HomeMy WebLinkAboutItem A: Update on City Manager Recruitment
ECC
UGENE ITY OUNCIL
AIS
GENDA TEM UMMARY
Work Session: Update on City Manager Recruitment
Meeting Date: September 12, 2007 Agenda Item Number: A
Department: Central Services Staff Contact: Alana Holmes
www.eugene-or.gov Contact Telephone Number: 682-5765
ISSUE STATEMENT
This is a work session to provide information and recommendations on the next steps in the recruitment
and selection processes for a new city manager. One of the principals of the executive recruitment firm
hired by the city will be at the work session to have a discussion with the council on these processes.
BACKGROUND
The council committee composed of Councilors Ortiz, Pryor, Bettman and Poling and Mayor Piercy met
several times in July and August. The first task of the group was to make a recommendation for an
executive search firm. On August 13, the committee presented its recommendation to the full council.
The committee recommended that Bennett Yarger Associates be engaged to assist the City with the city
manager recruitment and selection process.
Shortly after this meeting a contract with Bennett Yarger was executed. Among the first tasks assigned
to the contractor was to conduct interviews with each member of the council and the mayor. Mr. Bob
Neher, one of the principals of the firm, conducted these and will provide a summary of these interviews
to begin to develop a candidate profile for the recruitment. This work session will be an opportunity to
discuss next steps, timelines and related issues with the recruiter.
Also at this work session an overview of the strategies, the timeline and opportunities for public
involvement will be discussed with the goal being input and direction from the City Council on the more
defined details of the next steps.
A special community forum has been scheduled for Monday, September 17 at 7:00 p.m. to provide
members of the community the opportunity to offer comments on the recruitment and selection of a new
city manager. On the following evening, September 18, a special meeting of the City Council will be
held with Mr. Neher to review the public comments and discuss the recruitment materials and candidate
profile.
RELATED CITY POLICIES
This item is not directly related to a City policy. However, the hiring of a city manager is related to the
City Council value of an “Effective, Accountable Municipal Government.”
L:\CMO\2007 Council Agendas\M070912\S070912A.doc
COUNCIL OPTIONS
No options are being offered to the council at this time; this is a work session to discuss timelines, future
meetings and the like.
CITY MANAGER’S RECOMMENDATION
The City Manager has no recommendation on this item.
SUGGESTED MOTION
None, this is work session to discuss options and issues.
ATTACHMENTS
A. Current Position Description for City Manager
B. Recruitment Brochure from 2002 City Manager Recruitment Process
FOR MORE INFORMATION
Staff Contact: Alana Holmes
Telephone: 682-5765
Staff E-Mail: alana.m.holmes@ci.eugene.or.us
L:\CMO\2007 Council Agendas\M070912\S070912A.doc
City ofE'ugel1e - Class S.pecificatiol1 Bulletill
ATTACHMENT A
City Manager
Class Code:
09000
CITY OF EUGENE
Established Date: Jan 1t 2002
Revision Date: Apr 1, 2006
.SALARY RANG..r;
$54.60 - $71.79 Hourly
$9,464.00 - $12,443.60 Monthly
$113,568.00 - $149,323.20 Annually
.P.E.F.I.N.I.TION:
. Plans, organizes, and directs the overall administrative activities and operations of the City;
advises and assists the CityCouncH; and represents the City's interests with other levels
and agencies of government, business interests, and the community at large.
SUPERVISION RECEIVED AND EXERCISED
Receives administrative direction from the City Council.
Exercises direct supervision over administrative, professional, and clerical staff.
~_Kl\.M.P.L.E.Sn..O.F....D.U.II.E.S.~~. DUTIES MAY INCLU.D.E.,.....LlU.InnA.R.E.....NOT lIMITE'O TO,:_I.H..E.
l~.OLLOWING:
Develops, plans, and implements, with council participation, goals and objectives for the
City; recommends and administers policies and procedures necessary to .provide municipal
services; approves new or modified programs, systems, administrative and personnel
policies and procedures; and implements City Council policies and goals.
Provides highly responsible administrative staff assistance to' the City Council; directs
specific and comprehensive analyses of a wide range of municipal policies; prepares and
submits to City Council annual reports of financial and administrative activities.
Directs, oversees, and participates in the development of the City Manager's Office work
plan; assigns work activities, projects, and programs; monitors work flow; reviews and
evaluates work products, methods, and procedures.
Directs the development, presentation, and administration of the City budget; prepares and
oversees the financial forecast of funding needed for staffingl equipment,materia'ls, and
supplies; monitors revenues and expenditures; implements midyear adjustments.
