IMPORTANT MESSAGE FROM CITY MANAGER SEARCH ADVISORY TASK FORCE-DISTRICT 2 PLEASE RESPOND TO THIS SURVEY BY JULY 1, 2017 A search for a new City Manager is in the initial phase that began with the creation of an Advisory Task Force by the City Council. Our city is part of one of the fastest growing urban areas in the country. The opportunities and challenges associated with this growth must be identified quickly to ensure we preserve the special character of Austin and grow with grace. The selection of the next City Manager is the most important decision the Mayor and Council will make. That final decision should flow from a community process that reaches deep into the community and broadly across the country. The purpose of this message is to give the community an opportunity to help shape this important decision. The Mayor and Council recognize the importance of engaging our community in identifying the kinds of skills, abilities, experience and personal characteristics the next City Manager should possess. Gaining this input on the front end of the process is critical because it will inform the subsequent recruiting process, candidate pool and narrowing of that pool to semi-finalists. The Task Force is responsible for the first stage of a three-phase process that will be utilized by the City Council to select a new City Manager. In this first phase, the Task Force will independently collect public input and, based on the input, develop and submit recommendations with the assistance of the City's selected recruitment firm, Russell Reynolds Associates. To help ensure consistency, the Task Force and the recruiter have identified four core concerns and developed questions around those concerns. Your answers/feedback will be used by the recruiter to develop the profile in selecting candidates for our next city manager: 1. What skills and abilities do you think are most important for someone to manager our city? Progressive, democratic view that matches the culture of Austin. Previous experience and education in city growth Financial knowledge Communication Skills related to attracting and retaining economic growth funds that support community needs. The City Manager should be an integral part in persuading Mayor/Council to stop providing fee waivers and tax incentives to new businesses and committing those savings to supporting the community of PEOPLE that live here and those that new business brings. Each business that relocates will lose employees along the way, many …
District 3 Community Meeting on City Manager Search Hosted by Council Member Sabino Renteria and Perla Cavazos June 30, 2017 Pan American Recreation Center, 6pm to 7pm Below is a synthesis of emerging themes from the public feedback received at the District 3 community meeting held on June 30, 2017. There were six individuals present, in addition to the Council Member and three of his staff. Question 1: What skills and abilities are most important for someone to manage our city? Theme 1‐A: Attendees believe proficiency in communication, outreach and interaction with different groups of people and entities are most important in the next city manager. Good communication skills. The public wants to know what he/she is doing. Be interactive and proactive in the community. Do more public outreach to inform the community about initiatives. Know how to listen and work with different (interest) groups. Ability to work and collaborate with Travis County officials. Theme 1‐B: Attendees believe political awareness, knowledge of other governing bodies and aptitude for advocacy are important in the next city manager. Understand Texas versus Austin politics and be an advocate for Austin. Knowledge of federal relations and resources/grants available to Austin. Theme 1‐C: Attendees believe a keen knowledge about the affordable housing challenge in Austin is important in the next city manager, as well as the ability to generate creative ideas to face this challenge. Knowledge of the Affordable Housing policies. Be an expert in this area. Other General skills and abilities Be Bilingual (English and Spanish) Knowledge of Finance and accounting Knowledge of how to manage and delegate to city staff with proper oversight Question 2: What are the personal characteristics that are most important for our next city manager to lead our city? Theme 2‐1: Attendees believe the next city manager should be open to feedback and listen with sensitivity and responsiveness to the community and elected officials about the Austin we want, and think outside the box to overcome the challenges we face in our city. Be creative with public policy challenges facing Austin. Listen and act on the needs and desires of the city council and community without having to be told. Embrace the character of Austin and try not to change it (Keep Austin Weird), understanding we need to be reasonable about growth that is happening. He …
