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ATI1 fUDE <br /> <br />9. City staff is perceived to have an adversarial attitude towards business <br /> in some communities. <br /> <br />10. <br /> <br />The level of public employees' understanding of business and <br />development issues impacts their ability to work effectively with <br />busine, s representatives. <br /> <br />11. <br /> <br />Administrators should promote teamwork between and within <br />departments to encourage cooperation, minimize tuff battles, and <br />reduce duplication of requirements/efforts. <br /> <br />12. Citizens need to be made aware of the long-term, economic <br /> consequences of new business development. <br /> <br />PROBLEM-SOLVING ORIENTATION <br /> <br />13. The relationship of the developmere process to economic <br /> development needs to be made clear to staff.. <br /> <br />14. Staff/individuals who are recognized as professionals/problem-solvers <br /> are sought out for service by customers. <br /> <br />15. <br /> <br />A senior staff member or ombudsman who can cross departmental <br />lines is needed for clarifying inconsistencies wkhin an agency's <br />regulations and interpretations. <br /> <br />16. The fight person in the fight job generates effectiveness. <br /> <br />17. <br /> <br />Customers need to be made aware of regulations and procedures early <br />in the development process. Early dissemination of handouts, which <br />filly describe the process and submittal requirements, tend to reduce <br />surprises to applicants later in the process. <br /> <br />18. <br /> <br />Problems should be resolved effectively and efficiently. Self-help <br />centers, ombudsmen, project planners, and process coordinators are <br />suggested tools. <br /> <br />Ft FXIBILITY <br /> <br />19. Broad goals should be kept in mind by local regulators when <br /> interpreting state regulations. <br /> <br />6 <br /> <br /> <br />