HomeMy WebLinkAboutItem 03 City Managers Recruitment
AGENDA ITEM SUMMARY Meeting Date: 2/11/2019
Meeting Type: Work Session
Staff Contact/Dept.: Mary Bridget Smith/CAO
Staff Phone No: 541-744-4061
Estimated Time: 60 Minutes S P R I N G F I E L D
C I T Y C O U N C I L
Council Goals: Mandate
ITEM TITLE:
CITY MANAGER RECRUITMENT
ACTION REQUESTED:
Approve Position Profile and Brochure for City Manager recruitment. Also provide
guidance for hiring procedures, standards, and criteria in preparation for February 19, 2019 Council meeting.
ISSUE STATEMENT: The purpose of this item is to obtain guidance from the Council for the marketing
brochure, hiring procedures, standards, and criteria for the City Manager
recruitment.
ATTACHMENTS:
Attachment 1: Council Briefing Memorandum Exhibit A: Example Level 2 Media Search Exhibit B: Example Comprehensive Background Report
Exhibit C: Example DiSC Assessment Attachment 2: City Manager recruitment 2019 Hiring Procedures Attachment 3: City Manager recruitment 2019 Project Timeline
Attachment 4: City Manager recruitment Professional Brochure
DISCUSSION/ FINANCIAL
IMPACT:
The purpose of this work session is to discuss the components of the recruitment
process to ensure confidentiality of applicants and integrity of the process. Staff will seek to receive Council’s approval of the marketing brochure, policy directives,
standards, and criteria to initiate the recruitment. SGR has already interviewed the Council and other various stakeholders and this information was used to create the marketing materials to attract candidates for the City Manager position.
This work session and subsequent regular session are intended to satisfy the requirements of ORS 192.660(7)(d) to allow the Council to hold executive sessions
later in the process to consider the employment of a City Manager. The executive session allows for candid discussions among the Council and others concerning the
prospective candidates. It also allows for maintaining the confidentiality of the
applications to ensure the most competitive recruitment and screening process.
M E M O R A N D U M City of Springfield
Date: 2/11/2019
To: Gino Grimaldi, City Manager COUNCIL
From: Mary Bridget Smith, City Attorney BRIEFING
Subject: City Manager Recruitment MEMORANDUM
ISSUE:
The purpose of this item is to obtain guidance from the Council for the marketing brochure,
hiring procedures, standards, and criteria for the City Manager recruitment.
COUNCIL GOALS/MANDATE:
Council Goals: Mandate
BACKGROUND:
The purpose of this memorandum is to obtain Council feedback on specific aspects of the City
Manager recruitment and hiring process. This memorandum is divided into the steps and
information that are involved in evaluating the semi-finalist candidates and the finalist
candidates respectively.
Semi-Finalist Candidates. In this phase of the process, the Council will have narrowed the field
of candidates to approximately 8-12 individuals. In addition to reviewing resumes, Strategic
Government Resources (SGR) will have already had personal interaction with each semi-finalist
candidate. The semi-finalist candidates will also complete a comprehensive written
questionnaire designed to provide greater insight into the candidates’ thought process and
communication style. The written questionnaire is custom designed and based on the
information the Council gave to the recruiter during your one-on-one interviews in January. It
includes approximately 20 questions and focuses on 5-6 key areas.
There is also a recorded online video where the candidates answer prerecorded questions. SGR
believes this provides an efficient and cost effective way to gain additional insights into
selecting the finalist candidates because it allows the Council to evaluate their technological
competence, demeanor, verbal communication, and on-camera presence. SGR also believes it
conveys to the candidates that the City uses leading edge technology in its business process and
allows the Council to ask the candidates questions on specific topics of special interest. The
semi-finalist evaluation also includes a “Level 1” Media Search which is a comprehensive
review of newspaper articles on the candidate within the previous two years. All this
information will be compiled into semi-finalist briefing books for the Council.
