Council MINS 02-27-1999 Special
FEDERAL WAY CITY COUNCIL
CITY MANAGER SEARCH RETREAT
Saturday, February 27, 1999
In attendance: Mayor Ron Gintz; Deputy Mayor Michael Parle; Councilmembers Jeanne Burbidge, Jack Dovey,
Mary Gates, Linda Kachmar, and Phil Watkins; Facilitator Dr. Michael Pendleton; Deputy City Manager Philip
Keightley; Assistant to the City Manager Derek Matheson; Executive Assistant Patrick Briggs; Parks
Commissioner H. David Kaplan; News Tribune reporter Barbara Clements.
Summary reviewed by: City Manager Search Committee, Landi Lindell, Derek Matheson, and Dr. Pendleton.
POLITICAL AND COMMUNITY CONTEXT
Consensus Choice (7-0) Vote
Council discussed the importance of selecting the next City Manager by a unanimous vote. Dr. Pendleton noted
this would send a clear message of support to a Manager who will be giving up stable employment to come to
Federal Way in the midst of a Council election year. All Council members expressed confidence that a 7-0 vote
is possible. Councilrnember Dovey suggested that a candidate should not make it into the finalist group without
unanimous support. Councilmember Kachmar disagreed with the notion of a chronic 5-2 split on the Council,
noting the two dissenting votes are often not the same Councilmembers.
Information Sharinl! and Collaboration
Council agreed there are critical points in the search process where all members must be fully informed in a
timely manner. Council also agreed to set up a process to ensure that infonnation is quickly and properly
disseminated.
Embracinl! Comoromise
Council affirmed the importance of working together in a cooperative and collaborative manner to ensure a
selection that all Councilmembers can support. Mayor Gintz likened the process to a jury, whereby Council
would deliberate until a unanimous decision is reached. Councilmember Gates stressed the importance of not
becoming steadfast in support of a single candidate too early in the process. Councilmember Dovey added that if
a Councilmember does strongly favor a particular candidate, he/she should bring that to the Council for
discussion. Councilmember Gates added it would be unwise to forego the best candidate simply to attain
consensus.
Active Involvement
Councilmembers agreed that a process is necessary for keeping members informed. Dr. Pendleton suggested that
Council or a committee develop a detailed work plan with key dates and responsibilities that will ensure active
involvement. Councilmember Dovey stressed that Council must actively manage the process and not hand it over
to a search firm.
Other Issues
Council agreed that the mix of issues in Dr. Pendleton's report is only a representative sample of the City's
constantly changing policy environment. Councilmember Gates asked that Council do what it can to keep the
City Manager search ITom becoming an election issue.
ORIGINAL
SELECTION PROCESS
Style of Process
Dr. Pendleton noted that both the City Council and Management Team endorsed an open search process. The
Council unanimously agreed to conduct a nationwide search.
Community Involvement
There was consensus among Councilmembers that community involvement should be a key element in the City
Manager search process, and Councilmembers discussed at length options for providing substantive input.
Councilmember Watkins suggested a moderated town meeting at which audience members would submit written
questions via a moderator to a panel of City Manager candidates. He also proposed that the function could be
broadcast over the City's cable television station. Councilmember Gates stated that a "meet-and-greet" is also a
good way to sell candidates on the Federal Way community. Councilmember Dovey noted that doing both would
be similar to the Public Safety Director selection process.
City Emplovee Involvement
Dr. Pendleton ftamed the issue of employee involvement by noting that the Management Team desires employee
input in the selection process, but also understand that it is the Council's prerogative to select the next City
Manager. Councilmember Dovey remarked that staffwill have the greatest day-to-œy involvement with the new
Manager and should have a forum to ask candidates tough questions about their philosophy and operational style.
Councilmember Gates suggested a duplication of the community involvement process may be the most effective
way to involve employees. Mayor Gintz and Councilmember Watkins both endorsed processes similar to that for
community involvement. Councilmember Kochmar suggested a sma1l group of representatives from employee
work groups could ask questions of the panel.
The discussion turned to how employees could submit their thoughts to Council after the two functions.
Suggestions included comment cards and Councilmember interaction with staff at the employee meet-and-greet
event.
Council Oversi!!ht Structure
Dr. Pendleton noted that supervising an executive search firm requires a lot of time and leadership and
recommended the Council form a 3-member committee to manage the process. Mayor Gintz recommended a City
Manager Search Committee consisting of Deputy Mayor Park as chair, Councilmember Watkins, and
Councilmember Gates. Council endorsed the concept. Deputy Mayor Park stated that all Councilmembers
would be welcome to attend the committee's meetings. Dr. Pendleton added that a decision on staffing would be
made later in the meeting.
Council also discussed how information would be disseminated from the committee to the remaining four
Councilmembers. Mayor Gintz suggested a weekly e-mail trom staff. Councilmember Kochmar suggested a
phone tree. Councilmember Watkins weighed in on the side of verbal interaction among Councilmembers. It was
agreed that the Search Committee should carefully address this issue.
