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HomeMy WebLinkAbout2001-02-15 Council Packet - Work SessionKenai City Council Work Session February 15, 2001 City Manager Search CRITERIA SHEET FOR. EXECUTIVE DIRE~O~KOG~ DIRECTOR REVIEW Requirements: I. Master's D~-c~ in Business, or a related field Applicant: 0-5 2. Possess resource and budget management skills indicating a strong profit loss responsibility 3. Thorough understanding and demonstrated experience in grant and foundation funding 4. Successful marketing and fundra/sing track record 5. Demonstrated problem solving skills 6. People skills with the ability to manage conflict and divcrsi~ 7. Experience working for a Board of Directors Preferred Knowledge and Skills: 8. Collaborative management style 9. Project/program management, skills 10. Understanding of Alaska's multi-cultural learning preferences/differences 11. Experience in distance learning and mUlti.media technologies TOTAL Reviewer: To: Linda Swarner ?) From' Kevin Ritchie~ RE' Request for ififormation on city manager hiring process Basics- I think the minimum process for hiring a city manager is: ca Having an organized rating process for applications a Having a uniform interview process in which each applicant is asked substantially the same questions. The reason that this is necessary is that any selection process is subject to challenge under a number of federal and state anti-discrimination laws. The practical reason is that unless you decide what skills you value the most, you may not get the fight person for the job. To do this is fairly simple and outlined in the NEO Handbook excerpt I attached. For rating applications, I would prepare a simple 1-5 point rating form for each candidate to evaluate the quality of each of the major skills or experience you feel are most important. This will justify why you choose to interview some candidates and not others in an organized way. For the selection/interview process the council or selection committee should develop a list of uniform interview questions or exercises so each candidate has approximately the same opportunity to compete. Of course, follow-up or clarifying questions may be different for each candidate depending on how they respond. Assessment Suggestion: I personally think a very good interview system is a modified "assessment center" process. All this is, is asking candidates to demonstrate key skills instead of simply asking them. For example, if you want a city manager to be good at relating to groups (and you probably do), ask each candidate to prepare a short introductory speech to a group on how they would approach managing the city, and then answer audience questions. You could invite the public and/or employees. You could also give comment sheets to people who attended that would be given to the coucil selection committee. The council would also observe and keep notes. This helps the selection process and it helps buy-in thc public. There are other kinds of good assessment exercises that mirror real life and could be part of a process. I can also give you advice on other aspects. Please let me know if I can help in any ot er way. What the Council/Assembly Should Expect from a Municipal Administrator Whether the municipality is administered by a mayor or a manager, the governing body should expect: · professional administrative leadership on iden- tifying, researching, and proposing sound solu- tions to municipal issues; · full support of municipal policy once it is for- mally adopted by the full council/assembly; · complete, timely,' accurate, non partisan, and non-biased reports that present sound options and recommendations; · a thorough knowledge of the municipality's fi- nancial situation; · a well thought out municipal budget and capital improvement plan; · personnel, management, and supervision skills and appointment of competent staff; · ability to supervise projects and contractors; · attendance at 'all council meetings unless ex- cused; · prompt and courteous response to citizen and council complaints and inquiries; and · ability to mediate conflicts and negotiate solu- tions between staff, citizens, community orga- nizations, etc. Tips on Council-Manager/ Administrator Relationships The council/assembly should: · give the manager/administrator the opportunity to use his or her professional expertise to the fullest; · clearly define, in writing, expectations of the manager/administrator; , give the position clear direction; · not blame the manager/administrator for actions initiated by the council/assembly that may be unpopular; and · evaluate the manager/administrator's