HomeMy WebLinkAbout2012-09-19 Board of Selectmen PacketTO: Board of Selectmen
From: Peter I. Hechenbleikner, Town Manager
Carol Roberts, Human Resources Administrator
Date: Wednesday, September 05, 2012
Re: Town Manager search
As the Board of Selectmen is aware, the current Town Manager will be retiring on June 1, 2013. The
purpose of this memo and the attached material is to give the Board of Selectmen adequate material
to think about and make decisions on how the Town Manager search process is to be conducted, in
a time frame to have a smooth transition on June 1.
The following are some thoughts on possible scenarios on how to proceed.
Role for Board of Selectmen
♦ Develop and approve the Recruitment Process
• Use Consultant? If so, for what parts of process?
• development of candidate profile
• development of community profile and candidate packet
• advertising and recruitment
• screening
• background checks
• Use Screening Committee? Board of Selectmen would approve policy establishing the
committee
o # members
o qualifications
o # candidates for Town Manager that the Board of Selectmen wants to interview
o periodic reporting to Board of Selectmen
• Candidate profile
o Board of Selectmen
o BCC
• Staff
• Public
♦ Approve the Schedule
♦ Participate in background checks
♦ Interview and appoint
♦ Negotiate employment agreement/contract (with Town Counsel)
♦ How to handle potential internal candidates
• Pano 1
Staff Role — Town Manager can assist with developing the process if the Board of Selectmen wants,
but cannot participate in interviews, recruitment, or recommendation of candidates. HR Administrator
can do the bulk of the staff work.
• write -up of candidate profile
• development of community profile and candidate packet
• advertising and recruitment
• background checks
• follow -up with candidates — keep them informed during the process
The key item to consider at the outset is the development of a candidate profile — a simple document
that tells the Board of Selectmen, a consultant (if any), the Community, the Screening Committee (if
used), and the candidates what it is that the Board of Selectmen is looking for in a Town Manager. It
may be helpful for the Board of Selectmen to consider using a consultant to facilitate the process of
developing a candidate profile. Included in this packet of information is a sample of a questionnaire
and a profile, but this process is a bit more complex than filling in a questionnaire. The Board of
Selectmen also needs to consider who, if anyone other than the members of the Board of
Selectmen, it wants to have input from in developing the profile — other Boards, Committees, and
Commissions? Department Heads? The public?
The attached material may be helpful to the Board of Selectmen in determining what process will
best ft the needs of the Town_ of Reading:
♦ A copy of Section 5.1 of the Reading Home Rule Charter that details the "Appointment,
Qualifications, Term" of the Town Manager
♦ A timeline for the Town Manager selection process
♦ A copy of 3 pages on the Candidate Profile from the Massachusetts Municipal Management
Association booklet on hiring a Town Manager
♦ A copy of the PP presentation at the 2012 MMA Annual Meeting entitled "From Ad to Offer: Hiring
by Committee"
♦ A copy of the International City and County Management Association (ICMA) Code of Ethics
♦ An article from the ICMA newsletter on the number of Manager's positions for whom applications
are being sought.
03
Article 5
TOWN MANAGER
Section 5 -1: Appointment, Qualifications, Term
The Board of Selectmen shall appoint a Town Manager and may enter into a contract with the Town
Manager not exceeding three (3) years in length, and shall fix his compensation within the amount annually
appropriated for that purpose. The Town Manager shall not be subject to a personnel bylaw, if any. The Town
Manager shall be appointed solely on the basis of his executive and administrative qualifications. He shall be a
professionally qualified person of proven ability, especially fitted by education, training and previous
experience. He shall have had at least five (5) years of full -time paid experience as a City or Town Manager or
Assistant City or Town Manager or the equivalent level public or private sector experience.
The terms of the Town Manager's employment shall be the subject of a written contract setting forth his
tenure, compensation, vacation, sick leave, benefits, and such other matters as are customarily included in an
employment contract. While serving as Town Manager he shall devote full time to the office (and except as
expressly authorized by the Board of Selectmen) shall not engage in any other business or occupation and
(except as expressly provided in the Charter) shall not hold any other public office, elective or appointive, in the
Town.
