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Cover Letter � 2
Introduction 3
Firm Ex erience 3
Approach and Services Overview and Firm 4
Philoso h
Detailed Plan of Action Steps and Services 5
Provided
Or anization Review 6
"Mini" Culture Audit 6
Position Profile Develo ment 6
Recruitin Plan �
Pro ress Re ort 8
Interview Process 9
Onboardin and Follow u �o
Tenure of Hires �o
Princi les Assi ned to Your Search 11
Guarantee i2
Sam le Time Table i2
Fees and Fx enses i3
Pa ment Polic and Si nature Pa e i4
References i5
Attachments
Onboarding Article by Richard Fursman
Sam le Position Profile
Cottage Grove City Administrator Search Page 1
� �� Brimeyer fursma�
� Ezecuti�e Search I Sfrategies
March 18, 2015
Mayor Myron Bailey
12800 Ravine Parkway South
Cottage Grove, MN 55016
RE: Proposal for City Administrator Executive Search
Dear Mayor Bailey and Councilmembers Dennis, Olsen, Peterson and Thiede:
On behalf of our team at Brimeyer Fursman, LLC, I would like to extend our appreciation for your time
and consideration to review this outline and proposal to assist you and the citizens of Cottage Grove in
the recruitment and selection of your next City Administrator. Picking the City's Administrator is one of
the most important functions you will undertake together. We trust our process, experience, and
commitment to you will result in the highest quality and best possible search.
I will be assuming responsibility for the search as president of the firm with 20 years of senior/city
management experience in local government and 7 years of executive search experience. Company Vice
President, Irina Fursman, will be assisting with the search with over 7 years of search experience and
extensive work in facilitation. We have conducted over 100 executive searches for administrative
positions throughout the Midwest.
We will work closely with you to understand your needs and organization culture so the individuals
recruited have the qualities and skills to be successful.
Included with this Letter of Interest are biographies, a select clients list, and an estimated timeframe to
complete the project and estimated expenses forthe project and other material requested. We are proud of
our relationship with Minnesota Cities and would very much enjoy working with you on this vital
recruitment.
Thank you again for your consideration.
Very truly yours,
-�ti���-Gc�ru-,��
Dr. Richard Fursman Ed. D.
President
1666 Village Trail East
Suite �
Maplewood, MN551o9
For additional information about Brimeyer Fursman, please visit www.brimproup.com
Cottage Grove City Administrator Search Page 2
Introduction
Statement of The City of Cottage Grove is reviewing options in preparation for
Understanding the hiring of a City Administrator. It will be the responsibility of
the consultant to manage expectations, provide expert guidance,
and take careful note of the information provided through the
individual council members and the organization as a whole.
Firm Experience Founded by Jim Brimeyer in 1991, Brimeyer Fursman, LLC is
Brief history headquartered in the Twin Cities of Minnesota. Current company
president, Dr. Richard Fursman and Irina Fursman have
Founded 1991 undertaken scores of similar proj ects in Minnesota, Iowa,
Wisconsin, Nebraska, Alaska and South Dakota. During those
searches they successfully implemented recruitment strategies,
demonstrating expertise in candidate assessment and the
development of a selection process that addresses the needs of the
organization and the entire community.
Richard has completed over 100 management searches in the
Midwest. Partnering with Irina, they have assisted over 200
organizations in other Organization Development efforts.
Brimeyer Fursman, LLC is now the industry leader in the process
of "Onboarding" or preparing the Organization and new
Administrator for transition, to ensure the best possible start. We
take great care of our client's needs and concerns not only as the
process unfolds, but also through the new City Administrator's
entry and transition.
Current City Manager The firm is currently engaged in Phase 3 of 3 in searching for a
Search Engagements new City Administrator for Worthington, Minnesota. This process
wraps up in March.
Similar Searches Some of the more recent executive level searches include the
2011-2014 cities of Eagan, St. Louis Park, Stillwater, Victoria, Vadnais
Heights, Apple Valley, Woodbury, Wayzata, St. Cloud,
Minnetonka, Hopkins Minnesota, Waverly and Centerville, Iowa;
New Richmond and Kimberly, Wisconsin; and, Petersburg,
Alaska.
Cottage Grove City Administrator Search Page 3
Approach and Services Overview
Search Approach Our approach to executive search promotes maximum input from
the Mayor and Council, staff, and citizens in the search process.
We help guide the process, but you are the final authority in the
selection of candidates. We maintain continual contact with the
client throughout the search and keep the candidates informed as
the search progresses. In addition to our milestone meetings with
the Mayor and City Council, we will provide periodic updates to
keep you informed of our progress. Brimeyer Fursman is
committed to accurately portraying all candidates to the City.
Likewise, we strive to accurately represent the position to
candidates to prevent unrealistic expectations.
Scope of Services
� r r � r
Summary (Executive � ' � � � � � �
Search) � � �
1� � i 'i i � � � �� �� �
g.� 1� • s e �� 's s A ' t
Phase II • Place announcements
Recruitment of • Direct recruiting program
Best Candidates • Collect and review resumes
• Interview semi-finalists/Screen and evaluate
• Prepare and present progress report
• Assist elected board with the selection of
top 5 candidates for interviews
• Personalit /Mana ement Profile
Phase III • Coordinate candidates' interviews
Interview . Prepare schedule, questions, review sheets
Preparations and • Monitor interviews, facilitate candidate
Event review session
• Develop compensation package
• Assist with negotiations
• Reference checks - credential verification —
credit report — criminal and civil records
checks
Optional Services
Phase IV • Onboarding: Socialization process to assist
Onboarding new and existing leadership with the
transition to a new City Administrator.
Follow-up • 6 months following the Administrator's
start, we assist in conducting a review.
Cottage Grove City Administrator Search Page 4
Detailed Plan of Action Steps and Services
Provided by Brimeyer Fursman, LLC
Each search process begins with a careful assessment of the
PhaSe I current state of the organization. This evaluation is used when
Organization Assessment the position profile is established to ensure applicants are screened
according to the needs and established norms of the organization.
You will be asked how much if any, change in direction is hoped
for with the new City Administrator. Candidates are screened for
fit and capacity according to your requirements discovered during
the process.
Assessment areas typically include organizational procedures,
structure, systems and policies, culture, staff capacity, leadership
and management philosophy, and previous experiences. Four
methods may be used to gather information for assessment:
1. Interviews
2. Focus Groups
3. Questionnaires
4. Review of artifacts
Employee Engaging as many stakeholders as possible in this first step of the
& Citizen Engagement process will provide an impetus for change needed and prepare the
organization for the transition in leadership.
