9.i ii) Proposal from GovHR USA
February 15, 2019
Neil Soltis
City Administrator
City of Scandia, MN
14727 209th Street
Scandia, MN 55073
Dear Mr. Soltis:
Thank you for the opportunity to provide you with a proposal for the City Administrator recruitment and
selection process for the City of Scandia.We have included both full and limited-scope recruitment
options for your consideration.GovHR USA (“GovHR”)prides itself on a tailored,personal approach to
executive recruitment and selection, able to adapt to your specific requirements for the position.
Qualifications and Experience
GovHR is a public management consulting firm serving municipal clients and other public-sector entities
on a national basis.Our headquarters offices are in Northbrook,Illinois.We are a certified Female
Business Enterprise in the State of Illinois and work exclusively in the public sector.We have 11 full time
and 8 part time employees and 27 project consultants.GovHR offers customized executive recruitment
services and completes other management studies and consulting projects for communities.Please note
the following key qualifications of our firm:
➢Since our establishment in 2009,our consultants have conducted hundreds of recruitments in 29
states,with an increase in business of at least 30%each year.Twenty-eight (28%)of our clients
are repeat clients, the best indicator of satisfaction with our services.
➢Surveys of our clients show that 94%rate their overall experience with our firm as Outstanding
and indicate that they plan to use our services or highly recommend us in the future.
➢Our state of the art processes,including extensive use of social media for candidate outreach and
skype interviews with potential finalist candidates,ensure a successful recruitment for your
organization.
➢Our high quality,thorough Recruitment Brochure reflects the knowledge we will have about your
community and your organization and will provide important information to potential candidates.
➢We provide a two-year guarantee for our recruitments (full-scope only).Less than 1%of our
clients have had to invoke the guarantee.
➢The firm has a total of twenty-seven consultants,both generalists and specialists (public safety,
public works,finance,parks,etc.),who are based in Arizona,Florida,Illinois,Indiana,Michigan,
and Wisconsin, as well as five reference specialists and eight support staff.
Our consultants are experienced executive recruiters who have conducted over 600 recruitments,working
with cities,counties,special districts and other governmental entities of all sizes throughout the country.In
630 Dundee Road, Suite 130, Northbrook, Illinois 60062
Local: 847.380.3240 Fax: 866.401.3100 GovHRUSA.com
EXECUTIVE RECRUITMENT • INTERIM STAFFING • MANAGEMENT AND HUMAN RESOURCE CONSULTING
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addition,we have held leadership positions within local government,giving us an understanding of the
complexities and challenges facing today’s public-sector leaders.
GovHR is led by Heidi Voorhees,President,and Joellen Cademartori,Chief Executive Officer. Ms.
Voorhees previously spent 8 years with the nationally recognized public-sector consulting firm,The PAR
Group,and was President of The PAR Group from 2006 –2009.Ms.Voorhees has conducted more than
250 recruitments in her management consulting career,with many of her clients repeat clients,attesting
to the high quality of work performed for them.In addition to her 12 years of executive recruitment and
management consulting experience,Ms.Voorhees has 19 years of local government leadership and
management service,with ten years as the Village Manager for the Village of Wilmette,IL.Ms.
Cademartori is a seasoned manager,with expertise in public sector human resources management.She
has held positions from Human Resources Director and Administrative Services Director to Assistant
Town Manager and Assistant County Manager.Ms.Cademartori has worked in forms of government
ranging from Open Town Meeting to Council-Manager and has supervised all municipal and county
departments ranging from Public Safety and Public Works to Mental Health and Social Services.
Consultants Assigned
GovHR Senior Vice Presidents Lee Szymborski and Vice Charlene Stevens will be responsible for your
recruitment and selection process. Their contact information is:
Lee Szymborski
Senior Vice President
GovHR USA LLC
Telephone: 847-380-3240
Lszymborski@GovHRusa.com
Charlene Stevens
Senior Vice President
GovHR USA LLC
Telephone: 320-262-0303
CStevens@GovHRusa.com
Mr.Szymborski has conducted approximately 65 executive recruitments since joining GovHR in 2013,
and nearly 30 of these were for the top Manager position (City Manager,Town Manager,County
Administrator,etc.)Ms.Stevens recently joined GovHR as a consultant.She is a Minnesota resident and
has experience in Minnesota local government,including serving as the City Administrator for Cottage
Grove, MN (2015 – 2018) and Willmar, MN (2011- 2015).
Biographies for both Mr.Szymborski and Ms.Stevens are attached to this proposal.We have also
included a list all of the top Manager recruitments conducted by GovHR consultants in the past eight
years. A complete list of GovHR’s clients is available on our website at www.govhrusa.com .
References
The following references can speak to the quality of service provided by GovHR:
Shorewood, WI (Village Manager, 2017) - Lee Szymborski
Tyler Burkart
Assistant Village Manager
3930 N. Murray Ave.
Shorewood, WI 53211
414-847-2700
tburkart @villageofshorewood.org
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Woodbury, Minnesota (Assistant City Administrator, 2017; Engineering Director, 2018; Public
Works Director, 2018; Parks and Rec Director, 2018) – Lee Szymborski
Angela Gorall
Assistant City Administrator
MN8301 Valley Creek Road
Woodbury, MN 55125
(651) 714-3573
angela.gorall@woodburymn.gov
Rome, WI (Town Administrator, 2018) – Lee Szymborski
Wayne Johnson
Town Chairman
1156 Alpine Drive
Nekoosa, WI 54457
wjohnson@romewi.com
715-323-6269
Scope of Work
A typical recruitment and selection process takes approximately 175 hours to conduct.At least 50 hours
of this time is administrative,including advertisement placement,reference interviews,and due diligence
on candidates.We believe our experience and ability to professionally administer your recruitment will
provide you with a diverse pool of highly qualified candidates for your City Administrator search.GovHR
clients are informed of the progress of a recruitment throughout the entire process.We are always
available by mobile phone or email should you have a question or need information about the recruitment.
GovHR suggests the following approach to your recruitment, subject to your requests for modification:
Phase I – Position Assessment, Position Announcement and Brochure Development
Phase I will include the following steps:
➢One-on-one or group interviews will be conducted with elected officials,appointed officials,staff,
business community representatives and any other stakeholders identified by the client to
develop our Recruitment Brochure. The Proposal assumes up to two full days and one night
depending upon the client's needs.We can also utilize dedicated email and surveys to obtain
feedback from stakeholder groups. Previous clients have invited community leaders to meetings
with our consultants;other clients have developed surveys for the community or organization;
and some clients request we use a combination of these methods to fully understand community
and organizational needs and expectations for the next City Administrator. We will work closely
with you on the format that best meets your needs.