Search Finn
Council discussed the process for selecting an executive search firm and managing the firm as it conducts its
work. Councilmembers agreed that the Search Committee should prepare a Request for Qualifications (RFQ)
that will be summarized in the Federal Way Mirror, Seattle Times, and Seattle Daily Journal of Commerce, as
well as mailed to all 34 firms on a list provided by the International City/County Management Association
(ICMA).
Dr. Pendleton cautioned Council to demand involvement at every stage of the process. Mayor Gintz would like
the Search Committee, not the consultant, to make the first cut to 10-20 applicants. Councilmember Watkins
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expressed a desire that all Councilmernbers become involved once there are five finalists and thinks Council
should reach consensus on compensation issues at that paint. Councilmember Gates wanted a guarantee that the
search consultant will personally conduct reference checks and would like all Councilmembers to participate in
reference-checking.
Council also agreed that the same consultant should manage all aspects of the search process and not delegate to
lower-level staff.
DESIRED OUALITIES AND SELECTION CRITERIA
Dr. Pendleton presented a series of flip charts to summarize Council- and Management Team-desired traits for a
new City Manager [attached].
Prior Emerience
Council discussed the issue of a private sector versus public sector individual, as well as how to measure "similar
size and complexity" to Federal Way. Deputy Mayor Parle inquired as to why the Management Team was
concerned about the success of a private sector individual, to which Dr. Pendleton remarked that there was some
concern about the complexity ofpalitica1 issues in Federal Way. It was agreed that both private sector and
public sector candidates should be equally considered. Councilmember Gates suggested that staff size would be a
good means to compare a city's size and complexity. Councilmember Dovey cautioned Council to remember that
a good candidate may be someone from a smaller city who wants to move up.
Fiscal Skill and Emerience
Councilmembers Dovey and Gates expressed concern with requiring proficiency in grants, as this would preclude
a private sector individual. Councilmember Gates suggested that grant proficiency be replaced with ability to
leverage monies. Councilmember Watkins stated that he desires a City Manager with at least some background
in finance and accounting.
Leadershin
Mayor Gintz strongly endorsed the notion of a City Manager who respects minority opnion, as a minority opinion
can quickly become a majority opinion. Several Councilmembers expressed concern that visionary leader might
conflict with an active Council.
Individual Values/StYle
Dr. Pendleton noted that some Councilmembers preferred a low-key manager, while others preferred an energetic
one. Mayor Gintz weighed in favor oflow-key, as Council should be the leader. Councilmember Dovey stated
that a good manager should know which situations require low-key leadership or energetic leadership.
STAFFING ISSUES
Assistant City Manager Londi Lindell and Assistant to the City Manager Derek Matheson were named stafffor
the City Manager search process. Council agreed the Search Committee should meet in the week following the
retreat to develop a time line and RFQ. Council also agreed that interviews should occur in July and August and
a City Manager selected by August 15.
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DESIRED CHARACTERISTICS FOR A NEW CITY MANAGER
(taken ITom flip charts at 2/27/99 retreat)
Professional Attributes
Prior Experience
Council comments:
Organization of similar size to City
Significant (5+ years) experience in city of similar size and complexity
Business organization experience
MI' comments:
Prefer CM/ACM experience
Education!training in public administration
Concerned about success of private sector person
Fiscal skill and experience
Council comments:
Strong finance and budget skills
Skilled in government revenue system, tax issues, budget development / oversight
MI' comments:
Desire strong financiallbudgeting skills
Leadership
Council comments:
"Quiet leadership"
Consensus building important
Decisive and tough negotiator
Guides; does not micromanage
Problem solver
Commitment to accountability
Team builder
MI' comments:
Accessible
Natural leader; decisive but deliberate
Team builder; does not micromanage
Interest in workings/work of organization
Facilitates policy leadership role of Council
Enjoys being with elected officials
Respects minority opinion
Policy/Operational Knowledge
Council comments:
Economic development
Public Safety
Community Development
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MI' comments:
Economic development
Entrepreneurial role
Fitting into Federal Way
Council comments:
Visible in community
Supporting of diversity
Visionary
Media savvy
Lean operational environment
Long hours
Live in City
Regional orientation
MI' comments:
Technological orientation
Regional interest
Comfortable with contract service model
Personal Attributes
Relationships
Council comments:
Good communicator - values listening
Real world perspective
Sensitivity and respect for others
Understands citizens' perspective
Ethics
Council comments:
Honest, trust, and fairness
Clearly articulated ethics
Community orientation
Council comments:
Family lifestyle
Effective with community groups
Public service orientation
MI' comments:
Active in community: key leader & participant
Individual values/style
Council comments:
Flexible
Confident
Balanced judgement
Knowing when to be low key vs. energetic
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