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Council PKT 02-27-1999 RetreatFederal Way City Council Leadership Transition Workshop February 27th, 1999 -Agenda- 10:00 lO:O5 11:o0 11:10 Introduction and Overview of the Agenda Module I: Political and Community Context Presentation: Phase I and II Findings (Pendleton) Council Discussion of Key points Dynamics Turnover Key Community Issues Transition Goals and Norms Consensus Choice (7-0) Vote Information Sharing and Collaboration Embrace Compromise Active Involvement Other Break Module I1: Selection Process Presentation: Phase I and II Findings (Pendleton) Council Discussion/Decisions -Style of Process (Open/National Search?) -Community Involvement -City Employee Involvement -Council Oversight Structure -Search Firm -Other 12:10 Lunch 12:40 1:45 2:OO Module II1: Desired Qualities and Selection Criteria 1. Presentation: Phase I and II Findings (Pendleton) 2. Council Discussion: Agreements and Differences 3. Prioritize Criteria Areas (Paired Comparison Ranking) Module IV: Staffing Issues 1. Department Directors: Phase I and II presentation (Pendleton) 2. Staffing needs. Adjourn MICHAEL R. PENDLETON, Ph.D ORGANIZATIONAL - MANAGEMENT CONSULTANT 34225 BRIDGEVIEW DR. N.E. KINGSTON, WASHINGTON 98346 Phone: (360) 638-1179 Fax. (360) 638-1779 e-mail: mpendleton@telebyte.com CITY OF FEDERAL WAY LEADERSHIP TRANSITION Project Phase I Department Directors Summary Report February 1999 INTRODUCTION In September of 1999 the City Manager of Federal Way will retire setting the stage for a change in administrative leadership within the City. Change in organizational leadership is often viewed as difficult and disruptive. In this case the advance notice of retirement provides an opportunity to both identify and plan for the challenges that accompany change in executive leadership. These challenges can be effectively managed through implementation of a leadership transition strategy based on a thoughtful analysis of the organizational needs during the transition period. The first step in creating a transition strategy is to conduct an assessment to identify needs, issues and insights from key professionals Within the organization which might inform a transition strategy. The goal is to craft a way to proceed which will minimize instability and anxiety during a period in organizational life that is characteristically unstable. This is the first of two reports which will provide guidance to the transition in leadership. This report is based upon one hour interviews with each of the Department Directors and selected management team members (see appendix one). The interviews were guided by a four part questionnaire (see appendix two). This report summarizes the findings from the interviews and includes recommendations which can inform the transition strategy. DEPARTMENT STABILITY During changes in executive leadership the associated instability often magnifies periods of change and instability that normally occur on an ongoing basis within the organization. Normal occurrences of attrition, morale problems, demanding projects or issues, and normal needs for information are accentuated and can become disproportionally disruptive during leadership changes. In this assessment module the participants were asked to address the affect of the leadership change on their own departments, to identify key projects or issues that may affect the transition process, and other questions concerning department attrition and leadership. Projected Impact on the Departments. Seven out of the nine participants (77%) representing departments indicated that the change in leadership will affect their departments somewhat to a great deal. In part the change represents a loss of a respected and loved leader. In other cases such as the Department of Community Development the change is magnified by the fact that the current Director is leaving and a new Director will be taking over within the next two months. In the case of the City Managers office it is clear that it will change dramatically with both the City Manager and the Deputy City Manager leaving at the same time. The remain staff are clearly interested in the impacts of this change. Two Departments, Police and Public Works report little substantive impact. Key Issues and Projects. Seventeen key issues or projects were identified within the respective Departments that will impact, in some way, the organization during the transition period (see appendix 3). Of those 17 projects seven are determined to be likely to have a significant impact on the organization during the transition and should be managed with an additional view toward optimizing organizational stability. The remaining projects will be important but, at this time, do not seem to cross the threshold from "normal business" to likely to disrupt. 1. The transition plan. The need for a clearly communicated transition plan including who will staff the City Council during the process is critical. In addition clear strategies to accommodate identified internal changes, projects, and the need for on-going enhanced communication are important. 2. The move to a new space. While this is a relatively short term project it promises to be disruptive. People become possessive over their space and adjusting to a new physical work environment can be stressful. 3. Change in Directors in Community Development. Word is out that there will be a new Director of Community Development but that the existing Director will remain for a period of time in a project management role. There is fear that this situation will drag on causing a serious leadership crisis in the department. 4. It is believed that the City Attorney will be appointed as an Assistant City Manager. This added responsibility will place more burden on the existing staff in the law department. 5. Police Department. The start-up of the Police Department has had the usual growing pains and workload issues. There have also been management tension with Guild negotiations and other departments which deserve continuing attention. 