➢Development of a Position Announcement .
➢Development of a detailed Recruitment Brochure for your review and approval.
➢Agreement on a detailed Recruitment Timetable –a typical recruitment takes 90 days from the
time you sign the contract until you are ready to appoint the finalist candidate.
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Phase II – Advertising, Candidate Recruitment and Outreach
We make extensive use of social media as well as traditional outreach methods to ensure a diverse and
highly qualified pool of candidates.In addition,our website is well known in the local government industry
–we typically have 5,000 visits to our website each month .Finally,we develop a database customized to
your recruitment and can do an email blast to thousands of potential candidates.
Phase II will include the following steps:
➢Placement of the Position Announcement in appropriate professional online publications.In
addition to public sector publications and websites,outreach will include LinkedIn and other
private sector resources.We can provide the City with a list of where we intend to place the
position announcement, if requested.
➢The development of a database of potential candidates from across the country unique to the
position and to the City of Scandia,focusing on the leadership and management skills identified
in Phase I as well as size of organization,and experience in addressing challenges and
opportunities also outlined in Phase I.This database can range from several hundred to
thousands of names depending on the parameters established for the outreach.Outreach will be
done in person,and through e-mail and telephone contacts.GovHR consultants have extensive
knowledge of the municipal government industry and will personally identify and contact potential
candidates.With more than 600 collective years of municipal and consulting experience among
our consultants, we often have inside knowledge about candidates.
Phase III – Candidate Evaluation and Screening
Phase III will include the following steps:
➢Review and evaluation of candidates’credentials considering the criteria outlined in the
Recruitment Brochure.
Candidates will be interviewed by skype or facetime to fully grasp their qualifications,experience
and interpersonal skills.The interviews include asking specific questions about their experiences
and skill sets as well as asking questions specific to the City Administrator.We will ask follow up
questions and probe specific areas.By utilizing skype or facetime we will have an assessment of
their verbal skills and their level of energy for and interest in the position.
➢Formal and informal references and an internet/social media search of each candidate will be
conducted to further verify candidates’abilities,work ethic,management and leadership skills,
analytical skills,interpersonal skills,ability to interact with the media,and any areas identified for
improvement.
➢All résumés will be acknowledged and contacts and inquiries from candidates will be personally
handled by GovHR,ensuring that the City of Scandia’s process is professional and well regarded
by all who participate.
Phase IV – Presentation of Recommended Candidates
Phase IV will include the following steps:
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➢GovHR will prepare a Recruitment Report that presents the credentials of those candidates most
qualified for the position.You will advise us of the number of reports you will need for the
individuals involved in this phase of the recruitment and selection process.We provide a binder
which contains the candidate’s cover letter and résumé.In addition,we prepare a “mini”résumé
for each candidate,so that each candidate's credentials are presented in a uniform way.GovHR
will provide you with a log of all candidates who applied.You may also review all the résumés,if
requested.
➢GovHR will meet with you on-site to review the Recruitment Report and expand upon the
information provided.The report will arrive two to three days in advance of the meeting,giving
you the opportunity to fully review it.In addition to the written report,we will spend 2 to 3 hours
discussing the candidates by reviewing their skype interviews and providing excerpts from the
references we will have conducted on the individuals.
Phase V –Interviewing Process
Phase V will include the following steps:
➢After the Recruitment Report is presented,the Interviewing Process will be finalized including the
discussion of any specific components you deem appropriate,such as a writing sample or oral
presentation.
➢GovHR will develop the first and second round interview questions for your review and comment.
GovHR will provide you with interview books that include the credentials each candidate submits,
a set of questions with room for interviewers to make notes,and evaluation sheets to assist
interviewers in assessing the candidate’s skills and abilities.
➢GovHR will work with you to develop an interview schedule for the candidates,coordinating travel
and accommodations.In addition to a structured interview with the City,the schedule will
incorporate a tour of City of Scandia’s facilities and interviews with senior staff,if the City so
desires.
➢Once candidates for interview are selected,additional references will be contacted,along with
verification of educational credentials,criminal court,credit,and motor vehicle and records
checks.
➢GovHR recommends a two-step interviewing process with (typically)five or six candidates
interviewed in the first round.Following this round,we strongly suggest that two or three
candidates are selected for second round interviews.Again,we will prepare a second round of
interview questions and an evaluation sheet.
➢GovHR consultants will be present for all the interviews, serving as a resource and facilitator.
Phase VI – Appointment of Candidate
➢GovHR will assist you as much as you request with the salary and benefit negotiations and
drafting of an employment agreement, if appropriate.
➢GovHR will notify all applicants of the final appointment,providing professional background
information on the successful candidate.
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Leadership/Personality Assessments
GovHR has experience working with a wide variety of leadership and personality assessment tools,
depending on the qualities and experiences the client is seeking in their candidates. These include but
are not limited to Luminaspark,Caliper,DISC and others. Typically these tools cost $300 per candidate
to administer. This fee is not included in our proposal.
Recruitment Schedule
A detailed recruitment schedule will be provided in Phase I.The recruitment and selection process
typically takes 90 days from the time the contract is signed until the candidate is appointed.We can work
with you on a shorter process,should you so desire.Our typical recruitment process includes the
following milestones and deliverables:
➢Weeks 1 - 2 On-site interviews of City officials and staff, development and approval of
recruitment brochure
Deliverable: recruitment brochure
➢Weeks 3 - 8 Placement of professional announcements; candidate identification,
screening, interview and evaluation by consultant
➢Week 9 Consultant recommendation to the City of qualified candidates
Deliverable: recruitment report
➢Week 10 Selection of candidate finalists by the City; additional
background and reference checks, report preparation and presentation
Deliverable: interview reports including suggested questions
and evaluation sheets
➢Weeks 11-12 Interviews of selected finalist candidates; recommendation of final candidate;
negotiation, offer, acceptance and appointment
Summary of Costs Price
Recruitment Fee: $14,000
Recruitment Expenses: (not to exceed)
➢Expenses include consultant travel, postage/shipping, telephone,
support services, candidate due diligence efforts. copying etc.
4,500
Advertising:
*Advertising costs over $2,500 will be placed only with client
approval. If less than $2,500, Client is billed only for actual cost.
