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5.5. SR 03-14-2005 Item 5.5. MEMORANDUM TO: Mayor and City Council FROM: Pat Klaers, City Ad~~t~ator March 14, 2005 ~ DATE: SUBJECT: Community Development Director Update The City Council last discussed the community development director position at the February 14, 2005, worksession. Attached for your reference are the minutes from this discussion. At the February 14 meeting, the City Council decided to hire a professional executive search fIrm for the community development director position and that this executive search fIrm should not be Brimeyer and Associates. In this regard, I obtained information from the League of Minnesota Cities on executive search fIrms that have been recommended to the League by cities that have used these fIrms. This list of fIrms is attached for your information. From this list I contacted Personnel Decisions, Inc., Sathe Executive Search Firm, and Springsted and verbally requested proposals for the Elk River community development director search. Attached for your review and consideration are these three proposals. Services provided by executive search fIrms do not come cheaply; however, as discussed at the last worksession this may be money well spent by the city. Funding for the executive search will likely come from the City Council Contingency fund and from some savings in the 2005 budget by having the position start slightly later than originally planned. This position is in the budget based on the assumption that it would begin around mid-July. Each week that the starting date is delayed amounts to a budget savings of approximately $1,775. Accordingly, if the position does not begin until around Labor Day, a good share of the executive search fee will be covered by this savings. Also at the last worksession, Councilmember Farber provided some comments regarding the position description. Attached is this same position description for your review (no changes have been made yet). Staff will be getting back to the Council in the next month or two regarding some changes to the position description. Additional Council comments on the position description are welcome. The hiring range for the community development director was approved on December 13,2004, by way of the Council Consent Agenda. Attached is this agenda memo for your review. At some point CORPORATE HEADQUARTERS MINNEAPOLIS ASIA CHINA HONG KONG SHANGHAI JAPAN TOKYO SINGAPORE SINGAPORE AUSTRALIA MELBOURNE SYDNEY EUROPE I3ELGEU M BRUSSELS CZECH REPUBLIC PROSTEJOV FRANCE FERNEY-V OLTAIRE (GENEVA) PARIS GERMANY TUBINGEN HUNGARY BUDAPEST ROMANIA BUCHARES'I SLOVAK REPUBLIC BRATISLA V A SWEDEN STOCKHOLM UNITED KINGDOM LONDON NORTH AMERICA A TLANT A AUSTIN BOSTON CHICAGO DALLAS DENVER DETROn HOUSTON Los ANGr~LrS MINNEAPOLIS/ST. PAUL NEW YORK SAN FRANCISCO WASHINGTON, DC 10 III PERSON'ffiL · I Rf5~=!?!~N~ o 3 2005 2000 Plaza VII Tower 45 South Seventh Street Minneapolis, Minnesota 55402-1608 Phone 800 633 4410 Fax 612 904 7120 www.personneldecisions.com MAXIMIZE POTENTIAL. ACCELERATE SUCCESS 2 March 2005 Pat Klaers, City Administrator City of Elk River . 13065 Orono Parkway Elk River, MN55330 Dear Pat: Thank you for your interest in PDI services for the recruitment and selection of Elk River's Community Development Director. It is eXGiting to help the city find the right person for this new position. As we discussed, PDI can provide assistance in three major areas: . Fully understanding the position requirements · Designing and developing an effective recruitment strategy · Fully evaluating candidate qualifications On the front end, we would develop a comprehensive position profile detailing the competencies, challenges, and priorities for the position. This would serve as a basis for later candidate evaluation and perfor1llance evaluation for the chosen person. On the recruitment side, we would obtain contact information for individuals who meet the required qualifications and ensure they are aware of the position's availability. We would also obtain nominations by contacting the most senior, well-respected individuals in the profession and asking them to submit names. The evaluation procedures are designed to provide increasingly greater depth with a more select number of individuals: The final goal is that the city have "no surprises" when an individual is chosen. We also take great care to treat candidates equitably and openly. One of our ethical hallmarks is the provision of feedback to applicants, whether they are selected or not. PERSONNEL DECISIONS INTERNATIONAL CORPORATION PERSONlliL DECISIONS INTERNATIONAL Page 2 Thank you again for the opportunity to work with you and the City of Elk River. I look forward to assisting you in this important endeavor. Cordially, ~~/~ Harry Broil Senior Vice President, Public Sector Services in the process, maybe after a consultant is hired and has met with us to further discuss the position, I would like for the Council to give some more thought to the hiring range. The hiring range that was approved by the Council was $65,000 - $75,000 per year. In this regard, it should be noted that the three employees which the community development director will be supervising (Catherine Mehelich, Steve Rohlf, and Michele McPherson) are currently earning $71,447. The top of the hiring range for the community development director is less than 5% above this wage and my concern is whether or not we can attract good qualified applicants for the position with this hiring range. Once again, an executive search firm may be able to provide some input and guidance on this issue. At this March 14,2005, worksession, the City Council needs to decide how to move forward with the selection of an executive search firm for the community development director position. S:\Council\Pat\200S\ Worksessions\Community Development Director Update 0314 OS.doc City of Elk River Search, Recruitment, and Selection of Community Development Director 2 March 2005 Harry Brull, Senior Vice President Public Sector Services STATEMENT OF CONFIDENTIALITY This proposal is an unpublished copyrighted work containing trade secret and other proprietary information of Personnel Decisions International Corporation. This copy has been provided on the basis of strict confidentiality and the express understanding that it may not be reproduced except by City of Elk River for use in evaluating the proposed project, and may not be revealed to any person, organization, consultant, or vendor without express written permission from Personnel Decisions International. Personnel Decisions International 2000 Plaza VII Tower 45 South Seventh Street Minneapolis, MN 55402-1608 612.339.0927 T ABLE OF CONTENTS BACKGROUND ApPROACH AND METHODOLOGY Activity One: Job Analysis/ Determination of Position Requirements Activity Two: Recruitment Activity Three: Screening Activity Four: Evaluation Activity Five: Finalist Assessment Activity Six: Six-Month Performance Review DIVISION OF RESPONSIBILITY LONGEVITY GUARANTEE TIME FRAMES PRICING (FOR EACH PROCESS) REFERENCES ApPENDIX A: PROJECT TEAM BIOGRAPHIES 1 3 3 3 4 4 5 6 7 8 9 10 11 14 Copyright rg 2005 Personnel Decisions International All Rights Reserved 3/2/2005 BACKGROUND Personnel Decisions International (PDI) is a full-service industrial/organizational psychology consulting firm headquartered in Minneapolis. Our general expertise lies in the area of assessment and development of both individuals and organizations. Since our founding in 1967 by Drs. Marvin Dunnette of the University of Minnesota and Wayne Kirchner of 3M, we have evaluated the competence of over 10,000 applicants for managerial and executive positions. Clients for these services include private industry, nonprofit organizations, and agencies of local, state, and federal government. As leaders in the field of work-related assessment, we have developed a wide range of screening and assessment tools designed to provide decision makers with accurate and powerful information regarding the specific capabilities of each individual. In the public and nonprofit arenas, we have extended our services to include the identification and notification of candidates who meet the necessary qualifications and may have interest in the position. These "up-front" services are designed to effectively notify the largest possible pool of qualified applicants, giving the hiring agency maximum choice in the subsequent selection process. PDI has conducted these procedures for a wide variety of positions including: . County Administrator . City Administrator . City Manager . School Superintendent . School Principal . Library of Congress Professional Positions . Federal Trade Commission Professional Positions . U. S. Postal Service Executive Positions . Police Chief . Fire Chief . Personnel Director . City Clerk . City Engineer . State Nursing Association Director . Youth Agency Executive Director Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/2/2005 2 PDI is also a nationwide leader in the design and implementation of fair employment practices. Weare frequently called upon to design selection procedures under federal consent decrees and U.S. Department of Justice auspices. We also have provided expert testimony in both state and federal courts regarding race and gender fairness of selection procedures. Our assessment procedures allow for the accurate comparison of both internal and external candidates. All procedures and processes for this project conform to applicable state, federal, and professional guidelines including EEO, Affirmative Action, Uniform Guidelines for Employee Selection, Minnesota Human Rights, and POST. The key staff for this project will be drawn from PDI's Public Sector Division, which specializes in services to agencies of government. The following individuals will serve as key staff members; all have had extensive experience in recruitment and selection of top executive public sector positions. . Project Manager-Harry Brull . Project Principal-Donna DiMenna Please see Appendix A for a description of these individuals' expenence. Copyright rg 2005 Personnel Decisions International All Rights Reserved 3/2/2005 3 ApPROACH AND METHODOLOGY Activity One: Job Analysis/ Determination of Position Requirements PDI would conduct interviews with the Council and other key individuals to determine the mix of skills and abilities required in the position. Input would be gathered from staff through the use of a questionnaire. In addition, we would review relevant documentation such as position descriptions, organizational charts, etc. This information would be compiled into an updated position description and position profile, and become the basis for advertisements and other recruiting literature. These documents would also include details such as minimal qualifications, desired experience, and other factors relevant to recruitment and selection. As experts in the process of job analysis, PDI would ensure that the resulting necessary qualifications meet all legal guidelines and provide a blueprint against which to compare subsequent candidate qualifications. We estimate that this step could be completed within two weeks. Activity Two: Recruitment We would work with the City to determine the scope of the recruitment (regional, national, etc.). During our conversations, PDI would determine the location and current job responsibilities of individuals most likely to meet the position requirements. We would then designate a recruiting strategy including relevant publications, broadcast letters, and a mechanism for nominations that would yield the largest number of most qualified applicants for the position. We could coordinate a survey effort to determine the competitiveness of the salary package if necessary. Depending upon publication schedules of any designated periodicals, this step would begin the timeline. Copyright rg 2005 Personnel Decisions International All Rights Reserved 3/2/2005 4 Activity Three: Screening Based upon the minimum qualifications and position profile, PDI would screen applications to determine which individuals have the highest likelihood of meeting the position requirements. Based upon the job requirements and position profile, PDI would design the following instruments and procedures to conduct a first screen of resumes: . Assessment of minimum qualifications-Resumes would be checked to ensure that all minimum qualifications are met. . Resume scoring form and decision rules-Based upon the position documentation, PDI would design a process whereby resumes may be quantitatively evaluated and scored to yield groupings of continuing candidates. We would ensure that all procedures meet requirements for affirmative action, EEOC, and federal and state law. As part of this step, we would ensure that all candidates receive information regarding the following: . Procedures to alert them of their continuing status in the process . Conditions regarding confidentiality . Selection process timetable Given the projected numbers of individuals who may apply, we would recommend a follow-up screening process that would involve mailing further requests for information to applicants. This will allow more valid decisions regarding which individuals should achieve semi- finalist status. Such requests for information may include: . "Targeted" resumes-Response to specific questions regarding the scope and extent of their experiences . Responses to essay questions . Documentation of specific accomplishments Using this two-tier screening process, we would expect that the screening effort would require approximately three to four weeks. Activity Four: Evaluation Depending upon the qualifications of candidates, we would expect to present approximately six to ten candidates for further selection procedures. Depending upon the wishes of the City, we would designate a set of information-gathering procedures designed to produce more detailed information about this smaller group of Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/2/2005 5 applicants. This set of techniques could include but not be limited to the following: . Oral interview panels--One or more formal interview procedures conducted by designated individuals such as Council members, staff members, etc. PDI has had considerable success using staff interviews for input into the selection of the chief executive. . Written testing--Based upon PDI's background in managerial assessment, instruments designed to yield information regarding problem solving ability; faculty with words, numbers, and concepts; leadership style; interpersonal style; etc. . Assessment center activities-Simulations designed to assess the candidates' capabilities regarding specific tasks required of the position. These would include such experiences as In-basket Exercises, Press Conferences, Meetings with Subordinates, etc. The combination of approaches will yield the most accurate and stable assessment of the individual candidate's skills and abilities. PDI would compile information gathered in the form of confidential reports for each viable applicant and submit them to the Council for discussion and decisions regarding finalist status. Depending upon the nature and extent of procedures used, this step would require approximately two weeks. Activity Five: Finalist Assessment At this point, PDI would coordinate extensive information gathering regarding the finalist candidates. These activities could include: . In-depth appraisal . Primary and secondary reference checking . Computer press search . Design and training of Council Interview At this point, the Council would conduct interviews with finalist applicants. PDI would be able to assist in final negotiations after the Council has made its hiring decision. Based upon the procedures required, we estimate that this step could be accomplished in approximately two weeks. Copyright <<::i 2005 Personnel Decisions International All Rights Reserved 3/2/2005 6 Activity Six: Six-Month Performance Review As part ofPDI's responsibility, we would engineer a six-month performance review of the new Community Development Director, which includes the following components: . Input from each Council member and City Administrator . Input from key staff . Summary and collation of results . . Presentation of results to the Council . Face-to-face session with the new Director and Mayor/Council to discuss results This process allows for early "course corrections" if needed, helping to ensure success for the individual and the City. Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/1112005 DIVISION OF RESPONSIBILITY 7 As consultant to the City on this project, PDI is prepared to assume the following responsibilities: . Design of all job analysis and candidate evaluation procedures . Provision to the Council of valid information regarding the knowledge, skills, and abilities of each applicant . Assistance in response to interested parties such as staff, the media, etc. . Assistance in contract negotiations with chosen candidate We see the City's responsibility as follows: . Approval of all documents and procedures . Decision making or, at a minimum, approval of decisions regarding the status of any and all individual applicants . Securing of physical locations for job analysis sessions, interviews, assessment center activities, etc. Copyright ~ 2005 Personnel Decisions International All Rights Reserved 3/2/2005 8 LONGEVITY GUARANTEE If the individual(s) selected through a PDI process leave voluntarily during a two-year period or are terminated for cause during the time period, PDI is prepared to replicate the search process with all labor costs waived. Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/2/2005 9 TIME FRAMES The following time frames can be used as estimates: Weeks from Activity Project Start Activities 1-2: 1-4 Job Analysis and Recruitment Activity 3: 5-7 Screening Activity 4: 7-9 Evaluation Activity 5: 9-12 Finalist Assessment New Director Start Date 12+ Copyright (Q 2005 Personnel Decisions International All Rights Reserved 3/2/2005 10 PRICING (FOR EACH PROCESS) FEE PAYMENT SCHEDULE Activity One: Job Analysis/Position Requirements $3,000 (Required) Activity Two: Recruitment . Consultation $1,500 . Implementation (design and mail ads, broadcast letters, etc.) Activity Three: Screening . Design $2,000 . Evaluation of candidates Activity Four: Evaluation . Design and training of panel interview $3,000 . Design and training of staff interview Activity Five: Finalist Assessment . In-depth appraisal $7,000 . Primary and secondary reference checking . Computer press search . Design and training of Council interview Activity Six: Six-month Review $1,000* Project management $3,000 Labor subtotal (assuming no more than 3 finalists) $19,500 * Charge is waived if first five activities are utilized Expenses Out-of-pocket expenses such as advertising, telephone, etc., will be billed at cost; estimates for each process are as follows: . Advertising . Postage . Telephone $950 $200 $100 . Candidate travel costs (depends upon the number, location, etc.) PDr will submit monthly invoices for work performed and expenses incurred. A "hold-back" percentage on the part of the city is satisfactory. Copyright (Q 2005 Personnel Decisions International All Rights Reserved 3/2/2005 11 REFERENCES The following individuals can attest to the quality ofPDI's services for executive selection: . Eden Prairie, Minnesota Nancy Tyra-Lukens, Mayor (952) 949-8300 City Manager Search: May 2002 . City of Golden Valley, Minnesota Scott Grayson, Council Member (952) 593-0515 City Manager Search: August 2002 . City of Plymouth, Minnesota Judy Johnson, Mayor (952) 509-5000 City Manager Search: December 2003 . City of Brooklyn Park, Minnesota Scott Draeger, City Council Member (763) 424-8000 City Manager Search: October 2002 . City of Arden Hills, Minnesota Beverly Aplikowski, Mayor 651-634-5120 City Administrator Search: July 2003 . Washington County, Minnesota Jim Schug, County Administrator (651) 439-3220 . Apple Valley, Minnesota Annette Margarit, Human Resource Manager (former) (763) 545-2525 . City of Lino Lakes, Minnesota John Bergeson, Mayor (651) 464-5562 . City of Lino Lakes, Minnesota Gorden Heitke, City Administrator (651) 464-5562 . City of Minneapolis, Minnesota Ann Eilbracht, Human Resource Director (612) 673-3000 . City of Minnetonka, Minnesota David Childs, City Manager (former) (530) 542-6045 Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/2/2005 12 . City of New Hope Dan Donahue, City Manager (763) 531-5112 . City of North S1. Paul Wally Wysopal, City Manager (651) 748-2532 . City of Oakdale Craig Waldron, City Administrator (651) 730-2705 . Scott County, Minnesota Dave Kigin, Personnel Director (952) 496-8703 . Dakota County, Minnesota Will V olk, Employee Relations Director (651) 438-4422 . Dakota County, Minnesota Brandt Richardson, County Administrator (651) 437-3191 . City of Shoreview, Minnesota Terry Schwerm, City Manager (651) 490-4610 . City of Shakopee, Minnesota Mark McNeill, City Administrator (612) 445-3650 . Anoka County Melanie Ault, Human Resources Director (763) 323-5525 . City of Bloomington, Minnesota Mark Bemhardson, City Manager (952) 948-8780 . City of Bumsville, Minnesota Jill Hansen, Human Resources Director (952) 895-4471 . City of Chanhassen, Minnesota Nancy Mancino, Mayor (former) (952) 474-3861 . City of Eagan, Minnesota Tom Hedges, City Administrator (651) 681-4613 Copyright I1;J 2005 Personnel Decisions International All Rights Reserved 3/2/2005 13 . City of Prior Lake, Minnesota Frank Boyles, City Manager (763) 447-9801 . City of Rochester, Minnesota Linda Gilsrud, Personnel Director (507) 285-8086 . City of St. Louis Park, Minnesota Nancy Gohman, Human Resources Director (952) 924-2500 . City of Edina Gordon Hughes, City Manager (952) 927-8861 . City of Fridley, Minnesota William Bums, City Manager (763) 572-3500 . City of Hastings, Minnesota Michael Werner, Mayor (651) 437-4127 . City of Hastings, Minnesota David Osberg, City Administrator (651) 437-4127 . Hopkins Schools, Minnesota Dennis Dahlman, Personnel Director (952) 933-9101 . Edina Public Schools, Minnesota Ken Dragseth, Superintendent (952) 944-3613 . Metropolitan Airports Commission Jeff Hamiel, Executive Director (612) 726-1892 Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/212005 14 ApPENDIX A: PROJECT TEAM BIOGRAPHIES Harold P. BruIl ... is Senior Vice President, Public Sector Services of Personnel Decisions International. During his 25 years at PDI, he has designed selection procedures for over 1,000 local, state, and federal agencies. He has had hands-on experience in the recruitment and selection of key executives for local government throughout the United States as well as state and federal projects. His first project with PDI was the 1978 selection of the City of Minneapolis' first police chief from outside the agency. Prior to joining PDI, he served as a Senior Probation Officer, educator, and general contractor. He has taught at Cornell University, University of Minnesota, Minneapolis Community College, Saint Olaf College, and the Southern Police Institute. He received his M.S. from the State University of New York in 1973, and is a Ph.D. candidate in educational psychology at the University of Minnesota. He is a licensed psychologist in the State of Minnesota. Donna DiMenna, Psy.D., L.P. ...is a Consultant at Personnel Decisions International (PDI). With a focus on assessment and coaching, she conducts individual assessments to select and develop managers and executives, and provides tailored individual training for skill enhancement. Dr. DiMenna also works as a coach and trainer in PDl's Coaching programs, tailored programs that provide training and feedback to professionals in areas causing performance limitations or leadership derailment. Prior to joining PDI, Dr. DiMenna had a private practice for 10 years offering counseling, coaching, consulting, and team building to individuals and groups. She also authored a book on bibliotherapy, a review of 330 self-help books germane to mental health. During her career, Dr. DiMenna has worked in healthcare and education, and has presented workshops on a wide variety of topics. Dr. DiMenna received her Bachelor of Arts in Political Science from the University of Minnesota, and a Masters and Doctorate in Counseling Psychology from the University of St. Thomas. She is a member of Minnesota Psychological Association, and Minnesota Women Psychologists. Copyright @ 2005 Personnel Decisions International All Rights Reserved 3/2/2005 Sathe Executive Search 5821 Cedar Lake Road. Minneapolis, Minnesota 55416 Phone (952) 546-2100 . Fax (952) 546-6930 Building Better Teams Since 1974 March 9, 2005 (Emailedto:pklaers@ci.elk-river.mn.us) Mr. Patrick Klaers City Administrator City of Elk River 13065 Orono Parkway Elk River, Minnesota 55330 Re: Community Development Director Search Dear Pat: Sathe Executive Search is honored to submit this proposal to help you recruit and hire a Community Development Director. Under our Exclusive Client Advantage, if you select us, we will not accept any similar metro area searches until your assignment is completed. Established in 1974, Sathe Executive Search has provided recruitment services for over 600 organizations and has filled nearly 2,800 positions. We have worked with many cities on several Community Development Director searches over the years. Geographically, our assignments in recent years have been 70% regional, 25% national, and 5% international. Weare honored by the Greater Minneapolis Chamber of Commerce as the only search firm to receive their Keystone Award which is presented to organizations for outstanding community service. Each year since 1988, we have given at least 5% of our gross profits to support worthy community projects. Our brochure provides an overview of our search process. In this proposal, we will address the finer points unique to the Elk River Community Development Director assignment. STEPS WE WILL FOLLOW IN THE ELK RIVER COMMUNITY DEVELOPMENT DIRECTOR SEARCH Survey, Consensus Building and Profile Development When your search team assembles to make a unified hiring decision, it is important from the onset that the goals and desired outcomes be clearly defined. For example, some team members may emphasize skills in planning and economic development, while others may favor skills in finance, human resources, communications skills, or community programming. Mr. Patrick Klaers City of Elk River March 9, 2005 Page 2 To achieve a consensus, Sathe Executive Search will craft a set of proprietary survey tools to identify points of agreement and disagreement among the search team members. Additionally, during our meetings, we will listen to all views of what is needed for success in the position. With your approval, we will interview some city hall staff and active citizens to get their input and help them feel included in the selection process. The next step is to meet as a group to discuss areas of agreement and to reach a consensus on matters where opinions may differ. After any differences are resolved, we will draft a position profile for your approval. The profile will clarify the scope of the position and the key attributes that you have agreed are important. The profile also serves as an effective recruiting tool after our initial contact with candidates. Targeted Custom Research and Sourcing After the survey, consensus building, and profile are completed, we will build a target list to begin our research stage to identify and locate qualified candidates. We will initiate direct contact with targeted individuals and invite them to consider your opportunity. We also ask for referrals. We may place tailored announcements in various trade media, including the Internet and our web site at www.sathe.com. so that additional candidates may contact us. Our previous searches and extensive database are often a productive resource to generate qualified referrals, as well. It is likely that we will have contact with over one hundred prospective candidates during this phase of the search process. Summary of Methods to Identify Candidates 1. Direct recruiting from targeted cities. 2. The Sathe candidate database developed over 30 years. 3. The Internet, including our website at www.sathe.com. 4. References from colleagues in the search industry. 5. Position announcements in select media and professional trade organizations. 