CC Minutes - 07/13/98 Work Session

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open. He expected the city manager to support reasonable environmental policies. Mr. Rayor said that the city manager should be continually looking for ways to improve the efficiency of service delivery and be flexible and responsible to change. The manager should be able to take risks to achieve innovative solutions. Mr. Rayor said the manager should support development that does not impact livability in Eugene and that pays its own way. He said that the manager should work to ensure that police were more responsive to minorities and peaceful demonstrators. Mr. Torrey said that the city manager should be prepared to serve from the first day that the individual walked through the door. He said that the organization should not have to train a city manager. The manager needed to be a quick study, with the ability to analyze the current organization and propose operational changes without that stimulus coming from the elected officials. The manager should seek creative new solutions. Mr. Torrey said that the manager should be able to command respect from those around him or her. He said the manager must represent the interests of the entire city, not just those who speak most often or yell the loudest. Mr. Torrey said the manager should be upfront with the council and mayor. The manager should be able to offer the council menus of options. The manager should not shrink from stating disagreement with the council. He said that the manager should be able to say no without creating antagonism in the community. He said that the manager must be committed to finding ways to get a full cross-section of citizen involvement. Mr. Torrey said that the manager should demonstrate good commonsense and not be easily flustered. Mr. Kelly noted his concurrence with Mr. Tollenaar's memorandum. Mr. Kelly said he was unacquainted with Mr. Johnson and his comments did not imply that any particular candidate did or did not meet his expectations. He wanted to look locally for a manager familiar with Eugene, but not one who said "we've always done it this way." Mr. Kelly wanted the council to be presented with a range of candidates rather than a single candidate. He suggested the job could be posted internally to determine the interest of other senior managers, and if there were no candidates from that source the council could embark on a limited statewide search. Mr. Kelly said that the council needed to return to the civics class notion of the council-manager form of government, and distinguish between legislative and executive roles. He said that the current job description called for the manager to develop, plan, and implement, with council participation, goals and objectives for the City. Mr. Kelly believed the role of developing and planning goals was the council's job and it was the manager's job to implement those goals with council participation. He said that the description also indicated the manager receive administrative direction from the council; he suggested it be revised to read "receives policy and administrative direction..." Mr. Kelly said that the current job profile lacked any mention of the council's role, and it should be highlighted in the document. He suggested it quote Section 11-4(1) related to the council's role. Mr. Kelly said that the manager must let the council know when a policy decision was required, and the council must take the policy initiative. Mr. Kelly believed that the relationship between the council and manager should be similar to the ideal relationship between a supervisor and employee in that direction, policy, and goals were established by the supervisor, but the supervisor does not micromanage the employee; the MINUTES--Eugene City Council July 13, 1998 Page 7 5:30 p.m.