6. Automated Time Sheets. While a rather routine change the implementation of this new system affects the way employees will proceed to be paid. Should there be problems with this project it could magnify the uncertainty around leadership and the transition. 7. Up-grading computers from Window 95 to Windows 98. Again a potentially small project but when combined with the others it directly impacts daily routines which, again, combine to be very unsettling. 8. Y2K. This project will not be fully realized until three months after the change in City Manager's however there will be increasing discussions in the media about this issue. The public discussions about this issue is predicted to cause, at a minimum public concern, if not some unrest. The city should both plan to be ready and expect an increasing public discussion during the transition period. ,' Director Replacements and Attrition. At this time all but one department, Human Resource, has identified someone within their respective departments that could assume the role of Director should it become necessary. In Public Works the Deputy Director position has just been approved but is yet to be filled. If that position is filled from the outside there may be a question of adequate orientation for the Deputy to fill the Director role if it became necessary. While attrition in key positions is always possible, there is little indication that there are likely vacancies within the departments, at this time, that will be disruptive. The possible exception to this may be in the City Managers office where support staff are reportedly looking for other opportunities, yet nothing is imminent. Recommendations: 1. Task each of the Department Directors responsible for the seven issues/projects above to detail and present to the City Manager their strategy for addressing potential disruptions and instabilities. 2. Formally appoint the Assistant City Manager and resolve related compensation issues effective January 1st, 1999. 3. Assign the Assistant City Manager serve as staff to the City Council on the transition plan. Assign the Assistant City Manager the responsibility to work with the City Council to produce for public communication a clear transition strategy to include plans for communicating the strategy and a continual update process to the organization. 4. Make a firm decision on the leaving of the existing Director of Community Development effective February 1~'1999. Install the new Director of Community Development effective February 1, 1999. Facilitate a centralized office for the new Director as soon as possible. 5. The City Manager continue the "fireside chat" program. 6. The City Manager make extra efforts to support the staff in the City Managers office through more communication and other appropriate means. Political/Community Issues. The participant identified three key factors they feel will impact the transition process: 1) The chronic 5-2 split on the City Council 2) the likely election of a substantially new council and 3) Selected policy issues. 1. The Chronic 5-2 City Council split. Policy and personal differences among council members has resulted in a chronic split. The tone and nature of the split is negative and is often reflected in open meetings. This issue is particularly critical to the selection of the next City Manager. It is widely recognized that a decision of this magnitude should be reflected in a 7-0 vote if possible to provide for optimum initial stability in organizational leadership. 2. Likely new City Council. Given the tenure's, election cycles, and personal preferences of some council members not to run again, it is possible if not likely that four new members of the council will take office three months after the arrival of a new City Manager. The potential for instability at the council level is high given the potential inexperience of the new council and the possible philosophical shift. This uncertainty is likely to impact the ability to attract and retain first rate candidates for City Manager. .' Policy issues. The participants identified the following policy issues as likely to emerge during the transition: - Renewed Discussions to takeover Lakehaven. - School District/City Police officer program-who pays? - Arts Commission request for more funding. Recommendations: 1. Craft the transition plan including the selection of the lead staff person with the goal of securing a 7-0 council vote to confirm the next City Manager. 2. Direct the relevant staff to monitor the policy issues identified above carefully to track the emergence and nature of these issues. CITY MANAGER SELECTION CRITERIA AND PROCESS The first step toward the selection of a new City Manager begins with the identification of criteria and then the design of the process. It is clearly recognized that it is the City Council's responsibility and role to establish both the criteria and the process. Quite simply it is their decision. To provide information which might inform the Council's decision the Department Directors were requested to identify what they believed to be key criteria! qualities for the ideal next City Manager and the type of process that would be most effective. Criteria and Characteristics. When one first considers what criteria or characteristics would be desirable in a City Manager it becomes clear that the level of perfection that is desired is simply not possible. A closer look at the data does, however, reveal some themes or patterns that represent criteria that, from the Directors view point, would be important. 1. Experience and Professional Training. Prior experience in the City Managers role or Assistant City Managers role is preferred. In addition professional education! training in public administration to include working knowledge of budgeting and law. The complexity and unique nature of the social and political environment in Federal Way might preclude a candidate from the private sector. 