6. Referrals from the City of Elk River search committee. Search Firm Interviews and Evaluations Each candidate's background will be carefully reviewed to identify and select the most qualified candidates from those we have contacted. You may also suggest candidates whom you would like us to evaluate and include in our process. As a representative of the City of Elk River, you may be assured that all candidates will be given equal consideration under the Title Seven Law and will not be discriminated against on the basis of age, race, gender, sexual preference, religion, national origin, etc. We will endeavor to reach qualified affirmative action candidates and will abide by the Minnesota Data Practices Act. Progress Report and Meeting After approximately four weeks, we recommend that we meet with you to review our progress. We will prepare summary narratives on the most qualified candidates and present any additional useful information uncovered during the course of our work. Usi.ng your feedback, we will recommend two candidates for your in-depth interviews. Mr. Patrick Klaers City of Elk River March 9, 2005 Page 3 City of Elk River Search Committee Candidate Interviews With your approval, the short list of candidates will be scheduled to meet with representatives from your search committee. Sathe Executive Search will be onsite to assist with scheduling and logistic issues during these interviews to ensure that the process goes smoothly. Needless to say, it is equally important that the City of Elk River makes a positive impression on all finalist candidates so they remain excited about the opportunity until your final selection is made. Prior to this meeting we will offer to conduct an interview training session so that all interviewers are comfortable with the kinds of questions that can and should be asked. We will suggest several interview formats keeping in mind the Open Meeting Law. 3600 Reference Check After you choose your finalists, we will conduct thorough 3600 reference checks respecting the fact that recruited candidates may be interviewing with us confidentially and cannot risk having their current employer becoming aware of their interest in the Elk River Community Development Director position. We use the phrase '3600' because we endeavor to contact subordinates, peers, supervisors, and other individuals who know the candidate from various perspectives. To ensure that we are on target, the reference checks will be benchmarked against the initial survey results and the position profile that we developed together at the beginning ofthe search. Additionally, we can contract an outside service to verify academic credentials, past employment records, driving records, education, credit standing, and potential legal findings. Outside Testing The final candidate may be evaluated further by an independent outside assessment organization to test the candidate against your position profile and make comparisons to others in the city administration field. The assessment organization can also analyze the candidate's interpersonal management style to validate or challenge the opinions you formed during your interview process. Candidate testing by an outside firm, if you request it, is billed separately by the testing firm. Weare affiliated with Profiles International which enables us to offer testing in-house at a reduced rate of $195 per candidate. We provide this testing at no charge on full fee searches. The Offer With your guidance, we will prepare and present an offer and negotiate any points of difference on your behalf. Weare accustomed to dealing with family issues arising from a job change: spouse's career, children in school, real estate, etc. We will assist in every way to ensure a smooth transition from the candidate's current position to the Community Development Director position with the City of Elk River. Follow-Up After the hire, we will remain "on call" to assist you if new issues develop after the candidate has started. Mr. Patrick Klaers City of Elk River March 9, 2005 Page 4 Timetable Searches of this kind typically take 60 to 90 days to complete depending on the candidates' and your availability to schedule meetings and interviews. We feel certain that qualified candidates can be presented within 30 days of commencing the search. Sathe Executive Search Team The search team at Sathe Executive Search will be led by Senior Partner Greg Albrecht and Founding Partner Mark Sathe, with administrative support from Marilyn Khan and Annette Drieslein. Our "Exclusive Client" Advantage We think it is important to emphasize that Sathe Executive Search accepts only one search of a kind at a time to ensure that you do not compete with other clients for our resources or the best candidates. Therefore, if we are hired by the City of Elk River, we will not accept another search requiring a similar pool of candidates until you have selected your Community Development Director. We encourage you to ask each search firm you are considering whether they will offer you this same exclusive status. Fees Our fee structure offers flexibility which has enabled us to accommodate each client's preferences. Our standard fee is based on one-third of the position's annual gross compensation. Or, some clients prefer a negotiated set project fee. Sathe Executive Search accepts only retained assignments and we continue our efforts on each assignment until it is completed to your satisfaction. For the City of Elk River Community Development Director search, we propose a fee of$18,600. In addition to the project fee, search expenses are invoiced at actual cost and are incurred only with your prior approval. Expenses include the costs incurred specifically for your search for travel and lodging, web announcements, advertisements, long distance phone charges, and mass mailings. Candidate testing by an outside firm, if you request it, is billed separately by the testing firm. We estimate the expenses to be less than $400 for this search. Billing Cycle Our fee is submitted in three installments. Upon your authorization to proceed, we will submit the first invoice for $6,200. A second invoice for $6,200 will follow mid-search, typically at 45 days, which reflects the work completed plus expenses incurred on your behalf. The third invoice, plus any remaining expenses, will be issued when the search is concluded. Guarantee Our successful placement ratio is 95%, however, if the candidate you selected is not the right fit, we will reopen the search for up to one year for no additional charge except expenses. Mr. Patrick Klaers City of Elk River March 9, 2005 Page 5 We thank you for considering our search service. If selected, we pledge to do our best by helping you clarify the ideal candidate profile, research, recruit, evaluate and profile the most suitable candidates, orchestrate the interviews and selection process, reference check and achieve the ultimate hire for the City of Elk River. Respectfully submitted, Greg Albrecht Mark Sathe Greg Albrecht Senior Partner Mark Sathe Founding Partner Accepted by: Patrick Klaers City Administrator City of Elk River Date Sathe Executive Search 5821 Cedar Lake Road . Minneapolis, Minnesota 55416 Phone (952) 546-2100 . Fax (952) 546-6930 Building Better Teams Since 1974 CITY OF ELK RIVER COMMUNITY DEVELOPMENT DIRECTOR SEARCH REFERENCES This list of references contains proprietary information. We are pleased to provide you with names, titles, and telephone numbers of these clients for reference checking. We respectfully request that this data be used only for the purpose intended. Client: Contact: Phone Number: Contact: Phone Number: Search Assignment: CITY OF LAKEVILLE, MINNESOTA Bob Johnson, Mayor (952) 985-4400 Bob Erickson, Former City Administrator (651) 254-0075 City Administrator Client: Contact: Phone Number: Contact: Phone Number: Contact: Phone Number: Search Assignment: CITY OF HUGO, MINNESOTA Mike Ericson, City Administrator (651) 429-6676, Ext. 4 Chuck Haas, Council Member (651) 481-1495 Wally Stoltzman, Former Mayor (651) 429-6159 Community Development Director/Planner Client: Contact: Phone Number: Search Assignment: CITY OF CHANHASSEN, MINNESOTA Nancy Mancino, Former Mayor (952) 474-3861 City Manager Client: Contact: Phone Number: Search Assignment: CITY OF BEMIDJI, MINNESOTA Richard Leman, Mayor (218) 751-7721 City Manager Client: Contact: Phone Number: Contact: Phone Number: Search Assignment: CITY OF CENTERVILLE, MINNESOTA Tim Swedberg, Mayor (651) 407-6222 Mari Nelson, Council Person (651) 407-0908 City Adminstrator City of Elk River Community Development Director References Page 2 Client: Contact: Phone Number: Contact: Phone Number: Search Assignment: CITY OF SILVER BAY, MINNESOTA Scott Johnson, ~ayor (218) 226-4444 Gary Bromberg, Retired Administrator (218) 226-3364 City Administrator Client: Contact: Phone Number: Search Assignment: CITY OF CARVER, MINNESOTA James Weygand, Mayor (952) 361-8481 City Administrator Client: Contact: Phone Number: Search Assignment: CITY OF ROSEMOUNT, MINNESOTA Paula Graff, Human Resources Coordinator (651) 322-2002 City Administrator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Proposal City of Elk River, Minnesota Proposal to Provide an Executive Search March 10, 2005 ~ Springsted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Table of Contents 1 APPROACH .......................................................................................................... 1 A. Position Analysis......................................................................................... 1 B. Recruitment and Preliminary Screening ..................................................... 1 C. Identification of Semi-Finalists...................................................................... 2 D. Selection of Finalists/Candidate Presentation .............................................. 3 E. Interview Coordination/Employment Negotiation .......................................... 3 F. Ongoing Services ........................................................................................ 4 G. No Solicitation Policy ................................................................................... 4 Overview of the City of Elk River Search Process ............................................. 5 2 COST ..................................................................................................................... 6 Professional Fee................................................................................................ 6 Out-of-Pocket Expenses.................................................................................... 6 Additional Work.................................................................................................. 6 Proposed Work Schedule .................................................................................. 7 3 ASSIGNED STAFF .................... ................ ........... ................ .......... .............. ........ 8 History and Leadership...................................................................................... 8 Qualifications..................................................................................................... 8 Staff and Experience.......................................................................................... 9 4 RECENT SEARCHES ......................................................................................... 12 SAMPLE WORK PRODUCT ........................................................................ APPENDIX Springsted provides high quality, independent financial and management advisory services to public and non-profit organizations, and works with them in the long-term process of building their communities on a fiscally sound and well-managed basis. Et Springsted . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~ Springsted Springsted Incorporated 380 Jackson Street. Suite 300 Saint Paul, MN 55101-2887 Tel 651-223-3000 Fax 651-223-3002 www.springstedcom LETTER OF TRANSMITTAL March 10, 2005 Mr. Patrick Klaers, City Administrator City of Elk River 13065 Orono Parkway Elk River, Minnesota 55330 Re: Request for Proposal to Provide an Executive Search for a Community Development Director Dear Mr. Klaers: The following information has been prepared in response to your request of March 03,2005, requesting proposals from firms experienced in conducting executive searches for local governments. Springsted has extensive experience in conducting searches of this type, both in Minnesota and nationally. We have helped a wide variety of cities, counties and towns seeking new managers and department heads, whose skills and personalities are compatible with the needs of the community. We are especially proud of our record in the Midwest, particularly in helping communities of similar size and demographic features to the City of Elk River. Some recent successfully completed searches include: Brooklyn Center, Ramsey County, Ribbing, Chisholm, Grand Rapids and Pipestone. We are currently assisting the City of Eagan in recruiting a Parks and Recreation Director. The enclosed proposal which follows outlines the process we will use to assist the City in initiating and completing the search for a Community Development Director, the cost for our services, our timetable for completing the work, the primary staff involved in assisting the City and other information, as requested. We are prepared to begin working with the City almost immediately upon receiving notification to proceed. We would welcome further discussion with you, the Mayor and Council with regard to any questions relative to our proposal. Springsted has enjoyed working with the City in the past and appreciate the opportunity to submit this response to your request. I look forward to meeting with the Council in the near future. J:t~ Nick Dragisich, Executive Vice President Manager of Consulting Services dww Public Sector Advisors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Approach 1. Approach A. Position Analysis B. Recruitment and Preliminary Screening ~ Springsted The following project approach and methodology is recommended for recruiting and selecting a Community Development Director for the City of Elk River. We would be willing to modify our approach and time schedule, as requested by the City. Springsted will meet with the Mayor, City Council and key staff to establish working relationships, define and refine the project's scope, procedures and timetable, and to develop and review the materials and details required to successfully complete the project. Individual interviews will be conducted with the Mayor and each member of the City Council to determine the specific duties and responsibilities of the position, as well as individual expectations concerning desirable training, experience, professional and personal characteristics of the candidates. As part of the interview process, the Mayor and each member of the City Council will be asked to complete a Personnel Selection Profile questionnaire that will provide specific information about their expectations of the successful candidate. At the request of Council, we will also meet with and interview the City's Administrator and department heads to gain insight into their needs and expectations concerning the new Community Development Director. In addition, at the City's request, Springsted staff will conduct up to two (2) community meetings, or interview up to ten (10) citizens or community leaders the Council identifies, who may interact with the Community Development Director on a regular basis to offer a community perspective concerning the personal qualities, knowledge, skills and abilities a successful candidate should possess. After the results of the interviews and questionnaires are analyzed and summarized, the consultants will prepare and submit a position profile to the Mayor and City Council for review and comment. The City's existing community profile will be updated and a new position profile specific