With the approval of the Selectmen, he may serve as the Town's representative to regional boards,
commissions and the like but shall not receive additional salary from the Town for such services.
[Amended November 10, 1997 (Article 7) and approved by vote of the Town on March 24, 19981
[Amended November 15, 2004 (Article 16) and approved by vote of the Town on April 5, 20051
[Amended November 21, 2011 (Article 28) and approved by vote of the Town on March 6, 20121
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M a s s a c h u s e t t s R e c r u i t m e n t G u i d e I i n e s H a n d b o o k 36
Suggested Administrator Profile
Developing a profile of the ideal administrator provides the background against which to
evaluate candidates for the position. Here is a checklist that any community can use as a
model. Each governing body or board member can begin by filling out the form, and then all
members of the governing body can use the individual rankings to reach a consensus on how
the group rates each item. Remember that each community has some specific issues or
concerns that rank higher than others. An honest evaluation of what skills and attributes are
most important to a community is critical at this point.
Once the governing body has reached consensus, one or two members Who are capable writers
can convert the checklist into a profile similar to the sample here. This profile can be shared with
candidates who apply for the position so that they have a clear picture of the governing body's
preference. All people involved in the job interviews should also have copies of the profile so
that everyone is working from a common understanding of the type of person the elected
officials are seeking.
Preparing this profile provides a unique opportunity to clarify and codify the skills and attributes
that a community is looking for in an administrator. Local officials should make the most of this
chance to get the best possible fit between the governing body and the administrator.
Format for an Administrator Profile
(For Governing Body Use)
Describe the background, skills, and qualities you feel your .locality needs in an
administrator.
General
1. Relevant Education
2. Relevant Experience
Skills and Past Performance
1. Governing Body Relations
2. Administrative Ability
3. Written and Oral Communication Skills
4. Budget/Finance /Information Technology
5. Human Resources /Risk Management/
Benefits Administration
6. Labor Relations /Collective Bargaining
7. Community Relations
8. Intergovernmental Relations
9. Economic Development/Revitalization
10. Innovation and Major Achievements
11. Infrastructure and Facilities
Importance (High, Medium, Low)
Massachusetts Recruitment G u i d e I i n e s Handbook 37
12. Specialized expertise pertaining to your locality, e.g. utility management, solid waste, and
landfill management {be specific)
Sample Administrator Profile
Education and Experience
A bachelor's degree or equivalent experience in local government should be required, a
master's degree preferred. A minimum of three years of public administration experience is
required, with five years preferred. Past local government experience of individual must show
performance in areas that include budgeting and finance, human resource management,
information technology, risk management, grants procurement and administration, economic
development strategies, understanding, of state laws, and other related matters including land
use planning, zoning regulations, engineering, and public works. Prior [state] experience
preferred. Experience and knowledge in local government accounting is desirable. ICMA
Credentialed Manager preferred.
Skills and Past Performance
Administrative ability. Must have demonstrated performance in human resources and /or
collective bargaining for a community having not less than 10 employees. Good communication
skills are a must, including the ability to listen, communicate with various segments of the
community, and develop good relations with the business community. Person must be willing to
devote whatever time is necessary to achieve the goals and guidelines established- by the
governing body. Knowledge of how to organize departments and demonstrated leadership
qualities are desirable.
Governing body relations. Ability to take time and interest in working with members of the
governing body to keep them informed and explain technical processes. Should be able to
adequately inform the governing body on a regular basis so there are no surprises. Both written
and oral communications with the governing body are essential. The person must be able to
accept constructive criticism and to implement the needed changes. Candidate must be open
and honest with the governing body and able to present all sides of an issue that affect the
locality. The individual must be able to carry out the intentions and directions of the governing
body enthusiastically.
Budget and finance. Should have demonstrated prior experience in managing a city or county
budget. Experience and expertise in grant procurement is desirable, as well as dealing with
locally -owned utility finances.
Collective bargaining /human resource management. Must have some knowledge of [state]
labor relations law, with preferred demonstrated ability in the collective bargaining process. Must
demonstrate a personality that can communicate the local government's goals and needs to
employees.