Hire, appoints, trains, motivates, evaluates and discipline all City .employeesin the
administrative service either directly or through delegation; establishes performance
objectiv'es;prepares.and presents employee performance reviews; implements discipline
procedures; hears and rules on employee appeals to disciplinary actions.
Directs and confers with executive staff concerning administrative and operational
problems; makes appropriate decisions or recommendations for City Council adoption.
Oversees the enforcement of aU City ordinances; monitors aU contractual agreements with
franchises and contractors.
Represents the City in the community and at professional meetings; participates on a
variety of boards and commissions; attends all City CouncUmeetings.
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City ofE,ugene - C-1ass Specification Bulletil1
Page3of3
Provide effective leadership and coordinate the activities,of the municipal organization.
Serve effectively as the administrative agent of the City Council.
Analyze problemsl identify alternative solutions, 'project consequences of proposed actions,
and implement recommendations in support of goals to improve operations, procedures,
policies, or methods.
Effectively administer a variety of Citywide programs, administrative and budgetary
activities.
Identify and respond to public and City Council issues and concerns.
Interpret and apply Federal, State, and City policies, procedures, laws, and regulations.
Effectively and fairly negotiate appropriate solutions and contracts.
Gain cooperation through discussion and persuasion.
Select/ supervise, train, and evaluate assigned staff.
Develop, prepare, and administer a large municipal budget.
Analyze, interpret{ summarize, and present administrative and technical information and
data in an effective manner.
Communicate clearly and concisely f both orally and in writing.
Establish and maintain cooperative working relationships with those contacted in the course
of work including City Council members{ staff, committee members, public officials,
business leaders, and the general public"
Experience and Training Guidelines
Any combination of experience and training that would likely provide the required
knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities
would be:
Experience:
Nine years of increasingly responsible administrative and managerial experience in a
municipal government or public agency involving responsibility for the planning,
organization, implementation, and supervision of varied work programs.
TrainIng:
Equivalent to a Bachelorts degree from an accredited college or university in business
administration, public administration, or a closely rel.ated field. A Master's degree in public
administration is highly desirable.
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annual rainfall is 43 inches, wltiich fail~h1ostt\iDetw:e~!'J:7r 'June.,
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ISS'UES, CHA.LLE~.GES
AND DPPDRTU~ITIESr
Gntwtb. nationally-recognized land use" ' '
planning prograrnt adopted by the state legislature in
1973 and by a state agency <11'ld appointed
corfHl1ission, establishes state policy on land devel-
oprnent and conse!",lationl and state requirernents
for local government comprehensive Recent
grO'vvth and development in Eugene has brought
different reactions from citizens including a desire
frorn rnan~./ in the corrlrnuniti to litnit and/or slovv'
the rate of gro\vth> residents Cherish their
high quality of life and living environment, and a
grO'vving segment of the cornmunity is concerned
at::xJut.the irrpac'is ofdevebpment on the env1ronn~lent, as
\A/ell as the cost of developnlent to the comrnunity.
The recent Hyundar developnlent included significant
tax abaternents and brought to the forefront many
of the cornmunity's anxieties and concerns about
grovv'th, as \>vell as the role the City should play in
encouraging In response to a
corrwnunity-v/ide grovvth managernent study, the
Council adopted I 9 groVv1h n-lanagement pOlicies in
1998, The City Council vvould like to increase
resources to rneet the needs of indrviduafs and farnilies,
vvTth particufar emphasis on the sust-ained developrnent of
affordable and 10'v^v-income housing.
and adequacy have also increased.
Ec.onomieJ:1evel<>pment. The City Council has set
as a \>vork ftern the de\leloprr1ent of an econornic S'U^atec
for the City, Currently, all the revenue fronl exishng
tax incrernent districts has been pledged, so the
challenge of de\/eloping tarols to implement economic
developrnent activities will be occurring O\ler the next
several months. Additionally. which segment of the
economy and \vhere to target economic deve10pn-lent
vv'ill be qiscussed over the next couple
Downtown Visioning.. Discussion about the vision
for the tlJture of the dOlvnto'vvn area of Eugene is currently
under\f/ay~ and should be completed by the end of
2003, \/Vhat \lision the community expects vvith the
revitalization of dovv'ntO'v\/n and the construction of
the Federal Courthouse is expected to be articulated in
the r.ex! severct1 months. Staff', the Planning Comrnission,
and the City CouncH are all engaged in the endeavor,
_11. As the cotTlmunit/ nas gro'vvn, so
too The City \A/ould like to pronlote
conservanon of natural re$()t.lrces and enhancetransper-
tat ion for pedestrian access, car -rx::oling,
bike routes, mass transit. and inter-city passenger trains,
EnYironme.ntal.Cancem.$. The Eugene cornrnunfty
and the City organization have a vv'ell-deserved reputation
for environmental protection and conservation. Current
environmental iss.ues indude: a controversial com-
munityl+Toxics Right-to-Kno'w" prograrn; respond-
ing to the Endangered Species Act listing of Upper
Vv{illamette spring Chinook salmon; management of
Eugene's urban forest; meshing the award-v,/inning
West Eugene vletlands conservation plan \fIlth a pro-
posed ne\tv' highVVdY; responding to an environmental
(
revievv' orthe City's practices and activities;
and implernenting the CouncWs resolution
on sustainability.
