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HomeMy WebLinkAboutProcess for the Performance for City ManagerCITY HALL 215 Church Avenue P.O. Box 1130 Oshkosh, Wisconsin 54903 -1130 City of Oshkosh — QIHKOlH Memorandum Date: March 5, 2009 To: Mark Rohloff, City Manager From: John Fitzpatrick, Assistant City Manager / Director of Administrative Services Re: Performance Evaluation of the City Manager In response to inquiries from Deputy Mayor Bain regarding the discussion the Council will be having at the Tuesday, March 10' council meeting, and in preparation for the process they will establish in order to evaluate the performance of the City Manager, I am enclosing a copy of the recruitment profile that the Council, our office and Karl Nollenberger from the PAR Group developed prior to the recent city manager recruitment and the performance appraisal documents we use for City of Oshkosh managerial staff. By using the profile as a reference document much like we use position descriptions for our managerial staff, I believe the City of Oshkosh managerial appraisal process could.be adopted for performance evaluation of the city manager with little or no modification, if the Council so chooses. Elements of this process in order of application include: ❖ Instructions for the process ❖ A self evaluation component ❖ A supervisory evaluation component ❖ A joint review component which includes areas to discuss and document: • organizational and personal goals met organizational and personal goals not met organizational and personal goals planned for the next evaluation period .s Q- The format for this process is common for managerial performance appraisal. If the Council wished to expand the evaluation to include a staff evaluation component that could be easily accomplished by utilizing the same standards and adding that piece. I hope this information is helpful for the Council as they work toward the establishment of this process and I appreciate the opportunity to assist you and the Council as required. Enc: City of Oshkosh Managerial Appraisal Documents City of Oshkosh City Manager Recruitment Profile cc: City Attorney Lynn Lorenson City of Oshkosh Managerial Appraisal: Factors to Consider PURPOSES FOR APPRAISAL 1. To improve communication, clarifying expectations, concerns and goals. 2. To identify training needs. 3. To set organizational and personal goals for the next appraisal period, and provide a means of assessing their progress. 4. To gain a perspective of the quality and concerns of management over time. ERRORS TO AVOID In making ratings of this sort it is often easy to unconsciously fall victim to several unintended errors. 1. Halo Effect If one quality is exceptionally good or bad it is a common mistake to carry that positive or negative sentiment over into other areas being rated. 2. Leniency and severity Rating too high or low for any motive beyond those set out in the above purposes will destroy the validity of the appraisal process. 3. Central Tendency It is often easier to mistakenly group the ratings around the average to avoid "making waves ". 4. Comparison Rate against position description and established objectives and expectations, not against other employees. A SIMPLE SOLUTION A general review - should- be made or the past period's performance within the standards set by the job description and previous appraisals. took also at any survey results, control reports, and project evaluations. Consider staffing,' departmental relationships, turnover, budgeting, morale, and any other factors related to performance. Identify any unique factors beyond the control of the employee. Please remember that performance management is not a singular action. For employees to maximize their potential, direct supervisor /subordinate communication regarding performance should take place on a regular and ongoing basis, not just during the formal evaluation period. Managerial Appraisal: Self Evaluation Page 1 Rater: Ratee: Date: Instructions: Please read the previous "factors to consider" page before completing this form. Read the descriptions that follow each area of analysis, and circle the specific number which most accurately assesses your performance in that area compared to goals established by both your position description and communicated objectives for this evaluation year. Make comments that will clarify answers where necessary; use back if space is insufficient. A. COMPETENCE IN FIELD OR SPECIALTY 0 1 Displays a lack of professional capabilities; is often unable to meet goals as a result. 2 3 4 Somewhat competent; shows strength sometimes, but is not consistent. 5 6 7 Generally good, very infrequently presented with a situation beyond his /her competence. 