Members of our team have extensive training through the Institute
,
�' of Cultural Affairs on facilitating community discussions. A
i�� �' ��� �� critical success factor of the search is identifying community
�''�' � ' p-� priorities and the environment in which the Administrator must
�`` � � function. We encourage meetings with citizens to further assess
�, E �� the climate of the community with the use of forums and individual
interviews.
Cottage Grove City Administrator Search Page 5
Establishing and A successful search has a thorough definition and agreement by
Evaluating Expectations the Mayor and City Council on each aspect of the position.
During this initial phase, our consultants will meet collectively
and individually with the Mayor and City Council members,
Department Directors and Administrators, and key staff to learn
more about your goals and objectives. Critical factors to be
determined include position responsibility and authority; reporting
relationships; educational and experience requirements; personal
and leadership qualities; and management style. We will
carefully review your expectations and provide industry tested
feedback. We will discuss pay expectations, the available talent
pool, organization fit, and others that come up during the profile
formation.
Organizational Review An organizational review and City Administrator search should be
Coordinated with a coordinated process whose elements happen together. The
Administrator Search information from the organizational review /assessment is
essential for the successful recruitment of the new City
Administrator. The same analysis becomes the foundation for a
plan of action for the new City Administrator once they start.
"Mini" Culture Audit "Mini" Culture Audit: Our highly credentialed and experienced
Organization Development professionals understand that when a
CEO or Administrator leaves, there is often heightened anxiety
and work interruptions as people adjust. The areas impacting
behavior are communication & expectations, environment, time,
and group relations (power issues). The mini culture audit is used
to help determine how to best recruit candidates for fit to create a
positive work environment.
Position Profile — We will pay considerable attention to establishing organizational
Recruiting Platform goals and priorities for the position. The identification of
priorities serves a two-fold purpose: it assists the hiring authority
in developing a consensus on what is important for the
organization and it alerts potential candidates to the important
��""°'°°° �-� � issues of the organization.
�
F �`� �'- ___ After drafting the Profile, we will meet with the Mayor and City
-_ Council as a group to discuss the critical specifications of the
�, position. A great deal of emphasis placed on the agreement of
u a..-.h � •. � .
this analysis. Without this information, it is difficult to determine
�� how potential candidates will affect the City's plans and
organizational team. The final Position Profile, after approval by
the Mayor and City Council, becomes the document against
which we evaluate prospective candidates.
Cottage Grove City Administrator Search Page 6
PHASE II The Position Profile serves as the primary recruitment tool as a
Develop and means of identifying the scope of the position and highlighting the
Implement an unique characteristics and qualities of the community. Once the
Approved Recruitment profile is approved, we will prepare and conduct a comprehensive
Plan program to contact candidates and determine sources of
candidates.
Place Announcements In addition to placing announcements in the appropriate
Recruit Candidates professional and trade journals, we will announce the position on
appropriate web sites and the Profile will be featured on the
Recruitment Ads Brimeyer Fursman web site with a link to the City of Cottage
ICMA: International City Grove official web site. We will utilize our local, regional, and
ManagersAssociation national contacts to identify potential candidates. We will
Gov't Jobs identify comparable organizations where key individuals will be
Linked-IN
Brimgroup Web Page contacted.
League of Minnesota
Cities Often times we are able to identify candidates from similar
Neighboring Leagues assignments who may be appropriate for the position. Sometimes
the most qualified candidates are often not in the job market
and do not respond to traditional advertising: therefore, we will
directly recruit specific individuals with established patterns of
talent, stability, and success throu�h direct visits, calls, and
mailin�s.
Accept and Acknowledge Brimeyer Fursman will take responsibility for accepting and
Applications collecting applications and acknowledgments. We will maintain
transparency and provide continual updates to the city and
candidates as each step in the process proceeds. We take great
care to treat all candidates with the greatest respect on behalf of
the firm and Cottage Grove.
Review Resumes and Following the application deadline, we will screen each
Screen Candidates applicant's experience and background against the Position
�
� Profile. After evaluating and comparing each application, we will
� compile a list of candidates for further consideration. We will
.' conduct one-on-one interviews with the most promising
�,� t individuals. Our staff will make every effort to conduct face-to-
:�� � face interviews with these candidates. Our in-depth evaluation
� �� �� f� � and appraisal techniques will cover issues such as work
� experience, education, professional development and
� �� achievement, career objectives, accomplishments, suitability, and
specific interest in the position. We will pay particular attention
to the management style that most closely reflects the needs of the
organization.
Cottage Grove City Administrator Search Page 7
Assessment Tools we use a variety of techniques to "discover" the candidates who
Cover letter & resume review Will have the greatest chance of success. Research shows that
Short essays on topics related past performance is the greatest indicator of future success. We
to the position
Writing sample spend a great deal of time reviewing the accomplishments and
Summary ofaccomplishments lessons learned on mistakes with each candidate. Additionally,
Insights managementprofile we profile management styles and capabilities of each candidate
One-on-one interviews through testing and interviews.
360 Degree Reference Review
Full CreditReport � � �� Brimeyer Fursman is authorized to
Credential Check �� ��������'�J administer the Insights Discovery
Criminal Check p p�orie �_ Personality Profile System. The
results will cover motivation and behavior patterns, management
strategies, identification and management of conflict areas. The
City will gain insights into the strengths, management style, and
key communication styles for each finalist candidate.
Progress Report Once interviews are complete, we will select the most qualified
TOP 10-12 individuals to present to the Mavor and Citv Council. We will
prepare a Progress Report that will provide information on ten
candidates whose backgrounds most closely meet the
requirements of the position. This Progress Report will provide
specific information on:
• Educational and work history
• Accomplishments and growth potential
• Strengths and possible limitations
• Skills and performance history related to the position
• Personality and decision making profile
We will deliver this report and personally review it with the
Mayor and City Council. Five or six candidates will be selected
for further consideration based on the review. We will propose a
schedule for interviewing the candidates and discuss the
compensation expectations of the Mayor and City Council once
the finalists are selected.
Cottage Grove City Administrator Search Page 8
PHASE III 360 Review: Prior to the interviews, we will conduct discreet
Coordinate and �"eference checks on the fznalist candidates. We will talk with
Conduct Final Peers and former associates of these candidates. We will speak
Interviews �'�'ith individuals who are, or have been, in positions to directly
evaluate the candidates' job performance. We will verifv the
Reference and Credential finalist candidates' credentials throu�h educational, criminal, and
Checks credit checks.
