Minutes 04-09-99 MINUTES OF THE CITY COMMISSION WORKSHOP MEETING
HELD IN CONFERENCE ROOM C, CITY HALL, BOYNTON BEACH, FLORZDA
ON FRIDAY, APRIL 9, 1999 AT 6:30 P.M.
PRESENT
Gerald Broening, Mayor
Henderson Tillman, Vice Mayor
Nellie Denahan, Commissioner
Ronald Weiland, Commissioner
Wilfred Hawkins, Interim City Manager
Julie Klahr, Assistant City Attorney
Sue Kruse, City Clerk
Mayor Broening thanked everyone for coming to this workshop and announced it was for the
purpose of discussing the process we are going to undertake for choosing a City Manager for
the City of Boynton Beach. Any input would be appreciated, in addition to the staff having
prepared a process. After the city has presented candidates, we will have a second workshop
where we will establish a profile of what we want to see in the new City Manager. Tonight, we
will come up with a consensus from what we hear from the public and what staff provides and
give direction how to proceed..
Tnterim City Manager Hawkins added that we are here merely to concentrate on the processes
of hiring a City Manager. He referred to two phases: the search method, which has to do with
advertising and recruitment, and the second phase of the interviewing process. The City
Commission has received background information on the search method and hopefully tonight,
they will be able to develop a consensus and provide direction to the staff. At the April 20
meeting, an update will be given on the specific time frame, advertising, recruitment, and set
the date for interviews.
Mr. Arthur Lee, Human Resources Manager, stated the intent and purpose is to get some
determination what direction they are to go for the City Manager search. He has provided
information packets to the City Commissioners including several documents: a matrix
containing four options for the City Manager's search, information on the City Manager's profile,
details concerning our city and community, a rating form to modify the profile, and information
from ICMA on the qualifications to look for in a City Manager.
Mr. Lee then read the four options in detail with costs and estimated times as shown on the
attached matrix.
Commissioner Denahan referred to Option #2 and asked if our staff has the ability and the
hours to do the recruitment process and Mr. Lee replied that we do have an individual on
board who is assigned this function and we have conducted executive searches' for other
department heads in the city. Commissioner Denahan referred to needing a person with great
marketing skills and Mr. Lee informed her that even though search firms are used, they do not
go in person to different sites to recruit, but develop a brochure which they use to recruit.
Commissioner Denahan asked if this same person would go through the resumes and Mr. Lee
explained how it would be a team effort with screening down to a smaller pool.
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APR/L 9~ 1999
Commissioner Denahan referred to Option #3 seeming uncertain and questioned the number of
local management search firms in existence that would fall under Option #4. Mr. Lee could not
give a number for the local firms, but added that most of the time when they go out for bids, a
lot of national firms will put their bid in too. Commissioner Denahan continued that she felt
management executive search firms would benefit us as they know the talent and Mr. Lee
agreed that most have a database where they can acquire that knowledge. Commissioner
Denahan referred to not having positive results when using a firm previously and Mr. Lee
recommended using the city's human resources function and only using a search firm if going
national. Mr. Hawkins added that most firms have the resumes kept up to date.
Commissioner Denahan asked if many local search firms specialized in local government and
Vice IVlayor Tillman told about receiving personal mail from people saying they offered
specialized service, but he believes our own staff may be able to do the job. He continued with
expressing doubts about what these people really offer. He referred to time being the key and
stated he thinks the individual who knows where we are going should be acknowledged. Also,
Boca Raton is still looking internally and West Palm Beach has not done anything. He stressed
making sure that Boynton Beach moves forward and doesn't miss a beat. We don't want
someone to come in saying they can do this or that and then cannot.
Commissioner Denahan referred to the process a couple years ago not working and ]:nterim City
Manager Hawkins suggested putting an emphasis on local ability and explained how national
firms usually have large staffs with good resumes and maintain data banks where they can
hone in on specific areas and people.
Commissioner Weiland clarified that it is being expressed that we do not stumble or go
backwards. Right now, we have an Tnterim City Manager doing a fine job and he expects he
will continue doing so until the process is completed. He has been told that Mr. Hawkins has
worked hand-in-hand with the former City Manager and believes that will happen in the future.
He thinks we need to figure out where we are going in our process of selecting our City
Manager and not worry about going backwards or stopping.
Mr. Brian Edwards, 629 NE 9th Avenue, stressed concern with quality and qualifications, which
may take time to weed out. Also, with Option #1, we have two of the most qualified people in
the State of Florida right here. They have served for many years in the City of Boynton Beach
and both are knowledgeable enough to know about Visions 20/20. Mayor Broening informed
him that nobody was being disqualified in the city, but we would be doing a search to broaden
our choice of potential candidates for the job. Commissioner Denahan added that we have
discussed our desire to become an All American City and World Class City and to reach those
goals, we must go through the proper entire process.
Mrs. Dee Zibelli, 440 Ocean Parkway, referred to having a qualified short list when going out for
City Manager the last time. She is interested in getting a City Manager who is not using this
position as a stepping stone to higher state office. Someone from outside Florida would not use
it as a potential stepping stone. She would like to go national and look for the best qualified
person. We should not save money on something as important as a City Manager.
MEETING MINUTES
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API~L 9, ~999
Mr. Jerry Taylor referred to this not being difficult and stated we have a staff in-house who has
done this numerable times and have brought in good people for department heads. Our staff
has the names of outstanding agencies. He explained how we could set parameters with
guidelines with the procedure being short and simple. He referred to the mention of us getting
second choice and not the best, but stated that was not the case as the size of the city must be
considered.
Mr. Richard Stone referred to there being six bargaining units in the City with a possible seven
and three labor unions and clarified that the majority of city employees are in unions. He
stated the former city manager emphasized the importance of good relations between
management and labor. He then suggested there should be representatives from the three
unions as part of the screening process. Labor plays a large part in the City now and should be
part of the screening process and be able to ask questions of the candidates. Mayor Broening
responded that the meeting where the candidates appear before the City Commission will allow
public input and that would be the appropriate time. He added there will be several
opportunities for organized labor to get involved, such as in workshops like this evening. The
screening process is to get an understanding of what the person is like from direct contact. Mr.
Stone asked if the screening would be open to the public and Mayor Broening replied
affirmatively and added that he thinks input from every source within the City is desired.
Commissioner Denahan asked if potential candidates could be contacted who may not
necessarily respond to the advertisements and Mr. Lee replied affirmatively. Mr. Lee referred to
the result of recruitment being the selection of a pool of candidates and stated if individuals do
not respond, it would seem they are not interested and he doesn't think that should be
pursued. Commissioner Weiland referred to the possibility of knowing a great manager and
asking if they want to come to Boynton Beach and Mr. Lee informed him that a firm does this,
but as a City Commissioner they could do it or request H/R to make the contact. Commissioner
Denahan added that she didn't think someone would respond to a City Commissioner the same
as they would to someone with confidentiality.
Commissioner Denahan asked if the RFP process could be expedited with us doing the
advertising and Mr. Lee agreed it could be modified with us doing certain portions.