Community relations. Candidate must have demonstrated involvement in community activities.
Experience working with and understanding the needs of the business community is highly
desirable. Candidate should be able to present a confident image of the local government to the
community at large. Must be able to demonstrate a positive, productive attitude to citizens of the
community.
0
M a s s a c h u s e t t s R e c r u i t m e n t G u i d e I I n e s H a n d b o o k 38
Intergovernmental relations. Must be able to- relate to and develop a good working
relationship with other local governments, county governments, community organizations,
schools, and state and federal agencies.
Editorial credit. The "Suggested Interview Techniques," "Format for an Administrator Profile,"
and "Sample Administrator Profile," sections of this document were originally published in A
Guide to Hiring a Chief Administrative Officer produced by the Illinois City /County Management
Association, Center for Governmental Studies, Northern Illinois University, DeKalb, Illinois.. This
Handbook in its entirety was originally published by ICMA and has been modified by the
Massachusetts Municipal Management Association for use in the Commonwealth of
Massachusetts.
I 7MA r? A jr�&T
,-Ar?m 9-1 iH
A
Peter Hechenbleikner, Reading Town Manager
Mary Pat Flynn, Falmouth Selectman
Paul DeRensis, Sherborn Selectman (Moderator)
January 21, 2012
MMA Annual Meeting & Trade Show
Hiring a CAO /CEO is the most
important responsibility
of the Board of Selectmen
(or Council)
Where does it start?
MMA Annual Meeting 1-21-12 'From Ad to Offer. Hiring by Committee'
4 major steps to the process
of filling a vacancy in
the CAO /CEO Position
(this assumes that the Community
wants an "open" process)
-interim CAO /CEO
-Recruitment Process
-Selection Process
-Finalizing Arrangements
MMA Annual Meeting 1-21-12 'From Ad to Offer. Hiring by Committee'
Why is there a vacancy
in the Position?
This can have an effect on the
process for hiring.
-New Position
-Termination
-Resignation for Another Position
-Retirement
MMA Annual Meeting 1- 21- 12 'From Ad to Offer. Hiring by Committee'
What do you do in the
short term?
Designating an interim
CAO /CEO
*Internal (candidate for permanent position ?)
•MMMA Ww"chuseds Municipal Management Associatio
www.massmanagers.org or contact the MMA t 800.8821498
.Collins Center
-Word of mouth
MMA Annual Meeting 1- 21- 12'From Ad to Offer. Hiring by Committee'
How do you now fill the
Permanent Position of
CAO /CEO?
The Board of Selectmen must
discuss and vote to establish a
recruitment process.
HER Administrator and/or Assistant
CAOICEO are good resources
MMA Annual Meeting 1- 21- 12 'From Ad to Offer. Hiring by Committee'
What are the options for
a process for a
recruitment process?
-Consultant bring finalists to Board
-Consultant + screening committee
-Screening committee
-Board of Selectmen as screening
committee (OML considerations)
MMA Annual Meeting 1-21-12 "From Ad to Offer. Hiring by Committee'
6p, ) 2
Where can the Board of
Selectmen get recruitment
process help and guidance?
R Office and /or Assistant CAO /CEO
Consultant
MMA Member groups (MMMA and MSA)
Neighboring CAOICEO
MA Recruitment Guidelines Handbook
MMA Annual Meeting 1-21-12 "From Ad to Offer. Hiring by Committee'
Other recruitment
process considerations
-Screening Committee make -up?
-Community input?
-Candidate profile?
-Potential Charter Changes?
MMA Annual Meeting 1 -21 -12 "From Ad to Offer. Hiring by Committee'
Additional recruitment
process considerations -
Minimum qualifications
.In -house candidate?
-Require /desire MA experience?
-Professional credentials?
ICMA, iCMA Credentialed, MMMA
MMA Annual Meeting 1 -21 -12 "From Ad to Offer. Hiring by Committee'
iz
3
Still more recruitment
process considerations -
Relations with Applicants
•Confidentiality
•Keep applicants informed
-Make salarylbenefits parameters clear
-Paying for applicant's expenses
MMA Annual Meeting 1 -21 -12 From Ad to Offer. Hiring by Committee'
SCREENING /SELECT /ON
Now that you have a pool of
applicants, how do we
select the right one?
