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"Increasing work loads" were identified as a challenge by many, who worried about "keeping up <br /> with increasing demand for our services." <br /> "Management styles" of supervisors were challenging for some. Concerns about supervisor <br /> behavior ranged from "micro- management" to "good -old -boy favoritism." <br /> A number of respondents spoke of "lack of communication," both from management to staff and <br /> among staff in different workgroups: "We are all spread out and don't often see others on a <br /> regular basis so communication can be challenging." <br /> A number of employees did not feel that they would be able to do anything to help deal with the <br /> challenges facing their divisions. "Nothing I do has worked so far," said one respondent. Another <br /> felt division challenges were "out of my control." On the other hand, some said they could <br /> address those challenges with greater efficiency: "I try to save money wherever possible," said <br /> one respondent. "I work everyday to minimize costs," claimed another. Better communication <br /> was the solution embraced by others: "I could continue to communicate well and often about the <br /> work I am doing." <br /> Responses to open -ended question: "If you could make one change to improve working <br /> conditions for City of Eugene employees, what would that change be?" <br /> The most - often - mentioned change respondents would make to improve working conditions for <br /> City of Eugene employees was improving City facilities, followed by maintaining or improving <br /> benefits, better communication, changing the behavior of some supervisors, and increasing <br /> staffing. <br /> Many respondents felt that upgraded City facilities would improve working conditions. While <br /> some called for specific upgrades ( "modernize work spaces, improve day lighting, air quality, <br /> etc. "), many spoke specifically of a "new City Hall" that would bring about "consolidation of <br /> downtown office space" and even a "more unified sense of mission." <br /> Maintaining existing benefits, particularly PERS and health insurance, was important to many. <br /> "Quit messing with our PERS package," said one respondent. Another said, "Save our health <br /> care and keep it free." <br /> Improved communication, between departments and between management and staff, was an <br /> improvement favored by many. One advocated "better communication City-wide (city-wide e- <br /> newsletter)," while another recommended "better cross - organizational sharing of information <br /> and accomplishments." One respondent asked for "more communication and information flow to <br /> low level workers like myself," and another wanted "more open communication between <br /> management and field or line employees." <br /> A number of respondents described improvements they would like to see in supervisor conduct. <br /> "Hold supervisors more accountable for behavior that has a negative impact on work <br /> environment," advised one. "Supervisors need to stand strong in dealing with personnel <br /> 33 <br />