perfor- mance on a regular basis. There are also things the council may expect from the manager/administrator. He/she should: · never act as a council/assembly member; · never lecture the council/assembly, but explain instead; · never promote or encourage conflict; · always seek clarification when'council/assem- bly direction is unclear; and · never try to cover up a mistake. How to Hire a Manager Hiring a manager may be the most important duty an elected official performs. The wrong decision can cause endless problems. The Alaska Municipal League and the Department of Community and Eco- nomic Development,, Division of Municipal and Regional Assistance, can offer advice, pamphlets, and some assistance upon request. Consider the following steps to make sure the best person is selected' 1. Define the job. What do you expect of a manager? This is no simple task. You might want to appoint a committee of the council, or the whole council, to write out a job description for the posi- tion of manager. Setting forth the manager' s duties in writing helps crystallize Your thinking and assist you when you get to the interview process. For ex- ample, you may want someone with particular tal- ent for getting people to work together and mediat- ing disputes. On the other hand, if your city is small and is about to embark on a massive storm drainage .~roject, you may want a manager with more experi- ence in engineering and overseeing construction projects. ii 2. Decide on the recruitment and advertis- ing process. Will the position be widely advertised? Will the council consider promotion of someone within the organization such as the assistant man- ager, finance director or planning director? Is the council interested in a nationwide talent search? There are pros and cons to local, statewide, and/ or national recruitment. It is better to advertise a job opening too broadly than too narrowly. For ex- ample, even if there appear to be suitable "in-house" or local candidates, the decision may be made to conduct a broader search to compare candidates and make sure you choose the most qualified one. One major mistake to avoid is the "halo effect" of hiring out of state. This means that a candidate from out of state may appear more qualified than a local candidate, however, he or she may not have the ex- perience and knowledge of the community that a local candidate has. Advertising in professional newsletters: The Alaska Municipal League advertises in its newsletters and posts openings on the intemet as a free service to members. The AML will also fax a job announcement to its members for a fee. The International City Management Associa- tion (ICMA) publishes job announcements in its newsletter. This is a good option if you de- cide to do a nationwide search. Also, if re- quested, ICMA will furnish some information about the experience and training of specific applicants. 3. Manager selection process. Councils/as- semblies generally rely on three standard methods for rating candidates' review of application form and/or resume personal investigation/reference checks interview and/or assessment process Review of application form and/or resume: It is an important first step to compare the information submitted by the applicants on city job applications or professional resumes. This process will help elimi- nate unqualified candidates and give you important comparative information on qualified applicants. Carefully evaluate each job application/resume to see if the applicant has the background and experi- ence you requested in your job description and job advertisement. Personal investigation/reference checks: The council/assembly checks the candidate' s integrity and quality of previous work through a check of refer- ences by letter or phone or through a visit the mu- nicipality where the candidate has served as man- ager. (You may ask the candidate if you may con- tact persons who have not been listed as references.) For example, you may want to talk with the direc- tor or president of the local chamber of commerce or a state legislator whose district includes the mu- nicipality in question. The investigation should be both thorough and to the point. It is often a good idea to prepare a standard list of questions to ask persons you contact. Many communities are now asking their police de- partments or the state troopers to run a criminal check on candidates. Be aware, however, if you wish to do this, you must get ...written permission from the candidate before you initiate the process. Call the Alaska Municipal League or the Municipal and Regional Assistance Division