•Who will do screening?
-Move process expeditiously
-Maintain confidentiality
-Evaluate resumes based on candidate
profile
MMA Annual Meeting 1-21-12 'From Ad to Offer. Hiring by Committee'
SELECTION
Screening Committee
Interviewing
-Confirm re reimbursement of expenses
-Additional community info
-Standardized questions /exercises
-Advise candidates of process
MMA Annual Meeting 1 -21 -12 `From Ad to Offer. Hiring by Committee'
SELECTION
Board of Selectmen
interview
-Removal of confidentiality —check in
with candidates
-interview in open session
-Standardized questionslexercises
MMA Annual Meeting 1- 21- 12'From Ad to Offer. Hiring by Committee'
SELECTION
Board of Selectmen due
diligence
-Candidates meet with Dept. Heads?
-Avoid Impulsive decision
-Site visit
-Background check
MMA Annual Meeting 1- 21- 12'From Ad to Offer. Hiring by Committee'
FINALIZING
ARRANGEMENTS
-Making an Offer
-Negotiating Compensation, Benefits, Start Date
MMA Annual Meeting 1-21-12 'From Ad to Offer. Hiring by Committee'
FINALIZING
ARRANGEMENTS
Contract
-Contents of the Contract
-Who negotiates
-Who prepares?
MMMA Sample Agreement:
httpJ/ www. rnassmanagers .org/homelpageslmunicip
al-manager-employment-agreements
MMA Annual Meeting 1-21-12 "From Ad to Offer. Hiring by Committee'
Does it always work
this smoothly?
Lessons learned
Questions ?.
MMA Annual Meeting 1-21-12 'From Ad to Offer. Hiring by Committee'
ICMA Code of Ethics I iema.org Page 2 of 3
ICMA Code of Ethics
The principles outlined in the iGMA Lode of Ethics and enforced by the Rules of Procedure govern the conduct of every
member of ICMA.
Adopted in 1924, the ICMA Code of Ethics defined the principles that today serve as the foundation for the local government management
profession and set the standard for excellence. Leadership in a management structure committed to equity, transparency, integrity, stewardship
of public resources, political neutrality, and respect for the rights and responsibility of elected officials and residents strengthens democratic
local governance. ICMA members pledge to uphold these principles in their conduct and decisions in order to merit the trust of the public,
elected officials, and staff they serve. As a condition of membership, ICMA members agree to submit to a peer -to -peer review under established
enforcement procedures should there be an allegation of unethical conduct.
ICMA's Code of Ethics, most recently amended by the membership in 1998 to reflect changes in the profession, includes Guidelines to assist
members in applying the principles outlined in the Code. The Guidelines were adopted by the ICMA Executive Board in 1972 and most recently
revised in July 2004. Individuals seeking advice on ethics issues or enforcement are encouraged to contact Martha Perego, ICMA's director of
ethics at 202/962 -3668 or email rnperegoOlcma.org.
Here is the full version of the IC IA Code of Ethics (with Guidelines).
The mission of ICMA is to create excellence in local governance by developing and fostering professional local government 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:
Tenet 1
Be dedicated to the concepts of effective and democratic local government by responsible elected officials and believe that professional general
management is essential to the achievement of this objective.
Tenet 2
Affirm the dignity and worth of the services rendered by government and maintain a constructive, creative, and practical attitude toward local
government affairs and a.deep sense of social responsibility as a trusted public servant
Tenet 3
Be dedicated to the highest ideals of honor and integrity in all public and personal relationships in order that the member may merit the respect
and confidence of the elected officials, of other officials and employees, and of the public.
Tenet 4
Recognize that the chief function of local government at all times is to serve the best interests of all people.
Tenet 5
Submit policy proposals to elected officials; provide them with facts and advice on matters of policy as a basis for making decisions and setting
community goals; and uphold and implement local government policies adopted by elected officials.
Tenet 6
Recognize that elected representatives of the people are entitled to the credit for the establishment of local government policies; responsibility
for policy execution rests with the members.
