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HomeMy WebLinkAbout2008 09-30 SM Agenda Item D1 AGENDA REPORT TO : City Council FROM: Charles Ahl, Acting City Manager SUBJECT: Special Meeting: Review and Discussion on City Manager Search Profile DATE: September 29, 2008 INTRODUCTION/SUMMARY City Council members Hjelle and Nephew have called a special meeting for the purpose of discussing and approving the City Manager Search Profile, prepared by consultant Steve Bernard from The Par Group. I have attached the following documents to assist in this discussion: 1. September 25, 2008 message from Steve Bernard, delivered by e-mail, regarding Steve?s explanation of the profile process and recommendation to the Council on proceeding. 2. List of Persons interviewed by Steve Bernard on August 18 and 19 for the background information to prepare the profile. 3. Draft Recruitment Profile prepared by Steve Bernard, dated September 17, 2008 4. Comments from Mayor Longrie on the Draft Profile, dated September 23, 2008 5. City Manager Recruitment Proposed Timeline from June 2008 th On October 6, the Council will have on the agenda at the Work Session, a discussion on the process for establishing interview panels, including recruitment of panel members, the number of persons on each panel, along with questions to be asked in the interview process. RECOMMENDATION It is recommended that the City Council approve a Recruitment Profile for use by Steve Bernard in retaining candidates for City Manager. Attachments as listed above September 25, 2008 Mayor Longrie and Members of the City Council: It is my understanding that the Mayor and Council members have reviewed the draft profile submitted for your individual review, comment and approval. It is further my understanding that the four members of the Council has approved the profile and that Mayor Longrie has requested substantial changes. The following is my response to the Mayors requested changes. Let me begin by defining the purpose of the recruitment profile as stated in our proposal and contract. The purpose of the profile is strictly as the primary marketing piece that will be printed, placed on websites and mailed to prospective applicants. As such it is designed to be short, direct and intended to provide a easily understood overview of the community, the city organization, to generally outline the primary challenges and issues facing the community and the City organization over the next few years and to lay out the qualities and qualifications needed in the next City Manager. To accomplish this we conduct short, confidential, one-on-one, open-ended interviews with the Mayor and City Council, key department heads, union representatives and other stake-holders as identified by the City. Over the course of two days I interviewed approximately 30 people. As I indicated in each interview I would be asking the same two broad and open-ended questions: ?From your perspective what are the key issues and priorities facing the City and the organization over the nest few years.? And therefore ?What are the qualities and qualifications most important in your next City Manager. This process was not intended to render detailed and/or quantifiable community priorities or segment by type or any other way what I was being told. It was for the purpose of giving me a broad perspective to incorporate in to this marketing piece. To develop the details requested by the Mayor would require an entirely different kind of interview process and to include that information in the marketing profile would render it ineffective for the recruitment process. I would strongly recommend that we proceed with the recruitment profile as approved informally by four members of the City Council. I await your instructions. Best Regards Steve Bernard Senior Vice-President The PAR Group List of Persons Interviewed by Steve Bernard For City Manager Profile August 18 and 19, 2008 City Council Members: Dianna Longrie John Nephew Erick Hjelle Kathleen Juenemann Will Rossbach Commission & Board Chairpersons: Lorraine Fischer ? Planning Commission Linda Olson ? Community Design Review Board Gary Pearson ? Housing Redevelopment Authority Peter Fischer ? Parks and Recreation Commission Ginny Yingling ? Environmental and Natural Resources Commission Ron Cockriel ? Historical Preservation Commission Marlene Palkovich ? Police Civil Service Commission Department Heads: Chuck Ahl ? Public Works/Acting City Manager Dave Fisher ? Community Development Dave Thomalla ? Police Department Steve Lukin ? Fire Department DuWayne Konewko ? Park Development/Public Works Karen Guilfoile ? Citizen Services Mychal Fowlds ? IT Robert Mittet ? Finance Terrie Rameaux ? HR Representative Attorneys: Chuck Bethel Alan Kantrud Labor Union Contacts: AFSCME? Scott Schultz (Sub: Bob Running) LELS Police Officers ? John Bohl LELS Sergeants ? Flint Karis (Sub: Scott Stephen) Metro Supervisory Assn (MSA) ? Larry Farr (X2342) Confidential & Supervisory Assn (MCSA) ? Dave Kvam (X2620 Firefighters (IAFF) ? Rich Dawson Fire Supervisors (IAFF) ? Paul Everson Strikethrough DID NOT meet with consultant due to schedule conflicts DRAFT: September 17, 2008 RECRUITMENT PROFILE CITY MANAGER CITY OF MAPLEWOOD, MINNESOTA This Recruitment Profile outlines the qualifications and experience identified as important for the position of City Manager. The Profile was prepared following discussion with the Mayor, City Council, Department Heads and community leaders as well as a review of written material relevant to the City of Maplewood and the City Manager?s position. Importantly, this Profile will be used as a primary guide in the recruitment process, providing specific criteria by which applications will be screened and individuals selected for final interview and appointment consideration. All inquiries relating to the recruitment and selection process for the City Manager position are to be directed to the attention of the Consultants working with the City of Maplewood. Formal applications are to be sent to the attention of: The PAR Group ? Paul A. Reaume, Ltd. 100 N. Waukegan Road, Suite 211 Lake Bluff, Illinois 60044 TEL: 847 / 234-0005 FAX: 847 / 234-8309 Email: resume@pargroupltd.com Inquiries and questions should be directed to: Steve Bernard, Senior Vice President The PAR Group TEL: 616 / 308-4899 FAX: 616 / 791-8812 Email: sbernard@pargroupltd.com COMMUNITY BACKGROUND The City of Maplewood (population 36,400 ? 