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HomeMy WebLinkAbout2007-09-15 Correspondence CITY OF IOWA CITY Iowa City, Iowa City Manager Search - . Bob Slavin has twenty-eight years experience in local government search and has conducted more than 600 recruitments . . Local Formed In 1991 - Home Office in Norcross, Georgia - Other offices in Dallas, Hartford and Mesa Government Recru iter About Slavin Management Consultants . . . . Davenport I owa Experience :...\/ , College Town Experience · Ann Arbor, MI · Berkeley, CA · Columbia, MO · Evanston, IL · Fort Collins, CO · Gainesville, FL · Kalamazoo, MI · Laramie, WY · Oberlin, OH · Springfield, MO · Ypsilanti, MI Pertinent Experience Project Summary · Develop the Recruitment Profile · Identify and Recruit Qualified Candidates · Evaluate Candidates · Make Recommendations - Assist Selection and Facilitate Employment · Establish Evaluation Criteria and Follow- up I I , ~ 'c L T,.\ }; TS TA }; T S . Day 60 - 360: Subm assist with interviews it final report and . Follow-up. . . . . Typical process takes 60 - 90 days. First 30 days: Develop ads and profile, network, receive and review resumes. Day 30 - 45: Screen and evaluate candidates, progress meeting and report. Day 45 - 60: Interview and evaluate candidates. Project SchedUle Staff · Robert Slavin, President · Paul Wenbert, SMC Western Regional Manager - Former Ames Assistant City Manager and former Newton City Administrator and Past President of the Iowa City County Management Association · Sam Trager, SCM Managing Consultant · Additional Staff is Available '"' Pricing · Professional Fees · Expenses · Total Costs · Guarantees 'W '. Summary · Results Oriented · Extensive Experience · I nteractive Style · Committed to Client Satisfaction THE PAR GROUP Public Management Consultants, LLC CHICAGO 100 North Waukegan Road, Suite 211 Lake Bluff, Illinois 60044-1694 TEL 847/234-0005 FAX 847/234-8309 www.pargroupltd.com Celebrating Over 30 Years Service to a National Clientele CITY OF IOWA CITY, IOWA CITY MANAGER RECRUITMENT SUPPLEMENT AL INFORMATION 1. EXPERIENCE RECRUITING A DIVERSE CANDIDATE POOL A. Leaders in Promoting Diversity in the Profession . Black Caucus in ICMA in 1970's . National Forum of Black Public Administrators Pro Bono Search for Current Executive Director . "Women in ICMA" Leadership Role . Appointments of Some of the First Women and Minorities to Manager positions in the 1970's B. Excellent Record of Recruitment and Selection of Women and Minorities in Recruitments for Municipal Managers and Department Heads . 25% of Candidates Recommended for Interview in Past Seven Years have been Women and Minorities . 26% of Appointments in Past Seven Years have been Women and Minorities C. Three Specific Strategies to Proactively Develop Diverse Candidate Pools . Targeted Professional Announcements in Print and Internet Sites . Targeted Invitations From our Database and Broad Knowledge and Contacts With Municipal Government Professionals . Personal Contacts and Outreach to Leadership in Women, Minority, and Ethnic Based Professional Associations Assisting in the Achievement of Excellence in the Public Service Since 1972 2. EXPERIENCE INVOLVING COMMUNITY MEMBERS IN A P ARTICIP A TORY PROCESS A. Participation by Community Depends on Community Culture B. Three Basic Models of Community Participation . Selected Community Representatives in Developing the Recruitment Profile-Usually 10 to 15 Business, Other Governmental (Schools, Library, Park Districts, etc.), and Community Groups . Broad Community Input in Developing the Recruitment Profile - Usually Involves 50 to 100 People. -Some are Invited to Attend as Representatives of Various Community Institutions and Organizations -Some are Invited by Mayor and Council Members -Some are Invited to Open Forums Held City-Wide or By Council Districts . In Addition to Developing the Recruitment Profile, some Municipalities Involve the Community in the Screening and/or Selection Process in One or More ofthe Following Activities -A Screening Committee (approximately 7 Members) Reviews a "Short List" of Candidates for or in Conjunction with the Mayor and City Council - A Citizens Committee Conducts Parallel Interviews of Finalist Candidates At the Same Time that the Mayor and Council are Conducting Interviews and Shares Their Observations With the Elected Officials Before the Elected Officials Make Their Decision - A Social Event is Held Where Invited Community Representatives have the Opportunity to "Meet and Greet" the Finalist Candidates and Share Their Observations with Elected Officials 3. OVERVIEW OF TIME LINE AND PROCESS WE PROPOSE FOR THE CITY MANAGER RECRUITMENT A. Overall Timeline For a Typical Search is 12 Weeks Per the Attached Timetable . Begin Process Within 2 Weeks of Notice to Proceed . Broader Community Participation Will Increase the Timeline by 2 to 3 Weeks . Christmas and New Years Holidays May Increase the Timeline by 2 Weeks B. We Propose a Process Which Has . As Broad a Community Input in the Development of the Recruitment Profile as the Mayor and City Council Desire . A Social Event Where Invited Community Representatives "Meet and Greet" the Finalist Candidates and Share Their Observations With Elected Officials IOWA CITY, IOWA CITY MANAGER RECRUITMENT TIMETABLE - . - ',., ':,"-" '. ""', . 