.;1t1zen---P~.D.tiol1.. Eugene is a
community of active citizens \vho
want to be involved in issues that
affect the quality or life of their com-
fnUn~'l. The City has rnade a strong
effort in recent years to reach out
to the cornmunity and gain input One
attenlpt knO'vvn as [)eclsions~
asked a broad cross-section of citi-
input on specific issues,
these efforts the still seeks
ne\v v</ays to effectively and meaningfully
involve citizens hDrn all spectrums or the
comrnunity
The new
t'1anager
Fioondng..fQr~l...lmpr~ts. Much of
the infrastructure in Eugene is aging and \vHl need to be
replaced or repaired in coming years. HO'\/v the City' goes about paying ror these inlprovenlents vvill
present difficult issues that need attention and resolution. One issue currently being analyzed is the status
or City offices, vvhich at"e currently located in half a dozen locations in the dovvntOyvn area. Financlng
irnprovements to the City's aging infrastructure viill also be a challenge in the coming years, A local gas tax
and transportation utiHty fee are being discussed to fund maintenance and preservation or roads and bike paths,
Lo'-al.G~ell.t..Fil1~. Oregon voters passed tv\/O propert~./ tax lirnitation measures. f'1easures 5 and
50, during the 1990fs. The ongoing 50, beyond an initial I 09it reduction to the General
Fund in j 998. is that the gro\Jvt.h in General Fund revenues has slovved and is not keeping up \Jv'ith the increase
in The City rnade a $ I .5 rrlillion reduction in the General Fund in F'(02. .An additional
$1.5 rniHion reduction in Pf03 is needed in order to ensure a balanced next three years under
!.-le constraints of the propert:l tax lirr1ltatJons. Another effect of the nleasure is that local goven-!ments no
,l,)nger have the ability to add on-going services vvith an on-going increase in the property tax base> ,As
a result, added services nlust nOVi be funded v\/ith levies that can run for no rnore than
five years, The measure also imposed a doubte-rnajority requirerrlent on properr"./ tax
ITleaSures. The combined effect of these ne\<\/ has rnade it n~luch nlore
difficult to fllanage the provision of general City services over the past fevl years.
M.e~erQ.tiQn....and Intergar:.erlJ11JJ:11tfJLBelotiol1l. The City is in the
process of exploring vvays of consolfdating and inlproving efficiencies in their reia-
tionships with the City of Springfield and Lane County, as well as school districts and
the University of Oregon, This includes strearnlining the criminal justice systerrl. !t
vvil! also be critical to seek regional solutions to issues that financially irnpact
individual foca! governrnent entities disproportionately.
vvil! be an articulate, perceptive,
open-rninded and corn posed prOfeSSlc)flal
vvho seeks neVi inforrflation
Policing. Community growth and a commitment to Community Policing has
created an increase ir't sen/ice dernands vvhile police levels have not changed
significantly since 198 I . Facility and technological upgrades have occurred in the 91 ! Center;
ho\;vever~ tVv'o bond levies to build new police headquarters were defeated by voters,
Vvork continues on a regional level to replace an aged crirninal data systen-'!. is
a df>ierse city requ~ring a high level or po!icing expertise and a commitrnent to value ideological and
persona! differences \vith an open rnind.
fMSJ.ulld. The Emergency Medical Serv'ices Fund (EM S) is dranlatically decreasing
revenues over the next six fiscal years. This is due to a variety of external forces requiring rapid
change and in preparation ror the inlplementation of cost containtnent
measures undertaken by the Center for Medicare/Medicaid Services (eMS). These
reimbursement reductions are currently projected to be in the 28-329S in
the Pacific North'y'\/est.
flm.J!eS/loll.se.. The Santa Clara Rural Fire Protection District has provided contract fire
protection and EMS first response to city annexed property \Alithin the northern portion of
Eugene's Urban Grovvth Boundary: The Eugene Fire & EMS Department is recommending
that the City begin directly providing fire and EMS services to an Eugene properties 'Within
the Urban Grovv'th Boundar)" beginning in FY03, The Department has developed a plan
to reassign an fire company into the Santa Clara neighborhood on an
and ideas.