Finalist Candidates. The aim in the next step of the process is to narrow the semi-finalists down
to 4-6 finalist candidates who will be invited for a personal interview. The information the
Council will have in evaluating the finalist candidates will include the following:
“Level 2” Media Search/Background Report. The “Level 2” Media Search is more
comprehensive than the first level and includes SGR’s proprietary media search process. This
type of comprehensive media search can be helpful in uncovering issues that were not
previously disclosed by the candidates and not discovered by an automatic “google” search. In
addition, SGR will also complete a comprehensive background and investigation report with
Attachment 1, Page 1 of 2
detailed information regarding address history, credit report, federal and local criminal search,
among other items. After the selection, SGR will also perform a comprehensive reference
check. Redacted versions of the “Level 2” Media Search and Comprehensive Background
Report are attached for your review. (Exhibit A and Exhibit B)
Optional Items:
DiSC Assessment. SGR uses a DiSC management assessment tool to analyze and report
the candidates’ preferences in five critical areas including management style, directing and
delegating, motivation, development of others, and working with his/her own manager. A
redacted copy is attached. (Exhibit C)
Press Release. A press release can also be part of this process. It generally occurs later
after unsuccessful candidates have been informed and at a time to avoid a premature
announcement.
First Year Game Plan. Another optional item for the evaluation of the finalist
candidates is the First Year Game Plan. In this exercise, finalists are provided with contact
information for elected officials, key staff, and community leaders. They are then given free
rein to make contact with them in advance to develop a “First Year Game Plan.” Feedback is
received from key contacts on their impressions of the finalist candidates and their interactions.
This exercise provides an opportunity to evaluate their written and interpersonal communication
skills as well as their analysis.
Pay for Significant Other to Attend Interviews. SGR also recommends that the City pay
to have the candidates’ significant other come to the interview process so they can learn about
the community.
Please provide direction about DiSC assessment tool, press release, first year game plan, and
flying significant other out for interview.
Community Engagement. This will be a key part of the selection process. Based on your
direction, SGR and the HR Department will work together to facilitate the specific community
engagement process for the finalist candidates that are asked for an interview. Some of the
possible options include a public forum, a community leader reception, meet and greet, city tour,
or a round-robin form of meeting with various community groups during a multi-day interview
process.
In-Person Interview. The evaluation of the finalist candidates will also include in-person
interviews with the Council which will occur at the same time as the community engagement.
HR staff is working on developing interview questions and will discuss those with you at future
work sessions. SGR will be present to facilitate the Council’s debrief about the finalist
interviews and assist you in making a hiring decision.
The Council is scheduled to discuss community engagement and the in-person interviews in
more detail during work sessions in April and May.
RECOMMENDED ACTION: Provide feedback on hiring procedures, standards, and criteria
and approve marketing brochure.
Attachment 1, Page 2 of 2
Exhibit A, Page 1 of 11
Exhibit A, Page 2 of 11
Exhibit A, Page 3 of 11
Exhibit A, Page 4 of 11
Exhibit A, Page 5 of 11
Exhibit A, Page 6 of 11
Exhibit A, Page 7 of 11
Exhibit A, Page 8 of 11
Exhibit A, Page 9 of 11
Exhibit A, Page 10 of 11
Exhibit A, Page 11 of 11
Exhibit B, Page 1 of 10
Exhibit B, Page 2 of 10
Exhibit B, Page 3 of 10
Exhibit B, Page 4 of 10
Exhibit B, Page 5 of 10
Exhibit B, Page 6 of 10
Exhibit B, Page 7 of 10
Exhibit B, Page 8 of 10
Exhibit B, Page 9 of 10
Exhibit B, Page 10 of 10
Exhibit C, Page 1 of 27
Exhibit C, Page 2 of 27
Exhibit C, Page 3 of 27
Exhibit C, Page 4 of 27
Exhibit C, Page 5 of 27
Exhibit C, Page 6 of 27
Exhibit C, Page 7 of 27
Exhibit C, Page 8 of 27
Exhibit C, Page 9 of 27
Exhibit C, Page 10 of 27
Exhibit C, Page 11 of 27
Exhibit C, Page 12 of 27
Exhibit C, Page 13 of 27
Exhibit C, Page 14 of 27
Exhibit C, Page 15 of 27
Exhibit C, Page 16 of 27