2,500*
Total: $21,000**
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**This fee does not include travel and accommodations for candidates interviewed.Recruitment
brochures are produced as electronic files.Printed brochures can be provided,if requested,for an
additional cost of $900.
The above cost proposal is predicated on four consultant visits to the City;the first for the recruitment
brochure interview process (up to two full days and one night,depending upon the client’s needs;if
additional days are needed they will be billed at $500 per half day and $950 for a full day,plus additional
hotel charges,if required);the second to present recommended candidates;and the third and fourth for
the candidate interview process (second round interviews are often scheduled a week or so following the
first round interviews). Any additional consultant visits requested by the City will be billed at $125/hour;
$500 for a half day and $950 for a full day. The additional visits may also result in an increase in the
travel expenses and those expenses will be billed to the client.
Payment for Fees and Services
Professional fees and expenses will be invoiced as follows:
1 st Payment: 1/3 of the Recruitment Fee (invoice sent upon acceptance of our proposal).
2 nd Payment: 1/3 of the Recruitment Fee and expenses incurred to date (invoice sent following the
recommendation of candidates).
Final Payment: 1/3 of the Recruitment Fee and all remaining expenses (invoice sent after recruitment is
completed).
Recruitment expenses and the costs for printing the Recruitment Brochure will be itemized in detail.
Payment of invoices is due within thirty (30)days of receipt (unless the client advises that its normal
payment procedures require 60 days.)
Philosophy
Executive search is an important decision-making process for an organization and our primary goal is to
provide our client with the information to make the best hiring decision.Our firm’s executive recruitment
philosophy embraces a professional process of integrity,trust,and respect toward all parties involved,
and complete commitment toward meeting the expressed needs and desires of our client.All of our
services are handled by principals of the firm who have established and well-regarded reputations in the
search field,as well as actual operating experience in the public management fields in which they now
consult.Each has impeccable professional credentials and unblemished personal reputations.Keeping
both our client and prospective candidates informed on the status of the recruitment on a regular basis is
also an important part of our recruitment process.Our work is carried out in an open manner with
particular attention given toward seeking out critical factors of a client’s organization and governance,and
utilizing such information respectfully and discreetly in seeking out candidates who truly have the ability to
meet the expectations and needs of the client—working strenuously in developing a fully qualified,“best
match”candidate pool for client consideration.Our process includes assistance in the critical final
interview and selection phases of the recruitment,and availability to both client and candidate for months
following the appointment.Our process was developed and refined over the years to meet the special,
and often unique,needs and circumstances facing our local government,public management,and related
not-for-profit clients.
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GovHR Guarantee (Applies Only to Full-Scope Recruitments)
It is the policy of GovHR to assist our clients until an acceptable candidate is appointed to the position.
Therefore,no additional professional fee would be incurred should the City not make a selection from the
initial group of recommended candidates and request additional candidates be developed for interview
consideration.Additional reimbursable expenses may be incurred should the situation require consultant
travel to City of Scandia beyond the planned four visits.
Upon appointment of a candidate,GovHR provides the following guarantee:should the selected and
appointed candidate,at the request of the City or the employee’s own determination,leave the employ of
the City within the first 24 months of appointment,we will,if desired,conduct one additional recruitment
for the cost of expenses and announcements only,if requested to do so within six months of the
employee’s departure.
In addition,in accordance with the policy of our firm as well as established ethics in the executive search
industry, we will not actively recruit the placed employees for a period of five years.
Limited Scope Recruitment Process
GovHR offers Clients a "Limited Scope"recruitment process,designed for municipal officials who require
only partial assistance with a recruitment.
The first several components of a Limited Scope Recruitment Process and a Full Recruitment and
Selection Process are similar and are designed to recruit candidates for the position.The consultant will
visit the community,develop and place the job announcement,conduct outreach for candidates,review
resumes and conduct telephone interviews.Two (2)references and education verification will be
completed for each candidate.Finally,a Recruitment Portfolio that includes the information on the
recommended candidates including résumés,cover letters and any supporting information the candidate
submitted will be prepared and provided to the client via a candidate presentation meeting.At this point in
the Limited Scope Recruitment process, GovHR involvement will be complete .
In summary,the major differences between the Limited Scope Recruitment Process and the Full
Recruitment and Selection Process are:
●A Recruitment Flyer,instead of a full Brochure, will be prepared for the Limited Scope
Recruitment.This will be one page which will consist of a brief description of the community,a
few candidate traits and a short list of opportunities and the job ad –all on a single page.This
flyer will be distributed as a .pdf file.
●The Limited Scope Recruitment will include only the presentation of a single Recruitment Portfolio
(for the client to reproduce)whereas a full Recruitment and Selection provides the client with as
many books as requested. Any additional books will cost $35 each, plus postage.
●Once candidates for interview are selected, two additional references will be contacted.
●GovHR will not conduct background investigations (court,credit,motor vehicle records checks,
etc.)
●GovHR will not offer any guarantee regarding the selection and tenure of the candidates.GovHR
will bill the client immediately after presentation of candidates and will not “redo”the Recruitment
and Selection Process if the Client is unsuccessful in hiring someone from the group of
recommended candidates.
●Development of interview questions,second interview questions,and assistance with contract
negotiations will be the responsibility of the client.
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Summary of Costs: Limited Scope Price
Recruitment Fee: $12,500
Recruitment Expenses: (not to exceed)
Ø Expenses include consultant travel,postage/shipping,telephone,
support services, candidate due diligence efforts. copying etc.
3,500
Advertising:
*Advertising costs o ver $2,000 will be placed only with client
approval. If less than $2,000, Client is billed only for actual cost.
2,000*
Total: $18,000**
This fee does not include travel and accommodations for candidates interviewed.
The above cost proposal is predicated on two consultant visits to the client;the first for the recruitment
flyer interview process (up to one day and one night,depending upon the client’s needs;if additional days
are needed they will be billed at $500 per half day and $950 for a full day,plus additional hotel charges,if
required);the second to present recommended candidates;Any additional consultant visits requested by
the client will be billed at $125/hour;$500 for a half day and $950 for a full day.The additional visits may
also result in an increase in the travel expenses and those expenses will be billed to the client.
Why Choose GovHR?
We ask you to consider the following as you deliberate:
➢We are a leader in the field of local government recruitment and selection with experience in
more than 29 states,in communities ranging in population from 1,000 to 1,000,000.More than
28%of our clients are repeat clients showing a high level of satisfaction with our work.We
encourage you to call any of our previous clients.
