City Council - Workshop Meetings

City Council Workshop Meeting Cherry Conference Room December 11, 2024 | 5:30 PM This City Council Workshop meeting is taking place virtually and at Woodbury City Hall in the Cherry Conference Room. 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 – Cherry 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. City Administrator Recruitment and Selection Process 24-300 1B. South Washington Watershed District Manager Nomination Process* 1C. 2025 Budget* 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. * Verbal Update Only ** 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.  1A City of Woodbury, Minnesota Office of City Administrator Council Workshop Letter 24-300 December 11, 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 At the November 20, 2024, Council workshop, Council initiated the discussion and process for City Administrator recruitment. Per Council’s direction, the services of David Unmacht (bio provided) will be utilized to provide for a background and information gathering phase of the process. As provided in Mr. Unmacht’s proposal, a series of meetings and interviews are in progress with a deliverable of a final report currently scheduled to be presented at the February 12, 2025, Council workshop. Mr. Unmacht will attend the workshop to further guide Council on the next steps in this process and to provide additional information from his experience on the overall recruitment process and assist Council on understanding key decision-making points. Attached is a document outlining the general steps in a search process, Mr. Unmacht will highlight the key steps and important considerations for Council. The PowerPoint for the meeting is also provided to allow Council to further reflect and prepare for this time with Mr. Unmacht. Provided are some additional updates and information to assist Council. Additional Updates/Information A. Sample Recruitment Brochures At the November 20 workshop meeting, Council discussed and agreed to proceed on using the services of a professional recruitment firm. As part of that discussion, staff noted that much of the pre-work with Council will be provided by Mr. Unmacht and the recruitment firm is focused on building a brochure available for candidates, leading the effort to recruit applicants and guide Council throughout the search process. As this is a new process to Council, staff has included three sample brochures from three different firms to assist in further understanding the importance of this deliverable to the overall process. B. Professional Recruitment Proposals Staff has directly contacted several recruitment firms and updated them on our process and provided general expectations for services. Staff would expect to receive several proposals for consideration by the established due date of December 20. Upon receipt, Council Workshop Letter 24-300 December 11, 2024 Page 2 staff will complete an initial review of the scope of services proposed, firm experience, cost, etc. Further direction is requested from Council at the meeting on making a final firm selection. Options could include: 1) Staff recommendation of single finalist, requesting Council authorization to proceed with contract via consent or discussion on January 8. 2) Staff recommendation of multiple finalists, with Council discussion and final selection on January 8. 3) Council review of all proposals with discussion on January 8 and selection of final firm or selection of finalists. If finalists are selected then a process to select the final firm would be required, i.e. interview or presentation process. Recommendation City Council direction on the selection process for the preferred recruitment firm is requested. Governance Mode1  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 firm selected and scope of services included. Services with David Unmacht have been contracted for a total of $5,000. Policy Not applicable Public Process Council initiated discussion on this topic at the November 20, 2024 Council workshop. Background 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 is now in progress with the important task of ensuring a smooth transition to a new leader for our City by initiating a recruitment process to support this goal. 1 1 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. Council Workshop Letter 24-300 December 11, 2024 Page 3 Written By: Angela Gorall, Deputy City Administrator David J. Unmacht, Consultant Attachment: 1. David J. Unmacht, Summary of Professional Career 2. General Steps in a Search Process 3. PowerPoint Presentation 4. Sample Recruitment Brochures David J. Unmacht Summary of Professional Career Fall 2024 Work Experience David J. Unmacht, LLC Established in May 2023 Perform consulting services for municipal associations and local governments (city and county) in areas of strategic planning, goal setting, board and staff communication and relationships, leadership development, general facilitation, board governance including roles and relationships, and developing organizational values. Builds trust easily, understands organizational dynamics, and how trends in municipal governance impact culture and service. Brings a highly practical, experienced based approach to engagement with municipal leaders. Executive Director, League of Minnesota Cities 2015-2023 Executive Director of the League of Minnesota Cities. The League is the largest member-based organization representing Minnesota Cities in Minnesota. The League provides a wide range of services including education, training and conferences, communication, legal representation, research, advocacy, loss control and insurance. Served on the Insurance Trust Board. Director/Senior Vice President, Springsted, Incorporated 2009-2015 Responsible for the administration of the company’s organizational development business as well as direct client consulting and service, including working with city and county governments in the areas of organizational development, executive recruitment, facilitation services, goal setting, and strategic planning. County Administrator, Scott County, Minnesota 1997-2009 Served 11 years as County Administrator for Scott County, Minnesota, overseeing an operating and capital budget that reached $100 million and a workforce of approximately 700. Responsible for the day-to-day operations of a large southwest suburban metropolitan county in the Twin Cities. Most notable achievements were implementing a sustained and historical culture change and one of the principal founders of the collaborative called Scott County Association for Leadership and Efficiency (SCALE). Deputy County Administrator, Dakota County, Minnesota 1992-1997 Served for five years as the Deputy County Administrator in Dakota County. Responsible for the operations of the General Services Division, which included property management, risk management, capital and facility planning, legislative affairs, information technology, budgeting and finance, and employee relations. City Manager, Prior Lake, Minnesota 1987-1992 Served as City Manager in Prior Lake for five years. Responsible for the day-to-day operations of growing and developing suburban city with a population of 10,000. Other positions: Assistant City Manager, Economic Development Director, Prior Lake, Minnesota 1985-1987 City Administrator, Belle Plaine, Minnesota 1983-1985  Professional Achievements • Minnesota Association of County Administrators (MACA) Joe Ries Excellence in County Management Award in 2000 • Minnesota City/County Management Association (MCMA) Dr. Robert A Barrett Award for Management Excellence in 2006 • President, Minnesota Association of County Administrators (MACA) in 2006 • President, Minnesota City/County Management Association (MCMA) in 2007-2008 • Scott County, Minnesota, Joseph F. Ries Achievement Award in 2009 • Community faculty member with Metropolitan State University, Saint Paul, Minnesota. 2011 to 2020 • Community faculty member with Hamline University, Saint Paul, Minnesota 2016 to 2019 • Served on Governor’s Council for Law Enforcement and Community Relations 2016-17 • Served on the National League of Cities (NLC) Board of Directors in 2019-20 • Served on the National League of Cities Board Executive Committee 2019-20 • Served on numerous boards, commissions, and task forces throughout career • Speaker, panelist, writer on numerous topics and subjects in local government • Employee Support for the Guard and Reserve (ESGR) Patriotic Employer Award • President’s Award, League of Minnesota Cities, 2023 • Grant Review Committee, Minnesota Historical Society, 2024 Education • Bachelor’s Degree – Political Science and Business Administration Wartburg College, 1981 • Master’s Degree in Public Administration Drake University, 1982 • Senior Executive Institute (SEI) University of Virginia, 2007 David J. Unmacht dave.unmacht@comcast.net 612-202-2391 ©  General Steps in a Search Process Goal: Find the best individual that fits the needs of the city and community  Background and information gathering  Create a position profile  Post, advertise (local, regional, national)  Recruitment  Candidate analysis (resume, video’s, assessment tools)  Interview process (customized for each search)  Finalists named  Background report (references, employment history, criminal and civil history, etc.)  City Council interview and selection  Contract negotiations and starting date  Transition plan and onboarding A search firm will identify their model process, and then work with the city to adapt and adjust to meet the City’s requirements.  City Administrator Search Process Background and Information Gathering Phase David Unmacht December 11, 2024 City Administrator Search Process • Introduction • Background/professional career • Executive recruitment experience • Highlights • Most important decision you will make • Partner with recruitment consultant • Key steps in search process Background and Information Phase • Early step in the search process • Opportunity to reflect, anticipate and project • Engage with city council, city staff and select community officials • Essential material for position profile • Provides valuable information for interested applicants Reflections on the City of Woodbury • Top five suburban City by • Positive and strong population reputation • Growth and development • High quality City and • Significant professional community opportunities • Internal candidate • Excellent tenure of City influence Administrators • Timing in the marketplace Deliverables • Interviews with Mayor, City Council, department heads, staff, county and community representatives • Work closely with search firm • Organize and prepare recruitment process information  Common themes in desired qualities & attributes (10-15)  Common themes with sample wording (final list to be determined by City Council) • Presentation to the City Council on February 12 • “Informal and unofficial” ambassador during the process City Administrator Search Process Essential questions to prepare for: 1. Personal qualities and attributes – desired leadership skills 2. Projects and responsibilities – what are the priorities of the organization and city 3. Culture and relationships – expectations of the role Council Direction – Firm Selection 1) Staff recommendation - single finalist, Council authorization via consent or discussion January 8 2) Staff recommendation - multiple finalists, Council discussion January 8 3) Council review of all proposals - discussion January 8 and selection of final firm or selection of finalists  Process to select the final firm would be required, i.e. interview or presentation process. Questions CITY MANAGER CITY OF HUNTSVILLE, TEXAS PUBLIC SECTOR EXECUTIVE RECRUITMENT THE COMMUNITY The City of Huntsville is the county seat and principal commercial center of Walker County, located on Interstate 45, approximately 70 miles north of Houston, 170 miles southeast of Dallas, and approximately 130 miles west of the Louisiana state line. Nestled in the heart of East Texas, Huntsville is a city that blends a rich historical heritage with a thriving cultural and social atmosphere. Established in 1835, Huntsville has long been recognized as a cornerstone of Texas history. It is the home of Sam Houston, one of Texas’ most revered figures, who played a pivotal role in the state’s independence and later served as the first President of the Republic of Texas. Today, his legacy is preserved through the Sam Houston Memorial Museum and Republic of Texas Presidential Library, which stands as a reminder of the city's deep historical roots. The iconic Sam Houston Statue that greets travelers along Interstate 45 has become a symbol of pride and unity for the community. Huntsville’s connection to history doesn’t stop there. As the headquarters of the Texas Department of Criminal Justice (the only state agency not situated in the capital of Texas), the city has had a long association with the state’s prison system, which has shaped its identity and economy for generations. The Texas Prison Museum is a unique attraction that offers visitors an insightful look into this aspect of Texas history, contributing to the city's educational and cultural appeal. Beyond its historical