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HomeMy WebLinkAbout04/05/2011 000 Colin Baenziger & Associates Presentation Handout IIMI N i - = E NM NM MN f11111 I MO M = r E NM � • t I , e l . iir . _ ... 4: o j �l. / e r K r I 1 �r I r ! 1 fL., F $C� PRESENTATION TO THE Yakima, WA April 5, 2011 Colin Baenziger & Associates ...Serving Our Clients with a Personal Touch Our Mission: To provide our clients with services that will significantly improve the management and operation of their cities, counties or other governmental agencies. Our Goal: To become recognized as the preeminent governmental executive search firm in the United States. Our Focus: Providing the highest quality executive search and consulting search services to our clients. Who We Are: ➢ Colin Baenziger & Associates was established in 1997. ➢- We initiated our executive search practice in 1998. ➢ We have performed over 200 searches for local governments in 14 states ranging from Florida to Alaska and Maine to California. 1 What Sets Colin Baenziger & Associates Apart ➢ Focus ➢ Thoroughness ➢ Expertise ➢ Cost Effective ➢ Experience ➢ Reliability ➢ Client Orientation and Responsiveness ➢ Litigation /Guarantee/Warranty ➢ Information and Advice ➢ Client and Candidate Recognition ➢ Tailored Approach ➢ Results ➢ The Bottom Line 2 M NM MI INIII MB MB NM BM M MS I MN MN EN MI N INE MN MO City Manager Selection Process Prepared by Colin Baenziger & Associates Recruit Candidates 1 • Notice Meet Draft & Develop 0 Conduct Detailed to with Members of the 0D Place Consult / Email to List of Top Background Proceed City Council Advertisements Database Candidates Checks • Get to know the elected officials • Understand the issues I • Understand the city's expectations Candidates • Develop the description of the ideal Respond candidate to Advertisements • Develop an idea of the desired contract parameters and compensation package. • Finalize the recruitment schedule Notify Those Not . Selected r c 4 Council Selects City Negotiates Finalists with [0 Council Interviews [ Council Selects O Contract with Selected Contract Is Executed On -Going Consultant Input Finalists Manager Manager Assistance ° o ° o o tj7 • Reception (optional) • One -on -One Interviews • Interview before full Council and Public - • Notify Notify Notify Those Not Finalists Those Not Selected of Status Selected © Colin Baenziger & Associates 3 ...Visit our website at: www.cb - asso.com • MN I NM I M IIMI 1111111 MN MI N MO NM EN an NM MN MB Our Program Task One: Develop a sense of the City, its elected officials and the community so that we can determine the kind of person who will be the right fit. ➢ Get to know the elected officials and their priorities. ➢ Understand the issues the next City Manager will face. ➢ Develop a description of the ideal candidate. ➢ Develop a target compensation package. ➢ Finalize the recruitment schedule. ➢ Develop a recruitment profile and other outreach materials. Task Two: Develop a field of strong candidates. ➢ Conduct an aggressive search for the very best candidates via telephone and email. ➢ Advertise in the trade press. ➢ Review our data base. Task Three: Narrow the field to 6 to 10 semifinalists. ➢ Interview candidates to assess their abilities. ➢ Conduct thorough background reviews. ➢ Forward the results of our work to the City. • 4 MO I NM N M N MO ' = • N MI = • I MK N • Our Program (continued) Task Four: City selects finalists. ➢ Meet with each of the elected officials to discuss the leading candidates. ➢ Elected officials select finalists. Task Five: Notify the candidates who are selected to be interviewed and those who are not. Task Six: Assist in the interview and selection process. ➢ Provide a list of possible questions that elected officials may wish to ask at the interviews. ➢ Coordinate and oversee the interview process. Task Seven: Debrief the elected officials and make the City Manager selection. ➢ Discuss candidates and interviews with each elected official. ➢ Several days after the interviews, coordinate the selection of the City Manager. Task Eight: Assist the City in negotiating the new City Manager's employment agreement. Task Nine: Continuing Assistance. 5 MI MI = E MI MN NM N M MI M M MI E NM NM MN 1 MN Proposed Project Schedule Phase I: Needs Analysis / Information Gathering April 12 CB &A begins meeting with the elected officials and other suggested stake holders to understand the job and its challenges. Specifically, the purposes of these interviews will be to: 1) get to know the elected officials, 2) understand the issues the next City Manager will face, 3) understand the elements of the job, 4) develop a description of the ideal candidate, 5) determine the desired compensation, 6) develop the process for selecting the next City Manager, and 7) finalize the project schedule. Part of his time will be spent in your community getting to know what makes it a special place to live and work. He will also meet with community stakeholders and City staff, if the City Council desires. April 18 Colin Baenziger submits the draft of the full recruitment profile to the City for its review. Comments will be due on April 22 Phase II: Recruiting April 25 CB &A posts the full recruitment profile on its website and submits it to the appropriate publications. It is also e- mailed to our extensive list of local government professionals. May 13 Closing date for submission of applications. May 1 8 CB &A reports the results of the recruiting effort to the Council. 