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Tn 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 />kmowledge and abilities that will help the city's finuree growth. <br />Candidates should have good communications skills. Such skills are <br />necessary because of the amount of contact clerka.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 ate often tequued to have <br />degrees in public administration Managers and administrators need to have <br />a thorough knowledge of finance and budgeting. ORen, 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 wuncils. <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 (HI2As). Experience nmmng an effjciertt, well- <br />organizedoffice 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 />m;nieerator or manager can either be a desired or requited qualification, <br />as cans ;n;ar*ative• experience 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 wmpatible 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 />Sea HR Reference MenueL (..'plea SOIDetmtCS nse Wrntert COntraet4 Or agreements With 1Rd1VrdUal <br />ch~Ner i, satia~ x l ees to outline the terms and conditions of employment. This <br />Con+mcu ahl.tgrcen,enu. Cmp °~ <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 />crrv au'aaasnunoH <br />n <br />-55- <br />