Commissioner Denahan clarified that we could advertise for a firm and City Manager at the
same time.
Mayor Broening requested a recommendation from the staff and ~[nterim City Manager Hawkins
replied they specifically would not give a recommendation here. Mayor Broening continued that
from his personal experience, he would shy away from recruiters as the best people he has
hired have come from inhouse and networking. He explained how a search firm may not be as
knowledgeable and suggested that the City Commission get involved as much as possible. Mr.
Lee advised that we do have a very qualified staff in the City and referred to several
department heads hired. Mayor Broening stated that his confidence resides in the people we
have and deal with on a daily basis.
Vice Mayor Tillman stated we must make sure to have qualified people with the right people in
the jobs and keep it under a close time period factor. He suggested setting parameters with a
firm doing a national search and not having a recruiter involved, but just having the information
F'IEETTNG t4ZNUTES
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advertising and get it underway and contact a research firm on Monday or Tuesday and tell
them what we want them to do. We will integrate the two options. Commissioner Weiland
clarified this would be accomplished by using inhouse staff to do the advertising and using four
or five firms to see what they have to fit our city. Commissioner Denahan asked if we would
have a decision by April 20 and Mr. Lee responded affirmatively and that he would call the five
firms.
Mr. Brian Edwards referred to the cost being $10,000 to $20,000 and Mayor Broening disagreed
as that was the estimate with the outside firm doing everything.
Mayor Broening thanked everyone for coming and then declared the meeting adjourned at 7:40
P.M.
A~E~:
City ~erk
(Two Tapes)
CITY OF BOYNTON BEA,~
Commissioner
Commissioner
4/13/99 10:42 AM
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DEPARTMENT OF HUMAN RESOUCES
MEMORANDUM NO. 99-047
TO:
FROM:
DATE:
SUBJECT:
The Honorable Mayor and City Commission
Arthur L. Lee, Human Resources Manager
April 8, 1999
City Manager Search Process
Attached for your perusal is the documentation you requested regarding the
position of City Manager. This information is to assist you in preparing for the
workshop this Friday. i have also included information from the International City
Manager Association (ICMA), which was previously requested. You should have
the following information attached:
Workshop Agenda
City Manager Executive Search Options
City Manager Profile Data
ICMA Information
Thank you for your cooperation in this matter.
estions or concerns.
x~'"'~rth~r L. Lee --...,Y
Please advise if you have any
Cc'
Wilfred Hawkins, Interim City Manager
Dale Sugerman, Assistant City Manager
Attachments
City Commission Workshop Agenda
Re: City Manager Search Process
Date: April 9, 1999 Time: 6:30 P.M.
I. Overview
II. City Manager Search Options
III. Questions & Answers
City Manager Profile
City of Boynton Beach, Florida
EDUCATION & EXPERIENCE (choose one)
No degree required
Must have BA/BS in related field
Must have MBA/MPA
_ Equivalent combination of education, training and experience
EXPERIENCE (choose one)
Must have experience as City or County Manager
Must have experience as an Assistant City or County manager if no
City/County manager experience
_ Willing to interview senior level Department Heads as well as Assistant
City Managers and City Managers
No finn requirements for experience ·
Minimum number of years of experience in local government (choose one)
0-3
5-10
10-15
15+
MANAGEMENT STYLE (choose one in each group)
_Intemally focused
_ Active, out and about, well known by community
_ Adjusts style to fit Council's expectations
II.
_ Big Picture/Visionary
Detail oriented. Focuses on day-to-day
Both
III.
_ Strong leader who sets tone for organization
Facilitative team leader
_ Adapts style specific to Council and organization's needs
AREAS OF EXPERTISE Rank 1 (most important) through 10 (least important)
Union/Labor Relations
Financial Management/Budgeting
_ Redevelopment (Commercial Corridor)
Economic Development
_ Community Policing
_ Intergovernmental Relations (School District, County, etc.)
_ Neighborhood Revitalization
Utilities Administration (Water & Sewer)
_ Experience working with diverse community groups
Parks and Recreation planning and development
GEOGRAPHIC PREFERENCE (choose one) Must currently be working in Florida
Must have Florida experience if not currently working in Florida
Prefer someone from Florida but willir/g to consider out of state candidates
with strong qualifications
Prefer someone from the Southeast, Northeast, or Midwest
_ No geographic preference
SALARY
Highest base salary willing to start the .new City manager at on hiring (choose one)
$75,000 orless
_ $76,000- $80,000
$81,000- $85,000
$86,000- $90,000
$91,000- $95,000
_ $96,000- $100,000
_ $101,000- $105,000/
_ $106,000+
SEVERANCE AGREEMENT
How many months salary are you willing to pay if candidate is fired for reasons other
than gross negligence or malfeasance?
3 months
4 months
5 months
6 months
8 months
_ 1 year
THE CITY OF BOYNTON BEACH, FLORIDA
CITY MANAGER PROFILE
THE COMMUNITY
The City of Boynton Beach is a vibrant community located 13 miles south of West Palm
Beach, the county seat of Palm Beach County. The City covers an area of about 15
square miles, bound on the east by Lake Worth and the Intracoastal Waterway, except for
a small recent annexation which extends to the Atlantic Ocean. The City of Delray
Beach is located immediately south of Boynton Beach with unincorporated Palm Beach
County to the west and the City of Lantana to the north. U.S. Highway 1 passes through
the heart of the City. Boynton Beach's population has grown steadily in recent years and
recently topped the 50,000 mark (48, 848, 1990 census). Boynton Beach is a culturally
diverse community with a minority population estimated at 25-30%.
Boynton Beach benefits from balmy ocean breezes which cool in the summer and the
warm gulf stream air which moderates during the winter resulting in average
temperatures in the mid 70's. Residents and visitors alike enjoy relaxed lifestyles geared
to the outdoors because of the mild climate and excellent recreational facilities. The
general terrain of the City is somewhat higher than that of the other area of the lower
Florida east coast. Rolling Hills, Lake Worth and the Intracoastal Waterway have added
to the desirability ofhomesites throughout the city, which is essentially residential.
Boynton Beach does not have a traditional downtown but does have many small
commercial and business concerns, including more than a dozen shopping centers and
Boynton Beach Mall which opened in 1985 with five department stores and 140 specialty
shops. West Palm Beach, fifteen minutes north, and Fort Lauderdale, thirty minutes
.so/tth of Boynton Beach provide numerous cultural advantages found in large
metropolitan areas.
The major segments of Boynton Beach's economy are retail and wholesale tradel real
estate and finance, tourism, agriculture, professional services and light manufacturing.
Motorola Corporation has completed Construction of a 349,000 square foot
manufacturing facility in the City at which approximately 2,200 persons are employed
making it one of the areas largest employers. This facility houses the company's paging
products division, which manufactures beepers. Motorola recently expanded the facility
by 83,564 square feet and announced that BOynton Beach will be the company's
headquarters for its worldwide paging systems. The City is seeking light industry which
would be compatible with the overall plan of community development.