Exhibit C, Page 17 of 27
Exhibit C, Page 18 of 27
Exhibit C, Page 19 of 27
Exhibit C, Page 20 of 27
Exhibit C, Page 21 of 27
Exhibit C, Page 22 of 27
Exhibit C, Page 23 of 27
Exhibit C, Page 24 of 27
Exhibit C, Page 25 of 27
Exhibit C, Page 26 of 27
Exhibit C, Page 27 of 27
CITY MANAGER RECRUITMENT 2019
HIRING PROCEDURES
Each executive recruitment service is tailored to meet the client’s specific needs. A full-service
recruitment typically entails the following:
1. Organizational Inquiry and Analysis
• Develop Project Plan and Timeline
• Individual Interviews with Search Committee / Key Personnel / Community Leaders (if desired)
• Development of Position Profile and Professional Production of Brochure
2. Advertising and Recruitment
• Ad Placement
• Social Media and Marketing of Position
3. Initial Screening and Review
• Management of Applications
• Evaluation of Resumes • Search Committee Briefing to Facilitate Selection of Semifinalists
4. Evaluation of Semifinalist Candidates
• Written Questionnaire
• Recorded Online Interviews
• Media Search Stage 1 • Semifinalist Briefing Books
• Search Committee Briefing to Facilitate Selection of Finalists
5. Evaluation of Finalist Candidates
• Comprehensive Media Search Stage 2
• Comprehensive Background Investigation Report • DiSC Management Assessment (supplemental service, if desired)
• Finalist Briefing Books
• Press Release (if desired) • Community Engagement (if desired)
6. Interview Process • First Year Game Plan (if desired) • Conduct Interviews
• Deliberations • Reference Checks
7. Negotiations and Hiring Process • Determine the Terms of an Offer • Negotiate Terms and Conditions of Employment
8. Post-Hire I-OPT Team Building Workshop (supplemental service, if desired)
Attachment 2, Page 1 of 1
CITY MANAGER RECRUITMENT
PROJECT TIMELINE
JANUARY 2019
Organizational Inquiry and Analysis
Steps:
☐ Recruiter and Staff develop Project Plan and Timeline
☐ Recruiter conducts individual interviews with Council, Staff & Community Leaders
January 14-15, 2019
☐ Recruiter develops Position Profile and Brochure using input from Council and Staff
Council Meeting:
☐ Work Session February 11, 2019 to provide guidance on hiring process and approval
of marketing brochure
FEBRUARY 2019
Advertising and Recruitment
Steps:
☐ Recruiter places ad
☐ Recruiter social media and marketing of position
☐ Public hearing for comment on hiring standards, criteria & policy directives
Council Meeting:
☐ Regular Session February 19, 2019 for adoption of recruitment process and public
hearing for comment
MARCH 2019
Advertising and Recruitment
Steps:
☐ Recruiter places ad and continues social media and marketing of position
☐ Recruiter accepts application materials
APRIL 2019
Initial Screening and Review
Steps:
☐ Recruiter to manage applications
☐ Recruiter to evaluate resumes
Council Meeting:
☐ Work Session with HR April 1, 2019
(provide guidance on interview questions, hiring process, community engagement,
and receive update on Veterans Preference Law and Oregon Equal Pay Act)
☐ City Council Executive Session (date TBD) to select semifinalists (approx. 8-12
candidates) (Note this will be a long meeting most likely scheduled at a time other
than the regular Monday meeting and will be facilitated by the recruiter)
Attachment 3, Page 1 of 3
MAY 2019
Evaluation of Semifinalist Candidates
Steps:
☐ Applicants complete written questionnaire
☐ Applicants complete recorded online interviews
☐ Recruiter to complete Media Search Stage 1 (Review of all newspaper articles on the
candidates within 2 years)
☐ Recruiter to complete semifinalist briefing books
Council Meeting:
☐ Work Session with HR May 13, 2019
(follow up from 4/1 WS; provide guidance on interview questions, process, panels,
and receive update on Veterans Preference Law and Equal Pay Act)
☐ Council Executive Session (date TBD) for selection of finalist candidates for
interviewing (Note this will be a long meeting most likely scheduled at a time other
than the regular Monday meeting and will be facilitated by the recruiter)
JUNE 2019
Evaluation of Finalist Candidates
Steps:
☐ Recruiter to complete comprehensive Media Search Stage 2 (Extensive Media Search
including Social Media Sites)
☐ Recruiter to complete Comprehensive Background Investigation Report
☐ Recruiter to complete DiSC Management Assessment (supplemental service, if desired)
☐ Recruiter to complete finalist briefing books
Council Meeting:
☐ Regular Session June 3, 2019 to appoint Interim City Manager
JULY 2019
Evaluation of Finalist Candidates
Steps:
☐ Recruiter and HR work together in coordination of in-person evaluation and interviews
of finalist candidates
Attachment 3, Page 2 of 3
AUGUST 2019
Evaluation of Finalist Candidates
Steps:
☐ Recruiter to issue a Press Release (if desired)
☐ Community Engagement
☐ First Year Game Plan (if desired)
☐ Conduct Interviews
☐ Deliberations
☐ Reference Checks
Council Meeting:
☐ Council Executive Sessions for interviews & deliberations (date TBD) (Note this will be
a long meeting most likely scheduled at a time other than the regular Monday meeting
with recruiter onsite)
SEPTEMBER 2019
Negotiations and Hiring Process
Steps:
☐ Determine the Terms of an Offer
☐ Negotiate Terms and Conditions of Employment
☐ Make Formal Offer of Employment
Council Meeting:
☐ Council Regular Session September 3, 2019 to appoint new City Manager
OCTOBER 2019
Post-Hire I-OPT Team Building Workshop (supplemental Service, if desired)
Attachment 3, Page 3 of 3
CITY
MANAGER
City of Springfield, Oregon
Attachment 4, Page 1 of 6
Proud History,
Bright Future
THE COMMUNITY
Nestled between the beautiful McKenzie and Willamette Rivers in the Southern Willamette Valley, Springfield, Oregon, is a city in Lane County. Covering 15.6 square miles, the City is adjacent to I-5 and is within the Eugene-Springfield
Metropolitan Statistical Area. With a population of 62,353, Springfield is the second-most populous city in the metropolitan area after Eugene. Springfield is a family-friendly community where a healthy economy and numerous
historical aspects of Oregon’s past have blended into a vibrant place to call home. The City has a median income of
$41,911 and an average home value of $183,231.
Springfield capitalizes on traditional wood products, emerging high-technology industries, and a diversifying economy. The City has the fourth largest industrial area in Oregon, with highly respected companies having large investments in
Springfield, such as Roseburg Forest Products, So Delicious Dairy Free, Royal Caribbean Cruise Lines, Mckenzie-
Willamette Medical Center, and PeaceHealth. This Spring, Wayfair will be opening a new customer service center in Springfield with 600 employees. Major forest products companies, including International Paper (formerly
Weyerhaeuser), Rosboro Lumber, and Kingsford Charcoal, maintain a strong presence and a long-term positive impact on the community. The City received the 2016 Oregon Best Cross Laminated Timber Design Award.
Outdoor enthusiasts enjoy the abundant recreation opportunities the Willamalane Park and Recreation District offers, from its exceptional walking, biking, and running trails to its scenic rivers. The McKenzie River is world-famous for fly
fishing, summer steelhead, and whitewater rafting, and the Willamette River boasts excellent fishing. Within a two-hour
drive from Springfield, residents and visitors find many other outdoor recreational opportunities such as the Oregon
Coast with world-class golf courses and sand-surfing, skiing in the Cascade Mountains, and windsurfing in the Columbia River Gorge.
Springfield’s vibrant, historic downtown has received continued positive recognition in the media and community for its
revitalization efforts. It has transformed into an arts and antiques haven, with the Emerald Art Center, numerous art
galleries, extensive murals and public art, plentiful antique and resale shops, and a monthly art walk. Also downtown is the Richard E. Wildish Community Theater that focuses on dance, musical presentations, full theatrical productions, and film festivals. Residents have access to a variety of other performing arts, such as symphony, opera, musical theater, and
major college sports at the University of Oregon and Oregon State University. Craft breweries round out the scene
downtown. A variety of family-friendly activities are available year round in Springfield, including park concerts, outdoor
movies, fishing tournaments, holiday festivals and parades, and Splash!, the City’s indoor water park.
Public education in the City is provided by the Springfield Public School District, serving 10,600 students in Springfield and east-central Lane County. The district consists of 12 elementary schools, five middle schools (one of which is a leadership
focused charter school), and five high schools, including a small learning community high school, an arts-focused charter
high school, and a leadership-focused charter high school. The district offers a strong core educational program across all
its schools. For more information, visit the district's website.
