Memo- City Manager Search
I Department of Administration I
. Memorandum
To: Hopkins City Council
From: Jim Genellie
Date: August 19, 2004
S ubj ect: City Manager Search
Jim Brimeyer will be meeting with the Council on August 24. Attached is some information that
may assist the Council with the first part of this search process:
1. From the Brimeyer Group:
. Suggested Search Timetable
. Sample Letter to be sent out with the Ideal Candidate Profile Survey
. The Ideal Candidate Profile Survey
2, Current job description for the Hopkins City Manager (2 copies)
'" Excerpt from the International City Manager's Association (lCMA) Recruitment Guidelines
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Handbook that deals with recruitment
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!Admin MEMO doc
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The Bnmeyer Group, Inc.
. EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
City of Hopkins
City Manager
Suggested Search Timetable
8/17/04 Authorization to Proceed
8/17 to 9/10/04 Profile Development
Interview City Council, Department Heads,
community representatives
9/14/04 Approve Profile,
e Week of 9/20/04 Place Announcements
9/27 to 10/22/04 Candidate Recruitment
10/26/04 Deadline for Application
11/1 to 11/18/04 Review and Screen Candidates
11/23/04 Progress Report and Selection of Finalists
11/24 to 12/8/04 Credential and Reference Check
12/10/04 and 12/11/04 Interviews
January 2005 Start Date
The meetings for which the City Council needs to be present are underlined in the above timetable,
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(952) 945-0246 . fax (952) 945-0102
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This is a sample of a letter that may be sent out with the Ideal Candidate Profile SUlVey.
DATE
<name>
<address>
Dear -
TIle City of Hopkins has retained The Brimeyer Group Executive Search, Inc. to assist them in the selection
and hire of a City Manager. As part of the search process, The Brimeyer Group will be putting together a
document describing the community, position, background and experience, and position priorities.
\tie invite your participation in this process, We have enclosed an Ideal Candidate Profile SULVey to assist you
in assembling your ideas and opinions on the position. There are three ways you may offer your input:
. L Representatives from TIle Brimeyer Group will be at City Hall _ at _' They will be available to talk
with you privately, Please call to schedule an appointment
2. You may call Jim Brimeyer OJ: Pam Carlson at The Brimeyer Group - (952) 945-0246 to give them your
infoffilation,
3. You may flll out the survey and send it directly to The Brimeyer Group; Fifty South Nindl1l..Venue, #101;
Hopkins, Iv1N 55343,
We appreciate your interest and participation,
Very truly yours,
City Council
.
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The Brlmeyer Group, Inc.
. EXECUTIVE SEARCH CONSULTANTS
Fifty South Ninth Avenue, Suite #101
Hopkins, MN 55343
City of Hopkins
City IvIanager ,
IDEAL CANDIDATE PROFILE SURVEY
TIle ideal candidate for the City Manager of the City of Hopkins should possess the following skills,
competencies, knowledge, experience levels, interpersonal style, and management style.
BACKGROUND !EXPERIENCE
EDUCATIONAL LEVEL
College Degree
. Advanced Degree
Professional Memberships
YEARS OF EXPERIENCE
BACKGROUND AND EXPERIENCE OF IDEAL CANDIDATE
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(952) 945~O246 . fax (952) 945-01 02
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Please note the most important areas of experience and demonstrated expertise.
~ Budget preparation and presentation
~ Budget policy and stmcture tied to strategic planning
_ Financial forecasting, monitoring, and reporting
_ Formal reporting and liaison with elected officials
_ Public financing techniques (TIF, bonds, grants, etc.)
_ Economic development and redevelopment
_ Housing development/redevelopment
_ Downtown development/redevelopment
_ Planning and Zoning
_ Performance evaluations, staff development, teambuilding
. _ Union, coLlective bargaining
_ Strategic Planning
_ Neighborhood Development
_ Utilities (water, sewer)
_ Computers/Technology
_ Working with County /adjacent communities
_ Involvement in professional and community organizations
_ Infrastructure repair/replacement
_ Comprehensive Plan
_ Building/zoning code enforcement
~ Community visioning
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MANAGEMENT STYLE/PERSONALITY
Please list the five most important leadership styles or attributes.
1.
2.
3.
4.
5.
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PRIORITIES
What are some of the priorities the person should deal with in the first 6-12 months on the job?
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What skills not currently inherent in the staffwouJd you particularly want to see in the incoming
City Manager?
What specific programs or services and technical capabilities, not currently being offered through
the Manager's office would you like to see offered?
. Importance of being local (Mid'west) vs relocated:
Are there any individuals known to you who should be recruited for this position?