In summary, Boynton Beach is a growing, culturally diverse community located on the
suburban corridor between Fort Lauderdale and West Palm Beach. The City is at an
important juncture in its history with local government playing a key role in the future.
course and direction of the community.
THE GOVERNMENT
The City of Boynton Beach is a municipal corporation organized and existing under the
laws of the State of Florida. The City was incorporated in 1920 and is governed by a
City Commission consisting of four members who are elected from districts to serve
staggered two-year terms and a Mayor elected at large for a two-year term. The Vice-
Mayor is chosen by the Commission on an annual basis. The current Mayor and two
Commission members wer~ elected for the first time in March of 1995. Two new
Commissioner were elected March of 1996, with one filling the term of a Commissioner
who passed away. Commission members are elected by district in at-large elections. The
current Commission functions as a team and is focused on strategic issues and problems
facing the community. Administration of the operations of the City is carried out by a
City Manager who is appointed by the City Commission.
The City of B oynton Beach provides the full range of municipal services including
police, fire, emergency medical services, planning and zoning, sanitation, highways and
streets, recreation services, park facilities, public improvements, water and sewer, and
general administrative services. The City currently employs 924 full-time and 190 part-
time employees. The City Hall/Municipal Complex has a total of 57,486 square feet, and
houses the communications division which includes all .emergency dispatching (reports to
City Manager). Adjoining the complex are the Police and Fire Departments. The
complex also includes a fully equipped employee gym. The City also owns and operates
a 27 hole, full service golf course with 18 holes of championship play and a 9 hole
executive course. The City has a total hnnual budget of $93 million with a general fund
of $38 million.
THE POSITION OF CITY MANAGER
Boynton Beach adopted the Council-Manager form of government in 1960.
The ordinance for the position includes the following:
Pursuant to the provisions of the Section 49 of the City Charter, the City
Commission shall by resolution appoint a City Manager for a indefinite term. The
Manager shall be appointed solely on the basis of his/her executive and
administrative qualifications. He/she need not be a resident of the City or State at
the time of his/her appointment but may reside outside the City while in office
only with the approval of the Commission.
Upon appointment of an individual to the office of City Manager and during
his/her tenure of office, the City shall, at its expense, procure and maintain a
proper fidelity and indemnity bond in the minimum amount often thousand
dollars ($10,000.00) covering any person so appointed to the said office of the
City Manager in connection with the exercise and executive of the duties of said
office.
The appointment and removal of the City Manager shall be by four-fifths vote of
the City Commission.
The City Manager shall be the chief administrative officer of the City and be
responsible to the Commission for the administration of all City affairs placed in
his/her charge under the City charter, Code of Ordinances or assigned to him/her
by the City Commission. He/she shall have the power and duty to:
Appoint, and when necessary for the good of the City, suspend or remove
all employees and appointive administrative officers of the City,
except the City Attorney, or as otherwise provided by law, subject to the
provisions of the municipal civil service merit system. Further, he/she
may authorize any administrative officer who is subject to his/her
direction and supervision to exercise these powers with respect to
subordinates in that officer's department, office or agency.
b)
Recommend, in his/her discretion, to the Commission the creation of the
position of Assistant City Manager or designate with the Commission's
consent an employee of the City to act in this capacity.
c)
Direct and supervise the administration of all departments, officers and
agencies of the City, except as otherwise provided by the charter or by
law.
See that all ordinances, provisions of the charter.and acts of the
Commission, subject to enforcement by him/her or by officers subject to
his/her direction and supervision, are faithfully executed.
e)
Prepare and submit the annual budget and capital program to the
CommisSion and be respOnsible for its administration after adoption.
Prepare and submit to the Commission and make available to the public a
complete report on the finances and administrative activities of the City as
of the end of each fiscal year.
Make such other reports as the Commission may require concerning the
operations of the City departments, offices and agencies subject to his/her
direction and supervision.
Keep the Commission fully advised as to the financial condition and
future needs of the City and make such recommendations to the
Commission concerning the affairs of the City, as he/she deems desirable.
i)
Perform such other duties as are specified in the City charter or may be
required by the City Commission.
3
The City's charter includes the following language:
Administrative officers, departments and agencies. The government of the
City shall be carded on by the Mayor and City Commission. They shall
appoint a City Manager and City Attorney, who both shall serve at the
pleasure of the City Commission· There shall also be such other officers;
departments and agencies as may be established from time to time by
ordinance to perform such duties and receive such compensation as may
be prescribed by resolutions adopted by the City Commission, All other
officers of the City shall be appointed by the City Manager subject to
confirmation by the City Commission.
Supervision by City Manager. Each department, office and agency under
the direction and supervision of the City Manager shall be administered by
an officer appointed by and subject to the direction and supervision of the
C. ity Manager. With the consent of the Commission, the City Manager
may serve as the head of one or more such departments, offices or
agencies or may appoint one person as the head of two or more of them or
may combine the functions of any offices specified in this charter which
may be appointed by him/her.
Commission/M~ager integration with administration. The City
Commission or its members shall deal with City officers and employees
who are subject to the direction and supervision of the City Manager
solely through the Manager, when such dealings involve giving orders or
making request for services to any such officer or employee. All
employees and officers shall be permitted to provide information to any
Commissioner or member of the public upon request.
4
ISSUES AND CHALLENGES FACING THE NEW CITY MANAGER
The City Commission recently identified five areas of emphasis related to the community
in their annual goal setting sessions. They include:
Economic Development. Boynton Beach would like to attract additional tenants to the
Quantum Industrial Park and bring new businesses to the entire community.
Implementation of the Marina Project would greatly support this goal.
Downtown Development. Although Boynton Beach does not have a traditional
downtown, it does have commercial districts in the older part of the community that need
to be upgraded and improved. The primary focus for downtown development in the
coming year with the implementation of Phase One of the development of the Western
Cultural Corridor on Ocean Avenue. At the minimum, this includes the restoration of the
1913 Elementary School and the construction ora Leathers Playground.
Education Partnership. The City would like to increase community and commission
participation with the local school advisory Committees (SAC) and the Palm Beach
School Board to ensure that the needs and concerns of Boynton Beach are considered
when education decisions are made. The City will need to pay continued attention to the
implementation of the Poinciana Magnet Program as well as the construction of a new
high school (Boynton Beach does not currently have a high school and sends its children
to several high schools in neighboring communities).
Neighborhood Revitalization. The focus will be to establish an integrated,
interdepartmental approach to addressing a variety of problems in neighborhoods. A
strong partnership between city government and residents need to be developed.
Public Safeff_. The implementation of a department-wide program of community
policing is a priority of the City Commission. Funds have been budgeted to assist in
training all of the officers in commumty policing. The Department has added 10 new
positions this year with three new sworn officers, funded in part by a FAST grant
In addition, the City Commission has challenged City employees to provide quality
services to citizens in a cost effective manner. The following four areas were identified
for internal emphasis:
Enhancement of the City's financial strength as the City continues to recover from
past deficit positions.
