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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 2 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. 3 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 4 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 5