➢We are committed to bringing a diverse pool of candidates to your recruitment process.We
network extensively with state,city and county management associations,attending more than 20
state and national conferences each year.In addition,we support and attend the meetings of
Women Leading Government,the International Hispanic Network,the California Network of Asian
Public Administrators, and the National Forum for Black Public Administrators.
➢We conduct comprehensive due diligence on candidates.Before we recommend a candidate to
you,we will have interviewed them via Skype,conducted reference calls,and media and social
media searches.Our knowledge of local government ensures that we can ask probing questions
that will verify their expertise.
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➢We are your partners in this important process.You are welcome to review all the resumes we
receive, and we will share our honest assessment of the candidates.
➢Our goal is your complete satisfaction.We are committed to working with you until you find the
candidate that is the best fit for your City Administrator.
We believe we have provided you with a comprehensive proposal;however,if you would like a service
that you do not see in our proposal, please let us know. We can most likely accommodate your request.
This proposal will remain in effect for a period of six months from the date of the proposal.We look
forward to working with you on this recruitment and selection process!
Sincerely,
Heidi J. Voorhees
President
GovHR USA
Attachment: Consultant Biography
ACCEPTED BY THE CITY OF SCANDIA, MINNESOTA
BY:
TITLE:
DATE:
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CONSULTANT BIOGRAPHIES
LEE SZYMBORSKI
Senior Vice President
Lee Szymborski is a Senior Vice President with GovHR USA,working on both executive search and
general management consulting assignments.He has more than 33 years of experience in local
government administration.
Mr.Szymborski’s experience spans both Wisconsin and Illinois communities.Mr.Szymborski served
more than 15 years as City Administrator in Mequon,Wisconsin.Mequon is a full service city with $30
million in combined budgets,and more than 170 employees serving 23,000 residents.In addition to his
Wisconsin service in Mequon,he also worked for the City of Wauwatosa and Milwaukee County.In
Illinois, he served for 12 years as Assistant Village Manager in Buffalo Grove.
Mr.Szymborski’s track record points to a results-oriented approach to municipal government
management.That is demonstrated by his work including the purchase of a $14 M private water utility
that has seen its customer base increase under city ownership (Mequon);reorganizing city departments
and reducing workforce costs in an organizationally sensitive manner (Mequon);spearheading a 10-
community oversight committee to secure the startup of commuter rail service (Metra)on the WI Central
railway (Buffalo Grove);and re-purposing TIF funds to provide incentives that secured a $16 M mixed-use
development in Mequon’s Town Center.He is additionally skilled in budgeting,personnel administration,
community engagement efforts and strategic planning.
Mr.Szymborski’s experience in recruiting key staff extends back to his management roles in both Buffalo
Grove and Mequon.In Buffalo Grove,he handled for the Village Manager all aspects of recruiting the
management team.During his time in Mequon,Mr.Szymborski recruited all members of the City’s
management team.
Since joining GovHR USA in 2014,Mr.Szymborski has assisted or managed more than 65 executive
searches for communities in Wisconsin,Illinois,Minnesota,Missouri and Massachusetts,as well as
non-profit agencies including the International City/County Management Association.His recent searches
include Administrator and department head City Administrators for the Wisconsin communities of
Glendale,Wauwatosa,Oak Creek,Waukesha,Middleton,and Beloit (Town).His work for Illinois
municipalities include,among others,East Peoria,Washington and DeKalb.He has also managed local
government searches in Missouri and Massachusetts.He has done management studies and strategic
plans for several Wisconsin, Illinois and Missouri communities.He has also been part of GovHR USA’s
classification and compensation studies in several Wisconsin, Illinois and Massachusetts communities.
Professional Education, Training and Instruction
●Master of Science degree in Urban Affairs, University of Wisconsin - Milwaukee
●Bachelor of Arts degree in Political Science, University of Wisconsin - Milwaukee
Professional Development and Speaking Engagements
●Adjunct instructor at Upper Iowa University – Milwaukee Center
●Published articles in Public Management Magazine, Milwaukee Journal Sentinel
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Memberships and Affiliations
●Mequon-Thiensville Sunrise Rotary Club
●Board of Directors for the Mequon Nature Preserve
●International City/County Management Association
●Wisconsin City/County Management Association
●Former President Illinois Association of Municipal Management Assistants
●Former President Mequon-Thiensville Sunrise Rotary Club
Awards
●Mequon – Thiensville Chamber of Commerce’s Distinguished Service Award
Local Government Background
●City Administrator, Mequon, WI 1999-2014
●Assistant Village Manager, Buffalo Grove, IL 1987-1999
●Milwaukee County and City of Wauwatosa, WI 1980-1986
CHARLENE STEVENS
Senior Vice President
Ms.Stevens has over twenty years of experience in municipal management.Her career spans three
states:Minnesota,Kansas and Pennsylvania.Ms.Stevens has worked in both county and city
government and her career covers work in urban, suburban and rural communities.
Ms.Stevens is a proven leader in the profession and has had multiple opportunities to serve her
profession,including a personal highlight of serving as a Regional Vice President for ICMA early in her
career.Ms.Stevens is also proud that she was able to serve on the League of Minnesota Cities’Board of
Directors and the Coalition of Greater Minnesota Cities’ Board of Directors simultaneously.
Ms.Stevens has expertise in community and civic engagement,having started her career in
neighborhood services and led two community wide visioning and strategic planning efforts for two
different communities.Charlene is passionate about community engagement and striving to have all
diverse voices heard during the process.
Ms.Stevens’results-oriented management has included projects that have expanded parks and
preserved greenspace in rapidly developing communities,developed a workforce training center for a
large urban county and developed downtown development plans for two communities.
Ms.Stevens’strength is her ability to develop strong partnerships with multiple and diverse stakeholders.
Through those partnerships, Ms. Stevens helps communities develop consensus and achievable plans.
Charlene is an innovative problem solver and brings enthusiasm and creativity to her work.Ms.Stevens
is proud to have mentored many young professionals throughout her diverse career,including helping to
establish women’s mentoring groups in three different communities.