Tenet 7
Refrain from all political activities which undermine public confidence in professional administrators. Refrain from participation in the election
of the members of the employing legislative body.
Tenet 8
Make it a duty continually to improve the member's professional ability and to develop the competence of associates in the use of management
techniques.
Tenet 9
Keep the community informed on local government affairs; encourage communication between the citizens and all local government officers;
emphasize friendly and courteous service to the public; and seek to improve the quality and image of public service.
Tenet 10
http://icma.org/en/icma/ethics/code—of ethics 8/2/2012
ICMA Code of Ethics I icma.org
Page 3 of 3
Resist any encroachment on professional responsibilities, believing the member should be free to carry out official policies without interference,
and handle each problem without discrimination on the basis of principle and justice.
Tenet 11
Handle all matters of personnel on the basis of merit so that fairness and impartiality govern a member's decisions, pertaining to appointments,
pay adjustments, promotions, and discipline.
Tenet 12
Seek no favor; believe that personal aggrandizement or profit secured by confidential information or by misuse of public time is dishonest
Fo terk 'd' :es
U91 D IN 0 U.
0
http://icma.org/en/icma/ethics/code—of ethics 8/2/2012
Miami Beach or Park City? there's city manager openings across U.S.
Miami Beach or Park City? there's city manager openings
across U.S.
Jay Hamburger The Park Record The Park Record
Posted:
Wanted: a city, town or village manager.
Apply to: any number of communities across the U.S. that are now seeking their next top staffer.
Page 1 of 1
ParkRecord.com
As Park City prepares to recruit someone to succeed City Manager Tom Bakaly, there are at least upward of 30 other places
performing the same exercise, according to classified postings late in the week on the website of the International
City /County Management Association
The group is a Washington, D.C. -based not - for - profit focused on the management of local governments, and it maintains a
job board focused on executive positions and other high -level municipal openings. It is likely not an exhaustive list of the
chief executive openings in the nation since individual communities differ in their recruitment practices.
Some of the postings in recent weeks include the city manager positions in Miami Beach, Fla., the Bay area community of
Santa Clara, Calif., and Boulder City, Nev., sitting between Las Vegas and Lake Mead.
The recruitments elsewhere will be well underway, and possibly completed or nearly finished, by the time Park City
advertises the local opening. But the postings provide a snapshot of the market for municipal executives as the Park City
search nears.
Bakaly, the city manager since 2003, will leave the Marsac Building to become the city manager in Hermosa Beach, Calif.
He starts there on Sept. 4. Diane Foster, the deputy city manager in Park City, will serve as the acting city manager until a
permanent one is installed. She has said she will not be a candidate for the permanent position.
Park City plans to hire a firm to assist with the recruitment. The mayor and Park City Council hope a person is selected by
the end of 2012.
The leader of a group that represents the interests of local communities in Utah said this week he expects the opening will
receive widespread interest. Scott Harbertson, who is the mayor of Farmington and the president of the Utah League of
Cities and Towns, said his city received more than 12o applications when it conducted a nationwide search for a city
manager in 2011.
"You're going to have a huge response, I believe," Harbertson said.
He added City Hall could "easily" receive several hundred applications and the response will be "phenomenal." The job
could be of interest to a younger municipal executive attempting to build a resume, he said.
Harbertson said both Park City and Utah are desirable places, noting that the state is prospering and has a strong economic
base. He also said the city manager post in Park City is a plum position. He said the ski industry and the annual Sundance
Film Festival are some of the attractions of government work in the city.
It would be an "honor and privilege to be employed there and be the key administrator there," he said.
Perhaps 10 percent of the applications could come from inside the state, he said. Others will submit applications from
across the U.S. if a nationwide recruitment is conducted, as is planned, Harbertson said.
The recruitment for a successor has more intrigue than the one that was undertaken when Bakaly was hired in 2003. City
Hall conducted a nationwide search at that time as well, but Bakaly was seen as the clear front - runner for the position after
his unprecedented rise in the ranks to become Park City's first -ever assistant city manager.
It is not clear whether there will be internal candidates with Foster saying she will not apply. r
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