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1-13-14 Handout
HIRING A CITY MANAGER 1. Charter provisions 2. Recruitment Options by HR 3. Selection Options Letter from ICMA 4. Recruitment Guidelines for Selecting Local Gov't Administrator 5. Potential Profile Criteria including minimum qualifications 6. Hanson Agreement Submitted by: Catherine Berry, J.D., Director of Human Resources December 16, 2013 Municode Page 1 of 2 • Atlantic Beach, Florida, Code of Ordinances >> PART I -CHARTER>>ARTICLE III. THE CITY MANAGER>> ARTICLE III.THE CITY MANAGER Sec.21.Appointment. Sec.22. Qualifications. Sec.23. Powers and duties. Sec.24.Absence of the city manager. Sec.25. Removal of the city manager. Sec.26. City departments. Sec. 27. Governance of departments. Sec. 21. Appointment. The city manager shall be appointed in accordance with the provisions of Section 10 of this Charter and shall be compensated at a rate set by the city commission. (Ord. No. 28-93-3, § 1, 8-23-93) Sec. 22. Qualifications. The city manager shall be chosen by the city commission solely on the basis of administrative qualifications and with special reference to education and experience in and knowledge of accepted practice with respect to the duties of this office as set forth hereinafter and in the city code. Applicants for the position of city manager shall meet the following educational and experience requirements: (1) Possession of at least a baccalaureate degree in Public Administration ora directly related field from a college or university accredited by a recognized accreditation agency in the United States or from a recognized college or university outside of the United States, which is acceptable to the city commission; and (2) Not less than three years of administrative experience as a city or county government chief administrative or executive officer or as an assistant or deputy city manager. (3) A graduate degree acceptable to the city commission may be substituted for not more than one year of the required experience. (4) Two years of additional experience acceptable to the city commission may be substituted for each year of education towards a baccalaureate degree, up to a maximum of eight years. At the time of appointment, the new city manager need not be a resident of the city or state, but during the tenure of office shall reside within the city of Atlantic Beach. (Ord. No. 28-93-3, § 1, 8-23-93) Sec. 23. Powers and duties. http://library.municode.com/print.aspx?h=&clientlD=10377&HTMRequest=http%3a%2f... 12/16/2013 Municode Page 2 of 2 The city manager shall be the chief administrative officer and as such, head the administrative branch of the city government. The powers and duties of the city manager shall include but not be limited to: (1) Establish and maintain a line of communication with the city clerk; and (2) Administering and enforcing all enactments of the city commission; and (3) Preparing and forwarding agenda materials to the city clerk for every commission meeting; and (4) Preparing the budget annually and submitting it to the city commission, and being responsible for its administration after adoption; and (5) Preparing and submitting to the city commission at the end of each fiscal year, a complete report on the finances and administrative activities of the city for the year just completed. (Ord. No. 28-93-3, § 1, 8-23-93) Sec. 24. Absence of the city manager. The duties of the city manager during any temporary absence or disability shall be carried out by a deputy city manager, or in the absence of the latter, by another administrative officer of the city designated by the city manager or the deputy city manager. (Ord. No. 28-93-3, § 1, 8-23-93) Sec. 25. Removal of the city manager. The city manager shall serve at the pleasure of the city commission. The city commission may remove the city manager by the affirmative vote of not less than three (3) of its members. (Ord. No. 28-93-3, § 1, 8-23-93) Sec. 26. City departments. Administrative departments as established by ordinance shall report to and serve under the city manager. (Ord. No. 28-93-3, § 1, 8-23-93) Sec. 27. Governance of departments. The city manager may head one or more administrative department or select and employ persons qualified in accordance with city personnel practices to supervise, direct and control such departments. (Ord. No. 28-93-3, § 1, 8-23-93) http://library.municode.com/print.aspx?h=&clientlD=103 77&HTMRequest=http%3a%2f... 12/16/2013 Sec. 10.Appointment of city manager.`_ The city commission shall appoint an administrative officer of the city,who shall have the title of city manager,who shall have the powers and perform the duties provided in this Charter and who shall be compensated at a rate set by the city commission. No member of the city commission shall receive such appointment during the term for which the person shall have been elected, nor within two years after the expiration of the person's term. In the event the City Manager is incapacitated and unable to appoint a substitute as required in Sec. [Section]24 of this Charter,the city commission shall appoint someone to perform the duties of the city manager. (Ord.No.28-93-3,§1,8-23-93) HIRING A CITY MANAGER Four Options: 1. Wait for a period of time and evaluate interim for appointment Pros: Cost, known entity, morale Cons: Lost time of not successful in probation period 2. Conduct the recruitment in-house • Complex and time-consuming • HR will work with Commission to develop: o profile, to include minimum qualifications and selection criteria (qualities, characteristics, experience-work and management, leadership style and areas of expertise for an ideal candidate) o wording for the advertisements o geographic search range o interview questions o recruitment and selection process o compensation/benefits package o time-line (can be affected by publication deadlines) • HR can place ads, collect applications/resumes, screen applications based on previously developed criteria, rank candidates, schedule interviews • Commission will approve selection of top candidates for interviews, conduct the interviews, conduct further inquiries (and potentially give the public a chance to meet the top one-three candidates) and make the final decision Pros: cost, control, no RFP, so shortened time-frame. Cons: staff time 3. Retain an outside party (search firm) to conduct the recruitment • HR, City Attorney and Commission will develop RFP to select search firm, check references and develop and execute contract • Search firm, HR and Commission will develop: o profile, to include minimum qualifications and selection criteria 1 o interview questions • Search firm will: o recruit qualified candidates • Commission will: o approve the selection of candidates o interview the candidates o make the final selection Pros: expertise, less staff time. Cons: cost, length of time usually longer 4. Use a hybrid approach and conduct the recruitment in conjunction with an outside party • HR and Commission will perform the recruitment and selection process in- house with the assistance of experts in the form of search firm or such entities as ICMA Range Rider. (HR has already engaged the assistance of the Range Rider program for guidance — no cost to the City) Pros and Cons: same as in #2 Submitted by: Catherine Berry, J.D., Director of Human Resources December 16, 2013 2 .10W. I It`.i :s 0 PI tf rt WI 10 WO 10 Pi 11 10 kt I IN II II IN II 15 I It II I I It PR 50 IIP 50 II ItI I II 10 PI MI II ■ � II NI II t 1 ■ l ff Rs": Kt t# 10 It AO NIU kt OM 06 IN IN NI IV I■ ■i AI IN 1 0610 t1 04 II 116 PAINIt IiNNI $4M IN 10 ■IilllNINII1I$ 1 ■ P Leaders at the Core of Better Communities To: Cathy Berry, HR Director From: Kurt Bressner, FCCMA/ICMA Range Rider State Coordinator Date: December 16, 2013 RE: Report on City Manager Selection Options -Atlantic Beach In response to your request, I am pleased to provide you and the Atlantic Beach City Commission with information about the Florida City and City Management Association's (FCCMA) Range Rider Program and search options for a City Manager. I request this report be shared also with the City Commission and Interim City Manager. There are four basic options for a search: 1. Retain a Search Firm 2. Perform the search in-house by City staff 3. Receive assistance from the FCCMA Range Rider Program in collaboration with City staff. 4. Do not recruit for a City Manager and appoint internal candidate. 1. Retain a Search Firm -This option provides the most comprehensive approach to the placement as the search firm spends a good deal of time in the process working with elected officials to obtain key information about desired knowledge,skills and abilities. In addition, a search firm would also identify current issues, organizational culture and define expectations of a successful candidate by elected officials. A search firm is better equipped than any of the other options to seek out qualified individuals who can be informed about Atlantic Beach and encouraged to apply for the City Manager position.The search firm also is responsible for developing the compensation,benefit package and determining all conditions of employment such as residency. Having an outside and independent resource to facilitate this process is beneficial. A search firm will work with the local jurisdiction to prepare a detailed position profile that provides applicants with a good sense of what the agency is looking for. This is particularly helpful in a jurisdiction where there are newly elected officials. The search firm works with the elected officials to narrow down candidates for further consideration and interview,as appropriate. A search firm also performs background checks for finalists. The firms facilitate the interview process and provide assistance, as required in negotiating terms of employment with the successful candidates. In some cases, firms offer to re-do a search if the 1 777 North Capitol Street,NE ■ Suite 500 ■ Washington,DC 20002-4201 ■ 202 289 4262 IN 202 962 3500 fax ■ icma.org candidate they recommend does not work out for the agency. The cost of a search firm ranges from $12,500 to$21,500. The lower cost range usually quote a not to exceed expense cost of about$7,500. Additional work outside the scope of the contract is usually billed out at about$140-$160 and hour. These costs do not include the cost to the agency for applicants for travel and lodging to Atlantic Beach to participate in interviews. These are usual and customary costs to the City and can average$1,200 for out of state candidates and lesser amount for in-state candidates. A list of search firms that have performed recent placement work in Florida is attached. 2. Perform the search in-house- Under this option staff handles all steps in a search in-house. The degree to which these steps are accomplished depends on the comfort level of staff working directly with elected officials on a sensitive personnel matter.The cost of background checks for finalists, if not done in-house, is added and can amount to $800 to $1,500 a candidate for a comprehensive background review including professional credentials, financial,criminal,media,social media, current and past employers,etc. The cost of travel for candidates for interviews must also be added. 3. Range Rider Assistance to a Local Jurisdiction -The Range Rider Program provides four basic services: a. Assistance to current FCCMA Members such as city or assistant city managers with employment related issues requiring confidential counsel and guidance. b. Assistance to Members in Transition (MIT) who are looking for employment in local government. c. Information and resources to citizen groups and local governing bodies interested in adopting or retaining the managerial form of local government. d. If there is a vacancy in the position or a new position is created, placement assistance to local jurisdictions for a permanent or interim local government administrator. This report will focus on item #4 above and provide options. When the Range Rider Program provides placement assistance for a city manager,we follow a basic procedure and guidelines for services that may, depending on local needs and our availability, include some or all of these activities: 2 a. Outlining to elected officials the placement process based on ICMA guidelines. b. Assists the governing body determine qualifications, compensation and position requirements. However,given the fact the Range Rider Program is a voluntary program,we cannot match the detail that a search firm can provide this phase of a placement. c. Assistance to local staff with position advertisements. d. Reviewing and recommending semi-finalist candidates using a team of Range Riders based on position standards established by the governing body. The governing body shall select finalists for interviews. e. Providing assistance to the jurisdiction during the interview phase of the placement process. There is no cost to the community for these services. In cases where the governing board feels it is necessary or beneficial for a Range Rider(s) to be present in the community requiring an overnight stay and commuting is not practical, the community is requested to cover hotel and incidental meal costs for the Range Rider.This is typically during the interview process. Please note that background searches on candidates are not included in Range Rider placement services and should be conducted through qualified individuals or firms retained by the City. The Range Rider Program does not have the expertise to perform this work. In addition, the Range Rider Program will not be involved with employment agreement discussions between the City and the selected candidate. The cost of such background searches and selection of individuals or firms to perform background searches is borne by the City. In addition,the cost of travel and lodging for interview candidates is also borne by the City. As noted in the attached program summary,the Range Rider Program is a service provided to cities and counties at no cost. Basic assistance to elected officials of local jurisdictions for placement of a local government administrator or manager is provided that cannot replicate the services of a search firm. Because this is a service provided by volunteers, assistance is based on availability of Range Riders near the community and the workload of the program with other projects and activities. Our priority is service to ICMA and FCCMA members with placement work being a secondary activity of the 3 Range Rider Program. Presently,there are seven Range Riders in Florida, all of whom are experienced former city or county managers. Not all areas of the state are covered for full placement services,which may require on-site assistance. The Florida Range Rider Coordinator with the Executive Director of FCCMA will evaluate a request for services requested by the local jurisdiction and determine if services by the Range Rider Program can be provided with the volunteer resources available. The goal is to provide the best possible services to the local jurisdiction. 4. Do not recruit for a City Manager and appoint an internal candidate. -This option should be considered if the City Commission feels an internal candidate for the position should be appointed. Conclusion Specific to the City of Atlantic Beach, I offer the following comments and recommendation: Because the Range Rider Program does not have a Range Rider residing nearby Atlantic Beach anymore,we are not in a position to provide on-site assistance. If the City Commission opts to do the search in-house, we can provide the City with assistance on reviewing the position profile, advertisement copy, resume review and provide interview questions. If the City retains a search firm, it is not necessary for the Range Rider Program to provide assistance. It is very important for the City to spend the time at the beginning of the process to define required experience and education, desirable qualifications and needed knowledge, skills and abilities. This can be done in-house or facilitated by a search firm. No advertising for the position should be done until this part of the process has been completed and approved by the City Commission. We have seen many jurisdictions rushing to place an advertisement without taking this crucial step to find later that the applicants for the position were not as qualified and were fewer in number. In some cases the jurisdictions had to do the search process over. In addition to the FCCMA Range Rider Brochure information, I am providing you with a copy of the International City/City Management Association's (ICMA) Recruitment Guidelines for Selecting a Local Government Administrator. The handbook lays out a good process for what is perhaps 4 one of the most significant responsibilities of elected officials including: -- Resources available to assist in the process conducting the recruitment -- Reviewing applications -- Identifying and interviewing finalists -- Negotiating compensation Exhibits in the ICMA handbook also present resources and publications available, suggested interview questions, and a summary checklist and timetable. Also included, as an exhibit is a checklist of items typically included in a position profile for a city or City administrator along with common attributes and skills currently being sought by cities. Please contact me with questions about search options and the Range Rider Program. Schedule permitting I can be available to the City Commission by phone connection into a meeting to answer questions directly and describe the search process and optimal timeline in more detail. Respectfully, Kurt Bressner, ICMA-CM FCCMA/ICMA Range Rider Florida Range Rider Coordinator kbressner@gmail.com 561-436-2328 CC: Lynn Tipton, Executive Director FCCMA 5 Exhibits FCCMA Range Rider Program Brochure http://fccma.org/rang-riders/ Listing of Search Firms that have done Local Government Administrator Searches in Florida. Includes firms that perform background checks. Summary of key items recommended for a Position Profile and sample attributes. Recruitment Guidelines For Selecting a Local Government Administrator, ICMA, 2012. The booklet may be downloaded from this link. (Table of Contents in this document only) http://icma.org/en/icma/career network/career resources/recruitment gu idelines handbook 6 ICMA and FloridaFCCMA,:‘,„„,, City and County FCCMA Management Range Association's Riders ■ man a Rider ProgramKURTBRESSNER,ICMA-CM g Coordinator* 5721 Riverboat Circle SW Vero Beach,FL 32968-7524 ange Riders are retired city and county managers with lengthy experience (561)436-2328 and who are respected within the public management field. Range Riders are kbressner@gmaiLcom appointed by the boards of directors of the FCCMA and the International City/ County Management Association (ICMA). MARK DURBIN 2410 Franklin Drive As volunteers, Range Riders provide, at no cost: Kissimmee,FL 34744 / Career and employment counsel to members; (321)624-6071 / Guidance and counsel to members regarding ethics questions mdurbin@cflrr.com or concerns; ► Assistance to cities and counties with the managerial form of government; SAMUEL H.HALTER,ICMA CM 3501 Bayshore Boulevard ► Assistance to cities and counties that are considering adopting Apt.304 the managerial form of government; Tampa,FL 33629 / Assistance to civic groups regarding the managerial form of government; (813)281-2176 and Sam1h39@gmaiLcom ► Assistance to members-in-transition (MITs) with guidance and direction as they seek new opportunities in public administration. CARRIE P.HILL,ICMA-CM 4576 S.Lake Drive Upon request by the governing body of the jurisdiction and upon verification of Boynton Beach,FL 33436-5905 a manager/administrator vacancy, the range riders will provide basic guidance (561)635-2115 and assistance. Services may include: outlining to elected officials the placement Hi114005@bellsouth.net process based on ICMA guidelines, determining qualifications, compensation and position requirements, assisting local staff with position advertisements, reviewing RICHARD M.KELTON,ICMA CM and recommending semi-finalist candidates based on position standards estab 1521 Wyngate Drive DeLand,FL 32724 lished by the governing body, and providing assistance to the jurisdiction during (386)951-4780 the interview phase of the placement process. The governing body shall select rmkelton@earthlink.net finalists for interviews. PETER G.LOMBARDI Background searches on candidates are not included in the services and should 12124 Vicars Lane be conducted through qualified individuals or firms retained by the city or county. Fort Myers,FL 32913 (239)204-9181 Range Riders are not"consultants," but serve as colleagues and counselors. plpland@comcast.net To obtain further information about the Range Rider program and its services, RICHARD A.WILLIAMS please contact: 6535 42nd Street,E. Sarasota,FL 34243-7901 Florida City and County Management Association (941)309-3371 Range Rider Program Rawjayhawk2@aol.com P.O. Box 1757,Tallahassee, FL 32302 *Please contact the coordinator Lynn Tipton, FCCMA Executive Director to discuss which Range Rider can (850) 701-3637 • 1- (800) 342-8112 7 best meet your needs. Search Firms That Have Provided Local Government Administrator Placement in Florida The Mercer Group Inc. http://www.mercergroupinc.com/ http://www.mercergroupinc.com/current-searches.html Contact:Karolyn Prince Mercer Senior VP Mercer Group kprince-mercer@mercergroupinc.com (505) 660-5503 Slavin Management Consultants http://www.slavinmanagementconsultants.com/welcome.shtml http://www.slavinmanagementconsultants.com/search recruitments.shtml Contact: Bob Slavin rslavin101@aol.com (770)449-4656 Strategic Government Resources (SGR) https://www.governmentresource.com/ https://www.governmentresource.com/pages/CurrentSearches Contact:Ron Holifield ron@governmentresource.com (214)676-1691 Colin Baenziger&Associates http://www.cb-asso.com/index.html Contact:Colin Baenzinger Colin@cb-asso.com (561) 793-2624 Background Searches:Of the above firms,Colin Baenziger and Associates or Strategic Government Resources have either provided or offered to provide applicant background search services as an stand-alone service separate from a full recruitment.I don't know about the other firms. Another local resource is:Francis Hunter, francishunterinvestigations.com phone: 352-816-7609. For other firms that please contact Lynn Tipton,Executive Director,FCCMA at(800) 342- 8112,which is the toll free number for the Florida League of Cities. Lynn's email is: LTipton@flcities.com Also,ICMA can provide a list of search firms doing work in local governments. This information and recruitment resources can be found at ICMA's web page at: http://icma.org/enna cal-eelnetworkimnlo s Pa a/100355/EmployerRecruiter R esources List Prepared by Kurt Bressner,ICMA-CM ICMA/FCCMA Range Rider KB: November 2012,Updated November 2013 8 1 Typical and Key items recommended for a City Manager Profile 1. Description of the City that includes a basic history,location, population and key features of the City. 2. Description of the local government. Include also information on the size of staff, organization chart, if available,budget synopsis, etc. Include a list of City services provided and a list of City services that the City contracts for either via private contractor or intergovernmental agreement. 3. Duties and functions of the City Manager (from the Charter and Code documents,job description,etc.as appropriate) 4. Challenges, Issues and Opportunities - Here a short list of issues facing the City over the next two years would be very helpful.Try to be descriptive in one or two sentences for each issue. 5. Requirements for the City Manager- What education and experience requirements are necessary? Is ICMA-CM credentialing required or desired? Is Florida experience required or desired? 6. Knowledge, Skills and Abilities - Here a list of essential skills and attributes followed by important skills and attributes. (See next page for examples taken from other profiles) 7. Compensation -The profile should disclose a salary range and summary of expected benefits,if possible. Some jurisdictions leave this as something like: "the City of X offers a competitive starting salary based on qualifications and experience." If the City participates in FRS,deferred compensation or other pension program, this may be considered as a compensation area to include. 8. Residency- If there is a residency requirement,it should be disclosed and when it is effective. 9. Application and selection process- Include the summary of the process including the deadline to submit the application and/or resume and how the documents should be submitted. Most jurisdictions require electronic submission of.PDF documents. The instructions should be clear as to whom the resumes should be submitted to. Also,because applications become a matter of public record when submitted,the profile should clearly state this. Also, the process should disclose that applicants would be subject to a background screening. I recommend that the City require applicants to submit a completed City employment application, especially if signature on the form serves as authorization for background screening. 