Manager Matters District 4 City Manager Profile Feedback Submitted by Julio Gonzalez Altamirano July 5th, 2017 2 Table of Contents Overview ............................................................................................ 3 Skills & Abilities .................................................................................. 4 Facilitating a new public safety consensus ........................................................................................ 4 Supporting shared prosperity ........................................................................................................... 4 Coordinating transportation mode shift ........................................................................................... 5 Enhancing neighborhood-‐level democracy ....................................................................................... 6 Preparing for climate change ............................................................................................................ 7 Leading Austin’s best workforce ....................................................................................................... 7 Acting as a bulwark for responsible budgeting ................................................................................. 8 Delivering performance turnarounds ............................................................................................... 8 Personal Attributes .......................................................................... 10 Empathy ......................................................................................................................................... 10 Accessibility ................................................................................................................................... 10 Creativity ....................................................................................................................................... 10 Culture Fit ...................................................................................................................................... 10 Integrity ......................................................................................................................................... 11 Collaborative .................................................................................................................................. 11 Analytical ....................................................................................................................................... 11 Loves Cities .................................................................................................................................... 11 Critical Challenges ............................................................................ 12 Growth management ..................................................................................................................... 12 Economic shocks from automation & climate change ..................................................................... 12 Federal & Texas state assault of local governance .......................................................................... 12 Appendix A: Suggested Reading ....................................................... 13 3 Overview In the coming decade, Austin will face continued challenges creating inclusive economic growth while responding to a hostile state and national policy environment. District 4 residents are looking for a uniquely talented public sector manager that can successfully lead the sizeable and complex enterprise that is the City of Austin as it provides a vigorous municipal response to challenges our community will face. In accordance with the feedback format selected by the City Manager Search Advisory Task Force, this document provides resident responses in the areas of (1) skills and abilities, (2) personal attributes, and (3) critical challenges. The feedback presented in this document is based on a community meeting attended by 28 residents, as well as ten separate one-‐on-‐one conversations with District 4 residents and stakeholders conducted by the document’s author. The document’s text attempts to relay the precise language and terms utilized by District 4 residents whenever possible. These items do not reflect the public feedback and invited testimony received by the Task Force at its public hearings. 4 Skills & Abilities Facilitating a new public safety consensus Over the past decade, public safety has dominated Austin’s General Fund spending as the City increased budgeted positions for its police, fire, and EMS services. National events, state policy intervention, along with local fiscal and management concerns have prompted District 4 residents to raise a variety of pressing questions about accountability and effectiveness in policing, as well as questions about fiscal sustainability across all the public safety services. The following skills and abilities will help the next …
TO: Members, City Manager Search Advisory Task Force Ms Sonya Alexander‐Harry, City of Austin Human Resources Department FROM: Bill Spelman, Task Force Member ABOUT: 5th Council District recommendations Councilmember Kitchen and her staff have discussed the qualifications of the next city manager with a wide variety of Council District 5 constituents over the past few weeks. In particular, the selection criteria were a prominent part of a meeting with neighborhood leaders (the “Kitchen Cabinet”), held on 13 June 2017. Everyone agrees the city manager is a critical player, but most people find it hard to describe quite what they’re looking for. Although this may be surprising given the importance of the role (and the amount of grousing that folks do about city management), it also suggests a fundamental problem with what we’re trying to accomplish: City Manager is a very public job, but only a fraction of the Manager’s work is done in public. The public sees the consequences but