of DCED for an acceptable f6rm and fin'ther information. Interview and/or assessment process: The oral interview provides an opportunity for you to ob- serve the personality, force, tact, personal appear- ance, and sense of humor of the candidate. You will also have the opportunity to ask questions about how the manager would tackle specific issues or projects of concern to the community. It is critical that all questions be fair and all candidates receive equal consideration and treatment. One way of doing this is to prepare a written list of interview questions for all candidates. To avoid ques- tions that may be unfair, make sure that each ques- tion pertains only to the duties of the position. If you have a concern about certain questions, seek advice from an attorney or personnel professional. Teleconferenced interviews are useful in narrowing the number of candidates you must bring to your community for on-site interviews. All assembly/ council members should participate in the interviews. Some may not relish the task of deciding who should be the new manager, but no one should be permit- ted to shirk this duty. In recent years, employers have found that inter- views alone may not provide all of the best informa- tion on how well a professional will perform on the job. Another alternative is to use an "assessment process" in addition to the oral interview. The con- cept of an assessment process is to ask each candi- date to perform a task he/she would have to per- form on the job. Then you can evaluate how well each one performs. For example, you might ask each candidate to make a presentation before a group of citizens, and then answer questions. If having a manager who works well with citizens groups is important to you, this may be an appropriate activity to make a part of the selection process. Note that it is not the responsi- bility of the group of citizens to rate the candidates; that is your job. As another example, you might ask the applicants to draft a letter or fill out a grant application form, if you are particularly interested in writing or grant writing skills. 4. Manager employment contracts. Many managers request a municipality to enter into an employment agreement which sets forth initial sal- ary, procedures for future salary increases, fringe benefits, moving expenses, business and travel ex- penses, relationship between the council and the manager, and procedures to be followed to termi- nate employment, should this .become necessary. Copies of manager employment agreements from other municipalities may be available for your re- view. AML also has publications on how to de- velop employment agreements. Interim Municipal Manager Program' It is of- ten impossible to recruit a new manager before the old manager leaves. The Alaska Municipal Manage- ment Association, in cooperation with AML, offers an Interim Manager Program that arranges for pro- fessional managers to fill in until you can recruit a permanent manager. For more information, call AML at 586-1325. FORMAT.__.___FOR APPLICANT RESUME In order for the Council to best evaluate and score your credentials and qualifications, we ask that you please ~tructure your resume as directed below. Conventional resume formats which differ from this format may not be considered. - Section I This section should consist of a review of personal, educational and experiential data to enable a quick overview of your credentials by evaluator~. The following is the format that is requested' m At the top of the page, please indicate name, numbers where you may be reached. address, and phone Educational background. Listing in chronological order of all educational degrees above high school. Also inclu.cle any honor societies and a list of publications if applicable In chronologic.al order, a list of relevant professional experience w~th no narrative but simple one line statements providing title of position, name of employer and date~. Section II Please submit a brief statement of examples that demonstrate your experience and expertise in each of the following area~ of accountability. These should be statements about the extent of your experience, not your opinions, philosophies or how best to accomplish objectives in each area- 1. Budgeting. 2. Finance and investments. 3. Organization strategies. 4. Planning and gro~h management. $. Community tel ati OhS. 6. Exercising judgment and problem-solving. 7. Personnel problems related to leading and motivating employees. 8. Real estate and .capital assets management 9. Economic development. ' 10. Regional transportation issues. ~1. Affirmative Action. 