8 9 10 Has a thorough understanding of the knowledge skills and level of professionalism required by the position. B. ORGANIZATIONAL AND ADMINISTRATIVE EFFECTIVENESS: PLANNING, IMPLEMENTING AND EVALUATION OF WORK 0 1 Generally disorganized; goals go unmet or incomplete frequently. 2 3 4 Does routine tasks adequately; becomes disorganized with less routine tasks and crisis. 5 6 7 Average and better; plans, organizes, and implements most things quite well. 8 9 10 Outstanding; plans, organizes and implements all tasks and programs very well. C. RELATIONS WITH OTHERS 0 1 Has some difficulty relating to others; this sometimes interferes with overall effectiveness. 2 3 4 Reiates to others fairly well; works better with some persons than others. 5 6 7 Works well with others; facilitates relationships into obtainment of objectives. 8 9 10 Works extremely well with subordinates, peers, and superiors, is very effective personally. D. INITIATIVE AND RESOURCEFULNESS 0 1 Needs detailed instructions; rarely develops any more effective ways of handling assignments; requires urging to keep job going. 2 3 4 Occasionally offers worthwhile ideas and suggestions when encouraged to do so; requires some follow -up to keep job going. 5 6 7 Has necessary drive and resourcefulness to deviate from routine and make effective suggestions; a self, - starter who can be depended upon to follow through on projects without. continued direction. 8 9 10 Frequently makes ingenious suggestions; exceptionally self - reliant and resourceful; develops ideas and solutions to problems and follows through completely. COMMENTS Managerial Appraisal: Self Evaluation Page 2 E. LEADERSHIP 0 1 Does not have respect of subordinates; neglects or discourages the development of subordinates; some- times abdicates leadership responsibility. 2 3 4 Accepted as "supervisor "; tries to develop subordinates; generally obtains adequate results from subordinates. 5 6 7 Successful in motivating persons to perform effectively; gets good results from them; recognizes and develops capable personnel. 8 9 10 Capable and forceful leader; inspires and motivates persons to perform with maximum effort; develops sub - ordinates and makes sound evaluations of their work. F. JUDGEMENT 0 1 Makes frequent errors in judgment; often overlooks consequences of decisions. . 2 3 4 Judgment usually sound under normal circumstances; knows own limitations and seeks guidance in decision making. 5 6 7 Exercises good judgment in decision making; aware of impact of decision in other areas. 8 9 10 Exceptionally sound and sensible in decision making; foresees and evaluates impact of decisions in other areas. G. PROFESSIONAL DEVELOPMENT 0 1 Does little to develop personal skills, knowledge. 2 3 4 Works toward professional development to some degree. 5 6 7 Works to develop professional skills and knowledge to a considerable degree. 8 9 10 Continually develops professional skills and knowledge and grows within profession. H. CONTRIBUTION TO OVERALL DEPARTMENT /ORGANIZATION GOALS 0 1 Contributions infrequent and have little effect on overall departmental /organizational goals. 2 3 4 Makes some contributions to goals of department / organization; some goals are often left unattended. 5 6 7 Contributes frequently; providing responsible consistent service. 8 9 10 Contributes beyond expectancy, extremely responsible, and provides consistently outstanding service. COMMUNICATION 0 1 Information is often miscommunicated or not at all; quality of service is lessened as a result. 2 3 4 Effective but frequently interrupted flow of information. 5 6 7 Consistent communication, occasionally lacking direction or miscommunicated. 8 9 10 Communicates goals and operational information comprehensively; consistent understanding within and concerning the actions of the department/organization. COMMENTS Please schedule a joint review with your supervisor to discuss responses and goals for the next rating period. Managerial Appraisal: Supervisor's Evaluation Page 1 Rater: Ratee: Date: Instructions: Please read the previous "factors to consider" page before completing this form. Read the descriptions that follow each area of analysis, and circle the specific number which most accurately assesses your subordinate's performance in that area compared to goals established by both your subordinate's position description and communicated objectives for this evaluation year. Make comments that will clarify answers where necessary; use back if space is insufficient. A. COMPETENCE IN FIELD OR SPECIALTY 0 1 Displays a lack of professional capabilities; is often unable to meet goals as a result. 2 3 4 Somewhat competent; shows strength sometimes, but is not consistent. 5 6 7 Generally good, very infrequently presented with a situation beyond his/her competence. 