not the process. Nevertheless, consistent probing uncovered a few, basic themes. Innovate. Many city practices and procedures have changed little in decades. These practices may have been appropriate years ago, but are increasingly slow and ineffective. (Several constituents mentioned land use and code compliance procedures as examples.) Other cities have succeeded in developing new approaches, either through a creative problem‐solving process or by borrowing effective practices from elsewhere. The next city manager should encourage managers and employees to identify, understand, and solve problems on their patch. This will require doing things they have never done before. Take reasonable risks. Not all new policies and practices will succeed. (If they do all succeed, some argued that we just haven’t tried hard enough.) If failure has only negative consequences for city employees, they won’t try anything new. Some risks are not worth taking, but some are. A willingness to take reasonable risks is necessary for innovation. The next city manager should encourage managers and employees to take reasonable risks. In general, failure should be considered a learning opportunity rather than cause for disciplinary action. Recognize that Austin is different. Yes, we tell people what they can and can’t do with trees on their land. We also regulate lawn irrigation and water wells, payday lenders, texting while driving, public vaping, and impervious cover over the Edwards Aquifer. Our water utility manages protected lands, our electric utility encourages people not to buy electricity, and …
City Manager Search – Notes from District 6 (Moderated by Council Member Jimmy Flanningan, Marti Bier & Channy Soeur) 6.26.2017 @ 6:30 PM – Spicewood Springs Library 1. What skills and abilities are most important for someone to manage our city? a. Clear communicator with council and staff. b. Ability to listen c. Ability to learn quickly d. Multi‐tasker e. It would help if he or she could walk on water f. Communication g. Financial background h. IT literacy i. Ethical background j. Management experience k. Ability to connect with all people l. To take the “politics” out of it m. Data interpretation, analysis and communication n. Technology understanding – forward thinking creation of efficiency o. Experience managing successful programs relevant to the city’s problems – i.e. success in a transportation or housing project(s) p. Ability to play with others, collaborative, colleague q. Experience in managing an urban‐metro city of 1 million+ population r. A leader who can persuade the staff to follow him/her in moving forward s. To be able to work well with staff. t. Stern – but not a micro‐manager. u. Has a financial background ‐ Able to operate within budget v. Forward thinking of public education, how are we educating our future? 2. What are the personal characteristics that are most important for our next city manager to lead our unique community? a. Strong personal and business ethics b. Ability to expect/demand excellence of staff/department heads as well as ability to support those same people c. Good sense of humor d. Empathy e. Courage to stand up for Austin f. Super‐high IQ g. Even higher emotional IQ h. Thick thick skin i. Ethical j. Willing to listen to workforce/public k. Ethical, empathetic, diverse l. Able to see the big picture of all the citizens, not just the top tiered citizens m. Empathy n. Background of positive ethical performance o. Excellent meme lord? – (Sense of humor!) p. Able to empathize – disagreements happen, need to understand other sides POV q. Has Austin’s best interests in mind/at heart r. Is a renter? – Aus majority renter s. Easy to speak to, accessible to constituents t. Open door policy, friendly to the press, high integrity, good ethics u. Have thick skin, be resilient v. Be strong, yet empathetic w. Be able to determine financial needs to maintain the city services x. Once hired should be able to hire …
Page 1 | 4 CITY MANAGER SEARCH ADVISORY TASK FORCE FEEDBACK REPORT ─ DISTRICT 9 PUBLIC MEETING Saturday, June 24, 2017, 10:00 – 12:00 p.m. One Texas Center Room 325 505 Barton Springs Road Austin, Texas 78701 Sponsored by Mayor Pro Tem Kathie Tovo Hosted and Facilitated by Task Force Vice Chair, Saundra Kirk, Staff in attendance: Joi Harden, Senior Policy Advisor to Kathie Tovo Ashley Richardson, District 9 Council Office Staff 1. INTRODUCTIONS 2. INVITED PUBLIC COMMENT ON IDEAL CANDIDATE QUALIFICATIONS AND CHARACTERISTICS AND IDENTIFY KEY COMMUNITY ISSUES FOR CITY MANAGER PROFILE Citizens spoke to the following three questions: a) What do you see as the most critical challenges to Austin over the next 5-10 years? Our next city manager is going to have to have the professional skills and personal attributes to tackle these issues, so we think it is important to provide this specific feedback to the City Council. b) What are the personal characteristics that are most important for our next city manager to lead our unique community? Please think about the attributes that would be essential for someone to thrive in this environment. c) What skills and abilities are most important for someone to manage our city? This could include previous job experience, education, etc. Page 2 | 4 3. PUBLIC INPUT A. CRITICAL CHALLENGES – The successful candidate must be able to devise and manage effective solutions that positively impact the following problems: Cognitive