12. Conflict management - internal and community. 13. Labor - management relations. 14. Public and private sector cooperation in major urban development. This section should be as concise as possible and no longer than 5 page~. Section III should include a list of personal references which would only be contacted by the City of Bellevue in the final stages of the selection procedures. The deadline for submittal of the resume is January 15, 1980. l-h_~, I~, 2tlU1 ~2'.ScoAVI ALA¥t~A VU~II LI-AL~UI: I~lt), 200~ F, / GUIDE 3: SKILL-BASED INTERVIEWING STRUCTURED INTERVIEW: Pm-planned questions, prepared to guide the interview toward specific, job-related topics for a specific position, are used for all applicants. A structured interview results in a more reliable measurement of a candidate's skill than an unstructured interview. Each question should be job related and plainly make sense to the typical candidate for that position. Questions should avoid hypothetical responses. Try to clici'~ samples of past behaviors which arc representative of ~hc candidate's job-related performance. ANALYSIS OF SKILLS .Analysis of skills needed/desired by team of people who arc familiar with the job. This is discussed in more depth in Appendix B: Assessment Ccmcr. SKILL DEFINITION SELECTION (linked to the job requirements and selection criteria) 1. Skill definition, specify what is to be measured with each question, e.g.' COPING: Able to maintain a mature problem solving attitude when dealing with interpersonal conflict, hazardous conditions, personal rejection, hostility, or time demands. Define decision making, leadership, assertiveness, energizing, policy and procedures, alertness, goal setting, written communication, interaction, perceptivity, creativity, versatility or other skills and write questions which relate to the skill and the job. 2. Take notes dining interview. Thorough notes are necessary to rate skill levels. , Multiple raters should discuss the interview results and come to consensus. A third party could be useful in helping the many raters achieve consensus by laying ground roles and demonstrating techniques designed to help groups come to consensus during the selection process. DEVELOP STRUCTURED QUESTIONS (to control each interview) The council should seek to see how candidates handled specific events in the past; get candidates to give examples of how reliable, dependable, honest, etc. they are. Seek angers about failures a~ well as successes. Control the interview $o equivalent information is sought from every candidate for a specific position. Ask objective qucstion~ which preclude any illegal responses. AppendocA: RecruitmentTools TRADITION~ INTERVIEW QUESTIONS ,, 1. How well do you make decifions? ~2. What is your work ethic? (Are you a hard worker?) 3-. Are you d~tailed o~iented? 4. What is your leadership-style? 5. How well do you Work wi'th difficult people? ~. There {s c0nstan{ stress in this joK How do you handle stress? 7. Are you enthusiastic on the job? SKILL-BASED INII~RVIEW QUESTIONS 1. Describe a work-r~l~ted event ~here you had to make a quick decision and act upon it immediately. 2. Please t~ll u's about a fituati°n in ~vhich you w~Fe very peraistem in order to reach a goal or goals. 3.' Please t~ll us how you have reduced potemial for errors on th~ job through the u$~ of checklists and procedures for detailed work, 4. Tell us of ~; situation in Which you used reason and facts to persuade someone to act. 5. Tell Us how you hand[ed service to an arrogant, perhaps irate, individual. What was the outcome? 6. Tell us about a tim~ that you had to handle a good deal of stress while maintaining a positive attitude. -- 7. Please be specific and give us an example of how your positive attitude helped others become motivated and/or energized. . SCORING METHOD Evaluators should be aware of the factors each question is expected to reveal. For instance, the candidate's response to the skill-based question number 7 (in the above table) can be thought about in the following ways: Did the candidate use positive actions, speech, gestures md/or examples to build enthusiasm? In the candidate's example, were there elements of negative or dysfunctional feelings; feelings of avoidance, withdrawal, or desire to escape; autocratic tendencies? These factors can be written out on thc evaluation form, which should have at the minimum the following ratings for each question: Very s~rong evidence skill is not present (1) Strong evidence skill is not present (2) Some evidence Strong evidence skill is present skill is presem (3) (4) Very strong ' ~ evidence skill is ] present(5) -I Appendix A' Recruitment Tools rED, I;, ZUUI ~J:JI3AIVI ALA~fl, A IVIUI~II LEAL]UP. I~JU, Z005 F, ~ A numeric value can be assigned to each rating, for example, 1 through 5 from "very strong evidence skill is not present" to "very strong evidence skill is present." In this case the highest cumulative score would indicate a candidate appears to have the highest overall skill level based on the set of specific skill-based questions. 