Final Interview and • Resumes, cover letters, and reference reports will be provided
Selection Process on each candidate prior to the interview.
• We will also provide the Mayor and City Council with a list of
suggested interview questions and evaluation forms.
� r � • We will discuss the proposed procedures to be used in the
interview process.
• Our suggested interview schedule will allow the candidates to
get acquainted with the community and community leaders
and to visit with the Mayor and City Council and the staff in
informal settings.
• We culminate the process with individual and group
interviews.
• If possible, all interviews will be scheduled within a period of
two days depending upon the desire of the Mayor and City
Council.
• A consultant will be present at each interview.
Council/Panel Interview Before the interview process begins, we will review all protocols
Preparation and also discuss the motivational forces guiding your
interpretation of candidates. This is especially strong at the
unconscious level with biases in the interview process, including:
• Leniency/Strictness Bias
• Halo Effect
• Horns Effect
• Similarity Effect
• Appraiser Biases
• Primacy Effect
• Contrast Effect
Selection �ter the interviews, we will meet with the Mayor and City
Council to review the candidates using an ORID (Obj ective,
Reflective, Interpretive, and Decisional) evaluation tool to assist
in determining the top candidate. The consultant will assist in this
process to the extent requested by the Mayor and City Council.
We take responsibility for notifying all unsuccessful candidates
each time the candidate pool is narrowed down.
Cottage Grove City Administrator Search Page 9
Negotiating Compensation Brimeyer Fursman, will take great care that the City of Cottage
Package Grove secures acceptance from the most desired individual. We
will participate in the final negotiations. If any concerns arise in
the final hour, by working as a third-party intermediary we can
resolve important details of the offer which may have significant
bearing on its final acceptance or rejection. We will negotiate the
terms and conditions of employment and prepare a Letter of
Agreement on behalf of the City of Cottage Grove with the
selected candidate.
Additional Support If requested by the City, Brimeyer Fursman, will act as a
Services spokesperson with the media in order to maintain the integrity of
the selection process and to protect the confidentiality and privacy
of the candidates who are not hired.
• Family issues and dual career households are factors that
influence an individual's decision to change jobs. We
address circumstances arising from a job change including
spouse careers, real estate issues, family concerns, and
relocation details.
• After the candidate is employed, we will follow up with both
the City of Cottage Grove and the candidate to insure a
smooth transition and satisfactory completion of the
assignment. This follow-up contact is intended to identify
potential issues early so that adjustments can be made, if
necessary.
Phase IV
Onboarding —Preparing Onboarding is a process focused on the integration of new
for change senior-level managers into an organization. The goal is to
prepare Managers to succeed in their jobs as quickly as possible.
�_ � � � Brimeyer Fursman will meet with the directors and key staff,
' �,, Mayor and City Council and the new City Administrator to
discuss and plan for the adjustments that naturally occur during
� � - periods of transition. This is particularly helpful to staff as they
,�,� learn to work with their new supervisor. Items covered include
� ���� , effective communication, setting expectations, clarification of
roles and responsibilities, a review of the culture and other
norms.
FOLLOW UP
Performance Review If requested by the Mayor and City Council, we will assist in
conducting a performance evaluation of the selected City
Administrator between six and twelve months of employment.
We will develop a Work Program that will contain objectives for
the City Administrator to accomplish in the ensuing six to twelve
months.
Cottage Grove City Administrator Search Page 10
Principles Assigned to Your Search
Dr. Richard Fursman, President: Richard joined Brimeyer
• Fursman in 2007 and has conducted 100+ searches over that time
�� period. Richard has 25 years of senior management experience
��� ,,,.Q, �' � in local government, most recently as the City Manager of
. �- Maplewood, Minnesota. Richard earned his Doctorate in
�;�� ��� � Organization Development as well as his Bachelor of Arts in
��, Economics from the University of St. Thomas and his Master of
. ,�,...
���'` �`� ' Arts degree in Urban and Regional Affairs from Mankato State
University.
Richard is an Adjunct Faculty at the University of St. Thomas.
He was awarded the title of Credentialed Manager by the
Richard will be the lead International City/County Management Association. Richard is a
consultant on the project past board member of the Minnesota City/County Management
and will be involved in all Association, a member of Rotary International, and past
aspects ofthe search. President of the Minnesota Metropolitan Manager's
Association. Richard has conducted numerous strategic planning
retreats and consults with municipalities and non-profits on
reorganization and change management in the USA and Abroad.
Irina Fursman
,��
Irina is Vice President of Brimeyer Fursman, coordinating the
�� design and facilitation of all the process, including the interviews
�;sis* �� and community engagement. Irina is a nationally certified
facilitator and trainer from the Institute of Cultural Affairs.
��r-' Irina was born, raised, and educated in Russia and Ukraine where
� �� � she earned her Bachelor's Degree of Education and Masters of
Science Degree in Mathematics and Computer Science before
,, � moving to the United States in 2002. Irina has led and facilitated
�`' over 30 strategic planning sessions with cities and businesses.
She has worked with over 80 communities during the search
Irina will assist with process facilitating community and staff input sessions, council
interviews and factfinding. discussions, research for profile development, and assisting with
She will be involved with the various process logistics.
facilitation and community
contacts. In addition to facilitating sessions, Irina also trains in the art and
science of facilitation. Irina has presented nationally and
internationally on the subject of citizen engagement, strategic
planning and sustainable development.
Irina is currently a Doctoral Candidate in Organization
Development at the University of St. Thomas.
Cottage Grove City Administrator Search Page 11
Guarantee Brimeyer Fursman offers a 24 month guarantee on the
effectiveness of the City Administrator. Should the Mayor and
City Council determine it necessary to terminate the City
Administrator due to failure to adequately perform the duties as
specified in the Profile and as represented by the process, or if
the Administrator quits the position, we will refill the position at
no additional fee and will charge expenses only.
Brimeyer Fursman will not recruit candidates we have placed
with your organization.
Should there be substantial changes in the political situation at
the City of Cottage Grove and a decision is made to terminate the
City Administrator for reasons other than failure to perform the
duties as specified in the Position Profile, this guarantee is
subject to negotiations between the Mayor and City Council and
Brimeyer Fursman. The Guarantee is contingent on the Mayor
and City Council successfully completing all phases and optional
services of the process.
Sample Tlme Table Brimeyer Fursman LLC will work with the Council on the
The sample time table is to timing of the search. We will work closely with you to work
provide a conceptual through scheduling diffzculties. The following serves as an
framework. Brimeyer Fursman example that will be altered to fit everyone's schedules.
will work with the City to
develop the schedule.