19.13 square miles) is a first ring suburb in Ramsey County immediately abutting the City of St Paul, the state capitol. The City of Maplewood was incorporated in 1957 and became a Plan B Statutory City in 1974. Today Maplewood is the largest suburban community in Ramsey County and has been one of the fastest growing, although the community is nearly fully developed. It borders St. Paul to the north and east, and is linked to the greater metro area by several major freeways?Interstates 94, 494, 694, and 35E and Highways 36 and 61. It is the home of the Maplewood Mall?a vibrant shopping mall that support a large variety of retailers, including Macy?s, Kohl?s, Sears, JC Penney, and specialty stores. Just west of the Maplewood Mall is the 86.8 acre Legacy Village site. The mixed-use development will include commercial / office space, medical / office space, retail / restaurants, and 850 housing units. Maplewood has an excellent school system, established city park and recreation programs, and several community recreation facilities, including the Maplewood Community Center and Battle Creek Recreation area?both of which house dynamic water parks. The community is the home to large and small employers, including the world headquarters of 3M and it?s 11,000 local employees, Schroeder Company, Inc., and St. John?s Northeast Hospital. The St. Paul / East Metro area (including communities in Ramsey Washington, and Dakota counties and parts of western Wisconsin, of which Maplewood is a part,) is an economically diverse, fast- growing, and dynamic region. Part of the burgeoning Twin Cities metropolitan area, the St. Paul East Metro area is home to more than 1.1 million people and dozens of industry-leading companies like 3M, Medtronic, Ecolab, and Travelers, among many others. The area is consistently ranked as one of the best places to live, most recently by Kipplinger?s Personal Finance as #2 on its list of the ?50 Smart Places to Live.? The Twin Cities also boasts one of the most competitive environments for business in the world. According to the 2006 Development Report Card for the States, released by the Corporation for Enterprise Development, Minnesota and Massachusetts have the best economic climates in the U.S. The states were the only two to earn straight ?A?s? for the vitality of their businesses, the performance of their economies for workers, and their positioning for future economic growth. Minnesota?s education system is a national model. The state?s public school open enrollment program allows students to enroll in schools outside their district, and the post-secondary enrollment options program encourages high school students to attend colleges tuition-free. Students have greater access to computers than do students in 45 other states. Young people learn work skills early too. The teenage workforce participation rate is the highest in the U.S. Young adults have access to great schools, which in turn produce a very high graduation rate. The St. Paul / East Metro area is home to many nationally recognized private institutions, including Macalester College, University of St. Thomas, College of Saint Catherine, Concordia University Saint Paul, Hamline University, Bethel University, and Northwestern College. In 2007 Macalester College ranked 24 among the 215 national liberal arts colleges in the U.S. News & World Report Rankings. The University of Minnesota?with campuses in St. Paul and Minneapolis, as well as several locations in non-metro areas?is one of the largest public land-grant research universities in the country. Known globally as a leader in teaching, research, and public service, the University of Minnesota consistently ranks among the top 20 public universities in the nation. According to United Health Foundation?s ?American?s Health: State Health Rankings,? Minnesota tied New Hampshire as the healthiest state in the nation. That recognition is due in large part to the St. Paul / East Metro area?s commitment to offering some of the nation?s finest healthcare. For the second consecutive year, a University of Florida report recently ranked the University of Minnesota as one of the top public research universities in the country, and the Mayo Clinic (located southeast of the St. Paul / East Metro area in Rochester) affords residents access to one of the nation?s top medical centers. Mayo Clinic offers diagnosis and treatment in virtually every medical and surgical specialty, and serves as a regional standard for medical practice, research, and education. CITY GOVERNMENT The City government operates by authority of State statutes, plan b government, which establishes the Mayor, Council, City Manager form of government. The governing and policy making body is headed by the Mayor, who is elected at large on a non-partisan basis and serves a four year term. The Mayor serves as the ceremonial spokesperson and presides over all meetings of the City Council and has a vote on all council matters. The four members of the City Council are elected at large for four-year overlapping terms. The City Council appoints the City Manager and the City Attorney. They serve at the pleasure of the City Council. All other City employees are appointed by the City Manager. The City Manager plans, develops, and implements diverse City services to meet policy requirements and address community needs, oversees the organization and direction of all City departments, and ensures compliance with contractual and regulatory obligations. The City Manager prepares the fiscal year operating budget for consideration and adaptation by the City Council and has responsibility for administration of the adopted budget. Services provided by the City are Police services, Fire and Emergency Medical services, Public Works services, Parks and Recreation services, Planning and Building Inspection services (see organization chart). The 2008 fiscal year operating budget beginning January 1, 2008 is $31.4 million. There are 166 full-time employees. ISSUES, CHALLENGES AND OPPORTUNITIES In interviews with the Mayor, Council Members, Department Heads, Union Leaders, and Community Leaders, the following were identified as critical issues, challenges, and opportunities requiring the City Organization?s, the City Council?s, and the City Manager?s attention over the next several years. ? Increased focus is needed on developing the municipal organization, improving communication and respect among the Mayor and City Council members, between the City Manager and the City Council, between the City Manager and the City Staff, advancing a team management approach within the City organization, expanding community awareness and involvement, and emphasizing customer relations are critical priorities. ? Increased attention must be given to reestablishing trust among