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3.c 3) - Proposal from Hue.Life SCANDIA CITY ADMINISTRATOR SEARCH A proposal for assisting the Community of Scandia in the recruitment and hiring of a City Administrator. Submitted by: Dr. Richard Fursman Huelife Organization Development and Leadership 5775 Wayzata Blvd #700| St. Louis Park, MN 55416 | 651.338.2533|richardfursman@gmail.com Proud to be a Veteran Owned & Operated Business Scandia City Administrator Search Page 1 Table of Contents Page Cover Letter 2 Introduction 3 Firm Experience 3 Approach and Services Overview and Firm Philosophy 4 Detailed Plan of Action Steps and Services Provided 5 Organization Review 6 “Mini” Culture Audit 6 Position Profile Development 6 Recruiting Plan 7 Progress Report 8 Interview Process 9 Onboarding and Follow up 10 Tenure of Hires 10 Principles Assigned to Your Search 11 Guarantee 13 Sample Time Table 13 Fees and Expenses 14 Payment Policy and Signature Page 15 References 16 Attachments Onboarding Article by Richard Fursman Sample Position Profile Scandia City Administrator Search Page 2 February 27, 2019 Mayor Christine Maefsky 14727 209th St. N. Scandia, MN 55073 RE: Proposal for City Administrator Executive Search Dear Mayor Maefsky and Council Members Ness, Kronmiller, Ray and Cusick: On behalf of our team at Huelife, I would like to extend our appreciation for the invitation to submit a proposal to assist you and the citizens of Scandia in the recruitment and selection of your next City Administrator. Picking the City’s Administrator is one of the most important functions you will undertake together. We trust our process, experience, and commitment to you will result in the highest quality and best possible search. Richard Fursman will be assuming responsibility for the search. Richard has been helping communities for over 10 years in executive search efforts for administrative positions throughout the Midwest. Company project manager/executive assistant, Megan Jacobson, will be assisting with the search with over 7 years of executive search experience. Our team has conducted over 500 executive searches for administrative positions throughout the Midwest. We will work closely with you to understand your needs and organization culture, so the individuals recruited have the qualities and skills to be successful. Included with this Letter of Interest are biographies, a select clients list, an estimated timeframe to complete the project and estimated expenses. We are proud of our relationship with Minnesota Cities and would very much enjoy reengaging with you again on this vital recruitment. Thank you again for your consideration. Very truly yours, Dr. Richard Fursman Ed. D. President 5775 Wayzata Blvd #700 St. Louis Park, MN 55416 For additional information about Huelife, please visit www.hue.life Scandia City Administrator Search Page 3 Introduction The City of Scandia is reviewing options in preparation for the hiring of a City Administrator. It will be the responsibility of the consultant to manage expectations, provide expert guidance, and take careful note of the information provided through the individual council members and the organization as a whole. Founded by Jim Brimeyer in 1991, Brimeyer Fursman, LLC (now Huelife) is headquartered in the Twin Cities of Minnesota. Current company president, Dr. Richard Fursman has undertaken scores of similar projects in Minnesota, Iowa, Wisconsin, Nebraska, Alaska and South Dakota. During those searches they successfully implemented recruitment strategies, demonstrating expertise in candidate assessment and the development of a selection process that addresses the needs of the organization and the entire community. Richard has completed over 150 management searches in the Midwest. Partnering with other team-members, he has assisted over 200 organizations in other Organization Development efforts. Huelife is now the industry leader in the process of “Onboarding” or preparing the Organization and new Administrator for transition, to ensure the best possible start. We take great care of our client’s needs and concerns not only as the process unfolds, but also through the new City Administrator’s entry and transition. The firm is currently engaged in Phase 2 of 3 in searching for a new City Administrator with the City of Lester Prairie, MN and just completed final interviews for a City Administrator with the City of Victoria, MN. Some of the more recent executive level searches include the cities of Ada, Little Canada, Gaylord, Bayport, Otsego, Bloomington, Sandstone, Eagan, St. Louis Park, Stillwater, Victoria, Vadnais Heights, Apple Valley, Woodbury, Detroit Lakes, St. Cloud, Minnetonka, Hopkins, Worthington Minnesota; Okoboji, Maquoketa, Clinton, Nevada, Waverly, Ottumwa, Sioux City, and Centerville, Iowa; New Richmond and Kimberly, Wisconsin; and, Petersburg, Alaska. Statement of Understanding Firm Experience Brief history Founded 1991 Current City Executive Search Engagements Similar Searches 2011-2018 Scandia City Administrator Search Page 4 Approach and Services Overview Our approach to executive search promotes maximum input from the Mayor and Council, staff, and citizens in the search process. We help guide the process, but you are the final authority in the selection of candidates. We maintain continual contact with the client throughout the search and keep the candidates informed as the search progresses. In addition to our milestone meetings with the Mayor and City Council, we will provide periodic updates to keep you informed of our progress. Huelife is committed to accurately portraying all candidates to the City. Likewise, we strive to accurately represent the position to candidates to prevent unrealistic expectations. Phase I Organization Assessment and Develop Position Profile Meet individually with the Mayor and Council, Department Heads, and key staff. Meet with selected representatives from the community and/or conduct public forums. Develop and present Position Profile. Phase II Recruitment of Best Candidates • Place announcements • Direct recruiting program • Collect and review resumes • Interview semi-finalists/Screen and evaluate • Prepare and present progress report • Assist elected board with the selection of top 5 candidates for interviews • Personality/Management Profile Phase III Interview Preparations and Event • Coordinate candidates’ interviews • Prepare schedule, questions, review sheets • Monitor interviews and facilitate candidate review session • Develop compensation package • Assist with negotiations • Reference checks - credential verification – credit report – criminal and civil records checks Optional Services Phase IV Onboarding • Onboarding: Socialization process to assist new and existing leadership with the transition to a new City Administrator. Follow-up • 6 months following the Administrator’s start, we assist in conducting a review. Search Approach Scope of Services Summary (Executive Search) Scandia City Administrator Search Page 5 Detailed Plan of Action Steps and Services Provided by Huelife Each search process begins with a careful assessment of the current state of the organization. This evaluation is used when the position profile is established to ensure applicants are screened according to the needs and