1':,-: ", ,',,-,"''',:'',,'' '....':, " ""_" . ' " .:" Elapsed Weeks for ~Recruitm.eJ:it 'Pro~ess ...,.,... Activi~ - 12 11 10 9 8 7 6 5 4 3 2 On-Site Interviews with City Officials and Staff; Consultant Development of Recruitment Profile and Approval by Client Interview Candidate Identification, Search, Screen and Evaluation by Consultant Consultant Prepares Report and Delivers Recommendations of Qualified Candidates Selection of C~andidate Finalists by Client, Additional Background Checks, Report Preparation and Presentation by Consultant First Round Interviews of Selected Finalist Candidates by Client Second Round Jnterview of Finalists and Selection of Final Candidate by Client, Begin Negotiation of Compensation and Employment Conditions, Present Offers, Acceptance and Appointment ItmlTHE PAR GROUP I~~ j ~ Public Management L~ Consultants, LLC Bennett Yarger w. Start With Three Questions Iowa City September 15. 2007 Bennett Yarger . We will design a process that meets Iowa City's needs. . Internal and External consultation. . Town Meetings with Citizens Iowa City September 15, 2007 Bennett Yarger . How will you determine if the appointment of a City Manager was a success? . What are Iowa City's critical issues. . What type of Stakeholder Participation is right for Iowa City? Iowa City September 15, 2007 Bennett Yarger . Iowa City has the highest % of citizens with college degrees. . It is home to U of I . University and City depend on each other. Iowa City September 15, 2007 1 Bennett Yarger . The Council Approves the Profile. . It must be Iowa City's Profile not ours. . Then we commence recruiting. Iowa City September 15. 2007 Bennett Yarger . 60-65% of effort is in scoping and networking. . Knowing our client and its needs and effective networking are the keys to success. Iowa City September 15, 2007 Bennett Yarger . Selected Networking - Cities with Universities - NLC/ICMA - Complex environments - Seek diverse pool Iowa City September 15. 2007 Bennett Yarger . We have a collaborative approach. . We don't work in a closet. . We work with the City to decide who will be interviewed. Iowa City September 15, 2007 2 Bennett Yarger . Diversity . Dr. Lawrence Davenport . Former US Asst. Sec of ED . Author Career and Minorities Iowa City September 15, 2007 Bennett Yarger . We would be honored to serve the City of Iowa City. Iowa City September 15. 2007 Bennett Yarger . We facilitate the Interview Process . We provide through reference checks . We help close the deal as an honest broker. Iowa City September 15, 2007 3 }~,f:-'?' '~'!';1,_'j<':o' ~,S' East Hampton, (1 Town Manager ../ , \'{ ~n ~ Bennett Yarger Associates Introduction Bennett Yarger Associates has been retained by the Town of East Hampton, CT to assist in recruiting its new Town Manager. This profile and Challenge Statement draws from our discussions with members of the Town Council, staff members and various community representatives. It describes our understanding of the organization, the challenges that lie ahead for the successful candidate, and the professional and personal characteristics an ideal candidate would possess. For more information about the Town of East Hampton, please visit its website: www.easthamptonct.org Background on the Town of East Hampton East Hampton is located in Central Connecticut on the eastern bank of the Connecticut River. The Town is a 40-minute drive from Hartford's center at peak periods and a 25 minute drive at off-peak times. The coast, which faces Long Island Sound is a half hour drive away. No arterial roadways traverse the Town. The town consists of 38 square miles of largely wooded or pastoral land and includes the largest natural lake in the state. The Town possesses a few modest commercial or industrial concentrations. Historically the main industry in East Hampton was the manufacture of bells, which commenced early in the I800s; over time this led to metal production of all kinds. Unoccupied manufacturing buildings formerly used for this purpose dominate the town center. The Town was settled early in the colonial period by people from Eastham, MA hence the name East Hampton. Shipbuilding was an important part of East Hampton's past. There is a Historic District along the Connecticut River to preserve the architectural legacy of this industry. The 2000 US Census estimated the population at 10,957. (Note: The population for 2000 is often stated as about thirteen thousand, the result of an error in the 2000 census that was later corrected). The current population is estimated in the twelve to thirteen thousand range. Median household income in 2004 was $72,443 per year well above the median income of the County and the State. The population has a relatively high level of educational attainment with forty percent of the population having a post secondary degree. The Town, through its Board of Education, operates a K - 12 school system. The total number of pupils is approximately 2, I 00. Of these approximately eight percent are eligible for free/reduced price meals. East Hampton faces significant growth pressures. The current population is estimated to be significantly higher than the 2000 census. The number of housing units has increased significantly. In 1990 there were 4,205 units of housing; in 2005 there were 4,998 units of housing. Of this increase of 793 units, 586 or 73% were constructed in the 2000 - 2005 period. In 2005 - 2006 approximately 