8 9 10 Has a thorough understanding of the knowledge skills and level of professionalism required by the position. B. ORGANIZATIONAL AND ADMINISTRATIVE EFFECTIVENESS: PLANNING, IMPLEMENTING AND EVALUATION OF WORK 0 1 Generally disorganized; goals go unmet or incomplete frequently. 2 3 4 Does routine tasks adequately; becomes disorganized with less routine tasks and crisis. 5 6 7 Average and better; plans, organizes, and implements most things quite well. 8 9 10 Outstanding; plans, organizes and implements all tasks and programs very well. C. RELATIONS WITH OTHERS 0 1 Has some difficulty relating to others; this sometimes interferes with overall effectiveness. 2 3 4 Relates to others fairly well; works better with some persons than others. 5 6 7 Works well with others; facilitates relationships into obtainment of objectives. 8 9 10 Works extremely.well with subordinates, peers, and superiors, is very effective personally. D. INITIATIVE AND RESOURCEFULNESS 0 1 Needs detailed instructions; rarely develops any more effective ways of handling assignments; requires urging to keep job going. 2 3 4 Occasionally offers worthwhile ideas and suggestions when encouraged to do so; requires some follow -up to keep job going. 5 6 7 Has necessary drive and resourcefulness to deviate from routine and make effective suggestions; a self - starter who can be depended upon to follow through on projects without continued direction. 8 9 10 Frequently makes ingenious suggestions; exceptionally self - reliant and resourceful; develops ideas and solutions to problems and follows through completely. COMMENTS Managerial Appraisal: Supervisor's Evaluation Page 2 E. LEADERSHIP 0 1 Does not have respect of subordinates; neglects or discourages the development of subordinates; some- times abdicates leadership responsibility. 2 3 4 Accepted as "supervisor "; tries to develop subordinates; generally obtains adequate results from subordinates. 5 6 7 Successful in motivating persons to perform effectively; gets good results from them; recognizes and develops capable personnel. 8 9 10 Capable and forceful leader; inspires and motivates persons to perform with maximum effort; develops sub- ordinates and makes sound evaluations of their work. F. JUDGEMENT 0 1 Makes frequent errors in judgment; often overlooks consequences of decisions. 2 3 4 Judgment usually sound under normal circumstances; knows own limitations and seeks guidance in decision making. 5 6 7 Exercises good judgment in decision making; aware of impact of decision in other areas. 8 9 10 Exceptionally sound and sensible in decision making; foresees and evaluates impact of decisions in other areas. _ G. PROFESSIONAL DEVELOPMENT 0 1 Does little to develop personal skills, knowledge. 2 3 4 Works toward professional development to some degree. 5 6 7 Works to develop professional skills and knowledge to a considerable degree. 8 9 10 Continually develops professional skills and knowledge and grows within profession. H. CONTRIBUTION TO OVERALL DEPARTMENT /ORGANIZATION GOALS 0 1 Contributions infrequent and have little effect on overall departmental /organizational goals. 2 3 4 Makes some contributions to goals of department / organization; some goals are often left unattended. 5 6 7 Contributes frequently; providing responsible consistent service. 8 9 10 Contributes beyond expectancy, extremely responsible, and provides consistently outstanding service. COMMUNICATION 0 1 Information is often miscommunicated or not at all; quality of service is lessened as a result. 2 3 4 Effective but frequently interrupted flow of information. 5 6 7 Consistent communication, occasionally lacking direction or miscommunicated. 8 9 10 Communicates goals and operational information comprehensively; consistent understanding within and concerning the actions of the department. COMMENTS Please schedule a joint review with this employee to discuss responses and goals for the next rating period. City of Oshkosh Managerial Appraisal: Joint Review A. Discuss list organizational, and then personal goals that were met during the evaluation year. B. Discuss and list organizational, and then personal goals that were not met during the evaluation year. C. Discuss and list all organizational and personal goals for the next evaluation year. We (the Rater and Ratee) have met and discussed this Joint Managerial Appraisal. Rater Date Ratee Date RECRUITMENT PROFILE CITY MANAGER CITY OF OSHKOSH, WISCONSIN This Recruitment Profile outlines factors of qualification and experience identified as necessary and desirable for candidates for the City Manager position to possess. The Profile was prepared following discussion with the Mayor, Common Council, Management Team, community representatives and open forums of citizens, as well as a review of written materials relevant to the