established norms of the organization. You will be asked how much if any, change in direction is hoped for with the new City Administrator. Candidates are screened for fit and capacity according to your requirements discovered during the process. Assessment areas typically include organizational procedures, structure, systems and policies, culture, staff capacity, leadership and management philosophy, and previous experiences. Four methods may be used to gather information for assessment: 1. Interviews 2. Focus Groups 3. Questionnaires 4. Review of artifacts Engaging as many stakeholders as possible in this first step of the process will provide an impetus for change needed and prepare the organization for the transition in leadership. Members of our team have extensive training through the Institute of Cultural Affairs on facilitating community discussions. A critical success factor of the search is identifying community priorities and the environment in which the Manager must function. We encourage meetings with citizens to further assess the climate of the community with the use of forums and individual interviews. Phase I Organization Assessment Employee & Citizen Engagement Scandia City Administrator Search Page 6 A successful search has a thorough definition and agreement by the Mayor and City Council on each aspect of the position. During this initial phase, our consultants will meet collectively and individually with the Mayor and City Council members, Department Directors and Managers, and key staff to learn more about your goals and objectives. Critical factors to be determined include position responsibility and authority; reporting relationships; educational and experience requirements; personal and leadership qualities; and management style. We will carefully review your expectations and provide industry tested feedback. We will discuss pay expectations, the available talent pool, organization fit, and others that come up during the profile formation. An organizational review and City Administrator search should be a coordinated process whose elements happen together. The information from the organizational review/assessment is essential for the successful recruitment of the new City Administrator. The same analysis becomes the foundation for a plan of action for the new City Administrator once they start. “Mini” Culture Audit: Our highly credentialed and experienced Organization Development professionals understand that when a CEO or Manager leaves, there is often heightened anxiety and work interruptions as people adjust. The areas impacting behavior are communication & expectations, environment, time, and group relations (power issues). The mini culture audit is used to help determine how to best recruit candidates for fit to create a positive work environment. We will pay considerable attention to establishing organizational goals and priorities for the position. The identification of priorities serves a two-fold purpose: it assists the hiring authority in developing a consensus on what is important for the organization and it alerts potential candidates to the important issues of the organization. After drafting the Profile, we will meet with the Mayor and City Council as a group to discuss the critical specifications of the position. A great deal of emphasis placed on the agreement of this analysis. Without this information, it is difficult to determine how potential candidates will affect the City’s plans and organizational team. The final Position Profile, after approval by the Mayor and City Council, becomes the document against which we evaluate prospective candidates. Establishing and Evaluating Expectations Organizational Review Coordinated with Manager Search “Mini” Culture Audit Position Profile – Recruiting Platform Scandia City Administrator Search Page 7 The Position Profile serves as the primary recruitment tool as a means of identifying the scope of the position and highlighting the unique characteristics and qualities of the community. Once the Profile is approved, we will prepare and conduct a comprehensive program to contact candidates and determine sources of candidates. In addition to placing announcements in the appropriate professional and trade journals, we will announce the position on appropriate web sites and the Profile will be featured on the Huelife web site with a link to the City of Scandia official web site. We will utilize our local, regional, and national contacts to identify potential candidates. We will identify comparable organizations where key individuals will be contacted. Often, we are able to identify candidates from similar assignments who may be appropriate for the position. Sometimes the most qualified candidates are often not in the job market and do not respond to traditional advertising: therefore, we will directly recruit specific individuals with established patterns of talent, stability, and success through direct visits, calls, and mailings. Huelife will take responsibility for accepting and collecting applications and acknowledgments. We will maintain transparency and provide continual updates to the city and candidates as each step in the process proceeds. We take great care to treat all candidates with the greatest respect on behalf of the firm and Scandia. Following the application deadline, we will screen each applicant's experience and background against the Position Profile. After evaluating and comparing each application, we will compile a list of candidates for further consideration. We will conduct one-on-one interviews with the most promising individuals. Our staff will make every effort to conduct face-to-face interviews with these candidates. Our in-depth evaluation and appraisal techniques will cover issues such as work experience, education, professional development and achievement, career objectives, accomplishments, suitability, and specific interest in the position. We will pay close attention to the management style that most closely reflects the needs of the organization. PHASE II Develop and Implement an Approved Recruitment Plan Place Announcements Recruit Candidates Recruitment Ads ICMA: International City Managers Association Gov’t Jobs Linked-IN Huelife Web Page League of Minnesota Cities Neighboring Leagues Accept and Acknowledge Applications Review Resumes and Screen Candidates Scandia City Administrator Search Page 8 We use a variety of techniques to “discover” the candidates who will have the greatest chance of success. Research shows that past performance is the greatest indicator of future success. We spend a great deal of time reviewing the accomplishments and lessons learned on mistakes with each candidate. Additionally, we profile management styles and capabilities of each candidate through testing and interviews. Huelife is authorized to administer the Insights Discovery Personality Profile System. The results will cover motivation and behavior patterns, management strategies, identification and management of conflict areas. The City will gain insights into the strengths, management style, and key communication styles for each finalist candidate. Once interviews are complete, we will select the most qualified individuals to present to the Mayor and City Council. We will prepare a Progress Report that