to the Community Development Director's position, job criteria, and employment conditions and parameters will be developed. An example of a position profile is included in the Appendix. Springsted will initiate a comprehensive search and recruitment process, based upon City Council direction. Announcements detailing the position will be placed in appropriate professional and news publications, on the City's and Springsted's Web site, and in professional journals, as selected by the City. At a minimum, Springsted would recommend that advertisements be placed in newsletters and on Web sites of the International City Management Association (lCMA), ICMA JOBS, League of Minnesota Cities, and other appropriate professional publications and sites. In addition, direct contact will be made with comparable communities in Minnesota and throughout the country to maximize City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Approach 2 the City's exposure with local government professionals in key communities similar to Elk River. These contacts will take the form of personal discussions, as well as direct mail and e-mail messages that convey the community and position profile to potential candidates Springsted identifies as meeting the profile criteria. Our knowledge of, and volume of work in, Minnesota localities and throughout the United States, allows us significant insight into those individuals who may have an interest in the City and who may best fit the City's qualifications, personality and established organizational culture. Based on our own experience, contacts and files, Springsted will identify and actively seek individuals who meet or exceed the City's desired qualifications and invite and encourage them to apply. Although the position will be publicly advertised, many of the most qualified applicants will not respond to a public announcement unless invited. Springsted makes a significant effort to reach out to all potential candidates and has a positive record of attracting a diverse pool of applicants. Springsted has established a reputation among local government professionals for handling searches discreetly and confidentially, so as not to jeopardize current employment arrangements. This reputation removes a possible barrier for prospective candidates with good employment situations. This is important because the City will want to attract those individuals to the process. The consultants will receive, acknowledge, review and screen each application we receive based on the criteria developed with the City. The information contained in the applications and resumes, and our knowledge of the organizations for which the applicant works, will also be evaluated. Springsted will provide timely acknowledgment and periodic status reports by personal letter to all applicants on behalf of the Mayor and City Council. C. Identification of Semi-Finalists Springsted will identify those candidates whose qualifications most closely match the criteria established by the City Council, and analyze and assess the professional and personal qualifications and achievements of each, carefully matching their credentials with the selection guidelines and the position specifications. The consultants will interview each of these candidates to verify and expand on their written data and to ensure the candidates' real and continuing interest in the position. Preliminary and discreet reference checks will be made with individuals who are knowledgeable about each candidate. Depending on the geographical location of the candidates, we may arrange to videotape these candidates in order to save the travel expense of personal interviews for the semi-finalists. Other clients have found reviewing these videos to be very helpful when evaluating the final candidates. ~ Springsted City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Approach D. Selection of Finalistsl Candidate Presentation E. Interview Coordination! Employment Negotiation ~ Springsted 3 Background checks, if requested by the City, will be conducted and will include criminal, credit and credential verification. Personal and professional reference checks from professional associates and others, as appropriate, will be performed. The semi-finalists will be requested to submit references. These references will be contacted, but Springsted will also conduct inquiries from independent sources. The consulting team will carefully check the background of each semi- finalist. To date, no candidate recommended by Springsted has been the subject of a criminal or ethics violation investigation. A report covering all applicants will be prepared and Springsted will recommend, with written justification, the four to seven candidates who most nearly meet the Mayor and City Council's specifications. As part of the final report, Springsted will also prepare for the Mayor and Council's review, a list of questions that relate to City's current issues and submit them to the finalists for written response. These responses will be included in the final report and will provide the Mayor and Council with an opportunity to evaluate the candidates writing abilities, analytical skills, problem solving and research abilities. A personal interview will be conducted with each finalist and detailed background and reference checks will be conducted. Springsted will speak directly with individuals who are, or have been, in positions to evaluate each candidate's performance on the job. The report submitted to the Mayor and City Council will include a professional profile of each candidate's qualifications, an assessment of his/her background, candidate biographies and references. The consultants will meet with the Mayor and City Council to present and discuss the recommendations, provide background information and assist in determining those candidates who are best qualified for consideration for appointment to the position of Community Development Director. Springsted will assist the Mayor and City Council in designing the interview and selection process. Interview procedures will be recommended and sample interview questions developed. The consultant will coordinate the scheduling of finalists for interviews and will attend and participate in the interviews, if requested. When the Mayor and City Council have identified the most desirable candidate, Springsted will assist in negotiating final employment parameters, benefits and salary, if requested. When a final offer has been made and accepted by the successful candidate, Springsted will notify all other applicants by personal letter of the Mayor and City Council's action. City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Approach F. Ongoing Services G. No Solicitation Policy ~ Springsted 4 Springsted has a continuing interest in the success of this selection process. For that reason, we will return to the City, if requested, approximately 90 days after the selected candidate for Community Development Director begins working, to assist in the resolution of any issues that may have surfaced between the governing body and/or the City Administrator and the new Community Development Director. Springsted also commits to performing another executive search if the new Community Development Director voluntarily resigns, or is dismissed for cause, during the first year of employment. Each of these services will be provided at no additional cost to the City, other than reimbursement for direct expenses incurred by Springsted. Springsted feels very strongly that, once a candidate has accepted a position, that person has an obligation to be on the job for a good period of time. Springsted will not actively recruit anyone whom we have placed with a client during their employment with that client. City of Elk River, Minnesota. Proposal to Provide An Executive Search . . Approach . . C . . . DEVELOP . POSITION ANALYSIS . AND CITY PROFILE . · Refine search process . with the City Council, . including: - Project timetable . - Placement of ads - Background checks . - Employment parameters . · Document review . · Create Position Profile . and recruitment . brochure . · Position Profile and recruitment brochure . approved by the City Council . . . . . . . . . . . ~ Springste . 5 Overview of the ommunity Development Director Search Process City of Elk River, Minnesota RECRUIT AND SCREEN CANDIDATES · Actively recruit candidates · Place advertisements in professional journals, newspapers and Web sites · Screen applications, based on Position Profile criteria · Conduct telephone interviews to identify semi -finalists · Provide periodic updates to the City Council d EVALUATE CANDIDATES · Present finalists and their qualifications to the City Council; recommend final candidates · City Council designates finalists · Interview finalists and check backgrounds · Present written report on each candidate to the City Council · City Council interviews SELECT CANDIDATE · Assist in employment negotiations with successful candidate, as requested · Keep other finalists informed of the status of the selection phases · Contact all finalists at the conclusion of the process City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost 6 2. Cost Professional Fee Out-of-Pocket Expenses Additional Work B Springsted We have provided the City with a schedule of fees for completing each of the five tasks identified in our approach for assisting the City with this executive search. Task Task A. Position Analysis Task B. Recruitment and Preliminary Screening Task C. Identification of Semi-Finalists Task D. Select Finalists/Candidate Presentation Task E. Interview Coordination/Employment Negotiation Total Proposed Fee Proposed Fee $5,000 $2,500 $2,500 $2,500 $1,500 $14,000 We propose to complete the entire process for the Community Development Director search for a professional fee of $14,000, exclusive of direct out-of- pocket expenses. Springsted would charge the City, at cost, for actual out-of-pocket expenses. Out-of-pocket expenses include, but are not limited to, travel and sustenance; overnight or messenger deliveries; conference calling beyond our internal capabilities; photocopying and mailing; advertising costs, video and/or interview costs; and, reference and background check costs. Should the City request and authorize additional work outside the scope of services described in this proposal, or subsequently agreed to by the City and Springsted, we would invoice the City at our standard hourly rates as shown in the table below. Hourly Fee Schedule Title Rate Principal & Senior Officer $195 Officer & Project Manager $165 Senior Associate $140 Associate $125 Support Staff $ 50 City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Cost 7 Proposed Work Schedule Springsted takes pride in meeting its time commitments. The schedule to commence this project coincides with Springsted's completion of other recruitment efforts. This will ensure that the proposed staff members will be available to concentrate on this recruiting process for the City of Elk River. Springsted is prepared to initiate the search within seven days after receiving the official notice to proceed. A detailed project schedule, which is typical for such a process is shown below. The schedule assumes approval to proceed by March 15. The schedule can be adjusted to meet the needs of the City. There are factors that impact on meeting the schedule that are beyond the consulting team's control, such as publication deadlines, videotaping and interview-schedules and appropriate resignation notices to present employers. Springsted will make every effort to meet the City's goal of completing the search as quickly as possible, without compromising the quality of the search. Task - Community Development Director Project Initiation/Position Analysis Recruitment and Preliminary Screening Identification of Semi-Finalists Selection of Finalists/Candidate Presentation Interview Coordinating/Employment Negotiation March April May June July ~ Springsted City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . I. . . Assigned Staff 3. Assigned Staff History and Leadership Qualifications ~ Springsted 8 Springsted is one of the largest and most established independent public sector advisory firms in the United States. For over 50 years, we have continually grown in the range of our client relationships, the comprehensiveness of our services and our prominence within the industry. Our managed growth is focused on providing clients with a balance of national perspective and local expertise. Springsted is a women-owned business. Three employee-owners lead Springsted. Our headquarters are located in Saint Paul, Minnesota, with additional offices located close to our clients throughout the Midwest and mid-Atlantic states. In 2000, Springsted merged with Municipal Advisors Incorporated (MAl) of Virginia Beach, Virginia. MAl had been an established cornerstone of public finance and management services throughout the region. The full MAl staff joined Springsted, and continues to work from our office in Virginia Beach. They share Springsted's enthusiasm for the role of financial advisor, and have additional expertise in the human resources and organizational management fields. These talents enhance and expand Springsted's service offerings through our Organizational Management and Human Resources Services team. Springsted's growth continued through staff expansion and the opening of an additional office in Richmond, Virginia. As management consultants, and because we understand the financial, operational and administrative aspects of local governments, Springsted plays an important role in helping clients derive the greatest benefit from their resources while increasing their efficiency and effectiveness. In response to the growing requirements facing our clients, we broadened our range of advisory services to include our Management Consulting Services Group, services that were enhanced through our merger with Municipal Advisors Incorporated. Extensive knowledge and experience in the fields of municipal management, municipal finance, personnel and local government operations are Springsted hallmarks. Each team member has several years of local government experience in a variety of areas of expertise. This experience helps us recognize the unique qualities of each local government client, thus improving the quality and relevance of our studies. The fact that the firm has provided management consulting services to numerous clients and has offices located throughout the country, provides us with a good knowledge base for dealing with the current and future issues facing the City of Elk River. City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Assigned Staff 9 Staff and Experience Our staff's breadth of experience and depth of expertise are two of our most important