Do you have any questions about the process?
. Completed By:
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. POSITION TITLE: City Manager
OEP ARTMENT: Administration
REPORTS TO: City Council
SALARY RANGE: 13
INTRODUCTION:
The City Manager is the chief administrator of the City. Under the direction of the City
Council, the City Manager manages the operations of all City departments. The City
Manager is responsible for the implementation of City Council policies, and directs the
research and development of new policies, as needed.
DUTIES AND RESPONSIBILITIES:
A. Organizational Management.
1. Plans and organizes the work necessary to provide programs and services
established by the City Council.
2. Plans and organizes the work necessary to CalTyout the policies and directives
. adopted by the City Council and developed by the staff
3. Reviews and evaluates the necessary organizational needs such as equipment,
personnel, capital improvements and technology.
4. Selects, leads, directs and develops staff to attain optimum program and service
levels.
5. Empowers department directors to manage the daily affairs of their respective
departments and holds them accountable for results,
B. Fiscal J Business Management.
1. Plans and organizes the preparation of an annual budget with documentation, etc,
in accordance with guidelines adopted by the council.
2. Plans, organizes and supervises the most efficient utilization of resources,
including staff, materials and equipment.
3. Plans and organizes a system of reports for the Council that provides data on a
timely basis concerning the expenditures and revenues.
4. Plans and organizes the efficient use of faciIitieslbuildings and equipment.
C. Program Development.
1. Plans and organizes on-going programs and services to the organization.
2. Plans and organizes work involved in researching program suggestions by the
Council and staff and reports the results to the analysis.
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. 3. Maintains knowledge of current and irulOvative trends in the area of services
being provided and incorporates that knowledge in program suggestions and
research,
4. Plans and organizes work assigned by the council so that it is completed with
dispatch and efficiency.
5. Plans, organizes and supervises implementation ofprograllls adopted or approved
by the Council.
D. Relationship with the Council.
1. Maintains effective communications, both verbal and written, with the Council.
2. Maintains availability to the Council either personally or through designated
subordinates.
3. Plans and organizes materials for presentations to the Council, either verbally or
written in the most concise, clear and comprehensive mmmer possible.
4. Provides information in a malliler in which all members of the council are
infomled on as equal a basis as possible.
5. Builds strong Council/Staff relations and communications,
E. Long Range Planning.
1. Maintain knowledge of new technologies, systems and methods, etc. in relation to
services offered.
. 2. Keeps Council advised of new and impending legislation and developments in the
area of public policy.
3. Plans and organizes a process of program plalming in anticipation of future needs
and problems.
4. Establishes and maintains an awareness of developments occurring within other
jurisdictions that may have an impact on Hopkins.
5. Plans, organizes and maintains a process for establishing goals to be approved or
adopted by the Council and monitoring and status reporting.
F. Relationship with Public/Public Relations.
1. Plans, organizes and maintains training of employees in contact with the public
whether by phone, in person, or electronically,
2. Establishes and maintains an image to the community that represents quality
service, vitality, and professionalism.
3. Establishes and maintains a liaison with private non-govel1lmental agencies,
organizations and groups involved in areas of concem that relate to services or
activities of the City.
G. Interagency Relations.
l. Maintains awareness of developments and plans in other jurisdictions that may
. relate to or affect the City.
. 2. Establishes and maintains a liaison with other agencies in those areas of service
that improve or enhance the City's programs.
3. Maintains communications with govemmental jurisdictions with which the City is
involved or interfaces.
H. Professional Development/Personal Development.
1. Maintains awareness and value of broadening professional and personal
development.
2. Demonstrates imaginative leadership initiatives.
3. Ability to build cohesiveness in Staff.
4. Effectiveness in verbal communications.
I. Citizen Advisory Boards
1. Under the direction of the Council, establishes work plans for advisory boards and
commlSSIOns.
2, Establishes and monitors standards for staff liaisons to advisory boards and
commlSSlOl1S,
MINIMUM QUALIFICATIONS:
. Bachelor's degree in public administration, urban studies or related field.
. . Five years expenence as a manager, assistant or department head 111 local
govemment.
DESIRABLE QUALIFICATIONS:
. Master's degree in public administration, urban affairs or related field.
. Five years experience as a City Manager in a comparable organization.
Revised: January 2001
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. International City Manager's Association (ICMA) Recruitment Guidelines HANDBOOK
Introduction
Recruiting and selecting a city manager is one of the most important responsibilities of a local
goveming body. It requires careful planning, astute evaluation of candidates, and a clear
understanding of the relationship between the local government and the manager.