2. Ability to assist the City Council in shaping their desired council culture and reaching their desired goals. Genuinely enjoys being with elected officials. Respects the role of the elected official and recognizes! defers to the policy leadership role of the council. In effect, not only lets the council lead, but facilitates the leadership role of the council. Is able to effectively let the council know when they have crossed the line and help them to recover, with dignity, their proper footing. Is fair and respects the minority opinion. 3. Has a strong economic development background / interest. Has a real interest/flair in the entrepreneurial role, 4. Has a strong human relations focus with great people skills such as listening and ability to direct in a polite but firm way. Has the ability to both see and create public images of government in Federal Way. 5. Is a natural leader. Has vision, is decisive after proper deliberation, is seen as confident, and is talented at directing and controlling a team. Does not micro-manage but has interest in knowing what is going on inside the organization. Is accessible. Is active in the community and is viewed as a key leader! participant in community affairs. 6. Has contemporary interests and skills. Is technologically oriented, has a interest in regional issues, and is comfortable with the contracting philosophy that is central to Federal VVay's approach to delivering service. Understands the context of the policy issues at hand. Selection Process. All participants favored an open, competitive, and participatory process. All but one participant felt the process should be extensive involving the community, boards and commissions, and employees in some aspect of meeting and/or commenting on the finai list of candidates. It was noted that to over come the reluctance of many fine candidates to come to a City where the majority of the council could change three months after arrival, a community based process would be best. It is reasoned that a new council would be reluctant to remove a manager, without cause, that has been soundly endorsed by the larger community. Most importantly, the participants feel that an open and extensive process is the most fair and best way to determine the best candidate. One participant felt the process should be minimal to avoid wasting time and resources because it is a council decision and they may not want much process. Recommendations: 1. This report be combined with the City Council report on the transition process and serve as the basis for a facilitated City Council discussion and decisions on how to proceed with the process. 2. The Staff recommend to the council a range of processes that might be possible for council review and discussion.,,' APPENDIX ONE ROSTER OF PARTICIPANTS Philip Keightley Londi Lindell Derek Matheson Mary McDougal Cary Roe Jennifer Schroder Iwen Wang Ron Wood Patrick Briggs Greg Moore Stephen Clifton Deputy City Manager City Attorney Assistant to the City Manager Human Resources Manager Public Works Directo~ Park, Recreation & Cultural Services Director Management Services Director Public Safety Director Executive Assistant Outgoing Community Development Director Incoming Community Development Director 10 APPENDIX TWO Transition Plan Interview Questions Department Directors Individual Transition 1. How do you see the change in Leadership affecting you? 2. What are your career plans? Stay or Leave? When? 3. What do you need as a Director to be successful during ~this transition? 4. What do you need to facilitate your personal career development in light of the change in leadership? 5. Other. II. Department Transition 1. How do you see the transition affecting your department? 2. What department issues/projects may be critical or important during the transition process? 3. If you were to leave who in your department should assume your role? 4. Do you see key people in your department leaving during the transition in leadership? 5. What internal process, if any, will you implement in your department to facilitate department involvement in the effective transition in leadership? 6. Other t! III. City Wide Transition Issues 1. Are there any issues/problems that you see in other Departments that could affect an effective transition in leadership? 2. Are there any larger political/community issues or problems that could affect an effective transition in leadership? 3. Other IV. Transition Process and New Leadership 1. What type of City Manager Should be recruited and why? 2. What type of transition process (forums and involvement of employees/citizens etc.) should be implemented and why? 3. Please develop a one page transition plan for you department. Detail who you would recommend to be an acting Director in your place, key issues to be addressed, ways to inform and involve employees in the transition etc. 4. Other APPENDIX THREE Key Projects and Issues Impacting The Leadership Transition 1. The Transition Plan. 2. The move to a new space. 3. Change in Directors in Community Development. 4. Appointment of City Attorney to Assistant City Manager. 5. Police Department Management 6. Automated Time Sheets. 7. Up-grading computers from Window 95 to Windows 98. 8. Y2K. 9. Securing matching funds for Public works grants. 10. Implementing Imagining program. 11. Low Morale in Community Development. 12. Implementing the Government Broadcasting Channel 13. First Quarter resolution of the Russell Brothers law suit. 14. Celebration Parks maintenance appropriation - Adequate? 15. Vice problem related to Business licensing policy. 16. Capital Facilities Plan 17. An Accelerating number of building permits in Community Development. 