Dissonance between the City’s reputation as successful, economically thriving, livable, and highly desirable against its dysfunctional administration that has not solved long-term, critical problems The disconnect between the Imagine Austin Master Plan and Neighborhood Plans, and the CodeNext replacement land development code that should implement them, is a severely divisive crisis that warrants a mid-course correction Lack of follow-up implementation of the Zucker Report detailed recommendations based on the external consultant’s extensive audit and analysis of problems within City departments Imbalance of power between the City Council, the City Manager, and departmental leadership Rather than providing facts, information, context, and options to Council, City staff too often pitch policy directions with huge implications and predetermined benefits to insider business and developer interests rather than public interests Low accountability of managers back to City Council regarding the failure to implement well-deliberated policies; ordinances drafted by legal department are often parsed to conveniently reflect staff perspectives …
CITY MANAGER SEARCH ADVISORY TASK FORCE REGULAR MEETING MINUTES Wednesday, June 28, 2017 The City Manager Search Advisory Task Force convened in a regular meeting on Wednesday, June 28, 2017 at City Hall Council Chambers. Chair Laura Huffman called the Task Force meeting to order at 6:08 p.m. Board Members in Attendance: Laura Huffman (Chair), Saundra Kirk (Vice Chair), Claudia Conner, Perla Cavazos, Julio Gonzalez Altamirano, Bill Spellman, Channy Soeur, Walter Muse, Jan Lehman, Admiral Bobby Inman. Susan Hambright was absent. Staff in Attendance: Joya Hayes, Debbie Maynor, Trinh Bartlett, Lara Foss, Lee Crawford, Sonya Alexander-Harry, Rod Sigler, and Doron Silberstein. Erin Carbrey from Russell Reynold Associates was in attendance. 1. APPROVAL OF MINUTES Recommendation by Task Force Chair Laura Huffman to approve the minutes for the June 16, 2017 City Manager Search Advisory Task Force Meeting was approved on Task Force Vice Chair Saundra Kirk’s motion. Task Force Member Admiral Bobby Inman seconded on a 10-0 vote. Task Force Member Susan Hambright was absent. 2. CITIZENS COMMUNICATION: GENERAL a) Robert Matlock spoke about the Electric Utility Commission’s working group’s recommendations for power generation for the next 10 years and looking for a City Manager with a strong environmental track record. 3. INVITED PUBLIC COMMENT a) Lesbian, Gay, Bisexual, Transgender, and Queer Quality of Life Advisory Commission – Dr. Victor Martinez b) Asian American Quality of Life Advisory Commission – Vince Cobalis c) African American Employee Network – Carla Johnson d) Austin/Travis County EMS Employee Association – Anthony Marquardt e) Austin Police Association – Kenneth Casaday f) Austin Federal, State, County, Municipal Employee Union – Carol Gutherie 4. GENERAL PUBLIC COMMENT ON IDEAL CITY MANAGER QUALIFICATIONS AND CHARACTERISTICS AND KEY ISSUES TO INCLUDE IN CITY MANAGER PROFILE. a) Erwin Mazanegos b) Mike Burnett c) Bob Hendricks d) Shane Johnson e) Sylvia Mendoza 5. NEW BUSINESS a) Task Force Chair Laura Huffman asked everyone to sign the City Email Agreement Form. b) Task Force Chair Laura Huffman mentioned the memo that she and Saundra Kirk wrote to the Mayor and Council regarding the City Manager Search Advisory Task Force Scope that would be going out later that day. This memo was passed out to each Task Force Member. c) Russell Reynolds Associates Representative Erin Carbrey brought three sample candidate profiles and passed out copies to each Task Force member to review. d) Task Force Chair Laura Huffman mentioned that several Task …
City Manager Search Online Survey ResultsWhat skills and abilities are most important for someone to possess to manage our city? This could include previous job experience, education, etc.What personal characteristics are most important for our next city manager to embody to lead our unique community? Please think about the attributes that would be essential for someone to thrive in this environment.What do you see as the most critical challenges Austin will face over the next 5-10 years? Our next city manager is going to have to have the professional skills and personal attributes to tackle these issues, so we think it is important to provide this specific feedback to the City Council.1Previous job experiences streamlining city processes and eliminating bureaucratic hurdles, especially in zoning and planning approvals. A focus on urban form and reducing sprawl while making their previous city a more compact, dense and connected place. Previous experience using public-private partnerships to fund development of transit, housing and public spaces such as streetcar lines, parks and transit oriented developments.He or she needs to be steadfast in their values and adhere to the stated goals of the Imagine Austin Comprehensive Plan. They cannot be swayed by local or developer threats or interests that stray from that plan even if it makes individuals angry. They must represent the people of Austin and not individual council members, neighborhood leaders, political party ideologies or state or national legislators. Make decisions on data and not on opinions or gut feelings, but actual data that is gathered to inform decisions.The most critical challenge is transitioning Austin to a big-city mindset that is mindful of both current residents but inclusive of new residents' ideas, wants and needs. A vocal population of Austin is hostile to those that want to bring big-city ideals of effective transit, dense, affordable housing and economically integrated populations to the Urban Core of the city. The new city manager needs to be able to resist the temptation to cater to well-known, politically powerful local influencers that already have a platform and give a voice to those who aren't as involved but want to have a say in how their city grows.2CEO from a Fortune 100 company, or top 10 US City, even someone who has managed a large international city. It would be interesting to have someone with international experience.We need someone who cares about City employees, most of us city employees …