To a great extent, a city manager serves as a resource to the elected body. Whereas the council
provides policy and political leadership for the community, the manager br1ngs policy problems
to the elected body, develops alternatives, helps the elected body as it is making policy choices,
and then implements policy and provides the administrative leadership necessary for continued
progress and high morale. His or her input makes the difference as to whether or not the
objectives and priorities of the governing body~and indirectly the community~are refined,
considered, and implemented.
For the recruitment process to be successful, local govemment leaders must provide the
following:
. Strong, consistent political leadership.
. A well organized and coordinated recruitment process.
. A plan for administering the affairs of the local govemment while the recruitment process
is under way.
. A timetable that ensures prompt, comprehensive recruitment and guards against
impulsive and premature action.
. An organized approach and strong, consistent leadership from the local governing body are
essential to the recruitment process. Without them, recruitment can damage the image of the
local govemment; divide the local govemment and the community; weaken the authority of the
govenunent; erode the responsibilities associated with the position; and hurt the ability of the
local government to attract and retain good candidates for this and other administrative positions.
Recruitment Process
A successful recruitment takes time and is complex. At the outset, it is essential that the council
spend considerable time determining and reviewing precisely the criteria they are seeking in a
manager.
Although 100 or more applications may be submitted for a position, the number of candidates
actually meeting the council's requirements may be limited. It is advisable, therefore, to
supplement the advel1ising process by aggressively identifying and talking with potential
candidates. Similarly, to ensure that finalists have the requisite work experience and management
style, work-related background checks and a thorough interview process should supplement a
review of resumes.
Once a selection has been made, the compensation package must be developed and negotiated. It
includes such issues as deferred compensation, housing, and a written employment agreement.
Thus, to be effective, a recruitment must be well plamled and led by someone who is
knowledgeable and experienced in this area.
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Conducting tire Recruitment .
When using an executive search finn, the council dOl:s not give up any of its authority. It
continues to define what it is looking for in a new manager; it picks the final candidates; it does
the interviewing; and, of course, it makes the final selection. When a local govenunent uses the
services of an executive search finll, it obtains the full-time coordination necessary to conduct an
etTective recruitment, and it gains the expertise impOliant to each step in the process.
Typically the executive search fim1 begins by meeting with the elected officials both individually
and as a group to help them decide what they are looking for in a new manager. It is the firm's
responsibility to facilitate these discussions and to help reach a consensus on such items as
desirable work expelience, management style, timing and scope of the recmitment, and
compensation. After these matters havt: been reviewed, the firm coordinates the overall
rccmitment process and assumes responsibility for all tasks until it is time for the elected body to
select and interview finalists. The finn acts as a resource throughout the entire recruitment
process.
Other participants. Once the council decides who will conduct the reclllitment, other paliies
like staff members, citizens or citizen committees, and the press can become involved at various
stages,
Local govel'nment staff. Staff member roles can vary depending on who conducts the
rccmitmcnt. If the council is conducting the recruitment, staff will be responsible for working
with the elected body to develop an effective and legal recruitment and selection process and
then placing advertisements and collecting resumes. They also may assist in scheduling
interviews. If an executive search finn is involved, the firm will be responsible for all of these .
administrative details. In this case, the role of staff is usually limited to providing infonnation
about the local govemment and coordinating with the finn.
Citizen committees. The council must make a decision as to whether or not to involve citizens
or citizen committees in the recruitment process. In the majority of cases, the local govemment
assumes responsibility for the recruitment and (on its own or with a finn) goes through the
process of selecting a new manager without citizen involvement.
In some cases, however. elected officials have involved citizens or citizen committees in
defining \....hat the local jurisdiction is looking for, in the review process leading to the
detennination of finalists, and/or in the selection process itself. However, the goveming body
should not lose control of the final decision-making process and candidates should not receive
the impression that they are being hired by a committee rather than by the govemment itself.
After all, once hired, the manager is accountable to the elected body.
Press. Members of the press will obviously have an interest in the recmitment process, and their
involvement will be dictated in part by state la\\' and in part by tradition. At the outset, local
government officials should brief the press on the timing and steps involved in the overall
process. After the deadline has passed for submitting resumes, the elected officials may wish to
brieftbe press on the overall response.
Confidentiality of resumes is a major conce111 in any recmitment and it can significantly affect
the number and quality ofresumes received. Candidates should be apprised of any applicable
state Lnvs in this area, and the council, with advice from the local govemment's attorney, should .
detennine what will and will not be made public,
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. Scope and Parameters of the Recruitment Process
The governing body must agree at the outset on a number of key issues critical to the success of
the recruitment: criteria for the position, geographic scope of the search, timing, and
compensation.