will provide information on ten candidates whose backgrounds most closely meet the requirements of the position. This Progress Report will provide specific information on: • Educational and work history • Accomplishments and growth potential • Strengths and possible limitations • Skills and performance history related to the position • Personality and decision-making profile We will deliver this report and personally review it with the Mayor and City Council. Five or six candidates will be selected for further consideration based on the review. We will propose a schedule for interviewing the candidates and discuss the compensation expectations of the Mayor and City Council once the finalists are selected. Assessment Tools Cover letter & resume review Short essays on topics related to the position Writing samples Summary of accomplishments Insights management profile One-on-one interviews 360 Degree Reference Review Full Credit Report Credential Check Criminal Check Progress Report TOP 10-12 Scandia City Administrator Search Page 9 360 Review: Prior to the interviews, we will conduct discreet reference checks on the finalist candidates. We will talk with peers and former associates of these candidates. We will speak with individuals who are, or have been, in positions to directly evaluate the candidates' job performance. We will verify the finalist candidates' credentials through educational, criminal, and credit checks. • Resumes, cover letters, and reference reports will be provided on each candidate prior to the interview. • We will also provide the Mayor and City Council with a list of suggested interview questions and evaluation forms. • We will discuss the proposed procedures to be used in the interview process. • Our suggested interview schedule will allow the candidates to get acquainted with the community and community leaders and to visit with the Mayor and City Council and the staff in informal settings. • We culminate the process with individual and group interviews. • If possible, all interviews will be scheduled within a period of two days depending upon the desire of the Mayor and City Council. • A consultant will be present at each interview. Before the interview process begins, we will review all protocols and discuss the motivational forces guiding your interpretation of candidates. This is especially strong at the unconscious level with biases in the interview process, including: • Leniency/ Strictness Bias • Halo Effect • Horns Effect • Similarity Effect • Appraiser Biases • Primacy Effect • Contrast Effect After the interviews, we will meet with the Mayor and City Council to review the candidates using an ORID (Objective, Reflective, Interpretive, and Decisional) evaluation tool to assist in determining the top candidate. The consultant will assist in this process to the extent requested by the Mayor and City Council. We take responsibility for notifying all unsuccessful candidates each time the candidate pool is narrowed down. PHASE III Coordinate and Conduct Final Interviews Reference and Credential Checks Final Interview and Selection Process Council/Panel Interview Preparation Selection Scandia City Administrator Search Page 10 Huelife, will take great care that the City of Scandia secures acceptance from the most desired individual. We will participate in the final negotiations. If any concerns arise in the final hour, by working as a third-party intermediary we can resolve important details of the offer which may have significant bearing on its final acceptance or rejection. We will negotiate the terms and conditions of employment and prepare a Letter of Agreement on behalf of the City of Scandia with the selected candidate. If requested by the City, Huelife, will act as a spokesperson with the media to maintain the integrity of the selection process and to protect the confidentiality and privacy of the candidates who are not hired. • Family issues and dual career households are factors that influence an individual's decision to change jobs. We address circumstances arising from a job change including spouse careers, real estate issues, family concerns, and relocation details. • After the candidate is employed, we will follow up with both the City of Scandia and the candidate to insure a smooth transition and satisfactory completion of the assignment. This follow-up contact is intended to identify potential issues early so that adjustments can be made, if necessary. Onboarding is a process focused on the integration of new senior- level managers into an organization. The goal is to prepare Managers to succeed in their jobs as quickly as possible. Huelife will meet with the directors and key staff, Mayor and City Council and the new City Administrator to discuss and plan for the adjustments that naturally occur during periods of transition. This is particularly helpful to staff as they learn to work with their new supervisor. Items covered include effective communication, setting expectations, clarification of roles and responsibilities, a review of the culture and other norms. If requested by the Mayor and City Council, we will assist in conducting a performance evaluation of the selected City Administrator between six and twelve months of employment. We will develop a Work Program that will contain objectives for the City Administrator to accomplish in the ensuing six to twelve months. Additional Support Services Phase IV Onboarding – Preparing for change FOLLOW UP Performance Review Negotiating Compensation Package Scandia City Administrator Search Page 11 Principles Assigned to Your Search Dr. Richard Fursman, President: Richard joined Brimeyer Fursman in 2007 and has conducted 100+ searches over that time period. Richard has 25 years of senior management experience in local government, most recently as the City Manager of Maplewood, Minnesota. Richard earned his Doctorate in Organization Development as well as his Bachelor of Arts in Economics from the University of St. Thomas and his Master of Arts degree in Urban and Regional Affairs from Mankato State University. Richard is an Adjunct Faculty at the University of St. Thomas. He was awarded the title of Credentialed Manager by the International City/County Management Association. Richard is a past board member of the Minnesota City/County Management Association, a member of Rotary International, and past President of the Minnesota Metropolitan Manager’s Association. Richard has conducted numerous strategic planning retreats and consults with municipalities and non-profits on reorganization and change management in the USA and Abroad. Richard will be the lead consultant on the project and will be involved in all aspects of the search. Scandia City Administrator Search Page 12 Huelife offers an 18-month guarantee on the effectiveness of the City Administrator. Should the Mayor and City Council determine it necessary to terminate the City Administrator due to failure to adequately perform the duties as specified in the Profile and as represented by the process. Huelife will not recruit candidates we have placed with your organization. Should there be substantial changes in the political situation at the City of Scandia and a decision is made to terminate the City Administrator for reasons other than failure to perform