Professional Training, Education and Instruction
●Master of Public Administration, University of Kansas – Lawrence, Kansas
●Bachelor of Arts, International Relations, Pomona College – Claremont, California
●Leadership Wichita Graduate
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●Instructor,International City and County Management Association (ICMA),Emerging Leaders
Development Program
●Instructor, ICMA Mid-Career Institute
Memberships and Affiliations
●International City and County Management Association (ICMA) – Current Member
●ICMA Task Force on Welcoming New Members – Chair – 2009 - 2015
●ICMA Task Force on Women in the Profession – 2012-2014, Member
●ICMA Regional Vice President – ICMA Executive Board Member – 2003-2006
●ICMA Committee of Professional Conduct – 2006 – Chair
●ICMA Conference Host Committee -2002 – Co Chair
●ICMA Conference Planning Committee – 2001 and 2002 - Member
●ICMA Task Force on Small Communities – 1999-2001 – Member
●League of Minnesota Cities (LMC) - Board Member – 2013-2015
●Coalition of Greater Minnesota Cities (CGMC) - Board Member – 2011-2015
●Minnesota City and County Management Association (MCMA) – Current Member
●MCMA Task Force on Women in the Profession – Current Member
●YMCA of Woodbury Community Board – Current Member and Board Vice Chair
●KUCIMAT President – University of Kansas – 2013 - 2014
●Willmar Area Rotary, 2011 - 2015
●Kansas Association of City and County Managers (KACM) – Member, 2006 – 2011
●Association of Pennsylvania Municipal Managers (APMM) – Member, 1997-2006
Local Government Background
22 Years of Local Government Leadership and Management Experience
●City Administrator, Cottage Grove, MN – 2015-2018
●City Administrator, Willmar, MN – 2011 – 2015
●Assistant County Manager, Sedgwick County, KS – 2006-2011
●Assistant Township Manager, Lower Gwynedd, PA – 1999 – 2006
●Assistant Township Manager, Buckingham, PA – 1997-1999
●Neighborhood Assistant, City of Wichita, KS – 1995-1996
GovHR USA is pleased to announce the
recruitment and selection process for an
Assistant City Administrator on behalf of the
City of Woodbury, Minnesota. This brochure
provides background information on the City
and its organization, as well as the
requirements and expected qualifications for
the position. Candidates should apply by
October 30, 2017 with cover letter, resume,
and contact information for five professional
references. To apply on-line visit
www.govhrusa.com/current-positions/recruitment
or to apply via mail send the required
information to the attention of Lee Szymborski,
Senior Vice President, GovHR USA, 630
Dundee Road, #130, Northbrook, IL 60062.
Tel: 847-380-3240. The City of Woodbury is
an Equal Opportunity Employer.
GovHRUSA, LLC
630 Dundee Road, Suite 130
Northbrook, Illinois 60062
847-380-3240
Formal Applications should be submitted to:
www.govhrusa.com/current-positions/recruitment
Lee Szymborski, Sr. Vice President
Executive Recruitment for
WOODBURY, MINNESOTA
Woodbury, Minnesota
EXECUTIVE SUMMARY
Assistant City Administrator, Woodbury, MN
(pop. 69,240). Woodbury, incorporated in 1967, is one of
the fastest growing cities in Minnesota, and the 9th largest
city in the state. Over the past three decades the
population has tripled, and is expected to exceed 85,000
by 2040. As the economic hub of the Twin Cities east
metro, Woodbury is well known as a healthcare and retail
destination with a diverse economy of many growing
business sectors, including finance, light industrial, office/
showroom and distribution.
Woodbury has been
nationally recognized as a
great place to live and
raise a family with easy
access to the metro area’s
recreational and cultural
activities. Recent recognitions
include: Money Magazine
2017 Best Places to Live in
U.S., National Civic
League 2016 All-America
City Award finalist, S&P
AAA Bond Rating since
2009, GFOA Certificate of
Achievement for Excellence
in Financial Reporting
since 2001, and ICMA Certificate of Excellence in
Performance Management since 2011.
Woodbury’s long-serving City Administrator is adding to
his leadership team an Assistant City Administrator
position. A collaborative-management orientation, proven
analytical abilities, and strong writing and presentation
skills are necessary. Knowledge in organizational
development and human resources, and comfort with a
robust employee-engagement program is preferred.
Among other duties, the Assistant City Administrator will
oversee the Administration Department, advance the
City’s strategic initiatives and implement an extensive
performance measurement program. The position will
serve as Acting City Administrator when needed.
Woodbury is a full-service city including Public Safety
(Police, Fire, EMS), Engineering and Public Works,
Community Development, Parks and Recreation,
Information and Communications Technology, Finance
and Administration (HR, legal, clerk). The City has 313
FTE’s plus 70 paid-on-call firefighters, two unions, and an
$84 million budget (all funds, including capital).
Qualified candidates must have:
• A Bachelor’s degree in public administration, political
science, urban studies or related field; a Master’s
degree in public administration is highly desired;
• Six or more years of increasingly responsible
municipal executive-level experience;
• City administrator or assistant administrator
experience in a smaller community, or department
head experience in a larger municipality will also be
considered;
• Adeptness at working with elected officials and policy
boards; and
• Comfort in a fast-paced, demanding and rewarding
environment.
Starting salary range for
the position is $115,000 -
$130,000 +/- DOQ. The
City offers an excellent
benefits package.
COMMUNITY
HISTORY AND
BACKGROUND
Woodbury was originally
named Red Rock, after a
sacred stone supposedly
painted by the famous
Dakota Chief Little Crow.
The town was renamed in 1859 when the state legislature
discovered another Red Rock Township in Minnesota.
Woodbury was named after Judge Levi Woodbury of New
Hampshire, a friend of the first town board chairman.
Woodbury was an Associate Justice of the U.S. Supreme
Court, a U.S. Senator, and a Governor of New Hampshire.
The first European settlers came to Woodbury in 1844.
Most of the area's early settlers migrated from the eastern
states and from Germany. Immigrants also came from
Ireland, Sweden, Switzerland, Scotland and Denmark.
Over the years the people of Woodbury have contributed
in many ways to the rich heritage that the city enjoys
today.
Woodbury is situated just east of St. Paul, the state's
capital, at the intersections of I-94, I-494 and I-694. The
city is in close proximity to the Twin Cities' major
employment centers, as well as the St. Croix River Valley,
providing a beautiful natural setting and year-round
recreational opportunities.
Woodbury is one of the Twin Cities' fastest growing
suburban communities. Since 1990, Woodbury’s
population tripled, growing from 20,075 residents in the
1990 census to its current population, which is estimated
to be close to 70,000. Approximately two-thirds of the City
has been developed and Woodbury's Comprehensive
Assistant City Administrator
Plan anticipates continued residential and commercial
development through 2040, when the city is expected to
be close to 88,000 people.