Criteria for the position. What is the council looking for in a new manager? The council should
begin with a survey of its needs and those ofthe local govemment. By reaching a general
consensus on critelia for the position at the outset, even before the advertising process begins,
the elected body will be better able to specify what they are looking for in a local government
manager, and the council will have a specific basis for reviewing resumes, selecting finalists, and
making a hiring decision.
Items to be considered include local government size, its nature, the services it provides, and
overall objectives and priorities. The work experience, skills, and expertise of the candidates
must relate to these criteria.
When a popular manager retires or moves to a larger city, the council often asks this person's
assistance in the search for a successor. Yet the council should not overlook the possible need for
new strengths or different qualities. The assistance of lay citizens or of an outside consultant
might be desirable at this stage.
Although establishing criteria for the position can be an agonizing and difficult process, it does
not have to be. In fact, with good leadership it can be a unifying and educational process for all
concemed.
. Geographic scope of the recruitment. Once a vacancy is adveltised, resumes will usually be
received from individuals in different parts of the country. It is assumed that the local
government is looking for the best candidate and that all resumes received will be reviewed
carefully.
For purposes of an aggressive search for candidates, however, some local gove111ments will
choose to focus on their state or region, thinking that these candidates may have a better
understanding of and orientation to local problems, legal issues, financing alternatives, and
similar matters. On the other hand, as local governments grow, they increasingly prefer an
aggressive nationwide search for individuals who have demonstrated an ability to manage in a
complex urban environment and who might bring a fresh perspective.
Timing. The timing of the recruitment can sometimes be affected by publication deadlines,
which are important in tenus of properly advertising the vacant position. An ideal timetable
would provide at least 60 days from the start of the recruitment to the deadline for submitting
resumes; 30 days to review resumes, conduct background checks, interview candidates, and
make a selection; and at least 30 days for the new manager to relocate.
Because top candidates often view submitting a resume as a major career decision, it is impOltant
that they have adequate time to consider the opportunity, discuss it with their families, and
prepare an appropriate resume. Similarly, the executive recruitment fim1needs sufficient time to
review resumes and conduct background checks to ensure that good candidates are not
overlooked and that finalists meet the desired qualifications of the governing body. Again, it
cmU10t be overemphasized that the recruitment should move forward eXpeditiously while at the
. same time allowing adequate time for a thorough and comprehensive process.
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Compensation. A final item to be considered at tlJe outset of the recmitment is compensation. It .
is important for the local govemment to have some general understanding of the acceptable
salary range, but it also is important that it leave itself some flexibility in this area.
The posture of public officials in most successful recruitments has been to leave salary open,
commensurate with background and experience. This does nothing to discourage interested
applicants from applying, yet it does not commit the local goVell1111ent to anything. This
approach basically says that the locality wants the best manager it can find, and that it does not
expect anyone to come to work for less than what he or she is currently earning.
From a practical standpoint, every local govemment has compensation limits, and this can be
taken into account by reviewing the current salary of applicants at the time finalists are selected.
By leaving salary open at the outset. a locality has helped to ensure that it will have a maximum
number of applicants to consider and it has left itself the flexibility to pay a higher salary that is
what it takes to hire the first-choice candidate.
2004 Hopkins Salary Range: R 1 ,351 - 109,693
2005 Hopkins Salary Range: 82,978 - 111,887
Recruiting Applicants
Generating a sufficient pool of qualified applicants is a key part of the recruitment. It involves
advertising for and soliciting candidates to be sure that qualified candidates are not overlooked.
Advertising. It is in the interest oftbe local govcmment to be sure that everyone who might have
an interest in the vacant position is aware that the recruitment process is under way. Thus the .
advertisement itself should be carefully worded and the advertising program should be
comprehensive.
To be comprehensive. however. an advertising campaign does not have to be extensive or
expensive. Most local govemments, for example, avoid advertising in general circulation
newspapers for a manager unless there is a local requirement to the contrary. This is an
expensive fonn of advertising that produces few results.
More effective sources can be found with organizations directly related to local government. In
addition to leMA, this includes the National League of Cities, the National Association of
Counties, the National Forum for Black Public Managers, and the American Society for Public
Administration. Resources at the state level include state municipal leagues and county
associations.
Solicitation of candidates. While advertising can generate outstanding applicants, and local
govcmments should look closely at all resumes that are received, local govemments should
sllpplement the adveriising process by identifying outstanding potential candidates and inviting
them to apply.
