CR 2004-156 City Manager Position Profile
. September 21, 2004 Council Report 2004-156
CITY MANAGER POSITION PROFILE
Proposed Action.
Staff recommends that the City Council approve the following motion: Move to approve
the City Manager Position Profile.
Approval of this motion will give Mr. Brimeyer, the City's search consultant, the
direction he needs to proceed with advertising for a new City Manager.
Overview.
Jim Brimeyer has met with City Council members, City staff, Boards and Commission
members, and other individuals to solicit information about the type of person the City
should hire as a City Manager. The profile details the education, experience, and
management style applicants should possess. It also lists the major issues the new
manager will face.
The profile also contains information about the community and organization. The other
. purpose of the Profile is to attract candidates to the City of Hopkins.
Primary Issues to consider.
. Does the Profile accurately reflect the City Council's view of the City Manager
position, including background, experience, management style and major issues to be
addressed?
Supporting Documents.
. Draft of the City Manager Position Profile
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J.ftn Genellie
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,...- Acting City Manager
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Financial Impact: $ N/A Budgeted: Y IN _ Source:
. Related Documents (ClP, ERP, etc.):
Notes:
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City of Hopkins, Minnesota
City Manager
Position Profile
The Community
Hopkins, "Minnesota is a second tier suburb located in the western Twin Cities metropolitan area
eight miles southwest of the 1vUnneapolis downtown area. The city has a population of 17,145 with
an employment population of 20,000. Hopkins enjoys a balanced economy of residential, retail and
industrial components. The city is home to SuperValu Inc., the nation's largest food wholesaler,
which has expanded its distribution facilities and employs 1,500 workers. Other large employers
include Independent School District #270, 111ermotech - precision injection moldings, Oak Ridge
County Club, Chapel View Care Center, and two prominent auto dealerships.
Through aggressive downtown redevelopment programs, a viable Mainstreet has emerged as the
hallmark of the community. New and established retail businesses prosper within the historic
. downtown area and entertainment, specialty shops, and restaurants are thriving. The most recently
completed project is Marketplace Lofts, a mixed-use retail and residential project that received a
Sman Growth award from the Metropolitan Council in 2004. Enhancing the downtown is tl1e
Hopkins Center for the Arts facility featuring a 724-seat tl1eatre, art gallery, classrooms, dance
studios, and a multi-purpose community performance room. The Center accommodates activities of
the Stages Theater Company, LS.D. #270, and the Hopkins Area Arts Association_
f\lthough the mix of single family and multi-unit housing in Hopkins represent diverse prices and
styles, active neighborhood organizations arc consistent throughout the city. Strong community
involvement is evident as citizens are encouraged and included in decisions on programs and policies
affecting city services and community life_
Education
I.s.D_ #270 is located in Hopkins and serves all of Hopkins and parts of 1-1innetonka, Golden Valley,
Edina, Eden Prairie, St. Louis Park, and Plymonth_ The District has a total enrollment of 7,700 in
l'--indergarten through Grade 12_ The District has ten schools and two corrununity centers including
three high schools honored by the U.S. Department of Education as National Schools of Excellence_
Hopkins High School was the fIrst high school in l'v1innesota to receive the award and the two junior
high schools were the fIrst middle-level schools in the Twin Cities area to receive that honor.
Approximately 70% of Hopkins students score above the national norm for achievement, as
measured by standardized tests. The District has been recognized by the U.S. Department of
Education for its innovative approach and leadership in implementing technology in education.
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. Parks and Recreation
In 1967, the Cities of Hopkins and tvunnetonka formally consolidated the community recreation
functions. The cities co-sponsor and share the cost of a common recreation director, staff and
offices. Residents of all ages take advantage of programs and facilities. Recreational offerings include
leagues for a variety of sports as well as recreational classes. Areas are designated for swimming,
playgrounds, camping, ice skating, and family gardening. The city has an ice arena, a new stage in
Duwntown Park and an active senior center. Each summer, Hopkins celebrates the Raspberry
Festival with a full week of daily events culminating in I'v1innesota's second largest parade.
The park system consists of 12 parks and playgrounds including Maetzold Field that serves as home
of the Hopkins Area Little League_ The Field accommodates softball, football, soccer, and other
recreationai activities. Two southwest regional biking/hiking trails have trailheads in Hopkins and a
trail within the city is linked to a large southern metropolitan trail system.
The Organization/City Services
Hopkins is a charter city with a City Manager form of government. The Council consists of a IvIayor
and four Councilmembers, all elected at-large. The Mayor serves a t\vo-year term and Council-
members senre fom- year staggered terms_ Elections are held in November of odd numbered years.
The City Council also serves as the Housing and Redevelopment Authority. The City Council is
assisted by six advisory committees. Members are appointed by the City Council to serve on these
boards and commissions:
. Zoning and Planning Commission Park Board
Human Rights Commission Chemical I {eaIth Commission
Charter Commission Police Review Board
The Hopkins city government consists of seven departments: Administration (Personnel and hilS),
Community Services (Assessing, Building Inspections, City Clerk, Reception), Finance, Volunteer
Fire, Planning and Economic Development (public Housing), Police, and Public \'(lorks (Buildings,
Equipment, Parks, Streets, Sanitation, \'I!ater and Sewer and Facilities - Center for the Arts, Ice
Arena/Pavilion, Activity Center, and Depot Coffee House).
The general fund budget is $8.3 million and the total budget is $23 million.
The City of Hopkins has 112 regular full and part-time empioyees plus seasonal emptoyees_
The Police Department has 26 licensed officers and 16 civilian employees. The department uperates
a 24/7 911 Public Safety Communications Center for all police, fire and medical calls within the city.