the City Council, the City Administration, the Unions, and the City employees. ? Develop and maintain a balanced operating budget and financial plan with sufficient reserves to meet future operating and long-range capital improvements needs. ? The City, as a first tier suburb, has limited opportunity for new residential, commercial, and industrial development. Those few remaining opportunities must be carefully planned and implemented to maximize their potential. ? Effective community redevelopment is the primary strategy that must be employed to assure continued economic vitality. ? The City is in the process of updating its long-range 2030 Comprehensive Plan in accordance with Minnesota statutes. This Plan must be completed, adopted and implemented. It will provide an updated land use, natural environment, transportation and community facilities, and infrastructure plan for the City of Maplewood as part of the Metropolitan Council?s 2030 regional framework. CANDIDATE QUALIFICATION CRITERIA The Mayor and City Council are seeking candidates who have strong leadership, economic development, financial management, organizational, analytical, and interpersonal skills. The ideal candidate will be an experienced, creative, flexible, and adaptable professional who can effectively address the City and community needs and who has the ability to work in partnership with the Mayor and Council to professionally represent the City in a variety of economic development, intergovernmental, regional, and community settings. Vision and ability to recommend successful strategies to achieve the City?s long-range goals is a strong expectation. The challenges and opportunities facing the City of Maplewood call for particular experience, skills, and professional commitment on the part of candidates for the position of City Manager. The following factors of education, experience, management style, and personal traits have been identified as ?ideal? attributes for the City Manager to possess in order to function effectively in the position. The anticipated salary range for the position is $120,000 to $135,000, with starting salary being negotiable, depending upon qualifications and experience. Education and Experience (Not in order of importance) Achievement of a Master?s degree in Public Administration or related field is preferred. Have an orientation toward continuing education and professional development for self, staff, and employees ? keeping up to date and abreast of modern, innovative methods. Be a particularly capable, strong general manager, with a background of progressively responsible municipal management experience and demonstrated capacity to successfully administer and direct the activities of a full service municipality; experience as a City Manager or Assistant City Manager in a city and municipal organization the size of Maplewood or equivalent is considered important. Have a successful experience in public relations, being comfortable in taking a visible role in articulating approved City Council policy positions to the media and community groups and citizens. Be capable of attracting, developing, and retaining highly qualified professional staff and workforce, maintaining a strong team management approach in municipal services delivery and administration of municipal programs and activities. Have broad knowledge of infrastructure issues and concerns, with experience utilizing a formal process to review capital improvement needs annually and forecast needs into the future, including knowledge of redevelopment practices relating to preservation of older neighborhoods. Have the ability to work under stressful conditions; be ?unswerving? in providing strong, supportive, and effective leadership to City staff and others in such situations. Be a delegator, allowing latitude to key staff to carry out their responsibilities relatively independently while personally remaining knowledgeable and accountable for overall municipal organizational programs, projects, and services; not be autocratic or ?micro-manage.? Believe in and practice ?team management,? actively encouraging participation by staff and ?employee empowerment? in the identification and resolution of municipal organizational and operational needs and concerns. Be sensitive to issues of employee morale and have a reputation for developing staff motivation and teamwork; be a role model to staff, leading by example, supporting, counseling, and mentoring others as appropriate. Possess strong financial management abilities involving financial forecasting, cost-benefit analysis, revenue enhancement, capital improvement programming, and budget development and control? all toward ensuring continual provision of a high level of municipal services in a cost-effective manner. Have the experience and ability to interact successfully and positively in a participatory climate, working openly and effectively with diverse interests and strongly held opinions represented by elected officials, staff, and varied citizen and community groups. Have the experience using long-term and strategic planning methods which anticipate future opportunities, issues, and concerns, assisting in development of annual and longer-range plans which the City Council may utilize in setting a sense of direction for the community. Possess exceptional interpersonal and communicative skills to provide professional expertise and guidance to enable the City Council to make policy decisions in an informed, anticipatory, and timely manner, addressing the best interests of the community overall. Have a demonstrated record of applying technology systems and technology transfer to ensure effective use of computer applications and related technology by all appropriate activities of the City government; personal computer literacy and use of e-mail, web page, and related computer systems is expected. Have a successful track record of employee relations in a unionized environment and be knowledgeable about modern human resources practices; have a reputation for ?fairness? in personnel actions. Personal Traits / Management Style (Not in order of importance) Have complete personal and professional integrity. While being politically astute, be absolutely non-political in behavior and actions. Have a high degree of personal energy and the enthusiasm to project and carry forward a ?can do? attitude toward coping with both problems and opportunities facing the City government and the community. Have the maturity, self-confidence, sense of independence, and strength of professional convictions to provide administrative insights, counsel and