City of Oshkosh and the City Manager's position. This profile will be used as a guide in the recruitment process, providing specific criteria by which applications will be screened and individuals selected for interview and appointment consideration. All inquiries relating to the recruitment and selection process for the City Manager position are to be directed to the attention of the Consultant working with the City of Oshkosh. Karl Nollenberger, Vice President The PAR Group 100 N. Waukegan Road, Suite 211 Lake Bluff, Illinois 60044 TEL: 847 - 234 -0005 FAX: 847 - 234 -8309 www.pargroupltd.com COMMUNITY BACKGROUND The City of Oshkosh, with approximately 64,084 (2006) citizens, is an award - winning community in the heart of the Fox River Valley, about ninety miles north of Milwaukee and fifty miles south of Green Bay. Oshkosh is a progressive and participative community that of- fers small-town friendliness with big city features and a high quality of life for people of all ages and interests. Oshkosh is a great place to live due to: an excellent school system, outstanding health care facilities, abun- dant entertainment opportunities, a low cost of living, a clean environment, and much more! The drawing cards are its parks, galleries and three nationally accred- ited museums, golf courses, entertainment venues, fes- tivals, and activities that make Oshkosh a haven for anyone interested in combining city life with the benefits of a small town. A unique draw for Oshkosh is the presence of a major state university in the heart of the downtown area. It has been said that Oshkosh is opportunity in the making. Oshkosh and the surrounding area boast an abundance of sites and sounds for residents and visitors to discover and enjoy. The city is on the western shore of Lake Winnebago (217 square miles) and banked by the Fox River and Lake Butte des Morts (8,800 acres). Osh- kosh has been ranked number 85 in Money Magazine's "Top 100 Best Places to Live in the United States." The Oshkosh metro area was named one of the "50 Smart Places to Live" in the United States by Kiplinger's Person- al Finance June 2006 issue. Rankings were based upon the amount and quality of affordable housing, a reason- able cost of living, quality of life, access to health care, and a strong economy. Wisconsin has some of the safest metro areas in the U.S. according to the 13th annual Safest City and Metropolitan Area Awards compiled by Morgan Quitno Press. The Oshkosh - Neenah MSA also was named a 2007 5 -star Quality of Life Metropolitan area by Expansion Management. Quality of life factors considered when compiling the list include affordable housing, good public schools, median income and un- employment rates. While fur trade brought the first European settlers to this area as early as 1818, the establishment and growth of the lumber industry after the Civil War fueled the development of Oshkosh. The structures which now make up the city's historic areas are a result of the capital and materials generated by the lumber and associated wood manufacturing industries. Oshkosh has a rich history. When Oshkosh was formal- ly incorporated in 1853, it had already been designated the county seat and had a population of nearly 2,800. The lumber industry was well established as entrepreneurs took advantage of navi- gable waterways to provide access to both northern pineries and markets. The 1859 arrival of rail transportation provided an important opportunity to meet the de- mands of a larger and rapidly growing constructionmarket. By 1870, Oshkoshhad become third largest city in the state with a population of over 12,000. In addition to providing capital and mate- rials for construction of buildings now con- sidered historic, the lumber industry was associated with entrepreneurs and busi- nessmen who made significant contri- butions to the community, politics and philanthropic organizations. Availability of materials and capital, along with the devastating downtown fires in the mid 1870s, created opportunities for architects to produce a range of well- designed buildings for resi- dential, commercial, civic and religious use. The City encompasses 24 square miles. It is the largest municipality in Winnebago County, which has a popu- lation of over 163,000 within its borders. The Oshkosh/ Appleton/ Neenah CSA has a population of over 372,000. The minority population constitutes a little over seven percent of the Oshkosh population. The Oshkosh area had a median household income of $38,289 in 2004. The median house value for owner- occupied units was $124,372 in 2006. The largest employment base is man- ufacturing, with 22.3% of the work force, followed by education with 22.2 %. The top seven employers are Oshkosh Corporation (2,712), Bemmis (1,880), the Uni- versity