Highlighted activities require full Council participation
Authorization to proceed Apri123
Survey sent to council and staff Apri124
Profile Data Collection (with interviews of Council, Apri127-29
Community, Staff)
Approve Position Profile May 6
Start Recruitment II May 7
Deadline for Applications June 8
Screen and Review Candidates June 8- 18
Progress Report/Select Finalists June 24
Reference and Credential Checks June
Interviews July 10/11
Start of New Administrator August 2015
Onboarding Session with New Administrator and At start
Council
Cottage Grove City Administrator Search Page 12
i t o a i e a ' . o e
Search Fee $12,800
Phase I Develop Position Pro�le
• Meet individually with the Mayor and City Council, Department Heads, and key staff
• Meet with selected representatives from the community and/or conduct public forum
• Develop, present, and Position Profile
Phase II Recruit and Screen Candidates
• Place Announcements
• Direct Recruiting, Send Profiles
• Review Resumes
• Screen and evaluate candidates
• Prepare and present Progress Report (progress report will be delivered in person and
contain profiles of 10-12 candidates who demonstrate the best fit. Here the council
selects the top S for interviews.
Phase III Interviews
• Schedule and coordinate candidates' interviews with the City
• Develop Interview questions
• Participate in interviews
• Develop compensation package
• Participate in negotiations
• Personal Management Style Profile Assessment
Phase IV: Onboarding (after the Administrator is hired)
Onboarding: If the council desires, we will facilitate onboarding of the new
Administrator to help clarify roles, expectations and reveal important practices of the
operation. This is done with the council and staff and is planned during the first week or
two the Administrator is on the job.
Phase V: Administrator Review: This is completed approximately 6 months after start
of employment
Expenses : Typical expenses include copies and supplies, position advertising (League Not to Exceed
Web Sites, ICMA, Minnesota City Managers Association, Linked-IN — and Mileage, $2, 750
Hotel, Management Profiles
Cottage Grove City Administrator Search Page 13
i ' 1 1 � 1 1
Phase IIIa. Background Check (This is done before the interview) $750 per Candidate
• Reference checks
• Credential verification
• Credit Report
• Criminal Background Report
�� . �� �
Phase IV: Additional services after the Administrator is hired $950
Onboarding: If the council desires, we will facilitate onboarding of the new + mileage and copies
Administrator to help clarify roles, expectations and reveal important practices of the
operation. This is done with the council and staff and is planned during the first week
or two the Administrator is on the job.
Phase V: Administrator Review: This is completed appro�mately 6 months after $250
start of employment + mileage and copies
Payment Policy: Our payment policy is one-third of the total fee due upon signing this
agreement; one-third after presentation of the Progress Report; and the balance due 10 days after
the search has successfully been completed, whether the agreement is oral or written. In the
event the City Council terminates this agreement during the search, we will retain the progress
payments to that point.
Richard Fursman, President Date
Brimeyer Fursman LLC
Mayor Myron Bailey Date
City of Cottage Grove, Minnesota
Cottage Grove City Administrator Search Page 14
Related References
City of Stillwater, MN (Population
Filled December 2014
Position Filled: City Administrator (Hired Tom McCariy)
Applicants received — 53
Contact: Mayor Ted Kozlowski
Phone: 651-300-4993
tkozlowski@ci. stillwater.mn.us
City of Ada, MN (Population 1,700)
Filled November 2014
Position Filled: City Administrator (Hired James Leiman)
Applicants received — 33
Contact: Project Coordinator Todd Sawrey
Phone: 701-729-5578
tsawrey(�rc ,loretel.net
City of Victoria, MN (Population �8,000)
Filled: October, 2014
Position Filled: City Manager (Hired Laurie H okkanen)
Applications Received: 45
Contact Mayor, Tom O'Connor
Phone: 952-261-9177
toconnor@ci.victoria.mn.us
City of Centerville, MN (Population 3,900)
Filled: October, 2014
Position Filled: City Administrator (Hired Mike Ericson)
Applicants received: 42
Contact: Mayor Tom Willharber
Phone: (651)429-2140
twilharber@centervillemn.com
City of Maple Plain, MN (Population 2,000)
Filled: November 2013
Position Filled: City Administrator (Hired Tessia Melvin)
Applications recived — 64
Contact: Council Mayor Jerry Young
Phone: (612) 237-3115
j errX,vn,i ohnsonanderson. com
City of Eagan, MN — population over 64,200
Position Filled: City Administrator (Hired Dave Osberg )
Dates of the search: October, 2012 — January, 2013
Applications received — 39
Contract: Dianne Miller (Assistant City Administrator)
Phone: (651)675-5014
dmiller@cityofeagan. com
Cottage Grove City Administrator Search Page 15
City of Olivia, MN — population � 2,400
Position Filled: City Administrator (Hired Dan Coughlin)
Dates of the search: December, 2011 — February, 2012
Applications received — 39
Sue Hilgert, Mayor
Phone: (320) 523-2361
shilgert@olivia.mn.us
City of Wayzata, MN — population 4,000
City Manager Search
Position Filled: April, 2012 (Hired Heidi Nelson from Ramsey, MN)
Applications Received- 75
Contact: Mayor Ken Willcox
Phone: (952)922-5569
KenWillcox(a� wavzata. org
City of Hopkins, MN — population over 18,000
City Manager Search
Position Filled: (2011): City Manager (Mike Mornson)
Application received — 65
Mayor Eugene Maxwell
Phone: (952)935-5270
emax33721(a�aol.com
City of St. Louis Park (Population: 45,000)
Fire Chief Search
Position Filled 2013. (Hired Steve Koering)
47 Applicants
Contact: Nancy Deno Assistant City Manager
Phone (952)924-2519
ndeno@stlouispark.org
City of Waukee, Iowa — Population �16,000
Position Filled: Chief of Police (Hired John Quinn)
Dates of search: October 2013 — January, 2014
Applications received — 50
Contact: Patty Holden — HR Director
Phone: (515)978-7908
pholden@waukee.org
Cottage Grove City Administrator Search Page 16
BRIMEYER FURSMAN EXECUTIVE SEARCH HISTORY 6/2012-2015
�� � a� ��- � w � � �_ � ro ,� �, � � .� � � � � � �
2015 City of Worthington City Administrator MN 13,000
2014 City Of Stillwater City Administrator MN 18,500
2014 City of Victoria City Manger MN 8,000
2014 City of Victoria Community Dev. Director MN 8,000
2014 City of Ada City Administrator MN 1,700
2014 City of Centerville City Administrator MN 3,900
2014 City of Lake City i City Administrator MN 5,000
2014 City of Independence City Manager IA 6,000
2014 City of Dillworth Chief of Police MN 4,100
2014 City of Dillworth ' City Administrator MN 4,100
2014 City of Waukee Chief of Police IA 16,000
2013 City of Arlington ! City Administrator MN 2,233
2013 City of Centerville City Administrator IA 5,500
2013 City of Charles City City Administrator IA 7,700
2013 City of Corcoran City Administrator MN 5,500
2013 City of Griswold City Manager IA 1,036
2013 City of Lexington City Administrator/Clerk MN 2,014
2013 City of Long Lake City Administrator MN 1,768
2013 City of Maple Plain City Administrator MN 1,792
2013 Borough of Petersburg � Chief of Police AK 3,273
2013 City of St. Louis Park Fire Chief MN 45,000
2013 City of Vadnais Heights City Administrator MN 12,300
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Cottage Grove City Administrator Search Page 17
Onboarding a New Hire
��� Il l i� i% I' i� u li �'�I k�;� o"°t i� i i� +�y �`�. �Ita�
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by Richard Fursman
Onboarding: The practice of socializing new managers or executives as they enter a new
organization.