Investment in the technological, tools and processes needed by the employees to allow
then to reach their fullest potential.
Establishment of a method to encourage employee initiative and reward employees
who demonstrates flexibility, responsiveness and innovation.
5
Provision of a working environment that is cOmmitted to excellence, values respect
for others, provides competitive salaries and fringe benefits, along with training
geared toward individual skill enhancement and customer service improvement.
Other issues identified in discussions with City Commissioners included the need for the
revamping of the City's restrictive civil service system, and issues specifically related to
the diversity of the community. Boynton Beach has a population that is about 23%
African American with several different leaders and subcommunities (Haitian, etc.) In
addition, the city has a sizable retirement community (estimated as much as 35-40% of
the community), and 6-7% Hispanic. The new City Manager will need to be part of the
team with the City Commission that projects an image of progress, professionalism, and
doing the right thing. Boynton Beach has made significant strides the past few years to
overcome a poor image created by the past Commissions and negative publicity. The
City has greatly improved citizens' faith in their government and this needs to be
continued.
6
City of Boynton Beach, Florida -City Manager
THE CRITERIA
EDUCATION
The new City Manager should have the minimum of a BA/BS in business/public
administration or a related field or any equivalent combination of education, training and
experience which meets position requirements. Evidence of continuing education in
related subjects is also desirable.
EXPERIENCE
candidates should have experience as a City Manager in a city of similar complexity
(estimate at least 15,000 population) or as an Assistant City Mahager in a comparable or
larger city. Specific experience working in a culturally diverse community is highly
desirable along with a track record of success working on many of the issues of
importance to the Commission including economic/redevelopment, neighborhood
revitalization, etc. Candidates' work histories should reflect stability and a pattern of
continuing upward mobility. FinallT, candidates who hive some private sector
experience to complement their public sector experience would be viewed very
positively.
MANAGEMENT STYLE
Able to facilitate change. Sensitive to where Boynton Beach is now and what it will
take to move further.
Friendly, personable and empathetic, yet tough and able to get to the heart of an issue
quickly.
Need to coach and delegate.
Open to the idea ofprivatization, if it makes sense.
Able to face adversity and difficult situations in a very calm and collected manner.
Has a big picture perspective yet also pays attention to detail.
Trusts what they hear from staff but also verifies information.
Proactive and a strong implementor of programs and changes.
Customer focused.
7
~' Able to stand up to factions in the community in a straightforward professional
manner.
)~ Firm but fair in his/her dealings with staff.
} Consistent and above-board in providing all of the Commissioners with the same
level of information and communication.
)~ Lets Department Heads do their jobs, not a micromanager.
)~ A facilitative leader with a strong team-based management philosophy.
PERSONAL TRAITS/INTERPERSONAL STYLE
>' Unquestioned honesty and integrity.
)~ Able to anticipate issues before they become issues.
)~ Perceptive and able to quickly size up situations and people that may not always
appear to be what they are on the surface.
)~ Need to be calm and cool under fire and able to deal with adversity in a non-
emotional way. Have a hot button that is nearly unreachable.
~ Should Sincerely enjoy the work of being a City Manager
~ Likes to be involved in the community and be accessible to citizens.
3' Dedicated dynamic and a tireless worker.
THE COMPENSATION
The City of Boynton Beach is willing to offer a salary that is competitive and appropriate
for the market. In addition, the City offers a competitive benefit plan including their own
retirement plan.
THE PROCESS & TIMING
See attached City Manager Executive Search Options.
8
HUMAN RESOURCES DEPARTMENT
MEMORANDUM NO. 99-046
To:
Mayor Broening
Vice-Mayor Tillman
Commissioner Denahan
Commissioner Sherman
Commissioner Weiland
From: Arthur L. Lee
Human Resources Manager
Date: April 6, 1999
Subject:
City Manager Position Specifications
Attached is the additional requested information from ICMA: 2 sample position descriptions f6r City Manager
ICMA publications: "Practices for Effective Local Government Management" and
"How Could Your Municipality Benefit from 'Hiring a Professional Administrator"
If you have questions or need additional information, please call me at extension 6277.
04/05/'99
~$:27 FAX 202 0~2 3605
ICMA
~001
Manai~ement
Assocmtion
202/962-3500
777 North Capitol S~ree.~, ~IE
Suite SD0
W~s~lngton, DC 200024201
FAX MESSAGE
General Fax; 202/962-3605 Closest Fax
To Caret Cheek Sender
Boyntoa Beach, Florida
Michelc Frisby
PIO/T)epuH' Directo~
Communications 8: lnfe., ICMA
Phone (202) 962-355 g
Fax (202) 962-3605
Fax 561/742-6274 Pages (wi cover) 1 l
Phone 5611742-6278
Date: 04/0.5/99 2:21 PM
Dear Catch
Please accept my sincere apologies fbr ,zot getting this material to you in a mo~ thn¢ly fashion.
Tn response to your requea tbr a sample job description and "stand,~xds" for tho position 3fciH' mm~.~¢r
that can be used to develop a job description, i have enclosed Q~e lbllowin.g:
· Two sample job descriptions 'for a city administrator and village manager
· "Practices for Effective Local Government Management," as ar)proved by the ICIVIA membarship a
few years ago.
· Text of the ta'ochurc, "How Could Your Municipality Ben~fit from Hirh~g a Professional
Achninistratot"
I hope this information is useful. Please do not hesitate 'to contact me airairt ill cm~ be of further ~mstance.
PIO/Dcputy Director
Communications & Information
FAX 20~ 9~2 3e305
TITLE:
CMA
JOB,,, DESCRIPTION
City Administrator
JOB CODE:
~]002 -
DEPARTMENT: Administration
CIVIL SERVICE: No
APPROVAL:
CiTY ADMINISTRATOR
MAYOR
UNION: No
FLSA: Exempt
DATE:
DATE:
DEFINIT~iON: This position is the highest level ut management within the municipal
organization; the incumbent serves as the City's chief administrative officer; the incumbent
manages the City's affairs under the broad policy direction from the Mayor and City Council;
incumbent is responsible for planning, organizing, directing and managing the City's
operations; initiates and recommends City policy changes to City Council and provides
leadership and guidance to' City Council and community groups; supervises eight
department directo."s and Executive Secretary; work is performed independently and requires
a great deal of initiative and sound judgement; supervision f. rom' Mayc, r and City Council
occurs through review of reports, observation of results, public reaction to implemented
programs and annual Council evaluation o1 Administrator's pe~ormance.
