CITY MANAGER SEARCH ADVISORY TASK FORCE REGULAR MEETING MINUTES Saturday, July 8, 2017 The City Manager Search Advisory Task Force convened in a regular meeting on Saturday, July 8 at City Hall Council Chambers. Chair Laura Huffman called the Task Force meeting to order at 1:06 p.m. Board Members in Attendance: Laura Huffman (Chair), Saundra Kirk (Vice Chair), Claudia Conner, Perla Cavazos, Susan Hambright, Bill Spellman, Channy Soeur, Walter Muse, Jan Lehman, Admiral Bobby Inman. Julio Gonzalez Altamirano was absent. Staff in Attendance: Joya Hayes, Debbie Maynor, Rodney Crain, Trinh Bartlett, Lara Foss, Sonya Alexander-Harry, Cindy Henson, Doron Silberstein, and Doug Hucker. Steve Newton 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 28, 2017 City Manager Search Advisory Task Force Meeting was approved on Task Force Member Admiral Bobby Inman. Task Force Member Perla Cavazo’s second on a 10-0 vote. Task Force Member Julio Gonzalez Altamirano was absent. 2. CITIZENS COMMUNICATION: GENERAL a) Terrell Blodgett spoke about City Manager candidate selection process. b) Greg Anderson spoke about Affordable Housing 3. INVITED TESTIMONY FROM HISPANIC/LATINO QUALITY OF LIFE RESOURCE ADVISORY COMMISSION ON CITY MANAGER QUALIFICATIONS AND CHARACTERISTICS – JILL RAMIREZ 4. INVITED TESTIMONY ON CITY MANAGER QUALIFICATIONS AND CHARACTERISTICS FROM LGBTQ AND FRIENDS AFFINITY GROUP – MATTHEW RAMIREZ 5. INVITED TESTIMONY FROM COMMUNITY ORGANIZATIONS AND STAKEHOLDERS ON CITY MANAGER QUALIFICATIONS AND CHARACTERISTICS a) Adrian Shelley with Public Citizen b) Roger Davis with Black Professional Alliance c) George Cofer with Hill Country Conservancy 6. GENERAL PUBLIC COMMENT ON IDEAL CITY MANAGER QUALIFICATIONS AND CHARACTERISTICS AND KEY ISSUES TO INCLUDE IN CITY MANAGER PROFILE. a) Carmen Lanes Pulido with the Hispanic/Latino Quality of Life Resource Commission and Go Austin/VAMOS Austin b) Robert Matlock c) Johnny Limon d) Lonnie Limon e) Robin Orlowski f) LeeAnn Camron ACLU People Party Movement g) Martha P. Cotera with Latino Policy Coalition h) Chas Moore i) Teresa Perez-Wiseley j) Pat Valls-Trelles 7. NEW BUSINESS a) Russell Reynolds Associates Representative Steve Newton gave an update on Recruitment Process and answered Task Force Questions. Director Joya Hayes gave an update on feedback received and outreach. b) Russell Reynolds Associates Representative Steve Newton stated that he will provide a draft City Manager candidate profile for Task Force to review at the July 12 meeting. 8. ADJOURN Task Force Member Admiral Bobby Inman motioned to …
District #1 City Manager Search Community Outreach and Input Conley‐Guerrero Senior Activity Center Saturday, June 24, 2017 Commonalties 1. What skills and abilities are most important for someone to manage our city? General Knowledge of running a large, growing, diverse and progressive city, similar to Austin Corporate management style (city is a municipal corporation) Not a policy maker but a strong executor of policy Austin‐centric and understand history Culturally Sensitive Community oriented Democratic leader Accountable Focus on issues, especially in a “Me” first environment Self‐Evaluation Expertise in city government and public employees Experience should be 10 years or more, manage at least 2,000 employees Manage at least 500,000 employees Consensus builder Work with creative community 2. What are the person characteristics that are most important for our next city manager to lead our city? Engaging Does not make policies, work with council on policy and execute Transparent Visionary Good Character: Honest, trustworthy, courageous, compassionate, empathetic and patient Public involvement Uninfluenced by big business and money Consider diversity a strength Visionary Problem Solver Diverse Competent Fiscally Responsible Charismatic Environmentally Responsible Great Communication Inclusive Committed to social, racial, economic justice and their group Emphasis on housing 3. What are the most critical challenges facing Austin in the next 5 – 10 years? Infrastructure expansion and improvement Respond to Austin and deal with controversies successfully Transportation Improvements: public transportation, roads, sidewalks and bike lanes Affordable Housing Curbing Gentrification Budget Economic Disparity Sustainability Entitlement discussions Manage development department (data driven) with focus on “Smart City” Implement Code Next and Imagine Austin Fiscally responsible with Public Safety budget, overtime paid 4. Feedback on the City Manager Selection Process Public involvement should have started sooner and have been greater More explanation on candidates More information on the Consulting Firm Great process Very transparent Willie Lewis
City Manager Search Advisory Task Force District 10 ‐ Town Hall Meeting June 19, 2017 1. What skills and abilities are most important for someone to manage our city? This could include previous job experience, education, etc. 2. 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. Leadership; not necessarily previous City Manager experience. Knowledge of Austin and Texas community. Don’t want candidate to have a long learning curve. Strong Mayor system Experience in large city (ex: LAX, NY); knowledgeable Consensus builder Strong enough to stand up to growth or curtail it if we don’t have resources; can stand up to state of TX Embrace change (but not change for sake of change) Understands math and budges; can say “No”; looks down the road Sustained history of success and accomplishments Understands needs and concerns of current residents (retain existing residents vs. newcomers and adding growth); need a good balance Experience with large government; creative; saves money; “scale ability”; willing to look at private/public partnerships Well-educated “like Council Member Altar” Miracle-worker Thick skinned; honest; transparent; frugal; knows how to build infrastructure Follow-up on email and phone calls; responsible and responsive to citizens Like Council Member Altar – new to Austin but she cares, listens and making a difference Plans to work for 5-10 years Respect historical buildings and East Austin Use technology Ability to work with all government entitites; cut down expenses – schools can have multiple use Experience – big time experience – been there done that ADA – need more comprehensive accessibility and coordinator Listen; heart; comes from big city 3. 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. Real-estate Growth conscious Retirement numbers are high – what next? Manage growth Historic poverty; control growth “Losing it’s soul” – what happens 20 years down the road? Deal with growth and …
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 …
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 …