of Wisconsin - Oshkosh (1,632), Oshkosh Public Schools (1,580), Miles Kimball (1,500), Aurora Medical Group (1,079), and Winnebago County (1,047). Oshko- sh is served by US Highways 41 and 45, the Outagamie County regional Airport (20 miles), and General Mitch- ell International Airport (80 Miles). Oshkosh has a strong tradition of education and offers one of the finest school systems in the nation. The schools, both public and private, offer a variety of edu- cational programs. Oshkosh was one of the seven cities in Wisconsin on a list of the top 25 school districts in the country, according to the July 2006 issue of Corporate Report Wisconsin. Public schools in Oshkosh include sixteen elementary schools, five middle schools, two high schools, and six charter schools with nearly 10,500 students. In addition, the private schools have an enrollment just over 1,000 students. The Fox Valley Technical College, headquartered in Appleton, has two locations in Oshkosh MR e € � , The University of Wisconsin Oshkosh is the third largest university in the state, with a total enrollment of 12,700 students. With 1,600 graduate students, UW Oshkosh has the larg- est graduate program of the eleven compre- hensive universities in the UW System. The University's 73 associate, baccalaureate and master's degree programs are organized with- in four outstanding colleges — Business Ad- ministration, Education and Human Servic- es, Letters and Sciences, and Nursing. The ,s University, founded in 1871, serves as the arts and cultural center for 1.2 million citizens of northeast Wisconsin, and its NCAA Division III athletic program is among the very best in the nation. Richard H. Wells is the 10th Chancellor of the University of Wisconsin Oshkosh. Oshkosh has two hospitals, Mercy Medical Center and Aurora Hospital, with over 240 beds. There are five clinics in the community and 180 physicians /nurse practitioners. There are 29 community parks and natu- ral resource areas, seven golf courses, four museums/ galleries, two libraries, ten movie theatres and numer- ous marinas and boat landings. Attractions include the Environmental Aircraft_ Association Aviation Center and Museum, the Grand Opera House, Leach Amphi- theatre, Menominee Park and Zoo, Military Veterans Museum, Morgan House, Opera House Square, Oshko- sh Public Museum, Paine Art Center and Gardens, and the Oshkosh Public Library. Oshkosh is second in the state with annual events including Brews & Blues, Cel- ebration of Lights, Ducks Unlimited Great Outdoors Festival, Festival of Spring, Christmas in the Air, Coun- try USA Concert, Faire on the Green, EAA Air Venture Oshkosh, Children s Parade, Memorial Day Ceremony and Parade, Miss Wisconsin Pageant, Otter Street Fish - eree, Sawdust Days, Inland Lake Yachting Association Regatta, Lifest Christian Music, Sites of the Season, Waterfest Summer Concert Series, Winnebagoland Art Fair, and the WPS Farm Show. THE MUNICIPAL ORGANIZATION Oshkosh has operated under the Council- Manager form of government since adoption of a charter change by citizens in November, 1956. The Council consists of seven (7) members, each of whom is elected for stag- gered terms of two (2) years. One of the seven (7) Coun- cil Members is elected by the voters of the City, at large, as the Mayor. The other sic (6) Council Members are also elected at large. Elections occur every April. There are no contested races in April of 2008. Council Meetings are held on the second and fourth Tuesday of every month. In addition, there are workshops held to study City matters. The City Manager is appointed by and serves at the discretion of the City Council. The past City Manager retired after he served as the City Manager for 10.5 years. Wisconsin Statutes require that the City Mana- ger be selected purely on merit with "due regard to training, experience, executive and administrative ability, and efficiency and general qualifications and fitness for performing the duties of the office." The City Manager is responsible for the general administra- tion of the City of Oshkosh, program coordination and development, preparation of City Council agendas, spe- cial staff reports, annual budget, and an annual state- ment of city programs and priorities. As Chief Executive Officer, the City Manager is directly responsible to the City Council for all operations of the City, as well as implementation of policies and programs adopted by the Council. The City Manager appoints all officers and employees of the City except for the Library Director. Appointment of subordinates is generally delegated to the appropriate Department Director. The Manager may or may not be a resident of the City or the state at the time of selection, but shall reside within the City while serv- ing as City