The first days and weeks of a manager's entry into a community are the best of times and
the worst of times. For most, it is a honeymoon among strangers; a combination of high
expectations and invisible agendas. With a median tenure of city managers and
administrators of at least five years, per my research, a new standard for transitioning new
managers, high-ranking employees, and their organizations is needed.
Newly hired managers and department heads can begin in unfamiliar surroundings and
require a considerable amount of time to gain the institutional knowledge needed to do
their job effectively. The transition period from when the new employee enters to the point
he or she is effective can create a significant lag in productivity.
Using the private sector as a comparison, studies of newly hired executives show they take
an average of slightly more than six months to reach the point where their contribution to
the company begins to surpass the costs of bringing them on.�
From 2007 through 2014, I have provided assistance in more than 100 hires and entries of
managers, administrators, police chiefs, and fire chiefs as they started in new communities. I
interviewed in-depth five managers during the first 10 months at their new job to better
understand their personal journey.
More than 500 employees and local elected officials were interviewed before, during, and
after the hiring processes of the managers and chiefs. A number of findings and
recommendations have been summarized here to help new leaders and their hiring
authorities reduce the productivity gap, generate stronger performances from the new hire
as well as the organization, and reduce turnover.
In recalling the first 300 days in a new community, the managers in this study revealed a
journey into themselves and into organizations unknown to them. The new managers were
greeted, challenged, and burdened by others and themselves with great anticipation and
expectations upon their arrival.
Moments of excitement and a deluge of new faces, information, and tests combined in an
atmosphere that was unsettled and unsettling. During that period, surrounded by staffs who
were not behaving naturally, the new managers experienced a bit of a shock described as a
"mind-spinning," "nerve-wracking," and "disorienting" feeling.
AN OPJBO�R�ING GUIDE
Whenever a change occurs at the manager or a department director position, the
organization needs to conduct a thorough onboarding process. Onboarding is a relatively
new term used to describe the practice of socializing new senior-level managers or
executives as they enter a new organization or, in this case, community.
A process and question guide for every new hire is outlined here from the perspective of the
new manager, the existing staff, and the council.
THE RIEW MARIAC;ER
What to do prior to arrival:
• Take some time for yourself to charge your batteries. It will likely be a while before
you get a break.
• Learn as much as possible about the community and organization (this should also be
done before the interview for the job).
• Develop and practice a personal introduction that lets people know who you are.
• Prepare yourself inentally for a lot of attention and imagine to yourself the impression
you want people to have of you. The first impression will be the strongest you ever
make. It is difficult to recover from a botched first impression.
What to do in the first week and beyond:
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• Have an onboarding session with elected officials and another with department
directors and key staff.
• Meet everyone who works for the organization.
• Go where they work. Do not have them come to your office.
• Be prepared to hear people out.
• Do not promise what you cannot deliver, it will only hurt you in the long run.
• Be prepared for inquiries on such past issues as staff asking for the raise that
was prom ised.
• Know how you want to respond to those inquiries.
• For larger organizations, it will take much more time and will likely involve
meeting groups of people rather than individually.
• Identify and communicate your management style and the way you process decision
making (done after onboarding).
• Do you have an "open door" policy and what does that mean?
• Will you be making any changes right away?
• How should people approach you and how should you be addressed? (Are you
formal or informal?)
• Identify early goals for yourself publicly and follow through on them. This will
help establish your credibility by making promises and then keeping them.
Again, be cautious not to make promises you cannot keep as this can be
disastrous.
• Do some ride-a-longs where and when appropriate.
• Work with elected officials to have a set of goals and check in regularly.
• Have a communication strategy for getting the plan to stakeholders before you
implement. Communicate, communicate, verify, and communicate some more.
• Plan on putting in a lot of extra hours for at least six months. Others will see that you
are putting in the effort to get the knowledge you will need to be effective.
• Encourage staff inembers to provide you input and feedback on your performance
(based on established expectations).
• Be patient with your new staff. It will take them time to get comfortable with you.
• Look for early wins. Having some early successes will help establish your confidence
and help others see you as a contributing member of the team.
• Do not try to change too much right away. Get to know the organization and gain the
trust of the elected officials and staff before making a lot of process and program
changes. Those changes will come in time. However ...
• Deal with critical issues right away. Process changes should take time, but if a critical
issue that needs immediate attention comes up, deal with it. Seek advice and
communicate with the elected officials, management staff, attorney, ICMA resources,
and your trusted colleagues.
�RICI�J� TFI EL��TE� �FFa�I�LS
In the surveys I have conducted with elected officials to help with the onboarding of a new manager, there has never been
100 percent agreement on the directions that should be given to the new manager. In other words, the manager is at risk
of being given conflicting messages right from the start.
Our research found that the most important element for the success of new managers was
their relationship with the mayor and council. The basis for a good relationship was a clear
understanding of expectations, goals, and culture.
In the surveys I have conducted with elected officials to help with the onboarding of a new
manager, there has never been 100 percent agreement on the directions that should be
given to the new manager. In other words, the manager is at risk of being given conflicting
messages right from the start.
An onboarding session with the entire elected body can clarify the issues and actions the
new manager should take and how. A confidential survey is a good idea before the session
to ensure all voices are heard and ideas are expressed.