the duties as specified in the Position Profile, this guarantee is subject to negotiations between the Mayor and City Council and Huelife. The Guarantee is contingent on the Mayor and City Council successfully completing all phases and optional services of the process. Huelife will work with the Council on the timing of the search. We will work closely with you to work through scheduling difficulties. The following serves as an example that will be altered to fit everyone’s schedules. Highlighted activities require full Council participation Authorization to proceed March 2019 Survey sent to council and staff March 11 Profile Data Collection (with interviews of Council, Community, Staff) March 18 Approve Position Profile March 25 Start Recruitment March 26 Deadline for Applications May 3 Screen and Review Candidates May 4-April 18 Progress Report/Select Finalists May 23 Reference and Credential Checks May 24-June 3 Interviews June 7-8 Start of New Manager July 2019 Onboarding Session with New Manager and Council At start Guarantee Sample Time Table The sample time table is to provide a conceptual framework. Huelife will work with the City to develop the schedule. Scandia City Administrator Search Page 13 Fee Quotation Executive search process overview and fees Search Fee $17,000 Phase I Develop Position Profile • Meet individually with the Mayor and City Council, Department Heads, and key staff • Meet with selected representatives from the community and/or conduct public forum • Develop and present Profile $5,500 Phase II Recruit and Screen Candidates • Place Announcements • Direct Recruiting, Send Profiles • Review Resumes • Screen and evaluate candidates • Prepare and present Progress Report (progress report will be delivered in person and contain profiles of 10-12 candidates who demonstrate the best fit. Here the council selects the top 5 for interviews. $6,000 Phase III Interviews • Schedule and coordinate candidates' interviews with the City • Develop Interview questions • Participate in interviews • Develop compensation package • Participate in negotiations • Personal Management Style Profile Assessment $5,500 Expenses: Typical expenses include copies and supplies, position advertising (League Web Sites, ICMA, Minnesota City Managers Association, Linked-IN – Mileage and Management Profiles. This does not cover costs associated with bringing in candidates from outside the area in the event the City would interview someone from out of State. Not to Exceed $3,500 Scandia City Administrator Search Page 14 Optional Services Background Checks Phase IIIa. Background Checks (This is done before the interview) • Reference checks • Credential verification • Credit Report • Criminal Background Report $675 per Candidate POST HIRE OPTIONS Phase IV: Additional services after the Manager is hired Onboarding: If the council desires, we will facilitate onboarding of the new Manager to help clarify roles, expectations and reveal important practices of the operation. This is done with the council and staff and is planned during the first week or two the Manager is on the job. $950 + mileage and copies Phase V: Manager Review: This is completed approximately 6 months after start of employment $950 + mileage and copies Payment Policy: Our payment policy is one-third of the total fee due upon signing this agreement; one-third after presentation of the Progress Report; and the balance due 10 days after the search has successfully been completed, whether the agreement is oral or written. In the event the City Council terminates this agreement during the search, we will retain the progress payments to that point. Richard Fursman, President Date Huelife Mayor Christine Maefsky Date City of Scandia, Minnesota Scandia City Administrator Search Page 15 Related References City of Stillwater, MN (Population 18,500) Filled December 2014 Position Filled: City Administrator (Hired Tom McCarty) Applicants received – 53 Contact: Mayor Ted Kozlowski Phone: 651-300-4993 tkozlowski@ci.stillwater.mn.us City of Bloomington, MN (Population: 87,000) Community Development Director Position Filled 2018. (Hired Eric Johnson) 31 Applicants Contact: Jammie Verbrugge City Manager Phone (952) 563-8700 citymanager@bloomingtonmn.gov City of Rosemount, MN – Population ~25,000) Position Filled: City Administrator (Hired Logan Maratin) Dates of search: 2016 Applications received – 40 Contact: Mayor Bill Droste Phone: (651) 280-5630 Scandia City Administrator Search Page 16 Sampling of EXECUTIVE SEARCH HISTORY 6/2012-2019 YEAR CLIENT/ORGNAIZATION POSITION STATE POPULATION 2019 City of Minnetonka Building Official MN 53,000 2018 City of Bloomington Community Development Dir MN 87,000 2018 City of Bloomington Golf Course Manager MN 87,000 2018 City of Grimes City Manager IA 15,000 2018 City of Ada City Administrator MN 1,700 2018 City of Bloomington Parks and Rec Director MN 87,000 2018 City of Little Canada City Administrator MN 10,400 2018 City of Victoria Community Development Dir MN 8,000 2017 City of Gaylord City Administrator MN 2,300 2017 City of Spencer City Manager IA 11,500 2017 City of Otsego City Administrator MN 15,000 2017 City of Sandstone City Administrator MN 2,700 2017 City of Chaska Park and Recreation Dir MN 25,000 2017 City of Bayport City Administrator MN 3,500 2016 City of Clinton City Manager IA 27,000 2016 Three Rivers Park District Special Counsel MN Millions 2016 City of Rosemount City Administrator MN 25,000 2016 City of Minnetonka HR Director MN 51,000 2016 City of Bloomington City Attorney MN 87,000 2015 City of Ottumwa City Administrator IA 25,000 2015 City of Minnetonka Building Official MN 51,000 2015 City of Apple Valley Public Works Director MN 50,000 2015 City of Woodbury Building Official MN 68,000 2015 City of Worthington City Administrator MN 13,000 2014 City of Stillwater City Administrator MN 18,500 2014 City of Victoria City Manger MN 8,000 2014 City of Victoria Community Dev. Director MN 8,000 2014 City of Independence City Manager IA 6,000 2014 City of Waukee Chief of Police IA 16,000 2013 City of Arlington City Administrator MN 2,233 2013 City of Centerville City Administrator IA 5,500 2013 City of Charles City City Administrator IA 7,700 2013 Borough of Petersburg Chief of Police AK 3,273 2013 City of St. Louis Park Fire Chief MN 45,000 2013 Lincoln Pipestone Rural Water CEO MN 4,250 2013 Wabasha County County Administrator MN 21,482 2012 City of Apple Valley Chief of Police MN 50,000 2012 City of Eagan City Administrator MN 64,200 2012 City of Eagan Finance Director MN 64,200 2012 City of Eagan Director of Public Works MN 64,200 Scandia City Administrator Search Page 17 CITY ADMINISTRATOR Little Canada, Minnesota The City of Little Canada seeks to hire a proactive, resourceful, visionary leader to serve as its next City Administrator. The City is seeking a leader who can assume the roles of coach, men- tor, and director. They will be considered a face of the com- munity and therefor will be able to communicate clearly, profes- sionally, effectively, and pre- cisely using tact and diplomacy. Successful candidates will have a reputation for honesty, fair- ness, being forthright, and hu- mility. About the City of Little Canada Little Canada is conveniently located near the St. Paul and Minneapolis Downtowns