6 = MI = I I E MN N NM NM ININI OM NM = M = I Proposed Project Schedule (continued) Phase III: Screening June 13 CB &A forwards the semi - finalist materials to the City. These will include the candidates' resumes, a summary of our interviews with the candidates, the results of our background and reference checks, and internet /newspaper archives results. Materials arrive on June 14 June 20 Colin Baenziger reviews the semi - finalists with the City's elected officials. The Council selects three to five candidates to interview. Phase IV: Interview Process Coordination and City Manager Selection July 8 City holds reception for candidates and spouses. July 9 Elected officials interview the candidates one -on -one and as a group. July 11 City selects its top choice to be its next City Manager at its special meeting. Phase V: Negotiation, Warranty & Continuing Assistance Post Selection: If requested by the City, CB &A works with City officials on an employment agreement. Typically this process takes a week before an agreement is ready to be ratified. Colin Baenziger will also stay in touch to ensure the Council -City Manager relationship is a strong one. 7 Key Team Members ❖ Colin Baenziger, Principal, Colin Baenziger & Associates ➢ Has personally conducted over 100 executive searches for cities, counties, and various authorities. ➢ Former City Manager in Wellington, Florida, with over ten years of municipal experience. ➢ Fifteen years of private sector experience. ➢ Master's Degree with Distinction from Cornell University's Graduate School of Management. ➢ Member, International City /County Management Association, the Florida City and County. Management Association and the Utah City Management Association. ❖ Tom Andrews, Senior Vice President, Colin Baenziger & Associates ➢ Has personally conducted or been involved in over 40 local government executive searches. ➢ Former County Manager, Fulton County, GA, and Chief Administrative Officer, Anne Arundel, MD. ➢. Member of the Georgia City- County Management Association, the Association of County Commissioners of Georgia and the National Association of Counties. ➢ Masters of Natural Resources Administration from the University of Michigan. ❖ David Collier, Senior Vice President, Colin Baenziger & Associates ➢ Involved in municipal management and consulting for more than 30 years. ➢ Former County Manager in Kansas, Michigan and Florida. Experience in a Maryland County too. ➢ Former City Manager in Stuart, Florida (14 years). ➢ Bachelor of Arts in Economics and Masters of Public Administration from the University of American University in Washington, DC. 8 Immosuolimmummimmumummlowiammismoommimmin Project Costs and Warranty City Manager Search Fee National Search: $23,500 flat fee for the entire search. ➢ Includes all costs except those associated with bringing the candidates and spouses to the City for the interviews. Warranty 1) We will not approach the selected candidate for any other position as long as the individual is employed as your City Manager. 2) If the selected individual leaves for any reason other than total incapacitation or death within the first year, CB &A will repeat the search at no charge. If he /she departs during the second year for any reason other than incapacitation or death, we will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with any of the candidates we present, CB &A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. 9 ! MO MN MO MI M i MI — UM MN M M = MN ! M i OM Some of Our Recent Recruitments and Clients City Manager, Albany, GA Borough Manager, Matanuska - Susitna Borough, AK City Manager, Chamblee, GA County Administrator, Clay County, FL City Manager, Coral Gables, FL County Administrator, Lowndes County, GA City Manager, Cottonwood Heights, UT County Administrator, Polk County, IA City Manager, Destin, FL County Manager, St. Johns County, FL City Manager, Fife, WA : County Manager, Union County, NC City Manager, Greensboro, NC Director, Economic Development, Loudoun County, VA Village Manager, Key Biscayne, FL Director, Capital Projects, New Orleans, LA City Manager, Miami Gardens, FL Personnel Director, Fulton County, GA City Manager, Portland, ME Public Works Director, Chandler, AZ City Manager, Roanoke, VA General Manager, Tampa Bay Water Authority Presented by Colin Baenziger & Associates... ...Serving our clients with a personal touch 10 RESOLUTION NO.2007 --2 31 - • - • y, A RESOLUTION'` OF THE COUNTY -C.OMMISSION, OF :ST: JOHNS' COUNTY, FLORIDA, : THANKING. • •• :COLIN BAENZIGER & ASSOCIATES' FOR ITS , .. • OUTSTANDING EFFORTS IN. CONDUCTING.' THE .. ' EXECUTIVE:. SEARCH FOR •THE,COUNTY'S,.N.EW ..' :, „ , . ADMINISTRATOR; . AND. • PROVIDING. AN.. . • , EFFECTIVE;pATE: • WHEREAS, :St.: • Johns `County retained •Colin , :Baenziger, &' 'Associates ; '(CB &A) to . identify and recommend strong candidates to`be the County Administrator; ; ••WHEREAS; 03"&A'§' staff •worked diligently to find • and produee':excellent candidates, • • and ;then ,.provided the .Count .Co with. comprehensive`.inaterials: 'concerning • the • ' ';.candidates? aptitude, , experience, background, ' •complete , and thorough interviews, references, • .. extensive _checks" of criminal; :.civil, and financial history, verification 'of employment .