150 new homes were built. Over the next fifteen years the school age population is expected to remain stable or decline modestly while the population over fifty-five is expected to double from the fifteen percent recorded in 2000. In 2006 East Hampton prepared a Plan of Conservation and Development. This document is available on the Town's website. Noteworthy in this document is the response to a question concerning growth in the town. Forty-seven percent of respondents thought the growth rate was about right and forty-three percent thought it was too high. This roughly even split neatly frames the dilemma faced by Town Officials. The rising cost of land closer to Hartford is making East Hampton a more attractive place to build and/or buy a home but a significant portion of residents are concerned about the potential loss of the small town character of East Hampton. According to the Plan build out of vacant land currently zoned for residential use could add as many as 3,530 additional housing units. East Hampton faces a variety of capital needs but most acute is the need to enhance the public water supply. Most citizens have relied on wells or the approximately 55 community water systems serving various collections of homes and businesses. The Town is in the process of approving a plan for comprehensive development of a town managed water supply system that would replace the current highly fragmented system. Enterprise financing is envisioned and a referendum to approve the project will be required. Organizational Design and Governance East Hampton's Charter, available through the Town's website (www. easthamotonct.orl!), establishes the governing body as a seven member Town Council. All seats on the Council are elected every two years and candidates run on a partisan basis. The next Council election is in November, 2007. The Council is the legislative body of the Town. In addition to the Town Council a seven member Board of Finance is elected for four year overlapping terms. The Board of Finance is responsible for presenting a proposed annual town budget prepared with the assistance of the Town Manager to the Town Council. The Council may make adjustments to the proposed budget but may not exceed the total established by the Board of Finance. The charter has provisions for negotiations between the Council and Board of Finance over the budget. The budget is enacted when it is approved in a referendum. The existence of the Board of Finance and the referendum process for budget approval is a legacy of the long tradition of Town Meeting governance. The Town Council appoints the Town Manager for an indefinite term. The position of Town Manager is firmly established in East Hampton. The Town provides the full range of public services typical of a medium sized New England Town. 1\\'0 exceptions are fire suppression service provided by a Volunteer Fire Department and EMS which is provided by a Volunteer Ambulance Association. A Fire Marshall, a full time employee of the Town, engages in fire protection activities including enforcement of fire regulations. In general Town employees are unionized. There are three bargaining units and labor relations are considered positive. The Town has an approximate total of 125 employees, not counting employees of the school department. As is typical of New England municipalities the Town is responsible for the construction and maintenance of all municipal buildings including schools. Public Finance East Hampton is in very good fiscal condition. It has an Al bond rating and has taken a prudent approach to financing public improvements. For the region it has a relatively low tax rate. It is particularly proud of its ability to maintain a positive fund balance now equal to roughly ten percent of expenditures. Seventy percent of revenues come from the property tax with about twenty-six percent coming from intergovernmental transfers. Education is the largest expenditure category representing sixty-six percent of expenditures. Debt Service represents about eight percent of expenditures. Challenges for the Town Manager Until recently East Hampton was largely by-passed by the growth pressures radiating out from Hartford. In this it is similar to other towns on the east bank of the Connecticut River. Interstate 91 following the west bank has drawn the bulk of regional development into its corridor. The east bank, with a transportation system consisting of country roads has been insulated from a large portion of metropolitan growth pressures. However, with land prices increasing throughout the region, significant housing growth has occurred in East Hampton during the last five to ten years. The composition of the Town Council has changed. In November 2005 five members of the Chatham Party were elected to the Town Council gaining effective control. The Chatham Party (htto://www. chathamparty.org) was formed to present an independent slate of candidates at the last Council election. None of the newly elected Council members had held political office previously. During the first eighteen months in office the Council enacted several initiatives including the establishment of an Ethics Commission, a Design Review Board, a Commission for Lake Pocotopaug, a Redevelopment Agency and a Streetscape Steering Committee to guide implementation of a five hundred thousand dollar state grant. In