Woodbury has experienced considerable commercial and
industrial activity, resulting in more than 11 million square
feet of commercial and industrial space. Woodbury is
home to major employers, such as HealthEast, Anytime
Fitness corporate headquarters, Assurant, Target.com,
Allina and Summit Orthopedics, plus many smaller
businesses and retail shopping enterprises. Woodbury
also is home to Woodwinds Hospital and a burgeoning
healthcare business sector. During the past few decades,
retail development has accelerated in Woodbury resulting
in the construction of several major shopping centers,
including Woodbury Village, Tamarack Village and Wood-
bury Lakes.
According to the 2017 Community Survey, 92 percent of
those surveyed rated the quality of life in Woodbury as
“good” or “excellent.” When considering the sense of
community in Woodbury, about two-thirds of residents
awarded “good” or “excellent” ratings.
Woodbury is consistently credited nationally as a great
place to live. Recognitions in the last ten years have come
from a wide range of publications including Family Circle,
Money Magazine, Forbes.com, and Business Week.
There are 24,744 households in Woodbury. A wide variety
of housing sizes, styles, and price ranges are available
throughout the community from older structures to new
construction home sites. The median household income is
$99,698 with a median home value of $272,000 based on
2015 U.S. Census data. High-end residential building,
with homes valued at $500,000 – to more than $1 million
can be found in several subdivisions, while more
moderately priced housing is also available. According to
the latest comprehensive annual financial report, City
housing trends are expected to continue, as lot inventory
remains high, and in demand. The City is additionally
committed to meet the region’s goal of affordable housing,
as noted in the City’s 2040 Comprehensive Plan.
The City’s diverse population includes approximately 80 %
White, 8 % African American, 8 % Asian, and 4% Hispanic
(2015, US Census). 55 percent of city residents aged 25
and older are college graduates. The median age of
residents is 36 years.
Unemployment in Woodbury was 2.6% at the end of 2016.
This compares to a state-wide average of 3.9%.
The City’s 36 square miles includes many parks and open
spaces. The City operates a robust park system
consisting of more than 3,300 acres, 143 miles of trails
and 55 parks. Neighborhood parks feature playground
equipment, athletic fields and courts, picnic areas,
multi-use trails and skating rinks.
In addition to the park system offering 123 athletic fields,
46 play structures, and 76 sport courts, community-scale
facilities include the Tamarack Nature Preserve, Carver
Lake Park, Ojibway Park, Central Park, Eagle Valley Golf
Course and the newly expanded and renovated
HealthEast Sports Center. Woodbury’s recreation
programs are available to all age groups. Pre-school,
youth and adult programming served more than 62,000
participants in 2016.
Community residents have a choice of both public and
private elementary and high schools. Woodbury is served
by three school districts: South Washington County
Independent School District (ISD 833) with an enrollment
of 15,000 students; Stillwater Area Schools (ISD 834);
and North St. Paul- Maplewood-Oakdale School District
(ISD 622). District 833 operates seven elementary
schools, two middle schools and two senior high schools
in Woodbury. District 834 also recently added an
elementary school in Woodbury. The community also
offers a public charter school and two private schools,
which provide additional education options.
The greater Twin Cities area offers a wide variety of
higher education opportunities. Chief among them include
the University of Minnesota Twin Cities, the state’s
flagship school. Other notable institutions of higher
learning in the metropolitan area include Hamline
University and the University of St. Thomas.
Woodbury, Minnesota
Woodbury and the surrounding greater Twin Cities area,
provides many opportunities to enjoy world-class art and
culture. The area claims a number of theater companies,
the Minnesota Symphony Orchestra, the Twin Cities Ballet
Company, and numerous arts organizations.
Cultural attractions include nearly 60 museums and
galleries including the Science Museum of Minnesota
located in downtown St. Paul. Next door is the Minnesota
Children’s Museum, one of the nation’s best children’s
museums. The Minnesota History Center features
exhibits, concerts and programs.
For sports enthusiasts, the area offers year-round events
including professional baseball (the Minnesota Twins),
professional football (Minnesota Vikings), professional
hockey (Minnesota Wild), professional men’s basketball
(Minnesota Timberwolves), professional soccer
(Minnesota United), professional women’s basketball
(Minnesota Lynx), and Big Ten collegiate athletics
(U of M). Source: Discover Twin Cities
CITY GOVERNMENT
The Woodbury City Council consists of the Mayor and four
Council Members; all are elected at-large and serve four-
year, staggered terms. The City Council provides
legislative guidance for the City and sets administrative
policy.
As a Council member, the Mayor's official power is no
greater than any other Council member, and the office has
no veto power. The Mayor executes official documents,
makes appointments subject to the approval of the council
and presides at Council meetings. As the official head of
the City, the Mayor serves as spokesperson for both the
government and the community.
The Council appoints the City Administrator who serves as
the City’s chief operating officer responsible for the day-to-
day management of the City, its operations and overall
financial administration/condition. The City Council and
City Administrator enjoy a strong, positive working
relationship. Since its incorporation in 1967, Woodbury
has had three administrators with the current administrator
serving the City since 2004. Most department heads are
similarly long-tenured.
The City employs 313 FTE’s plus 70 paid-on-call
firefighters, and 200-300 seasonal or temporary
employees. There are two unions, and an $84 million
budget (all funds, including capital). The City holds an
S&P AAA Bond Rating. The City’s taxable market value in
2017 was more than $8.5 billion.
The City is organized into seven areas of operation with a
full-time department head managing each area.
Departments include Administration, Community
Development, Finance, Information and Communications
Technology, Parks and Recreation, Public Safety, and
Engineering and Public Works.
CITY MISSION, VISION, VALUES
AND ORGANIZATIONAL CULTURE
To better understand and appreciate the City, its
organization and its culture, candidates are encouraged to
review the City’s mission, vision and values. They include:
Mission
A leading community in which to live, work, and thrive.
Vision
Woodbury will continue to be a leading community where
everyone has the opportunity to thrive. Through
professionalism, responsive service and leadership, we
will strengthen our tradition of public trust and effective
resource management.