The Reserve Unit has an authorized strength of 25 reserve officers and averages over 5,000 hours of
volunteer service to dle department and the community each year_ Construction of a new 21,000
square foot police station is in progress.
The City is served by 36 volunteer fIrefighters. Recent completed construction includes a 23,000 sq_
ft. Fire Station and the Public \'I!orks facility, which was expanded to allow all vehicles to be stored
inside.
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Organizational Chart
City
Council
I City Manager City of
Minnetonka
I
ConuTIunity Finance Fire Police Recreation
Services
Planning and Public Works
Economic
Development
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The Position
The City Manager is the chief administrator of the City and is under the direction of the City Council_
T11e City Manager manages the operations of all City departments, is l'esponsible for the
implementation of City Council policies, and cw:ects the research and development of new policies,
as needed_ Specific responsibilities include:
. Oversee the provision of programs and services as established by the City Council.
. Meet the organizational needs of equipment, personnel, capital improvements and technotogy.
. Select, direct and develop staff for optimum program and service levels.
. Oversee the preparation of an annual budget with documentation in accordance with the
guidelines adopted by the City Council.
. Take a lead role on major development projects_
. Maintain effective communications with the Council. Proviuc information in a manner in which
all members of the Council are informed on an equal basis.
. Build strong Council/Staff relations anu communications.
. Keep Council advised of legislation and developments in public policy_
. Maintain a process for establishing goals to be approved by the Council and a process of
program planning in anticipation of future needs.
. Oversee training of employees in contact ,vith the public.
. l'vIaintain an awareness of development and plans in other jurisdictions that may affcct the city.
. . Maintain communications with governmental jurisdictions with which the city is involved.
. Under the direction of the Council, establish work plans for advisory boards and commissions.
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Background and Experience
Candidates for the City Manager should possess a Master's degree in public administration, urban
affairs or a related field and a minimum of five years experience as a City Manager or Assistant City
Manager in a comparable organization.
Preferred background includes:
. Significant background and knowledge of economic development and redevelopment processes
including municipal financing options, such as bonding, grants and Tax Increment Financing.
. Experience in the development of various types of housing.
. Strong background in the Comprehensive Plan process, community visioning and strategic
planning, including implementation of action plans.
. Experience in budgeting and financial management including fund accounting.
. Background in Human Relations activities including performance measurement. Experience
with unions negotiations, mediation and contract management.
. . Experience in evaluating and upgrading technology.
. Experience working in a metro urban environment is desirable.
. Understanding of effective management of a part-time, paid on~call Fire Department.
. Involvement in professional and community organizations.
Management Style
. Be approachable and available to staff but take a hands off position on staff projects and
ac ti vi ties.
. Communicate a management philosophy dut outlines staff expectations and holds staff
accountable for performance. Establish a relationship -with all staff members in all departments.
. Assist in clarification of the roles of the Council and the City Manager related to organizational
issues and communication.
. Foster team building and a spirit of cooperation among staff.
. Value public involvement, volunteerism and the public processes for guiding policies and
. projects. Promote neighborhood development and participation.
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. Promote communications and sharing of information in public processes. Accurately interpret
Council direction and staff input to determine wbat is important.
. Be willing to confront difficult issues and take calculated risks. Deal witb problems and issues
promptly.
. Be highly cognizant of customer service practices. Integrate values of integril)' and respectful
behavior in all public communications.
. Take an active interest in the community and become involved in city activities.
. Establish relationships with adjacent communities, the county, the school district and other
governmental agencies_ Establish contacts and resources at the state legislature.
Position Priorities
. Implement plans for pending redevelopment projects:
- Redevelopment of the east area - per approved plans
North Annex redevdopment - former SuperValu warehouse 21-acre site
. Shady Oak Road improvements, in cooperation with the county and adjacent city
. Examine staffing needs and restructuring options being mindful of budget reduction impacts and
the need to fill key positions. Develop a succession plan for management positions.
. Evaluate the Capital Improvement Plan with attention to maintenance needs.
. Refine the budget process to tie in with the city's long term vision.
. Maintain the momentum of redevelopment activities on Mainstreet.
. Facilitate a process to clarify tile strategic direction of tile city. Place an emphasis on strategic
plan implementation and develop methods for measuring progress of projects.
. Explore options for training and development of elected officials in Council, Board, and
Commission positions.
. Support the process for future extension of the Light Rail Transit line through Hopkins.
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. Announcement
City lvfanager, City of Hopkins, rv1N (pop. 17,145). Starting salary high $I::Os to mid $90s. Second tier
suburb located in the western T,vin Cities metro area, eight miles southwest of the Minneapolis
downtown. City enjoys a balanced economy of residential, retail, and industrial components and the
historic downtown has remained viable through aggressive redevelopment activities. The City
Manager reports to a Mayor and four-member City Council and is responsible for a total staff of 112
and total budget of $23 million. Candidates for the City Manager position should possess a h{aster's
degree in l)ublic Administration or related field and a minimum of five years experience as a City
Manager or Assistant City Manager in a comparable organization. Qualified candidates will possess
experience in budgeting/ finance, redevelopment, housing development, labor relations, and
significant strategic planning. Position Profile available. Send resume by 10/26/04 to The Brirneyer
Group Executive Search; 50 S. 9th Ave. #101; Hopkins, MN 55343. Phone: (952) 945-0246
Fax: (952)945-01OZ e-mail: brimgtoup@aoLcol11 web: www_brimgroup.cum
Timetable
10/26/04 Deadline for ,Application
11/23/04 Present Candidates/Select Finalists
12/10 and 12/11/04 In terview / Selec cion
. January 2005 Start Date
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