City Council - Workshop Meetings

City Council Workshop Meeting Ash Conference Rooms November 20, 2024 | 5:30 PM This City Council Workshop meeting is taking place virtually and at Woodbury City Hall in the Ash Conference Rooms. Members of the public may attend the meeting in person and may also join the meeting using a computer, tablet, or smartphone and accessing the virtual meeting link at woodburymn.gov/VirtualMeetings. Watch the Live Meeting Public comments will be accepted during the meeting both in person and virtually. Virtual questions should be submitted via the online Q&A feature within the virtual meeting link. Questions regarding the meeting will be taken between the hours of 8:00 a.m. to 4:30 p.m. at 651-714-3524 or at council@woodburymn.gov. Questions received after 4:30 p.m. will be responded to in the next three to seven business days. Please note that all agenda times are estimates. 5:00 p.m. Dinner – Birch Conference Room The intent of the workshop session is to provide a forum for City Council and City staff to discuss more in-depth Council items, exchanging viewpoints and visions prior to the item being set for Council action at a regular meeting of the City Council. Workshop sessions are neither a public hearing nor an open microphone session. No formal votes will be taken and any direction from Council will be in consensus format. The workshop session is not recorded, and no official minutes of the workshop session shall be prepared. Workshop Agenda 1. Workshop Discussion Items - 5:30 p.m. 1A. Closed Session to Discuss Annual Performance Review of the City 24-285 Administrator - Held in Birch Conference Room Reconvene Council Workshop Meeting 1B. City Administrator Replacement Process 2. Administrator Comments and Updates* - 7:00 p.m. 3. Mayor and City Council Comments and Commission Liaison Updates* - 7:05 p.m. 4. Adjournment - 7:15 p.m.  Items under comments and updates are intended to be informational or of brief inquiry. More substantial discussion of matters under comments and updates should be scheduled for a future agenda. The City of Woodbury is subject to Title II of the Americans with Disabilities Act which prohibits discrimination on the basis of disability by public entities. The City is committed to full implementation of the Act to our services, programs, and activities. Information regarding the provision of the Americans with Disabilities Act is available from the City Administrator's office at 651-714-3523. Auxiliary aids for disabled persons are available upon request at least 72 hours in advance of an event. Please call the ADA Coordinator, Clinton P. Gridley at 651-714-3523 (TDD 714- 3568) to make arrangements.  1B City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 24-285 November 20, 2024 To: The Honorable Mayor and Members of the City Council From: Angela Gorall, Deputy City Administrator Subject: City Administrator Recruitment and Selection Process Summary As noted in the City Administrator Work Plan October 2023 to September 2024, as provided to Council on October 11, 2024, City Administrator Clinton Gridley will retire on June 6, 2025 after 21 years of dedicated public service to the City of Woodbury. The City Council must now begin the important task of ensuring a smooth transition to a new leader for our City and determining the process for recruitment and ultimately selection. To that end, staff is providing several options for Council consideration to fill this critical position and ensure continuity of governance. Staff is requesting Council guidance on a preferred option(s), noting that a full determination on the complete process is not necessary at this time. Some options do however have timeline implications and may require direction if a timeline goal by Council is established. A potential timeline is also provided and option impacts to the timeline can be reviewed as necessary by staff at the workshop. Options A. Pre-Recruitment Professional Services David J. Unmacht has provided the attached proposal for a background and information gathering phase for this process. The proposal includes a series of meetings and interviews with a deliverable of a final report. Some of this work is typically performed by a recruitment firm to develop a position brochure for candidates. However, it is typically more limited in scope and not as expansive as the provided proposal. Effort completed on the front end of such a critical recruitment process can prove essential in helping Council to later evaluate candidates and in making a final selection. Mr. Unmacht has extensive experience and would be uniquely positioned to assist the City and help build consensus versus a likely less comprehensive process from a recruitment firm. The primary negative impact on this option would be to the timeline. This work could shorten a recruitment firms’ effort on creating a brochure, but it could also delay that work from commencing (dependent upon if an RFP or direct hire process is used). A recruitment firm would also likely not discount their work to such an extent as to fully recover this cost. Council Workshop Letter 24-285 November 20, 2024 Page 2  Timeline Impact: Work could begin as soon as the workshop meeting of December 11, 2024 in which Mr. Unmacht could facilitate a group discussion of the recruitment process, desired leadership characteristics and management focus areas, to supplement the individual interviews.  