•and' education, and exhaustive reviews of Internet'and newspaper` archives of these Candidates;, and . • • WHEREAS; .CB &A's process • was completely '_open; • fair and`-. unbiased and' was extremely ""well receivedby the County:' Commission; countystaff,:the press, and the public; and _ ,- • • .. WHEREAS ',.• the County Commission wishes to • - expres its * gratitude' to • Cohn 'Baenziger & Associates; for its: effort's on behalf of the county; ' NOW BE 'IT : THEREFORE - RESOLVED..BY. THE _COUNTY COMMISSION OF. : - ST: JOHNS COUNTY; FLORIDA AS FOLLOWS: - Section •1::` Recitals.'': The preceding .recital'sare;.true and corre and are incorporated • •• herein'by this reference. • • • • Section:`2 Acknowledgement :: The .County, Commissiori'.wishes to, express its •.sincere appreciation and gratitude to Colin Baenziger &= Associates.forits outstanding work and'effort in,• . - • assistin - 'thecount in finding its'Courity Administrator. ' • Section .3: 'Effective Date'. This resolution shall .take effect immediately upon adoption: • • PASSED : AND ADOPTED' by; :the Boar�d.ofCounty. Commissioners of St.'• Johns County, Florida; this :of Au ATTEST: Cheryl Strickland, Clerk ' BOARD OF COUNTY COMMISSIONERS., ST JOHNS COUNTY, FLORIDA .' • '- • B 10.w�a By: < ` Y A �I Y Deputy Clerk, "Ben Rich, Chairman' • Rendition Date: • �. . • • • 2 ry .. l 'r.4{ ��i T Ni °RTLA CITY MANAGER PORTLAND, ME (POPULATION 65,000) THE COMMUNITY Located in the scenic Northeast, the City of Portland is the population, financial, and cultural center of the State of Maine. With more than 65,000 residents, Portland lies on, and is adjacent to, a peninsula that juts out into an island- studded Casco Bay. It is a progressive, lively city incorporating the character of yesteryear into a modern urban environment. Historic architecture blends with new; a working waterfront borders cobblestone streets of the Old Port; and a vibrant arts district is pebbled with five star gourmet restaurants. Portland is truly the gem of New England, which is why it has been named the most livable city in the US by Forbes Magazine (2009), the #1 place in the country to raise children, the top green city of its size, and one of the ten great adventure towns by National Geographic. A famous foodie destination, Portland has topped the lists of many food and travel magazines for its impressive and eclectic restaurant scene. From traditional lobster and seafood dinners to James Beard award winning chefs serving locally harvested produce, the options for a night out on the town are limitless. Even Frommer's Travel Guide agrees, naming Portland among the top twelve surprising, thriving and emerging world destinations. The 2.3 million people that visit the City each year can't be wrong! Sometimes referred to as Longfellow's city by the sea, Portland has developed into a significant culture center and has a thriving arts district. The Portland Museum of Art houses a permanent collection including paintings by Winslow Homer, Renoir, Degas, Monet, Picasso and other Masters. The City also hosts the Portland Symphony Orchestra, the award winning Children's Museum and Theatre of Maine, Portland Stage Company, Museum of African Culture and Portland Page 1 of 10 Ovations, Victorian Mansion, Portland Observatory, State Theatre and Maine Historical Society. World class events take place at the Merrill Auditorium — all of which are within a ten - minute walk of City Hall. Perhaps more importantly, the city supports a vibrant community of visual and performing artists plus a changing array of exhibits, festivals, concerts and has become well known for its galleries and antique shops. Portland's miles of trails, parks, and beaches offer residents endless opportunities to access and enjoy the outdoors. Known as the Tree City for its acres of undisturbed forests, Portland boasts dozens of parks, playgrounds and outdoor recreation facilities. This past fall, the City completed work on an outdoor winter terrain park, one of just a handful in the country, where skiers and snowboarders can hone their skills and dazzle spectators with jumps and tricks. Within just a few miles of Portland's borders are ski resorts, lakes, mountains, and access to virtually any outdoor activity you can imagine. In terms of professional sports, Portland is home to the Sea Dogs, a Double -A minor league baseball affiliate to the