Committee flags city-manager turnover and directs study of council–manager reforms and outreach

Committee members framed high turnover in the city manager’s office and a perceived lack of strategy as central problems and asked staff to gather evidence-based options for amending charter provisions related to the council–manager form of government.

Multiple members said a core problem is a lack of strategic planning tying mayoral and council priorities to measurable outcomes. ‘‘A strategic plan is where the focus ought to be,’’ one committee member said, arguing that measurable goals and budget alignment would help hold a manager accountable.

Members proposed several avenues for charter-related change: restoring certain elected offices (several speakers advocated bringing back an elected city clerk and, earlier, an elected city attorney to increase independent accountability), studying how other comparable charter and general-law cities reduce manager turnover, and considering rank-choice voting for recall replacement elections to ensure majority support. James Albert suggested RCV as a targeted reform for recall scenarios to prevent winners in replacement elections from taking office with only a small plurality.

On outreach, the committee favored an educational-first approach: neutral public materials to explain what a charter is and what the committee can and cannot change, followed by scientifically designed surveys and at least one in-person forum plus online events. Several members requested the city attorney and the public information officer advise on what the committee may legally and practically do when conducting outreach.

The committee asked staff to compile comparative examples from cities of similar size and history and to return with proposals and legal guidance. No charter amendments were adopted at the meeting; the committee kept items on the agenda and set follow-up tasks for staff.