ESSENTIAL FUNCTIONS: Plans, directs, controls and evaluates City operations and
services. Prepares the annual operating budget and six-year Capital Improvements Program
for City Council approval; develops long-range fiscal management plans and strategies;
implements the approved budget and monitors'revenue and expenditu'e trends, initiates
policy recommendS, lions for City Council consideration and responds to requests from City
Councilmembers and publio for City Council resolution of policy matters; Drepares
comprehensive Council Reports including alternatives and pros and cons when necessary to
assist City Council in policy resolution, Supervises department direclors and Executive
Secretary providing' subordinates with annual performance objectives and periodic direction.
regarding those objectives; evaluates performance of subordina[es'; encourages self-
development of subordinates. Deveiops and administers a personnel management system;
approves promotions, transfers, reclassifications, job evaluations, demotions, disciplinary
actions and related personnel actions; makes decisions regarding disposition of employee
grievances, disputes and matters involving employee relations; oversees employee
development and training programs; develops and implements programs to enhance
employee morale. Directs the preparation of City Council agenda; adv[~=es the City Council
concerning the status of publio inquiries and projects of current interest, Assesses current
and long-term needs in various program areas; assists City Council in developing strategic
goals and implements said goals; works with City staff to develop internal goals for the
organization, and implements activities to enhance staff teamwork and COOl, Station.
Develops programs ;~nd strategies to enhance the effectiveness and efficiency of City
operations; develops and revises administrative procedures. Oversees City's aggressive
economic= development efforts including urban renewal, urban revitalization, dangerous and
dilapidated st~Jctures and other economic development programs. Assists citizens, outside
agencies, developers, local community grOups, and others in resolving problems with City of
CITY OF NEWTON, IOWA.
04/05/99... 15:25 FAX 202 982 3805 IC~f& ~003
JOB DESCRIPTION
NeWton government. Attends all City Council and related public meetings; makes
presentations to citizen groups and other Public and private entities; m~kes speeches and
attends ceremonial functions; serves as spokesperson for the City in situations dealing with
federal, state and county agencies, other public and private organizations and the news
media. Assures City ordinances are effectively enforced; negotiates contracts and other legal
agreements; signs agreements and contracts for purchase of goods an(! services; prep~es
correspondence necessary to direct or document City business decision;;. Performs related
duties as required.
WORKING CONDITIONS': Works in typical office environment with re~;ular overtime hours
required due to attendance at City Council and other public meetings and general workload
requirements.
QUALIFICATIONS:
REQUIRED KNOWLEDGE, SKILLS AND ABILITIES: Extensive knowledge of principles and
practices of public administration including financial administration and human resources
management; extensive knowledge of the principles and practices of-managing and
motivating people; thorough knowledge of municipal operations and standards and practices
for provision of municipal services; cons[derable knowledge of bu,,~iness English and
composition; considerable knowledge of principles and practices of public relations
programs; considerable knowledge of principles and practices of economic development and
redeveloPment programs; considerable knowledge of land use policy and municipal
planning and zoning concepts; knowledge of municipal law principles and practices and
relevant State statutes and City ordinances..
Skill in written and verbal communication; skill in planning long-range projects; skill in
anaiyzing and synthesizing data in order to make sound judgments.
Ability to establish and to maintain effective working relationships with City Council,
department directors, City employees, the general citizenry, federal, state and county officials,
community leaders, news media and professional peers; ability to d~al lactfully, courteously
and professionally with all persons exercising sound and effective judgment in doing so;
ability to manege people and programs; ability to establish priorities in order to accomplish'
an extremely wide range of duties and responsibilities; ability to adjust to changing situations,
priorities and deadlines while maintaining efficiency and effectiveness; abilily to se{ecl, train,
supervise, motivate and evaluate subordinate personnel.
ADDITIONAL REQUIREMENTS: For those tasks where a personal or City vehicle is used,
individual must be physically capable of operating the vehicle safely, possess a valid Iowa
operators license and have an acceptable driving record.
ACCEPTABLE EXPERIENCE AND TRAINING: Masters degree in public or business
administration, finance or related field; seven years of responsible municipal government
management experience with five of those years at the City Administrator or Assistant City
Administrator level; or an equivalent combination of education and experience.
CITY OF NEWTON, IOWA.
15:29 FAX 202 962 3605 IC~IA ~]004
VILLAGE ,~LRNAGER
VILLAGE OF NORTHBR00K
Revised
51!/90
DISTINGUISHING FEATURES OF WORK
Subject to approval of the Board of Trustees, functions as the chief administra-
tive officer of the Village; reviews, plans, designs, develops, directs, super-
vises and coordinates all Village Departments and program activities; represents
the Village in delegated areas of pubt'|c and Inter-governmental relatlonshtps;
advises the Village President and 8oard of Trustees on municipal servtces~
budgets, finances~ policies, programs and opportunities. Responsible for
achievement of ell Board approved Village goals.
ILLUSTRATIVE EXAHPLES OF WORK
Operq[ions Direction and Control, Directs and coordinates the activities
of operational and program personnel within the Village through subordinate
management personnel) reviews~ eva~uates and modifies e:~istlnq programs or
devises new program objectives and operational parameters.
Xanagernent Policy Evaluation and Development. Directs the formulation,
implementation and execution of Village policy, rules and regulations and
general managerial practices; approves reVlsrons :o existing or the imple-
mentation of.new Village operational methpds and procedures.
Leqisletlve Policy Evaluationt Development and Counsel. Oevetops recommen-
dations for continuing or modifying municipal services or policies. In
con~unction with the Village Attorney, drafts ordinances~ resolutions and
other poIicy declarations of the Village for review and approval of the
Board of Trustees~
Representation. Represents the Village at meetings of other public or Dri-
vats organizations. ~ith the concurrence of the Village President,
schedules, pre, ares and presents issues on the.Village Soard agendas.
Operations Planning. Plans, directs, coordinates and budgets for all muni-
cipal functions~ reviews current Village goals, operations and programs
defining areas requir~ng additional funding for future improvement.
Determines operational priorities.
Intergovernme~t~.[~Rel~io~, Establishes an~ maintains effective inter-
governmental, ~ublic and professional liaisons~ interprets Village programs
and objectives to governmental bodies, the general publlc, news media and
~rofessionai organizatlonsl reviews and develops the Village's internal and
external communication processes.
Plediation/Arbitration. Investigates complaints.concerning services, ~er-
sonne! or departments~ reviews and makes final manager~ent determination on
employee grievances, labor neaotiations, grants, budgetary changes, salary
adjustments, major purchases and interpretation of various ordinances and
poi ic les.
'04/05~99 1~:30 F~X 202 962 3605 IC~A ~005
VILLAGE: ~AHAGER
Page 2
10.
11.
12.
Organization~ EmPloyee and Prafessiona! oevelop~?~. Fertfcipates in
organization and ,~anagemen: development activities in¢iudlng participation
in professional assoc~atlon actlvlties, Participates in actlvlt~es
intended to further the growth of professionatlsm in m~nicipal management.
Long ganqe ~anagemen: P1a~Ol.pg, Develops capital impr¢,vement~ 5tafflng and
service plans/goals in conformance w~th :he Village's ~pe¢ial and
comprehensive plans.
~inisterial Services. F~cilitates Village ~oard and ¢c;rar~.lssion activities
aS well as a variety of other recording, drafting or o~'ganizing functions.
Public Relations. Directs the development of informational materials;
advises on content of the Vlllage flewslet~erl prepares news reieases~ end
may act as VilTaoe spokesperson as delegatedo
Automated Information Systems. Provides ae~inistrativ,~ direction to
Village information systems. Supervises and evaluates Systems Manager.