18. Implementing supervisor-management training - Is now the time? MICHAEL R. PENDLETON, Ph.D ORGANIZATIONAL - MANAGEMENT CONSULTANT 34225 BRIDGEVIEW DR. N.E. KINGSTON, WASHINGTON 98346 Phone: (360) 638-1179 Fax. (360) 638-1779 e-maih mpendleton@telebyte.com CITY OF FEDERAL WAY LEADERSHIP TRANSITION Project Phase II Department Directors Summary Report February 1999 . INTRODUCTION In September of 1999'the City Manager of Federal Way will retire setting the stage for a change in administrative leadership within the City. Change in organizational leadership is often viewed as difficult and disruptive. In this case the advance notice of retirement provides an opportunity to both identify and plan for the challenges that accompany change in executive leadership. These challenges can be effectively managed through implementation of a leadership transition strategy based on a thoughtful analysis of the organizational needs during the transition period. The first step in creating a transition strategy is to conduct an assessment to identify needs, issues and insights from key professionals within the organization which might inform a transition strategy. The goal is to craft a way to proceed which will minimize instability and anxiety during a period in organizational life that is characteristically unstable. This is the second of two reports which will provide guidance to the transition in leadership. This report is based upon interviews with each of the City Council Members (see appendix one). The interviews were guided by a four part questionnaire (see appendix two). This report summarizes the findings from the interviews which can inform the transition / selection strategy. Political and Community Issues It is important to recognize and access the critical role the political and community context will play in the successful recruitment and selection of the next City Manager. Uncertainty and conflict in the political environment may easily affect the ability to attract and retain high quality candidates. Key community issues or concerns can easily be reflected in the selection process or criteria used to evaluate and choose the next City Manager. Council Dynamics. All participants agreed that there has been chronic conflict primarily between two members of the council. While many view this conflict as the result of stylistic differences, it was also noted that the conflict, at times, has been evident in debate and decisions on key policy questions. Virtually all the participants express concern that the conflict, if unchecked, may have a negative impact on the transition process and selection of the next City Manager. All participants agree, however, that those caught up in the conflict are quite capable of preventing their differences from coming into play in this process if they so choose. All participants recognize that the decision to appoint the next City Manager is perhaps the most important decision a council will make and it will be critical to keep conflict at the professional level and to a minimum. One key to accomplishing a minimal conflict environment is to select a selection process that is inclusive and acceptable to all council members. In addition to the above noted conflict, the participants noted that there is, at times, a philosophical split among the council members that can result in a 5-2 voting pattern on some issues. This pattern while observable is not a chronic occurrence but, on occasion, is reflected in formal votes. Council Tumover. All participants were quick to note that there is the potential for the composition of the council to change significantly in November of 1999, only a month after the arrival of the newly selected City Manager. Currently, the Mayor has decided not to seek re-election. Three other Council members are also up for re-election. Two members have decided to run again in November and the third is undecided. It was noted, that it is possible that the year 2000 council could be dominated by new members which could conceivably overturn the previous Council's selection decision for the new City Manager. While this possibility may seem remote at this point, a predominately new Council would surely create a significant degree of unpredictability for an in-coming City Manager; The perception of instability~at the Council level may have a significant impact on the ability to recruit viable candidates and when combined with unchecked Council conflict will surely be a factor in the recruitment! selection process. Key Community Issues. The participants identified several issues that would be on- going during the transition and selection process. Of the array of issues noted, the following issues were most often cited as possibly affecting the transition/selection process: Lakehaven: Several participants noted that the question of a City assumption of the Lakehaven utility has, again, resurfaced and may be visible during the transition period. This issue has been and promises to be controversial and may shape expectations that will be evident in the recruitment and Selection process. Police Department: Several participants noted that recent controversy surrounding the police department and/or police issues such as the need for a police station could also affect the transition and selection process. School District: Some participants noted that recent tension between the City and the School District along with on-going joint projects could become a factor if elevated to a more prominent level in the months to come. Additional Issues: The following is a roster of additional issues that were identified by individual participants that will be ongoing during the transition period: -Annexations -Municipal Court Facility -Fire District assumption by city -Arts Commission issues -Downtown expansion -Growth Management -Citing of a transit center -Hotel/Motel funds -Celebration Park II Intemal Organizational Stability/Issues In addition to accessing the political and social community for key issues it is also important to take a look inside the organization for issues that may affect the selection of the next City Manager. Most participants quickly noted that in their role they did not have the type of detailed knowledge in this area as others more directly involved in the day to day operation of the city (see phase I report for a det.ailed presentation and analysis of internal organizational issues). Participants did, however offer a few observations that are important and could affect the transition! selection process. Department Director Stability. Several participants expressed