Values
Exceeding Expectations:
Professional – Responsive – Leaders
Critical Success Factors
The City Council has identified seven components that are
essential to the success of the community. These are the
guiding principles that govern the Council's strategic
planning for Woodbury's future. The seven components,
together with the result the city wishes to achieve, are
summarized below:
Assistant City Administrator
Safety – Woodbury residents feel safe in their person
and their property. The city provides high quality,
visible, protective services and works with other
agencies serving our citizens to provide similarly high
-quality
services.
Quality of Life – Woodbury maintains a high-quality
living environment characterized by open space,
quality parks, and attractive neighborhoods.
Positive Economy – Woodbury has a progressive,
customer-oriented business community and a range
of employment opportunities. The city monitors this
area and provides leadership to promote
achievement and bring together other parties as
necessary to continue success.
Schools – Schools serving Woodbury residents
achieve, and are perceived as achieving, outstanding
results. The city supports school districts with their
building needs and with the maintenance of a safe,
positive environment for learning in the school
buildings within Woodbury.
Community – All people in Woodbury feel a sense
of ownership in the community as shown by
participation in many active organizations meeting
the social and spiritual needs of the people living
within Woodbury's boundaries. The city is one means
for citizens to meet the community's needs but the
city's role is to be a partner with other organizations,
promoting and supporting their efforts, not being the
primary builder of community.
City Services – The city emphasizes the use of
appropriate technology, equipment and infrastructure
to provide services at a high level relative to other
communities and at a cost perceived by residents as
giving excellent value for taxes paid. The city not only
implements those systems for which it has
responsibility but promotes maintenance of an
adequate level of service by other governmental and
private entities serving our population.
Sustainability – Woodbury strives to be a
sustainable community that promotes community
health and wellness through the protection of the
environment.
THE ASSISTANT CITY
ADMINISTRATOR POSITION
The Assistant City Administrator (ACA) position is newly
created and included in the City’s FY 2018 budget. The
ACA will join an experienced team of professionals in a
collaborative and consensus-building organizational
culture. The ACA will oversee the Administration
department which includes, among several functions,
Human Resources and the City Clerk.
The primary objectives of the Assistant City Administrator
position are to:
• Support the City Administrator as the Administration
Department head;
• Oversee departments as assigned; and
• Act on behalf of the City Administrator in his absence.
Other key objectives include:
• Providing research and analysis support for city
operations primarily through operation of the
performance management system and other data and
surveying activities;
• Leading strategic initiative execution;
• Facilitating organizational diversity, inclusion and
equity initiative, professional and leadership
development, employee engagement activities;
• Providing interdepartmental project management;
• Supporting and overseeing community engagement
efforts and intergovernmental representation for the
city; and
• Being an active and contributing member of the senior
leadership team and helping address issues having
organization-wide impact.
Woodbury, Minnesota
Essential duties and responsibilities of the position
include:
• Senior Leadership
• Administration/General Duties
• Organizational Development
• Community Engagement
• Strategic Leadership and Direction
• Project Manager and Business Analytics
Some of these duties are more thoroughly described
below in the challenges and opportunities section of this
brochure.
CHALLENGES AND
OPPORTUNITIES
The new Assistant City Administrator will be faced with a
number of challenges and opportunities that are not
uncommon for a local unit of government in today’s
environment. They include:
Establishing the Position as an Integral Part of the
Leadership Team. The creation of the Assistant City
Administrator position is an evolution of Woodbury’s
administrative structure. An earlier configuration had two
Assistant to the City Administrator positions, and one
Director of Administrative Services position. One of the
Assistant to the City Administrator positions was
eliminated in 2017. The Director of Administrative Ser-
vices position is being reclassified as a Human Resources
Manager. Other changes within the organization planned
for FY 2018 include the merging of information technology
and communications.
The City Administrator, with the support of the City
Council and the leadership team who saw the City
Administrator stretched in multiple directions, envisions
the ACA as a position that will take on higher-level
responsibilities and authority, including the ability to step
into the City Administrator’s position upon his absence. As
important, the ACA will be an integral part of the
leadership team, and serve as a department head.
The new ACA will join a well-tuned organization that
includes a long-serving City Administrator and many
seasoned department heads who have served the city for
more than 25 years, and in some instances, more than 40
years. The City Council enjoys a positive, respectful and
productive working relationship with the City
Administrator. Council members hope he continues to
serve in his role until he retires. Likewise, long-tenured
department heads are equally respected for their work by
the Council, but retirements are inevitable and expected in
the next few years. Consequently, when the organization
experiences vacancies in key leadership positions as
department heads retire, the ACA will assist the City
Administrator in assuring sound and seamless
departmental management.
The new ACA should possess the technical skills and
interpersonal maturity to glide into an organization that
whole-heartedly supports the creation of this new position
and views the ACA as an enhancement to the leadership
team. Yet, the successful candidate needs to possess the
talent and dexterity required to develop productive
working relationships that are both independent of, yet
complementary to, the City Administrator. The leadership
team desires additional depth in the management ranks,
not extra bureaucracy or duplicative efforts. The
successful candidate should appreciate working with a
group of department heads who are open to innovative
ideas, receptive to new leadership, and who manage an
organization not in need of an overhaul.
Candidates should view the position as an opportunity to
succeed, and be a viable contender for the City
Administrator’s job upon his retirement, but not assume
succession is inevitable. Instead, the long-term prospect
for the position is to contribute to a municipality known for
innovation, and help significantly shape an organization
that nimbly adapts to meet the needs of a fast-growing
community.
Advancing the Council’s Strategic Initiatives. The City
Council, as part of its biennial strategic planning process,
identifies specific strategic initiatives. In concert with the
City Council, the City Administrator and City staff, the
ACA will be expected to lead the execution of the
Assistant City Administrator
initiatives and their desired outcomes. As an example, the
three areas selected for the 2015 – 2017 time period
were:
1. Sustainable Water Future for Woodbury
2. Foster an Inclusive and Welcoming Community
3. Update of Critical Success Factors
An action plan for each
initiative was developed
and adopted by the
Council, and a preliminary
action plan summarizes
the matter and identifies
the desired outcomes for
each initiative. The new
ACA can expect to be
an integral part of the
Council’s identification
and development of its
future initiatives, and
assuring that the manage-
ment team advances and
achieves the desired
outcomes. When appropriate, the ACA can expect to be
the lead staff person on an initiative, representing the
City’s interest in intergovernmental and other stakeholder
settings.
