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In addition to the job description, city councils should evaluate the current <br />and future needs of the community. In this way, it can outline the <br />knowledge and abilities that will help the city's future growth. <br />Candidates should have good communications skills. Such skills are <br />necessary because of the amount of contact clerks, administrators, and <br />managers have with their city councils, other city staff, the media, and the <br />general public. <br />Candidates for city administrator or manager are often required to have <br />degrees in public administration. Managers and administrators need to have <br />a thorough knowledge of finance and budgeting. Often, cities require <br />advanced degrees in one or more of these areas. A master's degree in <br />public administration is a common prerequisite for many city councils. <br />Experience is also an important aspect to consider. Generally, cities will <br />look for experience in city finances and budgeting, but it is also common to <br />require experience with specific areas such as land use, municipal liquor <br />stores, Economic Development Authorities (EDAs), and Housing <br />Redevelopment Agencies (HRAs). Experience running an eff dent, well- <br />organized office can also be an asset. <br />Previous experience as a clerk, administrator or manager can demonstrate a <br />candidate's abilities. Serving as a deputy clerk or an assistant to a city <br />administrator or manager can either be a desired or required qualification, <br />as can administrative•expecience in a smaller city. Likewise, internships <br />with a city can provide valuable municipal experience. <br />The candidate's personality and style is another important consideration. <br />The council will obviously want someone whose style is compatible with <br />the council. Depending upon the current composition on the council and <br />within city staff, a stronger personality can sometimes offer much needed <br />leadership. Under different situations, a "softer hand" may be more <br />appropriate. A city council must carefully consider how much control it <br />wishes to delegate to the person hired. <br />C. Pros and cons of employment <br />agreements <br />see HK Reference. tvi[[[u,at, Cities sometimes. use written contracts or agreements with individual <br />Chap[er 1, Section X <br />co„rrocs ~„a,~~r~~,,,~ns. employees to outline the terms and conditions of employment. This <br />practice can create legal issues for the city that might otherwise have been <br />avoided by using a personnel policy that applies to all employees. <br />CITY ADMINISTRATION 21 <br />