Fees: $5,000 B. Temporary or Interim City Administrator As shown on the tentative process schedule, there is limited timeline to fully complete this process by the retirement date of the current City Administrator. Until a more detailed timeline is established, likely with the selected recruitment firm, this gap in service could be limited to more substantial. This is also highly dependent upon the final candidates notice period to a current employer and their geographic location and other circumstances. Council should consider the need for temporary or interim services as may be necessary. This option could be to simply cover the gap in service. Council could also consider planning for a longer gap period allowing for a more detailed transition plan, organizational learning development, ongoing project assessments, material development to assist in onboarding, etc. with the goal of providing the new administrator a more comprehensive strategic transition developed by the organization. The role of any interim would not only be to ensure the critical day-to-day operations are addressed, but also to prepare for the new City Administrator – to what extent will drive the gap period needed. It would not be expected that any interim take on general non-urgent workload from the outgoing Administrator, most of this work would be delegated prior to departure or potentially delayed. 1) Internal Option A temporary or interim option could be utilized using existing staff and shifting of duties, most likely accomplished by the Deputy City Administrator and/or other Department Head(s). This would have an impact on capacity to accomplish existing workloads, but also may be least disruptive as an internal option would be able to address needs timelier based on their experience in the organization. However, there is also the consideration of lack of objectivity by an existing employee(s) and ability to set-up a transition process to ensure the new Administrator can establish their own leadership methods and style.  Timeline Impact: None  Fees: None, however, consideration for a temporary pay adjustment may need to be considered if expected to accomplish significant additional workload. 2) External Option An external temporary or interim option could be considered likely through a recruitment or consulting firm or via a direct selection of a recently retired or administrator in-transition. Regardless, this option would require an interview and selection process and negotiation of fees for services. An external option would likely be of limited assistance on ensuring continuity of operations at a meaningful level, however they would provide for a clearly objective review of the organization and with limited day-to-day duties could focus primarily on the transition process.  Timeline Impact: Could be accomplished the same time or just prior to the recruitment process. Assumes availability of a quality interim.  Fees: TBD, likely an hourly rate for services. May need to be an employee if not affiliated with a consultant firm. Council Workshop Letter 24-285 November 20, 2024 Page 3 C. Professional Recruitment Process Services Use of a professional recruitment firm for the actual recruitment process is typical and expected in the city management profession1. While doing this work internally is an option, the Human Resources Division does not have the capacity to address this workload. Candidates in consideration for a position of this level would also expect, and have reservations about, a process handled without outside professional services. To proceed with professional services, Council could consider two options including utilizing an RFP process to select the firm or to complete a direct solicitation for services. Potential implementation of Pre-Recruitment Professional Services would also have an impact on options below. 1) Request for Proposals (RFP) Option A full RFP process option would come with all the benefits of a selecting a consultant utilizing that process such as uniformity of proposals, apples to apples cost comparison, fair access to firms, etc. The primary consideration on a full RFP process is on timeline. Staff would need to craft the RFP with input from Council, as it would detail the desired recruitment and hiring process. Time for responses and the analysis of proposals and interviews would then be necessary.  Timeline Impact: Likely extension to timeline, extending candidate placement.  Fees: $25 - $40,000, potential savings with a competitive process. 2) Direct Hire Option Anecdotally, staff does anticipate there may be limited firms with immediate available capacity to take on this work on our timeline. Staff could initiate direct contacts to known key firms with ideally Midwest experience seeking a direct quote and recommended proposal based on their guidance and availability. Staff would need to take more of a lead on this process directly working with potential firms. Councils’ role would be more limited, increasing risk on not meeting Council’s expectations on process design.  Timeline Impact: More limited timeline with staff leading majority of review, with later Council consideration of firm selection.  Fees: $25 – $40,000 D. Direct Internal Hiring A final option that Council may consider would be for an internal only hiring process. Essentially, only posting the position for internal, existing employees. If the Council has pre- identified internal City candidate(s) such that it believes a recruitment process is not cost or time beneficial, nor necessary given the expected outcome, this option could be considered2. Should Council find this situation not applicable, then a full external process, allowing for internal applicants should be selected. 1 Recruitment Guidelines for Selecting a Local Government Administrator 2 Washington County has chosen this option two or three times Council Workshop Letter 24-285 November 20, 2024 Page 4 Recommendation City Council direction on how to proceed with this recruitment and selection process is requested. Key direction points requested are as follows: 1) Pre-recruitment professional services and use of David Unmacht for such services. 2) Recommendation on timeline expectations by Gridley retirement on June 6, 2025. a. Have position filled by permanent selection prior to or by retirement date. (This may only be a goal, as it is highly dependent on selection process timelines and components requested to be included.) b. Have position filled by temporary/interim option prior to or by retirement date (internal vs. external). 3) Recommendation on recruitment process services selection (RFP vs. direct hire process). 