9 10.Other documents that should be made available either as exhibits to the profile or as links to documents posted on the City website: a. City Code b. City Budget c. Job description for City Manager d. City employment application (hopefully, in a fillable.PDF form) e. Key planning or City description documents Review, Inventory and Summary prepared by Kurt Bressner, ICMA-CM, ICMA/FCCMA Range Rider. December 16, 2013 10 DESIRED CHARACTERISTICS OF A CITY/COUNTY MANAGER 1. Consensus builder 2. Decisive; good judgment 3. Excellent communicator to public, employees,Commissioners 4. Honest, ethical, moral 5. Willing to work whatever hours are needed 6. Outstanding leadership skills 7. Keeps composure at all times 8. Sensitive to others' needs and positions 9. Keeps current on City projects 10. Willing to be innovative 11. Available 12. Timely executes Commission policy 13. Treats everyone with respect; even-handed 14. Cooperates with other governments 15. Recruits and retains competent staff 16. Decentralized management style,but holds people accountable 17. Believes in strategic planning 18. Ambassador for the City/City 19. Outgoing, confident, positive,proactive,approachable 20. Good listening skills 21. Demands accountability, and willing to be held accountable Source: Florida Range Riders On the next page is another list of attributes taken from ICMA advertisements. Source: Florida Range Riders 11 Position Profile Trait Examples Actual samples extracted from recent ads in ICMA Newsletter "...demonstrated leadership capabilities..." "...fiscal acumen..." "...excellent communication& interpersonal skills..." "...employee/citizen relations(skills)..." "...labor&contract negotiations (skills)..." "...technical knowledge of municipal operations..." "...financial &budget preparation(skills)..." "...bondable..." "...progressive,proactive, community-oriented leader..." "...community&economic development(skills)..." "...community-oriented problem solving..." "... (experience) achieving community consensus around critical issues..." "...integration of technology into municipal operations..." "...establishing strategic goals&priorities..." "...customer service orientation..." "...strong interpersonal skills..." "...facilitating a community vision&implementing action plans..." "...strong commitment to customer-focused government..." "...redevelopment, economic development&financial management experience..." ".:.strong interpersonal&consensus building skills..." "... (commitment to) team/participative management..." "... (experience in)personnel management..." "... (experience in) intergovernmental relations..." "... (experience in) utility management..." ":..considerable community involvement&working with volunteers..." "...knowledge of new technology..." "...skills/knowledge involving(state)laws..." "...understanding of public financing..." "...grant writing(skills)..." "...conservative fiscal management..." "...infrastructure replacement&development(experience)..." "...human resources development..." "...strategic& long-range planning..." "...knowledge of principles &management of city government..." "...capacity to address problems in proactive manner..." 12 Contents 1. Introduction 1 2. Managing the Organization during Recruitment 2 Major Decision Point: Appointing an Interim Administrator 2 Interim Management: The Governing Body's Role 2 3. Initiating the Recruitment 3 4. Conducting the Recruitment 4 In-House Expertise Method: Recruitments Conducted by the Local Government 4 Outside Expertise Method: Recruitments Conducted with an Outside Party 4 Hybrid Method: In-House in Conjunction with Outside Party 5 5. Key Elements of the Recruitment Framework 6 Major Decision Point: Development of an Administrator Profile 6 Decision Point: Community Engagement in Administrator Profile 6 Major Decision Point: Administrator Compensation Schedule 7 Geographic Scope 7 Advertising and Outreach Strategies 8 6. Key Elements of the Application Process 10 The Application Form 10 The Local Government Information Packet 10 Applicant Relations 10 7. The Role of the Media in the Recruitment Process 12 8. The Selection Process 13 Reviewing the Applications 13 Major Decision Point: Determining the Candidates to Be Interviewed 13 Interviewing the Candidates 14 Major Decision Point: Making the Final Selection 16 9. The Negotiation Process 17 Preparation for Negotiation 17 Major Decision Point: Negotiating Compensation 17 10. The Transition Process 19 Announcing the Selection 19 Additional Elements 19 11. Conclusion 20 Appendix A. ICMA Code of Ethics with Guidelines 21 Appendix B. ICMA Guidelines for Compensation 25 Appendix C. Professional Organizations to Consider Posting Position Vacancy 27 Appendix D. Potential Interview Questions 33 Appendix E. Relations with Applicants—Do's and Don'ts 35 Appendix F. ICMA Model Employment Agreement 36 Index 43 13 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR v Recruitment for Selecting a Loca overnment Adm • n • strator „‘ !r. ii, 44 ...1 1 ,. ..._. , v..", .,.. . . . .. - -,i4 , \\\I . t 'd 1111 '''''" "11,0, .,: . . _ , ii / , CtSitYlr. • . u 1 ( ,:::: 4 , f:i? ....., , , i _ if•-• 161 T ,. $ik , ,. ,, , .,. „..... ..._.....,,. k _ ,... . January 2012 ICM/ Leaders at the Core of Better Communities Recruitment Guidelines for Selecting a Local Government Administrator 02012 by the International City/County Management Association. All rights reserved, including rights of reproduction and use in any form or by any means, including the making of copies by any photographic process,or by any electrical or mechanical device,printed, written, or oral or recording for sound or visual reproduction, or for use in any knowledge or retrieval system or device, unless permission in writing is obtained from the copyright proprietor. About ICMA ICMA advances professional local government worldwide. Its mission is to create excellence in local governance by developing and advancing professional management of local government. ICMA,the International City/County Management Association, provides member support;publications, data, and information; peer and results-oriented assistance;and training and professional development to more than 9,000 city, town,and county experts and other individuals and organizations throughout the world.The management decisions made by ICMA's members affect 185 million individuals living in thousands of communities, from small villages and towns to large metropolitan areas. ICMA 777 North Capitol Street, NE Suite 500 Washington, DC 20002-4201 202-289-ICMA (4262) icma.org RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR ii RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Preface This Recruitment Guidelines for Selecting a Local Government Administrator was first published just over ten years ago. While a lot has changed in ten years, the basic process for selecting a chief administrator' has remained substantially the same. It still requires careful planning, astute evaluation of candidates, and a clear understanding of the relationship between the governing body2 and the chief administrator. In this edition, however, new focus has been given to the ICMA Code of Ethics—the foundation of the local government management profession— and the emergence of the Voluntary Credentialed Manager program. The Task Force on Recruitment Guidelines was formed in Fall 2010 and consisted of a very diverse group of ICMA members (many of whom have served on the ICMA Executive Board), Range Riders (former local government practitioners), younger members of the local govern- ment management profession, and representatives from executive search firms. From its only face-to-face meeting at the 2010 ICMA Conference in San José, this Task Force embraced the challenge of updating the guidelines. Over the next several months, we formed work groups to focus on three key elements of the process: recruitment, selection, and negotiation. After count- less conference calls and emails, the new and improved Recruitment Guidelines for Selecting a Local Government Administrator emerged. The Task Force consisted of the following ICMA members: Jane Bais-DiSessa Mike Casey City Manager Partner Berkley, Michigan Management Partners, Inc. Bill Baldridge Cincinnati, Ohio Executive Search Committee Tony Dahlerbruch Former City Manager City Manager Michigan Municipal League Rolling Hills, California Troy Brown Ed Daley Assistant City Manager City Manager Livermore, California Hopewell, Virginia Garry Brumback Tim Ernster Town Manager City Manager Southington, Connecticut Sedona,Arizona Charlie Bush ibm Fountaine City Administrator Borough Manager Prosser, Washington State College, Pennsylvania 1 Chief administrator refers to a manager,administrator,or executive of a local government. 2 Governing body refers to the elected officers of a town,village,borough,township,city,county,or a legally constituted council of governments. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR iii Peter Herlofsky Paul Sharon Former City Administrator ICMA Range Rider, Florida Farmington, Minnesota Former Town Manager Kay James Ashland,Massachusetts City Manager North Andover,Massachusetts Canandaigua, New York Scot Simpson Dave Krings City Administrator Former County Manager River Falls, Wisconsin Hamilton County, Ohio Charlene Stevens Peoria County, Illinois City Administrator Debra Kurita Willmar, Minnesota Former Assistant City Manager Larry Stevens San Bernardino, California City Manager Juliana Maller Edmond, Oklahoma Deputy City Manager Bill Taylor Park Ridge, Illinois Field Services Manager Bob Murray Municipal Association of South Carolina President Columbia, South Carolina Bob Murray&Associates Michael Van Milligen Roseville, California City Manager Andy Pederson Dubuque, Iowa Village Manager Melissa Vossmer Bayside, Wisconsin City Manager Sheryl Sculley Angleton,Texas City Manager Michael Willis San Antonio,Texas General Manager William Sequino Shellharbour City Council Town Manager New South Wales,Australia East Greenwich, Rhode Island Special appreciation is extended to Tom Fountaine for serving as the negotiation section chair; Peter Herlofsky, selection section chair; and Debra Kurita, recruitment section chair. Debra Kurita deserves special recognition as she labored many hours converting writing styles and formats into one consistent, easy-to-read document. On behalf of ICMA, I am grateful for the active engagement of each Task Force member. Special thanks to Jared Dailey of the ICMA staff, who assisted in the overall coordination of the Task Force. It is the hope of the Task Force that this guidebook is promoted and distributed to those who are in the environment to hire a chief administrator for a community. To the governing body representatives who use this guidebook, we thank you for your service to your communities and wish you every success in finding the professional local government manager to help you guide your community to be the best it can be. In closing, it has been my privilege to have served as the chair of this Task Force. Bonnie Svrcek Deputy City Manager Lynchburg, Virginia iv RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Contents 1. Introduction 1 2. Managing the Organization during Recruitment 2 Major Decision Point: Appointing an Interim Administrator 2 Interim Management: The Governing Body's Role 2 3. Initiating the Recruitment 3 4. Conducting the Recruitment 4 In-House Expertise Method: Recruitments Conducted by the Local Government 4 Outside Expertise Method: Recruitments Conducted with an Outside Party 4 Hybrid Method: In-House in Conjunction with Outside Party 5 5. Key Elements of the Recruitment Framework 6 Major Decision Point: Development of an Administrator Profile 6 Decision Point: Community Engagement in Administrator Profile 6 Major Decision Point: Administrator Compensation Schedule 7 Geographic Scope 7 Advertising and Outreach Strategies 8 6. Key Elements of the Application Process 10 The Application Form 10 The Local Government Information Packet 10 Applicant Relations 10 7. The Role of the Media in the Recruitment Process 12 8. The Selection Process 13 Reviewing the Applications 13 Major Decision Point: Determining the Candidates to Be Interviewed 13 Interviewing the Candidates 14 Major Decision Point: Making the Final Selection 16 9. The Negotiation Process 17 Preparation for Negotiation 17 Major Decision Point: Negotiating Compensation 17 10. The Transition Process 19 Announcing the Selection 19 Additional Elements 19 11. Conclusion 20 Appendix A. ICMA Code of Ethics with Guidelines 21 Appendix B. ICMA Guidelines for Compensation 25 Appendix C. Professional Organizations to Consider Posting Position Vacancy 27 Appendix D. Potential Interview Questions 33 Appendix E. Relations with Applicants—Do's and Don'ts 35 Appendix F. ICMA Model Employment Agreement 36 Index 43 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR v 1. Introduction "Thousands of decisions are made every day in cities,towns,and counties that determine our quality of life.... Professional managers craft the plans and make the decisions that transform good communities into great ones. -International City/County Management Association(ICMA) Selecting a chief administrator is perhaps the most important decision that elected local officials will make for their community. This guidebook was created by experienced, seasoned As you use this resource, you will see highlighted local government managers. It is designed to help in the margins important points for selecting the best elected officials, human resource professionals, local individual for the position. government staff, and professional executive search When faced with an upcoming or immediate firms navigate the recruitment, selection, and negotia- vacancy in the chief administrator position, the tion processes to find the individual who is best suited governing body must quickly address the following to serve as the chief administrator. The chief administra- questions: tor is like an orchestra conductor, directing and manag- • What should we do to ensure that the affairs of ing a team of professional, administrative, and field staff the local government are properly administered while interpreting and working toward the goals and until a new chief administrator is selected and on objectives of the community's elected officials. board? This guidebook offers best practices that will be • IIow do we conduct a recruitment to fill the most meaningful to you and your community in select- vacancy? ing a chief administrator. Because all communities, governing bodies, and chief administrators are not The following material provides tips and guide- the same, this is not a "one size fits all" guidebook. lines on the processes that the governing body needs Nevertheless, the local government managers who cre- to employ to successfully answer these questions. It ated this document are firmly committed to the ICMA identifies and discusses the key elements of man- Code of Ethics, which is a non-negotiable foundation aging the organization between the time that one for professional local government management, and chief administrator departs and another arrives, as strongly recommends that the hiring governing body well as the major decision points in conducting the use the Code of Ethics as a tool in its search for a recruitment, selection, and negotiation processes for professional local government manager. Herein, we appointing the new chief administrator. explain recruitment choices and the selection pro- cesses to fit the unique size, culture, and dynamics of an individual community. Topics include provisions for Professional local government managers are interim management; the spectrum of resources avail- committed to able to assist in the recruiting process; applications, • Serving as stewards of representative democracy communications with applicants, and interviews; • Practicing the highest standards of honesty and integrity in compensation; and transition. The appendices provide local governance,as expressed through ICMA's Code of Ethics the ICMA Code of Ethics, ICMA Compensation Guide ■ Building sustainable communities as a core responsibility lines, a directory of professional organizations that are likely places advertise for a chief administrator, • Networking and exchanging knowledge and skills across inter potential interview questions, the do's and don'ts of national boundaries applicant relations, and the ICMA Model Employment • Lifelong learning and professional development Agreement. Using this guidebook can make recruit- • Financial integrity and responsibility for management of the ing and selecting a new chief administrator a positive, community enjoyable, and unifying experience for you and your • Implementing best management practices. colleagues as elected officials. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 1 IIl 2. Managing the Organization during Recruitment The governing body must act thoughtfully and pal leagues, or ICMA Range Riders are resources for deliberately in determining how to ensure that identifying potential interim administrators. the operations of the local government are properly The governing body should publicly announce managed during the period before a permanent chief the appointment of the interim chief administrator. administrator is selected and on the job. When faced Regardless of who is appointed, it should be made with a vacancy in the chief administrator position, the clear to all local government officials and staff that the governing body needs time to carefully consider the interim chief administrator is responsible for imple- qualities, expertise, and experience it hopes to find menting governing body policy and overseeing opera- in a new administrator and to use the agreed-upon lions. It should also be made clear that if the interim criteria to develop the administrator profile. It then administrator is ultimately selected to fill the position needs sufficient time to recruit and select the best pos- permanently, it will be because that person has proven sible successor who meets these criteria. While that is to be the best among all the applicants. happening, however, it is important that the governing body identify a professional who will act as the chief Interim Management: The Governing administrator and properly manage local government Body's Rol e operations while the recruitment process is underway. Obviously, the local government must continue to Major Decision Point: Appointing an operate during the interim between the departure of the current chief administrator and the appointment of the Interim Administrator new one.The governing body and interim management If the vacancy is the result of a planned retirement, team should do whatever is necessary to make sure the governing body may consider asking the current that important projects and service delivery continue administrator to continue leading the organization for to move forward. It is important to reiterate that the a short period of time on a contract basis. Alterna- governing body has the responsibility to make it clear Lively, the governing body may elect to consult with to the staff and community that the interim administra- the outgoing administrator regarding possible staff tor is in charge of the organization's operations. members who could fill this role. The governing body should consider deferring new In some cases, the members of the governing initiatives, when possible, until the new administrator body may agree that they have confidence in a spe- is appointed and on the job. After all,to ensure effec- cific staff person. If there is an assistant administra- Live administrative leadership in the future, it is desir- tor, for example, the governing body may appoint able that the new administrator be involved in as many that person as interim administrator. If this assistant policy decisions as possible.Just filling a vacant depart- will be considered for the permanent position, the ment director position,for example,is an opportunity appointment as interim administrator will provide for the new administrator to begin building an admin- the elected officials with an opportunity to observe istrative team. In fact, such an opportunity can be used firsthand how the assistant handles the job. Another to pique the interest of potential applicants during the option is to appoint an assistant or department direc- recruitment process. tor (who will not be a candidate for the position); Although it is not desirable for the governing body someone who is mature, seasoned, competent and to immerse itself in the administrative affairs of the local respected by fellow employees. government,its members should be briefed about cur- Should the governing body determine that there rent organizational problems and the status of impor- is no one on staff who it can or wants to appoint as tant projects before the current administrator leaves,if the interim administrator, it may decide to retain the possible.In this way,the governing body may monitor services of a retired administrator or an administra- progress on important matters,provide direction,and set tor who is between jobs. State associations, munici- priorities for the person selected as interim administrator. 2 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR i 3. Initiating the Recruitment The governing body should initiate the recruitment is less likelihood for controversy and ill will to arise process immediately after the official decision around the issues of the separation.Further,and from has been made regarding resignation, retirement, or a recruiting standpoint,handling a difficult situation termination. Failure to do so can potentially generate well will enhance the local government's image and rumors within the community by various interested thus its ability to attract quality applicants. parties who may attempt to exert pressure on mem- • Vacancy occurring prior to an election. Occa- bers to quickly fill the vacancy. The members of the sionally, a governing body will delay initiating governing body must bear in mind that an impulsive the recruitment process because an election is response to this pressure can be divisive for them and pending. But even in the face of an election, it can damage their credibility. They must take charge of should prepare for the process by developing the the recruitment: they must determine the process that administrator profile (described in full later in this will be used to recruit and select the best administra- document) and determining how the recruitment tor, and make that decision clear to all concerned. will be conducted so as to reduce the time lapse There may be a number of special circumstances between the departure of one administrator and that influence the approach and timing used to recruit arrival of another. a new chief administrator. The following examples • Vacancies due to newly adopted council-manager provide some tips for addressing those circumstances: form of government. If the position is vacant • Vacancy due to the chief administrator's termina- because voters either just approved the formation of tion or resignation under pressure.If the position is or adopted a change to the council-manager form of vacant because the former administrator was tenni- government,the beginning of the search for a new nated or forced to resign,neither the local govern- chief administrator will depend on when the change ment nor the former administrator will benefit from becomes effective. Depending on the circumstances, a public quarrel. It is far better for all concerned to it may be possible to have applications on file by mutually decide on a timetable for the administra- the time the new members of the governing body tor's departure.If this departure is handled profes- are sworn in. In any case,the recruitment process sionally and in a mutually respectful manner,there should be initiated as soon as possible. 11 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 3 I 4. Conducting the Recruitment There are several major elements and decision Outside Expertise Method: Recruitments points in the recruitment process. This section of the handbook provides tips and guidelines for the Conducted with an Outside Party governing body in determining the approach to use in The governing body can retain an outside party to this part of the process. conduct the recruitment. In some cases the interim The governing body has three major choices for or a retired administrator may be asked to coordinate conducting the recruitment. It can: the recruitment process. More often, however, the • Conduct the recruitment in-house governing body will contract with a firm that special- • Retain an outside party to conduct the recruitment izes in providing executive search assistance. • Use a hybrid approach and conduct the recruit- When using an executive search firm, the gov- ment in conjunction with an outside party. erning body plays an active role in the process. It develops the administrator profile, approves the In-House Expertise Method: Recruitments selection of the applicants, interviews the candidates, and, of course, makes the final selection. The benefit Conducted by the Local Government of using an executive search firm is the expertise that If the governing body chooses to conduct the recruit- the firm brings to the process and its ability to coor- ment in-house, it should be with the understanding dinate the recruitment. that the task will be time-consuming and complex. Typically the executive search firm begins by The governing body may also have to decide whether meeting with the elected officials either individually to conduct the process as a body, delegate the respon- as a group to help them develop the administrator sibility to the chairperson, or assign the task to a profile. It is the firm's responsibility to facilitate these committee of its members. If it elects to delegate the discussions and help the governing body reach a con- responsibility to one or more of its members, it must sensus. After this matter has been settled, the firm be sure to select people who are well respected and coordinates the overall process and assumes respon- have the time to provide the necessary leadership and sibility for all tasks until it is time for the elected follow-through. body to select and interview candidates. During this To provide support in the process, the governing process, the firm updates the governing body, keep- body should seek the assistance of the local gov- ing the members informed of its progress. As the firm ernment's human resources officer and municipal will be responsible for all the administrative details, attorney. In conducting the recruitment in-house, the role of the staff is usually limited to providing staff can work with the governing body to develop information about the local government and coordi- the administrator profile and design an effective and nating with the firm. legal recruitment and selection process. Staff can also Governing bodies that use an outside service be responsible for the administrative tasks of placing should ensure that a reputable firm, one familiar advertisements, collecting résumés, and scheduling with the special requirements of local government interviews. However, the governing body or its del- management, is selected. The experience of the firm egated members will approve the selection of the final should be checked through contact with references— candidates and conduct the interviews, and, of course, in particular, representatives of local governments the body as a whole will make the final selection. In that have used its services. Further, the governing this scenario, staff serve as a resource throughout the body should be fully aware of the costs and benefits entire recruitment process. when deciding whether to use outside expertise. 