Manager. Oshkosh, Wisconsin is a full- service city. City de- partments include the City Clerk's Office, Finance De- partment, Fire Department, Administrative Services Department, Legal Department, Parks Department, Community Development Department, Police De- partment, Public Works Department, Public Museum and Transportation Department. The Library is under an appointed Library Board. The economic develop- ment program is a public /private partnership under the Oshkosh Area Economic Development Corporation (OAEDC) and the CHAMCO Oshkosh Industrial De- velopment Corporation. A complete description of each department can be found on the city web page at www.ci.oshkosh.wi.us. The City of Oshkosh has a budget for 2008 of $99,455,630. In addition to the General Fund, the City also operates a number of enterprise and internal funds (see bud- get summaries on www.ci.oshkosh.wi.us). The major sources of revenue for the City budget are property taxes (42.4 %), shared state aids (17.7°/x) and interde- partmental charges (17.9 %). The total budget includes a capital improvement budget of approximately $15.3 million. The 2008 budget has 554 full -time positions and 125 part -time positions. The City employees have seven collective bargaining units, as well as non- repre- sented employees. The City of Oshkosh has adopted a comprehensive plan for the community. The plan provides the direction for the future and.,can be found at www.ci.oshkosh.wi.us / Community-Development/Comprehensive-Plan/ comprehensive_plan.htm . CANDIDATE QUALIFICATION CRITERIA The current and predictable issues, needs and chal- lenges confronting the City of Oshkosh call for particular experience, skills, style, values, and pro- fessional commitment on the part of Oshkosh's next City Manager. The following factors of educa- tion, experience, management style, and personal traits have been identified by the City of Oshkosh as ideal attributes for the City Manager to possess in order to function effectively in the position. The proposed salary for the position is $130,000 +/- depending upon qualifications and experience. Education and Experience A bachelor's degree and achievement of a graduate degree relevant to the position is highly desir- able, or a combination of education and experience which demonstrates the ability to perform the du- ties of the position. Have at least a decade of experience and a record of achievement as a City Manager or Assistant City Manager or comparable senior manager in a full - service, quality- oriented community of similar com- plexity and economic diversity with a track record of accomplishments. Be familiar with the manage- ment of a wide variety of operations as provided by the City and have a broad picture of the municipal operations. Have demonstrated experience with seeing the big picture in the planning and development of a com- munity and the management of the long -term infra- structure of the City. Have knowledge of economic development programs and business promotion with a record of positive relationships and proactive partnerships with busi- ness and community development interests. Have demonstrated financial management and budget- ing skills with a record of developing fiscally con- servative and forward - thinking programs dealing with long -range capital improvement program- ming, operational reviews and revenue forecasting; be committed to the efficiency and effectiveness of local government-programs-and -establishing per- formance goals for the organization. Opera House Square Have experience, knowledge and an under- standing of sustainable development and its relevance to the community. Have experience in rethinking organizations to assess the most effective structure and pro- cesses and make changes when needed. Have the experience and ability to interact suc- cessfully and positively in a participatory climate, working in a cooperative, effective and friendly manner with diverse interests and opinions represented by the business community, educational community, labor community, various citizen groups and other interested parties; show genuine in- terest in the suggestions and input of all members of the community. Be skilled in public relations, being capable of openly and honestly articulating the City's municipal policy positions to the news media and commun- ity groups and organizations, following a policy of full disclosure and transparency in public presentations. Have demonstrated experience in intergovernmental relations with state government agencies and surrounding cities and county governments; be willing to work regionally on efforts to benefit all ___residents of the area and provide government ser- vices and programs that enhance the region's quality of life and most effectively utilize the