Reviews and approves systems development budget. ~aintalns records of and
follow through to Boare aDproval on Systems Oeveict3men~: Plan.
S~upervlsion. Evaluates the performance Of departrne~t heads and other .
direct reports, Reviews'and approves training, and deve]o0ment activities,
~ob descriptions and ~ork priorities. Approves paY~ h'tlnO~ discioline and
separation decisions.
Performs ell the duties established by 5ectlo~ 2-~02-2.-11~ of
~orthbrook Hunicipal Code.
I~, Performs other duties as required or assigned.
REQUIREMENTS
Education
Requires knowledge~ skill and ma,tel development equivalent to the comple-
tion of a ~aster~s Degree in munic;pe) .~anagement, public administration,
business administration or similar degree.
Exper ience
Requires five years prog. ressiveiy responsible exper~em:e in .~unicipal
rnanagemeet in a metropoi iran community ~ith no less than three years as a
Assistant City/Village Hanager of a comparable communi~:¥,
Resider~.~y.
Hust be an elector of the Village of Northbr<~ek at tim,; of service.
~04/0.5/99 1.5:30 F.&,[ 202 962 360.5 I¢~ [~006
¥t U. AGE ~HAGER
Paqe ~
Reauires thorough knowledge of:
Hun ic ina1 management
/lunicipal legislative process and forms
Public finance
Budgeting principles, practices and procedures
Land use policy and controls
P l ann i Ag
Ut i I i ty management
State/Federal legislative and administrative processes
Public relations
Communication technioues
Organizational and professlonal development
Per$onne I mana.oement
Labor relations
SupeFviSion
Reouires extensive knowledge of:
Municipal law
Civil engineerinq concepts and terms
Management systems
Electronic data processfng systems
Legislative draftsmanshio
Grant processes
Purchasino
Abilities
Requires the ability to:
Negotiate
Counsel
Evaluate
Analyze
Oecide
Determine
Supervise
Represent
Hake public presentat[ons
Keep cool in the face of adversity
Approved:
V~ 1 lage President .../ Date
04,'0~/99 15 $1 FA% Z02 962 $605
ICMA
O07
Practice; for Effective
Local Government Management
,,~TA FF ~'-FFEGT IVE; NE$$
Pr:~.modng die devoiD?men: a~d per~i'mance ofst~and
employees rhrov, ghou: the organization (requlr~
i,~rpe~mal ~larioa~; skill iD motivation tccEniqae$; abili~
COnCn~Ne/~U~TOm~ Providing dkecdou, support,
feedback to euab'e others ~o mcct :heir fui} potenti~
(rcqt, ire~ k~owledge of l~edback :ec~iques; ability to
gerformance and identify o;heW d~¢lopm, en~] needs)
x=aa ~a~moaI~ Facilitating geamwork (reqt~ir~
knowlcd~ of team eelatiot~; abiliw rD dir~zt and coordi-,
narc g~oup effort; skill in teadm'&ip t~chaiques)
gMPOWg~ENT g~ati~tg a work euvironmcnt That
or,courages r~ponaibility and deci, ion ma~ng at all
orDnization~l l~vels tr=quit'es sldl[ ia sh=ing authori
~emoving barner~ to
~UL~m~ Assigning rc~onsibiliw :o od{em 0'eqmr=
sklli in definlng expecmtions~ provi~ng dixection and
~upporL an, d e~aluating resuks)
~ROUI= 2
POLICY F'ACILI?A?ION
t lclpir, g elected officials and other commumTy actors identify,
work Toward, and achieve common goals a:~d
(recuires knowledge of group dy:s,-unic$ and political behavior;
skili in communicaTiot~, fami:ta,'ion, ann con$cnsus-bullding
techniques; ability to engage orher.~ in identifying ~ssucs and
oE:comc$)
FAClLI'I'ATIV.~ LF.,AI).v~.I~SHIP Building cc~operatiot', and
consensus among and within di~¢r~ groups, helping r. hem
identify common goals axed act effectively To achieve dxem;
recognizing intcrclcpcndcnt r¢lationsMbx¢ and muldpie
causes of community issu~ and anticipating the con~e-
quence$ of pclic~ dcc. i$ions !rcquir~ knowledge of commu-
nity acTol.'~ and their interrelationships)
~^CXLrrA~Ne, COmiCaL ~t,~uc~r~vP.~s,s Helping clextcd
officials develop a policy agenda that can bc implcmcr~ted
¢ff$ctively and that scrve$ thc best interest,~ of the commu-
n:q, (requires knowlcdg~ of roletauthorit7 re]atloe, shiFs
between elected and appointed officials; skill m responsibly
following the lead of others when .appropriate; ability
communicate so:md information a~d recommendations)
M~O[ATION/N~GOTIAI'ION Acting as a neutral party in the
resolution of policy disput=.~ (requir~ knowledge
mediation/negotiation principle~; skill in mediation/
negotiation tedm:ques)
.~£RVIG[ DELIYEI~Y MAI~.~GEMENT
Emt~ing rt~a: [o~ g~vernmeat $er~ ices arc prov:dc~ to
ciazen$ dfect!.~cly, e~cgntly, and r,:=pon:ivcly (tequtre~
knowle~e of aerate are~ and dclivcq, Dp:iDol; ~kill in
ossining commu~ir/needs, ailoca[ing resources, and prsdict-
mg the impact
pe~ormance/producdviW standard: and objective~ and
measure rcsult0
~NCTIONAL/OP~IONAL
basic priacmie$ ofscr~fce delNe~y in
p=blic ~ety, ~mmuni~' ~o.d eeo~aomic ~eYelopmem,
human and sociM semites, admi atstradve servk~, public
wocks
oe.easw~o~.~t P~XNG .~tici paring future needs.