this context the new Town Manager will need to address the following challenges: Increased Service Demands. The Council has created new municipal organizations and revitalized others to address growth and development management needs of the town. The Council has made fresh appointments to key Boards. A new Managerwill need to assess whether the existing staff and organizational structure has the depth and breadth to support the pro active agendas that are contemplated as a result of these Council initiatives. In addition, the requirement for a municipal water system and related infrastructure improvements will require thoughtful attention. Municipal staffing is lean and additional resource commitments may be required, but these will have to be accomplished in the context of a tradition of frugality. Managing the Town's Response to Growth Pressures. The decisions the Town makes in the next several years to address the issues raised in the Plan of Conseroation and Development will require facilitation by the Town Manager. As the decisions are made they will require enhanced municipal capacity and the support of a broad cross section of the population. The Manager and Council will need to work closely in shaping decisions and engendering a climate of public support for implementation. . Economic Development. The new Town Manager will need to forge closer linkages between the Town's land use regulatory system, operations of line departments and new boards so that economic development projects can continue to be approved expeditiously while conforming to new and emerging rules and policies. The Manager will need to be an advocate for targeted economic development initiatives that are consistent with the approaches described in the Plan for Conservation and Development. While for the foreseeable future the Town will raise most local revenue from residential property taxes, the Town will need to move toward diversifying its revenue base. . Developing and Sustaining a Vision. Expectations are high that the flurry of civic activity that has characterized the last few years will set the framework for decision-making in East Hampton. But there are risks that these efforts may fizzle or be only marginally effective. Working with the Council and other key actors the new Manager will need to be a public advocate for implementation of the plans and initiatives that have been recently developed. The action steps to support plans need to be identified, funded and implemented. The Town has developed significant momentum in addressing development issues but the process will require continuous nurturing and on-going support from the Town Manager. . Staff Development and Institutional Capacity. A single individual has led the organization for a long period. The current Manager has served the Town since the early 1980s and expects to continue in office until mid October. Many Town employees have not had the experience of working with a different leader or of going through a management change. A new Manager will need to make a careful and professional assessment of staff capabilities and also of the organizational structure to determine how best to shape the organization to meet current challenges. A few retirements are likely to occur in the next few years giving the Manager opportunity to begin to shape the next generation of leaders. The general view is that East Hampton's employees are fairly compensated and professional. The volunteer organizations that provide fire suppression and EMS services are assets of the Town, especially when compared to the costs of staffing this function with Town employees. Developing approaches that support and sustain these organizations will be important. Like most Connecticut municipalities virtually all employees are members of collective bargaining units. Managing the bargaining process in a fair but firm way will be important. The Ideal Candidate The Town Council seeks a Town Manager willing to commit to a tenure long enough to build the capacity to address the current growth management issues and set the stage for developing and implementing policies that will improve the organization and its ability to address service demands and capital needs. East Hampton needs a leader and problem solver who can address current concerns in a way that sets the stage for strengthening the organization and enables the development of a shared vision. The following attributes have been determined important in East Hampton's next Town Manager. Personal The next Town Manager needs to be . Able to demonstrate unquestioned integrity in interactions with officials and citizens. . Able to deal with the ambiguity inherent with supporting a governance system for a complex community that is conflicted about the relationships between the value of local government services and their costs to citizens. The ideal candidate must lead and facilitate the improvement of government practices and assist in building consensus on critical issues. . Able to play a stabilizing role in a community in which political power, organizational structure and behavior are shifting both on a generational and philosophical basis. . Able and willing to playa highly visible role in the community. The ideal candidate must participate broadly across the leadership structure of the community and region and be a champion of the community. The