on I35E and I694. Little Canada has maintained the best of what a small -town feel means while being in the heart of the Metro area. A variety of great parks, trails, schools, new and established neighbor- hoods provide residents with a high quality of life. The City has been under the capable guidance and leadership of Administrator Joel Hanson for nearly 30 years. The stable environment with a focus on keeping the City well-maintained has re- sulted in strong financials and no major issues. Little Canada is known as a close community where residents and business owners care and work together to make the City a better place. There is a strong sense of community pride, where people are proud to say they are from Little Canada. Organization Culture There is a long tradition of performing as a team at the City. Many of the staff are cross -trained, with some staff members having earned their way to department head positions. The lean staffing provides opportunities for staff to work outside of traditional job boundaries and on a variety of projects they otherwise would not. There is a sense of friendship and mutual respect among the staff and council where people say they have a genuine good friend to turn to at work. The staff size makes for busy schedules, however the fun and teamwork involved keeps everyone energized. The entire organization prides itself on ‘doing what is right for the community,’ going the extra mile and solving issues with win - win in mind. City Elected Officials The current City Council is made up of three highly experienced members and two that are completing their first term. The Mayor and Council are professional and collegial with each other, acting in the best interests of the City. They communicate concerns and ask questions directly with staff on a regular basis, maintain- ing relaxed, close-knit relationships. The Mayor and Council along with staff have developed and nurtured relationships with resi- dents and business. They have a philosophy of doing what is best for the City without grand- standing or partisanship. While valuing the City’s stability , the council welcomes new ide- as and looks forward to fresh perspectives. Little Canada Snap Shot • Founded by Benjamin Gervais in 1844 • Became a City in 1974 • Total Area: 4.48 square Miles • Main Highways: I-35E, I-694, MN HWY 36 • Population: ~10,400 • General Fund Budget $3.8M • Employees: 19 • Miles of Streets: 35 • City Parks: 10 Few Changes on the Horizon Little Canada is fully developed and stable, however redevelopment is ongoing, and oppor- tunities should be evaluated continuously. As the population of the community continues to turn over, there will be a need to get the next generation of residents involved. This wel- coming community is evolving and becoming more diverse as new residents move to Little Canada Priorities for the first 6-12 months • Immediately become familiar with the budget to offer guidance during the final adoption phase • Get to know and understand the organization and community • Become familiar with staff strengths and areas for development, reviewing roles and re- sponsibilities • Completion of the Rice Street/694 bridge project (this could provide some momentum to advance the City’s newest TIF district in the Rice Street and Little Canada Road area) Continue fiscal responsibility, maintaining the City’s high bond rating • Continue work on housing improvement and rehabilitation (city loans to improve housing) • Develop a communications plan with the staff and council City Administrator Position The City Administrator is the chief operating officer and responsible for the day to day operations of the city. The position reports directly to the City Council and carries out the direction of the Council. The posi- tion has six (6) direct reports and oversees all City departments: Administration, Building & Fire Inspec- tions, Finance, Parks & Recreation/Community Ser- vices, Planning & Zoning, and Public Works. The City Administrator also coordinates police services with the Ramsey County Sheriff's Office and fire services with the Little Canada Fire Department. The City Ad- ministrator works collaboratively with all department directors and functions to ensure effective administra- tion of City services. The primary position responsibilities and areas of im- pact are: • Direct, plan, and implement policies, objectives, and activities of the City to ensure effective and efficient operations, high productivity and an overall positive image of the City • Analyze City operations and evaluate perfor- mance of the organization and staff in meeting objectives; determine areas of potential cost re- duction, program improvement, or policy change; determine the needs of the City and recommend priorities • Confer with the Mayor and members of the City Council as needed to discuss issues and resolve problems • Meet with citizens and citizen groups to exchange information • Coordinate activities, projects, and programs that are proposed from members of the staff • Develop and coordinate the City’s financial and budget activities in order to fund operations, max- imize investments, and increase efficiency • Develop appropriate organization structure to meet community needs • Foster and demonstrate teamwork, collaboration, and open & transparent communications in all City Services within the organization and through- out the community • Work in partnership with neighboring communi- ties and other local governments to provide the best services in a coordinated manner • Make recommendations to the City Council re- garding the hiring and dismissal of employees • Be engaged in the community, provide commu- nity outreach, and serve as an “ambassador” of the community Position Qualifications Qualified candidates shall possess a Bachelor’s degree in public administration (Master ’s pre- ferred) or a closely related field and at least two years of increasingly responsible management experience in an executive position such as de- partment head, assistant manager, city manager or administrator. Areas of Strong Emphasis Include: • Experience in budget preparation and presentation • Budget policy and structure tied to strategic planning • Experience building strong relationships with the Mayor and Council • Working knowledge with Public financing techniques (TIF, bonds, grants, etc.) • Experience with economic development. • Management functions such as performance evaluation, staff development, and team building • History of strategic planning and implemen- tation • Experience with comprehensive planning. • Experience with downtown development/ redevelopment • History of working well with neighboring communities and other units of government • Involvement in professional and community organizations • Experience with Infrastructure repair/ replacement Professional Leadership Characteristics The desired new City Administrator will be a servant leader, with a deep sense of humility, high integrity, and commitment. He or she will be expected to continue the strong tradition of a team approach to problem solv- ing and maintain the focus of a service driven organiza- tion. The City is seeking a leader who can assume the roles of coach, mentor, and director. The new Administrator will be a creative and resourceful problem