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HomeMy WebLinkAbout11092018 City Council Work Session - City Manager Recruitment ePacketCity Council Work Session Packet Friday, November 9, 2018 City Council Chambers Topic: Recruitment Plan for Permanent City Manager 10/23/2018 Seward, AK Code of Ordinances 1/1 (a) (b) (c) (d) (e) (f) 5.4. - City manager. The city manager shall be chosen solely on the basis of his demonstrated administrative qualications, with particular emphasis on his training and experience as a professional municipal administrator. He shall be a resident of the city during his tenure in oce. The city manager shall be the chief administrative ocer of the council and shall perform the duties of his oce under the authority of and shall be accountable to the council. The council shall prescribe in the Code the duties of the city manager in addition to those set forth in this charter. He shall supervise and coordinate the work of the administrative ocers and departments of the city, except the city attorney, the city clerk and the city clerk department, and he shall act as coordinator between these ocers and the other administrative ocers. He shall prepare and recommend to the council the biennial budget proposals of the city. He shall execute and enforce the Code and other acts of the council and carry out and enforce all city contracts. He shall employ or be responsible for the employment of all city employees except employees in the city clerk department, and supervise and coordinate the personnel policies and practices of the city. (10/04/94, Resolution No. 94-122; Resolution No. 2008-025, passed by voters, 10-7-2008) 10/23/2018 Seward, AK Code of Ordinances 1/1 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 2.20.035 - City manager duties. The city manager shall have the following duties: He shall be the chief administrative ocer of the council and shall perform the duties of his oce under authority of and shall be accountable to the council. He shall supervise and coordinate the work of the appointed ocers and departments of the city, except the city attorney, city clerk and city clerk department, and he shall act as coordinator between those ocers and other administrative ocers. He shall sign for the city-approved contracts, leases and agreements as authorized by the city council. He may recommend the council's sale and lease of materials, property, equipment and real estate of the city. He shall negotiate such contracts and leases as the council may authorize. He shall recommend to the council a schedule of fees and rates of all types of services performed by the city departments. He may recommend to the council any basic organization and plans for the city departments and enforce changes as approved by the council. He shall prescribe and enforce such rules and regulations as may be deemed necessary for the operation and management of all oces and departments of the city under his control. He shall submit annually a report on the preceding year's nancial and administrative activities of the city to the council. He shall present to council a biennial budget proposal for the city, pursuant to § 5.05.010 of the Seward City Code. He shall appoint the personnel ocer and provide for the management and administration of the city personnel regulations pursuant to Ordinance No. 437, as amended. He shall provide for long and short term and municipal planning. He shall provide input and aid in the eld of economic development by working with businesses, groups, and individuals interested in locating in Seward. He shall perform the duties as set forth in the charter. He shall perform such other duties as may be required of him by the council. (Ord. 483, § 1(part), 1980; Ord. 94-49; Ord. 96-07; Ord. 99-14, § 1, 1999; Ord. No. 2006-005, § 1, 7-24-2006; Ord. No. 2008-020, § 1, 1-12-2009) [17] 10/18/2018 Government Executive Search Firms - GovtJobs https://www.govtjobs.com/executive-search-firms/1/5 Job Seekers Employers Job Resources Search Firms About Search Firms Post Jobs Executive Search Firms Government executive search firms utilize contacts in the public sector and years of experience to find suitable government professionals for government clients. They conduct detailed interviews and then selectively present candidates to clients. Executive search firms can also assist in drafting job descriptions, employee agreements, etc. to draw in a pool of public sector professionals. A listing of Government Executive Search Firms specializing in the public sector. This directory is for information purposes only. GovtJobs.com is not affiliated with any of the search firms listed. Affion Public 20 North 2nd Street, Suite 200 Harrisburg, PA 17101 717.214.4922 888.321.4922 (toll-free) Alliance Resource Consulting 400 Oceangate, Suite 510 Long Beach, CA 90802 (562) 