Boston Red Sox. Nearby is the American Hockey League's Portland Pirates who play at the Cumberland County Civic Center and are affiliated with the Buffalo Sabres. The Maine Red Claws, an NBA D- League basketball team affiliated with the Boston Celtics and the Charlotte Bobcats, play at the Portland Exhibition Building. And finally, the Portland Phoenix, a soccer team in the USL Premier Development League, plays at Memorial Stadium. In addition to excellent public schools (which the community wholeheartedly supports), Portland is home to the Maine College of Art, University of Southern Maine, the University of New England, the Muskie School of Public Policy, the University of Maine Law School, the Salt Institute of Documentary Studies and the Gulf of Maine Research Institute. The Southern Maine Community College System is also just a short drive across the Casco Bay Bridge. Portland is a city of neighborhoods diverse in character and design, offering a broad spectrum of housing choices for residents from dense urban neighborhoods to island communities. While it is the largest city in Maine (metro population of 230,000), Portland still maintains a small -town feel with a strong sense of community and neighborhood support. Although Maine is thought to be one of the least diverse states in the nation, within that frame of reference, Portland actually has quite a bit of diversity. It has been become a resettlement city for refugees from around the world and over 50 languages are spoken in its schools. It is known to be friendly to all and as a result, refugees who have first settled elsewhere often move to Portland. Long known for its commitment to the environment and sustainability, Portland has a reputation for advancing policies that promote the health and well -being of its residents. These policies range from expanded access to green space and community gardens to infrastructure investments that improve the quality of the City's rivers, streams and the health of the Casco Bay. Last year, the City was awarded a multi -year three million dollar grant to prevent obesity Page 2 of 10 and promote good health within the City. These funds have helped expand the City's bike lane system and increase utilization of the miles of trails that weave throughout the jurisdiction. The City is also home to the Maine Medical Center and Mercy Hospital, the first and fourth largest such facilities in the state. The City prides itself on having a low crime rate, a strong community policing program and consistent, respectful and positive interaction between the police department and all its residents." From the City's Buy Local campaign to the tri- weekly farmer's markets, residents and visitors have ample opportunity to purchase goods and crafts created by local entrepreneurs. The City's commitment to expanding its creative economy has led to the establishment of the Arts District, boasting dozens of art galleries, theaters, and nationally renowned Maine College of Art. Portland serves as the transportation center of the state with a thriving city owned and operated airport (15 minutes from city hall) with more than 1.8 million passengers passing through its gates. The Port of Portland is the 34 largest port in the U.S. by cargo volume (based on 2009 statistics) and one of the largest oil ports on the East Coast. It also serves as a popular destination for cruise ships. A rail line passes through Portland and the City has excellent access to 1 -95. Ferry service runs from the Port of Portland to nearby islands. Whatever the mode of transportation, Portland is an easy place to get around, or visit for the first time. Obviously Portland has many amenities, characteristics and institutions but what really make a great city is its residents! They are friendly and truly care. Its welcoming attitude to the refugee community is but one example. Its PTA's and neighborhoods have strong organizations because they want the best for the City and its children. So if you have not figured it out already, it is very hard to find a better place to visit, live, work, play and /or raise a family. As they say in Portland, "If you have been here, you want to live here." HISTORY The area which is now Portland was originally referred to Machigonne Native Americans. In 1633 the first permanent European settlement in 1633 was established as a fishing and trading village named Casco. When the Massachusetts Bay Colony took over Casco Bay in 1658, the town's name changed again to Falmouth. In 1676, the village was destroyed by the Wampanoag Indians during King Philips War. After being rebuilt, it was again largely destroyed by a raiding party of French and Native allies in 1690. On October 18, 1775, Falmouth was bombarded by England's Royal Navy. Following the war, a section of Falmouth called The Neck developed as a commercial port and began to grow rapidly as a shipping center. In 1786, the citizens of Falmouth formed a separate town in Falmouth Neck and named it Portland. The area's Page 3 of 10 economy was greatly stressed by the