characteristics in providing high-quality service to clients. Many of our staff have backgrounds in municipal and county government, education or with development firms and non-profit organizations, so they share our clients' perspectives in developing solutions. Each client draws on the talents of many members of our staff. We assign a specific client service team to ensure primary responsibility for each project. The teams are comprised of qualified individuals who are experienced in the specific challenges confronting you. The teams are free to draw upon the expertise of our entire staff. Nicholas R. "Nick" Dragisich, Executive Vice President and Client Representative, will be the primary contact and senior officer responsible for overall project management. He has been directly responsible or involved in numerous searches in Minnesota and in the mid-Atlantic states. He has over 20 years of management experience ranging from city administrator to city engineer. He holds a master's degree in business administration and a bachelor's degree in civil engineering. Craig Rapp, Vice President and Client Representative, will be responsible for assisting Mr. Dragisich in the preliminary review and screening of potential candidates and developing a list of final candidates for consideration by the City. He has twenty-five years as a senior executive in both the public and private sectors, holding the positions of City Manager in three cities, Community Development Director of the Metropolitan Council of the Twin Cities, Managing Principal of a planning and urban design firm, and President of his own consulting firm. He holds a master's degree in public administration and a bachelor's degree in urban studies. ~ Springsted City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Assigned Staff Nicholas R. Dragisich Executive Vice President ~ Springsted 10 As a Client Representative and a Project Manager for Springsted, Mr. Dragisich performs management services studies for clients. He assists clients in areas such as executive search, service delivery systems, financial feasibility, financing options, capital improvement programming, and debt management. Prior to joining Springsted, Mr. Dragisich served in three government management positions. Most recently for the City of Spokane, Washington, he served as Assistant City Manager where he managed a staff of approximately 1,000 and a budget of approximately $176 million. While in Spokane, Mr. Dragisich restructured the Operations Division to increase efficiency and responsiveness to customers' needs. The Operations Division encompassed Capital Programs Planning/ G.I.S. Engineering Services, Building Codes, Environmental Programs, General Services, Planning, Solid Waste Collection and Recycling, Transportation, Wastewater, and Water and Hydroelectricity. He also served as City Administrator for the City of Virginia, Minnesota for nine years where he managed all City services in addition to the Virginia Regional Medical Center and the Department of Public Utilities and as Utility Engineer for 13 years. Not only does Mr. Dragisich have several years of public finance and management experience; he also has over 20 years of experience in engineering. He has served as a Project Engineer for a private firm in Northern Minnesota where he managed the design and construction of projects for municipal and private sector clients. Education University of St. Thomas, Minneapolis, Minnesota Master of Business Administration University of Minnesota, Minneapolis Bachelor of Science Civil Engineering Institute of Applied Management and Law Employee Labor Relations Law Course National Development Council Economic Development Professional Course Minnesota Board of Water and Soil Resources Delineation of Wetlands in Minnesota City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Assigned Staff 11 Craig R. Rapp Vice President As a Vice President for Springsted Incorporated, Mr. Rapp provides a wide range of consulting services to his clients. He particularly focuses on organizational development and training, executive search, as well as housing and economic development projects. Prior to joining Springsted, Mr. Rapp worked for over twenty-five years as a senior executive in both the public and private sectors, holding the positions of City Manager in three cities, Community Development Director of the Metropolitan Council of the Twin Cities, Managing Principal of a planning and urban design firm, and President of his own consulting firm. Mr. Rapp has extensive experience as a facilitator and trainer. He has worked extensively with cities of all sizes conducting goal-setting retreats and working with community groups. He was responsible for facilitating the land use and station area planning process for the Hiawatha Light Rail Transit Line - the first LRT line in the Twin Cities - which involved dozens of neighborhood groups and government oversight committees. In addition, he developed a training course for public officials dealing with difficult political environments that he has presented throughout the United States. His considerable background in development includes service as City Manager of communities experiencing both high growth and significant redevelopment, including downtown revitalization. While in the private sector, Mr. Rapp assisted clients to create high quality projects and livable communities. He was directly responsible for bringing several large master planned and new urbanist developments through the approval process, working directly with developers, city councils and development authorities. During his tenure at the Metropolitan Council, Mr. Rapp directed the implementation of the Metropolitan Livable Communities Act -landmark legislation that created a region-wide response to the issues of polluted land cleanup, affordable housing, and development innovation. In addition, Mr. Rapp oversaw the development of Metro 2040, the Twin Cities first growth management plan to incorporate the principles of smart growth and address the cost of growth. Education Minnesota State University - Mankato Master of Arts in Public Administration University of Minnesota Bachelor of Arts - Urban Studies Professional Sensible Land Use Coalition - President Association of Metropolitan Municipalities - Past President Metropolitan Area Management Association - Past President North Hennepin Community College Advisory Board - Past President League of Minnesota Cities - former Board Member Urban Land Institute - former Minnesota Executive Board Member Minnesota City-County Management Association International City-County Management Association - Full Member Adjunct Faculty, Hamline University B Springsted City of Elk River, Minnesota. Proposal to Provide An Executive Search . . Recent Searches 12 . 4. Recent Searches Springsted has conducted recruitment services similar to those sought by . the City. The following is a list of executive searches that Springsted has conducted recently. A detailed listing of executive search projects is included . on the following page. . 1. County of Spotsylvania, Virginia 5. Ramsey County, Minnesota The Honorable F. Robert Hagan Ms. Gail Blackstone . Chairman, Board of Supervisors Director of Human Resources PO Box 99 430 Government Center . Spotsylvania, V A 22553 50 West Kellogg Blvd 540.785.6766 St. Paul, MN 55102 Executive Search (2004) 651.266.2737 . County Administrator Executive Search (2003) . 2. City of Greenville, North Carolina County Manager The Honorable Don Parrott 6. City of Fredericksburg, Virginia . Mayor PO Box 7207 Mr. Phillip Rodenberg . Greenville, NC 27835 City Manager P.O. Box 7447 252.329.4423 Fredericksburg, V A 22404 . Executive Search (2004) 540.372.1010 City Manager Executive Searches (2002-2004) . 3. City of Brooklyn Center, Minnesota City Manager . Mr. Mike McCauley Director of Tourism City Manager and Economic Activities . 6301 Shingle Creek Parkway City Attorney Brooklyn Center, MN 55430 763.569.3300 7. City of Chisholm, Minnesota . Executive Search (2001 -2003) Mr. David Carlstrom, . Police Chief City Administrator Public Works Director 316 West Lake Street Chisholm, MN 55719 . Finance Director 218.254.7901 . 4. City of Hopewell, Virginia Executive Search (2004) Mr. Clinton Strong Public Works Director/Planner . Former City Manager 813 Smithfield A venue 8. County of Prince George, Virginia Hopewell, VA 23860-4613 Mr. Nathaniel Elliott . 804.541.2243 Chairman, Board of Supervisors Executive Searches (1980-2004) P.O. Box 68 . Prince George, V A 23875 City Manager (2) 804.733.2600 . Finance Director City Engineer Executive Search (2002) . Environmental Manager County Administrator Police Chief (2) Deputy County Administrator . Recreation and Parks Director 9. Town of Warrenton, Virginia Assistant City Manager Mr. George B. Fitch . Mayor P.O. Box 341 . Warrenton, V A 20188 540.347.1101 . Executive Search (2002) Town Manager . . ~ Springsted . City of Elk River, Minnesota. Proposal to Provide An Executive Search . . Recent Searches 13 . City Manager City of Suffolk, V A City of Fayetteville, NC City ofWaynesboro,V A . City of Franklin, V A James City County, V A City of Fredericksburg, V A . City of Gaithersburg, MD Miscellaneous Positions City of Grand Rapids, MN Assistant City Manager . City of Greenville, NC City of Brooklyn Center, MN City of Hopewell, V A City of Hopewell, V A . City of Kannapolis, NC Assistant County Administrator City of Lincolnton, NC Chesterfield County, V A . City of Manassas, V A Town Administrator City of Manassas Park, V A Town of College Park, MD . City of Milford, DE Town of Pipestone, MN City of Morganton, NC City Attorney . City of Norfolk, V A City of Fredericksburg, V A City of Petersburg, V A City of Suffolk, V A . City of Portsmouth, V A City of Suffolk, V A City Engineer . City ofWaynesboro, V A City of Grand Rapids, MN City of Hopewell, V A . Town Manager Community Development Director Town of Atlantic Beach, NC City of Grand Rapids, MN . Town of Ayden, NC Director of Downtown Development Town of Bowling Green, V A City of Rocky Mount, NC . Town of Cape Charles, V A Director of Economic Development Town of Enfield, NC Chesterfield County, V A . Town of Hillsborough, NC Director of Finance Town of Lake Lure, NC City of Hopewell, V A . Town of Morehead Town, NC Escambia County Utilities Authority, FL Town of Warrenton, V A Director of Parks and Recreation . County Manager City of Hopewell, V A . Chesterfield County, V A City of New Bern, NC Hanover County, V A Director of Public Works . Ramsey County, MN City of Brooklyn Center, MN York County, VA City of Hopewell, V A . Director of Tourism and Economic Activities County Administrator City of Fredericksburg, VA . Accomack County, V A Environmental Manager Culpeper County, V A City of Hopewell, V A . Frederick County, V A Executive Director Greensville County, V A Central Virginia Waste Mgmt Authority . Isle of Wight County, V A Petersburg Housing Authority, V A James Town County, V A Executive Officer . Prince George County, V A City of Salisbury, MD Spotsylvania County, V A Fire Chief . City Assessor City of Waynesboro, V A . City of Norfolk, V A General Manager City of Petersburg, V A Appomattox River Water Authority, V A . City of Suffolk, V A HumanR~ourresDirecwr City of New Bern, NC . Police Chief Jail Superintendent City of Brooklyn Center, MN Western Tidewater Regional . City of Hopewell, V A School Superintendent B City of Petersburg, V A City of Norfolk, V A . Springsted . City of Elk River, Minnesota. Proposal to Provide An Executive Search . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ~ Springsted SAMPLE WORK PRODUCT Ramsey County, Minnesota County Manager Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . RAMSEY COUNTY, MINNESOTA is Recruiting for the Position of County Manager Roger M. Scott, Senior Vice President Springsted Incorporated 85 Seventh Place East, Suite 100 Saint Paul, MN 55101 Telephone: 757.422.1711 Fax: 757.422.6617 E-Mail: rscott@springsted.com $~!~~~~~lr~~ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . POSITION PROFILE COUNTY MANAGER RAMSEY COUNTY, MINNESOTA The Board of Commissioners of Ramsey County, Minnesota (the Board) is seeking an experienced public management professional to serve as County Manager. The starting salary is anticipated to be between $108,470 and $114,288. The Board has authorized the seeking of a salary waiver under Minnesota Statute 43A.17 to $140,000. BASIC QUALIFICATIONS The successful candidate should have a Bachelor's degree in Public Administration, Human Services or a related field (a Master's degree is highly desirable) and considerable, increasingly responsible management experience in a government agency, private enterprise, or large, multifaceted non-profit agency. BOARD RELATIONSHIPS . Accepts Board's policy direction, supports Board's mission . Deals with all Board members equally, provides sufficient detailed information to the Board to allow for policy development. . Willing and able to give Board Members strong advice . Must demonstrate honesty and fairness in Board relations STAFF RELATIONS . Provides strong leadership and gives clear direction to department heads . Challenges department heads to be creative . Has an understanding of, appreciation for and ability to work with unionized workforce . Removes barriers, has a desire to utilize all peoples . Creates an environment that allows/enables County staff to effectively carry out their responsibilities . Supports and takes an active interest in the continued education/professional development of staff . Has an understanding of and support for the County's Model Employer Initiative, continue promoting a diverse, culturally responsive and respectful work place COMMUNITY RELATIONS . Ability to work with and for the citizens of Ramsey County . Must be an active advocate for the County in the community . Builds and maintains an effective relationship with community leaders and organizations DESIRED MANAGEMENT STYLE . Visionary, thinks outside the box . Able to motivate and inspire department heads . Has high energy level, innovative, creative, able to make tough decisions, able to risk failure . Serves as a leader, providing consistent direction, then empowering others to perform . Holds staff accountable for achieving outcomes in a participatory manner, based on established Board policy . Cognizant of dual role as public servant and community leader . Ability to manage with confidence, courage to do what's right, even in the face of adversity PERSONAL TRAITS . Strength of character, integrity, work ethic ~ SPRINGSTED Page 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Apolitical, discreet and diplomatic . Open and candid, self confident, and responsible . Compassionate and service oriented . Good interpersonal skills, clean