Useful sources of in fa 1111at i on about potential candidates include members of the local
government, the current manager. former and retired managers, local government officials in
adj acent communities, executive directors of state leagues, directors of university public
administration programs, and leMA Range Riders.
When soliciting candidates, once a list of names has been compiled-and the emphasis should be .
on quality rather than guantity- the council should send a letter of invitation advising the
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. individual of the opening and requesting that a resume be sent if there is an interest in the
position. The letter, which should be personally typed, should enclose a basic package of
infOl1TIation describing the local government and the vacant position.
Once the letter has been mailed, a follow-up telephone call should be made to confirm that the
letter was received, assure the recipient that it was not a form letter, indicate why the position is a
good career opportunity, and answer questions, The same deadline tor submitting resumes
should be used in both the advertisements and the supplemental letters of invitation. For the
purposes of confidentiality, all con'espondence should be sent to the applicant's private
residence.
Relations with Applicants-Do's and Don'ts
Do:
. Keep all candidates informed of their status at all times.
. Select a short list of the most promising candidates.
. Carefully check references on those candidates judged best qualified.
. Call these candidates for interviews at your local govenmlent's expense.
. Visit, if possible, the localities in which the most promising candidates work.
. Send the candidates under consideration copies of your government's budget, chatier, arumal
report, and other pertinent documents.
. . Pay expenses of candidates called for a second interview (and of their spouses/partners).
. Be prepared to enter into a fonnal written employment agreement with the successful
candidate.
. Promptly notify all other candidates once the selection has been made.
. Keep all infoffilation strictly confidential throughout the entire recruitment and selection
process, unless state law requires otherwise.
Don't:
. Don't limit your recruitment and investigation to "home towners" or to a single candidate.
. Don't' let the selection process last too long.
. Don't expect to get all necessary infonnation about candidates from written material.
. Don't forget that you are seeking overall management ability, not technical competence in
one specialized field.
. Don't release for publication any names or local governments of candidates, unless state law
requires it.
. Don't overlook in candidates the need for municipal administrative experience and the
advantages of value of college or university training, post-degree training, and continued
professional development.
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Providing information. Serious applicants \vill not submit a resume for consideration until they .
have done their homework and satisfied themselves that the vacant position does represent a
good career opportunity. Often they will seek information from local government officials about
the local govemment and the position.
This IS one of the first places where a potential applicant will form an impression of the local
govem1l1ent. If the impression created is that the recruitment is disorganized, that members of the
local govemment are not sure what they are looking for or are saying different things, and that
sufficient information about the locality is nut easily obtained, potential applicants may simply
lose interest and not apply.
On the other hand, if their impression is that the local govemment has spent time considering the
position: that the recruitment is \vell organized: and that information is readily available,
positive, complete, and effectively packaged. this can tilt the scales in favor of submitting a
resume. Here are the items that a basic inf01111ation packet should include:
I. A copy of the criteria for the position indicating key obj ectives and priorities as to what the
local government is looking for.
, Ordinance or charter reguirements if they contain significant or unusual provisions regarding
....
the position.
... Summary information about the local govemment, including organization structure,
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personnel practices, number of employees. services provided, and budget data.
4. A timetable indicating the principal steps and time frame for the overall recruitment.
5. Infonnation on the local govenunent in the 1'01111 of a chamber of commerce brochure or .
similar publication, if such is attractively prepared and available.
6. Web sites that contain infol111ation on the local govemment.
Confidentiality. Confidentiality IS an impOltant consideration in any recruitment. Applicants are
concemed about the potential damage to their present job security and long-tem1 career
opportunities if premature disclosure of their interest in another position is made public. While
applicants realize that the local government \vill \vant to contact their present employer to
conduct background checks and assess the job they have done, they typically prefer to wait until
it is clear that they are going to be considered as finalists for the position.
The elected body should dete1111ine, at the outset the extent to which the recruitment process will
be confidential. This should be decided with advice from the local govemment's attomey
because open record and disclosure statutes vary: from state to state. If disclosure of applicants'
names is likely to occur at any point, potential applicants should be advised so that they may take
this into account in deciding whether or not to pursue the vacancy.
From a recruiting standpoint, assurance of confidentiality will result in more applications being
submitted, palticularly from those who are presently employed elsewhere. Because of the
impOltance of confidentiality to both parties, such assurances should be honored and contacts
with present employers should be coordinated with the applicants in order to provide the
applicants with adeguate time to first notify their cunent employer. There is no faster way to
damage the image of the local govemment and to lose good applicants than to violate the trust or
assurance that was given regarding confidentiality. .
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