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Co <br /> <br />:CHIEF ADMINISTRATIVE OFFICER WORKS CLOSELY WITH THE <br /> <br />i COUNCIL, REGARDLESS OF THE FORM OF GOVERNMENT, <br />SINCE A NEW FINANCE DIRECTOR, NEW POLICE CHIEF REALLY <br />BECOMES A MEMBER OF TIlE CITY'S TEAM. <br /> <br />COUNCIL EXPECTATIONS <br /> <br />1. IN SOME WAYS, THE EXTENT TO WHICH A COUNCIL <br /> COLLECTIVELY SETS EXPECTATIONS FOR THE <br /> ADMINISTRATOR OR MANAGER C~,a~N HAVE THE <br /> GREATEST IMPACT ON THE EFFECTIVENESS AND <br /> EFFICIENCY OF A CITY GOVERNMENT. AS CITY <br /> AD]MIN'ISTRATORS ARE ASKED BY THEIR CITY <br /> COUNCILS TO TAKE ON INCREASING ADMINISTRATIVE <br /> RESPONSIBILITIES THAT THE COUNCIl. USED TO <br /> PERFORM, IT'S IMPORTANT THAT EXPECTATIONS ARE <br /> CLEARLY ESTABLISHED. (LYLE--OFFER SOME <br /> COMMENTS ON HOW CITY COUNCILS SET <br /> EXPECTATIONS AND HOW THEY CAN MAINTAIN <br /> OVERSIGHT OVER ADMINISTRATIVE ACTMT[ES <br /> WITHOUT HAVING TO TAKE A "HANDS-ON" APPROACH <br /> TO THE CITY'S ADIvflNISTRATIVE MATTERS. <br /> <br />CLOSING <br /> <br />Ao <br /> <br />~ PRIMARY DIFFERENCE BETWEEN THE PLAN A AND PLAN B <br />FORMS OF GOVERNMENT BOILS DOWN TO THE TIME <br /> <br />7 <br /> <br /> <br />