Embargo Act of 1807 (prohibition of trade with the British), which ended in 1809, and the War or 1812, which ended in 1815. In 1820, Maine became a state and Portland was its capital. In 1832, the capital was moved to Augusta. In 1851, Maine led the nation by passing the first state law prohibiting the sale of alcohol except for "medicinal, mechanical or manufacturing purposes." The law subsequently became known as the Maine Law, as 18 states quickly followed. In response, on June 2, 1855, the Portland Rum Riot occurred. Upon completion of the Grand Trunk Railway to Montreal in 1853, Portland became the primary ice -free winter seaport for Canadian exports. The Portland Company became a major manufacturer of steam locomotives and later the City became a 20th - century rail hub as five additional rail lines merged into Portland Terminal Company in 1911. Following nationalization of the Grand Trunk system in 1923, Canadian export traffic was diverted from Portland to Halifax, Nova Scotia, causing marked local economic decline. In the 20th century, icebreakers later enabled ships to reach Montreal in winter, drastically reducing Portland's role as a winter port for Canada. The Great Fire of July 4, 1866, ignited during the Independence Day celebration, destroyed most of the commercial buildings in the City, half the churches and hundreds of homes. More than 10,000 people were left homeless. The City seal depicts a phoenix rising with the motto Resurgam, / shall rise again, in reference to this fire and the three other devastating fires the City experienced and the city's to ability to rebuild. The Maine Mall, an indoor shopping center was built in South Portland during the 1970s, causing further economic hardship for downtown Portland. The trend was reversed with the creation of the historic district for the Old Port and adjacent neighborhoods, the development of a downtown business improvement district, the city's streetscape improvement program, and the opening of the Portland Museum of Art. Tourists and new businesses soon began to flock to the old seaport area, locally known as the Old Port. Beginning in the 1990s the historically industrial Bayside neighborhood saw rapid development. The emerging harborside Ocean Gateway neighborhood and the Maine College of Art have also been revitalizing forces for the downtown area. COMMERCE Portland has become Maine's economic capital because the City has Maine's largest port, largest population, and is only a little over 100 miles to Boston. Over the years, the local economy has shifted from fishing, manufacturing and agriculture towards a more service -based economy. Most national financial services organizations such as Bank of America, Key Bank, Fidelity Investments, Anthem Blue Cross & Blue Shield and Aetna base their Maine operations in Portland. Unum, TD Bank, Magellan Petroleum, Maine Bank & Trust, immucell Corp, MEMIC, Maine Health, Planet Dogand Pioneer Telephone have national or regional headquarters here. Portland's neighboring cities of South Portland, Westbrook and Scarborough provide homes for other corporations. Page 4 of 10 The largest non - governmental employers are Maine Medical Center (6,000 employees), UNUM Provident (an insurance company with 3,100 employees), Mercy Hospital (1,750), Fairpoint (formerly Verizon, 725), Barber Foods (720), TD Bank (470), Shaw's Supermarkets (425), Hannaford Brothers (groceries and 370), Goodwill Industries (353) and Parker - Hannifin (gerotors manufacturing and 290 employees). Portland has a low unemployment level when compared to national and state averages. DEMOGRAPHICS The City grew from a population of 2,200 in 1790 to its peak in 1950 of 77,600. It declined to 61,600 in 1980 but has grown modestly since. The median age of City residents is 37 and the median household income is $43,600. 86% of the population is white, 6% African American and 3% Asian. The remainder is some other race or a combination of two or more races. Hispanics of all races compose 3% of the City's total population. In terms of age, 5% of the population is under 5 years of age, 12% between 5 and 18, 11% between 18 and 25, 59% between 25 and 65 and the remaining 13% is over 65. It is a well educated population with 41% of those over 25 holding a Bachelors and or graduate degree. As evidence of the City's drawing power, 34% of the City's population was born in a state other than Maine. Approximately 10% were born in foreign countries, a fifth of those in Europe, 28% in Asia and 34% in Africa. GEOGRAPHY AND CLIMATE Portland is located in southeastern Maine. Approximately a third of the City (in terms of land mass) lies on a peninsula and islands in Casco Bay on the Atlantic Ocean. Overall, the City covers 52.6 square miles, 21.2 of which are land. Geographically, is roughly parallel to Lake Ontario and 110 miles north of Boston. By comparison, it is 286 miles by road from Presque Isle in northern Maine. Portland's climate is characterized as humid continental with somewhat long, cold snowy winters, and warm summers. Monthly averages range from 21.7 degrees Fahrenheit in January to 68.7 degrees in July. The, high exceeds 90 degrees several days each year, and lows of 0 degrees are seen approximately 10 nights. The area can be affected by severe nor'easters during winter. Climate data for Portland, Maine Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Year Average high °F 30.9 34.1 42.2 52.8 63.3 720 73,3 7/7/, 68.g 57.9 47.1 36.4 55.2 Average low °F 12.5 15.6 `25.2 ! 