These represent some of the common questions that should be addressed at the start of
employment. There also are a number of community-specific questions that should be
addressed:
What is expected of the manager when there is a split vote on a significant issue? The
importance of having the council discuss the answer together is to establish that the
manager should not be pulled in different directions or be criticized for following a directive
of the majority.
Few of the councils I have worked with began with a unified voice on what the manager
should do with a split decision involving a significant issue. Elected members have
suggested the manager drag his or her feet, bring the item back, wait for consensus, or
move ahead with the directive.
A new manager faced with this type of confusion is subject to criticism for doing his or her
job as directed.
What is the responsibility of elected officials moving forward if they are on the losing side of an
issue? As the new manager starts, it is an excellent time for elected officials to consider how
their conduct sends messages to the staff and public. Losing a vote on a new park doesn't
mean the member needs to vote no on the bid for the new playground equipment.
This discussion can lead to the opportunity of the manager being able to engage members
with differing points of view and to encourage constructive discussion while moving forward
on items.
What is each member's expectation on frequency and type of communication? Some
councilmembers like text messages, others phone calls, others e-mail. Most elected officials
have different definitions of what an urgent matter is and who should be included in that
communication.
Is it okay to give some elected officials more face time and attention than others? This happens
all the time, depending on the availability of the elected officials. Those with difficult work
and family schedules can have difficulty making the regular meetings and are rarely in the
manager's office.
Others with flexible hours or who are retired can drop in at any time and stay for long
periods. There are times when some councilmembers sense they are being short-changed
and that others have more influence as they spend more time with the manager.
The onboarding session can help reveal the impact that the inconsistency of face time has
on the new manager and other members. The discussion should also include a way for a
manager to politely direct the elected member who likes to frequent city hall to give staff
(manager included) uninterrupted time to finish work.
Are employees allowed to speak directly with councilmembers about work with or without the
manager's knowledge? Do councilmembers go directly to staff when they have a question or
want something done? Our research found that this varies significantly from community to
community. Managers who attempt to establish fundamentally healthy rules on
communication without an understanding from the elected body and staff up front, found
themselves at odds with the culture. This misstep leads to a loss of credibility and ability to
lead.
How soon can the manager make changes? How involved do elected officials want to be?
Data indicates that changes are often sought when a new manager comes in; however, the
change process and timing are seldom discussed up front. Some elected officials indicate it
is the manager's job, while others express an interest in knowing all the details of change,
including how and why. A clarifying discussion and understanding of expectations will help
with the timing of change and implementation.
How free should the manager be to recommend replacing people if they are not doing what
they expected to do? At times, new managers are greeted upon their arrival with a problem
employee or two. The council needs to have an understanding of the process and the time
the new manager needs to take to address any personnel issues he or she inherits. There are
also cases where the manager does address the poor performance of an individual, only to
be publically chastised by a councilmember for various reasons.
How should the manager handle him- or herself during the meeting if it appears a decision by
the council will be made that will have a negative impact on the community? Elected officials
need to let the new manager know when and how their individual interjections at public
meetings should be handled. Should the new manager sit silent on an issue or offer
amendments, suggest caution, or voice outright objection?
Who should give the manager direction and when? There is often confusion as to who should
be giving the new manager direction. Managers know they act on directives given by the
majority of the council at public meetings; however, managers are also routinely given
additional directives by individual elected officials.
Many of them want that special relationship with the manager, not realizing that their
"suggestions" sound a lot like directives. This behavior needs to be discussed and defined
up front so the new manager can maneuver quickly through those moments with clear
authority to place items on the agenda or say no to directives with the backing of the
council.
What are the top three to five priorities elected officials want the manager to work on during
the first 6 to 12 months, and what will success look like? The new manager who can get clear
direction on objectives from elected officials has the best chance for immediate success.
Without this, the new manager is either guessing and taking chances, or waiting for clarity
to come sometime in the future. This wastes time and can give the impression that the new
manager is weak and ineffective.
Howwill the council "ordain" the new manager as its trusted partner? Councilmembers need
to make it clear in no uncertain terms that they are 100 percent behind and in partnership
with the new manager. Research revealed that those who go around the manager to other
staff for information, or check up on the new manager with staff, undermine the new
manager's authority and make his or her new job much more difficult.
This is especially true when change is needed and there is resistance. Staff may sense they
can control the manager by going to "their° councilmember. During the onboarding
meeting, the council must be made aware that it can only hold the manager accountable if
all members give the manager the authority to manage.
�I��pAR�IhI� �t1/Il'H ST'�FF
Information with the council onboarding session should be shared openly with staff. The data shared will
provide clarity to staff on the manager's support from the council and its position on managing the
community.
New managers need to be aware of the general discomfort employees feel when a new
boss arrives. In every onboarding survey this author has conducted, questioned employees
responded with fear that the new boss would micromanage them or handle change poorly.
Onboarding with staff can eliminate a great deal of the experiential research needed by the
new manager as he or she learns the new culture, needs, and expectations of new reports.
Information with the council onboarding session should be shared openly with staff. The
data shared will provide clarity to staff on the manager's support from the council and its
position on managing the community. Here are some of the questions that managers
should discuss at the onboarding session with staff:
What are the immediate changes you would like to see at city hall? It is important not to
promise things during the discussion, but it is helpful to have perspective on what
constitutes key needs. The answers here will help the new manager to assess where tension
exists and to test the urgency and needed pace for changes.
New managers who are successful at implementing the changes communicate often and
clearly the need for the change, the process that will be taken including timelines, and the
outcomes anticipated.
What type of relationship do you expect to have with the new manager? Staff inembers, like
the elected officials, bring a variety of personalities and expectations on relationships. Some
anticipate a strictly professional relationship, others want to be friends, and others are
flexible either way. Here the manager can express his or her comfort level while being
mindful of the culture and the style of the previous manager.
What should you do if you disagree with me? This is an opportunity to establish
communication protocols when it comes to debate. Some managers encourage open
disagreement to fully vet new ideas, while others want some public restraint and subtlety.
The important lesson learned by new managers here is, without this discussion, staff doesn't
know.
The self-determined and confident will speak up and the reflective-minded members may
stay silent. If the new manager wants feedback, he or she needs to give staff permission as
well as a process for doing so. Then, it is important to thank people for their input and
perspective.
What are the organization's espoused and lived values? It is nice to know what the
organization's culture is. Maybe it is family friendly and the staff is used to being let go early
to attend a soccer game or school play. Maybe the organization talks about the "team" but
doesn't live it.
The onboarding session provides the manager with the opportunity to learn what works,
where the pain is, and what the values are and how those translate to the management
philosophy and expectations.