901-0769 Fax: (562) 901-3082 Email: info@allianceRC.com William Avery & Associates, Inc. 3-1/2 N. Santa Cruz Avenue, Suite A Los Gatos, CA 95030 (408) 399-4424 Fax: (408) 399-4423 E-mail: jobs@averyassoc.net Colin Baenziger & Associates 12970 Dartford Trail, Suite 8 Wellington, FL 33414 (561) 707-3537 Fax: (561) 792-2137 Email: Colin@cb-asso.com CPS HR Consulting 241 Lathrop Way Sacramento, CA 95815 (916) 263-1401 Fax: (916) 561-7205 Email: resumes@cpshr.us 10/18/2018 Government Executive Search Firms - GovtJobs https://www.govtjobs.com/executive-search-firms/2/5 Koff & Associates, Inc. 5400 Hollis Street, Suite 5 Emeryville, CA 94608 (510) 658-5633 Fax: (510) 652-5633 Email: gkrammer@koffassociates.com The Novak Consulting Group 26 E. Hollister Street Cincinnati, OH 45219 (513) 221-0500 Email: info@thenovakconsultinggroup.com The Mercer Group, Inc. 5579B Chamblee Dunwoody Road, Suite 511 Atlanta, GA 30338 (770) 551-0403 Fax: (770) 399-9749 Email: mercer@mindspring.com The Prothman Company 371 NE Gilman Blvd., Suite 350 Issaquah, WA 98027 206.368.0050 Fax: 425.270.3496 Email: info@prothman.com Slavin Management Consultants, Inc. 3040 Holcomb Bridge Road, Suite A-1 Norcross, GA 30071-1357 (770) 449-4656 Fax: (770) 416-0848 Email: slavin@bellsouth.net Springsted Incorporated Corporate Headquarters 10/18/2018 Government Executive Search Firms - GovtJobs https://www.govtjobs.com/executive-search-firms/3/5 COUNTY MANAGER DIRECTOR, DEPARTMENT OF HUMAN SERVICES Program Manager II (Grade 25) Human Resources Director Executive Assistant 85 Seventh Place East, Suite 100 Saint Paul, MN 55101-2887 (651) 223-3000 Fax: (651) 223-3002 Email: advisors@springsted.com GovHR USA 630 Dundee Road, Suite 130 Northbrook, IL 60062 Phone: 847.380.3240 Fax: 866.401.3100 Email: Info@GovHRUSA.com The Waters-Oldani Executive Recruitment 5050 Quorum, Suite 625 Dallas, TX 75254 (800) 899-1669 Fax: (972) 481-1951 Email: search@watersconsulting.com WBCP – W. Brown Creative Partners 2691 Elliott Avenue Medford OR 97501 (541) 858-0376 Fax: (866) 224-1423 Email: wendi@wbrowncreative.com Search For Government Jobs Search and apply for local government jobs for city, county and state agencies. search jobs View All Jobs Featured Government Jobs Ashevile, NC Madison, WI Rockville, MD Waukesha, WI City of Perris, CA 10/18/2018 Government Executive Search Firms - GovtJobs https://www.govtjobs.com/executive-search-firms/4/5 Government Jobs By Category Administration Code Enforcement Firefighting Economic Development Finance Human Resources Technology City Attorney Parks & Recreation Public Health Police Planning Public Safety Public Works Auditor Engineering Job Resources Government Resume Samples State-by-State Government Resources Continuing Education Government Job Description Samples Government Salary Data Since 1997 Government Jobs By State Alabama Illinois Montana Rhode Island Alaska Indiana Nebraska South Carolina Arizona Iowa Nevada South Dakota Arkansas Kansas New Hampshire Tennessee California Kentucky New Jersey Texas Colorado Louisiana New Mexico Utah Connecticut Maine New York Vermont Delaware Maryland North Carolina Virginia D.C.Mass North Dakota Washington Florida Michigan Ohio West Virginia Georgia Minnesota Oklahoma Wisconsin Hawaii Mississippi Oregon Wyoming Idaho Missouri Pennsylvania ABOUT GOVTJOBS Founded in 1997, GovtJobs.com lists local government jobs in city, county, state levels. 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Terms of Use : Privacy Policy : Contact Us 3 WORST INTERVIEW ANSWERS JOB INTERVIEW TIPS 10 JOB INTERVIEW QUESTIONS STRONG INTERVIEW ANSWERS 10/18/2018 Government Executive Search Firms - GovtJobs https://www.govtjobs.com/executive-search-firms/5/5 © 2018 GovtJobs : Government Jobs in City, County & State Page 1 of 7 Borough Manager (County Manager Equivalent) Matanuska-Susitna Borough, AK (Permanent Population Approximately 88,000) If you are looking for an incredible career opportunity, spectacular vistas, outstanding outdoor recreational activities, good schools, very friendly people, a great place to raise a family, and wide open spaces, we have just the position for you. So please read on. If you are like most of us, and have never been to Alaska, your perception of the state is one created by watching television and reading the newspaper. The images that come to mind are probably polar bears, frozen tundra, dog sleds, oil wells and, if you watch Reality TV, ice trucking and commercial fishing. That is true but only for parts of Alaska and only for parts of the year. The state is more than twice the size of the state of Texas and quite diverse. The Matanuska-Susitna Borough, also known as Mat-Su, (note – in most other parts of the country, this political subdivision of the State would be referred to as a county) has a climate very similar to that of northern