Town Manager must be comfortable, engaging directly with citizens. . Able and willing to work openly with community groups and employees but not in a confrontational manner. A direct, collegial, facilitative style that fosters joint problem solving is needed. The Town Manager can have no agenda beyond being a professional. . Able to be a vocal and positive spokesperson and representative for the Town's agenda at Council Meetings, public forums, state agencies and with the media. The successful candidate must be able to use the status inherent in the Town Manager's position to advance the Town's agenda. . Able to assume the strong managerial role specified in the charter, but without becoming a micro manager. The Town Manager must be able to engage the organization on a personal as well as professional level. The successful candidate will be direct, facilitative, and clear. . Able to establish a goal-oriented environment by establishing, maintaining and promoting policies and initiatives. But do so by being a genuinely inclusive leader who is capable of exerting influence and direction in a manner that shares successes with the elected officials, professionals and volunteers. The successful candidate must lead by example and commitment. Professional The Town Manager should be . A mature leader of a comparable organization with extensive personal experience in growth management, finance, and staff development. Excellent communication skills are essential. . A professionally stable Manager with a record of tenure and consistent career growth. The Town does not seek a resume builder. They do seek a committed management professional willing to stay for a significant period but who is also willing to take risks to improve the organization. Skill in forging a management team will be important. . A demonstrated background in guiding the development of a shared vision for communities. The ideal candidate must be a coalition builder, equally at home with private sector and community leaders. . A demonstrated track record of positioning communities to engage in successful and sustained economic development. The ideal candidate will have experience in developing institutional economic development capacity including the formation of public-private partnerships, experience in deal structuring, rezoning, and advocacy. A record of developing effective relationships with municipal land use regulatory boards is important. . A proven municipal Manager. The ideal candidate will have a bachelor's degree and the knowledge typically gained in a Masters program would be valuable. A minimum of five to ten years experience as a City or Town Manager is preferred. I Experience as a seasoned Assistant Manager in a complex environment will be considered. A record of professional development and training is important. . The successful candidate must be a well-rounded Manager with a track record of managing complex customer service organizations within constrained financial resources. The ability to foster a shared vision is essential. Municipal planning and grantsmanship skills are also strengths important to this position as is the ability to develop and maintain professional relations with key state and regional agencies. . A balanced communicator with a proven track record of informing the elected leadership of critical policy and service initiatives. The new Town Manager must be capable of keeping all officials comprehensively informed, while staying detached from the political process and ensuring that staff maintains a similar detachment. . A mature, experienced Manager with an understanding of how to lead a relatively small, complex community. This is not a position for a person seeking his or her first appointment as a Town Manager unless that person has served a number of years as an assistant manager in a municipality of comparable complexity. The successful candidate must have a well-honed understanding of local political processes. . The Town Manager must be both strategic and tactical. He or she must be experienced in working effectively in a political environment providing impartial guidance to elected officials to identify and address the long-term strategic needs of the community and the short-term tactical steps necessary to deliver services. . A practical consensus builder, but willing to make decisions. . Someone who is creative and willing to advocate for issues that improve the community and who can effectively play the leadership role envisioned by the Charter. Not a caretaker. Salary and Schedule The search begins in early August 2007 and will conclude in October 2007. The application deadline is August 31, 2007. Direct compensation is anticipated to be in the $105,000 to $125,000 range, DOQ, plus benefits. The Town has made expenditures to support participation in defined contribution retirement plans and will consider this option for the new Manager. The Charter requires residency within one year of appointment. How to Apply Visit our website to apply, www.BennetiYarger.com. Please identify this recruitment on our homepage, combine all your documents into a single file and complete the electronic application form. Richard Kobayashi, President Bennett Yarger Associates P. O. Box 1360 Plymouth, MA 02362 Tel: 5081209-0055 Fax:508f418-7222 email: rkobayashi@bennettyarger.com Electronic correspondence preferred.