4 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Hybrid Method: In-House i n Conjunction determine the structure of the recruitment process. In other cases, local government officials may initiate with Outside Party the process in-house by developing the profile and In the third alternative,the governing body can con- advertising for the vacancy, and they may then use duct the recruitment in-house and supplement the an outside source to help review résumés, conduct process, where necessary, with assistance from an reference checks, and structure the interview pro- executive search firm or another outside source, such cess. This alternative may be most appropriate if as an the ICMA Range Rider. cost is a concern; however, because it also presents In some cases, the governing body may seek opportunities for lapses in communication, the exact assistance at the beginning of the process to facilitate responsibilities of each party must be clarified in a the discussion, develop the administrator profile, and written agreement. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 5 5. Key Elements of the Recruitment Framework Regardless of the method chosen for conducting the recruitment, the governing body must develop a The ICMA Voluntary Credentialing Program recognizes framework for the recruitment process. It must agree professional local government managers qualified by at the outset on a number of key issues critical to the success of the recruitment, including criteria for the a combination of education and experience, administrator profile, compensation range and compo- adherence to high standards of integrity, and an nents, and timing and geographic scope of the search. assessed commitment to lifelong learning and Major Decision Point: Development of an professional development. For more information, visit Administrator Profile www.icma.org/en/icma/members/credentialing. The most significant decision point for the governing body in the recruitment of a new administrator is to define what the members are looking for—that is,to cre- Developing the administrator profile helps the ate the administrator profile.The profile will encompass governing body define its needs and establishes the those qualities,characteristics,experience,and areas of groundwork for generating a rich pool of applicants expertise that would be found in an ideal candidate.Only with the skills and abilities to address the needs of the by considering how applicants compare and measure governing body, the community, and the organization. against one another and,of course,against the estab- lished criteria,can the governing body be sure that the Decision Point: Community Engagement in candidate it appoints has the appropriate combination of Administrator Profile work experience,management experience,and leader- ship style to be successful in the position. The governing body must decide whether to engage The governing body should begin with a survey community members or committees in the recruit- of its needs and those of the organization. To deter- ment process. In most cases, the local government mine the needs of the organization, the governing assumes responsibility for the recruitment and body should invite input from the department direc- conducts the process without involving members of tors. Items to be considered include size of the local the community. government, composition of the community, services In some cases, however, a governing body may provided, and overall objectives and priorities of the seek input from community members or committees governing body. The work experience, skills, and when developing the administrator profile. This not expertise of the candidates must relate to these factors. only allows the community to be part of the process The governing body should also consider both the but also may provide the governing body with a bet- "nuts-and-bolts" skills and abilities, such as budget- ter understanding of the role of the administrator. ing, human resources, and technological know-how, Depending on the method that the governing body and the "soft" skills, such as the ability to work with uses to conduct the recruitment, gathering input from people and to lead an organization. These criteria will the community would be facilitated by staff, the out- form the basis for reviewing résumés, selecting final- side recruiter, or the elected officials. ists, and making a hiring decision. Although community input will be valuable, Unless the governing body can come to consen- the governing body will ultimately determine the sus on these criteria, it may be difficult to find the qualities and experiences to be incorporated into the right candidate. By reaching consensus, however, administrator profile, and this should be clearly corn- the governing body will be better able to inform municated to the community. It is, after all, to the the applicants on what it is looking for in a chief governing body that the new administrator will be administrator. directly reporting. 6 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Governing bodies need to be very alert to the dangers of either hiring a clone of the outgoing administrator,assuming that person is leaving on good terms, or a polar opposite,assuming that person is leaving on less than good terms.The importance of evaluating the current needs of the governing body and locality cannot be overstated. Major Decision Point: Administrator The timing of the recruitment can sometimes be affected by publication deadlines, which are impor- Compensation tant in terms of properly advertising the vacant posi- Another critical element to be considered at the outset tion. An ideal timetable would provide at least sixty of the recruitment process is administrator compensa- days from the start of the recruitment to the deadline tion. It is important for the local government to have for submitting résumés; thirty days to review resu- some general understanding of the acceptable salary mes, conduct background checks, interview candi- range, but it is also important to have some flexibility. dates, and make a final selection; and at least thirty Some local governments identify a range; others pro- days for the new administrator to relocate. To maxi- vide the salary of the current administrator as an indi- mize flexibility in the process, the governing body cator; and still others may leave the salary open, to be may advertise the position with an "open until filled" commensurate with the new hire's background and statement. experience. The governing body will also determine other components of the administrator's compensa- tion, such as deferred compensation, vacation accrual, Profile: Impact of Special Circumstances: and professional development allowances. It is important for the governing body to make As the governing body decides on the criteria for the administrator clear that it wants the best administrator it can find. In profile,three types of situations should receive special consideration: general, potential applicants for the position will want 1. A local government that has just changed its form of govern- to have some indication of the salary range and corn- ment will ordinarily need an administrator who can inspire local pensation package. But that will be only one of many government officials with the enthusiasm needed to implement factors that they will use in deciding whether to apply. the new structure.A first administrator in a new structure ICMA has developed compensation guidelines for should be adept at public relations and at establishing relation- negotiating salary and benefits for local government ships with incumbent officials and employees. positions. These guidelines are provided in Appendix 2. When an administrator has been dismissed or has resigned B and are also available online at www.icma.org/ under pressure,the governing body tends to look for strengths compensationguidelines. The actual compensation in areas in which the outgoing administrator showed weak package will he negotiated with the final candidate at nesses.There are dangers,however,in overcompensating the conclusion of the recruitment process. for qualities that have led to dissatisfaction.If the outgoing administrator gave too much freedom to subordinates,for Schedule example,suddenly changing to a strong disciplinarian might Since top candidates often view applying for a new result in antagonisms that would only lead to further prob job as a major career decision, it is important that they lems.Sometimes a new administrator will be confronted with have adequate time to consider the opportunity, dis- major problems that must be addressed immediately. If such a cuss it with their families, and prepare an appropriate situation is anticipated,the governing body should make these résumé. Similarly, the governing body, staff, or execu circumstances known to any applicant who is being seriously tive recruitment firm needs sufficient time to review considered. résumés and conduct reference checks to ensure that 3. When a popular administrator retires or moves to another local good candidates are not overlooked and that finalists government,the governing body may ask for this person's meet the desired qualifications. It cannot be overem assistance in the search for a successor. However,the gov- phasized that the recruitment should move forward erning body should not overlook the possible need for new expeditiously while also allowing adequate time for a strengths or different qualities. thorough and comprehensive search. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 7 C Geographic Scope Resources at the state level include state munici- pal leagues, county associations, and municipal Another factor to consider in determining the recruit- assistants organizations. Many of these organiza- ment framework is the geographic scope: should the tions publish newsletters or magazines and have a search be nationwide, statewide, or regional? A broad online presence; the subscribers to these resources geographic search may attract more applicants who are the men and women in the public administra- have demonstrated an ability to manage in a complex tion and local government management professions. urban environment. On the other hand, a focus on Addresses and websites for these resources are listed the local government's state or region may provide in Appendix C. applicants who have a better understanding of and Local governments have some flexibility when pre- orientation to local problems, legal issues, financing paring and placing advertisements,but at a minimum, alternatives, and similar matters. In any event, the the advertisement should include the following: new administrator will provide a fresh perspective on • Title of the vacant position the issues and challenges facing the community and the organization. • Name of the local government From the applicant's perspective, it is assumed that ■ Population of the local government the local government is looking for the best candidate • Amounts of the operating and capital budgets and that all résumés, regardless of where the applicant • Number of full-time employees currently works, will be reviewed carefully. The deter- • Services provided urination of the scope of the recruitment will influence • Statement regarding the compensation package the advertising and outreach strategies used. • Filing deadline,including any special items of information desired such as current salary and Advertising and Outreach Strategies work-related references In order to generate a sufficient and diverse pool • A brief description of key areas of interest and of qualified applicants, the governing body should desirable experience and qualifications (or a refer- develop advertising and outreach strategies. ence or email link to the administrator profile) Advertising Campaign It is to the advantage of the ■ Indication of whether residency is required local government to ensure that every professional • A timetable indicating the principal steps and time- who might have an interest in the vacant position is frame for the overall recruitment aware of the opportunity to apply for it. Therefore, it • Where and to whom to send résumés with a nota- is important that the advertising campaign be compre- tion as to whether email submittals are acceptable hensive and include a carefully worded advertisement. or required This does not mean, however, that the campaign has • Website of the local government. to be extensive or expensive. Most local governments, It should be noted that some publications per- for example, avoid advertising for an administrator in general circulation newspapers unless there is a mit the use of display ads that incorporate the local local requirement to the contrary;this is an expensive government logo and/or graphics within an innovative form of advertising that does not reach the targeted format. audience. In addition to the advertisement, the governing More effective vehicles for advertising for chief body, through the staff or the executive recruiter, will administrators can be found with organizations that usually develop a printed brochure that describes the are directly related to local government. In addition to community, the organization, and the position, as well ICMA, the following sources should be considered: as providing the administrator profile and the govern- ing body's key goals and objectives. • National League of Cities ■ National Association of Counties Outreach Strategy While advertising can gener- a National Association of County Administrators ate outstanding applicants and the local govern- • National Forum for Black Public Administrators ment should look closely at all received résumés, the governing body should supplement the advertising • International Hispanic Network campaign by identifying an outreach strategy to ensure • American Society for Public Administration. that the search extends to the widest possible pool of 8 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 4. t qualified applicants. The outreach strategy may have director, to submit a résumé, or it may do so indirectly a number of approaches for attracting external can- through staff or the executive recruiter. Whether in- didates, encouraging superior internal candidates to house applicants are solicited or apply on their own, it apply, and promoting diversity in the applicant pool. is important that they be treated in the same manner as other applicants. For External Applicants Useful sources of informa- It should be made clear that if an in-house appli- tion about potential external candidates include the cant is ultimately selected, it is because the governing current administrator, former and retired administra- body has determined that the candidate was the best tors, members of the local government, local govern- choice of all those who applied. While most applicants ment officials in adjacent communities, executive will receive written notification of their status, the directors of state leagues, directors of university public governing body may decide to talk personally with administration programs, leaders of regional municipal any in-house applicant who was not selected in order assistants, and ICMA Range Riders. to provide good communication with staff, main- When determining an outreach strategy, the gov- tain morale, and help ensure an orderly and positive erning body, in conjunction with staff or the recruiter, transition. could consider sending letters to identified individu- als advising them of the opening and inviting them to For Diversity of Applicants Development of a send a résumé if they are interested in the position. strategy to generate a diverse applicant pool helps The correspondence should include a basic package to ensure a broad cross-section of candidates. A rich of information describing the local government and pool with applicants of both sexes and from different the vacant position. For the purposes of confidential- races and ethnic backgrounds is beneficial because the ity, all correspondence should either be sent to the chosen candidate will likely bring a different per- applicant's private residence or marked "Personal and spective to the organization. Having diversity within Confidential" if sent to the workplace. a local government can enhance the organization's Shortly after the letter has been mailed, a follow- overall responsiveness to an increasingly more diverse up telephone call should be made to confirm that the spectrum of residents, improve its relations with sur- correspondence was received, assure the recipient that rounding communities,increase its ability to manage it was not a form letter, indicate why the position may change, and expand its creativity. be a good career opportunity, and answer questions. In addition, the governing body may develop an The same deadline for submitting résumés should be outreach strategy to encourage the participation of used in both the advertisements and the supplemental applicants from diverse professional backgrounds. letters of invitation. Organizations large and small use executive members of their staff on various levels, and there is often a For Internal Applicants The local government significant wealth of knowledge to be found among should be sure to inform its employees of the vacancy candidates who have had successful careers as assis- and of how and when to apply. The governing body tant city administrators, as department heads, and in itself may directly invite one or more employees, such other management positions. as the assistant city administrator or a department RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 9 I 6. Key Elements of the Application Process The application process is the point where effective screening of candidates begins. For this part of Two critical elements of applicant relations the recruitment to be successful, the governing body are important to stress: keeping the candidates must proceed carefully and with considerable thought. This section addresses issues such as whether to use a informed of the status of the process and standardized application form; how to provide poten- maintaining confidentiality. tial applicants with key information about the posi- tion and the local government; and the importance of establishing and maintaining good relations with applicants. High-quality applicants are more likely recruitment is well organized, that the local govern- to pursue the vacancy if the local government can ment officials know what they are looking for and are portray itself as a well-run, organized, and efficient consistent in the message, and that sufficient infor organization. mation about the locality is easily obtained, potential applicants are more likely to form a positive image The Application Form of the position and the governing body in deciding whether to apply. Most local governments prefer to ask applicants to To help disseminate the same information to all submit a résumé in whatever format the applicant applicants, the governing body could put together a determines will be most effective, rather than a packet of information that includes: standardized application form. For the applicant, this 1. A copy of the outreach brochure or other docu- approach provides flexibility to present past work ments that provide the criteria for the position, experience in a way that relates directly to the posi- indicating key objectives and priorities and the tion in question. At the same time, it permits the local administrator profile government to see how the applicant organizes and 2. Ordinance or charter requirements if they contain presents material in a written format. The manner in significant or unusual provisions regarding the which materials are prepared can be an indication of position real interest in the position. 3. Summary information about the local government, A standardized application form is not recom- mended in recruitments for the governing body's top including organizational structure,personnel prac- administrative professional. If one is used,however, tices, number of employees, services provided, and it should be easy to complete,and the information budget data requested should be relevant to the vacant position. 4. Information about the community in the form of a Regardless of the form of application, the applicant chamber of commerce brochure or similar publica should be required to submit a cover letter and résumé. tion, if such is attractively prepared and available 5. Websites that contain information on the local The Local Government Information Packet government and community Serious applicants will not submit a resume for con G. The name, phone number, and e-mail address of a sideration until they have done their homework and contact person. have satisfied themselves that the position represents a good career opportunity. Often they will seek infor- Applicant Relations mation from local government officials about the corn- Appendix E in this handbook provides some basic munity, the organization, and the position. do's and don'ts regarding applicant relations and This is one of the first contacts that will form an the recruitment process. The two key areas that are impression of the local government on the poten- important to stress are candidate status notification tial applicant. If the impression created is that the and confidentiality. 10 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 1 There is no faster way to damage the image of the local government and to lose good applicants than to violate the trust or assurance that was given regarding confidentiality. Candidate Status Notification As a rule, it is be jeopardized if an applicant's interest in another important to engage in the simple and courteous steps position is made public prematurely. While applicants of acknowledging résumés as they are received and realize that the local government will want to contact of notifying applicants of their status as the recruit- their current employers to conduct background checks ment proceeds. Prompt acknowledgment of résumés and assess their job performance, they typically prefer is one indication that the process is being handled in to wait until it is clear that they are going to be con- a businesslike manner, and it can add to the appli- sidered as finalists who will be invited to the second cant's positive impression of the organization. This interviews for the position. acknowledgment also should inform the applicant of The governing body should determine, at the out- the recruitment timetable. Unless there are unusual set, the extent to which the recruitment process will or unanticipated delays, this response should be suf- be confidential. The governing body, in consultation ficient until applicants are actually notified as to their with the local government's attorney, should decide final status. To maintain confidentiality, all correspon- the level of confidentiality due to the varying open dence should be directed to the applicant's home, not record and disclosure statutes between the states. If business address. applicants' names are likely to be disclosed at any Additionally, if special circumstances arise (such as point, potential applicants should be advised so that a recall election) that might cause a delay in either the they may take it into account in deciding whether to recruitment or the selection process, it is important to pursue the vacancy. communicate any changes in the established schedule From a recruiting standpoint, assurance of con- to all applicants. fidentiality will result in more applications being Similarly, notifying all applicants as to their status, submitted, particularly from those who are currently even if they are not selected as finalists, is a basic employed elsewhere. As confidentiality is important to courtesy that will affect how the candidate views the both parties, such assurances should be honored, and local government. applicants should be given adequate time to notify their current employers before those employers are Maintaining Confidentiality Confidentiality is an contacted by the recruiting local government. important consideration in any recruitment. Present job security and long-term career opportunities could RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 11 7. The Role of the Media in the Recruitment Process Members of the media will obviously have an inter- As the confidentiality of résumés is a major con- est in the recruitment process and their involve- cern in any recruitment and can significantly affect the ment will be dictated in part by state law and in part by number and quality of résumés received, applicants tradition. At the outset,local government officials should should be apprised of any applicable state laws in this brief the media on the timing and steps involved in the area, and the governing body, with advice from the overall process.After the deadline has passed for submit- local government's attorney, should determine what ting résumés,the governing body may decide to brief the information will and will not be made available to the media and the community on the overall response. media. 