Diversity, equity and inclusion. Woodbury embraces its
growing diversity and has decades of experience adapting
to change, having evolved from a quiet, largely
agricultural community in the 1960s, into a bustling,
diverse, vibrant suburb today. In the view of City officials,
as Woodbury continues to grow and becomes more
diverse, fostering an inclusive and welcoming community
and workforce is paramount to the city’s continued
success. The city is also committed to providing the best
public service possible to people of all backgrounds.
Among a number of actions taken to advance this
initiative, the City established a Diversity, Equity and
Inclusion employee committee. Its mission is to focus on
improving internal processes and policies so that an
employee (or prospective employee) is not limited by their
identity under a protected class. The group’s goal is to
increase diversity in the organization by making the city
organization a welcoming, attractive and inclusive
organization for all people. The new ACA can expect to
provide leadership to this employee committee, assuring
that the process moves forward, decisions are made, and
that communication flows in multiple directions in order to
meet the desired outcomes outlined in the City’s strategic
initiatives.
Employee Engagement and Organizational
Development. Woodbury, in the words of several
employees, was “founded on employee engagement.”
The current City Administrator has built on a decades-
long tradition of using
employee committees,
whereby Council policy or
internal organizational
issues are shaped with
the assistance of
employee input. Recent
employee committees
cover such issues as
professional and leadership
development, diversity,
equity and inclusion,
employee engagement,
charitable giving and
wellness, and employee
benefits.
Employees volunteer to be on the committees, and the
membership largely represents the workforce’s rank-and-
file. Members highly value the opportunity to affect
change, and the committees work autonomously in
helping provide feedback to the City Administrator.
The new ACA will be empowered to provide strategic
leadership and direction to the employee committees and
the City’s organizational development efforts. By taking a
significant role in this area, along with human resources
personnel, the ACA is expected to advance a robust
organizational development program to its next level. He/
she should be an active participant within this
environment, providing continuity and a link to City
leadership, while also developing a rapport with the City
Administrator to know that the ACA’s relationship with,
and on behalf of, the committees carries weight in both
directions.
Performance measures and business analytics. For
more than 20 years, the City has collected information on
its operations and published an annual report that
provides more than 250 pieces of data on the
performance of city services and operations. The City’s
performance measurement program has been consistently
recognized for excellence by the International City/County
Management Association’s Center for Performance
Management (ICMA-CPM), and can be found on the
City’s website with this link. This effort is complemented by
a Critical Success Factors Report, which supplies
performance measurement data for the seven areas – as
described earlier in this brochure – that the city feels are
most important in order to develop and maintain a
successful community. The incoming ACA can expect to
continue the robustness of the City’s performance
measurement program, and elevate its use and
meaningfulness, as measures may be tied to
departmental and employee performance goals.
CANDIDATE QUALIFICATION
CRITERIA
The City is seeking highly professional candidates who
are passionate about local government. The following
education, experience, management, and leadership
criteria have been identified by the City Administrator, City
Council, and City staff as important skills and abilities for
the candidates to possess and demonstrate.
Education and Experience
• Candidates must have a Bachelor’s degree in public
administration, political science, urban studies or
related field plus six or more years of increasingly
responsible municipal executive level experience. City
administrator or assistant administrator experience in
a smaller community, or department head experience
in a larger municipality will also be considered.
• Candidates must possess proven managerial and
interpersonal skills to assist in leading a dynamic,
financially fit organization that has high customer-
service expectations.
• Have a collaborative-management orientation, proven
analytical abilities, and strong writing and presentation
skills.
• Possess knowledge in organizational development
and human resources, and be comfortable in an
environment with a robust employee-engagement
program.
• Possess strong financial management abilities
including budget development and control.
• Have an appreciation for a community that values
progressive thinking combined with fiscal
conservativism.
• Have experience working in a high-performing
workforce in a positive, cooperative, and
team-oriented approach to addressing issues and
solving problems.
• Have an understanding of community visioning and
strategic planning processes; possess the ability to
help the City Administrator, City Council and staff
carry on, and refine, a tradition of developing a long-
range vision and strategic initiatives for the
community, and then deliver on those goals and
objectives. Have the ability to see the plan’s effects
across all departments.
• Have the experience and judgment to recognize the
need for change when it arises, and the leadership
skills, political astuteness, technical competence, will
and courage to effect such change.
• Have the skill to develop a strong and trusting working
relationship that will complement the City
Administrator’s strengths; be perceptive enough to
know when and how to tactfully fill in the gaps and
break the log jams when necessary.
• Possess the ability to keep an eye on organizational
details that will allow the City Administrator to keep his
focus on the “big picture.”
• Have experience in delivering a contemporary human
resources program for City employees, developing
and maintaining strong work relationships with union
and non-union City staff that builds morale while also
holding employees professionally accountable.
• Be adept at identifying professional development
needs and addressing succession planning. Have an
orientation toward continuing education and
professional development for self, staff, and
employees—keeping up to date and abreast of
modern, innovative methods.
Woodbury, Minnesota
Assistant City Administrator
• Have a successful record of working with
intergovernmental contacts, community institutions,
business leaders, and citizens’ groups in a
cooperative and friendly manner.
• Have a record of keeping up to date and abreast of
modern/innovative municipal technology, programs
and procedures, understanding how technology can
be used to enhance transparency in government,
increase efficiencies and provide better customer
service for residents.
Management Style and
Personal Traits
• Have a background of professional and personal
integrity and honesty and of leading/motivating
personnel by example.
• Have the maturity, self-confidence, and strength of
professional convictions to provide administrative
insights and administrative counsel to the City
Administrator, being able to firmly and diplomatically
present professional views and carry out
administrative decisions in a timely, professional, and
impartial manner.
• Be an articulate and an effective communicator, both
orally and in writing; be someone who is comfortable
listening to and talking with a wide spectrum of
people; someone who can clearly and concisely
present written and oral information to decision
makers; willingly share information as appropriate.
• Be a self-starter who has the vitality and energy to
motivate and lead others; someone who seeks and
enjoys a challenge.
• Possess well developed organizational skills with the
ability to balance numerous projects and issues.
• Be a team leader who can coach and develop
employees to meet organizational and employee
goals; appreciate a work-life balance philosophy.
• Be a “people person,” sincerely personable, patient,
calm and accessible. Have a sense of humor.
• Be one who genuinely embraces diversity.
• Promote a strong, service-oriented, “customer
relations” approach by all employees in dealing with
citizenry.
• Be anticipatory, innovative and a critical thinker.
• Be someone who can make difficult decisions and
stand behind those decisions.
Woodbury, Minnesota