leadership to the Mayor and City Council; not be a ?yes? person, but be able to firmly and diplomatically present professional views, concerns, and implications of proposed policy action which may be under consideration, while also being committed to carry out ultimate Council decisions in a timely, professional, and impartial manner. Project a strong professional presence in appearance, actions, and personal demeanor in representing the City, and be a person who together with elected officials, can inspire confidence and credibility with regard to municipal government affairs. Work with the Mayor, City Council Members, and other Officials impartially, striving to facilitate a sense of consensus among divergent views, assisting in maintaining an atmosphere in which elected officials and staff are working together for the best interests of the overall community. Recognize the City Manager?s responsibility to initiate and present matters and issues to the Mayor and City Council for policy consideration, together with concisely summarized recommendations and alternatives, while respecting the Council?s prerogative to determine policy and to provide legislative direction. Be willing to encourage citizen input and outside resources and expertise available throughout the community, as well as encouraging and utilizing citizen volunteers. Be willing to commit a reasonable period of time and tenure in service to the City of Maplewood. Have a sense of humor. PROFESSIONAL ANNOUNCEMENT The following, or similar, text has been released for insertion in appropriate professional publications. City Manager Maplewood, Minnesota (population 36,400) seeks experienced public management professional to lead full service City with 166 full time employees and a $31.4 million annual budget. (4 persons have held position over the last 8 years.) Salary range: $120,000 - $135,000, negotiable, depending upon qualifications and experience. Excellent benefits. The City Manager is appointed by, and serves at the pleasure of a Mayor directly elected for a four-year term and a four member City Council elected at large for four-year terms. Significant broad municipal management experience as a City Manager / Assistant City Manager in a full service city important. Mature, self-confident, open, participative style with strong interpersonal and communication skills required. Master?s Degree in Public Administration or related field preferred. Financial management oversight of public works projects, employee / labor relations experience, urban redevelopment, intergovernmental relations, and successful economic / development experience important. Complete description of organization and qualification criteria available upon request. Apply at once with complete résumé and confidential references to City?s Recruitment Consultant: The PAR Group ? Paul A. Reaume, Ltd., 100 N. Waukegan Rd., Ste. 200, Lake Bluff, IL 60044-1694. TEL: 847 / 234-0005; FAX: 847 / 234-8309; Email: resume@pargroupltd.com. The City of Maplewood is an Equal Opportunity Employer ? women and minorities encouraged to reply. Additional information can be found at www.pargroupltd.com. Comments of Mayor Longrie, September 23, 2008 DRAFT: September 17, 2008 RECRUITMENT PROFILE CITY MANAGER CITY OF MAPLEWOOD, MINNESOTA [The Mayor has called a council meeting as a Workshop prior to the next council meeting to discuss the profile, obtain a status update and the next steps. Acting City Manager Ahl has agreed to coordinate date and time with PAR Group. Additionally, Mayor Longrie is requesting Acting City Manager Ahl place the recruitment profile on the next city council agenda as an item of ?Old Business? for the council to discuss in open forum and take a vote on the profile prior to recruitment and advertisement.] This Recruitment Profile outlines the qualifications and experience identified as important for the position of City Manager. The Profile was prepared following discussion with the Mayor, City Council, Department Heads and community leaders as well as a review of written material relevant to the City of Maplewood and the City Manager?s position. [Please list the Department Heads / community leaders who contributed and how they were selected to participate. Further, council desired the business community, citizens and the commissions be involved in the process. Have they been missed as to their input on what they believe are important qualities, qualifications and personality traits. Please list written material reviewed for the ?written material relevant to the City of Maplewood and the City Manager?s position? as reference citations .] Importantly, this Profile will be used as a primary guide in the recruitment process, providing specific criteria by which applications will be screened and individuals selected for final interview and appointment consideration. All inquiries relating to the recruitment and selection process for the City Manager position are to be directed to the attention of the Consultants working with the City of Maplewood. Formal applications are to be sent to the attention of: The PAR Group ? Paul A. Reaume, Ltd. 100 N. Waukegan Road, Suite 211 Lake Bluff, Illinois 60044 TEL: 847 / 234-0005 FAX: 847 / 234-8309 Email: resume@pargroupltd.com Inquiries and questions should be directed to: Steve Bernard, Senior Vice President The PAR Group Comments of Mayor Longrie, September 23, 2008 TEL: 616 / 308-4899 FAX: 616 / 791-8812 Email: sbernard@pargroupltd.com COMMUNITY BACKGROUND The City of Maplewood (population 36,400 ? 19.13 square miles) is a first ring suburb in Ramsey County immediately abutting the City of St Paul, the state capitol. The City of Maplewood was incorporated in 1957 and became a Plan B Statutory City in 1974. Today Maplewood is the largest suburban community in Ramsey County and has been one of the fastest growing, although the community is nearly fully developed. It borders St. Paul to the north and east, and is linked to the greater metro area by several major freeways?Interstates 94, 494, 694, and 35E and Highways 36 and 61. It is the home of the Maplewood Mall?a vibrant shopping mall that support a large variety of retailers, including Macy?s, Kohl?s, Sears, JC Penney, and specialty stores. Just west of the Maplewood Mall is the 86.8 acre Legacy Village site. The mixed-use development will include commercial / office space, medical / office space, retail / restaurants, and 850 housing units. Maplewood has an excellent school system, established city park and recreation programs, and several community recreation facilities, including the Maplewood Community Center and