cut professional manner MAJOR CHALLENGES . Implementing 2004 budget, leading County Board, staff and community through budget cuts, political/philosophical shift and leadership transition . Building a plan to strategically address changing political and financial realities . Growth in demand for mandated human services, health, and criminal justice expenses ~ SPRINGSTED Page 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . COUNTY PROFILE Ramsey County, home of the state capitol of Saint Paul, is located on the east side of the seven-county St. Paul-Minneapolis, Twin Cities Metropolitan Area. The Mississippi River flows through the southern region of the County, which is home to numerous lakes, parks and trails that are used daily by an active, involved citizenry. People are friendly and tend to take a keen interest in their neighborhoods, schools, regional activities and government. Alexander Ramsey Ramsey County is divided into seven districts Originally to be named "St. Paul County," the name was changed so it would honor Alexander Ramsey, the newly appointed first governor of the Minnesota Territory. Who decided upon this name change remains a mystery - there is no documentation of the decision. From those early beginnings in the mid-1800s, Ramsey County has fostered the growth of progressive communities with rich histories based in agriculture, forestry and industry. While the transportation of goods has always been key, tourism continues to draw people to the area, just as it did in the earliest days of settlement, when Fort Snelling was the only frontier outpost in what would become Minnesota. The next closest fort was 200 miles south on the Mississippi River. Today, the Fort is a popular tourist attraction, transporting people back in time to 1827, with costumed soldiers, frontier weddings and a chance to try one's skills at the Blacksmith's Shop.. ~ SPRINGSTED Page 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . HISTORICAL PERSPECTIVE In the 1880s, St. Paul, and by extension, Ramsey County, became the transportation gateway to the Northwest. Not only was this the northernmost stop for steamers, paddlewheels and other shipping bringing goods and settlers north on the Mississippi River, at its peak in the 1880s, the Saint Paul Union Depot served as the primary stop for over 150 trains per day. Largely championed by railroad magnet James J. Hill, the hub was a mainstay until the mid- 1950s. This high level of traffic through the region made St. Paul and Ramsey County the cultural center for the state. Residents traveled from all areas to attend the opera, or perhaps take in the popular vaudeville acts as they made their appearance at St. Paul's Orpheum Theatre, the only stop that was made this far west into the prairies of the United States, by the famous New York Orpheum Circuit. Sarah Burnhart, Jenny Lind and Eddie Foy and the Seven Little Foys - all were headliners when they played the Orpheum in St. Paul. Ramsey County has a very active Historical Society. Their offices are in the Landmark Center, originally a federal courthouse that was saved from the wrecking ball, it now houses many cultural groups. One-room schoolhouse at Gibbs Farm Landmark Center The Society continues to encourage cultural activities by ensuring that history is respected and used as a teaching tool. For instance, the County operates the Gibbs Farm Museum on the site of one of the earliest farms in the County, housing James J. Hill's collection of rare sleighs and wagons in the barn. Children can attend classes - in period costume, if they wish, in a one-room-schoolhouse that was moved to the farmland located near the University of Minnesota's Saint Paul Campus. The Society offers many live, interactive events on the grounds all summer and durina key holidavs throuahout the year. ~ SPRINGSTED Page 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . HOME RULE The smallest of Minnesota's 87 counties, Ramsey County was the first and only to be governed by Home Rule. All other Minnesota counties are governed by state statute. Like a constitution, the Ramsey County Charter delineates the duties and responsibilities of this government. The U.S. Census estimated the 2001 population to be 508,667 residents, in a state of 4,972,294. Sixty-six percent of the population falls in the 18-65 age range. The population is almost exactly evenly split between men and women, is about two-thirds Caucasian with a large number of African-American, Asian-American and Hispanic-Latino residents. County policy is determined by a Board of Commissioners comprised of seven members, each from one of the Districts served by the Commission. The Board also determines how monies will be allocated. The Board appoints the County Manager, a professional who directs operations and oversees staff working in fields related to: County administration, law enforcement and corrections, court services, property taxation, health care, human services, libraries, public works, as well as parks and recreation. The County employs approximately 3500 people and has an overall budget of $506 million for 2003. John Norton, noted artist of the Depression Era from Chicago, painted a series of murals to adorn the Council Chamber in the jlzmous Art Deco courthouse The County Organizational Chart follows. ~ SPRINGSTED Page 5 . . . . . . . . . . . . . 1:: C'CI .c o 'ii5 c]5 .2 0 - a.. ~>- .2: co C'CI Ol ... o . . . . . . . . . . . . ~ . . . . . . . ~ SPRINGSTED Ou. 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METROPOLITAN COUNCIL CONNECTION (www.metrocouncil.org) The Metropolitan Council, the planning agency that serves the Twin Cities regional metropolitan area, provides essential services to residents of all seven member counties. The Council works with local communities to provide critical services through three divisions (Community Development, Transportation and Environmental Services). Their functions include: ~ Forecasting the region's population and household growth ~ Planning for future growth needs ~ Providing affordable housing opportunities ~ Providing planning, acquisitions and funding for regional parks and trails system ~ Operating Metro Transit - the region's largest public bus system. The Met Council is also involved the area's first LRT system, currently under construction, that will connect the Minneapolis/St. Paul International Airport with the Mall of America and downtown Minneapolis ~ Operating eight water and wastewater treatment plants; providing planning to preserve and manage the region's water resources in a way that protects public health and the environment CREDIT RATING Ramsey County earned a "Aaa Rating" from Moody's Investors Service in the mid-1980s and has maintained that rating ever since. The County was upgraded to "AAA" by Standard and Poor's in 2001. The County earned the highest ratings possible from both agencies based on the strong financial position it has maintained over time. The County has an anchor in its largest city, St. Paul, coupled with vibrant suburban communities and solid economic prospects in the businesses that have located here, such as Lawson Software in downtown St. Paul, and Deluxe Check, the world's largest printer of checks and other business forms, located in Shoreview. Ramsey County has maintained a manageable debt burden and has sustained substantial economic and commercial development. The County has maintained conservative fiscal policies and has a stable, positive outlook for the future. ,i ~.'f~ i . ",,"','.._ cr::-:=:--- Exterior Image Lawson Software Building - St. Paul ~ SPRINGSTED Page 7 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ECONOMIC ENVIRONMENT Ramsey County has a diverse mix of companies contributing to the economic stability and growth in the region. Many are focused on finance, research, technology and industrial production. Transportation continues to be a strong element in the mix. Among the larger and better known corporations are the world headquarters of 3M, the St. Paul Companies and Xcel Energy. The work force is highly regarded for both its loyalty and high productivity. Businesses, considering the area, will find a receptive political and tax environment, a well-educated, skilled work force, a complete transportation and freight network, education and training assistance programs, numerous financial and incentive programs to assist them. ~. fl Xcel Energy St. Paul and the surrounding suburban communities were built on small businesses and neighborhoods - areas that remain strong and centered even today. White Bear Lake, the second largest lake in the Metro Area behind Lake Minnetonka on the far western edge, is home to a charming small city with a resort atmosphere. People "go to the lake," like White Bear or one of the other 10,000-plus Minnesota lakes, to escape the heat of the summer and participate in swimming, fishing and boating of all kinds. In fact, White Bear still has a formal yacht club that has been in existence since the 1880s, when there was a fierce competition with the Minnetonka club. Neighborhoods such as "Grand Avenue" in St. Paul are popular areas for dining at sidewalk cafes and visiting in intimate shops at a leisurely pace, except during "Grand Old Days" - a celebration that kicks-off the summer season and attracts over 200,000 people. ~ SPRINGSTED Page 8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . EDUCATION Education has been a priority in Minnesota, and especially in Ramsey County, since the very earliest days when it was still a Territory. The University of Minnesota, a land-grant university, began on what is now known as the "St. Paul Campus," with an agricultural focus. This part of "The U" campus is still in operation still housing the Departments of Applied Economics, Animal Science, Agronomy, the Veterinary Sciences and the School of Forestry, to name a few. This educational focus was championed by the private sector as well, spawning many private colleges and universities in the County, many of which began at nearly the same time as the University of Minnesota. The following is a list of public and private institutions of higher leaning in Ramsey County: Home Economics Class at the University of Minnesota - 1925 Bethel College and Seminary Century College College of St. Catherine Concordia College Hamline University Macalester College Metropolitan State University Northwestern College St. Paul Technical College University of St. Thomas William Mitchell College of Law University of Minnesota (Saint Paul Campus - one of five campuses in the state) COUNTY LIBRARY SYSTEM Two of Ramsey County's Seven Libraries: Roseville and Arden Hills The County operates seven full-service libraries that are located in the communities they serve. The City of St. Paul, with a fine library, shared their collection with the suburban regions of Ramsey County, using bookmobiles as early as the 1920s. The villages of White Bear Lake and North Saint Paul had their own libraries, which later joined a growing County system. Today, County libraries are located in Arden Hills, Maplewood, Mounds View, North Saint Paul, Roseville, Shoreview and White Bear Lake. An appointed Library Board of seven members governs the system. The Library's annual budget is around $7 million, with the majority of funding coming from suburban Ramsey County property tax revenue. A strong "Friends of the Library" volunteer organization raises funds to augment the budget. The equivalent of 110 full-time employees work at the Library, serving the over 1.3 million people who visit the buildings annually. ~ SPRINGSTED Page 9 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . HEALTH CARE In 1883 just eighty miles south of Ramsey County, a "cyclone" (tornado) struck the small town of Rochester, Minnesota. Hotels and schools were pressed into service, helping the injured. The nuns of the St. Francis order turned from teaching to nursing, helping to form the groundwork for the world famous Mayo Clinic. Today, in partnership with the University of Minnesota, the Mayo tradition continues to grow with advanced research and economical treatments through the principles of a combined staff. Most hospitals in the area participate as teaching hospitals for the University Medical School, and some have a specific focus, such as Bethesda Rehabilitation Hospital and Gillette Children's Specialty Healthcare for people, especially youngsters with physical and functional disabilities. Children's Hospitals and Clinics is the pediatric specialty facility, situated in close proximity to the 572-bed United Hospital. St. Joseph's Hospital is the oldest in the area, founded in 1853 as the result of a cholera epidemic. The first successful gall bladder surgery was performed at St. Joe's. The former City and County Hospital, established by Ramsey County in a mansion in 1872, became "Ancker Hospital" in 1923, then was named St. Paul-Ramsey in 1965 when it moved to its present location. It was a full-service City/County regional trauma center. Now called Regions Hospital, is currently a privately owned facility, but continues to serve as the major trauma and burn unit in the County. LEISURE TIME When one lives in Minnesota, they quickly become caught up in the enthusiasm the friendly people of this area have towards sports and recreational activities. Not only do people participate in a wide variety of individual and team sports in their neighborhoods, the Twin Cities Marathon travels through parts of Ramsey County. Minnesota has professional teams (the Vikings/NFL football, the Twins/MLB baseball, the Timberwolves/NBA basketball, The Lynx/WNBA basketball, the Minnesota Wild NHL hockey and the Thunder/USL soccer). The Wild have their home in St. Paul, in Ramsey County, in a beautiful, three-year-old state of the art arena. College teams, as well as high school and junior sports teams share the local sports spotlight and have a strong, loyal following. The Xcel Energy Center in downtown St. Paul, home of the Minnesota Wild NHLfranchise. Almost every community has art shows or a troupe of players in a community theater, a high school auditorium or a community center gym, continuing the tradition of arts in the area. The Ordway Theatre is world renowned as an excellent venue for its acoustics and sight lines. F. Scott Fitzgerald called St. Paul his home. Writers and television personalities like Walter Cronkite honed their skills in the Twin Cities. ~ SPRINGSTED Page 1 0 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . LEISURE TIME (continued) Ramsey County has ensured that its citizens have ample venues for their leisure time activities. For example, the County takes part in owning or operating the following recreational facilities. Many of these are centered on lakeshores and capitalize on the available water activities