4) Consideration of other options Council desires to review or discuss. Governance Mode3  Generative - Identifying key questions, anticipating future challenges, framing of issues, development of options. Problem-framing. What to pay attention to, what it means, and what to do about it. How does it fit with our mission, vision and values? Fiscal Implications The Proposed 2025 Budget includes $40,000 for professional services for this process. Expected costs for services will be highly dependent upon the recruitment and selection process recommended by Council. Policy Not applicable Public Process This is the first public process for this item. Written By: Angela Gorall, Deputy City Administrator Attachment: Unmacht Proposal, Background and Information Gathering Phase 3 Items marked “fiduciary” are primarily business-oriented topics; “strategic” items are primarily related to long- term strategies or goals; and “generative” items are primarily meant to produce new thoughts or ideas.  Tentative City Administrator Process Schedule January- Early June 6, End of February March April May June 2025 June 2025 • (Optional) Pre- • Recruitment • Posting closing • Finalist • Candidate • Gridley • Start of New Recruitment Process - by end of selection notice to Retirement City Professional Posting goal month • Further current Administrator, Services by end of • Initial background employer or • RFP Process month candidate screening • Potential • Continued for review • In-Person interim interim Recruitment interview coverage coverage Firm, or process required transition • Direct hire of • Selection goal prep Recruitment by end of Firm month • Offer negotiation and approval  Proposal for City of Woodbury Background and Information Gathering Phase City Administrator Search Process September 12, 2024 The City of Woodbury is seeking proposals for a beginning phase in an upcoming city administrator search process. The following work plan will identify important background information needed for the executive search including content for the recruitment and evaluation of candidates. I propose the following steps to complete the work: 1. Informational meeting(s) with City Administrator and/or his designee to begin the process, plan the interviews, finalize the interview questions, discuss scheduling and logistics, and discuss options and identify expectations for the final product. 2. Personal interviews with each City Council member (5) – estimated to be one hour long. The time may vary per member; experience offers that an hour is a good minimum to plan around. The Council will receive a set of questions in advance of the interview. I will meet with the council members at a location of their convenience. 3. Interviews with city staff and designated affiliates, including department heads; representatives from line staff, senior non-management employees from each department; the community; and the county. I anticipate that these meetings will be held in the city or a convenient location for the interviewees. See the first Accompanying Notes below for more specifics. The city staff and designated affiliates will receive a set of questions in advance of the interview. 4. Organize and summarize the information gathered into themes and prepare a draft document. 5. Meet with city officials (to be determined) to review the information and draft document. Finalize the document after the meeting. 6. Present the document to the City Council. 7. If needed, be available to the council, staff, and consultant in future steps to share insights, information, and reflections from the interviews to support the search process. Since there was not a formal Request for Proposal to guide the work plan, if the City Council has additional ideas or thoughts necessary to complete this work, I can adjust the plan and steps accordingly. Accompanying Notes • One interview with seven Department Heads; one interview with staff representatives; one interview with the City Attorney; one interview with the community, including representatives from the Chamber, Woodbury Community Foundation, and Multi- Cultural Advisory Committee; and one interview with a County official.  • Typically, consistent themes including characteristics and qualities from the interviews rise to the top and are easily identified; however, it can happen that there are conflicting opinions that are contradictory. If this arises, I will seek input and consult with city staff on how to resolve. • The information prepared in this work can be included in the Position Profile and other search materials. • Communication between myself and the selected search consultant is needed. If a consultant from Minnesota is selected, this work will be seamless and easy (I know them all); if a national consultant is selected it may (emphasis) require a limited amount of additional time. • I am flexible and adaptable with respect to when and how the final document is shared with the City Council. • If you are interested in a reference for this type of work, I can reach out to Dakota County officials and provide you with names and contact information. • I can begin the work as soon as directed and complete it in a timely manner. Fee I propose a fee of $5,000 with nominal additional expenses for computer technical support, mileage, etc. I track all expenses and work to keep them to a minimum. Supporting Notes I offer this information for background and consideration. A consultant has an essential role in the process and here are a few of my guiding principles. 1. Earn trust with all involved no matter the individual their position or role. 2. Honest, transparent, and professional; treat everyone equally. 3. Extensive knowledge and experience in executive recruitment and search processes. 4. Extensive experience in city government, understanding municipal issues, challenges, and opportunities. 5. Four decades working directly with elected officials, community members and city staff. 6. Strong knowledge of the City of Woodbury, its organization and structure. David Unmacht David Unmacht, LLC 4172 Prairie Ridge Road Eagan, MN 55123 dave.unmacht@comcast.net 612-202-2391