34.7 44.2 52.9 58.6 57.2 48.5 37.4 29.5 18.7 36.3 Page 5 of 10 Source: NOAA Precipitation averages 45.8 inches and is distributed fairly evenly throughout the year. The difference is that in the winter, the average of four inches of water takes up quite a bit more space. The City does have one of the highest number of sunny days of any city in the country. THE GOVERNMENT The City of Portland (established 1760) operates under a Council- Manager form of government. It is governed by a nine member City Council and the City Manager is responsible for the day - to -day operations. Each of the City's five voting districts elects one Council member, and presently four other members are elected at -large from voters of the entire City. The Council Members are elected for three -year staggered terms. The City Council provides community leadership and develops policies to guide the City by setting strategic goals, passing ordinances, adopting resolutions, and appoints the City Manager, Corporation Counsel and City Clerk. The Council uses a committee system to develop policies that are to be brought to the Council for ratification. It should also be noted that the government has been characterized by stability. Councilors are not subject to term limits and most have served more than one term with several that have many terms. The previous manager retired after 10 years and the City has had three managers since 1990. Last November, a charter amendment passed with a 52 % -48% margin that established an elected Mayor to be selected by a citywide election. The first Mayor to be elected by popular vote will begin his /her term this November, serve a four -year term and take the place of one of the at -large Councilors. The position is not a strong mayor. While the individual is full time and charged with articulating the City's vision, he /she is part of the City Council and has only one of the nine votes. She /he is the official head of the City, chairs Council meetings, appoints committees (subject to Council override), oversees the process for hiring, evaluating and removing the City Manager, City Clerk, and Corporation Counsel and will have the authority to veto the budget but not other items such as resolutions and ordinances. The Mayor also "facilitates implementation of City policies through the office of the City Manager" and is also responsible for providing "policy guidance to the [City] Manager in preparing City budgets, capital improvement plans [and] comments on the City Manager's budget upon presentation to the Council" (emphasis added). The election of the Mayor requires a majority vote by City residents through a Ranked Choice Voting system. The Mayor is limited to two terms. In fiscal year 2011, the City Council approved a budget of nearly $196 million with more than 1250 positions. This budget funds a significantly wider range of activities than most cities in Maine. Along with the traditional functions of economic development, planning, building and zoning, code enforcement, engineering, fire /rescue, parks and recreation, police, public services (buildings maintenance, engineering, fleet, forestry [maintaining 20,000 street trees], horticulture [four community gardens], streets and sidewalks, solid waste, traffic, utilities Page 6 of 10 (water and wastewater) and a small social services office. The City also provides several functions which are generally provided by counties in other areas of the country. These include property assessment and health and human services (public health, social services, and a long- term care nursing facility. The importance of the latter function is demonstrated by the fact that almost a third — 403 — of the City's FTEs work in this area. The City also owns and operates the Portland Jetport (an international airport with numerous carriers including Air Canada, AirTran (currently merging with Southwest), Delta, JetBlue, United and U.S. Air), the Riverside Golf Course, the Ice Arena, Hadlock Stadium (home to the Portland Sea Dogs), Merrill Auditorium (a 1,900 seat performing arts center), a waterfront (including the Maine State Pier, Ocean Gateway and the Portland Ocean Terminal — a cruise ship facility) and two cemeteries. Potable water is provided by the Portland Water District which serves the region. The City Council also works closely with the Portland School District and approves its budget which traditionally comprises half of the city's tax levy. Portland Public Schools is Maine's largest school system with 10 elementary, three middle schools and four high schools. The schools are governed by a