /> Unclear boundaries between divisions. Division <br /> managers make it seem as if the work others <br /> do to evaluate and make recommendations will <br /> be used. That's not always the case. <br /> Sometimes decisions are already made. <br /> Examples of unclear responsibilities: Who is lead staff responsible for drafting the City's response to <br /> the UIC rules? <br /> 18 <br />