pub- lic's funds. Have the experience to effectively translate City Coun- cil direction promptly, accurately, and supportive- ly to staff, ensuring timely implementation of policy direction and staff accountability for project assignments. Have an appreciation for the value the community places on its human relations and community cul- ture; be supportive of the community's enthusiasm and genuine commitment to volunteerism and civic involvement. Have the experience and ability to work cooperatively with staff and a successful record in human re- source management — recruitment, development, retention of key staff and collective bargaining/ labor relations. Be familiar with strategic planning practices that fur- ther a vision for the community's efforts in econom- ic development, community building and financial planning, anticipating future opportunities, issues and concerns. Have experience in state and national associations in order to see the "big picture" of local government. Management Style and Personal Traits Have particularly strong interpersonal and leadership skills with the ability to bring people together, develop trusting-relationships and mutual respect between and among the Manager, Mayor / Council, commissions, employees, citizenry, business and labor community, encouraging broad input and participation in municipal and community prob- lem solving. Be articulate and an effective communicator, "down to earth" and "easy to talk with," as well as one who has good listening skills; be comfortable and skilled in making public presentations, with an even temperament. Be desirous of working and living in a community of diversity of economic status and life styles and appreciating the differences while helping to achieve a vision for the community's future. Be a people person, enthusiastic, "out front," and en- gaging with people, sincerely personable, approach- able, patient, and accessible, relating effectively to all persons in the community. €r I ' 1 Be skilled in public relations, being capable of openly and honestly articulating the City's municipal policy positions to the news media and commun- ity groups and organizations, following a policy of full disclosure and transparency in public presentations. Have demonstrated experience in intergovernmental relations with state government agencies and surrounding cities and county governments; be willing to work regionally on efforts to benefit all ___residents of the area and provide government ser- vices and programs that enhance the region's quality of life and most effectively utilize the pub- lic's funds. Have the experience to effectively translate City Coun- cil direction promptly, accurately, and supportive- ly to staff, ensuring timely implementation of policy direction and staff accountability for project assignments. Have an appreciation for the value the community places on its human relations and community cul- ture; be supportive of the community's enthusiasm and genuine commitment to volunteerism and civic involvement. Have the experience and ability to work cooperatively with staff and a successful record in human re- source management — recruitment, development, retention of key staff and collective bargaining/ labor relations. Be familiar with strategic planning practices that fur- ther a vision for the community's efforts in econom- ic development, community building and financial planning, anticipating future opportunities, issues and concerns. Have experience in state and national associations in order to see the "big picture" of local government. Management Style and Personal Traits Have particularly strong interpersonal and leadership skills with the ability to bring people together, develop trusting-relationships and mutual respect between and among the Manager, Mayor / Council, commissions, employees, citizenry, business and labor community, encouraging broad input and participation in municipal and community prob- lem solving. Be articulate and an effective communicator, "down to earth" and "easy to talk with," as well as one who has good listening skills; be comfortable and skilled in making public presentations, with an even temperament. Be desirous of working and living in a community of diversity of economic status and life styles and appreciating the differences while helping to achieve a vision for the community's future. Be a people person, enthusiastic, "out front," and en- gaging with people, sincerely personable, approach- able, patient, and accessible, relating effectively to all persons in the community. Be a self confident, mature, diplomatic, respect- ed, decisive and "big picture' visionary leader who recognizes the City Manager's responsibility to assist and support the City Council in developing and carrying out the policy