nine member School Board. Its members are elected both at -large and by district. The School Board has all of the powers and performs all of the duties related to the care and management of the public school system. The Board annually furnishes a budget proposal to the City Council for approval. Once approved, the expenditure of the appropriation is under the direction and control of the School Board. The School Board hires and employs the Superintendent of Schools as its chief operating officer. Overall it has 1,100 employees and serves 7,000 children and 5,000 adult learners. The City of Portland is widely recognized as a well- managed full- service municipality providing valued services to its residents. It is also known to be very process oriented. Public input is also valued. THE CHALLENGES As with virtually every other locality in the country, budget /finance has been an issue over the past few years. The City, overall, is in fairly good financial shape as evidenced by an AA1 bond rating from Moody's. That said, Portland does have its challenges. Large swaths of property are owned by hospitals and educational facilities, and hence, tax exempt. Efforts to institute fees for specific services with respect to these institutions have been largely unsuccessful. Further, while Portland is a donor community to the rest of the State, its status as the State's largest city can present challenges in Augusta, the State capital, where the majority of elected officials come from other areas whose issues of import can vary greatly from those of urban centers. Due to the external and internal financial pressure the City is facing, over the next few years, the City will have to take a critical look at the services it provides and determine if they can be provided more efficiently and effectively, and ask the hard question as to whether or not the City should continue to even provide certain services. It will also probably need to examine Page 7 of 10 what services might be provided more efficiently regionally. The City has made some progress with consolidation and regionalization but the process can be very slow. A second challenge will be balancing the varying interests in the City. The City is fortunate to have an active and engaged electorate representing a wide rang of perspectives including the business community, neighborhoods on the peninsula, the islands and the outskirts, environmentalists, those with a social conscience, the arts community and much more. All have a valued voice and play an important role in the City but their interests do not always coincide. The third challenge will be to review the organization and determine how it needs to change to be more nimble. The workforce is talented and committed. It also hungers for positive change. To some degree a silo effect has set in and a more team oriented approach will need to be fostered. Some work has begun in that direction that is certain to thrive with clear direction and leadership. The fourth challenge is the City's social service function. As the economic and service center for the State, people often move to Portland in search of affordable housing, economic opportunity and access to services. With the downturn in the economy, City resources have been strained in an effort to meet the need from recently out -of -work residents. Fifth, Portland is an older city and its infrastructure maintenance is felt to be behind. A complete, long term capital maintenance program needs to be developed, embraced by the staff, elected officials and the community. As an aside, the City is under a consent degree to resolve its combined sewer overflow problem. Sixth, over the past 30 years Portland has experienced a significant resurgence. More can and needs to be accomplished in the area of Economic Development. The good news is that a number of outstanding opportunities are available. That development will need to be integrated with a sound transportation plan. Finally, some work will need to be done to sort out the Mayor's and Manager's roles. The powers of the Mayor are broadly and reasonably well laid out in the Charter Commission Report. Still there seem to be many differing opinions about exactly the respective roles and how the change will be implemented. Some sorting out of the role of the Council in overseeing the day to day operations of the City may also be necessary. Ideally it will be a true partnership between the Mayor, the Council and the Manager. Through this partnership, City leadership will be able to craft a long term vision / strategic plan for Portland. THE IDEAL CANDIDATE The ideal candidate will need to be an experienced manager and leader who is straightforward, honest, proactive, creative, energetic, relentlessly positive and capable, as well as someone Page 8 of 10 who will make a long term commitment to the City. The government is too large and diverse for a micro - manager. Hence, we are looking for someone who knows how to delegate and who holds the staff accountable for results. The individual will have an