Minnesota, although people who have lived in both places will tell you that they prefer Mat-Su – it is drier and the cold does not penetrate the same way. Located just north of Anchorage (population 290,600), its two largest cities are Wasilla (population 10,700) and Palmer, the Borough seat, (population 8,400). It is important to note that these cities are very similar in terms of design, appearance and amenities to cities of a similar size throughout the country. These are 14 miles apart and 40 miles north of the big city. Since Anchorage is built out and has water on two sides, mountains on the third side, and military bases on the fourth side, the Borough has become a popular and affordable housing alternative. The cost of good sized homes on an acre of land in Mat -Su averages $240,000 Page 2 of 7 while homes in Anchorage average $79,000 more. To top it off, the schools are very good and crime is relatively low. As a result, the Borough’s population has increased by 49% in the last decade and expected to double by 2025. Wasilla / Palmer form a regional center and in the last ten years, the area has attracted big box stores such as Wal-Mart, Target, Lowes and Home Depot. Residents will tell you that the only reason now to go to Anchorage is Costco or the airport. Fine dining and a regional mall might be other reasons. The Borough has rich farm land and is the largest agricultural producer in the State. While the growing season is short, the relatively high number of hours of sunlight during the summer produces a variety of crops such as vegetables, potatoes and hay. Livestock are also farmed here. The State fair takes place in Palmer annually and has produced some interesting results. The winning entry for the largest cabbage has weighed as much as 127 pounds while the largest pumpkin was 1,011 pounds. But what the area is known most for is its recreational activities. Mountains are everywhere and a portion of world famous Denali National Park and Preserve (home to Mount McKinley, the highest peak in North America at 20,302 feet) lies in the northern portion of the Borough. Hatcher Pass lies 22 miles north of Wasilla and Palmer and is a popular hiking destination. All in all, the Borough as over 2,000 miles of winter and summer trails. Cross country skiing is popular as is snow shoeing, snow machining, and, for the more adventuresome, dog sledding. In fact, the world famous 1,100 mile Iditarod dog sled race starts in Willow while the wor ld’s toughest snowmobile race begins in Wasilla and continues through Nome and on to Fairbanks for a total of 1,971 miles. While winter is stunning, summers are also spectacular. While the sun is out only about five and half hours per day in the winter, there are as many as 19.5 hours of daylight in the summer making it possible to take advantage of the area’s natural beauty well into the evening hours. The fishing is amazing. The giant King Salmon run in the area and you can catch your winter’s supply. Not as well-known is that Mat-Su is the Stillwater Fishing Capital of Alaska. The trout fishing is amazing. The area has golf courses and virtually every other kind of outdoor, summer time recreational activity you can imagine. Numerous landing strips also exist throughout the Borough, so getting where you want to go is not an issue. You can fly, drive your car, travel by train or go by snow machine. GEOGRAPHY, DEMOGRAPHICS AND CLIMATE Between 7,000 and 10,000 years ago, the ice sheets of the last ice age melted and left the Matanuska-Susitna area geologically as it appears today. It contains a wide valley, not far above tidewater, that lies between the Talkeetna Mountains to the north and the Chugach Mountains to the south and east. Pioneer Peak rises some 6,000 feet and is just south of Palmer. Nearby are Lazy Mountain and Matanuska Peak. The Matanuska and Susitna Rivers run through the heart of the valley and the Borough. For most of us, the sheer size of the Page 3 of 7 Borough is striking. Composed of 24,682 square miles, it is larger than several states and about the same size as West Virginia. Based on the 2009 population estimates, the racial composition of the Borough is 84.1% white, 7.5 Native American, 2.1% Asian / Pacific Islanders, 1.9% Black and, 4.4% two or more races. The average age is 34.5 and 62.8% of the population is between 18 and 65. The population density is 3.6 people per square mile. The population is expected to grow to 173,000 by 2025. The average annual earnings are $36,492. In terms of education, for those over 25, 10.4% have less than a high school education, 32.7% have some college, 27.6% have some college but no degree, 23.5% have an Associate’s or Bachelor’s degree and 6.8% have a graduate or professional degree. The climate ranges from very welcoming to relatively harsh. Yes, it is rather cold in the winter but it