concern over the possibility of loosing key Department Directors either during or shortly after the selection of the next City Manager. Participants view the leadership teamas an effective and highly professional group who play a key role in the operation and service delivery system of the city. Participants noted that it is important for the Council to consider the professional needs of the Department Directors in such areas as decision making, and the freedom to run their departments when selecting the next City Manager. Several participants felt that if a micro managing, control oriented City Manager was selected many of the key Department Directors would soon leave the city. It was also noted that it will be important to make efforts to retain key staff members who "hold things together." Leadership Letdown. Some participants noted the potential for a lameduck or leadership letdown phenomenon where key administrators such as the City Manager or Department Directors may have a tendency to experience an emotional and operational letdown in anticipation of leaving the organization. While some participants felt that such a letdown may be natural, it was important to recognize the possibility and take steps to avoid a possible leadership vacuum. There was some modest concern that the quality of staff work could suffer during this period unless steps were taken to address this issue. Some participants felt such an effect could be accomplished by empowering selected Department Directors or the Assistant City Manager to assume the lead on key issues and projects. The Police Department Leadership. Some participants identified the police department as a major problem area in the city that is very likely to affect the transition and possibly the selection of the next city manager. Participants identified recent strife between management and the police guild and other management! leadership issues in the department as significant. III The New City Manager. Desired Qualities and Characteristics Central to the process of selecting a new City Manager are the criteria on which to base the selection decision. Participants were asked to provide their views on the desired personal and professional criteria or qualities that the next City Manager would bring to Federal Way. The following is a summary of the key attributes that were identified by the Council. Professional Attributes: 1. Prior Experience: The Council is in agreement that the next City Manager should have significant management experience (five years or more) in an organization that is similar in size and complexity to Federal Way. The majority of the Council does not feel that the prior experience must be in city government. Two members feel that prior experience as a City Manager in city government is essential. One Council member believes that the next City Manager should come from a business organization. 2. Fiscal experience and skill. The majority of the Council feel that the next City Manager should have experience and skill in budget and fiscal management. The ability to understand the grant acquisition process, the nature/of taxes as a revenue source, and a detailed understanding of the budgeting process to include effective oversight is essential. 3. Leadership. Virtually all the Council members identified some aspect of leadership as an essential skill for the next City Manager. There was agreement that the ideal candidate would not micro-manage the organization but empower the leadership team to make decisions, while being accessible to guide and direct when necessary. Team building and team leadership to include a non authoritarian (non-control) approach that relies on ~quiet leadership" based on consensus building would be desirable. Yet the next manager must be decisive and a tough negotiator for the interests of the City. Being able to take direction as well as giving direction is also important. Attention to follow-through, problem solving and a commitment to accountability were also identified as important leadership attributes. 4. Policy/Operational Knowledge. The Council identified the importance of a professional knowledge and comfort in specific policy areas which include economic development, public safety (police) and planning, for the next City Manager. 5. Goodness of Fit. All the Council members identified the importance of a good fit between the next manager and Federal Way as a community, and a style of city government. Being visible in the community, supporting diversity, respecting elected officials and being interested in Federal Way's stake in regional issues were identified as an aspect of a ~good match". The ability to be a visionary leader in the terms that are reflective of the values and nature of Federal Way is also important. Skill in working with the media to advance the image and goals of the City will be essential to success. In addition it was consistently noted that the successful candidate would be comfortable working in a "lean operational environment" where limited resources and long hours are features of the organizational culture. Finally it was noted that the next City Manager should live in the city and be able to commit to staying with the organization for a reasonable period of time. Personal Attributes: 1. Relationship with Others: The Council consistently noted the importance of the City Manager to have an ability to relate well with other people. The attributes that seem to define this ability include, sensitivity to and respect for others, being an active listener and respectful communicator, having a "real world" perspective that indicates an understanding of the citizen perspective, and being a real person that is not pretentious. 2. Ethical. The Council was clear that they value and expect the highest level of ethical commitment from their City Manager. Honesty, trust, and fairness are among the most highly valued attributes in this area. Having clear and well articulated limits and expectations that support the highest ethical standard are critical to the success of any City Manager in Federal Way. 3. Community Based. The Council desires a City Manager that is visible in the community, who values a family lifestyle, and is effective with community groups (church community etc.) In addition it is desirable that the City Manager have a strong public service orientation that is recognized in the community. 