4 WAYS TO CONDUCT INTERVIEWS 1. Individual interview-one candidate/one interviewer 2. Panel interview- multiple interviewers 3. Reverse panel imerview- several candidates for one interviewer 4. Serial interview- single candidate is passed from one interviewer to mother ~ppendix A: Recruitment ToMs rrl~, I~, ZUUI ~'50/AIVI /AL/A~t~/A IVIUI~II Lh_/AL~UI- I~IL2, 7~t25 I~, ]~ GUIDE 4: INTERVIEWING- LEGAL ASPECTS Major Employment Equal Opportunity Laws & Executive Orders The Equal Pay Act of 1963 The Equal Pay Act is an addition to the Fair Labor Standards Act (FLSA) under the minimum wage section. Those employees exempt from the FLSA provisions are also exempt from the Equal Pay Act, except executive, professionals, and outside sales employees. Those employees exempt from overtime pay provision of FLSA are covered by the Equal Pay Act. The law requires that men and women receive-equal, not identical, pay for equal work (equal skill, effort, and responsibility). Job classes and rifles do not count, just job content. The law does not disallow systems based on seniority, merit, piecework, of anything else other than sex. Americans with Disabilities Act (1991) Employers with 15 or more employees axe covered atter July 26, 1994. Employers may not discriminate against a "qualified individual with a disability" in the areas ofjob application', hiring, advancement, discharge, compensation, training, or other terms, conditions or privileges of employment. Reasonable accommodation to the known physical and mental limitations of an otherwise qualified individual with a disability is required, unless to do so would impose an undue hardship on the employers. If the person can perform the essential functions of the job with or without reasonable accommodation, they are qualified under this act. Title VII of the Civil Rights Act of 1964 Employers with 15 or more employees are covered if.' (1) they are engaged in any industry affecting commerce; and (2) they have at least 15 employees for each working date in each of at least 20 calendar weeks in the current or preceding year. Most employers are covered by the Civil Rights Act of 1964. The Age Discrimination in Employment Act The Age Discrimination in Employment Act (ADEA) covers employers with 20 employees and bans discrimination because of age against any persons at least 40 years of age, but less than 70. In general, practices that violate the Civil Rights Act are also violations of the ADEA if based on age. Appe~dixA: RecruitmentTools 9 Questions to Avoid Avoid: whaz would you do if people made racist (sexist) remarks to you on the job? Al~ernate: check references to see how thc individual related to coworkers. Avoid: Is your husband in the military? Alternate: Are you closely associated with someone else whose job might involve your transferring soon? Ask both sexes, if you ask this question. Do NOT use wife, spouse, husband. Avoid: what is your religion? Alternate: Is there any reason you cannot work on our shift schedule? Avoid: do you have a physical disability? Alternate' Is there any reason you cannot perfonn the essential duties of this job as described? Avoid: How old are you? Alternate' Don't ask. Focus on person's ability to do the job. Avoid: Have you ever been arrested? Alternate: How are you going to get to work? Check attendance records. Avoid: Childcare-related questions. Akernate: Will you be able to work the normal hours of the shift? Or, is ther~ anything that would prevent you from working .___.(time) to ~(time). Have you ever been denied credit? Do you own your own home? Other questions personal questions not job-related. Only if financial imegrity is job-related, ask reference about negative performance which might be attributable to these or any other factors. OTHER DO NOT ASK SAMPLES 1. Are you married/single/divorced/separated/widowed? 2. Do you get along well with other women/the opposite sex/etc.? Appendix A: Recruitment Tools 10 I'btd, lb, 2U(Jl 9'30AIVlALAb;EA MUNI Lt'A(JUb NO, 2603 P, 3. How old is your youngest child? 4. Who will watch your children while you work? $. Are you supplementing your household income? 6. Are you expecting any more children? 7. Why aren't you married? 