is a dry cold and if you are properly attired, it is actually quite pleasant. Just don’t take your gloves off for very long to take pictures. Average Temperature and Hours of Daylight Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Year Average High F 22.2 27.6 36 47.6 59.8 66.6 69.4 67.2 58.5 42.6 28.9 22.8 45.8 Average Low F 5.5 10.1 16.7 27.5 36 43.7 48.3 46 38.7 26.3 13.2 6.6 26.6 Hours of Daylight 5.22 7.36 10.20 13.24 16.22 19.02 19.32 17.19 14.20 11.25 8.24 5.52 11.81 While the Mat-Su does not get the incredibly harsh, nasty, winter cold of Fairbanks, it does occasionally get sustained winds of 70 miles per hour with gusts to 85 mph. HISTORY While early humans moved through the area, the Matanuska and Susitna valleys were settled by the Denaina and Ahtna Athabaskans Indians. They lived off the land and the fish in the rivers. They traded with other native groups and later with the Russians, who began arriving in Alaska in 1741 to trade furs. When the United States purchased Alaska in 1867 (for two cents an acre), many of the Russians left. In about 1880, the town of Knik was settled and in the mid-1880s, an entrepreneur named George Palmer built a trading post on the River, near what has become the present-day Borough seat of Palmer. A little later the U.S. government began to take interest in the area’s high grade coal fields for its ships. This interest sparked financiers to begin planning the Alaska Central Railroad in 1904. However, it was not until 1914 that Congress allowed the leasing of Page 4 of 7 the coal reserves, and railroad construction actually began. Homesteaders also began to populate the area, and the Palmer Post Office was opened July 6, 1917. With railroad accessibility, new markets for agriculture began to open up for farmers. The area was transformed in 1935, during the Great Depression, when the Federal Emergency Relief Administration, one of President Franklin D. Roosevelt's New Deal projects, established the Matanuska Colony. 203 families from Michigan, Wisconsin and Minnesota traveled by train and ship to start the colony. Upon their arrival in the summer of 1935, they drew lots for 40- acre tracts and their farming adventure began in earnest. The failure rate was high, but many of their descendants still live in the area and there are still many operating farms in the area. Construction of the statewide road system and the rapid development of Anchorage also fueled the area’s growth. In 1994, a statewide ballot initiative to move the capital of Alaska to Wasilla was defeated by a vote of about 116,000 to 96,000. About that time, the Ma tanuska Valley began to recover from an economic collapse, beginning a sustained boom that involved dramatic population growth, increased local employment, and a boom in residential and commercial real estate development. In 2006, along with the national real estate bust, the local real estate market slowed considerably. COMMERCE The Borough’s principal employers are: the Mat -Su School District (2013 employees), the State of Alaska excluding the University of Alaska (947 employees), Mat-Su Regional Medical Center (between 500 and 749), Wal-Mart / Sam’s Club (between 250 and 499), Fred Meyer (grocery stores, between 250 and 499), the Borough (368), Matanuska Telephone Association (250-499), First Student (250-499), Carrs/Safeway (100-249), the federal government (235) and the University of Alaska (165). 55% of Borough residents work in the Borough, 32% commute to Anchorage, 8% work on the North Slope in the oil fields (typical ly they spend two weeks there and are home for two weeks) and the remaining 5 % work in other parts of the state. THE GOVERNMENT The Borough’s mission statement is, “To be the community of choice, to live and work, where every citizen counts and possibilities continue to grow.” As noted previously, the Borough would be referred to as a county in most other places in the United States. Alaska law, however, is a bit different and, as a “Second Class” Borough, Mat-Su can only perform the powers enumerated by law unless the public votes otherwise. Alaskans pride themselves on their independence and their desire to select the specific services they want to have and to pay for. Under the law, specifically excluded services are Police, Fire, and Roads. The voters did give the Borough the power to perform Parks and Recreation services in the 1970s. With the support of residents in specific areas, Mat-Su has established a Page 5 of 7 number of Road Service Areas and Fire Service Areas. The services it does offer include Indoor and Outdoor Recreation, Libraries, limited Fire Services, limited Road Services, Land & Resources Management, Planning, Platting, Code Compliance, Cultural Resources, Water & Air Quality, Emergency Medical Services, Solid Waste, Port McKenzie, and Economic Development. Police