Page 1 of 2 Land Development Code Advisory Group Meeting #63 July 5, 2017 at 6 pm ‐ 9 pm Boards & Commissions Room 301 W 2nd St Austin, TX 78701 www.austintexas.gov/codenext Charge to Advisory Group: Assist in public outreach and provide feedback on development and implementation of a revised land development code (Resolution #20121206‐074) and focus its efforts to ensure the CodeNEXT process supports all of the Priority Programs as outlined in the Imagine Austin Comprehensive Plan (Resolution #20150521‐026). AGENDA CALL TO ORDER 1. PUBLIC COMMENT (6:00‐6:15) 2. NEW BUSINESS (6:15‐8:00) a. Approval of Minutes b. Discussion on Affordable Housing and Density Bonus Chapter (35 mins) c. Discussion on Possible Action on CAG Report (60 mins) i. Discuss Affordable Housing Issue Brief ii. Review Final Report d. Future CAG presentation at PC/ ZAP Meeting (10 mins) 3. FINAL COMMENTS FROM CAG MEMBERS (8:00‐9:00) 4. ADJOURN UPCOMING EVENTS a. Deadline for feedback on the Proposed Zoning Map to be considered for incorporation into the second draft of the Land Development Code 7/7 b. Deadline for feedback on the Affordable Housing Chapter to be considered for incorporation into the second draft of the Land Development Code 7/16 Page 2 of 2 For more information on CodeNEXT please visit our website at www.austintexas.gov/codenext To read and comment on the Draft Land Development Code visit www.codenext.civicomment.org To see the Draft Proposed Zoning Map visit www.codenext.engagingplans.org To sign up for Office Hours visit www.tiny.cc/codenextofficehours The City of Austin is committed to compliance with the Americans with Disabilities Act. Reasonable modifications and equal access to communications will be provided upon request. Meeting locations are planned with wheelchair access. If requiring Sign Language Interpreters or alternative formats, please give at least 2 days notice before the meeting date. Please call Ashley Greenstein in the Planning and Zoning Department, at 512‐974‐2743, for additional information; TTY users route through Relay Texas at 711. For more information on the Code Advisory Group, please contact Ashley Greenstein in the Planning and Zoning Department at 512‐974‐2743 or Ashley.Greenstein@AustinTexas.gov.
Land Development Code Advisory Group Final Report Submitted July XX, 2017 Jim Duncan, Chair, Dave Sullivan, Vice Chair Cesar Acosta Christopher Allen Melissa Beeler Mandy De Mayo Richard Heyman Lauren Ice Patricia King Eleanor McKinney Terry Mitchell Susan Moffat Elizabeth Mueller Eric Schultz Jose Valera Colby Wallis Nuria Zaragoza Steven Zettner TABLE OF CONTENTS (to be completed) Executive Summary Introduction CAG Member Poll Results Issue Briefs and Recommendations By General Topic (if you prefer, you could do a separate entry for each issue brief, but with 27 of them it may make the Table of Contents enormously long – your call). Code Structure and Analysis Environment and Parkland Infrastructure Building and Standards Communities for All Ages Process and Nonconforming Issues Proposed Future Code Additions Affordability Incentives (Placeholder) Missing Code Elements and Analyses Conclusion Appendix A. About the CAG B. CAG Member Submissions B.1 Details of Proposed Future Code Section on the Arts, Dave Sullivan B.2 Compatibility Proposed Green Infrastructure Buffer, Eleanor McKinney B.3 Draft LDC Open Space and Environment Comments, Eleanor McKinney B.4 Public School Impacts, Susan Moffat B.4a Collected Comments, Susan Moffat B.5 NBE Presentation Notes for Planning Commission, Eleanor McKinney and Lauren Ice B.6 Number of AISD Students in Recent East Austin Multi‐family Developments, Nuria Zaragosa C. Submissions from City Boards and Commissions C.1 Community Development Commission CodeNEXT Letter C.2 Design Commission CodeNEXT Working Group Suggested Schedule C.3 Environmental Commission Motion on Review Process C.4 Environmental Commission Motion, Recommendations C.5 Parks Board Resolution C.6 CAG Boards & Commissions Forum, Staff Response Executive Summary Austin City Council in December 2012 created the Land Development Code Advisory Group (CAG) to gather community outreach on the City's effort to rewrite its land development code (CodeNEXT). Council also charged CAG to evaluate CodeNEXT against the eight Priority Programs in the Imagine Austin Comprehensive Plan. This report summarizes key issues raised by the public, and offers recommendations that attempt to bring the code closer into alignment with the priorities of Imagine Austin. It also includes results of a CAG member poll intended to fulfill portions of the charge related to Imagine Austin and code implementation, as well as a list of key elements and analyses that were unavailable for the CAG’s consideration at the time of this report, but which we believe are crucial to an informed review of the draft code and maps. Additional information, including comments received from city boards and …