solver. They will be considered a face of the community and therefor will be able to communicate clearly, professionally, ef- fectively, and precisely using tact and diplomacy both verbally and in writing. Successful candidates will have reputation for honesty, fairness, being forthright, and have a willingness to learn. The successful Administra- tor will become part of the fabric of the community. Characteristics include: • Be a strong person that can deal with conflict • Be outgoing with excellent communications skills to deal with staff, residents, developers, contractors, and government officials • Be a creative problem solver • Be a skilled negotiator through understanding the position of the other and finding a way to resolve to the satisfaction of both parties • Be able to direct staff and juggle multiple tasks at a single time • Be able to mentor/train staff where needed while encouraging them to venture into new things and push forward • Be able to negotiate with land owners and Develop- ers to provide for a quality redevelopment • Be well versed in all aspects of City finances, in- cluding strategies, budgets, TIF Districts and devel- opment/redevelopment initiatives • Be able to share with the council recommendations while being comfortable with the council not always agreeing • Able to give their honest opinion when asked - not just say what they think people want to hear • Have a collaborative nature but still able to make a tough decision POSTION ANNOUNCEMENT The City of Little Canada (Population 10,400) Salary Range: $107,000-$133,300 seeks to hire a proactive, resourceful, visionary leader to serve as its next City Administrator. The City is seeking a leader who can assume the roles of coach, mentor, and director. They will be considered a face of the community and therefor will have excellent commu- nications skills and a reputation for honesty, fairness, being forthright, and humility. Little Canada is conveniently located near the St. Paul and Minneapolis Downtowns on I35E and I694. Little Canada has maintained the best of what a small-town feel means while being in the heart of the Metro area. A variety of great parks, trails, schools, new and established neighborhoods provide residents with a high quality of life. Qualified candidates shall possess a Bachelor’s degree in public administration (Master’s preferred) or a closely relat- ed field and at least two years of increasingly responsible management experience in an executive position such as department head, assistant manager, city manager or ad- ministrator. Position profile is available at www.hue.life Email resume, cover letter and 5 references to LittleCanada@hue.life by 07/12/18. Final interviews July 27/28. Please direct ques- tions to Richard Fursman at Richard.fursman@hue.life or (651) 338-2533. For additional information about Little Can- ada, please visit: www.littlecanadamn.org City Administrator Salary Range: $107,000-$133,300 Applications due by: July 12 Present confidential semi-finalist packet to council: July 25 Finalist Interviews: July 27/28 New Administrator Starts: September Out of Town Candidates: The City will reimburse usual and customary travel related expenses for out of town candi- dates coming to Little Canada for interviews. Candidates will also be provided lodging if needed/desired. PM Magazine ICMA Publications / PM Magazine / July 2014 Onboarding a New Hire Doing it right from the get-go by Richard Fursman Onboarding: The practice of socializing new managers or executives as they enter a new organization. The first days and weeks of a manager’s entry into a community are the best of times and the worst of times. For most, it is a honeymoon among strangers; a combination of high expectations and invisible agendas. With a median tenure of city managers and administrators of at least five years, per my research, a new standard for transitioning new managers, high-ranking employees, and their organizations is needed. Newly hired managers and department heads can begin in unfamiliar surroundings and require a considerable amount of time to gain the institutional knowledge needed to do their job effectively. The transition period from when the new employee enters to the point he or she is effective can create a significant lag in productivity. Using the private sector as a comparison, studies of newly hired executives show they take an average of slightly more than six months to reach the point where their contribution to the company begins to surpass the costs of bringing them on.1 From 2007 through 2014, I have provided assistance in more than 100 hires and entries of managers, administrators, police chiefs, and fire chiefs as they started in new communities. I interviewed in-depth five managers during the first 10 months at their new job to better understand their personal journey. More than 500 employees and local elected officials were interviewed before, during, and after the hiring processes of the managers and chiefs. A number of findings and recommendations have been summarized here to help new leaders and their hiring authorities reduce the productivity gap, generate stronger performances from the new hire as well as the organization, and reduce turnover. In recalling the first 300 days in a new community, the managers in this study revealed a journey into themselves and into organizations unknown to them. The new managers were greeted, challenged, and burdened by others and themselves with great anticipation and expectations upon their arrival. Moments of excitement and a deluge of new faces, information, and tests combined in an atmosphere that was unsettled and unsettling. During that period, surrounded by staffs who were not behaving naturally, the new managers experienced a bit of a shock described as a “mind-spinning,” “nerve-wracking,” and “disorienting” feeling. AN ONBOARDING GUIDE Whenever a change occurs at the manager or a department director position, the organization needs to conduct a thorough onboarding process. Onboarding is a relatively new term used to describe the practice of socializing new senior-level managers or executives as they enter a new organization or, in this case, community. A process and question guide for every new hire is outlined here from the perspective of the new manager, the existing staff, and the council. THE NEW MANAGER What to do prior to arrival:  Take some time for yourself to charge your batteries. It will likely be a while before you get a break.  Learn as much as possible about the community and organization (this should also be done before the interview for the job).  Develop and practice a personal introduction that lets people know who you are.  Prepare yourself mentally for a lot of attention and imagine to yourself the impression you want people to have of you. The first impression will be the strongest you ever make. It is difficult to recover from a botched first impression. What to do in the first week and beyond:  Have an onboarding session with elected officials and another with department directors and key staff.  Meet everyone who works for the organization.  Go where they work. Do not have them come to your office.  Be prepared to hear people out.  Do not promise what you cannot deliver, it will only hurt you in the long run.  