There are also several universities and community colleges nearby, including University of Oregon, Oregon State University (41 miles away in Corvallis), Lane Community College, and Pioneer Pacific College. Attachment 4, Page 2 of 6
GOVERNANCE & ORGANIZATION
The City of Springfield has operated under a home-rule charter since 1947, with a council-manager form of government. The City Council, comprised of
volunteers, consists of one person nominated from each of six wards and
elected by voters at large. The Mayor is elected by citywide vote, and Mayor
and Council elections are nonpartisan. The Mayor and City Council members serve four-year, overlapping terms with no term limits. The City Council sets overall City policy and establishes goals for the City. The Mayor and City
Council appoint the City Manager, City Attorney, Municipal Court Judges,
and community members who serve on advisory committees.
The City of Springfield is a value-focused organization that emphasizes excellent customer relations and service within the context of an overall
philosophy of team management and support of a work/life balance for its
employees. The City is also characterized as a high-performance, high-quality organization where continuity of effort and service emerges from
employees with a strong commitment to public service.
The City is very responsive to its community members, and public
involvement in governance is highly encouraged to ensure services meet community expectations and needs. In response, Springfield residents
consistently support public tax and bond measures to pay for its services.
With 390 full-time employees, the City of Springfield is a “can-do”
organization that enjoys a reputation for making good things happen. The City is not bound by tradition and is known for its many innovations.
Springfield has received numerous MarCom Awards for city promotions.
The City has a fiscal year 2020 budget of $321 million and is on a July 1
through June 30 fiscal year. Springfield's ad valorem tax rate is 1.052%.
Council Goals/Objectives:
• Provide financially responsible and innovative government services
• Encourage economic development and revitalization through community partnerships
• Strengthen public safety by leveraging partnerships and resources • Foster an environment that values diversity and inclusion • Maintain and improve infrastructure and facilities
• Promote and enhance the hometown feel while focusing on livability and environmental qualityAttachment 4, Page 3 of 6
LEADERSHIP & INNOVATION
A City in Transition:
The City of Springfield is in transition from a small town to a city and needs someone who can lead them through this
complex transition. The incoming City Manager will need to navigate the challenge of helping Springfield keep its identity
and maintain its “hometown” feel while competing in the twenty-first century. A City Manager who can help the City Council
articulate what makes Springfield special and distinguish the City from neighboring cities is desired. The City Manager
should understand how to grow the City sustainably and will help shape the future goals of the City in coordination with the
City Council, the staff, and the community.
Financial Challenges:
The City is experiencing revenue and budget challenges and is looking for innovative ways to do more with less in light of cutbacks and limited resources. The five-year budget forecast has a $25 million structural deficit due to a number of issues. There is a need to identify new ideas, programs, and positive changes to how the City does business as a result of revenue shortfalls. The new City Manager must be a good financial steward and will be tasked with moving the City toward a fiscally practical budget while maintaining quality municipal service levels.
Developing Staff:
A major focus for the new City Manager will be training and developing staff. The organization has a reputation for prompt
and efficient service but is constantly looking to ensure its staff’s actions reflect that reputation. The City is seeking a
manager who is committed to ongoing training for employees to develop them in areas such as customer service,
emotional intelligence, social skills, and people skills. The incoming City Manager should understand the role and
responsibility of the City Council and the City Manager, as well as the citizens, and how they collaborate to ensure all
operating areas are coordinated and running successfully. Succession planning will also be a priority, since there are
several transitions on the horizon between 2020 and 2024 with City Council and state legislators.
Economic Development:
The incoming City Manager should have a demonstrated track record of resourceful, entrepreneurial approaches to development and must be willing to consider creative, bold strategies to address issues and challenges related to affordable housing, land use, encouraging small and local business growth, and connecting with the diverse citizenry. The City desires someone who has a sense of vision for both the organization and community that will ensure sustainable future growth. Additionally, like many communities, Springfield has seen growth in its homeless population. The City is looking into efforts to address this community challenge, which may include building a homeless shelter in the future. As such, the City Manager will need to understand the challenges of creating housing options for the homeless.