with swimming beaches: REGIONAL PARKS GOLF COURSES ICE ARENAS REGIONAL TRAil CORRIDORS Aldrich Biff Adams Gustafson - Phalen Harding Highland Ken Yackel-West Side Oscar Johnson Pleasant Shoreview White Bear Bald Eagle/Otter Lake Battle Creek Keller Long Lake Vadnais-Snail Lakes Goodrich Island Keller Manitou Ridge COUNTY PARKS Beaver Gervais Keller Island Tony Schmidt Josephine McCarrons Owasso Turtle White Bear Birch Lake Burlington Northern Highway 96 Rice Creek North Rice Creek West SPECIAL USE FACiliTIES Tamarack Nature Center SUMMARY Not only is Minnesota a diverse state, but unlike most other states, it relies heavily on county government to plan, administer and fund a broad range of services: Most of these services are dictated by state and federal law; however, some are established by the County Board of Commissioners. How heavily does Minnesota rely on counties for services? There is a strong belief in Minnesota that services are better determined and delivered as close to the people as possible. Local governments have always played a strong role in planning, delivering and funding local services. This allows greater accountability to the electorate for expenditures of property taxes and development of programs and services. It also ensures that decentralization and the lack of uniformity that may result are acceptable. Counties are in an ideal position to continue to promote a continuous and comprehensive system of services. In providing this leadership, counties demonstrate efficiencies and economies of scale within county boundaries. If and when some programs or services require a larger population base or geographic area, counties are very familiar with utilizing multi- county joint powers agreements to achieve broader goals. Some counties have joined together to handle waste management or to provide a nursing home facility. Simply put, counties are partners with the state and federal governments, working to meet the needs of the citizens, and trying to make better use of limited resources without raising taxes. ~ SPRINGSTED Page 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . RAMSEY COUNTY MISSION STATEMENT "Ramsey County - Working With You to Enhance Our Quality of Life" VALUES STATEMENT Ramsey County is community centered and serves the citizens with integrity, honesty, respect, innovation and responsibility. OPERATING PRINCIPLES - The following principles guide our daily work: ~ SERVICE COMES FIRST - Ensuring the public's health and safety is our top priority ~ EXCELLENCE - Carry out the work of the County with professionalism and high standards ~ VALUING EMPLOYEES - Treat employees in our diverse workplace with respect and dignity so they can achieve excellence in their work ~ FISCAL ACCOUNTABILITY - Practice good stewardship of public funds and maximize resources ~ COMMUNICATION - Seek and encourage citizen input and feedback, and inform and educate citizens about the County's needs and services ~ RESPONSIVENESS - Understand the urgency of our work and do what it takes to get the job done ~ COLLABORATION - Work together to build strong communities ~ RESULTS FOCUSED - Be proactive about community issues with an emphasis on prevention and outcomes The Mississippi River is still used for transportation: a paddleboat viewing of the fail leaves ~ SPRINGSTED Page 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . RAMSEY COUNTY'S GOALS AND OBJECTIVES BE A LEADER IN FISCAL PLANNING AND RESOURCE ALLOCATION, INCLUDING WORK WITH OTHER SECTORS ~ Work collaboratively with other sectors to determine possible solutions or changes in the delivery of services to address the State budget shortfall, while ensuring the health and safety needs of our community ~ Develop a five-year financial forecast GAIN SUPPORT FOR TRANSIT AND TRANSPORTATION INITIATIVES ~ Secure Federal, State and Other funds, and political, local and community support for transit and transportation options in Ramsey County Focus ON CRIME PREVENTION AND PUBLIC SAFETY ~ Develop and implement a coordinated, community-focused plan, including training, to prepare for and recover from any critical incident ~ Focus on County programs that will help to reduce crime ADDRESS THE CHANGING DEMOGRAPHICS IN RAMSEY COUNTY ~ Assess and inventory Ramsey County's current capacity to provide universally accessible, multi-cultural and/or multi-lingual services ~ Develop a plan to strategically address Ramsey County's changing demographics within the internal workforce ENHANCE THE QUALITY OF LIFE FOR CHILDREN AND FAMILIES ~ Develop service delivery options for children's services that focus on enhanced prevention, targeted early intervention and supportive services to prevent child abuse and neglect ~ Increase capacity for emergency shelter to include a regional approach ~ Develop and implement a plan for service excellence in the mental health and substance abuse areas, in order to meet the needs of the changing demographics IMPROVE THE QUALITY OF LIFE FOR INDIVIDUALS WITH SPECIAL NEEDS ~ Clarify the roles of Ramsey County and the community with respect to provision of children's mental health services and develop options for enhancing children's mental health services for children served by Ramsey County ~ Advocate for and implement policies, procedures and programs, which enable seniors to retain community-based housing, sustainable accessibility and supportive needs ~ SPRINGSTED Page 13 . . . . . . . Application and Selection Process The application deadline is June 30, 2003. To be considered, please submit a resume to: I Roger M. Scott, Vice President Springsted Incorporated 85 Seventh Place East, Suite 100 S1. Paul, MN 55101-2887 757.422.1711 757.422.6617 fax E-Mail: rscott@springsted.com . . . . . . . . . . . . . . . . . . . . . . . Following the filing date, resumes will be screened by Springsted Incorporated based on the criteria established by the Ramsey County Board of Commissioners. After a process that will include interviews and reference checks for those candidates who are determined to be best suited for the position, a group of finalist will be presented to the Board for their consideration. The finalists should be interviewed in Saint Paul during the month of August, 2003. More information may be found on the Ramsey County Web site: www.co.ramsey.mn.us Ramsey County is an Equal Opportunity Employer. View of one of the many marinas on White Bear Lake - the second largest lake in the Twin Cities Metropolitan Area. ~ SPRINGSTED Page 14 League of Minnesota Cities Cities promoting excellence Executive Search Firms Compiled by League of Minnesota Cities January 2002 Brimeyer & Associates 50 South 9th Avenue Suite 101 Hopkins, MN 55343 (952) 945-0246 Contact: Jim Brimeyer Sathe Executive Search Firm 5821 Cedar Lake Road St. Louis Park, MN 55416 (952) 546-2100 Maximus 7300 Hudson Boulevard North Suite 270 Oakdale, MN 55128 651-739-8086 Contact: Tom Carawan The Oldani Group 188 106th Avenue NE Suite 420 Bellevue, W A 98004 (425) 451-3938 Contact: J an Weissner Labor Relations Associates 7501 Golden Valley Road Golden Valley, MN 55427 (763) 546-1470 Jensen & Cooper 411 108th Avenue NE Suite 250 Bellevue, W A 98004 (425) 637-5656 MDA Consulting Group The Fifth Street Towers 150 South 5th Street Suite 3300 Minneapolis, MN 55402 (612) 332-8182 The PAR Group 100 North Waukegan Road Suite 211 Lake Bluff, IL 60044-1694 (847) 234-0005 Personnel Decisions, Inc. 45 South ih Street 2000 Plaza VII Tower Minneapolis, MN 55402 (612) 337-8233 Contact: Harry Brull Springsted Contact: Bob Thistle 85 East Seventh Place, Suite 100 St. Paul, MN 55101-2143 651-223-3000 Richard Setter Retired Police Chief (Police Searches) 952-593-9899 City of Elk River Community Development Director Position Description Department: Community Develooment Pay Grade: FLSA Status: To be determined Exem t Positions Supervised: Building & Environmental Administrator, Director of Planning, Director of Economic Develo ment Immediate Supervisor: City Administrator Last Updated: (date) 11/17/04 Position Summary The Community DevelopmentDirector is responsible for the management, leadership, and oversi.ght of the planning, economic development, and building and environmental departments. Essential Functions 1. Establishes operating policies, practices, procedures, and controls required to manage the City's community development activities. A. Facilitates the comprehensive planning process. B. Responsible for adherence to regulations for building code enforcement, sanitary services, recycling, housing, zoning, City code enforcement, and economic' development and redevelopment. C. Responsible for effective implementation and successful achievement of the Comprehensive Plan. Ensures compliance to City plans and ordinance. D. Provides leadership and direction in the development of short and long range plans related to growth management, economic development and other related issues. E. Gathers, interprets, and prepares data for community development related studies, reports, and recommendations. . F. Provides guidance on and gives departmental approval to economic development and redevelopment incentive packages offered to developers and businesses. G. Ensures open and frequent communication between planning, economic development, and building departments oc;:curs so departments work cohesively. H. Reviews and provides input to developer, city administrator, staff, City Council and Planning Commission on development proposals. 2. Prepares, submits, and administers annual departmental budget including the contrOls necessary to ensure budgetary compliance. A. Monitors revenues and expenditures to assure sound fiscal control. Eo Assures effective and efficient use of budgeted funds, personnel, materials, facilities, and time. 3. Promotes community development. A. Provides professional planning and development advice and consultation to elected Page 1 and appointed officials. B. Makes presentations to City Council, boards, commissions, civic groups, and the public. C. Responsible for staff liaisons with the Planning Commission, Economic Development Authority, Business Incubator Advisory Committee, others as assigned. 4. Manages and directs the operations of the Community Development Department and its staff. A. Trains, develops, and motivates staff. B. Performs timely annual performance reviews of all employees supervised. C. Evaluates employee performance on a formal and informal basis and creates job performance improvement plans as appropriate. D. Assists in selecting training to develop staff. E. Studies and standardizes procedures to improve efficiency and effectiveness of operanons. F. Delegates work assignments. S. Performs other essential job duties. A. Regular and timely work attendance. B. Follows all safety procedures. C. Participates in safety training. Required Knowledge, Skills, and Abilities o Thorough knowledge of community development, economic development, redevelopment, planning, zoning, and urban land use principles, land use law, best practices, and trends. o Knowledge of the strategic planning process, code enforcement, building inspection, environmental health, and budget development and administration. o Knowledge of public financing techniques including grants, loans, state and federal programs, tax abatement, and tax increment financing and the ability to use them to design effective financial assistance packages for new or expending businesses. o K.nowledge of engineering and building construction principles and concepts. o Knowledge of geographic information systems and how to use them in the operation of a community development department. o Knowledge of landscape architecture and traffic engineering. o Knowledge of the principles and practices of civil engineering as they relate to planning and subdivision design and control. o Excellent negotiation skills. o Ability to supervise a complex set of department functions. o Ability to think in a creative and strategic manner in order to develop alternative program proposals designed to achieve results consistent with community goals. o Ability to communicate"effectively orally and to write dearly, concisely, and legibly. o Ability to make presentations to a variety of audiences. o Ability to analyze technical and statistical information and to prepare and present technical oral and written reports. o Ability to prepare written grant applications. o Ability to maintain effective working relationships. o Ability to use Microsoft based computer software. o Ability to write and administer development-related grants. o Demonstrated leadership abilities. Page 2 COmmUnHY Development Director Minimum Qualifications D Bachelor's degree in public administration, urban studies, land use planning or closely related field. D Five years supervisory experience. D Seven years extensive experience of a progressively responsible nature in economic development, planning, building code, and general community development activities. D Experience as a department head for a community of 15,000 or larger. Preferred Qualifications D Master's degree in urban studies, public administration, or closely related field. D Supervisory experience in public administration, community development, or closely related management position. D National Development Council Certification PaO"e 3 i::> CommulUr)' Development Director V' City Council Minutes Febmary 14, 2005 Page 5 technicians also work on plans, for instance, for building a tennis court or resurfacing of a park trail. Mr. Maurer stated that it would be his suggestion to build the department from the bottom up, that is starting to hire technicians that would be qualified to take over activities previously performed by Howard R. Green staff. He stated that if mote than one technician were to be added and one of them was proficient at AutoCAD then we would greatly reduce tl1e cost of preparing plans for City-initiated projects, such as, annual seal coating, assessment overlay projects, or the 2007 pavement reconstruction project. These items could all be done in-house. His only concern would be that we would defeat tl1e purpose of starting to build an engineering staff if tl1eir time was consumed by working on development related activities. Mr. Maurer stated that the City Engineer's Association does an annual salary survey and he could submit tlus information to Council. He felt that currently $19.00 per hour for an engineering CAD technician is reasonable. He stated tl1at we could have two technicians with one more experienced, whereas the subordinate could learn from tlUs experienced technician. Mr. Maurer will put information together and the Council was agreeable to look at tlus for budget discussion tlUg summer for the budget of 2006. Mayor Klinzing stated her support for starting an Engineering Department "from the bottom up". Councilmember Motin asked to see figures as to what we are paying currently and what would be saved. Mr. Maurer will put information togetl1er on what was paid on past projects versus what we are paying now and also measure tl1at against what we would save by lUring City technicians. 