10.08 City Administrator's Resignation & Proposal for City Administrator Search

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' • • • � • Learn and understand the culture of the • Lead and support the planning process in the community and organization. Council and staff construction of a Public Works Shop and Public recognize this is the best time to come in as a Safety Building. ; new City Administrator given the vast ♦ Connect the City with its residents. Lead ; opportunities available to support, improve and � discussions, and communicate those discussions grow the organization and community. to the community;for example,the future of the • Immediately begin building strong relationships downtown area and other City-related business. ; with MN DEED, City, County, Chamber,School � Regularly schedule time throughout the year to 'I District, Paynesville Township, and local business meet with every business owner in their leaders, along with current partners and various environment. organizations within the community. • Lead the charge in developing a Resource Center • Help the community understand the role of the in downtown Paynesville. Economic Development Authority of Paynesville and Paynesville Township (EDAP) though • Evaluate the City's financial status, budget and creative and continual communications and Capital Improvement Plan. Facilitate visioning messaging. Evaluate ways to increase a variety and goal setting with the department heads, of EDAP programs available to area businesses. stakeholders and Council. Effectively and continuously, communicate the cause and effect • Lead the City in carrying out a strategic plan for of long-range planning,the budget, capital future housing and policy decisions. planning and future levies. Engage Council in an • Update the City's Personnel Policy and facilitate annual retreat to continue these discussions to the final steps of the City's recodification ensure all understand the established vision. process. Engage and empower department heads in the budget process. � � - � � 4 :,, � : � : i ,: 1 �„'`� + � � � , . . , � TM� " - �� ._ � •�� . �#� � _ t �� ' .� .>. ��,.,.�,,, .��.� _.