Be prepared for inquiries on such past issues as staff asking for the raise that was promised.  Know how you want to respond to those inquiries.  For larger organizations, it will take much more time and will likely involve meeting groups of people rather than individually.  Identify and communicate your management style and the way you process decision making (done after onboarding).  Do you have an “open door” policy and what does that mean?  Will you be making any changes right away?  How should people approach you and how should you be addressed? (Are you formal or informal?)  Identify early goals for yourself publicly and follow through on them. This will help establish your credibility by making promises and then keeping them. Again, be cautious not to make promises you cannot keep as this can be disastrous.  Do some ride-a-longs where and when appropriate.  Work with elected officials to have a set of goals and check in regularly.  Have a communication strategy for getting the plan to stakeholders before you implement. Communicate, communicate, verify, and communicate some more.  Plan on putting in a lot of extra hours for at least six months. Others will see that you are putting in the effort to get the knowledge you will need to be effective.  Encourage staff members to provide you input and feedback on your performance (based on established expectations).  Be patient with your new staff. It will take them time to get comfortable with you.  Look for early wins. Having some early successes will help establish your confidence and help others see you as a contributing member of the team.  Do not try to change too much right away. Get to know the organization and gain the trust of the elected officials and staff before making a lot of process and program changes. Those changes will come in time. However . . .  Deal with critical issues right away. Process changes should take time, but if a critical issue that needs immediate attention comes up, deal with it. Seek advice and communicate with the elected officials, management staff, attorney, ICMA resources, and your trusted colleagues. WORKING WITH ELECTED OFFICIALS In the surveys I have conducted with elected officials to help with the onboarding of a new manager, there has never been 100 percent agreement on the directions that should be given to the new manager. In other words, the manager is at risk of being given conflicting messages right from the start. Our research found that the most important element for the success of new managers was their relationship with the mayor and council. The basis for a good relationship was a clear understanding of expectations, goals, and culture. In the surveys I have conducted with elected officials to help with the onboarding of a new manager, there has never been 100 percent agreement on the directions that should be given to the new manager. In other words, the manager is at risk of being given conflicting messages right from the start. An onboarding session with the entire elected body can clarify the issues and actions the new manager should take and how. A confidential survey is a good idea before the session to ensure all voices are heard and ideas are expressed. These represent some of the common questions that should be addressed at the start of employment. There also are a number of community-specific questions that should be addressed: What is expected of the manager when there is a split vote on a significant issue? The importance of having the council discuss the answer together is to establish that the manager should not be pulled in different directions or be criticized for following a directive of the majority. Few of the councils I have worked with began with a unified voice on what the manager should do with a split decision involving a significant issue. Elected members have suggested the manager drag his or her feet, bring the item back, wait for consensus, or move ahead with the directive. A new manager faced with this type of confusion is subject to criticism for doing his or her job as directed. What is the responsibility of elected officials moving forward if they are on the losing side of an issue? As the new manager starts, it is an excellent time for elected officials to consider how their conduct sends messages to the staff and public. Losing a vote on a new park doesn’t mean the member needs to vote no on the bid for the new playground equipment. This discussion can lead to the opportunity of the manager being able to engage members with differing points of view and to encourage constructive discussion while moving forward on items. What is each member’s expectation on frequency and type of communication? Some councilmembers like text messages, others phone calls, others e-mail. Most elected officials have different definitions of what an urgent matter is and who should be included in that communication. Is it okay to give some elected officials more face time and attention than others? This happens all the time, depending on the availability of the elected officials. Those with difficult work and family schedules can have difficulty making the regular meetings and are rarely in the manager’s office. Others with flexible hours or who are retired can drop in at any time and stay for long periods. There are times when some councilmembers sense they are being short-changed and that others have more influence as they spend more time with the manager. The onboarding session can help reveal the impact that the inconsistency of face time has on the new manager and other members. The discussion should also include a way for a manager to politely direct the elected member who likes to frequent city hall to give staff (manager included) uninterrupted time to finish work. Are employees allowed to speak directly with councilmembers about work with or without the manager’s knowledge? Do councilmembers go directly to staff when they have a question or want something done? Our research found that this varies significantly from community to community. Managers who attempt to establish fundamentally healthy rules on communication without an understanding from the elected body and staff up front, found themselves at odds with the culture. This misstep leads to a loss of credibility and ability to lead. How soon can the manager make changes? How involved do elected officials want to be? Data indicates that changes are often sought when a new manager comes in; however, the change process and timing are seldom discussed up front. Some elected officials indicate it is the manager’s job, while others express an interest in knowing all the details of change, including how and why. A clarifying discussion and understanding of expectations will help with the timing of change and implementation. How free should the manager be to recommend replacing people if they are not doing what they expected to do? At times, new managers are greeted upon their arrival with a problem employee or two. The council needs to have an understanding of the process and the time the new manager needs to take to address any personnel issues he or she inherits. There are also cases where the manager does address the poor performance of an individual, only to be publically chastised by a councilmember for various reasons. How