12 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR • 8. The Selection Process Once the deadline for submitting résumés has Selection of Candidates After the review of the passed and all applications have been received, résumés and the initial background check, the par- the selection process begins. Principal steps are as ticipants in this process should meet with the govern- follows: ing body as a whole to recommend which applicants • Reviewing the applications should be invited to an interview. The chosen group • Determining which candidates will be interviewed of candidates should be large enough to expose the • Interviewing the candidates governing body to an array of personalities. In most cases,five to ten candidates should be selected. The • Making the final selection. governing body may also establish a secondary list of candidates who could be invited to the interview if Reviewing the Applications one or more of the first group of candidates decline or The selection process begins with a review of the are unable to continue with the process. applications and résumés that have been submitted. Depending on how the governing body has chosen to Informing the Candidates Once candidates have conduct the recruitment, the participants involved in been selected, the governing body representative, the this initial review may be the body as a whole, the chief staff, or the executive recruiter should contact the elected officer, a subcommittee of the governing body, each candidate by phone and do the following: the staff, or the executive recruitment firm. Altema- 1. Inform the candidate that he or she has been tively, some local governments have used a panel of selected to be interviewed and offer congratula- chief administrators from other local governments to tions (the candidate should be made to feel that serve as a screening panel. Regardless of who performs the governing body is pleased to have reviewed the screening,the objective of the initial review is to his or her résumé). At the same time, confirm the identify those candidates who best reflect the qualities, candidate's continuing interest in the position. characteristics, experience, and areas of expertise that 2. Advise the candidate of: the nature of the interview were defined in the administrator profile. process, including date and time, number of other candidates, whether there are any in-house candi- Major Decision Point: Determining the dates, and when a decision is expected to be made. Indicate that all the details and information will Candidates to Be Interviewed be confirmed in a written correspondence. If email The determination of the candidates to be interviewed is to be used for this correspondence, confirm the is a significant decision point in the selection process. candidate's email address. The objective here is to narrow the total group of 3. As described in the section on applicant relations, applicants to a smaller group that will continue to the the governing body should have already determined next step. the extent to which the recruitment process will be Initialconfidential.At this point,the candidate should be Background Check After the group of appli- advised if the names of candidates are to be made cants has been narrowed down to those who meet the public and be given the opportunity to withdraw. qualifications described in the administrator profile, 4. Confirm that the candidate has received the infor- the list may be further refined by confirming educa- tional credentials and conducting online checks. Such mation package provided during the application reviews should not violate the confidentiality of the process. Indicate that a supplemental package with applicant pool. For online checks, it is important to more detailed information will be provided directly consider the source and avoid drawing hasty conclu- to the candidate's home in advance of the inter- sions from these sources. view. The supplemental package may include: RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 13 • A list of governing body members and their Structure of the Interview The interview process occupations should be well organized in a comfortable setting for • Copies of meeting minutes from the past several both parties that invites open and relaxed discussions. months This element of the process is generally not considered • The general or comprehensive plan and land use a public meeting, although the governing body, staff, maps or executive recruiter should consult with the city's • The most recent budget legal advisor to ensure that all requisite notices are sent and other legal requirements are met. • A recent bond prospectus All members of the governing body should par- • Any other material that would be of particular rel- ticipate in the interview with one member, usually evance,given the goals and objectives of the local the chair, designated as the discussion leader. This government and the criteria for the position. interview should last at least an hour as it is difficult As an alternative to a paper package of informa- to pursue a range of questions in less time. Further, all tion, the candidates can be directed to the locality's candidates anticipate and deserve an opportunity to website for such information. present their qualifications to the governing body and 5. Confirm local government policy on reimburse- describe their interest in the position. It is important ment of expenses incurred in conjunction with to realize that the interview process not only provides the interview. Many local governments reimburse the governing body with an opportunity to improve candidates for all out-of-pocket expenses, including its knowledge of the candidate but also influences the reasonable transportation, room, and board. ("Rea- candidate's interest in the position. sonable" is intended to eliminate first-class airline As part of the initial interview,the governing body tickets, four-star hotels, and gourmet restaurants.) may want to include a comprehensive tour of the com- munity. A trusted senior staff person would be a likely Such reimbursement of expenses is another way tour guide. that the local government can demonstrate its interest in the candidate. It reinforces the positive nature of Content of the Interview Questions During the first the recruitment process and is sometimes a factor in interview,the governing body will question the candi- whether the candidate is able to attend. Should there date about a variety of matters, such as overall work be strong reluctance on the part of the governing body experience, specific accomplishments, career objectives, to reimburse all expenses, the local government can alternative approaches to practical problems faced by share expenses with the candidate or can agree to the local government, and similar matters.A list of reimburse all expenses incurred after the first trip. potential questions is provided in Appendix D. The local government staff can offer to handle The interview also gives the candidate an oppor- all reservations,transportation, and related matters, tunity to evaluate the governing body as a group and but this can be cumbersome and time-consuming. In to ask questions. An important issue to discuss during most cases, the local government confirms the time the interview is the governing body's working relation- and place and lets the candidate make his or her own ship with the administrator, clarifying all roles and arrangements. The candidates usually prefer this responsibilities. approach as well. During the formal and any informal meetings between the governing body and the candidates, Interviewing the Candidates discussions and questions should focus on the criteria Most local governments use the interview approach for the position that were established at the outset of for selecting the chief administrator. In this approach, the recruiting process. Obviously, discussions should the governing body will meet as a whole with each stay within acceptable legal parameters and should individual candidate. As the initial interview is usually not include references to politics, religion, age, racial limited to an hour, a second interview with one or origin, and sexual preferences. more of the finalists is generally incorporated into the When the initial interview process is over, the gov- process. erning body should avoid impulsive action but rather take whatever time is necessary to arrive at a comfort- Initial Interview The following provides important able and well-reasoned decision. At this point, either guidelines for conducting the initial interview. one person has emerged as the clear choice of the 14 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR , governing body; or, more likely, the pool of candidates • Be consistent in discussing issues with and asking has been narrowed down to two or three individuals questions of each candidate in order to provide a that the governing body would like to further pur- good basis for comparison. sue. In most cases, the process will involve a second • Contact enough people to ensure a consistent read- interview of this smaller group of finalists. However, ing as to the candidate's strengths and weaknesses. if there is one clear choice, please refer to the section If a reference can say only good things about the entitled "Making the Final Selection." candidate, he or she should be asked directly what weaknesses the candidate has. Second Interview If, after the initial interview, there are two or three candidates that the governing body Decision Point: Inviting the Candidate's Spouse/ would like to further consider, a couple of options Partner While the focus of the recruitment is on the exist for setting up a second interview: chief administrator, the governing body may formally 1. The governing body may invite the finalists back invite the candidate's spouse/partner to the com- for a second, more in-depth interview, coupled munity during the interview process. Generally, this perhaps with some sort of community function. type of invitation occurs only after the first interview This arrangement often provides the governing process has narrowed the group of candidates down to body with the insight needed to make a final the top two or three. The spouse/partner should never decision. be included in the formal interview process, nor made 2. The governing body may invite the finalists back to feel as if he or she is being interrogated in any way. for a second, more in-depth interview, coupled If the governing body formally invites the spouse/ with an opportunity for community leaders and/or partner to accompany the candidate, it is important staff to provide input into the selection of the chief that this part of the process be as well organized as administrator. all the other parts that concern the candidate directly. Here, too, an important impression about the commu- In either case, finalists should be notified of their nity is being made. The interests of the spouse/partner status, congratulated for being among the select few should be carefully determined and accommodated. who will be further considered, informed of the pro- On the other hand, the governing body may use an cess, and asked for permission for the governing body informal, non-structured approach to the involvement to conduct reference checks. of the spouse/partner. Understanding that a candidate Reference Checks As the governing body is now may bring his or her spouse/partner along to explore deciding between two or three qualified candidates, it the community as a possible future home,the govern is important at this point to conduct reference checks ing body may consider having a packet of relevant that provide additional information on which to base community information available. the decision. References should be checked to learn Decision Point: Community Involvement The gov- about each finalist's ability to work effectively with erning body must decide whether to involve commu- people, to develop a more complete understanding of nity members or committees in the interview process. the finalist's work experience and specific accomplish- In most cases, the local government assumes respon- ments, and to see if the finalist's qualifications match sibility for the interviews and conducts the process the profile for the position. The following suggestions of selecting the new chief administrator without the are important for ensuring consistency and thorough- involvement of members of the community. ness when conducting reference checks: In some cases, however, governing bodies have • The reference checks may be performed by mem- chosen to supplement the usual discussion between bers of the governing body, staff, or executive members and finalists by inviting community recruitment firm. In general, however, it is advis- leaders to participate. For example, finalists may able to limit the number of people performing the meet with selected community leaders to answer checks to one or two. It may be difficult, depend- questions and receive their input on matters they ing on the number of candidates, to have one consider important to the local government. If this person perform all the reference checks, especially option is taken, the purpose of the meeting should if there are three references for each candidate. be made clear to all involved. Both the finalist and Further, it can be helpful if two people compare the community members should know whether notes on the same candidates. these meetings are intended simply to provide the RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 15 finalist with additional information on the local government or whether the community group will It is important that the vote for the new chief also be involved in the actual selection process. In administrator be unanimous, if possible. This the latter case, although the input from the commu- nity will be valuable, it should be made clear that sends a positive message to the organization the governing body will make the final selection and the community. based upon a variety of factors. Decision Point: Staff Involvement The governing body must also decide whether to involve staff mem- finalist, confirm his or her willingness to accept the bers in the interview process. It may choose to supple- position, and obtain permission to conduct a very ment the usual discussion between members and thorough background check, which will be performed finalists by inviting staff members to participate. For by an outside party. This process includes interviews example, finalists may meet with selected department with individuals in the candidate's current commu- directors to answer questions and review departmental nity, an investigation into possible criminal history, operations in more detail. and a credit check, which requires the candidate's If this option is taken, its purpose should be made consent. clear to all involved. Both the finalist and the staff Another element of this final selection process may members should know whether these meetings are include some or all of the members of the governing intended simply to provide the finalist with additional body making an on-site visit to the finalist's current information on the local government or whether the community. Often finalists insist that an agreement group will also be involved in the selection process. In regarding terms and conditions of employment be the latter case, although the input from the staff will agreed upon before being open to a site visit. be valuable, it should be made clear that the govern- Once the governing body is satisfied with the ing body will make the final selection based upon a results of that process, it may inform the finalist and variety of factors. move ahead to put together a total compensation package and discuss other related arrangements. How- M a j o r Decision Point: Making the Final ever,if the governing body is unable to satisfactorily Selection conclude negotiations with its first choice, it may need to engage in discussions with one of the other final- After the second interviews,there should be one ists. Thus,it should refrain from notifying the other person who is the clear first choice of the majority, if finalists until all arrangements have been finalized not all, of the governing body. It is important to both with the first-choice candidate. the governing body and the potential new hire that From a public image standpoint, it is impera- the decision be unanimous, if possible. A unanimous tive that all candidates learn about the final selec- vote from the governing body demonstrates a commit- tion from the governing body or its representative, ment of support to the new chief administrator and as opposed to hearing about it from a third party or sends a positive message to both the organization and reading about it online or in a newsletter or profes- the community. If the governing body is divided on sional publication. A representative from the govern- the appointment and the decision is not unanimous, ing body, staff, or executive recruitment firm should however, the chosen finalist should be advised of this personally contact the runners-up prior to or at the prior to accepting the position. same time that a news release about the appointment Once the selection has been made, the governing is issued. body, staff, or executive recruiter should contact the 16 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 9. The Negotiation Process Once the local government has made its decision and the finalist has indicated a willingness to The governing body should rely on a single individual serve as the chief administrator, a number of final to handle its part of the negotiation process. arrangements must be completed. These include negotiating a compensation package and completing The process should be friendly and transition activities. Only after these arrangements are relaxed; the negotiator should be flexible; concluded can the new chief administrator relocate and the governing body should be realistic in and begin work for the community. its guidelines to the negotiator. Preparation for Negotiation The governing body needs to ensure that relations with the new administrator get off to a good start. At 1. Ultimately, what salary will be acceptable to the this point, nothing should happen that causes the new governing body? administrator to reconsider. It is important that the governing body identify a 2. What is the bargaining range? single individual to act as the negotiator for the local gov 3. What is the current salary of the applicant? ernment. Depending on the approach that the governing 4. What type of salary and total compensation body has selected,the negotiator may be a member of package did the candidate discuss during the the governing body;a member of the staff,such as the interview? interim chief administrator or the municipal attorney; ICMA, the National Association of Counties, or the executive recruiter.The following are important and state leagues of cities and counties are sources guidelines regarding the structure of the negotiations: of information on the salaries of local government 1. The atmosphere should be friendly and relaxed. administrators around the country. Prior to initiating 2. The negotiator should be flexible. Negotiating negotiations, the governing body should compare its implies a willingness to consider options and salary range with that of other governing bodies in alternatives in pursuit of an acceptable package. same region of the country. There may well be more than one way to meet the financial objectives of the new administrator. Elements of Total Compensation Elements of a 3. The governing body should be realistic. No mat- total compensation package typically include: ter how beautiful and desirable the community or • Base salary position may be, the finalist is unlikely to accept • Deferred compensation the new position without an increase in pay over • Severance pay his or her present salary. • Use of government car or car allowance • Use of technology or technology allowance Major Decision Point: Negotiating • Retirement plan Compensation • Medical and other insurance (dental, optical, life, In compensation negotiations,base salary is a good disability) place to start. The ICMA Compensation Guidelines, ■ Vacation accrual which are provided in Appendix B, are a good source ■ Holidays of information to help with this part of the process. • Sick leave accrual The person conducting the negotiation on behalf of • Membership dues, conference, and professional the local government should keep the following development attendance fees. questions in mind: RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 17 Before the negotiation begins, the governing for local governments—using appropriate safe- body should ask the candidate to provide a written guards and limits—to assist in the purchase and/or itemization of his or her current total compensation. financing of housing for the new administrator. A After receiving this information, the person negotiat- variety of options exist, including a loan or a salary ing on behalf of the governing body should outline supplement. a proposed package and provide it to the candidate. Usually there will be no negotiation on those benefits Employment Agreements It is in the interests of that are similar among local governments, such as both the community and the chief administrator to medical insurance and holidays. The variables most have a written summary of the terms and conditions often relate to base salary and particular financial of employment to which both parties have agreed. objectives, such as deferred compensation, health The stable working situation created by such an insurance, and requirements to join a state retirement agreement helps to attract and keep top-flight admin- system. istrators in a generally mobile profession. ICMA The proposed compensation package should recommends the use of employment agreements (1) leave the individual whole on basic benefits, because the detailing of salary, benefits, and other (2) provide an appropriate step forward in cash-related conditions of the administrator's job puts those items benefits, (3) ensure an increase in take-home pay, and where they belong—in a contract where both par- (4) deal with any particular financial objectives that ties can know what is expected—and removes them the new administrator may have. from the daily agenda of the chief administrator and members of the governing body. Noncompensation Elements During the negotia- While such an agreement usually does not refer to tions, some issues will arise that do not relate to the a specific term of employment and permits either the total compensation package but may well have signifi- governing body or the chief administrator to terminate cant financial implications for both the local govern- for cause or at will, it should include a section provid- ment and the new administrator. Both parties need to ing the administrator with severance pay for a fixed be flexible and realistic in dealing with these issues: period of time if he or she is terminated. This provides • Relocation expenses: It is common for local important personal and professional security for local governments to pay the one-time cost of relocating government chief administrators, as they have the the administrator and his or her family and house- rather unique situation of working at the pleasure of hold furnishings to the new local government. the governing body with the possibility of dismissal Sometimes both parties agree on a "not-to-exceed" for any reason at any time. figure based on estimates from moving companies. While not a lengthy legal document,the employ- • Temporary housing:An allowance for temporary ment agreement is usually drafted by the local govern housing is usually provided until the new adminis- ment's attorney. The new administrator is often given trator is able to sell his or her former home and/or an opportunity to prepare a first draft for consider- relocate his or her family. 