organking work 6peradon~, and cs=blNhh~.g timetables for
work u:it~ or proje~ (r~uir~ mowicdge of technological
adeanc~ and changing standard:i; skill in ident:Ding and
unde~randing trends3
re,pons:ye, cqumblc ,ervi:es to ::~e :o,n:nu~fi~ (rcquk=
k~mw{edgc
of quality in staffwork, operational pro~dures, and ~erv:ce
abili~/to facilitate organizati0md impro~emen=)
~:~TRATEG[~ LEADERSHIP
Sc:ting an example dxat urges tee c, :ganizat~on and die
commu~ky tow~trd ~perimm~rar, on, cl~, creative problem
solving, and pro.pt <don (:equires ktmwlcdg¢ of Fersonal
Ica~rship styi=; skill in viaiouin~ ~:. tiffing per$~criv~, anti
idcnti~,i~g oprlon~; aoilltv to create- an environn~ent that
en~urages initiative and innova: m0
INI~AI'IV~ l~ ~S~ T~KINC [lzmonStraring a pcrsonal
orie,xeadon t~d notion and a:ccpti~ r~nsibility i:or
thc ~suJts: r~isr~g the status qtm m~d removing ~rumbli~g
bloc~ that delay progress toward goals and chic=ives
VlSIO~ Conccpt~allzing an ideti ~rm~ state a~d commu-
nicating i: :o the m'ganizarion ar,d the community
practi~s; ~plying existing ideas and pracri~$ rD r, cw
15::31 FAX 202 962 $6(1~ [C~A ~m'~8
Dcmor,,tmt[~g a col~tirm~n~ to ~cmocrar~c principles by
rz, pcct~g elected officiate, communi~ int~r~r group& and
dcdsicn m.cklng procc~s; educating dtize~s abauf loc~
go'~crnment; ,~nd acquiring knoMedgc of the soci~,
at~d poli,.ictd history o~ t~,e communi~ (reqtSr~ k~owledge of
meat law; ~kiE in group dya~nics, communization, and
facilitation: ability to appr~at~ a,:d wo!k with diverse
in~ividuais ann groups and m fol]o~ the communkF~ lead N
the de.moo,age process)
0~MOC~m ~voc~cY .Fostering u~c ~u~ r~d integri~
of representative government ~d local ~emocracy through
action and c~ample; ,nsming dx= e/f~criv~ parddpa6on of
local ~vevn ~cnt i~ tee intergovernmental system
knowledge ~d skill in imergovermnen~l
vw~s~m' Und~:~tm~dmg and valuing ri~e dff~crcnce~
among :ndkidu~s and [ostcring these ~,ues rlu'oughout
the organi=.atlon and the conmttmi¢'
cn'~z~ ~,~lc~axm~ ~cognizing the riot ofckiz~m
mvoimmcat in lo~I ~vemance
Provldi ng for the ~{mrr-~erm ~c long-arm acqubi~oa,
atlocatlo~, and anai~u of financi~ and num~ teuourc~s
{mquit~ knowledge and skill in b~goting, tin, rial
aun'~a rcaourcc~ .manzgement, and srmt'~c plannit)
uc=~rm~ P:cparing a~d admim~rering me budget
(requkeu knowledge of budgeting pfindples and
revenue sources, pmiecfion t~chniqu~, and
¢onwo{ sysrem~; ~I[ in ccmmum~6ng financi~ inforn~-
tion)
assess the 8zc~ condiuon of ~e community, ~te.n=nc
cost-et'lhc:Num~ ofprogram~, and ~mpar, alter~tN=
strazegies (cequh'~ kno~edge of an~yd~ techniqa:~ and
~ki[i in applying
~'L~N R~.$OUg. C.nS ~ANa~MENT Ensuring that the
~}ici= and procedures for employce hiring, promotion,
~rmance aFpt~, ~ d~opline are ~uimble, I~al,
a:compiiah programmat:c objec:ive$ (requit~ [~ow[c~e of'
peraonnel prae==c=~ and employee reiaUom law; abdi
~r~ategic pi~.Twi~5 techniques; ~k :.~ ir~ id::.u~/mg trends
j~acdiratc policy choke, that wil~ ozaefic thc cvmmunim in
GROUP T
C:001~ U f~i1C;AT!ON
between and amo:~g ir.,Sb'idaalg; ad,'ocr, tin
commurdw late,est (requires know edge at interpersonal
gxo~p cc, mmuairxdcn pnncip!c,, sxiit in lb~:~,fir, g.
lad ~king; akilky to perzuade witao~ diminhh in
a f orMrs)
AVvOm~C~ Commut~icafi,~g personal suppo~: for Fok:icz.
programs, or ideas th;:: serve ~he best ]mt. rests c~the
communhy
e~i~ct;wly cc, other~ (requires knowle~ of pre~enratiort
techniques and ozrion$; ability m ~rda present,don
audience}
media m a way that incre~,:i.~ ?t~bl:.c unders;andm[ of lacal
govern,a~ent bsa= a~:d acfiviri=~ and bull& a vo~itlve
relationship wlrk rh.~ press (rcqt, ires knowledge er med~a
operations and abjc::tiv~-)
~'r~USO~xL CO~ieuN~c~?x, ~N E~hangjng'~erb~ ind
nc:%,erbal me, sages with othe~ in a my tha~ demonm'ares
respect for the individual and ~.~the;'i argankadonal and
communky objectives (req airc~ abiiiw
nonverbal eue~; aki!, m selecti'.y the most efiEcuvc commu-
rdearion med~od 'Sb~ enc~ intert ',aage)
D,monst:'ating i;ait'nc~, kon~;w, md et~icfl ~d. legal
awareness in p~suna{ i.c.d ptofc~ic ~ai relado:~s~ip, and
activities (~qtfire$ lum;Aedge of N:.slncu and peisoual
abili~ to undcl,tand, i~soes of ethics and in:egrky
situations}
~U~$o~nr mrs¢~ Dernr~s,'ratmg accounmbility
per,on~ actions; cor~duct, ng personal ~claticmhips and
actNxi~ f~rly aud hoaestiy
PROFIS$IO~IAL I.qtigRl~ Conduc6.ng prct~ssloral
rciarionshir,: a~d acti~fie~ hlrl}, honestly; !=gaily, and in -
~owledgs oF adm!nisrrativ¢ c:~.ics and specifically thc
ICMA Code ot~
:hrougi':out the organNadorx :hmug=: Fer~na[ ~ampic,
ma~g~mcnr practices, and tralt,lng [requires knov/cdge
- amninisrcative zthic~; abili~, to imfitl accountai~i[i~-
~peratic,ns; and abiliq, ;o corer, unlc~te edxical standards
15:32 FAX 202 962 3605
I C~IA
009
04:o5:99 1.5:.3.3
FAX 202 862 361)$
As ar, ek'cted affisial, a~k yourseh: these question~:
~'hcn your ~overn:n~ body mee~, do you
od~ decsed o~c~l~ somedme~ [ee] you, do
have ~ke facts you need ~o make an ,nFormed
d~on '
,~ you unsure aboa: how your budget and
lax rates compare ~¥ith those o~ ~urroundin~
* ~':!I yeu~ '~uqici~lity be required to make maior
expcnd, m~-s in the next three years lhat hive n~
been budge~ed~
Oo c, uzen~ artc~con,e to y~ direcdy wi~h
q~esuon; .r ~roblems ~o wMch you cannot
respond;
l~ you a~,wcred "yes" to any o( [n~ abcve qucs.
[io,~. you may ~'ant :o cc, n~er d{e bcne~t~ or ieve~t.
in~ m ~ ~ll.time prote~s,ona[ admmis[rator.