should the manager handle him- or herself during the meeting if it appears a decision by the council will be made that will have a negative impact on the community? Elected officials need to let the new manager know when and how their individual interjections at public meetings should be handled. Should the new manager sit silent on an issue or offer amendments, suggest caution, or voice outright objection? Who should give the manager direction and when? There is often confusion as to who should be giving the new manager direction. Managers know they act on directives given by the majority of the council at public meetings; however, managers are also routinely given additional directives by individual elected officials. Many of them want that special relationship with the manager, not realizing that their “suggestions” sound a lot like directives. This behavior needs to be discussed and defined up front so the new manager can maneuver quickly through those moments with clear authority to place items on the agenda or say no to directives with the backing of the council. What are the top three to five priorities elected officials want the manager to work on during the first 6 to 12 months, and what will success look like? The new manager who can get clear direction on objectives from elected officials has the best chance for immediate success. Without this, the new manager is either guessing and taking chances, or waiting for clarity to come sometime in the future. This wastes time and can give the impression that the new manager is weak and ineffective. How will the council “ordain” the new manager as its trusted partner? Councilmembers need to make it clear in no uncertain terms that they are 100 percent behind and in partnership with the new manager. Research revealed that those who go around the manager to other staff for information, or check up on the new manager with staff, undermine the new manager’s authority and make his or her new job much more difficult. This is especially true when change is needed and there is resistance. Staff may sense they can control the manager by going to “their” councilmember. During the onboarding meeting, the council must be made aware that it can only hold the manager accountable if all members give the manager the authority to manage. ONBOARDING WITH STAFF Information with the council onboarding session should be shared openly with staff. The data shared will provide clarity to staff on the manager’s support from the council and its position on managing the community. New managers need to be aware of the general discomfort employees feel when a new boss arrives. In every onboarding survey this author has conducted, questioned employees responded with fear that the new boss would micromanage them or handle change poorly. Onboarding with staff can eliminate a great deal of the experiential research needed by the new manager as he or she learns the new culture, needs, and expectations of new reports. Information with the council onboarding session should be shared openly with staff. The data shared will provide clarity to staff on the manager’s support from the council and its position on managing the community. Here are some of the questions that managers should discuss at the onboarding session with staff: What are the immediate changes you would like to see at city hall? It is important not to promise things during the discussion, but it is helpful to have perspective on what constitutes key needs. The answers here will help the new manager to assess where tension exists and to test the urgency and needed pace for changes. New managers who are successful at implementing the changes communicate often and clearly the need for the change, the process that will be taken including timelines, and the outcomes anticipated. What type of relationship do you expect to have with the new manager? Staff members, like the elected officials, bring a variety of personalities and expectations on relationships. Some anticipate a strictly professional relationship, others want to be friends, and others are flexible either way. Here the manager can express his or her comfort level while being mindful of the culture and the style of the previous manager. What should you do if you disagree with me? This is an opportunity to establish communication protocols when it comes to debate. Some managers encourage open disagreement to fully vet new ideas, while others want some public restraint and subtlety. The important lesson learned by new managers here is, without this discussion, staff doesn’t know. The self-determined and confident will speak up and the reflective-minded members may stay silent. If the new manager wants feedback, he or she needs to give staff permission as well as a process for doing so. Then, it is important to thank people for their input and perspective. What are the organization’s espoused and lived values? It is nice to know what the organization’s culture is. Maybe it is family friendly and the staff is used to being let go early to attend a soccer game or school play. Maybe the organization talks about the “team” but doesn’t live it. The onboarding session provides the manager with the opportunity to learn what works, where the pain is, and what the values are and how those translate to the management philosophy and expectations. If you are not doing what is expected of you, you expect me to ______? This finish-the- sentence question places the expectation bar back on the staff. It introduces a shared sense of responsibility moving forward. The manager can take the discussion as an opportunity to express standards for performance, goals, reviews, and employee development. Staff may also want to consider additional questions during the onboarding process, including:  What are you most hopeful for with a new manager?  What are your biggest concerns about having a new manager?  What are some descriptions you would use to describe the team you would like to have?  If you are directed by a councilmember to do work, what will you do or have you done in response? Taking the time to develop a well-thought-out game plan for onboarding will help ensure that new managers start off on the right foot, as they endeavor to work with elected officials and staff in leading their community organizations to accomplish key objectives. ENDNOTE 1 Wells, S.J. (2005, March). “Diving in.” HR Magazine, 54–57. Richard Fursman, Ed.D., is president, Brimeyer Fursman Organization Development, Maplewood, Minnesota (richardfursman@gmail.com; www.Brimgroup.com). COMMENTS & RATINGS Community Rating: 5.0 of 5 stars (average of 4 reviews)Show breakdown Mary Van Milligen saidJul 2 2014 Richard - Thank you for this great article. I look forward to referring to this article when I take on my first executive position! Robert Joseph said Jul 5 2014 I agree with Mary. This is a comprehensive and well-written article that accounts for much of what will set the tone for council, manager and staff expectations and behavior. This article can be helpful to new a nd seasoned managers alike and parts of it may be used to onboard newly elected councilors and newly hired department heads. Working together with purity of intent does not guarantee, but is a very good first step towards creating a real community.