'Typically, this amount is ation. If an employment agreement is not used, a sufficient to cover the cost of a modern furnished formal letter of understanding, at a minimum, should apartment or condominium. Again, both parties be prepared. may agree to a fixed time period or amount. As a final note on this process, the governing • Commuting expenses: As with temporary hous- body should be prepared for the possibility that it will ing, the local government often will agree to reim- be unable to reach agreement on compensation or burse the administrator for periodic family visits or other matters with the first-choice candidate. In these for the spouse/partner to visit for house hunting instances, the governing body typically enters into negotiations with its second-choice candidate. As indi- purposes. cated previously, once an agreement has been final- • Housing assistance: Regional variations in the cost ized, all other candidates should be promptly notified of housing or housing financing can complicate that they were not selected. the negotiations. There is considerable precedent 18 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 10. The Transition Process After the governing body and new chief adminis- bankers and support to the spouse/partner in find- trator have reached agreement on the issues of ing suitable employment. compensation, starting date, and method and timing • Orientation meetings: The governing body should of announcing the selection to both the community arrange to introduce the new chief administrator and the administrator's former local government, the to department heads and local government staff. transition process begins. While the new administrator may have met some of these individuals during the interview process, a Announcing the Selection special meeting or reception can be a pleasant way The announcement of the selection should be well to turn over responsibility. Similar meetings,brief- planned and coordinated between the governing body ing sessions, and/or receptions can be arranged and new chief administrator. Two factors should pre- to introduce the new administrator and his or her cede any formal announcement of the appointment: family to community groups, civic leaders, and • The successful candidate has formally accepted the residents in general. position and the negotiations have been concluded; • Local government work session,orientation, and and review of objectives: It is desirable to have • The successful candidate has been given the an initial work session with the new administrator opportunity to notify his or her current governing to discuss and clarify initial expectations on both body about the appointment. sides and to review goals and objectives. Even though some of these issues may have been raised This public announcement should be coordinated during the interview process, communication carefully to recognize the instantaneous nature of elec- from the outset can help ensure a smooth working ironic communication. relationship. ■ Performance evaluation: Using the position's Additional Elements goals and objectives as a starting point, the gov- Additional elements that the governing body may erning body and new chief administrator should employ to ensure a smooth transition for the new chief agree to an annual or semiannual review of the administrator are as follows: administrator's performance. This established and • General assistance: For a smooth transition, the formal process helps to ensure that communication local government should offer whatever general between the parties is maintained, that progress assistance the new administrator might need in is monitored, and that goals and objectives are moving, such as introductions to realtors and reviewed and refined on a regular basis. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 19 , 11. Conclusion Noosing a chief administrator can be the most selecting the right person for the job is critical for the significant action of the governing body. The governing body and for the community. chief administrator is a leader, coach, and chief of This guidebook addresses a number of factors to strategy for the staff team whose job it is to imple- consider in recruiting, selecting, negotiating, and hir- ment a vision, policy, and procedures; accomplish ing a professional local government manager. In doing goals; and achieve the desired output of the orga- so, it elaborates on the "best practices" for identify- nization. Similar to a chief executive officer of a ing the appropriate skills and background of a chief Fortune 500 company, the chief administrator is also administrator, noting that the governing body must responsible for serving an elected governing body, identify the qualities, characteristics, experience, and managing the financial aspects of the organization, areas of expertise that would be found in the ideal directing the employees, ensuring quality customer candidate. Throughout the entire process, clear corn- service, and implementing legal and ethical stan- munication to staff,the community, and the media is dards. Furthermore, unique to public agencies, the essential for achieving the governing body's goals. In chief administrator oversees an organization that is the end, the process of recruiting and selecting a chief focused on providing a variety of services to the com- administrator should be a positive and unifying experi- munity rather than on making a profit. ence, resulting in the appointment of an individual In addition to a very diversified portfolio of ser- who represents and embodies the governing body's vices that must be provided and interests that must be vision for the future. served fairly, the chief administrator is responsible for ICMA and its members are resources available an organization that must balance its budget; provide for providing guidance and recommendations in the for and encourage public input into decision making; recruitment of a chief administrator. With this docu- and understand, respect, and appreciate the politi- ment, we hope we have provided a basic understand- cal environment. In summary, the position of chief ing of the process involved in selecting a professional administrator requires a variety of skill sets—not every local government manager who meets the needs of person is capable of performing the role. Therefore, the community. 20 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Appendix A ICMA Code of Ethics with Guidelines The ICMA Code of Ethics was adopted by the ICMA membership in 1924,and most recently amended by the membership in May 1998.The Guidelines for the Code were adopted by the ICMA Executive Board in 1972, and most recently revised in July 2004. The mission of ICMA is to create excellence in local governance by developing and fostering professional local gov- ernment management worldwide. To further this mission, certain principles, as enforced by the Rules of Procedure, shall govern the conduct of every member of ICMA, who shall: 1. Be dedicated to the concepts of effective and a member considering several offers or seeking several democratic local government by responsible positions at the same time, but once a bona fide offer elected officials and believe that professional gen- of a position has been accepted, that commitment eral management is essential to the achievement of should be honored. Oral acceptance of an employment this objective. offer is considered binding unless the employer makes 2. Affirm the dignity and worth of the services ren- fundamental changes in terms of employment. dered by government and maintain a constructive, Credentials. An application for employment or for creative, and practical attitude toward local govern- ICMA's Voluntary Credentialing Program should be ment affairs and a deep sense of social responsibil- complete and accurate as to all pertinent details of ity as a trusted public servant. education, experience, and personal history. Members Guideline should recognize that both omissions and inaccuracies must be avoided. Advice to Officials of Other Local Governments.When members advise and respond to inquiries from elected Professional Respect. Members seeking a manage- or appointed officials of other local governments,they ment position should show professional respect for should inform the administrators of those communities. persons formerly holding the position or for others who might be applying for the same position. Profes- 3. Be dedicated to the highest ideals of honor and sional respect does not preclude honest differences of integrity in all public and personal relationships in opinion; it does preclude attacking a person's motives order that the member may merit the respect and or integrity in order to be appointed to a position. confidence of the elected officials, of other officials and employees, and of the public. Reporting Ethics Violations. When becoming aware of a possible violation of the ICMA Code of Ethics, Guidelines members are encouraged to report the matter to ICMA. Public Confidence. Members should conduct them- In reporting the matter, members may choose to go on selves so as to maintain public confidence in their record as the complainant or report the matter on a profession, their local government, and in their perfor- confidential basis. mance of the public trust. Confidentiality. Members should not discuss or Impression of Influence. Members should conduct divulge information with anyone about pending or their official and personal affairs in such a manner completed ethics cases, except as specifically autho- as to give the clear impression that they cannot be rized by the Rules of Procedure for Enforcement of the improperly influenced in the performance of their Code of Ethics. official duties. Seeking Employment. Members should not seek Appointment Commitment. Members who accept an employment for a position having an incumbent appointment to a position should not fail to report for administrator who has not resigned or been officially that position. This does not preclude the possibility of informed that his or her services are to be terminated. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 21 4. Recognize that the chief function of local govern- Elections of Elected Executives. Members should not ment at all times is to serve the best interests of all engage in the election campaign of any candidate for of the people. mayor or elected county executive. Guideline Running for Office. Members shall not run for elected office or become involved in political activities related Length of Service. A minimum of two years generally to running for elected office. They shall not seek politi- is considered necessary in order to render a profes- cal endorsements, financial contributions or engage in sional service to the local government. A short tenure other campaign activities. should be the exception rather than a recurring experi- ence. However, under special circumstances, it may Elections. Members share with their fellow citizens be in the best interests of the local government and the right and responsibility to vote and to voice their the member to separate in a shorter time. Examples opinion on public issues. However,in order not of such circumstances would include refusal of the to impair their effectiveness on behalf of the local appointing authority to honor commitments concern- governments they serve, they shall not participate in ing conditions of employment, a vote of no confidence political activities to support the candidacy of indi- in the member, or severe personal problems. It is the viduals running for any city, county, special district, responsibility of an applicant for a position to ascer- school, state or federal offices. Specifically, they shall tam conditions of employment. Inadequately deter- not endorse candidates, make financial contributions, mining terms of employment prior to arrival does not sign or circulate petitions, or participate in fund-rais- justify premature termination. ing activities for individuals seeking or holding elected office. 5. Submit policy proposals to elected officials; provide them with facts and advice on matters of policy Elections in the Council-Manager Plan. Members as a basis for making decisions and setting com- may assist in preparing and presenting materials that munity goals; and uphold and implement local explain the council-manager form of government to government policies adopted by elected officials. the public prior to an election on the use of the plan. If assistance is required by another community, mem- Guideline bers may respond. All activities regarding ballot issues Conflicting Roles.Members who serve multiple roles— should be conducted within local regulations and in a working as both city attorney and city manager for the Professional manner. same community,for example—should avoid participat- Presentation of Issues. Members may assist the gov- ing in matters that create the appearance of a conflict of erning body in presenting issues involved in referenda interest.They should disclose the potential conflict to the such as bond issues, annexations, and similar matters. governing body so that other opinions may be solicited. 8. Make it a duty continually to improve the member's 6. Recognize that elected representatives of the professional ability and to develop the competence people are entitled to the credit for the establish- of associates in the use of management techniques. ment of local government policies; responsibility for policy execution rests with the members. Guidelines 7. Refrain from all political activities which under- Self-Assessment. Each member should assess his or mine public confidence in professional administra- her professional skills and abilities on a periodic basis. tors. Refrain from participation in the election of Professional Development. Each member should the members of the employing legislative body. commit at least 40 hours per year to professional Guidelines development activities that are based on the practices identified by the members of ICMA. Elections of the Governing body. Members should maintain a reputation for serving equally and impar- 9. Keep the community informed on local govern- tially all members of the governing body of the local ment affairs; encourage communication between government they serve, regardless of party. To this the citizens and all local government officers; end, they should not engage in active participation in emphasize friendly and courteous service to the the election campaign on behalf of or in opposition to public; and seek to improve the quality and image candidates for the governing body. of public service. 22 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 10. Resist any encroachment on professional respon- indirectly, in any financial business, commercial, or sibilities,believing the member should be free to other private transaction that creates a conflict with carry out official policies without interference, and their official duties. handle each problem without discrimination on the In the case of real estate, the potential use of basis of principle and justice. confidential information and knowledge to further a member's personal interest requires special consider- Guideline ation. This guideline recognizes that members' official Information Sharing. The member should openly actions and decisions can be influenced if there is a share information with the governing body while conflict with personal investments. Purchases and diligently carrying out the member's responsibilities as sales which might be interpreted as speculation for set forth in the charter or enabling legislation. quick profit ought to be avoided (see the guideline on "Confidential Information"). 11. Handle all matters of personnel on the basis of Because personal investments may prejudice or merit so that fairness and impartiality govern a may appear to influence official actions and decisions, member's decisions, pertaining to appointments, members may, in concert with their governing body, pay adjustments, promotions, and discipline. provide for disclosure of such investments prior to Guideline accepting their position as local government adminis- trator or prior to any official action by the governing Equal Opportunity. All decisions pertaining to body that may affect such investments. appointments, pay adjustments, promotions, and dis- cipline should prohibit discrimination because of race, Personal Relationships. Member should disclose color, religion, sex, national origin, sexual orientation, any personal relationship to the governing body in political affiliation, disability, age, or marital status. any instance where there could be the appearance of a conflict of interest. For example, if the manager's It should be the members' personal and profes- spouse works for a developer doing business with the sional responsibility to actively recruit and hire a local government,that fact should be disclosed. diverse staff throughout their organizations. Confidential Information. Members should not dis- 12.Seek no favor; believe that personal aggrandize- close to others, or use to further their personal inter- ment or profit secured by confidential information est, confidential information acquired by them in the or by misuse of public time is dishonest. course of their official duties. Guidelines Private Employment. Members should not engage Gifts. Members should not directly or indirectly solicit in, solicit,negotiate for,or promise to accept private any gift or accept or receive any gift--whether it be employment,nor should they render services for pri- money, services, loan,travel, entertainment, hospital- vate interests or conduct a private business when such ity, promise, or any other form under the following employment, service,or business creates a conflict with circumstances: (1) it could be reasonably inferred or or impairs the proper discharge of their official duties. expected that the gift was intended to influence them Teaching, lecturing, writing, or consulting are typi in the performance of their official duties; or (2) the cal activities that may not involve conflict of interest, gift was intended to serve as a reward for any official or impair the proper discharge of their official duties. action on their part. Prior notification of the appointing authority is appro- It is important that the prohibition of unsolicited priate in all cases of outside employment. gifts be limited to circumstances related to improper Representation. Members should not represent any influence. In de minimus situations, such as meal outside interest before any agency, whether public checks, some modest maximum dollar value should be or private, except with the authorization of or at the determined by the member as a guideline. The guide- direction of the appointing authority they serve. line is not intended to isolate members from normal Endorsements.Members should not endorse com- social practices where gifts among friends, associates, mercial products or services by agreeing to use their and relatives are appropriate for certain occasions. photograph,endorsement,or quotation in paid or other Investments in Conflict with Official Duties. Member commercial advertisements,whether or not for compen- should not invest or hold any investment, directly or sation. Members may,however,agree to endorse the RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 23 following,provided they do not receive any compensa- Members' observations, opinions, and analyses tion: (1) books or other publications; (2) professional of commercial products used or tested by their local development or educational services provided by non- governments are appropriate and useful to the profes- profit membership organizations or recognized educa- sion when included as part of professional articles and tional institutions; (3) products and/or services in which reports. the local government has a direct economic interest. 24 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Appendix B ICMA Guidelines for Compensation Maintaining public trust and integrity in local The governing body should engage experts government requires both effective governance whether contracted or in house as necessary to pro- and management of the organization. The following vide the information required to establish fair and guidelines are intended to establish a best practice for reasonable compensation levels. establishing and negotiating compensation for local All decisions on compensation and benefits must government executives and staff and to clarify the be made by the entire governing body in a public roles and responsibilities of the governing body, local meeting. government manager, and employee. Compensation Guidelines for Local The Principles Government Executives Compensation and personnel matters should be guided A starting point for the elected officials and local by the core principles of the ICMA Code of Ethics. ICMA government manager in any salary negotiation should affirms that the standard practice for establishing the be to compensation of local government managers be fair, reasonable,transparent,and based on comparable public 1. Determine the requirements of the job and the salaries nationally and regionally.ICMA members should experience needed to successfully perform the job act with integrity in all personal and professional matters duties. in order to merit the trust of elected officials,the public 2. Examine market conditions to learn what compa- and employees. Local government managers have an rable public sector executives earn. A best practice ethical responsibility to be clear about what is being would be to gather information using pre-deter- requested and to avoid excessive compensation. mined comparable benchmark local governments Elected officials perform a critical governance role or public sector agencies. providing oversight of the management of the organi- 3. Understand the services provided by the local gov- zation. To that end, they must be engaged in establish- ernment along with the nature of the current issues ing the process for determining the compensation for in the organization and in the community, and all executives appointed by the governing body. then compare these with the individual's expertise Compensation should be based on the position and proven ability to resolve those issues. requirements,the complexity of the job reflected in the 4. Identify the local government's current financial composition of the organization and community,the position,its ability to pay, and the existing policies leadership needed,labor market conditions,cost of living toward compensation relative to market conditions. in the community,and the organization's ability to pay. 5. Weigh factors such as the individual's credentials, experience and expertise when setting salary. The Process for Negotiating Executive 6. Consider additional compensation in areas where Compensation the cost of living is high and the governing body To establish fair and reasonable compensation,the gov- wants the manager to reside within the commu- erning body operating as a committee of the whole or as nity. In addition, other unique and special circum- a designated evaluation and compensation subcommit- stances may be taken into consideration, such as tee,should design and implement the methodology for difficult recruitment markets and the particularly setting the compensation of the local government man- challenging needs of the public agency. ager and any other appointees of the governing body. 7. Seek legal advice as needed and appropriate dur- Compensation benchmarks should be established ing periods prior to the beginning of employment based on comparable local government or public sec- when terms and conditions are being negotiated tor agencies. and finalized. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 25 Severance when requesting compensation changes so that the governing body has a comprehensive view of the Severance provisions established in the employment compensation package. agreement must be both reasonable and affordable so 2. In the interest of fairness and transparency, there that the cost of the severance is not an impediment to fulfilling the governing body's right to terminate a should be full disclosure to the governing body, manager's service, if desired,but is consistent with prior to formal consideration and approval, of the the role and expectations of the position. The ICMA potential cost of any benefit changes negotiated Model Employment Agreement (see Appendix F) during employment. recommends a one year severance but recognizes that 3. When the terms and conditions of employment are the length of service with an organization may justify being renegotiated with the employer and at the a higher severance. end when the employment is being terminated, ICMA members have a duty to advise the elected officials to seek legal advice. Compensation Changes 4. In the interests of transparency,the salary plan 1. Benefits and salary increases should be reasonably and salary ranges for local government positions, comparable to those that local government execu- including that of the manager, should be publicly tives receive within the designated benchmark or accessible on the agency's website. regional market area and generally consistent with other employees. General Compensation Guidelines for All 2. Merit adjustments or bonuses should be contingent upon performance and the overall financial posi- Employees tion of the local government to afford additional 1. Each local government should establish benchmark compensation payments. Provisions regarding con- agencies,which are determined using set criteria sideration of periodic merit adjustments in salary such as,but not limited to, should be pre-determined. • Geographic proximity 3. Local government managers must recognize and • Similarity with regard to the nature of the ser- effectively manage conflicts of interest inherent vices provided in compensation changes. Managers should avoid • Similarity in employer size/population size taking steps regarding pension and other benefits where they will be the sole or primary beneficiary ■ Similarity in the socioeconomic makeup of the of the change. Examples include: population • Dramatically increasing salary thereby leading to ■ Other similar employers in the immediate area. pension spiking. 