Services are provided by local cities and the Alaska State Troopers. It also does not provide utility services, as the population is either in cities or spread out to the extent that centralized utilities are not feasible. While the School Board is separately elected, the School System gets a large percentage of its budget from the Borough. The Borough follows the Council-Manager form of government and is governed by a seven member Assembly. The Mayor has no vote (except to break a tie) and chairs the meetings. He/she does, however, have the power to veto decisions of the Assembly and has a line item veto. Members represent specific geographic districts and are elected by the residents of those districts. They serve staggered, three year terms and an election is held every year. The Mayor also serves a three year term but is elected at large. Elections are held in October. The most recent election was only a few months ago and the newly constituted Assembly is still developing its personality. Overall, the body is collegial and works reaso nably well together. They do have differences of opinion, however, and are split 4 to 3 on many issues. Other important aspects of the law are that the Borough is allowed to institute excise taxes (and it does on tobacco) but sales tax must be approved by the voters and the Borough cannot tax oil or gas. Residents do have the power of initiative but it has not been used in the past few years. Residents recently defeated a referendum which would have introduced the Strong Mayor form of government. Overall, the Borough has approximately 275 full time employees and as many as 700 on -call / part time employees. The total budget is $368 million of which $254 million goes to the School District. Of the remainder, $41 million goes to fund general Borough operations. The budget for the Fire Service areas (including capital) totals $11 million and the Road Service Areas total budget (again including capital) is $14 million. CHALLENGES The Borough has many positives and enormous potential due to its location. It also has a number of issues. First, although the Borough is stable and financially sound, it has not escaped the effects of the economic downturn. Revenues are limited and the Borough Assembly is not interested in increasing taxes. Further, much of the money that has funded projects in the State and the Borough has come from earmarks. The Borough has a need for economic development and to bring more jobs home to the Borough. Implementing its Strategic Economic Development Plan will be critical. Tourism is very important to Mat-Su. Its natural resources are impressive and the opportunities to grow tourism are many. The Borough wants to find ways to capture these opportunities. In terms of other assets, the Borough has a deep Page 6 of 7 water port that can handle the largest ships in the world. It also owns 9,000 acres around the Port that can be used for economic development. Unfortunately, so few ships use the Port, that no staff members are stationed there. The Navy has built a catamaran-style ferry that can break ice and has given it to the Borough so it can run between the Port and Anchorage (which is literally just across the Inlet, not much more than several long stone throws). The bad news is the dock has been only partially funded and not built. Turning the Port into a viable economic engine will be a challenge. Part of the solution may be the railroad the Borough is building from the interior to the Port. It is a public-private partnership between the Borough (which is providing the funding) and the Alaska Railroad (which is doing the construction and will operate the line). It has the potential to open up the mineral resources (copper, limestone, molybdenum, gold and zinc) of Interior Alaska to increase mining. Unfortunately, the railroad is being funded in pieces and not all the funding is in place. The Borough is also building a 1,500 bed prison which will provide jobs and serve as an economic engine. Right now, many prisoners are sent to places like Colorado which is costly an d makes it difficult for families to visit. The most significant other issue is finding balance between anticipated natural resource extractive development (coal mining, timber harvest, gravel mining) and maintaining existing, valued natural assets (scenery, fish and wildlife, wild places) which are important for the tourism industry, recreation, lifestyle. THE IDEAL CANDIDATE The Borough is seeking a strong professional manager who is resourceful, thoughtful, open, direct, and responsive. The populace can be characterized as conservative in a general sense, but it is important to be aware of the community’s political, cultural, religious, and social diversity. Consequently, the next manager will recognize that acceptance and tolerance of others much different