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<br />Mr. Papé also thanked the manager and acknowledged his dedication to public service and the community. <br />He said the manager worked hard and the council was aware of that. He expressed appreciation for the <br />respect the manager earned inside the organization, and his organizational and management skills. <br /> <br />With regard to council-staff relations, Mr. Papé did not think that in general, those relations were poor; he <br />thought rather that some councilor-staff relations needed improvement. <br /> <br />Mr. Papé agreed with Ms. Taylor’s remarks on agenda setting and raised the issue of his request for a work <br />session on the LEED (Leadership in Energy and Environmental Design) standards, which had yet to be held. <br /> <br />Mr. Papé suggested that the City Manager Taylor think of each of the councilors in the same way he <br />considered the Assistant City Manager, maintaining there should be that kind of “candid” communication <br />occurring “all the time” within the bounds of the charter. At times, he felt that when the manager did not <br />agree with him on an issue, “maybe some information is withheld” or the manager became defensive. He <br />thought the information should come out, regardless of how the manager thought the council would react. <br /> <br />Mr. Pryor thanked the manager for the job he had done. He thought the manager had done a good job in the <br />majority of the performance categories and, by association, City employees had also done well, as both were <br />dependent on the other’s success. <br /> <br />Mr. Pryor said many of the council’s comments focused on communication between the manager and the <br />council, both as individuals and as a body. He pledged to help work on making communication as smooth <br />as possible as it related to sharing information, answering questions, and fielding requests. <br /> <br />Mr. Pryor asked if increased trust created greater communication, or greater communication created <br />increased trust. He suggested that for practical purposes, if the council and manager began to work on more <br />effective and productive conversations, it would lead to greater trust between the manager and the council as <br />a working team, which was a concept he liked. He said that good communication would help to create the <br />trust to make that team work more effectively. <br /> <br />Ms. Bettman said she admired the manager’s energy and the commitment he brought to the job. She <br />appreciated the many City employees who worked so hard for the community. <br /> <br />Ms. Bettman noted that, if the mayor’s ratings were eliminated from the total, the manager received an <br />average rating of 2.99 on a scale of 1-5. She thought that reflected philosophical divisions on the council, <br />and the fact the manager aligned himself with “certain divisions and not others.” She thought it was <br />worrisome that the manager did not have a better rating. <br /> <br />Ms. Bettman said she had participated in five previous manager evaluations and had never been in the <br />position where she had to be so critical of a manager’s performance. She asserted that her criticisms were <br />very specific and that she had backed up each one of her ratings with at least one example. She added there <br />were “many, many examples.” <br /> <br />Ms. Bettman noted the evaluations the council received from the organization included only eight employees <br />outside management. She considered that an “anemic” response rate given the number of employees. She <br />thanked the employees who provided evaluations and asked the manager to address criticisms about the <br /> <br /> <br />MINUTES—Eugene City Council May 31, 2006 Page 4 <br /> Work Session <br /> <br />