2. The local government should develop appropri- • Recommending or implementing single highest ate compensation levels that are in line with their year to determine retirement benefits labor market. Doing so will enable the organization 4. An individual should receive a single salary to establish and maintain a reputation as a com that recognizes all duties and responsibilities petitive, fair, and equitable employer as well as a assigned rather than different salaries for different good steward of public funds. assignments. 3. When considering any salary or benefit changes, 5. Local government managers should not put their the immediate and anticipated long-term financial personal compensation interests before the good of resources of the organization always should be the overall organization and that of the citizens. taken into account. 4. Appropriate financial practices should be followed Transparency to both disclose and properly fund any related future liability to the local government. 1. Local government managers should provide their total compensation package to the governing body 26 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Appendix C: Professional Organizations to Consider Posting Position Vacancy International City/County Management Association(ICMA) National League of Cities(NLC) 777 North Capitol Street NE, Suite 500 1301 Pennsylvania Avenue NW, Suite 550 Washington, DC 20002 Washington, DC 20004 Phone: 202-289-4262 Nation's Cities Weekly Classifieds JobCenter Rates/Submissions: Rates/Information: www.nlc.org/news-center/nations-cities-weekly/ www.icma.org/en/icma/career network/employers/ classifieds/ncw-submit-classified difference International Hispanic Network(IHN) American Society for Public Administration (ASPA) 2107 North First Street, Suite 470 1301 Pennsylvania Avenue NW, Suite 700 San José, CA 95131 Washington, DC 20004 Phone: 408-392-0232 Phone: 202-393-7878 Job Posting PublicServiceCareers.org (online) Rates/Submissions: Rates/Information: www.ihnonline.org/jobsaddform.asp www.publicservicecareers.org/?pageid=617 National Association of Counties(NACo) STATE MUNICIPAL LEAGUES 25 Massachusetts Avenue NW, Suite 500 Washington, DC 20001 Alabama League of Municipalities (www.alalm.org) Phone: 202-393-6226 or 1-888-407-6226 535 Adams Avenue Montgomery, AL 36104 JobsOnline (website) and County News Job Phone: 334-262-2566 Market/Classified Ad (newspaper) Rates/Submissions: Municipal Classified Ads www.naco.org/programs/jobsonline/Pages/ Posting Information: carrieb@alalm.org JobsOnlineSubmission.aspx Alaska Municipal League(www.akml.org) National Association of County Administrators (NACA) 217 Second Street, Suite 200 777 North Capitol Street NE, Suite 500 Juneau, AK 99801 Washington, DC 20002 Phone: 907-586-1325 Email: nacaCTicma.org AML Classifieds Informational Brochure: National Forum for Black Public Administrators (NFBPA) www.akml.org/uploads/MunicipalClassified 777 North Capitol Street NE, Suite 807 AdGuidelines.pdf Washington, DC 20002 Phone: 1-877-636-1325 Phone: 202-408-9300 Email: infoc akml.org NFBPA Career Center Ad Rates/Information: careers.nfbpa.org/rates.cfm Phone: 1-866-964-2765 E-mail(Job Posting Sales):postingsaboxwoodtech.com RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 27 League of Arizona Cities and Towns(www.azleague.org) Florida League of Cities(www.floridaleagueofcities.com) 1820 West Washington Street 301 South Bronough Street, Suite 300 Phoenix,AZ 85007 Tallahassee,FL 32301 Phone: 602-258-5786 Phone: 850-222-9684 or 1-800-342-8112 Municipal Employment Opportunities FLC E-News Rates/Information: Information/Submissions: www.azleague.org/index.cfm?fuseaction=jobs.main www.floridaleagueofcities.com/Publications Email:jobs Oazleague.org .aspx?CNID=179 Phone: 850-322-7221 Arkansas Municipal League (www.arml.org) 301 West 2nd Street Georgia Municipal Association (www.gmanet.com) North Little Rock,AR 72115 201 Pryor Street SW Phone: 501-374-3484 Atlanta, GA 30303 City&Tbwn Municipal Mart Phone: 404-688-0472 Rates/Information: Classifieds/Marketplace www.arml.org/classifieds.html Submissions: Submissions: 501-374-3484 www.glga.org/SubmitListing.aspx Phone: 678-686-6209 League of California Cities(www.cacities.org) 1400 K Street, Suite 400 Hawaii (none available) Sacramento, CA 95814 Phone: 916-658-8200 Association of Idaho Cities (www.idahocities.org) Western Cities 3100 South Vista Avenue, Suite 310 Rates/Submissions: Boise, ID 83705 www.westerncity.com/Western-City/ Phone 208-344-8594 Job-Opportunities/How-to-Post-a-Job Employment Opportunities Information/Rates/Submissions: Colorado Municipal League(www.cml.org) www.idahocities.org/index.aspx?nid=213 1144 Sherman Street Denver, CO 80203 Illinois Municipal League(www.iml.org) Phone: 303-831-6411 or 1-866-578-0936 500 East Capitol Avenue CareerLink Springfield, IL 62701 Postings:www.cml.org/CareerLink.aspx Phone: 217-525-1220 Classifieds Connecticut Conference of Municipalities(www.ccm-ct.org) Information/Submissions: 900 Chapel Street, 9th Floor www.iml.org/contact.cfm?user=rturner&subject New Haven, CT 06510 =Submit%20Classified%20Ad Phone: 203-498-3000 Rates:www.iml.org/page.cfm?category=640 Municipal Job Bank Indiana Association of Cities and Towns Information/Rates/Submissions: www.ccm-ct.org/Plugs/job-bank.aspx (www.citiesandtowns.org) 200 South Meridian Street, Suite 340 Delaware League of Local Governments(www.dllg.org) Indianapolis, IN 46225 P.O. Box 484 Phone: 317-237-6200 Dover, DE 19903 Municipal Dispatch Phone: 302-678-0991 Contact Publications and Marketing Director *Provides no employment listings* Staff Directory: www.citiesandtowns.org/topic/subtopic. php?fDD=2-15 28 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Iowa League of Cities(www.iowaleague.org) Massachusetts Municipal Association (www.mma.org) 317 Sixth Avenue, Suite 800 One Winthrop Square Des Moines, IA 50309 Boston, Massachusetts 02110 Phone: 515-244-7282 Phone: 617-426-7272 Classifieds The Beacon (and online) Information/Rates/Submissions: Information/Rates: www.iowaleague.org/Pages/SubmitClassified.aspx www.mma.org/ad-rates-and-details Submissions: www.mma.org/ad-submission-form League of Kansas Municipalities(www.lkm.org) 300 SW Eighth Avenue Michigan Municipal League(www.mml.org) Topeka, KS 66603 1675 Green Road Phone: 785-354-9565 Ann Arbor, MI 48105 Kansas Government Journal (and online) Phone: 734-662-3246 or 1-800-653-2483 Rates:www.lkm.org/classifieds/jobs Classifieds Submissions: classifiedsOlkm.org Information/Rates: www.mml.org/classifieds/guidelines.html Kentucky League of Cities(www.klc.org) Submissions: 100 East Vine Street, Suite 800 www.mml.org/classifieds/classifiedsform.php Lexington, KY 40507 Phone: 859-977-3700 or 1-800-876-4552 League of Minnesota Cities(www.lmc.org) City Job Opportunities Online 145 University Avenue West Submissions: www.k1c.org/employment post.asp St. Paul, MN 55103 Phone: 651-281-1200 or 1-800-925-1122 Louisiana Municipal Association(www.lma.org) City Job Opportunities 700 North 10th Street Information/Rates: Baton Rouge, LA 70802 www.lmc.org/page/1/posting-city-jobs.jsp Phone: 225-344-5001 or 1-800-234-8274 Submissions:HR-CityAdsOlmc.org Maine Municipal Association(www.memun.org) Mississippi Municipal League(www,mmlonline.com) 60 Community Drive 600 East Amite Street, Suite 104 Augusta,ME 04330 Jackson, MS 39201 Phone: 207-623-8428 Phone: 601-353-5854 Job Bank and Classifieds Classifieds Information/Rates: www.mmlonline.com/classifieds.aspx www2.memun.org/public/wantads/itemlist.cfm Contact MML Staff—Staff Directory: Submissions: ResourceCenter memun.org www.mmlonline.com/contact.aspx Maryland Municipal League(www.mdmunicipal.org) Missouri Municipal League(www.mocities.com) 1212 West Street 1727 Southridge Drive Annapolis,MD 21401 Jefferson City, MO 65109 Phone: 410-268-5514 or 1-800-492-7121 Phone: 573-635-9134 Classifieds Career Center Submissions: stevelamdmunicipal.org Information/Rates: www.mocities.com/networking Submissions: tshawc mocities.com II 1 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 29 Montana League of Cities and Towns(www.mlct.org) New York State Conference of Mayors and Municipal 208 North Montana Avenue, Suite 106 Officials(www.nycom.org) Helena,MT 59601 119 Washington Avenue Phone: 406-442-8768 Albany, NY 12210 Job Openings Phone: 518-463-1185 Submissions: Contact Office Manager Help Wanted Classifieds Staff Directory: www.mlct.org/about-mlct/staff.html Information/Submissions: www.nycom.org/mn class/helpwanted.asp# League of Nebraska Municipalities(www.lonm.org) 1335 L Street, #A North Carolina League of Municipalities(www.nclm.org) Lincoln, NE 68508-2596 215 North Dawson Street Phone: 402-476-2829 Raleigh, NC 27603 Job Postings Phone: 919-715-4000 Information/Rates/Submissions: Southern City, League Letter,and/or online: www.lonm.org/careers.html Information: www.nclm.org/resource-center/Pages/jobs.aspx Nevada League of Cities and Municipalities Rates/Submissions: (www.nvleague.org/admin/about.htm) www.nclm.org/programs-services/publications/ 310 South Curry Street Pages/southern-city.aspx Carson City, NV 89703 Phone: 775-882-2121 North Dakota League of Cities (www.ndlc.org) 410 East Front Avenue New Hampshire Local Government Center(www.nhlgc.org) Bismarck, ND 58504 25 Triangle Park Drive Phone: 701-223-3518 Concord, NH 03301 Municipal Ads—Job Opportunities Phone: 603-224-7447 www.ndlc.org/index.asp?Type=B Classifieds BASIC&SEC={D835005A-831C-4BB1-BF46- Information/Rates/Submissions: 7D93A07A0083} www.nhlgc.org/classifieds/submitad.asp Contact NDLC Staff—Staff Directory: www.ndlc.org/index.asp?Type=B New Jersey State League of Municipalities BASIC&SEC={846F9FCA-A6EE-4082-B241- (www.njslom.org) 8DA3E991D99A} 222 West State Street Trenton, NJ 08608 Ohio Municipal League(www.omlohio.org) Phone: 609-695-3481 175 South Third Street, Suite 510 Columbus, OH 43215 Classifieds Phone: 614-221-4349 Information/Rates/Submissions: www.njslom.org/c assifieds jobs.html Classified Advertisements Information/Rates/Submissions: New Mexico Municipal League(www.nmml.org) www•omlohio.org/Classifieds.htm 1229 Paseo de Peralta Santa Fe, NM 87501 Oklahoma Municipal League(www.oml.org) Phone: 1-800-432-2036 201 Northeast 23rd Street Oklahoma City, OK 73105 Classifieds Phone: 405-528-7515 Information/Submissions: www.nmml.org/blog/category/classifieds/ Job Listings positions-available Information/Rates/Submissions: www.okml.webs.com/joblistings.htm 30 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR League of Oregon Cities (www.orcities.org) Tennessee Municipal League(www.tmll.org) 1201 Court Street NE, Suite 200 226 Capitol Boulevard, Suite 710 Salem, OR 97301 Nashville, TN 37219 Phone: 503-588-6550 Phone: 615-255-6416 Personnel Recruitment—Jobs Classifieds Information/Rates/Submissions: Contact Administrative Assistant—Staff Directory: www.orcities.org/JobsInterims/Jobs/tabid/816/ www.tmll.org/staff.php?Inses=1%7C4 language/en-US/Default.aspx Available Interim Candidates: Texas Municipal League(www.tml.org) www.orcities.org/JobsInterims/Interims/tabid/ 1821 Rutherford Lane, Suite 400 5849/language/en-US/Default.aspx Austin,TX 78754 Phone: 512-231-7400 Pennsylvania League of Cities & Municipalities Career Center (www.plcm.org) Information,/Submission:www.tml.org/careercenter.asp 414 North Second Street Harrisburg, PA 17101 Utah League of Cities and Towns (www.ulct.org) Phone: 717-236-9469 50 South 600 East, Suite 150 Municipal Job Junction Salt Lake City, UT 84102 Information/Rates/Submissions: Phone: 801-328-1601 or 1-800-852-8528 www.plcm.org/index.asp?Type=B BASIC&SEC= Job Bank {24C2F4FE-80F6 4E58 BASF 53345F31E1D7}&DE Submissions: www.ulct.org/jobbank/index.html Rhode Islad League of Cities and Towns Vermont League of Cities &Towns (www.vlct.org) (www.rileague.org) 89 Main Street, Suite 4 One State Street, Suite 502 Montpelier, VT 05602 Providence, RI 02908 Phone: 802-229-9111 Phone: 401-272-3434 Classifieds Available Positions Information/Rates/Submissions: Information/Submissions: www.vlct.org/marketplace/classifiedads www.rileague.org/site/classifieds/available.html Virginia Municipal League(www.vml.org) Municipal Association of South Carolina (www.masc.sc) 13 East Franklin Street 1411 Gervais Street Richmond, VA 23219 Columbia, SC 29211 Phone: 804-649-8471 Phone: 803-799-9574 Job Openings: Marketplace—Jobs in Local Government Information/Submissions: Information/Rates/Submissions: www.vml.org/JOBS/Jobs.html www.masc.sc/municipalities/Pages/ Postinganadvertisement.aspx Association of Washington Cities (www.awcnet.org) 1076 Franklin Street SE South Dakota Municipal League(www.sdmunicipalleague.org) Olympia, WA 98501 208 Island Drive Phone: 360-753-4137 Fort Pierre, SD 57532 Phone: 605-224-8654 JobNet Information/Submissions: Classifieds www.awcnet.org/Jobnet/ForEmployers.aspx Information/Rates/Submissions: www.sdmunicipalleague.org/index.asp?Type= B JOB&SEC= %7B9C4C9345-DOE6-470D-A708- 181FD9B26F51%7D RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 31 a West Virginia Municipal League (www.wvml.org) Wyoming Association of Municipalities(www.wyomuni.org) 2020 Kanawha Boulevard 315 West 27th Street Charleston, WV 25311 Cheyenne, WY 82001 Phone: 304-342-5564 or 1-800-344-7702 Phone: 307-632-0398 Classifieds Classifieds Information/Submissions: wvmk wvml.org Information: www.wyomuni.org/index.asp?Type=B League of Wisconsin Municipalities(www.lwm-info.org) JOB&SEC={AE206698-9002-49A0-983C-9CFCD28D226} 122 West Washington Avenue, Suite 300 Submissions: wamCa?wyomuni.org Madison, WI 53703 Phone: 608-267-2380 Classifieds Information/Rates/Submissions: www.lwm-info.org/index.asp?Type=B JOB&SEC= %7B428BF440-C 1 B3-494D- 8B98-837FE87BCFCA%7D 32 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Appendix D: Potential Interview Questions3 It is suggested that each member of the governing body ask the same question(s) of each candidate. Candidate Traits/Experience/ Candidate Thoughts on Role of Qualifications Administrator 1. Provide a brief summary of your education and 1. In your opinion, what role should the administra- work experience. tor have in the community? 2. Please briefly describe your experience with 2. Do you believe the administrator should be an a. Land use planning active member of a service or fraternal organiza- b. Economic development/redevelopment tion? If yes, why? c. Tax increment financing 3. How do you deal with the news media? d. Business attraction and retention programs 4. How do you deal with special-interest or single e. Beautification programs interest groups? f. Business assistance programs—e.g., facade 5. What is the best way for an administrator to deal improvement, code compliance with an angry constituent? g. Annexation Personnel Experience h. Subdivision policies and regulations, particu- larly as they relate to storm-water management 1. How and when do you delegate responsibility and i. Zoning authority? j. Building code administration 2. Have you ever been at the bargaining table and k. Municipal facilities expansion—in particular, been actively engaged in negotiating an agreement? water and wastewater utility expansions 3. Have you taken part in mediation, fact finding, 3. How would you describe your leadership and man- or arbitration? Which ones? Please explain your agement styles? experience in such process(es) including your role/ level of involvement and your thoughts regarding the outcomes of these experiences. Interaction with Governing Body 4. Have you ever had to discipline, demote, or fire an 1. What do you perceive to be the chief administra- employee? Please elaborate. tor's role in working with the governing body, local 5. How do you educate, encourage, and motivate government attorney, and clerk? your staff? 2. What are your expectations of the governing body 6. Are you familiar with state and federal laws relat- in relation to ing to nondiscrimination, sexual harassment, a. Yourself employees with disabilities, and equal opportunity? b. Other staff 7. Have charges of violation of state or federal 3. How and when do you communicate with the employment laws or a grievance ever been filed governing body? against you or your city? Please explain. 8. What experience have you had in the preparation and implementation of personnel rules, regula- tions, procedures, and compensation plans? Please describe. 3 Adapted from the Illinois City/County Management Association's A Guide to the Recruitment and Selection of a chief Administrative Officer. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 33 • i 9. What is your experience with employee benefits 8. What type of financial reports do you provide the administration, group health insurance, and risk elected body and with what frequency? management? 9. Have you read our comprehensive or general plan? 10. What in your opinion is the most serious issue What are your impressions or thoughts? today in local government personnel management? 11. How and when should private sector resources (e.g., Intergovernmental Relations Experience contractors) be used to provide village services? 1. What experience have you had in dealing with a. Councils of government/intergovernmental Financial Management Experience agencies? 1. Is there a difference between a financial plan and a b. County government? budget? If so,please explain how they differ. c. Other local governments (schools, parks, etc.)? 2. Are/were you the designated budget officer for d. State agencies? your local government? Did you prepare and pres- e. Federal agencies? ent the budget to the council, and upon adoption, f. State legislature? were you responsible for implementation? Please explain the outcomes of various budget processes g. Congress? and any challenges you encountered through bud- 2. Do you feel comfortable "lobbying"? get development through council adoption. 3. What is your experience with debt financing? External Organizational and Professional Please give an example. Association Relations 4. Have you secured and administered any type of loans or grants? Please give an example. 1. Have you been an active participant in the activi- 5. Describe the most successful capital improvement ties of a statewide municipal league, statewide city project you were responsible for and what made it or county management association, the Inter successful? national City/County Management Association 6. Have you reviewed our annual budget and/or (ICMA) or other professional organizations devoted annual report? If yes, what is your impression of to local government? Please give examples of your activities. our financial condition? 2. Are you an ICMA Credentialed Manager? If so, how 7. What is your opinion of"pay as you go" financ- do you fulfill your annual professional develop- ing of maintenance and capital projects? Special ment requirement? assessments? Special taxing districts? 34 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR Appendix E Relations with Applicants—Do's and Don'ts Do: Don't: • Keep all candidates informed of their status at all ■ Let the selection process last too long. times. ■ Expect to get all the necessary information about • Identify one point of contact through which every- the candidates from written material. thing flows, including contacts with candidates, • Forget that you are seeking overall management reference checks, etc., in order to ensure that the ability, not technical competence in one specialized information, messages, and details are consistent field. and that the process is fair and equitable. • Forget to consider candidates who are assistant • Keep all information strictly confidential through- managers as well as current managers out the entire recruitment and selection process ■ Overlook the need for candidates to possess unless state law requires otherwise. municipal administrative experience and the • Create an outreach strategy that will ensure a advantages or value of college or university train- diverse candidate pool. ing, post degree training, and continued profes- • After carefully reviewing all applicant submittals, sional development. select a short list of the most promising candidates. ■ Release for publication any names or local govern- • While maintaining the confidentiality, carefully ments of candidates unless state law requires it. check educational credentials and references on those candidates judged best qualified. • Invite those candidates judged best qualified for initial interviews at the local government's expense. • Send the candidates under consideration an information packet that may include the outreach brochure and copies of your government's budget, charter, annual report, and other pertinent docu- ments; or provide the information on where to find this material on the agency's website. • Pay expenses of the candidates invited to a sec- ond interview (and of their spouses/partners, if applicable). • Perform detailed background checks on the final candidate(s). • Visit, if possible, the local governments in which the most promising candidates work. • Be prepared to enter into a formal written employ- ment agreement with the successful candidate. • Promptly notify all other candidates once the selection has been made and the position has been accepted. However,it is best to wait until the selected finalist has accepted the position and the agency and candidate have mutually agreed to the provisions of the employment contract. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 35 Appendix F ICMA Model Employment Agreement Introduction Section 3: Compensation This Agreement, made and entered into this [date], by Recommended and between the [local government] of [state], [town/ A. Base Salary: Employer agrees to pay Employee city/county] a municipal corporation, (hereinafter called "Employer") and [name], (hereinafter called an annual base salary of [$ amount], payable in "Employee") an individual who has the education, installments at the same time that the other man- training and experience in local government manage- ment employees of the Employer are paid. ment and who, as a member of ICMA, is subject to the B. This agreement shall be automatically amended to ICMA Code of Ethics, both of whom agree as follows: reflect any salary adjustments that are provided or required by the Employer's compensation policies. Section 1: Term C. Consideration shall be given on an annual basis to increase compensation. Recommended A. This agreement shall remain in full force in effect Option 1 from [date] until terminated by the Employer or The Employer agrees to increase the compensation of Employee as provided in Section 9, 10 or 11 of this the Employee dependent upon the results of the perfor- agreement. mance evaluation conducted under the provisions of Section 12 of this Agreement. Increased compensation Option 2 can be in the form of a salary increase and/or a bonus. The term of this agreement shall be for an initial period of [#] years from [date] to [date]. This Agree- Option 2 ment shall automatically be renewed on its anniver- sary date for a [#] year term unless notice that the [%] each year. Agreement shall terminate is given at least [#] months Option 3 (12 months recommended) before the expiration date. The Employer agrees to increase the compensation In the event the agreement is not renewed, all com- each year by the minimum of the average across the pensation,benefits and requirements of the agreement board increase granted to other employees of the shall remain in effect until the expiration of the term Employer. of the Agreement unless Employee voluntarily resigns. In the event that the Employee is terminated, as Option 4 defined in Section 9 of this agreement, the Employee The Employer agrees to increase the compensation of shall be entitled to all compensation including salary, the Employee dependent upon the results of the per- accrued vacation and sick leave, car allowance paid formance evaluation conducted under the provisions in lump sum plus continuation of all benefits for the of Section 12 of this Agreement in addition to provid- remainder of the term of this agreement. ing a fixed annual increase in the Employee's salary based on an agreed upon economic indicator, such as Section 2: Duties and Authority the Consumer Price Index. Employer agrees to employ [name] as [title] to per- form the functions and duties specified in [legal Section 4: Health, Disabillty and Life reference] of the [local government] charter and by Insurance Benefits Recommended [legal reference] of the [local government] code and to perform other legally permissible and proper duties A. The Employer agrees to provide and to pay the pre- and functions. miums for health, hospitalization, surgical,vision, dental and comprehensive medical insurance for 36 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR the Employee and his/her dependents equal to that cover the full cost of retrieving and transporting which is provided to all other employees of the the Employee's remains back to the custody of the [local government] or, in the event no such plan Employee's family. exists, to provide coverage for the Employee and dependents. Section 5: Vacation, Sick, and Military B. The Employer agrees to put into force and to make Leave required premium payments for short term and long term disability coverage for the Employee. Recommended C. The Employee may elect to submit once per cal- A. Upon commencing employment, the Employee endar year to a complete physical examination, shall be credited with sick and vacation leave including a cardio-vascular examination,by a equal to the highest annual accrual provided to all qualified physician selected by the Employee, the other employees. The Employee shall then accrue cost of which shall be paid by the Employer. sick and vacation leave on an annual basis at the D. The Employer shall pay the amount of premium highest rate provided to any other employees. due for term life insurance in the amount of three B. Upon commencing employment, the Employee (3) times the Employee's annual base salary, shall have access to a bank of 180 sick days to be including all increases in the base salary during the used in the case of serious medical conditions. life of this agreement. The Employee shall name This leave can only be used to provide coverage the beneficiary of the life insurance policy. during the waiting period between the onset of Option 1 illness or disability and the point at which short or long term disability coverage takes effect and may A. The Employer agrees to provide for health, hospi- be renewed after each occurrence. talization, surgical, vision, dental and comprehen- C. The Employee is entitled to accrue all unused sive medical insurance for the Employee and his/ leave, without limit, and in the event the Employ- her dependents equal to that which is provided to ee's employment is terminated, either voluntarily all other employees of the [local government] or, in the event no such plan exists, to provide cover- or involuntarily, the Employee shall be compen- age for the Employee and dependents. Employer sated for all accrued vacation time, all paid holi- shall pay all premiums for the Employee and the days, executive leave, and other benefits to date. Employee's dependents. D. The Employee shall be entitled to military reserve B. The Employer agrees to put into force and to make leave time pursuant to state law and [local govern required premium payments for short term and ment] policy. long term disability coverage for the Employee. Additional Option C. The Employee may elect to submit once per cal- 1. The Employee shall annually be credited with five endar year to a complete physical examination, (5) days of executive leave. including a cardio-vascular examination,by a qualified physician selected by the Employee, the Section 6: Automobile cost of which shall be paid by the Employer. D. The Employer shall pay the amount of premium The Employee's duties require exclusive and unre- due for term life insurance in the amount of three stricted use of an automobile to be mutually agreed (3) times the Employee's annual base salary, upon and provided to the Employee at the Employ- including all increases in the base salary during the er s cost, subject to approval by Employer which life of this agreement. The Employee shall name shall not be withheld without good cause. It shall be the beneficiary of the life insurance policy. mutually agreed upon whether the vehicle is pur- chased by the city, provided under lease to the city Option 2 or to the Employee, or provided through a monthly 1. The Employer shall provide travel insurance for the allowance. Employee while the Employee is traveling on the Option 1 - Monthly Vehicle Allowance Employer's business, with the Employee to name The Employer agrees to pay to the Employee,during beneficiary thereof. Should the Employee die while the term of this Agreement and in addition to other on travel for the Employer, the Employer shall RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 37 a a salary and benefits herein provided,the sum of[dol- of this contribution may be used, at the Employ- lar amount] per year,payable monthly, as a vehicle ee's option, to purchase previous service from allowance to be used to purchase,lease,or own,oper- another qualified plan. ate and maintain a vehicle.The monthly allowance shall be increased annually by [% or$] amount.The Option 1 Employee shall be responsible for paying for liability, Recognizing that effective service with the community property damage, and comprehensive insurance cover- is based in part on the stability provided through a age upon such vehicle and shall further be responsible long-term relationship, the Employer shall provide a for all expenses attendant to the purchase, operation, retirement annuity, as directed by the Employee, at a maintenance, repair,and regular replacement of said rate of [dollar amount], payable at the completion of vehicle. The Employer shall reimburse the Employee at each quarter of the fiscal year. This annuity serves as the IRS standard mileage rate for any business use of a retirement contribution and does not require further the vehicle beyond the greater [local government] area. action of the Employer. For purposes of this Section, use of the car within the Option 2 greater [local government] area is defined as travel to The Employer shall adopt a qualified 401(a) defined locations within a mile (recommended fifty (50) contribution plan offered through ICMA Retirement mile) radius of [local government office]. Corporation for the Employee in the form of a money Option 2 - Employer Provided Vehicle purchase plan to which the Employer shall contribute The Employer shall be responsible for paying for liabil- [%] of salary or (1)/6] of compensation annually. ity,property damage, and comprehensive insurance, 2A. Option: The Employee shall be required to and for the purchase (or lease), operation, mainte- contribute [%] of base salary or [dollar amount] annu- nance,repair, and regular replacement of a full-size ally on a pre-tax basis as a condition of participation. automobile. Option 3 Section 7: Retirement The Employer shall adopt a qualified 401(a) profit- sharing plan offered through ICMA Retirement Cor- Recommended poration for the Employee in the form of a money 1. The Employer agrees to enroll the Employee into purchase plan to which the Employer shall contribute the applicable state or local retirement system [%] of all performance bonuses annually. and to make all the appropriate contributions on the Employee's behalf, for both the Employer and 3A. Option:The Employee shall be required to Employee share required. contribute [%] of base salary or [dollar amount] annu- 2. In addition to the Employer's payment to the ally on a pre-tax basis as a condition of participation. state or local retirement system (as applicable) referenced above, Employer agrees to execute all Section 8: General Business Expenses necessary agreements provided by ICMA Retire- ment Corporation [ICMA-RC] or other Section Recommended 457 deferred compensation plan for Employee's 1. Employer agrees to budget for and to pay for pro- [continued] participation in said supplementary fessional dues and subscriptions of the Employee retirement plan and, in addition to the base sal- necessary for continuation and full participation ary paid by the Employer to Employee, Employer in national, regional, state, and local associations, agrees to pay an amount equal to [percentage of and organizations necessary and desirable for the Employee's base salary, fixed dollar amount of Es], Employee's continued professional participation, or maximum dollar amount permissible under Fed- growth, and advancement, and for the good of the eral and state law into the designated plan on the Employer. Employee's behalf, in equal proportionate amount 2. Employer agrees to budget for and to pay for travel each pay period. The parties shall fully disclose to and subsistence expenses of Employee for profes- each other the financial impact of any amendment sional and official travel, meetings, and occasions to the terms of Employee's retirement benefit. to adequately continue the professional develop- In lieu of making a contribution to a Section ment of Employee and to pursue necessary official 457 deferred compensation plan,the dollar value functions for Employer, including but not limited 38 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR to the ICMA Annual Conference, the state league of 4. If the Employee resigns following an offer to accept municipalities, and such other national, regional, resignation, whether formal or informal,by the state, and local governmental groups and commit- Employer as representative of the majority of the tees in which Employee serves as a member. governing body that the Employee resign, then the 3. Employer also agrees to budget for and to pay for Employee may declare a termination as of the date travel and subsistence expenses of Employee for of the suggestion. short courses, institutes, and seminars that are 5. Breach of contract declared by either party with a necessary for the Employee's professional develop- 30 day cure period for either Employee or Employer. ment and for the good of the Employer. Written notice of a breach of contract shall be pro- 4. Employer recognizes that certain expenses of a vided in accordance with the provisions of Section 20. non-personal but job related nature are incurred by Employee, and agrees to reimburse or to pay said Option 1 general expenses. The finance director is autho- In the event the Employee is terminated by the rized to disburse such moneys upon receipt of duly Employer during the six (6) months immediately fol executed expense or petty cash vouchers, receipts, lowing the seating and swearing-in of one or more statements or personal affidavits. new governing body members, and during such time that Employee is willing and able to perform his duties 5. The Employer acknowledges the value of having under this Agreement, then, Employer agrees to pay Employee participate and be directly involved in Severance in accordance with Section 10 plus salary local civic clubs or organizations. Accordingly, and benefits in accordance with Section 10 for any Employer shall pay for the reasonable member- portion of the six months not worked. ship fees and/or dues to enable the Employee to become an active member in local civic clubs or Section 10: Severance organizations. Severance shall be paid to the Employee when Option 1 employment is terminated as defined in Section 9. Technology:The Employer shall provide Employee If the Employee is terminated, the Employer shall pro- with a computer, software, fax/modem, cell phone vide a minimum severance payment equal to one year and pager required for the Employee to perform the salary at the current rate of pay. This severance shall job and to maintain communication. be paid in a lump sum unless otherwise agreed to by the Employer and the Employee. Section 9: Termination The Employee shall also be compensated for all accrued sick leave,vacation time,all paid holidays,and Recommended executive leave.The Employer agrees to make a contri- For the purpose of this agreement, termination shall bution to the Employee's deferred compensation account occur when: on the value of this compensation calculated using the 1. The majority of the governing body votes to ter- rate ordinarily contributed on regular compensation. minate the Employee at a duly authorized public For a minimum period of one year following termi- meeting. nation, the Employer shall pay the cost to continue the 2. If the Employer, citizens or legislature acts to amend following benefits: any provisions of the [charter,code, enabling legis- 1. Health insurance for the employee and all depen- lation] pertaining to the role,powers,duties, author- dents as provided in Section 4A ity, responsibilities of the Employee's position that 2. Life insurance as provided in Section 4D substantially changes the form of government, the 3. Short-term and long-term disability as provided in Employee shall have the right to declare that such Section 4B amendments constitute termination. 3. If the Employer reduces the base salary, compensa- 4. Car allowance or payment of lease, or provide tion or any other financial benefit of the Employee, option to buy city vehicle at depreciated value unless it is applied in no greater percentage than 5. Out placement services should the employee desire the average reduction of all department heads, them in an amount not to exceed [$10,000 to such action shall constitute a breach of this agree- $15,000 recommended], and ment and will be regarded as a termination. 6. Any other available benefits. RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 39 If the Employee is terminated because of a convic- A. Employer shall pay directly for the expenses of tion of a felony, then the Employer is not obligated to moving Employee and his/her family and personal pay severance under this section. property from [location name] to [location name]. Said moving expenses include packing, moving, Section 11: Resignation storage costs, unpacking, and insurance charges. In the event that the Employee voluntarily resigns his/ B. Employer shall reimburse Employee for actual her position with the Employer, the Employee shall lodging and meal expenses for his/her family in provide a minimum of 30 days notice unless the par- route from [location name] to [location name]. ties agree otherwise. Mileage costs for moving two personal automobiles shall be reimbursed at the current IRS allowable Section 12: Performance Evaluation rate of[cents amount] per mile. C. Employer shall pay Employee an interim housing Employer shall annually review the performance supplement of [dollar amount] per month for a of the Employee in [month] subject to a process, period commencing [date], and shall continue for form, criteria, and format for the evaluation which a maximum of [#] months, or until a home is pur- shall be mutually agreed upon by the Employer and chased and closed on, within the corporate limits Employee. The process at a minimum shall include of the [local government name],whichever event the opportunity for both parties to: (1) prepare a occurs first. written evaluation, (2) meet and discuss the evalua- D. Employer shall reimburse Employee for a total of tion, and (3) present a written summary of the evalu- ation results. The final written evaluation should be [number] round trip air fares for Employee and completed and delivered to the Employee within 30 his/her family [amount of total tickets] at any time days of the evaluation meeting. during the first year of service to assist with house hunting and other facets of the transition and relo- cation process. The Employee and his/her family Section 13: Hours of Work may utilize and distribute the total [enter number] It is recognized that the Employee must devote a great individual round trip tickets in any combina- deal of time outside the normal office hours on busi- tion of individual members making the trips. The ness for the Employer, and to that end Employee shall Employee shall be reimbursed for actual lodging be allowed to establish an appropriate work schedule. and meal expenses incurred by Employee or his/ her family members on any trips conducted prior Section 14: Outside Activities to relocation, as detailed herein. The employment provided for by this Agreement shall E. The Employee shall be reimbursed, or Employer be the Employee's sole employment. Recognizing may pay directly, for the expenses of packing and that certain outside consulting or teaching opportuni- moving from temporary housing to permanent ties provide indirect benefits to the Employer and the housing during the first year of this agreement. community,the Employee may elect to accept limited F. The Employer shall pay the Employee's tax liability teaching,consulting or other business opportunities on all Employer provided benefits for relocation with the understanding that such arrangements shall and housing. not constitute interference with nor a conflict of interest with his or her responsibilities under this Agreement. Option 1 The Employer shall pay a lump sum payment of [$] to the Employee to cover relocation costs. Section 15: Moving and Relocation Expenses Section 16: Home Sale and Purchase Recommended Expenses Employee agrees to establish residence within the cor- porate boundaries of the local government, if required, Recommended within [number] months of employment,and thereafter A. Employee shall be reimbursed for the direct costs to maintain residence within the corporate boundaries associated with the sale of Employee's existing of the local government. personal residence, said reimbursement being lim- ited to real estate agents' fees, and other closing 40 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR • costs that are directly associated with the sale of amount equal to the percentage of original purchase the house. Said reimbursement should not exceed price, represented by the original equity investment the sum of [$]. by Employee, and adjusted to be the same percent- B. Employee shall be reimbursed for the costs inciden- age of equity in the current sale price of the home. All tal to buying or building a primary residence within closing costs borne by the seller shall be split between the [local government],including real estate fees, Employer and Employee in a proportion equal to title insurance, and other costs directly associated the equity share described above. Should the house with the purchase or construction of the house, said fail to sell within the allotted six month time period, reimbursement not to exceed the sum of[5]. Employer has the option of following the previous arrangement to continue in place or to purchase Option 1 equity, calculated as provided above, plus the original Employer shall reimburse Employee for up to three cost of all improvements made to the property. discount points within thirty (30) days following pur- chase of a home within the corporate limits of[local Section 17: Indemnification government name], in an effort to minimize mortgage rate differentials. Beyond that required under Federal, State or Local Law, Employer shall defend, save harmless and Option 2 indemnify Employee against any tort, professional Employer shall provide Employee with a liability claim or demand or other legal action,whether [fixed-interest,variable-interest, interest-only] loan groundless or otherwise, arising out of an alleged act or to purchase a house. The amount of the loan shall omission occurring in the performance of Employee's not exceed$ . The loan shall be repaid in duties as [job title] or resulting from the exercise of full to the Employer upon the occurrence of either of judgment or discretion in connection with the perfor- the following events: (i) the home, or the Employee's mance of program duties or responsibilities, unless the interest in the home, is sold, transferred, or conveyed, act or omission involved willful or wanton conduct. or (ii) the Employee's employment with the Employer, The Employee may request and the Employer shall not for any reason, is terminated. The Employer and unreasonably refuse to provide independent legal rep- Employee shall execute any and all documents neces- resentation at Employer's expense and Employer may sary to document this transaction. In the case where not unreasonably withhold approval. Legal representa- the value of the home decreases, the Employee shall tion, provided by Employer for Employee, shall extend not be required to repay the loan. until a final determination of the legal action including any appeals brought by either party. The Employer Option 3 shall indemnify employee against any and all losses, Employer agrees to provide the Employee a loan for damages,judgments, interest, settlements, fines, court the purchase of a home in an amount not to exceed costs and other reasonable costs and expenses of legal [dollar amount]. Employee shall pay Employer a proceedings including attorneys fees, and any other monthly mortgage payment of [dollar amount] for liabilities incurred by, imposed upon, or suffered by interest, which is equal to the amount currently being such Employee in connection with or resulting from paid in principle and interest for the current residence. any claim, action, suit,or proceeding, actual or threat- Employee shall accrue equity at a rate of [% ] per ened, arising out of or in connection with the perfor- month. mance of his or her duties. Any settlement of any claim Upon termination of employment with the must be made with prior approval of the Employer in Employer, Employee shall have a maximum of six order for indemnification, as provided in this Section, months to sell the home while continuing to reside to be available. in it under the terms and conditions here. Should Employee recognizes that Employer shall have the home sell during the time period, Employer shall the right to compromise and unless the Employee is receive 100% of the proceeds minus the percentage a party to the suit which Employee shall have a veto of equity accrued by Employee as described above, authority over the settlement, settle any claim or suit; and minus the amount of equity originally invested unless, said compromise or settlement is of a per- by Employee. Said accrued equity and original equity sonal nature to Employee. Further, Employer agrees shall both be payable to Employee upon closing. Said to pay all reasonable litigation expenses of Employee original equity invested shall be calculated as an throughout the pendency of any litigation to which RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 41 the Employee is a party, witness or advisor to the Alternatively, notice required pursuant to this Employer. Such expense payments shall continue Agreement may be personally served in the same man- beyond Employee's service to the Employer as long ner as is applicable to civil judicial practice. Notice as litigation is pending. Further, Employer agrees to shall be deemed given as of the date of personal ser- pay Employee reasonable consulting fees and travel vice or as the date of deposit of such written notice in expenses when Employee serves as a witness, advisor the course of transmission in the United States Postal or consultant to Employer regarding pending litigation. Service. Section 18: Bonding Section 21: General Provisions Employer shall bear the full cost of any fidelity or A. Integration. This Agreement sets forth and estab- other bonds required of the Employee under any law lishes the entire understanding between the or ordinance. Employer and the Employee relating to the employ- ment of the Employee by the Employer. Any prior Section 19: Other Terms and Conditions of discussions or representations by or between the Employment parties are merged into and rendered null and void by this Agreement. The parties by mutual writ- The Employer, only upon agreement with Employee, ten agreement may amend any provision of this shall fix any such other terms and conditions of agreement during the life of the agreement. Such employment, as it may determine from time to time, amendments shall be incorporated and made a relating to the performance of the Employee,provided part of this agreement. such terms and conditions are not inconsistent with or B. Binding Effect. This Agreement shall be binding in conflict with the provisions of this Agreement, the on the Employer and the Employee as well as their [local government] Charter or any other law. heirs, assigns, executors, personal representatives A. Except as otherwise provided in this Agreement, and successors in interest. the Employee shall be entitled to the highest level of C. Effective Date. This Agreement shall become effec- benefits that are enjoyed by other [appointed officials, tive on appointed employees,department heads or general employees] of the Employer as provided in the Charter, D. Severability. The invalidity or partial invalidity Code, Personnel Rules and Regulations or by practice. of any portion of this Agreement will not effect the validity of any other provision. In the event that any provision of this Agreement is held to Section 20: Notices be invalid, the remaining provisions shall be Notice pursuant to this Agreement shall be given by deemed to be in full force and effect as if they have depositing in the custody of the United States Postal been executed by both parties subsequent to the Service,postage prepaid, addressed as follows: expungement or judicial modification of the invalid (1) EMPLOYER: [Title and address of provision. relevant official (mayor, clerk, etc.)] (2) EMPLOYEE: [Name and address for tax purposes of Employee] 42 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR • Index Advertising campaigns Compensation package function of,8 changes in,26 professional organizations that post vacancies for, elements of, 7, 17-18 27-32 guidelines for,25-26 Alabama League of Municipalities, 27 negotiation of, 17- 18,25 Alaska Municipal League, 27 Confidentiality, 11, 12 American Society for Public Administration (ASPA), 27 Connecticut Conference of Municipalities,28 Applicants Council-manager government,3 diverse,9 external, 9 Delaware League of Local Governments,28 internal, 9 Diverse applicants, 9 relations, 10-11, 35 status notification for, 11, 35 Application forms, 10 Elections, vacancy occurring prior to, 3 Arkansas Municipal