Passion-Integrity-Results
Attachment 4, Page 4 of 6
IDEAL CANDIDATE
The City of Springfield seeks an enthusiastic, visionary, approachable, self-
confident, and personable leader to be its next City Manager. The ideal candidate will be an honest person of high integrity with strong listening skills and charisma who
has demonstrated an ability to inspire and impart enthusiasm. The selected individual will be a decisive, capable manager who is able to set obtainable goals, generate economic growth,
and go above and beyond to provide the exceptional customer service that residents expect from the
organization. Someone who is focused on results but flexible where necessary will be successful.
The new City Manager will ensure that financial planning, administrative processes, and record keeping and reporting meet the highest legal and professional standards and support the mission of the City. The incoming City
Manager will be fiscally prudent and must possess a broad knowledge of municipal finance, proven budget skills, sound
business acumen, and strategic pursuit of long-term financial sustainability to ensure that the City never fails to meet its financial responsibilities or obligations on time and on budget. The person selected should have the knowledge, skills, and ability to guide the
City Council in cost management strategies, financial policy alternatives, creative public financing strategies, and public-private financing strategies. The City Manager must be willing to take bold, calculated risks and try new things to move the City forward and
will not be afraid to step outside his or her comfort zone while inspiring staff and City Council to do the same.
Providing guidance, direction, and consultation to the City Council and department heads on matters relating to finance, personnel,
organization, process improvement, and other areas of management and administration will be priorities for the next City Manager.
The successful candidate will skillfully guide the City Council and department heads through the decision-making process, being
politically savvy but never political. The new City Manager will have a steady, calm demeanor and communicate directly and candidly, but always positively and respectfully. Fully informing City Council members in the most appropriate and timely manner and creating a close, positive, trusting, productive, and lasting relationship with all members of the Council and staff will be
important. A candidate with exceptional communication skills who is familiar with different communication styles and how best to
merge them is strongly desired.
The City Manager will be tasked with overseeing the operations of staff agencies and line departments and ensuring that the City is appropriately organized and well-staffed with a team of highly qualified and engaged employees. An empathetic team-builder with
an open, collaborative management approach, the chosen candidate will foster a cooperative and collegial environment among
department heads, getting to know staff and providing professional guidance and encouragement. The City Manager will work to
improve relations between City Council and staff, ensuring staff feels valued and ensuring a smooth rhythm between staff and City Council so they feel they are working toward a common goal. The ability to unite the organization with a shared sense of purpose,
promote teamwork, fully articulate expectations, delegate responsibility with clarity, and create a culture of accountability without micromanaging is essential.
It will be important for the new City Manager to be highly visible and active in the community, professionally as well as socially, and serve as the public face for the City. An outgoing, compassionate, empathetic, caring people person who passionately embraces
Springfield’s culture and traditions and respects its diversity will be successful. The City is looking for someone who will be there for the long-term and take the organization to the next performance level.
Attachment 4, Page 5 of 6
EDUCATION & EXPERIENCE
The selected candidate must hold a bachelor’s degree from an accredited
college or university in public administration, business administration, or a
related discipline and possess a minimum of five years of experience as a city
manager/administrator or as an assistant city manager/administrator in a city
of comparable or larger size. A master's degree and ICMA credentialing are
preferred qualifications. An equivalent combination of education and
experience that provides the required knowledge and skills may also be
considered.
COMPENSATION & BENEFITS
The City of Springfield provides a comprehensive benefits package, including
excellent medical, dental, and vision health insurance coverage; free medical
care for employees and dependents when accessed through the City’s
employee wellness center; a City-paid life and AD&D insurance policy; eleven
paid holidays in addition to paid vacation and sick leave; and a phone
allowance. The City participates in the Oregon Public Employees Retirement
System at a 6% employee deposit rate and a 6% City deposit rate. For
more information on the City’s benefit offerings, please visit:
www.springfield-or.gov.
APPLICATION PROCESS
Please apply online at: http://bit.ly/SGRCurrentSearches
For more information on this position contact:
Ron Holifield, CEO
Strategic Government Resources
ron@GovernmentResource.com
214-676-1691
This position is open until filled. To view the status of this position, please
visit: http://bit.ly/SGRCurrentSearches
The City of Springfield is an Equal Opportunity Employer and
values diversity in its workforce. Applicants selected as
finalists for this position will be subject to a comprehensive background check.
RESOURCES
City of Springfield
springfield-or.gov
Springfield Chamber of Commerce
springfield-chamber.org
Travel Lane County
eugenecascadescoast.org Attachment 4, Page 6 of 6