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Goals, Objectives and General Comments <br /> <br />· What are the Manager's most important strengths in performing his job? <br /> Public relations <br /> <br /> Patience <br /> <br /> Resilience <br /> <br />· In what areas do you believe the Manager should improve his performance or skills? <br /> <br /> He should not be so quick to make excuses or justify his actions or his <br /> subordinate's actions. He should use restraint in hiring consultants and <br /> facilitators. <br /> <br />· Are there any specific goals and objectives you would like to set for the Manager for the <br /> coming year? <br /> <br /> More openness - more information. Example: The legal contract was recently <br /> extended for five years. I learned this only after asking a question prompted by a <br /> constituent's inquiry. We have been told nothing about recruitment for a new <br /> Planning Director. <br /> <br /> Policy - the Manager should refrain from trying to influence policy. Such <br /> attempts have been obvious in budget committee and in council meetings when <br /> the trend is contrary to the Manager's expectations. This was especially evident <br /> in recent discussions of the enterprise zone. <br /> <br /> I think that the Manager should run the organization in accordance with Council <br /> policy - not making policy. He should keep the Council informed about <br /> department workings, about changes and proposed changes. It would be desirable <br /> to ask for opinions before making final decisions. For example - "I am thinking <br /> about raising the fees for neighborhood associations receiving copies of <br /> documents. What do you think?" This would be a question to be discussed in <br /> open council meeting. <br /> <br />· Do you have any additional comments about the Manager's performance over the past <br /> year or expectations for the coming year? <br /> <br /> 9 <br /> <br /> <br />