issues facing the community. Be able to work in an unusually open and trans- parent government and be able to effective- ly work with a very active press, and be comfortable that all family members can accept the close scrutiny and coverage of the City Manager that will occur. Interact positively with City Officials and citi- zenry who have high expectations with regard to municipal organizational perfor- mance, responsiveness and efficiency; en- sure that municipal programs operate as cost effectively as possible; setting standards high for others. Work honestly, cooperatively and effectively with the Mayor and City Council to help them identify, analyze, and thoroughly deliberate and address public policy questions, then carry out the policy direction in a timely and responsive manner. When presenting recommendations to the City Council, provide clear, comprehensive, concise communica- tion that provides an array of policy options and potential solutions to municipal opportunities and challenges. Have demonstrated and effective collaborative man- agement skills (no hidden agenda), be comfortable in delegating responsibility and authority to profes- sional staff as a team player (not a micro- manager) while holding the management staff accountable for actions and policy direction. Be an innovative, forward thinking leader and man- ager, "thinking outside the box," willing to take some risk and able to encourage elected officials, staff, employees and community leaders to develop new initiatives and ways of looking at problems and arriving at effective solutions. Project a professional presence in appearance, actions and personal demeanor, and be a person who can inspire confidence with regard to municipal gov- ernment activities, programs and services. Keep the Mayor and City Council informed of major activities and operations of the City organization, with particular sensitivity given toward avoiding "surprises." Promote a strong, service-oriented, "customer relations" approach by all municipal employees in dealing with residents, visitors, the business community, and all individuals who access municipal services and programs. Be readily accessible to municipal officials, employees, community leadership and citizenry, initiating ap- propriate contacts throughout the community; have an "open door" policy at City Hall, responding to citizen inquiries and concerns in a timely manner — personally when appropriate. Be apolitical but be politically savvy and astute. Provide ethical leadership with high level of integrity that is communicated to the organization. Take responsibilities seriously but be enjoyable to be around with, a sense of humor. Be enthusiastic about participating and being active in community affairs, both as City Manager and as a citizen. Be willing to commit a reasonable tenure (4 to 6 years) in service to the City. PROFESSIONAL ANNOUNCEMENT The following, or similar, text, has been released for insertion in professional and other appropriate publica- tions and internet sites. City Manager City of Oshkosh, Wisconsin Oshkosh, Wisconsin (64,084) City Manager. Salary $130,000 + /- DOQ. ICMA recognition in 1957. Past man- ager served since 1997. Appointed by Mayor and Coun- cil elected to two -year, overlapping terms. $99 million total budget: 554 FTEs/ 125 PTEs. Award winning, full- service community in the heart of Wisconsin. Excellent cultural, recreational and educational amenities, home of the University of Wisconsin - Oshkosh. City is seeking energetic, innovative, participation- oriented candidates with successful background of service as a City Manag- er, Assistant City Manager, or in similar executive level position. Bachelors or Masters highly desirable or a combination of education and experience which demon- strates the ability to perform the duties of the position. View profile at www.pargroupltd.com. Residency re- quired. Apply by April 25, 2008 with 5 work related references to: Karl Nollenberger, Vice President, The - PAR Group, 100 N. Waukegan Road, Suite 211, Lake Bluff, Illinois 60044. TEL: 847/234 -0005; FAX 847/234- 8309; email: resume @pargroupltd.com. The a Group Oshkosh Public Library »» U- 0 3cz \\ \\ uj m\ \ \\ k/ \k \j � + §(L 2 � 2 - O� . � LLI z � W 2 =* �E§ § 0 ��V) \ LL. U � 0 J/§ § 00 w o � J\ atk z �\ ) \ 0 V) V) \j � § 0� k z « � > / ■ �c /o E$ $$ § m } u LLI L)§ §} 0 § ( § }� /* \k E / 2 LL g c 53 O ui 0 / \m 00 Zk § / . LLI z /S eoe LLI =* �E§ \/ } \ 8 77 J/§ \s/ //( J\ atk z �\ ) \ U. 2 ƒ §� _ § / § ( § }� /* \k E / 2 LL g c 53 O ui 0 / \m /ƒ § / . LLI %o /S eoe j§ =* �E§ \/ 8 77 J/§ \s/ //( J\ atk z §k ) \ ® k ƒ / § 05 ®, �� / } § §§ ƒ/ 2> o& 22 t : 0) @3 2/ �a =E /)) ./j /ƒ Iƒ e§ ° 2© / 5 >- z LL z2� $/ / \} £G/ off/ w _ 0 \® +2- I \/ 7 }� § §] E� /U) �V) ° I� w�§ c