4. Individual Values and Style. The Council also identified several attributes that would distinguish the ideal candidate as an individual. These qualities include, flexibility, sense of personal security / confidence, a value of education, either male or female gender, and a balanced judgment. The one area of difference is in the area of personal approach. Some Council members would like to see a "low key" individual while others want an energetic type of personality. IV City Manager Selection Process There are a number of key decisions that must be made to create the best process for selecting the next City Manager. The participants were presented with several of these decision areas and requested to provide their preliminary thoughts in these key areas. Style of Selection Process. All participants favored an open, competitive, and participatory process. Participants felt that a national search should be conducted using a search firm that is selected based on its fit with the Council's needs and desires. Community Involvement. All participants favor some form of community involvement in the process. The majority of participants would like to see the community invited to "meet and greet" social gatherings to meet the final candidates. It was also suggested that some aspect of the selection process such as interviews with final candidates could be broadcast on the new government television channel. Yet another suggestion was a "town hall" type event where community members could, through a moderator, ask the final candidates questions. The majority of the participants do not feel that the public should actually participate in the decision process as that is clearly the role of the City Council. Some participants felt there could be a role for citizens to provide their input on candidate selection through such mechanisms as a "blue ribbon panel" or other process activities. tO City Employee Involvement. Again all participants favor some form of involvement for the employees. For those below the Department Director level there seems to be agreement that "meet and greet" type of gatherings involving the final candidates would be useful. For Department Directors, however, many participants feel that some more formal involvement in either the interview process or some form of facilitated discussion with final candidates would produce valuable input to add to the information available to the Council. It should be noted that a separate report outlines the results of a transition interview process with Department Directors that details their views on criteria and process. Council Oversight and Control. Participants agree that this will be one of the most important decisions that the City Council will make during their tenure. It was also noted that the question of leadership will be front and center in full view of the public given the high profile nature of this decision. Accordingly there seems to be agreement that the Council should provide visible, close oversight and supervision of the selection process. An oversight committee representing the range of views on the Council along with appropriate staff liaison seems useful to several participants. In addition this transition process and the oversight system should be geared to both selecting and directing the search firm that will conduct the search. It was agreed that the current City Manager should not be required to manage the logistics of the search process. t! APPENDIX ONE ROSTER OF PARTICIPANTS Ron Gintz Michael Park Jeanne Burbidge Jack Dovey Mary Gates Linda Kochmar Phil Watkins Mayor Deputy Mayor Council Member Council Member Council Member Council Member Council Member 12 APPENDIX TWO Transition Plan City Council Interview Questions Transition: Key Political and Community Issues 1. Please give an overview of the current Council political and interpersonal dynamic that may impact or be relevant to the leadership transition period/selection process/after the new Manager arrives? 2. What key political issues within the City may shape the transition in leadership/selection process? 3. Are there any larger commi~nity issues or problems that could affect an effective transition in leadership? 4. Other II. Transition: The City Organization (Internal) 1. How do you see the transition affecting the internal City organization? 2. What internal City department issues/projects/problems may be critical or important during the transition process? 3. What City issues/projects/problems may shape future leadership needs and subsequent criteria/process for selection of the next City Manager? 4. Do you see key people, besides the City Manager and Deputy City Manager leaving during the transition in leadership? 5. Should the City organization be doing anything special or in particular during this period to optimize the transition/selection process? 6. Other III Transition: The New City Manager 1. What do you feel should be the desired personal qualities in the next City Manager and Why? 2. What professional qualities should be utilized to select the next City Manager and why? 3. Other considerations or expectations for the New City Manager? IV Transition: The Selection Process 1. What should be the goals of the selection process? 2. Please describe the type of selection process you would like to see utilized to select the next city manager and why? 3. What role, if any, do you see for community members in the selection process? 4. What role, if any, do you see for City employees in the selection process V Individual Transition 1. How do you see the change in Leadership affecting you? 2. What are your political career plans? Stay or Leave? When? 3. What do you need as a Council Member to be successful during this transition? 4. Other.