If you are not doing what is expected of you, you expect me to ? This finish
sentence question places the expectation bar back on the staff. It introduces a shared sense
of responsibility moving forward. The manager can take the discussion as an opportunity to
express standards for performance, goals, reviews, and employee development.
Staff may also want to consider additional questions during the onboarding process,
including:
• What are you most hopeful for with a new manager?
• What are your biggest concerns about having a new manager?
• What are some descriptions you would use to describe the team you would like to
have?
• If you are directed by a councilmember to do work, what will you do or have you
done in response?
Taking the time to develop a well-thought-out game plan for onboarding will help ensure
that new managers start off on the right foot, as they endeavor to work with elected officials
and staff in leading their community organizations to accomplish key objectives.
ENDNOTE
� Wells, S.J. (2005, March). "Diving in." HR Magazine, 54-57.
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Richard Fursman, Ed.D., is president, Brimeyer Fursman Organization Development,
Maplewood, Minnesota (richardfursman(a��mail.com; www.Brim�roup.com).
C�M1111EPJT5 �! �L#TdNGS
Community Rating:
5.0 of 5 stars (average of 4 reviews) �
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'$� '� Marv Van Milli�en said Richard - Thank you for this great article. I look forward to referring to this
article when I take on my fust executive position!
:
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_. : Robert Josenh said I agree with Mary. This is a comprehensive and well-written article that accounts for
much of what will set the tone for council, manager and staff expectations and behavior. This article can be helpful to new and
seasoned managers alike and parts of it may be used to onboard newly elected councilors and newly hired department heads.
Warking together with purity of intent does not guarantee, but is a very good first step towards creating a real community.
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STILLWATER
Position Profile � �'
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s�GI���U'�QJL, referred to as the '; : � � �: � � +� W� ---
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Birthplace of Minnesota , was es - �z, . t � I i
lished in 1848. Today, much of the , ;,,��. �:; -
toric architecture remains, with ove `� -- � �
placed on the National Historic . � �,�'`. ; I •'
ter , including the Lift Bridge t: '� �' � , �
the St. CroixRiver. Stillwateri�� � - �I `i �''�`
the county seat of rapidly gro :,
Washington County. � �
Stillwater, is a picturesque, dynamic, , �
and growing community of 18,542 resi- `` R
dents nestled into the bluffs ofthe St. -. �"�'�
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Wild and Scenic Waterways� - - -
just 20 miles east of downto
Paul, the community offers
vantages and conveniences
near the Twin Cities metropolit .
plus the peacefulness and safety of
small town Minnesota. Excellent
schools and a wide variety of recrea- ^
tional opportunities add to the high `�?j�''���
quality of life in the St. Croix Valley.
Stillwater is home to ISD (Stillwater) __ ���°� r���''�' �.
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and recreation. Trails, regional a� �, � ��
neighborhood parks, community ���'-� �.:
dens, athletic fields and skating rinks ;,.� a
dot the community with some stunning _ "'�
vistas. Inside, the St. Croix Valley Rec- ~, �„�.;
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style ice sheets. The Center offers . V
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The City at a glance Growing �trong •. , • r•,
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Population (ZO�2) 18,542 The 2030 Comprehen :� �
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Budget (2015) � � �.s MIL GF sive Plan calls for contin- ,;��• �
. ued growth of the City toward � � �.
Median Age 40 the west. The remaining unde-
Med Home Value $Z3Z,300 veloped area available for an- .
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Med Household Inc $69,503 nexation into the City encom- � ��� �,�,� �
Area 7.74 Square Miles passes approximately 670 �•' ��
acres. At build-out this ex- : +
Building Permits (2013) • � � •
pansion area could yield about
New Single Family 29 1,300 housing units, 60 acres ', :. �� '� i
Condo 14 of office and non-retail com- ,'� �
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mercial property along State� �• -�
City Employees 142 FtiPt Highway 36, and five acres of ' •: �; ,���
Households 7,309 retaiL ,:► `� ' ��
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The City of Stillwater and the '�:, - ,�.� �� F,�„�: ��,,;��`'�-`�
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Department of Natural Resources (D = -=�- ., .... �� ' t'� , , �Qnh r��an�
planning to open a new public boat laun �
facility on the St. Croix River. The proj � .. � ,�, . �
currently slated to be constructed in 2017 perhaps nowhere in the State are there more festivals, celebrations, and
after the completion of the St. Croix Cross-
ing project by Mn/DOT. In 2016 Mn/DOT special events than Stillwater. The community is well known for the
will construct access to the site and Minne- diversity and vibrancy of it's year-round connection with people, nature,
sota DNR will construct the remaining ac- and history. Some of the events and festival categories include: Music,
cess and boat launch site. Design details of Culinary, History and Heritage, Theater, Film, Dance, Literature, Visual
the boat launch site are not yet known. Arts, Nature, Recreation and everything kids.
Public Works
The City conducts a number of public works
projects every year. In 2014 the City did •� ,,- �.
street overlays, downtown parking imprc�ve- +'�� _ �'`�`
ments, park upgrades and small prajects. '} '`� �'•
Trails � '''' `� ,�� � " � ' �- �'!
� -
Trails are a featured e�sting and expanding �� �' �� i "" `
�� . _ _ �
amenity that is bringing both fun and eco- �
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nomic opportunity to the community. y - I
� _ �
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New Bridge:
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In May of 2013, ground was broken for the " ����- �`�"� "° � f ` - '
construction of a new bridge one mile south ' '�''
of the City spanning the St. Croix River b�- •
tween Minnesota and Wisconsin. Project '�:� `►�" �
costs will be shared by the two stat�s, which �
the Minnesota Department of Transpartation
estimates to be between $571 millic�n and �
$626 million. Construction is expe�ted t� be �.
complete by 2016. While this is not a"�it��
of Stillwater" project, the impact on tl�e �� `
cannot be overstated. The relief of traf�i� � �= t�' ��
downtown Stillwater will generate sigr�ifi- +f � � ` ��, ,; �'�� �
cant opportunities.
