Item C: City Manager Evaluation - Laserfiche WebLink

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3. Most recently the Neighborhood Initiative response from staff is a long list of implementation strategies with only slight resemblance the council discussion at the goal session, but similar to previous staff recommendations. It was such an expansive and inclusive list it overwhelmed the specific council language adopted with the Goal. 4. It depends on what is meant by "political." This is one area where the manager seems so 'set' on one course he may ignore political realities. The bond measure for the new Police Dept. is one example where he moved forward with a recommendation to council and advocated strongly in favor of putting it on the ballot, despite the "political reality" that it was likely to lose and only enjoyed a slight majority of council support. I think his miscalculation will generate a deeper future negative prejudice against any bond measure for a comprehensive City Hall replacement. 5. a) Safe Community; one ex; The manager's resistance had to be overcome in order to secure funding for patrols in and around downtown and Urban Parks. It took years of discussion, and finally direct action on the part of the Council and Budget Committee, to re-staff engine 9, in a timely way. b) I do not believe the Growth Management Polices are being employed to guide decision making for initiatives by the manager and PDD staff. Staff demonstrated blatant disregard for standing policy by calling into the question the validity of the Eugene's Growth Management Policies in the text of one grant application. e) This is a very significant issue. I see no evidence that there is accountability in the organization, particularly for management employees and higher. Maybe there is discipline within the organization that is not visible to "outsiders", but even in a high profile case like the Magana/Lara crimes, no one besides the two conVicted officers were held accountable for upholding policies and procedures. The lack of enforcement and oversight by management and executive staff, may have enabled criminal behavior for many years. The manager promised an internal investigation when the criminal cases were resolved, and as far as I know, it has not begun. Why is the City Manager silent about administrative execs who were in charge during the illegal activity? Who knew about the allegations and when did they know, and why was council not informed? The Council Majority at the time postponed recruitment for a new City Manager based on ignorance of any emerging crisis. The postponement of the recruitment for a new city manger also postponed the hiring of a new Police Chief. Where are the consequences? Of course, as councilors, we are prohibited by Charter from any involvement in personal or discipline matters, so accountability is entirely the purview of the manager. But it appears to be missing from his management model. F. Except for the manager's advocacy of the County's special district proposal, which would have very negative effects on city finances, the manager seems generally fiscally prudent; although I don't always agree with his priorities.