Laserfiche WebLink
employee had skills and experience the supervisor lacked, and communication was open and <br />proactive between both parties. <br /> <br />Mr. Kelly said that the 1989 job description, if revised as he suggested, seemed like a thorough <br />and appropriate description. He said the criteria in the 1996 job profile appeared to be a <br />reasonable basis on which to evaluate candidates. He suggested the addition of two items <br />under "Management Style:" 1) when working on a local issue, examines other communities and <br />organizations for proven solutions; and 2) able and eager to communicate the rationale behid <br />major decisions to the council, staff, and public. <br /> <br />Mr. Kelly said that a cooperative approach, proactive outreach to the council and community, and <br />commitment to a central role for citizen involvement in all aspects of city business, particularly in <br />the early stages of projects, were chief among his expectations. <br /> <br />At the suggestion of Mr. Tollenaar, the councilors, council-elect, and council candidates identified <br />the most important of the expectations they had previously cited. <br /> <br />Mr. Tollenaar cited experience as a chief executive of a general purpose local government who <br />had accomplished something as his most important expectation. <br /> <br />Mr. Lee said that his chief expectation was trust. <br /> <br />Ms. Taylor said that her chief expectation was that the City Manager would carry out the policies <br />of the council. <br /> <br />Mr. Lewis' chief expectation was a background in planning and ability to project into the future the <br />result of planning today for evaluation by the council in a noncompromising reasoned way. <br /> <br />Mr. Papa's chief expectation was that a new manager would not only have experience as a chief <br />executive, but experience with a council/manager form of government in a city of more than <br />100,000 that has public unions. <br /> <br />Ms. Nathanson cited knowing how to work smart as encompassing some of her priorities. She <br />defined working smart as delegating, presenting options, understanding, and political sensitivity. <br />She said that all were important traits and were interrelated. <br /> <br />Ms. Swanson Gribskov cited experience and track record as her chief priorities. <br /> <br />Mr. Laue's chief expectation was assertive leadership. <br /> <br />Mr. Farr's top priority was a demonstrated collaborative leadership style, which implied <br />experience. <br /> <br />Mr. Rayor said that integrity to public service and recognition of the citizen, not the City Council, <br />as the manager's client. <br /> <br />Mr. Torrey's chief expectation was a manager who had a proven leadership style in a city <br />organization. <br /> <br />MINUTES-Eugene City Council July 13, 1998 Page 8 <br />5:30 p.m. <br /> <br /> <br />