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3.c 2) 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 Page 2 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 Page 3 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. Page 4 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: Page 5 ➢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. Page 6 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** Page 7 **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. Page 8 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. Page 9 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. Page 10 ➢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: Page 11 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 Page 12 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 Page 13 ●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