8. Will it bother your spouse if you travel for business or have to work overtime? 9. Will you be transferring soon due to your spouse's job? l 0. How do you feel about having to work with or report to members of a different race. 11. Are "you people" good at numbers, finances, (name any other task). 12. What do your parents do for a living? 13. Have you ever received welfare? 14. Were you bom here? Where were you born? Where's your family from? 15. What religion are you? Would you miss work to attend church, or temple services? 1.6. Do you get along with younger people at work? 17. Are you on any type of medication? 18. Are you physically able to do this job? Equal Employment Opportunity Act prohibits employment decisions based on, or questions asked about the following topics: Ago Previous address Religion Father's surname Maiden name Marital status Spouse's employment Parent's residence Loans/finances Personal bankruptcies Legal convictions not job-relevant Credit ratings Pregnancy Lack o separate restrooms Date of birth Length at present address Name of priest, rabbi, or minister Mother's surname Child or number of children Childeare arrangements Spouse's residence Hom¢ownership Wage attachments Arrests Foreign languages, unless required for the job Negative employment reference un1¢$$ rebuttal time is given Marital status Physical disabilities without exploring accommodations REMEMBER: What you really need to know is whether the person is going to be reliable, on time, and able to carry out the tasks and assignments of the position. Interviewers must ensure that all applicants have a fair opportunity to be hired. Thc greatest weakness of the standard job interview is that usually in less than one hour thc employer has to assess thc abilities, integrity, motivation, honesty, compatibility, stability, desire to work, and skill levels of one applicant. Following basic organi2ed imerview steps will reduce the possibility of infringing on someone's rights while maintaining good will of all applicants. Appendix A' Recruitment Tools II NOi 2603 P, lB KE T CM IKAN GATE,WAY BOROUGH MANAGER SELECTION _ BOROUGH STEPS IN THE SELECTION PROCESS 1. THE BOROUC-H ~5Ai~AG~R PROFILE: Define the position 9~alities of-~~-indi~dUal sought. - -- ' ..... _ a. Review the requirements of AS 29.23.140, Powers and duties of the boro~§h admi~±$trator a~-th~ ~[ana'ger' ~-j ob d~crip~ion to make ~-~'-e- ~-t contin- ues to accurately reflect the job's 'requirements. I ~yto 2 ~~ Approve criteria that all members are willing to support. 2. CCMPENSATION PACKAGE: a. Review the present salary range .t:o make sure the Borough remains competitive. b. Determine a' position with regard to moving ex- penses, fringe benefits, and so forth. Prepare for a possible discussion of an employment con- tract and the Assembly'~ position with regar.d to 3. COM}r0N!TY PROFILE- __ _ Approve an objective co,unity profile of the community and governmen~ s~ructure for potential applicants. 4. POSITION ANNOUNCEI{ENT AND ADVERTISEMENT- Draft a complete position announcement. Announcement ~hould be concise an~ not so b~ief it will precipitate the screening of unqualified candidates, A closing date ~hould be included. A minimum of three weeks after the first publication of the announcement is not unreasonable for setting a closing date. ~ 5 ACKNO~.,EBCE}qENT LE ~ ,ER: · __ a. Send an acknowledgement letter as.soon as an ap- plication is received thanking the applicant for interest and disclosing details of the selection process. b. Enclose the Con=nunity Profile. 4 to 6 w~z~ hi-l:5, ID, ~(JOl~J'J/AV AL/A:::::;ltA IVIUI~tJ. L~AL~UI- I~IL), ZOU.~ r', · SCP. EENING OF APPLICANTS: PRELIMINARY SCREENING GROUP The preliminary ~reeK~-mg group w0~ing as individuals and NOT as a group co~ittee wlll individually review a-~ of the resumes' and refer FIFTEEN (15) names each for further review. The ~ifteen (I5) names which receive the most referrals are forwarded to the Secondary Screening group. Recommended group composition: Municipal Attorney Revenue Collector/Assessor Planning Director Airport Administrative Assistant Borough Clerk President/School Board Chairman/Planning Commission Borough Mayor b ~ C ~ d · Send a letter to the remaining candidates advising them that they are mo longer under consideration. SECONDARY SCREENING GR0_UP_ The seven Assambly MemBers-&r~ the-~aC°~dary screening group which ~ill individually review the fifteen referrals and individually refer EIGHT ( 8 ) for b a ckgrbund checks. The eight (8) names which receive the most referrals will receive background checks. Send a letter to the