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Co <br /> <br />CHIEF ADMINISTRATIVE OFFICER WORKS CLOSELY WITH THE <br />COUNCIL, REGARDLESS OF TFIE FORM OF GOVERNMENT, <br />SINCE A NEW FINANCE DI1KECTOR, NEW POLICE CHIEF REALLY <br />t-.:ECOMES A MEMBER OF THE CITY'S TEAM. <br /> <br />COUNCIL EXPECTATIONS <br /> <br />1. IN SOME WAYS, TIlE EXTENT TO WHICH A COUNCIL <br /> COLLECTIVELY SETS EXPECTATIONS FOR THE <br /> ADMINISTRATOR OR MANAGER CAN HAVE THE <br /> GREATEST IIVI~ACT ON THE EFFECTIVENESS AND <br /> EFFICIENCY OF A CITY GOVE~. AS CITY <br /> ADIMINISTRATORS ARE ASKED BY TH]EIR 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 $ON!E <br /> COMMENTS ON HOW CITY coUNcILs SET <br /> EXPECTATIONS AND HOW THEY CAN MARWT~ <br /> OVERSIGHT OVER ADMINISTRATIVE ACTIVITIES <br /> WITHOUT HAVING TO TAKE A "HANDS-ON" APPROACH <br /> TO THE CITY'S ADMINISTRATIVE MATTERS. <br /> <br />CLOSING <br /> <br />THE PRIMARY DIFFERENCE BETWEEN THE PLAN A AND PLAN B <br />FORMS OF GOVERNMENT BOLLS DOWN TO THE TIME <br /> <br />-85- <br /> <br /> <br />