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Element D: Community and CitiZen Relations Overall Rating <br />Satisfied <br /> <br />~ 1 2 3 4 5 Indicators <br /> X 1. Is the Manager a coalition builder, who works <br /> ..... with the community to develop partnerships? <br /> X 2. Are the City and City Council represented by the <br /> ..... Manager in a professional manner? <br /> X 3. Does the Manager develop and maintain positive <br /> relationships with Eugene customers/citizens, <br /> community and public interest groups? <br /> <br /> _ _ X_ _ _ 4. Is the Manager a visible presence in the <br /> community, developing personal credibility and <br /> trust with citizens? <br /> _ _ X_ _ _ 5. Are there ongoing, informed dialogues with the <br /> community on critical issues? <br /> _ X_ _ _ _ 6. Are citizens listened to and helped to understand <br /> City government and what is possible? <br /> <br /> _ X .... 7. Does the Manager's guidance and leadership <br /> enhance the organization's openness and <br /> availability to the public? <br /> <br />Comments including examples of past performance to support your appraisal <br />1. There is only minor anecdotal evidence of this either way. <br />2. The manager presents himself well and makes a credible impression. <br />3. Some yes, some no. <br />4. I am sure there are some populations in the city that feel the manager is someone they trust, <br />but there are others that feel opposite. All is anecdotal. <br />5. There are "dialogues." I would question how balanced or informed they are. More often it is a <br />format that minimizes interaction and frames feedback like "Informational Open Houses." <br />6. These public involvement processes are very heavily weighted with staff and typically do not <br />clarify for the public how they can meaningfully influence the outcome or how the plan or <br />project will ultimately impact their lives. <br />7. I know of many instances, lately, where the public has been engaged on a specific plan or <br />project and felt that the outcome was predetermined and the whole process was a waste of their <br />time. The organization, under Dennis, lacks openness and transparency. One example: The Crest <br />Neighbors were promised a discussion with staff about a planned street project for which they <br />will ultimately bear a significant cost burden. Over two hundred residents attended. Dennis and <br />many city transportation engineers were in attendance. The staff, under Dennis's direction had <br />contracted with a consultant to facilitate, but they were instructed to only transcribe the questions <br />- no answers allowed! People were furious and insulted. It was a stilted and ridiculous one-way <br />7 <br /> <br /> <br />