understanding of a wide variety of functions or at least know how to oversee them in a way that drives them to reach their goals. He /She will be strong and take responsibility for those who work under him /her. When a mistake is made, the individual will accept the blame. In other words, the manager will serve as a buffer between the staff and the Council but also not accept less than stellar performance. Making good hiring decisions will be very important as will be the ability to recognize talent wherever it is inside (or outside) the organization to push it forward. The elected officials and staff are most interested in someone who is achievement oriented, who acknowledges the importance of process but who also makes decisions and gets things done. While government cannot run like a business, the individual will expect it to run more efficiently and effectively than it often does. He /She will be analytical and question practices, always looking for ways to improve them. "We have always done it that way" will not be an acceptable answer. The individual will also have the self- confidence to admit when an idea she /he has championed is not working and to change course. The ideal candidate will have empathy for the human condition and be customer service oriented. She /He will also work hard to be certain it is instilled throughout the organization. The customer is not always right but the individual deserves a fair hearing and to be treated with respect. Vision will also be important. The Council recognizes its responsibility to set the course for the government but it also wants the manager to be involved and realizes the day -to -day manager can provide valuable input. Outstanding communications skills will be critical and the manager will be a people person, someone who is comfortable meeting with and assisting all levels of society not to mention nationalities and ethnic groups. He /She will be one of the more significant faces of the government in the community and needs to project an image, the elected officials, staff and community will be proud of. The individual not just be an ambassador to the community but an integral part of it. Diplomacy will be important and the manager will know when to hold her /his tongue and think before speaking. In terms of experience, the ideal candidate will have experience in a similar community, collective bargaining and media and community relations. The individual will know not just how to attract businesses but also how to make development happen. She /He will also have worked with a strategic plan and understand its importance. Experience dealing with diversity and ideally with immigrant populations is a definite plus. Finally, intergovernmental experience will be extremely important and not just at the local level. It will be important to have dealt with at the state and federal level too. The demonstrated ability to obtain grants will be one measure of that experience. COMPENSATION The starting salary range is $120,000 to $170,000. While the Council would prefer to pay in the lower half of the range, it also recognizes that good managers may seem expensive but can save you many times over the difference by making smart decisions. Benefits are excellent. Page 9 of 10 RESIDENCY Residency within the City limits is required. CONFIDENTIALITY Under Maine law, the process can be conducted with complete confidentiality. The City would like to have a public reception with the finalists but recognizes that will not be possible if one or more of the finalists wish(es) to keep their candidacy confidential. Absolutely no information concerning the finalists will be released without the candidate's approval. Candidates should be aware, however, that if he /she is selected to be the manager, then the materials compiled for that person in the selection process are a matter of public record. HOW TO APPLY E -mail your resume to RecruitSix(a,,cb- asso.com by April 1 Faxed and mailed resumes will not be considered. Questions should be directed to Colin Baenziger at (561) 707 -3537. THE PROCESS Applications will be screened between April 2nd and May 9th. Finalists will be selected in mid - May and interviews held on May 20th and 21st with a selection shortly thereafter. OTHER IMPORTANT AND USEFUL INFORMATION While it is likely an internal candidate may apply, the Council is committed to conducting a fair and legitimate process with no one starting with an advantage over anyone else. Portland is an Equal Opportunity Employer and encourages minorities to apply. It values its small town /neighborhood feel and is committed to serving its residents and businesses. An interesting article about visiting Portland, "36 hours in Portland, ME" was published in the New York Times last August and can be found at: http: / /www.nytimes.com /2010 /08/22 /travel /22hours.html Page 10 of 10 I'" •' "� COLIN BAENZIGE Re ASSOCIATES EXECUTIVE RECRUITING COLIN BAENZIGER 12970 Dartford Trail, Suite 3 Wellington, FL 33414 Phone: 561. 707 -3537 Fax: S88- 635.2430 E-mail: colin@ch- asso.com