than one's self has been a hallmark of long time Alaskans' thinking and behavior. He/She will be a people person. The Borough, while being extremely large, is a small town in many ways. The people are friendly and expect the same from their ma nager. She/He will see the big picture but understand day-to-day operations as well. Decisions will be made with the future in mind. The selected candidate will not just sit in the office but will be an active part of the government and the community. Good financial skills are critical and strength in intergovernmental relations will be very important. As noted, the Borough is heavily dependent on the state and federal government for many of its infrastructure needs. It is common for the Mayor, Assembly Members and the Manager to work directly with state legislators, federal Representatives and Senators. It is not uncommon for local government officials to be on a first name basis with all their elected officials and to make their case for funding. The next manager will be an advisor to the Assembly Members, a consensus builder and an outstanding communicator. The individual will see the elected officials as partners while acknowledging and accepting the employer-employee relationship. The new manager will share information freely and equally with all Assembly Members and the Mayor and work hard to ensure they are not surprised. The individual will not be a micromanager, but s/he will hold staff accountable for their actions and for result s. The individual will challenge established thinking and have strong negotiation skills will be important. The next manager will be politically astute but not politically involved. Page 7 of 7 In terms of specifics, the ideal candidate will have worked in a community of at least 20,000 residents, with an operating budget of at least $50 million and at least 200 employees. Experience working closely with School Districts, collective bargaining, intergovernmental relations, economic development, process improvement, consolidation and natural resource development are all important. The Borough utilizes the High Performance Organization model, so knowledge of and experience in its usage will be a plus. The position requires a Bachelor’s degree in business or public administration and eight years of responsible experience in the supervision or management of a multi-faceted program. Substitutions may be made based on education or work experience. COMPENSATION The starting salary range is $130,000 to $180,000. The Borough, however, is willing to pay a higher salary if presented with the extraordinary candidate. Benefits are good. RESIDENCY Residency in the Borough is required within six months. CONFIDENTIALITY In Alaska, once your application has been received by the Borough, it is a public record. As a practical matter, news coverage will probably not occur until the top candidates have been identified. THE PROCESS We are operating on a relatively tight timeline. The closing date for applications is January 21st Applicants will be screened between January 21st and February 15thh when the Borough anticipates interviewing the top candidates via video conferencing. Final interviews will be held on February 25th and 26th with a selection made shortly thereafter. OTHER IMPORTANT INFORMATION The Borough is an Equal Opportunity Employer and encourages minorities and women to apply. City of Seward, Alaska Requests for Proposals Executive Search Services for City Manager Recruitment The City of Seward, Alaska is seeking qualified firms to conduct a search and recruitment for the position of City Manager. The City of Seward, Gateway to Alaska, has a year round population of approximately 2,700 and 10,000 during the summer. The prior City Manager left after approximately seven years in the position and there is currently an interim City Manager. More information on the City of Seward is available at www.CityofSeward.net. The proposals for executive search services will include:  Description of the firm and the personnel assigned to the project.  Proposed recruitment process including meeting with the City Council, city staff, and the community. Number of proposed visits to community and / or online process only.  Methodology for reaching and attracting the greatest number of qualified candidates.  Process to review the applicants including background checks and verification of resume information.  Experience with executive recruitment in Alaska.  List of recent successful searches.  References for the firm.  Proposed price for services. Please submit one (1) original and two (2) copies along with a digital copy by ??????. to XXXXXXXXXXXXX City of Seward Attention: City Manager Search P.O. Box 167 410 Adams Street Seward, AK 66994 For questions regarding this Request for Proposal please contact XXXXXXX at 907-362-XXXX