League,28 Employment agreements, 18, 26, 36-42 Association of Idaho Cities,28 Association of Washington Cities, 31 Florida League of Cities,28 Background checks, 13 Geographic considerations, 8 Georgia Municipal Association,28 Candidates background checks for, 13 Housing, 18 guidelines to inform, 13-14 Hybrid recruitment method,4, 5 interview guidelines for, 14-15 potential interview questions for, 33-34 selection of, 13 ICMA Range Riders, 2, 5, 9 Chief administrators.See also Selection Illinois Municipal League,28 community engagement in profile of, 6 Indiana Association of Cities and Towns,28 compensation of, 7, 17-18,25-26 In-house expertise recruitment method,4 management of organization during recruitment of,2 Initial interviews, 14 performance evaluation for, 19 Interim administrators,2 profile development for,6, 7 Interim management, 2 reasons for vacancies of, 3 International City/County Management Association recruitment assistance from retiring, 7 (ICMA) responsibilities of, 1,20 Code of Ethics, 1,21-24 transition process for, 19 Compensation Guidelines, 7, 17,25-26 Code of Ethics (International City/County Manage- Model Employment Agreement, 18, 36-42 ment Association), 1, 21-24 position vacancy postings through, 27 Colorado Municipal League,28 Range Rider, 2, 5,9 Community involvement salary information, source of, 17 in chief administrator profile,6 Voluntary Credentialing Program, 6 in interviewing process, 15 - 16 International Hispanic Network (IHN), 27 Commuting expenses, 18 Interviews Compensation Guidelines (International City/County initial, 14 Management Association), 17, 25-26 questions for, 14-15, 33-34 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 43 al second, 15 Outside expertise recruitment method,4 selecting candidates for, 13 Pennsylvania League of Cities&Municipalities, 31 structure of, 14 Performance evaluation, 19 Iowa League of Cities,29 Professional organizations, 27-32 Kentucky League of Cities, 29 Questions,interview, 14, 33-34 League of Arizona Cities and Towns, 28 Recruitment League of California Cities,28 advertising as element of,8 League of Kansas Municipalities,29 development of administrator profile, 6, 7 League of Minnesota Cities,29 geographic scope as issue for,8 League of Nebraska Municipalities,30 hybrid method for, 5 League of Oregon Cities, 31 in-house expertise method for,4 League of Wisconsin Municipalities, 32 initiation of, 3 Local government, 7, 10 management of organization during,2 Local government managers, 1 outreach strategies for, 8-9 Local government work session, 19 outside expertise method for,4 Louisiana Municipal Association,29 schedule for, 7 Recruitment process Maine Municipal Association,29 confidentiality in, 11 Management,during recruitment, 2 elements of, 10-11 Maryland Municipal League,29 role of media in, 12 Massachusetts Municipal Association,29 Reference checks, 15 Media,role of, 12 Relocation expenses, 18 Michigan Municipal League, 29 Resignation, 3, 7 Résumés Mississippi Municipal League,29 acknowledgement of, 11 Missouri Municipal League, 29 Montana League of Cities and Towns, 30 confidentiality of, 12 Municipal Association of South Carolina, 31 review of, 13 Rhode Island League of Cities and Towns, 31 National Association of Counties (NACo), 17,27 Salary, 17 National Association of County Administrators Schedule,recruitment, 7 (NACA),27 Second interviews, 15 National Forum for Black Public Administrators Selection (NFBPA),27 announcement of decision in, 19 National League of Cities (NLC),27 application review as step in, 13 Negotiation process, 17-18 candidates to be interviewed as step in, 13 Nevada League of Cities and Municipalities,30 community involvement in, 15-16 New Hampshire Local Government Center, 30 decision process for, 16 New Jersey State League of Municipalities, 30 interviews for, 14-15, 33-34 New Mexico Municipal League,30 inviting candidate's spouse/partner as step in, 15 New York State Conference of Mayors and Municipal reference checks as step in, 15 Officials, 30 staff involvement in, 16 North Carolina League of Municipalities, 30 Severance provisions,26 North Dakota League of Cities, 30 Souses/partners, candidate, 15 South Dakota Municipal League, 31 Ohio Municipal League, 30 Staff members,involvement in candidate selection, 16 Oklahoma Municipal League, 30 State municipal leagues,27-32 Orientation meetings, 19 Status notification, 11, 35 Outreach strategies,8-9 Temporary housing, 18 44 RECRUITMENT GUIDELINES FOR SELECTING A LOCALGOVERNMENT GOVE NMENT ADt,41NISTRATOR 4F 6 Tennessee Municipal League, 31 Vermont League of Cities &Towns, 31 Termination, 3, 7 Virginia Municipal League, 31 Texas Municipal League, 31 Voluntary Credentialing Program (International City/ Transparency, 26 County Management Association), 6 Utah League of Cities and Towns, 31 West Virginia Municipal League, 32 Work sessions, initial for expectations, goals, and Vacancies objectives, 19 professional organizations that post position, 27-32 Wyoming Association of Municipalities, 32 reasons for, 3, 7 RECRUITMENT GUIDELINES FOR SELECTING A LOCAL GOVERNMENT ADMINISTRATOR 45 • I 1CM/A Leaders at the Core of Better Communities DRAFT PROPOSAL Eligibility Criteria to Consider for City Manager City Charter requirements: Experience: Not less than three (3) years as a city or county government chief administrative or executive officer or as an assistant or deputy city manager OR A graduate degree acceptable to the city commission may be substituted for not more than one (1) year of experience. Education: Possession of at least a baccalaureate degree in Public Administration or a directly related field OR Two years of additional experience acceptable to the city commission may be substituted for each year of education towards a baccalaureate degree, up to a maximum of eight years. Residency: At the time of appointment, need not be a resident'; but, during the tenure of office shall reside within the City. Other potential criteria: Experience: Carrying out policies adopted by elected officials. Managing city or town services, which may include public works, public safety, planning and economic development, parks and recreation and utilities. Preparing a comprehensive annual budget and capital improvement program. Ensuring fiscal responsibility and modern accounting practices. Developing performance measurement systems for city services. Applying for and administering federal, state and private grant funding. Recruiting, hiring and supervising workforce of city, including key department heads. 1 Preparing commission meeting agenda materials. Developing long-range plans with guidance from elected officials and assists in the achievement of common goals and objectives. Labor relations and collective bargaining negotiations Land use planning Economic development/redevelopment Tax increment financing Business attraction and retention programs Beautification programs Business assistance programs Annexation Subdivision policies and regulations (i.e. storm-water management) Zoning Building code administration Municipal facilities expansion (water and wastewater utility expansions) Finance, Human Resources, Intergovernmental relations and external organization and professional association relations Media relations Ability to work with people Leadership skills Community relations Submitted by: Catherine Berry,J.D., Director of Human Resources December 16, 2013 2 Employmeut.Agre e.___:........._-1...-21.-.1-..._,.....--..-1:::. _.:---::_ :_:_ .. _ . t - - THIS AGREEMENT, made and entered into.this_27th day of.September, 1999, by and between:the ' '• •• • . City of Atlantic-Beach, state of-Blarida:, a municipalcorgaratian; hereinafter called"Employer, .as - • • party-of the. first part,,and Jaines R. Hanson, hereinafter called "Employee", as party of the second ' • part,both of whoth agree as follows: • • • wITI'ESSETH: • WHEREAS,•Employer desires to employ the services of said lathes R.Hanson as City Manager of the City of Atlantic Beach, as provided by Section 1(1 and.Sectio. 21 of the Charter of the City of Atlantic.: Beach and ! 'S'REAS it is the desire of the"governing board,hereinafter called.'City Commission," to provide certain benefits,•to establl:S"h certain conditions of.employment, and to set working conditions • i of said Employee; and . . • WHEREAS, Employee desires to accept ex €aynt as City Manager,of said City; and • . WHEREAS,. The parties acknowledge that Employee is a member cif the International City/County Management Association(ICMA)and that Employee is subject to the•IC17A Code of Ethics; • . NOW'THEREFORE, in consideration of the mutual covenants'herein contained, the parties agree as follows: • • • . . _- • _.:...::_..:_ :__.-- ----- - • ••- - • .,Employer hereby agrees to employ said James R. Hanson as City Manager of said Employer to- • • perform the functions and duties specked m said Cha=rter'and Code.of Ordinances.of the City-of Atlantic Beach and•to perform other legally permissible.and proper-.duties and functions as the'City. . . Commission shall from.time to timeas.sigpw • • • Section 2: Term • A. It is the intent of the City Commission as the governing body of Atlantic Beach to appoint • Employee as City Manager of the City of Atlantic-Beach for an indefinite term and in • furtherance thereof James R. Hanson is hereby appointed as City Manager of Atlantic Beach • effective October 4, 1999, aHyl continuing for an indefinite term thereafter;provided however, thatthe indefinite term shall be for a term of one (1) year which shall be automatically renewed • • r . from year to year thereafter upon the anniversary date of such appointment unless either party • • 'shall, prior to such aruri iersary elate or at anytime,.tete or cancel this-agreement.• as .hereinafter provided. • • B. Nothing in this agreement shall prevent, limit or•otherwise interfere with the right of the City Commission to terminate the services of Employee at any time, subject only to the provisions • • . set fortliin Section 4,paragraphs A and B, of this agreement. • • , C. Nothing in this agreement shall prevent, limit or•otherwise interfere with the right of the Employee to resign at.any time from,his position:.with.Employer„'subject only to•the provision set forth in Section 5 of this agreement. • . • • . Section 3:Sum g:•g °;031 _ • • Employer•may suspend the Employee with full pay and benefits at any time during the term of this • 'agreement, but only if.the majority of the City Commission agrees. • . '--�.._....._ _. ..---------- .--'------- =--=•=--=_-... A_.__-,_rte Section•4:Ter atinn,•Ca+dcellat ion and Severance Bay :.�_ + A. Either Party shall have the right to terminate, or cancel this agreement and the employment contemplated hereby Without cause-at any tine. If the Agreement shall be canceled or • '• • terminated by Employer,such cancellation shall be.effective immediately upon the delivery by • Employer of its notice of desire to tenminate or cancel to employee. Employee shall likewise have the right to cancel ar tevrn natte this,agreement without case by the delivery of a notice of • cancellation to the City Commission of the City of Atlantic Beach, atileast thirty(30) days prior • to the effective date,of such cancellation or•termination mnles's.such.written notice shall be waived by the Employer. in the event of the termination ox cancellation'of this Employment • Agreement by the Employer and during such time that Employee is willing and able to perform his duties under this agreement, then in that event, Employer agrees to pay Employee a lump sum cash payment equal. to six (6). months' aggregate salary; benefits, and deferred • compensation: • Employee 'shall also-be compensated for all earned sick leave, vacation, - holidays, compensatory time, personal leave and other accnied benefits to date. .In the event Employee is tei iii.uated because of his conviction by a competent tribunal of any illegal act constituting a misdemeanor.involving a breach of public trust or a felony then, in that event, • • • Employer shall have no obligation to pay the aggregate severance.sum designated in the above • • paragraph. - • B. in the event.Employer at any time during the term of this ag eeii jit reduces the salary or other financial. benefits of Employee in a greater percentage than an •applicable across--the bbard reduction for all employees of Employer, or in the event Employer refuses, following written • notice, to co�ntrly:with any other provision benefiting Employee herein, or the Employee. resigns followin' a suggestion, whether formal or inf<omital, by the City Commission that he/she resign, . then, .in that event Employee may,. at laisfhei option, be. deemed to -be • . • • "terminated" at the date of such reduction or such refusal to;comply v_ithui the meaning and_ _ -context of the hereiu.severance pay rovision. . .. _.. .. pYp - _ • ' _: Section 5: Disability . " - :If Employee is permanently disabled or is'© .reerwise.unable:to perfo gag. his/her•duties because of - : •-. -sickness;accident, injury,mental incaliacity or health for a period.of four successive-weeks beyond any• " accrued leave,.Employer shall have the option to terminate this agreement, subject to the severance • pay requirements of Section 4,paragraph A. . Section 6: Salary Employer agrees to pay Employee for his/her services rendered pursuant hereto an annual.base salary • • • • of$86,500, payable in installments at the same time as other management employees of the Employer • • • . ,are paid. • In addition, Employer agrees to increase said base salary and/or benefits of Employee in such amounts . and to such-extent as the City Commission may.determine that it is desirable to.do.so on the basis,of an. annual salary review.of said Employee made at the same time as similar consideration.is given other • • employs generally. • • • Section 7: Goals and Objectives • A. Annually; the City Commission and Employee shall define such goals and performance . objectives that. they determine. necessary far the proper.'-operation of the. City and in the attainment of the City Commission's policy objectives and shall further establish a relative priority among those various goals and objectives, said goals and objectives to be reduced to writing. They shall generally be attainable within the time limitations as .specified and the • annual operating,anal capital budgets and appropriations provided. • • • • - B. • In effecting the provisions of this Section, the City Commission and Employee mutually agree . to abide by the provisions of applicable law. . • �-=:-_:-..'.:...: :..: -.: • -- :-:- See 6ir�:J10 s�f o-I �— —._ __-_ ,.rt is recognized that Employee rmist devote a great.deal•of time-outside the normal office hours to business of the EinpIoyer, and to that end Employee wilt be-allowed to take-.compensatory-tine Miff • he/she shall deem appropriate during said normal office hours provided that the leave does not result in • • an adverse effect.on-the operations of the City. • • Section 9:Outside Activities • Employee shaIl.not spend more than IC-hours per week is teaching, consulting or other nonloyer connected business without the prior approval of the City Commission, • • Section 10:Moving and Relocation Expenses Employee shall be arkubursed,•or.Employer may pay erectly,for the expenses of packing and.moving Rr ployee,, Employee's family, and Employee's personal property from Marietta, Georgia to•Atlantic Beach which shall include unpacking, any storage costs necessary, and insurance charges. Employee • must obtain approval from the Employer prior to con-uniting;Funds for these purposes. Employer shall pay-directly,or Employee Shall be-reimbursed for one half eh)of the menses of packing and moving F.m.ployee's gersor►ai property from a home rented by Employee in Atlantic Beach to a home purchased • • by Employee in Atlantic•Beach,•if Employee cannot find a suitable home to purchase initially upon beginning employment. • • ' .Section 11:Automobile Employee's duties require•tha'_t he/she shall have the exclusive and unrestricted use at all times during • bis/her eroployinent with' mpioyer of an automobile. In Iieu of providing the Employee with a City vehicle, Employer shalt pay.to Employee the sum of f ai-hundred ($ do is.per month as an automol " e allowance. aan This amount shall be increased tially at the same•tune and. in the :_:._•. ... percentage as the salary is increased as provided in Section 7. . , : ' - — :-- • : ._• • - Section 12:Leave • - As an inducement to Employee:to become'C tty'Manager; at•signature hereof, Employee-shall.accrue,- • and.have credited to his/her personal account, personal leave at a.rate of twenty one(21)-days per year, • After five(5) years of service, the rate of accrual shall increase to.twenty-sic(26)days per year and, • after ten(10)years of employment, shall increase to thirty-one(31)days per year. • • • • • • • . • ;vection 13:Disability, Health,.and Life Insurance • • • • Employer agrees to provide hospitalization,. surgical .and .comprehensive medical insurance for Employee and lais dependents and to pay the:preminms thereon for the health insurance policy which is • provided all other employees of Employer. Employer also agrees to put into force and to make required • . premium payments for Employee for all other forms of insurance, which are provided to all other employees of Employer. •• • • • • • • Section 14: Retirement • •• Employer agrees toy execute: all necessary agreement geed by ICl Retirement Carporatiori ,(IC] A 1RC) ox,ai1.y other similar retirement plan chosen by Employee, for Employee's participation in . • said plan.and.;:in addition to'-the base salary paid by the Employer to Employee, Employer agrees to. . • pay an amount equal.to nine and one quarter .(9.25%) percent of Employee's base salary into the plan or plans.chosen by. Employee on•employee's behalf, in equal proportionate amounts each pay period, - - • and to transfer ownership to'succeeding employers upon Employee's resignation or termination, • • • • • • SectIen 1 :DIffeS and Srrbsc 6iorrs -• • • Employer agrees to pay for professional. dues and subscriptions of..1q-anployco necessary for his/her . - • continuation and full participation in national; regional,.state, and local associations and organizations.'..• ::-" necessa 'and.ddeaira ::for.his/1her:continued professional.pazticipation.,,.growth.,and.advancement;.and = . az3T..: for the good of the Employer up ton amount not.toe exceed'th ,•1 . .. - _ .. • . • • Section 16: Professional Development ' - - - • . ...• •A.. . Rmployer-herd' 'agiees to-lay fox travel and subsister3ee exiles of Employyee, up to the. - • .aanaimt budgeted, for professional and official travel, meetings, and occasions adequate to continue the professional development of Employee and to adequately pursue necessary official • . • functions for Employer, i clatding but not Ihnited'to the ICMA Annuial Confexence, the state Ieague of municipalities, and such other national, regional, state, and Iocal governmental • groups and committees thereof which.Employee serves as a member. • B_ Employer also agrees.to budget fox.nr1 to pay for travel and subsistence expenses of Employee fox short courses, institutes, and seminars that are necessary for his/her professional • development and for the good of the Employer. • • Section 17: General Expenses • Employer recognizes that certain expenses of a non personal and generally job-affiliated nature are • incurred by Employee, and.hereby agrees to reivnhurse or to pay said.general expenses, up to an • amount not to•eXceed the amount budgeted, and the.finance director is hereby authorized to disburse • i such.monies upon receipt of duly executed expense or petty cash vouchers, receipts, statements or . personal affidavits. - . • • . • . • • Section 18.: Civic Club Membership Employer recognizes:thedisirabiliiy of representation in and before local civic and other organizations, and .Employeej th'o to 'become a member of such civic clubs or organizations, for which Employer dial!.pay all expenses-up to the amount budgeted. Employee shall report to the Employer on each membership that he has taken out at Employer's expense.. _• .. - • • • -• •• •• • : .. . _ - . .-. Section 19:Indemnification_� ^.:_::._ _:_:__ :,.._.._�_,:._ -:..: ti In ariiiition to that required under state and local law, Employer shall defend,•save`harmless, and ... • indemnifyEmployee.against any tort,. prokisional l al itis e or demand or other legal action, . whether g�leis or otherwise,min;out of an.alleges act or omission ooemm�g an sloe perfCamaance; • • of Employee's duties as.City Manager, provided any such act or omission by the City Manager is not • intentional and is perfor • ed in the'course And within thescope of.kris official &ties. Employer will compromise and settle.any such claim or suit or pay the amount of any•settlement.or judgment rendered thereon. • - • •. • • Section 2( Bonding Employer shall bear the full cost of any fidelity or other bonds•required of•the Employee under any law • • or ordinance. . • • • . • • Section 21: Other Terms and Conditions of Employment • . A. The City Commission., in consultation with the Employee;. shall:fix arty such other terms acct . conditions.of employment, as it may determine from time to time, relating to the performance • of Emp1 yee,,provided such terms and•conditions are not inconsistent with or in conflict with • • the provisions&f this agreement, the Atlantic Beach charter or any other'law. B. All•provisiorm of the. Atlantic Beach charter and coder and regulations and rules of the - Employer relating to leave, retirement and pension systema a,oaatribntions, holidays, and other benefits and •9. .i g confiltiona as they now exist or hereafter may be amended, also shall • • apply to.Enaployeeas they would to other employees of Employer, in addition to said benefits • enumerated speeifcally foo•the benefit of Employee except as ke pro ,riled,. 0 • • C. Employee• shall be entitled to sell back unused leave in the same manner as other' City • employees. -. = --:-':,'"..".:.-r'"-::::=7.-.12::::::-lection 22.4.No Reductioxi•of Benefits-r--.--•-r• -•---:-..--::--7.7 -_- :..__ ,, Employer shall not at any time during the term'of this agreement reduce the salary,clary, compensation Or. other financial benefits sof Employee,:::except'to'the degree-of"such a reduction across-the-board for all -• • -. ' employees of the Employer. - Section 23•:..Notices . Notices pursuant to this agreement shall be given by deposit in the custody of.the United States_Postal . •• Service,postage prepaid, addressed'as follows: . • • (1) •EMPLOYER:• City Commission of the City of Atlantic Beach, 800 Seminole Road, . Atlantic Beach, Florida 32233-5445 r.•. (2) EMPLOYEE: James R. Hanson [address to be added or amended after move to • - . . • • . . AtlanticBeach) . • • ' Alternatively, notices required pursuant to this agreement.may be hand delivered or personally served • • in the same manner as is applicable to civil judicial practice. Notice shall be deemed given as of the date of hand delivery or personal service or as of the date of deposit .of such written notice in the • course of transmission in the United States Postal Service. • • . Section 24:General Provisions . II - A: The text herein.shall constitute the entire agreement.between.thepartie-s„ . . B. This agreement shall be binding upon and inure to the benefit Of the heirs at law and executors of Employee- _ • . C. This agreement shall become effective commencing October 4, 1999. • D. If any provision, or any portion thereof, contained in this.agreement is held unconstitutional, invalid or-unenforceable, the remainder of this agreement; or portion thereof, shall be'cleaned. • severable; shall not be affected and shall remain in fuli•force.and.effect: � _ �:� __.^_::_;.:._.• __- -. .' _ - • .• . . • - - •. •.. -• .. -. . . - .• . . . . • - - . - _ •' ' .. . ... . • -:-,Z--;-:-,21--.---.—`'---:-----:. .----7---:-..-.::-.7.---::-- ---7-7---_--7.-7.-_-M-7--7----:-.-----."-":1.------- -- ------- - --.----- ------ • •• • • • . - • .-. . .- . . •-• • • -.. •.•• • ".".•• .. ., • • • . . : . . • . • – • –. . ...-.---.-; •-• •• ••- • • •• - •-- - -• • ---• . - ..• •• • • . -• -. ••-_.- • • ---- . -- t . . .. ... . . - - • • -• . IN WITNESS WHEREOF, the Ci -of Mantic Beach has *Cansed this agreement tot be signed and • .. . • . . ._.--. .: . - . ---• .• . . . . . " - . . - - • • . executed on its behalf-by its Mayor, z.nd duly attested by its-City Clerk, and the Employee has signed • • • . . . • ; • . . • • . .-..... • .. . . .. - • . .- . • - • . • • • . . . . .. . .. . . . • - - . • . . . . • • and execut. ed thisagl--32•-g, both in 44/51kate,ti%d day and.year fastabove,written_ • .• •- • . . • • • • • .• • . . - • • : • . • • • . • • • • • • . . • • . . , • • - . I , . • •,., • - crite,/• • '.....2"... .,....:(..........„44„,„,,hedu . • • • . • . Suzanne Shaughnessy, Oyor of,lantic • .• Peach,Florida • - • - • • . • • . • . . . . • • • . . . , . • • • ' . ' . • ATTEST: • . . • • • . . • • ---.. • • • • Aif it..,.4_......:. • 4..gLak . , • . • - ' i Maureen King, Cl C . . - . . . • • Gseau • • • • • • . . • AP MOITED •S 0 FORM: • • / . . • 4 • •t, . . . . . .Lei... ....„4„... • •. . irity Attomeir ;.' . .• • • • • . . • ' • • . . . • . •111111111b . . • - - • - 0 Employee:-I- ,es R.Hanson • • _ . . . • . . • • • . . •. • ' - ' . . • . . • ..„ • . . • . • • • . • •••• • . . . - - • • . • ' - • .• - •• • • . . . . . . . . - - : • . . . . • --- _ _. ... . . •.- • - • . - • . • . _ . . . . . . .. . . . ... • _ . . . . . . . . - — •- .. . .. . .. . . .. . •— - • • • 11