remaining candidates advising them that they are no longer under consideration. BACKGP. OUND CHECKS: _ CONDUCTED BY TPZE ASSEMBLY Background checks are usually made~ith ~drk-related contacts. Other reference ideas include- municipal leagues of the state, elected officials, chamber of commerce, union leaders, editors of newspapers, superinten- dents of schools, members of your occupation, community college presidents, public utilities managers, former employer, not current or, e, and fellow employees. Phone calls are quicker and often more candid. b · C . ASSEMBLY MEETING Select candidates for interview. Notify candidates which are eliminated by phone or telegram and follow-up wi th a letter. Contact selected candidates to nmke trav~.l arrangements. ~eques~ that each cand';.da~e seud a telegram which -2- Req~gd - I ,to h~[5, I~, ZUL) I ~'J//AIVI /AL/A~,/A IVIUl~i Lh/AbUh . I~U, ZouJ t". I~D gives the names and contact phon-e numbers of each candidate's current elected officials, if any. Send packet of community information including excursion, si§britain§, travel and community pro- motion brochures. 8. INTERVIEWS: a. Make arrangements to pay travel expenses for can- didate and spouse and two day's accommodations, and con~ract with a tour company ro provide a community tour. Encourage candidate to spend additional time in Ketchikan. b. CC~'~ITTEE/BOROUGH MAYOR, BOROUGH CLEPJ~ BOROUGH ..EY: Arrange to meet c .ares, provi necessary orientation or ¢ommunit2 information to the candidate, and arran§e escort for tour of Borou§h facilities and introduction of department heads and staff. App~ox~~z Time~ At l~t I meek c. ,.ASSEHELY WORKING AS A CO~ITTEE OF THE WHOLE- 1 .,~ Z dmg~ Ifi.~erviews-~h6uld be-~fih~duled ~Ioi, ing 1~' h~u~$ each and ~hould b~ completed within on~ or two days. R~que~t each A$~e~blynmmber to fommlate .three (3) standard questions to ask each candi- date. Interviews are public. - c. DINNER - Schedule a dinner for all candidates after the interviews are concluded to view the candidates in a relaxed, social setting. Include the Mayor, As s emb lymembers, Borough A~torney, Borough Clerk and all spoumes. 9. N__E_G_OTIATIONS AND SELECTION- _ _ _ I to 7 days a. The Assembly may wish to have the Attorney's of- fice draft an employment contract if the concept is under consideration. b. Contact by phone and negotiate with the preferred candidate. F~nalize compensation package agree- ment. Notify remaining candidates by phone and follow-up with a letter. 10. pATE MEW }iANAGER 1S ON BOARD: Most administrators will require a minimum of thirty (30) days to giv~ notice to preson~ employers before beginning the new job. -3- hi-15, I~, ZUUI ~J'J/AIVI ALA:Z::;F,A IVIUI~It LEAL~UE , K~TCHIKAN GATEWAY DOROUGH MANAGER Recruitment Profile The following criteria are considered to be important qualifications and background for the Ketchikan Gateway Borough Manager to possess: Z_d.u cat. ipn__ a__n~_ Experience Degree from an accredited four-year college or university with a major in public-or business administration plus a minimum of five year's experi- ence as an administrator in municipal government. A combination of edu- cation, training, and expe~ience may be substituted for the required education when applicant possesses a demonstrated ability. Possess expertise in financial management aspects of local government, including capital improvement program planning, taxation philosophy, bonding alternatives and limits, traditional and innovative revenue, sources, all toward providing traditional municipal services wi.thin a framework of conservative fiscal values. Possess f-a~iliarity with contract administration and government purchas- ing; exposure to mitigation strategies in a community socially and eco- nomically impacted through rapid growth of a major indust, ry is a definite plus; particular experience in airport and ferry operations is desirable; ~amiliarity with public land management concerns is a positive influence. ,,~sess experience in positive personnel administration' and a reputation for dealing fairly and effectively with union and non-union employees. Have a record of continuing education and similar activities toward keep- ing abreast of modern, innovative management methods. · Special_ _ Qualification_~_ and... .... Management .... Style Ability to develop an eclectic management style drawing from all doc- trines and schools of management technique to produce the most desirable results. ~ Possess the experience and credibility to provide verbal and written input and alternatives ' regarding concerns relating to policy delib- eration~ or actions which pose