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Home My WebLink AboutItem 09 City Manager Recruitment AGENDA ITEM SUMMARY Meeting Date: 10/7/2019 Meeting Type: Regular Meeting Staff Contact/Dept.: Mary Bridget Smith, City Manager Pro Tem Staff Phone No: 541-744-4061 Estimated Time: 10 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: Hold a public hearing and approve/not approve the Hiring Procedures and Project Timeline for the City Manager recruitment. ISSUE STATEMENT: The purpose of this item is approve/not approve the Hiring Procedures and Project Timeline for the City Manager vacancy. ATTACHMENTS: Attachment 1: Council Briefing Memorandum 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 regular session and public hearing is 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 Council and others concerning a prospective candidate. It also allows for maintaining the confidentiality of the applications to ensure a competitive recruitment and screening process. The purpose of the public hearing is to allow the public for an opportunity to comment on the standards, criteria and policy directives used to hire the City Manager. M E M O R A N D U M City of Springfield Date: 10/7/2019 To: Springfield City Council COUNCIL BRIEFING MEMORANDUM From: Mary Bridget Smith, City Manager Pro Tem Subject: City Manager Recruitment ISSUE: The purpose of this item is to obtain guidance from the Council for the upcoming City Manager recruitment process. 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. Council is tentatively scheduled for an Executive Session on November 18, 2019, to discuss the recruitment in more detail. Public Feedback on Previous Recruitment. The feedback the City received about the previous recruitment centered on the community engagement event. More specifically, changing the timing of the public engagement event from during the weekday to a time when more working people can attend, perhaps in the evening. There was also feedback that the City could do more education about the role of a City Manager and for the Council to hear and engage the community more during the process. Finally, we received specific feedback on the look of the brochure. Recruitment Procedure Summary: 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, 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 Council feedback. It includes approximately 20 questions and focuses on 5-6 key areas. There is also a recorded one question, 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. Attachment 1, Page 1 of 3 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 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. Optional Items. Competency Workshop. SGR or the City’s HR Department could meet with Council to go through an exercise where the Council determines the core competencies they are looking for in the potential candidates. SGR and/or the City’s HR Department could individually interview Councilors as before the previous recruitment to better understand the qualities and competencies the Council is looking for in the next City Manager. 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. 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. (Note Council chose to forego this option in the first recruitment). 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 competency workshop, DiSC assessment tool, press release, first year game plan, and flying significant other out for interview. Community Engagement. This is a key part of the selection process. Based on your direction, SGR and the HR Department will work together to facilitate a specific community engagement process for the finalist candidates that are asked for an interview. In the previous recruitment, Attachment 1, Page 2 of 3 the City had a facilitated Q&A Meet and Greet event with the finalist candidates at the EOC. HR staff developed interview questions and that can be modified based on Council direction. 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 developed interview questions that can be modified based on Council direction. 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 session in November. RECOMMENDED ACTION: Provide feedback on hiring procedures, standards, and criteria and approve marketing brochure. Attachment 1, Page 3 of 3 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 (2020) CITY MANAGER RECRUITMENT PROJECT TIMELINE OCTOBER 2019 Organizational Inquiry and Analysis Steps: ☐ Recruiter and Staff develop Project Plan and Timeline ☐ Recruiter places ad ☐ Recruiter social media and marketing of position ☐ Public hearing for comment on hiring standards, criteria & policy directives Council Meeting: ☐ Regular Session October 7, 2019 for adoption of recruitment process and public hearing for comment NOVEMBER 2019 Advertising and Recruitment Steps: ☐ Recruiter places ad and continues social media and marketing of position ☐ Recruiter accepts application materials Council Meeting: ☐ Executive Session November 18, 2019 to provide guidance on interview process for items such as written questionnaire, interview questions, and community engagement DECEMBER 2019 Initial Screening and Review Steps: ☐ Recruiter to manage applications ☐ Recruiter to evaluate resumes Council Meeting: ☐ 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) JANUARY 2020 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: ☐ Council Special Executive Session, date TBD for selection of finalist candidates for interviewing (Note this will be a long meeting facilitated by the recruiter) Attachment 3, Page 1 of 2 FEBRUARY 2020 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 ☐ Recruiter to issue a Press Release (if desired) ☐ Conduct Interviews/Community Engagement ☐ Deliberations ☐ Reference Checks ☐ Recruiter and HR work together in coordination of in-person evaluation and interviews of finalist candidates Council Meeting: ☐ Council Special Executive Sessions for interviews & deliberations (date TBD) MARCH 2020 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 (date TBD) to appoint new City Manager Attachment 3, Page 2 of 2 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