On,se a professional adminiqtr]to :~ Fired. ele~cd
o~als ,qave more r~me ro Oevotc ~o ccmmumty :ss~eq
and important poh~y-making r~oons~b~[itie~
an educated, tr~,n~d proles~iona; ovcrsee~ t~c day-to-
day opcrauons, he or she empower~ elected attic.aN
niB~ determine what ~e~i:e~ to provide citizens, ini.
tia:c st~[e legMt~ion~ ~nd for~e n~ reiauonshi~ with
Bring expe~iie from training ,n the fie~d af !oc:l
Access inhalation abou~ thc Jateit trends ;n
development
5h3re a wealth of exFencnce and irformadon
about the succ~ss~[ operation ,[ mmic,pal
governrl~nts
~ problem or oppormmb, iasmff a c:'~mmuniry,
research thc options presen- the pros and cons
:o ~he govermng bo~y, and ~mpJem~nt the
~olioes devcl~ ped by the ¢lecce~ of~oals
En~a~e n the brig.range ~ ~nning reces~a~ to
kcc~ a comn,'uniry mnmnfl
~ecommend co~t-savmgj~e~, a~d prcducuvjw
improvem:nr¢ b~scd om her or h~ ~n~wlcdge
st:re ant [edera hws, mandltes, and
deh',cG
[ah*ncc a commurmv~ r~pcnsive.e;s m
i~ cittzens by ccncen~tatmfl admJnis:rat,vc
accountability in the .ppointed admnistrator
Ovm'~ee :kc day,(o-d~v operat om ~1 the
mumcipa~ty. ~reemg the ~ayor ~nd
and lo choose the oo,io~q and O~ans, hat acs:
~it ~he~r ncecs
~ 010
15:33 FAX 202 982 36__0_..5_ IC)IA 011
(.,3.. W.!I my commumw have to change its
aport:lng under m~y=~"co~cl~ town mcr:ia ff or ~ome
minmstra~or are defined bv ~(a~c hw. In elhcr s[a~eg
the admmi~tr~.tor and Cefimng mc duties of gh¢ ~o~i-
don (Ehsck wilh your m~cipa, lea~me to
Q D.'~es h~r;~ ~n ~dm;nts:rator -a:',dcrmiq¢ the
au~,crlt~ Of the mayor and
.&. '~'i~h an appointed prolessmnal a~ministra~or
Driblet re~ponslbd~ and au:hod~' h~r ~emng a
course for the c~rv An added beneS: 's that Oc
~onal amuinistr~mr c~e provide c[ccted otf~i~ls with
well-researche~ choices. ~un~,ng cpuon~, and
Q Wdl my communmty mc,ar substantial add~-
;iona] ex~n~es by hi'rog a pro~c~iona{ idm~nii~ralo~'7
A (3ncc a rnumcipaHw hai employed a ~m-
tcsslona] ~dminist~tcr. it mu~t pay that in~ivtduat's
sala~ ~nd bcne~s, in :he long r~n. however thc cos:
of doing business through ar, adminBtr~tor w~th
~tantiai budget and finance experience cnabl~ the ~u-
n~dicooq to ope-a~e mo~e cost effe~tvelv Also.
tinancm~ opuon, Th, at may otb, c~'~ be overlooked.
T~¢ ;ntcrqat]oqaJ (i~5' <iou. ntv .,tanagc'nenr
doe ~ubiishe~ salary ~gure5 lot appointed adman:aTto-
cars that may b~ hclpNl m conducu~g ~ cas~beneh=
A. '.rt ma,lv ,.~ays. an administrator mu~t be more
accountable {or he~ or his ac:ions th~n flecked
Wh;ie clcc;¢a Ol~ciaI~ tls~a!{v can on)> o¢ -emeved
(rom Oiflcc by ck~ ,TOters ar the :nd o~ a teem thc
-ddual administrator can be tea. mated b~ :he elco.ed
denigrate the c)¢cted uificia!~ res~ov,~ bihr/, but r~ther
cn~)~ thc c~ectcd b~y to ~j~il its ~s~onsibili:t¢~
more e~f~cti~ciy
Hiring ~.n' admi r:isrratc:r enables e]ected .cffimaL~
devote their {Jmc to policy rnak,ng and provides thc
commumW w~lh a Trained p/ofc~smna2 who can:
· ImpJcm~pt :he po~icie~ ~dnptcd by the elated
ot~cia~s
· Prepare a comprehensive annual b,~dgc~ ano
mul6.vc~r capita[ im~ro~emen( p~gram
~mure ~ca) res~.msibdiiy an~ modem
Develop perfo~ance measu~,ncnt systems far
· Apply ~er ~.:~d adminis:er fade,al, state.
priv~:e f=undation grant funding
! CMA
First, Define Your Needs...
When determini'~g :h~ role~ your _'orot~i¢ .lal ad,
mi~istr~tor should play n ~d~mo~ m the sp~hc du-
~o~1~ consider yc~r m~nicipal~s umque ne~ds.
Today. th~ m~od~' of appointed professional
managers and aomm~st~ator; sr~d~cd loewi governmcm
managem~m ~t ~e graduate level and have held
tion~ ~r increasing authoei~. Your ¢lect~ body shouid
create a ~ob ~escripdon that =ncompasscs your
unoas and outlm¢~ measurable obj=ct,ves. 'rhea use
the admires;rotor t~a; marches your expectations
I~MA car, WovMe you wmm the material you need to
tacilitatc tNs process.
Begin Your Search ....
search on your owa ~:' ~hrougn an executive ecrm,t-
the [C;~ Ne~d~mr and your ~ta=e auNicattom.
Conduct Inte~iews...
Review resumes a~d ~d~nt, Jy potendal cand~d~te~
b~ed =n their experience t~d me cmena you de.l-
o,ed for thc =osmo~ gelec~ thc ro~ c,ndi~es ~n~
~chtdule .n:e~'~e,.¢s w~th your evaluation panel
To place tn advernsement m thc I{ ,%~
call
Make Your Selection..,
U~on reaching a o~,sion, n~onotc ~hc
and conditions o~ employment w~th your new admims-
trmtor and fcrmalize a written a~eement. Ar this t, me
it is impo,ant to develop mutually agreed u~on
dae elected body and :be ~min~stmtcr can d;guss
perlormancc. For details on conductieg a p~rfo~sece
eva!uanon cJmact [CNIA at the phoebe numbc? listed
F:mnded in 9t4 tFe Internatioul City/County
Management Association is d'~e profcssmnal and cdu-
cat,e.,xl orga,q~at,on ~or more than ~.200 appointed
adm~nim~lor~ se~lng relies COUBti~ regional entltl~5
and o:he- ~mal governments throu~ho:~t the ~orid
ICMA o,'ovidcs techn,caI a~;~ancc. :raining manage-
ment assistance and publications :o het~ local ffovem-
me~: orofe~slo~at~ tmpmve ~heir skil's and increase
their local government ma~agem*n: ?x~cms~
t,om ~r p;:hJ,4hed tnforma:io~ pmvmes e~ected
and c,r.zcns with ~n ~vewiew o~ the ben, fits ol
siona~ man.emend. To obtain an tC~tA catalo~e
h,ghhgh;ing ;h)s and o~her ~uohcau,)~s on the
government mann,omen: pro~c$~ioa and htring in
mm~strator contact ICNIA
'77 N Capitol St.. NE. Stute 55)0
302 ;28O-iCMA [4262
202':g62.3500 ti'ax)
C, v'%v tv
~..~ndleti0n
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