CC Minutes - 07/13/98 Work Session

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said that the council should deal with policy while the manager administered the organization and implements policy. He said that scenarios should be given to the prospective manager regarding general issues such as the long-range financial forecast, policing, and union contracts, as well as other emerging upcoming issues. He also wanted the manager to discuss streets and maintenance, transportation planning, and density and infill. Mr. Pap8 endorsed Mr. Tollenaar's comments and added the following expectations: the manager should have a proven record of honesty and should be a good planner with the ability to develop both a long-range and an annual plan based on council policy. Ms. Nathanson also endorsed Mr. Tollenaar's remarks. She said that Mr. Lee's comments also seemed to be appropriate. She said that the manager should have integrity, should be able to inspire, should inspire confidence, motivate people, have a good "antenna" for upcoming issues, have political acumen, sensitivity to external and internal events and developments, and be able to delegate yet know when it was appropriate to "step in." Ms. Nathanson said that the manager should also have a thorough knowledge of the issues coming to the council. Ms. Swanson Gribskov said that Mr. Tollenaar's memorandum was an excellent template and she concurred with his comments. She said that she believed the council's city manager performance dimensions had been too detailed and had "missed the forest for the trees." Ms. Swanson Gribskov said the job of the manager was to assist the council in making effective and informed decisions and to be a strategic thinker. The manager should have politcal acumen and experience in working with an elected body. Ms. Swanson Gribskov said the manager should be a'ble to engage the council in group thinking. She said that the manager should have operated a complex, mul'ti-faceted organization, should have experience in working with public unions, and demonstate the ability to make and implement difficult decisions. Mr. Laue said the manager should demonstrate leadership, have experience, and have a strong commitment to public service. He said that the council tended to think the manager existed to serve it and help it in its decision making, but while that was part of the job, the manager's major task was to provide services to the community and facilitate communication with the community. That required a strong commitment to public service. Mr. Farr said that Mr. Tollenaar's memorandum included many of the items most important to him. He agreed with Ms. Nathanson that it was necessary for the manager to have an antenna for emerging issues. He said that the manager should demonstrate an understanding of Eugene and its uniqueness, complexity, and diversity. Mr Farr said that the manager must juggle the responsibility of running the City while at the same time understanding the sensitivity of the council and its demonstrated desire to "micromanage" the City. He said the manager also needed to understand the specific issues the council was and would be dealing with in the future. Mr. Rayor said that the successful candidate must have the proper qualifications, experience, and education to be the city manager. The city manager should also provide a human face for the City. He said that citizens want improvements and stability in City government. Mr. Rayor said that citizens' trust was often measured by "whose hand was on the tiller," so he was interested in personality traits more that education and experience as he believed a search would provide candidates with those qualifications. He said that he expected the manager to be responsive to citizen input, particularly in relationship to how things were being done. Mr. Rayor said that the manager should lead by example, and if the manager were open staff would be MINUTES--Eugene City Council July 13, 1998 Page 6 5:30 p.m.