significant financial or political im- plications. Be an adaptable public administrator who can work effectively in a cli- mate of fluid community attitudes requiring particular sensitivity for administrative responsiveness and flexibility. Possess an ability to recognize and support the fact that all citizen groups and olected official~; should have equal access ~o information and responsiveness to their concerns and inquiries. The manager will be expected to share information equally with the Mayor and all Borough ;embly members in an open, straightforward manner. I-1-15, I~, ZUUI ~J'J/AIVI ALAbKA IVlUl~ll LI:.AL~UI- Recruitment Profile - Page 2 Be sensitive to the community's lifestyle needs and community heritage, and effectively balance those qualities with responsible growth and de velopment needs. Have the personality and skills to work openly and effectively with all persons including those who possess diverse opinions and perspectives on the role of local government. Be comfortable and willing to be readily accessible to elected officials, staff and citizens. Be able to administer activities of. the Borough and participate in commu- nity activities while maintaining moderate personal/professional visibil- ity in the community. Have skills in working with elected officials in developing and maintain- ing a positive public re.lations program ~hat strengthens both the cred- ibility and the image of the -Borou~'h ~jovernment. Be an initiator and innovator who is willing to try new methods and prac- tices to improve service without materially increasing costs; and adept at consolidating to meet goals in spite of limitations or restrictions on resources. .. .-,.. Be committed to a team approach in working with staff by communicating and sharing information rea4ily and creating a leadership climate which provides guidance, challenge, and motivation for employees to participate in developing alternatives for decision-making to achieve the goals of their particular departments. Have an ability to reach timely 4ecisions, explain the reasoning for such decisions, accept accountability for decisions as Well as support rec- ommendations which have been requested and accepted from staff. Possess good communication skills with an ability to express ideas and relate information (written and oral) clearly, concisely, and effectively and to be a goo~ listener. Per-~onal Qualities Have a personality and professional style that is flexible and adaptive while dealing with all in a business-like manner. Possess unquestioned personal and professional integrity. Project a "professional presence" in manner, appearance and behavior. Be a personable individual who is able to establish rapport with persons from all segments and philosophies of the community and who feels com- fortable relating to people and problems involving a wide variety of human and community needs and concerng, - Be willing to devote substantial amounts of time to meetings and activ- ities occurring beyond normal office hour~. Carol Freas From: Kevin Ritchie [kevinr@pobox.alaska.net] Sent: Friday, February 16, 2001 12:31 PM To: khoward@ci.kenai.ak.us; cfreas@ci.kenai.ak.us; Linda Swarner (E-mail) Subject: FW: Gleason & Associates Here is the result of my inquiry kevin Ritchie ..... Original Message ..... From: Hedtke, Eric [mailto:EHedtke@LIVlNC.ORG] Sent: Friday, February 16, 2001 7:58 AM To: 'kevinr@pobox.alaska.net' Subject: Gleason & Associates Kevin, I was able to talk the city administrator for the city of Redwood Falls, Jeff Weldon. He has nothing but good things to say about Gleason & Associates. He indicated that they have used "his" services more than once, to hire the city of administrator and police chief. He said that they used Gleason & Associates to do background checks and as a depository for resumes. He said that the services were timely, accurate, searches were cusomized, and that "he" made suggestions. The conversation was summarized by saying that Gleason & Associates "come though" and the city would use them again. The city of Redwood Falls is about 5000 people. If you, or your city, have any specific questions, the phone number for Redwood Falls is 507.637.5755. I believe that Jeff would be more than happy to talk with you. I left messages with the city Administrators of the other three cities. Two are about 4500 people, while the other is about 13000. I will be sure to let you know if l hear anything that differs from what I heard from Jeff. Please let me know if there is anything further that I can do for you. Sincerly, Eric Hedtke Staff Attorney League of Minnesota Cities 02/16/2001