City �rgc�nization City Services
The City has been a municipal cor- The water supply is taken from
poration with a Mayor-Council eight wells, with a combined
farm of government since 1854, and pumping capacity of 7,325 gallons
is organized and governed pursuant per minute. The system has a stor-
to a Home Rule Charter adopted City-wide police protectit�n is pro- age capacity of 3.25 million gal-
in 1926. The Mayor is elected at- lon�.
large, and all four Council members vided by 21 full-time police offio-
are elected by Wards to serve four- ers. The Stillwater Fire Depart- Although the City owns and main-
year overlapping terms of office. ment, comprised of 11 full-time tains its own sanitary and storm.
members and 33 volunteers, serves sewer collection systems, the
the City and surrounding commu- wastewater treatment plant and
The Administrator is� res�onsible nities. The City has a Class 4 fire certain other core facilities are
for the daily rnanagement of City insurance rating. owned and operated by the Metro-
bu�iness and the admi�i.stration of politan Council Envirt�nmental Ser-
palicy as directed by the CounciL Municipal sewer and water service vices ("MCES"), �nagenc� ofthe
The Cit Administrator/Treasurer is available to virtually all of the
Y � Metropolitan Council.
Mr. Larry Hansen, has served in presently developed areas of the
this capacity since January 2002. City. The water utility is governed Electricity and natural gas are provid-
He is retiring in January 2015. by a three-member Board of Wa- ed by Xcel Energy.
ter Commission, all of whom are
The City employs appro�mately appointed by the Mayor and the
142 staff inembers in full- and City Council.
. �
part-time positions in its various
departments, which include fire, . � � �
police, public works, administra- -
tion, parks and recreation, library,
and public utilities. ' �
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Stillwater City Administrator Position Professional Leadership Characteristics
The City Administrator is the Chief Executive Officer for � ideal candidate for Administrator will be a proac-
the council; and coordinates the administration of all city tive, charismatic, visionary leader with impeccable in-
departments and divisions. The Administrator will develop tegrity. The person sought will be personable, progres-
and implement administrative policies and guidelines in sive, a good communicator, knowledgeable, and have a
cooperation with the City Council. positive outlook with a sense of humor. The ne�t admin-
• Advises department heads and other employees as to istrator should be prepared to be involved in the com-
administrative procedures and policies. Evaluates per- munity, and seek to bring people together to foster team
formance and results in accordance with overall city and great decisions.
objectives and makes appropriate recommendations. . Be supportive of Staff while setting and keeping
• Responsible to the city council for the effective man- high expectations
agement of city funds and assets to ensure effective . Be visible and engaged with staff, council, and the
investment of available funds; coordinates and directs community; showing a vested interest in all
department heads in the development, presentation and
administration of the annual operating budget. • Be a versatile, situational leader, who understands
what is appropriate for the individuals being super-
• Plans, develops and implements sound financial and vised
accounting policies, practices and controls.
• Be approachable and a good listener
• Oversees the preparation and presentation ofthe annual
budget and audit to include supporting documents. • Be able to make hard decisions
• Develops and evaluates policies and procedures relat- • Be comfortable with leading `up and down' the or-
ing to the overall financial management of the city. ganization, forging a strong leadership with the
council through the process of educating, informing,
• Prepares the Annual Budget. and working with them as a team
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�. .�: -';�; � �Vlaster�� pre��rr�d) or a closely related field
° ,` . I �►- �d at least five years of increasingly respon-
,
- s��Zl� �ana��ment ��p�rience in an executive
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• � ; .� s • + • p��itiQn, �uch �s d�partment head, assistant
, ��' � '�'� � - � ":���� .� �` �i�na�e�, citv �anage� c�r administrator. A
�� °�-;; 4 ��ckground in a developing community is
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��� Areas of Strong Emphasis Include:
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• Experience in budget preparation and
presentation
• Budget policy and structure tied to strate-
�' t_ _- --.t .' -, r_ � �. gic planning
� j • Experience building strong relationships
_ '• with the Mayor and Council
I I �_ � "'' • Workin knowled e with Public financ-
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�� - �, ing techniques (TIF, bonds, grants, etc.)
- � - • Experience with economic development.
�� ��..�` - . Management functions such as perfor-
` . mance evaluation, staff development, and
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" team building
�C • History of strategic planning and imple-
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�• �', , . Experience with comprehensive planning.
^ � �� - � , . " . . Experience successfully leading a city
� ' � ` ' ` :� , , � ` � � through a significant period of change and
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� perience
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j .����`'��,,,� .;• • Experience with downtown development/
•�.��. �,;:' redevelopment
` . � ; �;; � x ' � �; • History of working well with neighboring
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Position Prior�tie� � k� ��,� �'�'���.������7�.Af
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• Champion and participate in a Visioning and Strategic Planning process to �"' +'�.; �';� � `" ,. `� w{,
prepare for and move the City into the future � "*�` `.�_�� ��' �,� �.
.
Review, become familiar with, and assess the operations of the City includ- " ���� �
ing staffing levels and Human Resources and IT functions *��
��.: ,,
• Help create a`Community Events' strategy to ensure coordination of re- „ `p c
�'`,�. ��;:
sources .� �
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• DevelQp a 5-year CIP that is tied to the overall str, �� �
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�nu�ic� a� ar� �o�p�ra ic�n ; , ,,, �� �� � � � �--
• Develop lans for develo ment pf recentl o ened ro ,. ��. � ��
�� �
• Finalize ' �* , , � � "
fire dep --.
• Settle 2 -- -
• Develop s ra egy or re ucrng ong erm ..
• Develop regulations to deal with short term ren�,l ' l
. . . .
� . . .
. . ' . .
. . ' . • - 1 111 111 • •
$135,000) is seeking a proactive, charismatic, visionary leader to b. l�OVerilbeP 25
City Administrator. The City of Stillwater is referred to as the `Birt�'� De�dline for Applicatian.s
Minnesota." The City is a picturesque, dynamic, and growing com
tled into the bluffs of the St. Croix River, one of America's protecte''
Scenic Waterways. Located just 20 miles east of downtown St. Paul
munity offers the advantages and conveniences of ' DeCelribeP 4
metropolitan area plus the peacefulness and safety ; Present Candidates
The person sought will be personable, progressive i Selection of finalists
and down the organization. They should be a good communicator, kn. �vle
ble, and have a positive outlook with a sense of humor. The ne�t ad
should be re ,az�ed tQ l�e involved in the communit �,and seek to b'
December 19/Za
C�uncil Intervie�s
(Master�s preferrecl`) or a closely related field and at Ieast �ve years of inc �''+li]a11St�
ingly responsible management experience in an executive position s
partment head, assistant manager, cit
in a developing community is also d�
�ebruary 2, �01�
Position profile is available at www. _
ter and 5 references to Stillwater@brimgroup.com by 11/25/14. Please dir� �ew Administrator� Star�t,�
questions to Richard Fursman at richardfursman@gmail.com or (651) 338-2533.
For additional information about Stillwater, please visit:
www.ci.stillwater.mn.us/