6.4. Zoning Ordinance Text - Government Offices and Buildings/Facilities Regulations Director of Planning Michele McPherson reviewed with tl1e Council the proposed changes to regulations for governmental offices and governmental buildings and facilities. Staff is suggesting tl1at governmental offices be allowed as conditional uses in all districts except for tl1e C4, Neighborhood Commercial District, and that governmental buildings and facilities be conditional uses only in tl1e Commercial and Industrial/Business Park Districts. She also stated that as an alternative, the Council could establish a PI or Public/Institutional District. It was tl1.e consensus of Council not to put a PI District into place but to mov~ forward with tl1e proposed changes to governmental offices and governmental buildings and facilities regulations. v 6.6. Discussion on Community Development Director Position City Administrator Klaers reviewed the background of the Community Development Director position. Staff is now looking to Council to make a decision on how we are going to proceed witl1 the selection of tlus individual. Council needs to decide whether we wish to have a professional recruitment firm and, if so, whether tl1e City wished to use the Brirneyer Group or seek proposals from other firms for tlus work: It was the consensus of the Council to hire a professional recruitment firm to help the City attract, interview, and select tl1e top two or three candidates for tl1is position with Council conducting interviews and making tl1e final decision. It was also felt that tlUs would be a difficult position to hire since there may be several internal candidates and it would be difficult to be objective. Since Mr. Brirneyer has worked with staff closely in the past, it was felt that we should get proposals from other firms. City Council Minutes February 14, 2005 Page 6 Councilmember Farber asked if the position description was final and was concerned with the minimum qualifications. City Administrator Klaers will check the minutes to see if both the salary range and the job description were approved in November. Lori Johnson will review the other job descriptions for other cities to look at their language. She will make sure our job description for tlus position is similar to minimum qualifications acceptable in other communities. Council would like to have tl1e consultant visit with them and inquire as to what their expectations of this candidate are prior to the start of tlus process. 7. Other Business City Administrator Klaers distributed the city budget to the Councilmembers. ---------------------------------------- ---------------------------------------- City Adn1i.nistrator Klaers acknowledged that since we do not have any new commission members that we would forgo the 2005 orientation for new board and comnussion members. -~-------------------------------------- ---------------------------------------- Mayor Klinzing mentioned tl1at at the Mayor's meeting someone had brought up the question of why Council is not interviewing for reappointments. She stated that she would like for us to be consistent in how we select the board and cOmnUssion members and to set policy accordingly. Councilmember Farber stated that by interviewing all the people it gives the Councilmembers an opportunity to get to know these members. He also stated that he felt that without interviewing we discourage people from applying. Mayor Klinzing also stated that another issue to consider would be term limits. It was the consensus of Council to bring tllis item back for further discussion at a work seSSion. ----------------------------------------- -----------------------~----------------- Councilmember Dietz asked if the City Administrator is aware of rumors regarding tl1e Elk River Country Club. It is rumored tl1at someone would like to build townhouses in that area, and if that option fails, tl1ey would like to buy the Country Club. City Adn1i.nistrator Klaers stated that he is aware of this rumor and he has spoken to members of the golf course board. The Board has been told that the city is willing to continue discussions witl1 them as needed. 8. Staff Updates 9. Adjournment There being no further business, Mayor Klinzing adjourned the meeting of the Elk River City Council at 9:18 p.m. Item # 3.2. CoI1s-et1f; ti'1enJ~ MEMORANDUM TO: Mayor and City Council FROM: Personnel Committee: Joan Schmidt Bruce West Dave Potvin Lauren Wipper Lori Johnson DATE: December 13, 2004 SUBJECT: Personnel Committee Recommendations J The Personnel Committee :net recently to evaluate two existing positions and four new positions. Each of these positions satisfied the criteria for review. Review of the existing positions included completion of Job Analysis Questionnaire GAQ) by each employee and review and approval of the new position profile by both the employee and his or her supervisor. Analysis of the new positions included reviewing the position description, comparing the position to similar positions in other cities, and estimating where the position best fits in the city's pay plan. As you know, the Personnel Committee does not make pay recommendations; all pay recommendations are made by the City Administrator. Instead of attaching a separate memo with these pay recommendations, they are included in this memo in italics fonowing the pay grade data. The following are the recommendations of the Personnel Committee along with the pay recommendations where applicable: Existing Positions: Position Current Recommended Senior Citizen Programmer Point Value not assigned 56 Pay Grade not assigned 6 Pay $ 13.24/hr. $ 15.46/hr. (personnel Committee recommends retroactive pay increase to October 4, 2004, due to delay in reviewing position. City Administrator concurs.) s: \ Council\Lori\2004 \PersonnelComm 121304.doc Position Current Lead Wastewater Treatment Operator Point Value Pay Grade Pay Recommended 67 10 $22.28/ hr. 70 11 $23.45/ hr. New Positions: IT Support Specialist Point Value Pay Grade Hiring Range. to be determined following completion of JA Q within 12 months to be determined following completion of JAQ within 12 months $15.00jhr. to $20.00/hr. ' A recommendation from Bob Pearson, IT Coordinator, to fill this position is also on the agenda for Council consideration. Accountant Point Value Pay Grade Hiring Range to be determined following completion ofJAQ within 12 months to be determined.following completion ofJAQ within 12 months $41,000 to $50,000 per year Human Resource Representative Point Value to be determined following completion ofJAQ within 12 months Pay Grade to be determined following completion ofJAQ within 12 months Hiring Range $41,261.39 to $54,297.18 per year (pay GradelE) Recommend promotion of Lauren Wipper from Payroll Clerk to Human Resource Representative effective December 14, 2004, based on Council action November 22, 2004. Pay $47,779.28 (Pay Grade IE, Step C) (N ote: A recommendation to promote from within to fill the Payroll Clerk position will be f~rthcoming. However, the existing Payroll Clerk position description will be revised to . eliminate the human resource functio.ns previolfsly included,) Community Development Director Point Value to be determined following completion of JAQ within 12 months Pay Grade to be determined following completion ofJAQ within 12 months Hiring Range $65,000 to 75,000 per year ~.. / This position is still somewhat in flux so it was difficult for the Personnel Committee to define with certainty the relationship this position will have with the directors of the three divisions this position will supervise. The position duties and responsibilities of this position may change depending upon whether it is filled by promotion from within or with an . external candidate. The Committee also discussed reviewing the existing three director s: \ Council\Lori\2004 \PersonnelComm 121304.doc positions within one year after filling the Community Development Director position. This is consistent with the action plan for the Parks and Recreation department positions following the addition of a Parks and Recreation Director. The above hiring range recommendation is based on the information currently available to the Committee and the Committee's assumptions on how this position Will fit in the City's structure. The Committee will respond to direction from the Council on reviewing existing positions. Finally, this item was placed on the consent agenda because it is being acted on at a work session. If you would like a presentation on the item or if you have any questions, the item should be pulled from the consent agenda andmoved to the administration portion of the agenda. At least one member of the Personnel Committee will be in attendance at the meeting to make(a presentation if requested and to answer any questions you may have. Also, if you would like a copy of the IT Support Specialist or Accountant position descriptions, please contact Lori or Lauren. The Human Resource Representative and Community Development Director position descriptions were approved by the Council last month. ,,/--'- Acn"on Requested The Council is asked to consider the Personnel Comtnittee recommendations and City Administrator pay recommendations listed above. Again, this item should be pulled from the .consent agenda if the Council wishes to discuss any of these recommendations in more detail. The recommendations may be acted on individually if this is pulled from the consent agenda or in total on the consent agenda if the Council is in agreement with all recommendations. , s: \ Council\Lori\2004 \PersonnelComm 121304.doc ,/ /3 / \/ Special City COlU1Cil IVllnutes November 22, 2004 and discuss the October 11,2004 minutes at the December worksession and discuss the appropriate way to follow-up to the October worksession. IVII. Klaers indicated that the Council may need to have individual worksessions with the Planning Commission and lhe Parks and Recreation Commission to discuss recommendations that are being made on development proposals. Cot/mil/ St~{fRe!ations Mr. Klaers indicated the monthly Council worksessions seem to be working out well to provide more informal Council discussions to evaluate proposals and policies prior to formal Council approval. He stated that "acceptable rules of behavior" for Council, staff, and administrator interaction was an action step identified in the Brimeyer worksessions. Mr. Klaers indicated that he was not in attendance at the meetings at which tIlls was discussed and asked the Council for direction on tIlls issue. Councilrnember Kuester stated that she believes there is confusion on when it is appropriate for Council to contact staff directly and when Mr. I<Jaers should be contacted first. She indicated tl1at there is no indication of which way is correct. CouncID11ember Tveite indicated tl1at he believes staff and Council should use common sense and professional courtesy when determining if direct contact is appropriate. - Mayor I<Jinzing stated tl1at she would like to fmd out if other cities have code of conduct policies in place regarding staff and Council commurllcation and commurllcations witl1 boards and commissions. Mr. Klaers noted that tl1e communication witl1 boards and commissions has been addressed in the new board and commission policy adopted August 2,2004. CouncID11ember Dietz stated that he believes that direct commurllcation between tl1e department heads and the City Council should not be limited and that tl1e department heads should be able to contact the Council witl10ut notifying tl1e city administrator at anytime if they deem it appropriate. On the topic of staff training, Mr. I<Jaers stated tl1at he would like the city to hire the Stanton Group to provide on-site management/supervisory training to department heads and other first-line supervisors. The plan Is to hold tl1e training on December 15, 2004. It was the consensus of the City Council to use contingency funds for tIlls training. / Organizationall'/lanagement Mr. Klaers stated tl1at tl1e hiring of a parks and recreation director was one part of tl1e staff reorganization plan tl1at has been implemented and it is working out well. He stated tl1at he believes that tl1e next step, as highlighted from the Brimeyer sessions, should be to hire a commurllty development director. It was d1e consensus of the Council to support tllls position. TIlls position is in tl1e 2005 budget: Mr. I<Jaers stated that in order to proceed with tIlls position in a timely manner, the job description and pay grade need to be established this winter and adve~tisement for tllls position needs to begin in March. The Council direct~d the Personnel Committee to review tl1e pay of tl1e community development director at tl1eir December meeting. Special City Council :tvllnutes November 22, 2004 - Page 9 Finance Director Lori Johnson asked the Council to review the job descriptions for the human resources position, community development director, and the finance and administrative senTices director positions. She asked the Council to provide her with any comments or suggestions they have. I\1r. Klaers stated that the Council should consider appointing Lori Johnson to the fmance and administrative services director position. He stated that having Ms. Johnson be the director of fmance and administrative services works very well but in the long term, there may be issues if the director of finance and administrative services does not perform the duties if the finance director. MOVED BY COUNCILMEMBER DIETZ AND SECONDED BY COUNCILMEMBER TVEITE TO APPOINT LORI JOHNSON AS FINANCE AND ADMINISTRATIVE SERVICES DIRECTOR EFFECTIVE IMMEDIATELY WITH AJOB ANALYSIS QUESTIONNAIRE TO BE COMPLETED IN JUNE OF 2005. MOTION CARRIED 5-0. I\1r. Klaers stated that the City Council should also consider adopting an organizational chart. I\1r. Klaers stated that his recommendation is for the Council to adopt chart A with the understanding that the public works director and the assistant city achninistrator positions are not planned to be filled for-the foreseeable future. Discussion took place regarding the two organizational charts presented. MOVED BY COUNCILMEMBER DIETZ AND SECONDED BY COUNCILMEMBER KUESTER TO ADOPT ORGANIZATIONAL CHART CAS pRESENTED. MOTION CARRIED 4-1. Councilinember Tveite opposed. 4. Adjournment There being no further business, Mayor Klinzing adjourned the meeting of the Elk River City Council at 10:40 p.m. Minutes prepared by J es~ica IYIiller. CY:-. / /Jt~ /r . vI' Joan Schmidt City Clerk