Battle Creek Recreation area?both of which house dynamic water parks. The community is the home to large and small employers, including the world headquarters of 3M and it?s 11,000 local employees, Schroeder Company, Inc., and St. John?s Northeast Hospital. The St. Paul / East Metro area (including communities in Ramsey Washington, and Dakota counties and parts of western Wisconsin, of which Maplewood is a part,) is an economically diverse, fast- growing, and dynamic region. Part of the burgeoning Twin Cities metropolitan area, the St. Paul East Metro area is home to more than 1.1 million people and dozens of industry-leading companies like 3M, Medtronic, Ecolab, and Travelers, among many others. The area is consistently ranked as one of the best places to live, most recently by Kipplinger?s Personal Finance as #2 on its list of the ?50 Smart Places to Live.? The Twin Cities also boasts one of the most competitive environments for business in the world. According to the 2006 Development Report Card for the States, released by the Corporation for Enterprise Development, Minnesota and Massachusetts have the best economic climates in the U.S. The states were the only two to earn straight ?A?s? for the vitality of their businesses, the performance of their economies for workers, and their positioning for future economic growth. Minnesota?s education system is a national model. The state?s public school open enrollment program allows students to enroll in schools outside their district, and the post-secondary enrollment options program encourages high school students to attend colleges tuition-free. Students have greater access to computers than do students in 45 other states. Young people learn work skills early too. The teenage workforce participation rate is the highest in the U.S. Young adults have access to great schools, which in turn produce a very high graduation rate. The St. Paul / East Metro area is home to many nationally recognized private institutions, including Macalester College, University of St. Thomas, College of Saint Catherine, Concordia University Saint Paul, Hamline University, Bethel University, and Northwestern College. In 2007 Macalester College ranked 24 among the 215 national liberal arts colleges in the U.S. News & World Report Rankings. The University of Minnesota?with campuses in St. Paul and Minneapolis, as well as several locations in non-metro areas?is one of the largest public land-grant research universities in the country. Known Comments of Mayor Longrie, September 23, 2008 globally as a leader in teaching, research, and public service, the University of Minnesota consistently ranks among the top 20 public universities in the nation. According to United Health Foundation?s ?American?s Health: State Health Rankings,? Minnesota tied New Hampshire as the healthiest state in the nation. That recognition is due in large part to the St. Paul / East Metro area?s commitment to offering some of the nation?s finest healthcare. For the second consecutive year, a University of Florida report recently ranked the University of Minnesota as one of the top public research universities in the country, and the Mayo Clinic (located southeast of the St. Paul / East Metro area in Rochester) affords residents access to one of the nation?s top medical centers. Mayo Clinic offers diagnosis and treatment in virtually every medical and surgical specialty, and serves as a regional standard for medical practice, research, and education. CITY GOVERNMENT The City government operates by authority of State statutes, plan b government, which establishes the Mayor, Council, City Manager form of government. The governing and policy making body is headed by the Mayor, who is elected at large on a non-partisan basis and serves a four year term. The Mayor serves as the spokesperson, presides over all meetings of the City Council and has a vote on all Deleted: ceremonial council matters. The four members of the City Council are elected at large for four-year overlapping Deleted: and terms. The City Council appoints the City Manager and the City Attorney. They serve at the pleasure of the City Council. All other City employees are appointed by the City Manager. The City Manager plans, develops, and implements diverse City services to meet policy requirements and address community needs, oversees the organization and direction of all City departments, and ensures compliance with contractual and regulatory obligations. The City Manager prepares the fiscal year operating budget for consideration and adaptation by the City Council and has responsibility for administration of the adopted budget. Services provided by the City are Police services, Fire and Emergency Medical services, Public Works services, Parks and Recreation services, Planning and Building Inspection services (see organization chart). The 2008 fiscal year operating budget beginning January 1, 2008 is $31.4 million. There are 166 full-time employees. ISSUES, CHALLENGES AND OPPORTUNITIES In interviews with the Mayor, Council Members, Department Heads, Union Leaders, and Community Leaders, the following were identified as critical issues, challenges, and opportunities requiring the City Organization?s, the City Council?s, and the City Manager?s attention over the next several years. [Please list the Department Heads / community leaders who contributed in their participant category and how they were selected to participate in the interview process. Interview comments from business leaders, citizens and commissioners are missing. As to council interview feedback in developing the issues, challenges and opportunities, it is important to understand the ranked priorities within the council itself. While it?s not important to know who said what, please list the relative importance such as 3 out of 5 members; 5 out of 5 members; 2 out of 5 members. For all others who are not in the Council participant category, please list, by participant category, which of the following items are attributable to each group and the ranked importance of each listed item to each participant category. This way we will understand how the listed issues, challenges and opportunities are viewed in a priority ranking by all participant categories. It is doubtful that we will get Comments of Mayor Longrie, September 23, 2008 candidates that can ?Do all, Be all? and we can use this prioritized information to better select from the pool of candidates to select someone that is the best fit for our community. ] ? Increased focus is needed on developing the municipal organization, List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. improving communication and respect among the Mayor and City Council members, List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. between the City Manager and the City Council, List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. between the City Manager and the City Staff, List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. advancing a team management approach within the City organization, List priority ranking by Participant Category: Comments of Mayor Longrie, September 23, 2008 Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. expanding community awareness and involvement, List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. and emphasizing customer relations are critical priorities. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. ? Increased attention must be given to reestablishing trust among the City Council, the City Administration, the Unions, and the City employees. [Please clarify if the trust issue is defined as 1. distrust of the Council by the Unions; 2. distrust of the Unions by City Administration; 3. distrust of the citizens by the Council; 4. distrust of the City Administration by the citizens; 5. distrust of the City Administration by the Council; 6. distrust of the Council by the employees; 7. distrust of the employees by City Administration; 8. distrust of the commission members by commission members or what? There are many different permutations that could be formulated and not all apply. Please pin point which direction the trust issues flow and between which groups.] List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Comments of Mayor Longrie, September 23, 2008 ? Develop and maintain a balanced operating budget and financial plan with sufficient reserves to meet future operating and long-range capital improvements needs. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. ? The City, as a first tier suburb, has limited opportunity for new residential, commercial, and industrial development. Those few remaining opportunities must be carefully planned and implemented to maximize their potential. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. ? Effective community redevelopment is the primary strategy that must be employed to assure continued economic vitality. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. ? The City is in the process of updating its long-range 2030 Comprehensive Plan in accordance with Minnesota statutes. This Plan must be completed, adopted and implemented. It will provide an updated land use, natural environment, transportation and community facilities, and infrastructure plan for the City of Maplewood as part of the Metropolitan Council?s 2030 regional framework. [This may be informational but not an issue, challenge or opportunity for the new city manager ? it will already be in place at the time of hiring. Removal from this section suggested.] CANDIDATE QUALIFICATION CRITERIA The Mayor and City Council are seeking candidates who have strong leadership skills, List priority ranking for Council members: ____ of _____ members. Comments of Mayor Longrie, September 23, 2008 economic development experience, List priority ranking for Council members: ____ of _____ members. [This is a broad category, subject to interpretation. Please further define what aspects of economic development experience were focussed on by participants.] financial management skills, List priority ranking for Council members: ____ of _____ members. [This is a broad category, subject to interpretation. Please further define what aspects of financial management experience were focussed on by participants since we have a Financial Director/Department Head.] Organizational skills, List priority ranking for Council members: ____ of _____ members. Analytical skills, List priority ranking for Council members: ____ of _____ members. and interpersonal skills. List priority ranking for Council members: ____ of _____ members. [This is a broad category, subject to interpretation. Please further define what aspects of interpersonal skills were focussed on by participants. Is it primarily interpersonal skills with staff? With council? With citizens? Holistic approach? ] The ideal candidate will be an experienced, creative, flexible, and adaptable professional who can effectively address the City and community needs and who has the ability to work in partnership with the Mayor and Council to professionally represent the City in a variety of economic development, intergovernmental, regional, and community settings. List priority ranking for Council members: ____ of _____ members. [?Creative? is a word for artists and not easily measured or evaluated at the time of job performance evaluation. "Creative? is not a word to describe a professional city manager. May be better to define what is exactly meant by the use of this ambiguous adjective.] Vision and ability to recommend successful strategies to achieve the City?s long-range goals is a strong expectation. List priority ranking for Council members: ____ of _____ members. The challenges and opportunities facing the City of Maplewood call for particular experience, skills, and professional commitment on the part of candidates for the position of City Manager. The following factors of education, experience, management style, and personal traits have been identified as ?ideal? attributes for the City Manager to possess in order to function effectively in the position. The $90,000.00 to $120,000.00 anticipated salary range for the position is , with starting salary being Deleted: $120,000 negotiable, depending upon qualifications and experience. Deleted: 135,000 List salary ranges given by Council members: $80,000 to $100,000.00 ____ of _____ members. $100,000.00 to $120,000.00 ____ of _____ members. $120,000.00 to $135,000.00 ____ of _____ members. Comments of Mayor Longrie, September 23, 2008 Etc. [Give documentation to back-up your suggested salary range for communities you have worked with that are similar to Maplewood.] Education and Experience (Not in order of importance) Achievement of a Master?s degree in Public Administration or related field is preferred. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have an orientation toward continuing education and professional development for self, staff, and employees ? keeping up to date and abreast of modern, innovative methods. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Be a particularly capable, strong general manager, with a background of progressively responsible municipal management experience and demonstrated capacity to successfully administer and direct the activities of a full service municipality; experience as a City Manager or Assistant City Manager in a city and municipal organization the size of Maplewood or equivalent is considered important. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have a successful experience in public relations, being comfortable in taking a visible role in articulating approved City Council policy positions to the media and community groups and citizens. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Comments of Mayor Longrie, September 23, 2008 Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Be capable of attracting, developing, and retaining highly qualified professional staff and workforce, maintaining a strong team management approach in municipal services delivery and administration of municipal programs and activities. [Should include the ability to deal with personnel issues as they arise, day to day, on an individual basis. Be decisive in personnel decisions. Be able to measure performance objectively and uniformly; take corrective actions swiftly when necessary, establish performance improvement plans, to ensure staff meet statutory requirements such a §15.99 and Chapter 13.] List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have broad knowledge of infrastructure issues and concerns, with experience utilizing a formal process to review capital improvement needs annually and forecast needs into the future, including knowledge of redevelopment practices relating to preservation of older neighborhoods. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have the ability to work under stressful conditions; be ?unswerving? in providing strong, supportive, and effective leadership to City staff and others in such situations. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Be a delegator, allowing latitude to key staff to carry out their responsibilities relatively independently Deleted: ; not be autocratic or while personally remaining knowledgeable and accountable for overall municipal organizational ?micro-manage.? . programs, projects, and services Deleted: ¶ Comments of Mayor Longrie, September 23, 2008 List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Believe in and practice ?team management,? actively encouraging participation by staff and ?employee empowerment? in the identification and resolution of municipal organizational and operational needs and concerns. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Be sensitive to issues of employee morale and have a reputation for developing staff motivation and teamwork; be a role model to staff, leading by example, supporting, counseling, and mentoring others as appropriate. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Possess strong financial management abilities involving financial forecasting, cost-benefit analysis, revenue enhancement, capital improvement programming, and budget development and control? all toward ensuring continual provision of a high level of municipal services in a cost-effective manner. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Comments of Mayor Longrie, September 23, 2008 Have the experience and ability to interact successfully and positively in a participatory climate, working openly and effectively with diverse interests and strongly held opinions represented by elected officials, staff, and varied citizen and community groups. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have the experience using long-term and strategic planning methods which anticipate future opportunities, issues, and concerns, assisting in development of annual and longer-range plans which the City Council may utilize in setting a sense of direction for the community. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Possess exceptional interpersonal and communicative skills to provide professional expertise and Deleted: ¶ guidance to enable the City Council to make policy decisions in an informed, anticipatory, and timely manner, addressing the best interests of the community overall. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have a demonstrated record of applying technology systems and technology transfer to ensure effective use of computer applications and related technology by all appropriate activities of the City government; personal computer literacy and use of e-mail, web page, and related computer systems is expected. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Comments of Mayor Longrie, September 23, 2008 Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have a successful track record of employee relations in a unionized environment and be knowledgeable about modern human resources practices; have a reputation for ?fairness? in personnel actions. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Personal Traits / Management Style (Not in order of importance) Have complete personal and professional integrity. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. While being politically astute, be absolutely non-political in behavior and actions. [What does ?absolutely non-political in behavior and actions? mean? Do we want someone who doesn?t vote? Do we want someone who does not participate in any of the municipal lobbying groups which are definitely political in nature? This should be better defined. If we want this, I?m fine with it, but this requirement should be discussed. All council members, and others, may not understand the broad ramifications of such a requirement. The City Manager would no longer be able to lobby and promote such public policy issues, such as eminent domain, as Mr. Fursman did.] List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have a high degree of personal energy and the enthusiasm to project and carry forward a ?can do? attitude toward coping with both problems and opportunities facing the City government and the community. Comments of Mayor Longrie, September 23, 2008 List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have the maturity, self-confidence, sense of independence, and strength of professional convictions to provide administrative insights, counsel and leadership to the Mayor and City Council; not be a ?yes? person, but be able to firmly and diplomatically present professional views, concerns, and implications of proposed policy action which may be under consideration, while also being committed to carry out ultimate Council decisions in a timely, professional, and impartial manner. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Project a strong professional presence in appearance, actions, and personal demeanor in representing the City, and be a person who together with elected officials, can inspire confidence and credibility with regard to municipal government affairs. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. ,citizens Work with the Mayor, City Council Membersand other Officials impartially, striving to facilitate a sense of consensus among divergent views, assisting in maintaining an atmosphere in which , citizens elected officials and staff are working together for the best interests of the overall community. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Comments of Mayor Longrie, September 23, 2008 Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Recognize the City Manager?s responsibility to initiate and present matters and issues to the Mayor and City Council for policy consideration, together with concisely summarized recommendations and alternatives, while respecting the Council?s prerogative to determine policy and to provide legislative direction. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Be detail oriented while not losing sight of the big picture. Hard Worker. Ability to write fluently and expeditiously. Commitment to transparency, ease of accessibility, citizen friendly government, responsive to citizens and cable casting of all governmental body meetings, Ability to get tax-payer value out of the tax payer money in the purchase of services, goods and the scheduling of personnel resources. Be willing to encourage citizen input and outside resources and expertise available throughout the volunteers along with better use of grant community, as well as encouraging and utilizing citizen opportunities. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Be willing to commit a reasonable period of time and tenure in service to the City of Maplewood. Comments of Mayor Longrie, September 23, 2008 List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. Have a sense of humor. [Humor is a subjective attribute: one person?s joke is another person?s shock. One person may think flipping quarters down another person?s shirt is funny and another person may find it distasteful and not in good humor. Perhaps a different adjective can be found to describe the personality trait desired. List priority ranking by Participant Category: Council: ____ of _____ members; Department Heads: ; cited as a low priority cited as a mid range priority, cited as a top priority Union Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Community Leaders: cited as a low priority cited as a mid range priority, cited as a top priority; Business Community: cited as a low priority cited as a mid range priority, cited as a top priority; Citizens: cited as a low priority cited as a mid range priority, cited as a top priority; Commissions: cited as a low priority cited as a mid range priority, cited as a top priority. PROFESSIONAL ANNOUNCEMENT The following, or similar, text has been released for insertion in appropriate professional publications. City Manager Maplewood, Minnesota (population 36,400) seeks experienced public management professional to lead full service City with 166 full time employees and a $31.4 million annual budget. (4 persons have held :$90,000.00 - $120,000.00 position over the last 8 years.) Salary range negotiable, depending upon Deleted: , $120,000 - $135,000 qualifications and experience. Excellent benefits. The City Manager is appointed by, and serves at the pleasure of a Mayor directly elected for a four-year term and a four member City Council elected at large for four-year terms. Significant broad municipal management experience as a City Manager / Assistant City Manager in a full service city important. Mature, self-confident, open, participative style with strong interpersonal and communication skills required. Master?s Degree in Public Administration or related field preferred. Financial management oversight of public works projects, employee / labor relations experience, urban redevelopment, intergovernmental relations, and successful economic / development experience important. Complete description of organization and qualification criteria available upon request. Apply at once with complete résumé and confidential references to City?s Recruitment Consultant: The PAR Group ? Paul A. Reaume, Ltd., 100 N. Waukegan Rd., Ste. 200, Lake Bluff, IL 60044-1694. TEL: 847 / 234-0005; FAX: 847 / 234-8309; Email: resume@pargroupltd.com. The City of Maplewood is an Equal Opportunity Employer ? women and minorities encouraged to reply. Additional information can be found at www.pargroupltd.com. CITY MANAGER RECRUITMENT PROPOSED TIMELINE JUNE 2008 6/23/08 - Letters sent to 6 recruiting firms with RFP to: - Personnel Decisions. Inc. - Springstead, Inc - The Brimeyer Group, Inc. - The PAR Group - Mark Sathe and Associates - DMG-Maximus, Inc. Proposals due July 8, 2008. Between 7/9/08 and 7/18/08 - City Council is provided proposals to review and rank by 7/18/08. 7/21/08 - Final ranking of Consultants provided to City Council. Top two firms scheduled for Council interviews at 7/28/08 Workshop. 7/28/08 - Workshop?Search Firm chosen as consultant to proceed. 7/28/08 - Council approves search firm and authorizes city officials to execute a contract with budget of $XX,XXX. 9/26/08 - Deadline for candidates to apply for the position. Search firm receives applications. They review, screen and evaluate candidates. Final determination of process on five interview groups, with approximately ? members each: 1.Mayor and City Council 2.Commission/Board Members 3.Citizens 4.Business Owners 5.City Employees 9/29/08 Letters sent to these groups to solicit interest in participating in panel interviews. No. of people participating on the following panels: 1.Mayor/City Council ? 5 2.Commission/Board Members ? ? 3.Citizens ? ? 4.Business Owners - ? 5.Employees ? ? - During this time questions solicited from these groups and submitted to Search Firm. 10/26/08 - Search firm & City Council create list of semi-finalists. Through process of rating and ranking these candidates, a priority list of semi-finalists is created to continue the process. 11/10 to 11/14 Interviews with semi-finalists. *Criteria candidates are ranked on by all groups: - Human Relations - Judgment & Decision Making - Leadership - Personal Characteristics - Technical Skills - Communication Skills - Administrative - Overall 11/20/08 - Special Council meeting set for Council to interview the 3 finalists. 11/24/08 Position offered to Finalist. 12/08/08 - Council approves new Manager?s employment contract and directs execution of contract. 01/05/09 - New City Manager starts employment with Maplewood.