LAND DEVELOPMENT CODE ADVISORY GROUPFINAL REPORTJULY 6, 2017 2Approved July 5, 2017Submitted by: Jim Duncan, ChairDave Sullivan, Vice ChairCesar AcostaChristopher AllenMelissa BeelerMandy De MayoRichard HeymanLauren IcePatricia KingEleanor McKinneyTerry MitchellSusan MoffatElizabeth MuellerEric SchultzJose ValeraColby WallisNuria ZaragozaSteven Zettner MEMORANDUM TO: Austin City Council, Planning Commission, and Zoning and Platting Commission FROM: Gregory I. Guernsey, AICP, Director Planning and Zoning Department DATE: August 14th, 2017 SUBJECT: CodeNEXT Advisory Group (CAG) Report I am pleased to announce the release of the final report by the Land Development Code Advisory Group (CAG). This report represents the culmination of years of effort by many individuals, and we thank them for their service. Serving as the Executive Lead of the CAG, I have witnessed the many discussions that have occurred over the past four years. I commend the CAG for their hard work and their commitment to summarizing the views of 17 different representatives into one comprehensive report. The Mayor, Chair Jim Duncan, and I want to express our gratitude to all of the CAG members, current and former, for their time and dedication to this important project. “I would like to thank the Land Development Code Advisory Group for the hard work and countless hours they have spent working to help the CodeNEXT team and the community create a new code that will work for all Austinites. I want to thank every CAG member, current and former, who has served on this board since its inception more than three years and 63 meetings ago. This group represents a broad cross-section of Austin, and I know the recommendations they have made in their final report will help in the creation of an improved land development code. I hope that despite the group’s official dissolution, CAG members will continue to stay involved in the CodeNEXT process as active and engaged citizens.” - Mayor Steve Adler “The report summarizes key issues raised by the public over the course of the CAG’s existence, and offers recommendations that attempt to bring the code closer into alignment with the priorities of Imagine Austin. Austin continues to experience severe growing pains and it is likely impossible to fully reconcile the many divergent community viewpoints related to land development. While CAG members have attempted to identify chief issues of concern and to provide constructive recommendations for improvement, we must emphasize that the issues contained in this report are by no means exhaustive and that …
CITY MANAGER SEARCH ADVISORY TASK FORCE REGULAR MEETING Wednesday, June 28, 2017, 6:00 p.m. City Hall Council Chambers 301 W. 2nd Street Austin, Texas 78701 CURRENT TASK FORCE MEMBERS: Laura Huffman, Chair Saundra Kirk, Vice Chair Claudia Conner Susan Hambright Perla Cavazos Julio Gonzalez Altamirano Bill Spelman Channy Soeur Walter Muse Bobby Inman Jan Lehman AGENDA CALL TO ORDER 1. CITIZENS COMMUNICATION: GENERAL (Citizens will each be allowed three minutes to address the task force.) 2. APPROVAL OF MINUTES 3. INVITED PUBLIC COMMENT ON IDEAL CANDIDATE QUALIFICATIONS AND CHARACTERISTICS AND IDENTIFY KEY COMMUNITY ISSUES FOR CITY MANAGER PROFILE Discussion and possible action regarding the following: a) Asian American Quality of Life Advisory Commission – Vince Cobalis b) Lesbian, Gay, Bisexual, Transgender, and Queer Quality of Life Advisory Commission – Dr. Victor Martinez c) African American Employee Network – Carla Johnson d) Austin/Travis County EMS Employee Association – Anthony Marquardt e) Austin Police Association – Kenneth Casaday f) Austin Federal, State, County, Municipal Employee Union – Carol Gutherie 4. GENERAL PUBLIC COMMENT Discussion and possible action regarding the following: To help ensure consistency, Task Force is requesting public comment/feedback around four critical questions that the Consultant Steve Newton from Russell Reynolds will use to develop the profile for our next city manager. (Citizens may sign up to speak on any of the four questions. Each speaker will be allotted 3 minutes to speak for each question for which they signed up to speak.) a) What skills and abilities are most important for someone to manage our city? This could include previous job experience, education, etc. b) What are the personal characteristics that are most important for our next city manager to lead our unique community? Please think about the attributes that would be essential for someone to thrive in this environment. c) What do you see as the most critical challenges to Austin over the next 5-10 years? Our next city manager is going to have to have the professional skills and personal attributes to tackle these issues, so we think it is important to provide this specific feedback to the City Council. 5. NEW BUSINESS Discussion and possible action regarding the following: a) City Manager Recruitment Process, updates on district meetings, public meetings, website to solicit community input, and utilizing 311 to survey public. b) Continued discussion on recommendation of Task Force’s role beyond phase 1 (Development of City Manager …
