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.