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. .
.. . Ability to quickly size up the . ;" . and < of issues' .
: <.;.< .~ ~""'.
· Ability to analyze the .~ r.' . ~.' ." and propose and implement soiuti0l1S;
· Makes hinlsetf;lherself available to crtizens as time pernl!ts and returrfsph(')ne cmlsin a.timel~ manner;
. .. .... . . : . .'
· Ability to accept and acknowledge unrolls in a way; . ..
· Ability to meet and engage the community and staff in apositiveaoa rneanilMgrul Vsla'tj YUtlile
becoming so visible he/she beCOfFl:eS a focal Rointor lig~t91f:1ihg jf{j)o;
· Works to:rJJl commlHli~yconsernsws ell community priQrities;
. .
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· .OmKS c~flel~'tivet'* anort;@HauGfrati>tel1\ \^litmntMf%bi
· ,~~tllll~ratiQmtl1il7~ flIismussi0m d
11\ RrrJrtmtmlrnts@xO cftizeofnxl0lvemenI; li~ s€rvies;
· ttI.@I~SE1@QHThI8'H' 10STler arnl@nMirltDmille~I' wasem mID
.. ttf~mr;.~rnm ini~~Bi~~~ .
· t).RhJj*if3I~~F.M?f%~lJ"am@ tlf;1t'f:VQ'@f in irl'tera€tl{&ms&M1tt"l:the &l1{QtJl'1~il;
. , . ". .. ~ID~I~t0IMl,tDrl<amilltnmiv.eima8 MIltlere.startr ar~
. . .... . ~~ as .iiW%lTh~,_jll'tfitl1i~ is afwaMS 1<. irHfie l@am.
0ruffie !~~~l mandlottte &VIII nave .
.11\, fB-j~erfuan(Jmi~mlJl: g{v!.r:wzitf?les a.mill @*
nwnltQ de'Mel@g{rEent Ttirncti@AS 8X1B1.serV1C€W;;
.. .E1mffemits0cial, potiticaf\3RlO€CtDD0rmID itreo@s anm It r:'B~ml€J@!al
.. . ~rgami164ti00al am~Fnamager'Oent as, dlRtrliem ]0 $m€ ana:l~sis arn~
'. " am@ 0~era'ti0ntll meeds;
.. ~(
anti ~0&er:Rrmemt mmBlget' flttell?if[atf~m 4El
an~ ~faGtiEes 0T orgamizari0tW1 aiuri11ntstl1atiaRt
'~Bi$;
. · .... fficimcip1:las @t.effe€tiiWe:luoHo relatiw~s.
.. anel tlrmm$.;aRltJQ~hanle*els.HD~ Iplv.erMtWiemf'.
. ..
. . atfis 'sID~ulel mawe emb?eri@ID<le as. a {%it~
Cif: as. an
'@t
ma
~b
fdK0gfuarmS is @esit1~tl sel$le
. ~fa€~i~p Btr~ITifZnB€ imi'8:
<lt0mnrnmrnilf w,GJulo' oe.,'s,eem .as 'a
~1~!8g v..titma'~t~~Ik1:r.B€QRti?;:lt'$ll~i(j~S!S
\NW~il01~!~~;tk)tme'I$S.sl€l~12.m~
. 1~lumlQggtf@V\rtm 'rmanager-metttlMc!tizem'
.' p::~Ii@imatiGffi~Giverslto, ~~~W.fIa~
. '.Jilin). aTltJrmaole;h0usimgt
. . ~Ul'1i1i.if!ing", II ..
: .I!:.ma(:ffi.el~!f$ a.b@e TP0~Jln
, l
~
. lJgeffia4i~ It1io?6 arn~
trnIEiltam~tt.'e mJv€r
. ...... ..:..<../:....... ....
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THE COMPEN'SATION..
The range for the position is $102.294 to
$134,472 annually. Placernent in the range wiU be
based on the candidate's qualifications and experience.
The City of Eugene \tvill also assist the candidate with
nloving and relocation expenses, The CitY' of Eugene
benefit includes the following:
Transportation aHovv'ance ($350 per rnonth);
City~paid Oregon PERS (both ernployee and enl-
ployer portion by the City):
Deferred Cornpensation ($6,000 annual contribu-
tion, City paid);
Vacation and Sick Leave;
Paio holidays;
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