significance, Huntsville boasts a vibrant social and cultural scene. With Sam Houston State University (SHSU) at its center, the city thrives on the energy of its student population. SHSU is known for its academic excellence, strong athletics, and a variety of cultural offerings providing residents and visitors with access to performances, exhibitions, and educational programs year-round. The university’s presence fosters an environment of innovation and cultural exchange, ensuring Huntsville remains a forward-thinking community. The quality of life in Huntsville is further enhanced by its picturesque setting. Surrounded by the lush piney woods and rolling hills of East Texas, outdoor enthusiasts find a wealth of recreational opportunities. Huntsville State Park offers miles of hiking trails, scenic lakes, and camping facilities, making it a perfect escape for those who appreciate nature’s tranquility. The city’s proximity to Lake Livingston and the Sam Houston National Forest further enriches its appeal for those seeking adventure or relaxation. Huntsville's small-town charm is balanced by modern amenities and a strong sense of community. The city is known for its welcoming spirit, safe neighborhoods, and family-friendly environment. From the historic downtown square, filled with locally owned shops and restaurants, to annual events like the Fair on the Square and the Walker County Fair, there’s always something to bring people together. With its unique blend of history, culture, and natural beauty, Huntsville offers a high quality of life that appeals to residents and visitors alike. Whether it’s exploring its rich past, enjoying the arts, or embracing the outdoors, Huntsville is a city where tradition and progress harmoniously coexist. For more information about the community, visit: https://www.huntsvilletx.gov/31/Community. THE ORGANIZATION The City of Huntsville operates under a council- manager form of government, designed to create a balance between elected leadership and professional administration. The City Council, comprised of the Mayor and eight Councilmembers, is responsible for policymaking and representing the community’s interests. Council members are elected by districts and at large, ensuring that all residents have a voice in city decisions. The City Manager, appointed by the Council, oversees the day-to-day operations, ensuring that policies are implemented effectively, and city services are delivered efficiently. This structure allows for professional, stable management of city affairs while maintaining accountability to the citizens of Huntsville. The General Fund Budget for the Fiscal Year 2025 is $35M. With the support of 375 Full-Time Equivalent employees, the City Manager will have an opportunity to make a lasting impact on a city with a rich history and an exciting future. For more information about the Huntsville, TX government, visit https:// www.huntsvilletx.gov/343/Mayor-City-Council. VISION “The City of Huntsville is a community that is beautiful, historic, culturally diverse, affordable, safe, and well- planned, with great opportunity for our citizens.” MISSION “In order to maintain and enhance the quality of life and the achievement of our vision, the City of Huntsville provides, facilitates and regulates services, facilities and infrastructure for citizens, customers, visitors, businesses and state agencies, in a friendly, efficient, fair, honest and competent manner with quality and forethought.” VALUES Service: Commit to helping others and provide the highest quality of life for our community Trust: Be transparent, honest and truthful in all our interactions, building confidence in what we deliver. Accountability: Take ownership in what we do. Respect: Value everyone and ensure that we demonstrate it in all our actions THE POSITION The City Manager of Huntsville, TX, appointed by the Mayor and City Council, plays a pivotal role in ensuring seamless communication and collaboration among the City Council, City employees, and the citizens of Huntsville. This position is integral to the effective governance and administration of the city. Key Responsibilities: • Collaborate with the City Council, department directors, and staff to formulate and execute policies that guide the city’s operations and strategic direction. • Ensures that policies align with the city’s long-term goals and regulatory requirements. • Oversees the day-to-day operations of the city, ensuring that all departments function efficiently and effectively. • Leads the development of long-term plans for the city’s growth and development. • Works with various stakeholders to identify and prioritize projects that will benefit the community in the future. • Develops and reviews the annual budget in collaboration with the City Council and finance department. • Monitors financial performance and ensures that the city’s resources are used responsibly and transparently. • Establishes and enforces financial and administrative policies to ensure the city’s operations are conducted with integrity and accountability. • Regularly reviews and updates policies to reflect best practices and changing regulations. • Acts as a liaison between the city government and the community, fostering open communication and addressing citizen concerns. • Ensure that all city operations comply with local, state, and federal laws and regulations. The City Manager’s role is dynamic and multifaceted, requiring a balance of strategic vision, operational expertise, and strong leadership skills. By effectively managing these responsibilities, the City Manager helps to create a thriving, well-managed community in Huntsville. EDUCATION AND EXPERIENCE To qualify for the City Manager position in Huntsville, TX, candidates must possess a bachelor’s degree from an accredited college or university in public administration, engineering, business administration, finance, marketing, or a closely related field and a minimum of ten (10) years of related professional experience in a comparable or larger organization is required, with roles such as Assistant City Manager, City Manager, or other comparable leadership positions being highly relevant. While a master’s degree in public administration and Certification as a Credentialed Manager by the International City/County Management Association (ICMA) are preferred, they are not mandatory. The ideal candidate will bring a wealth of experience and a proven track record of effective leadership, strategic planning, and community engagement to drive the city’s growth and development. LEADERSHIP OPPORTUNITIES The City Council of Huntsville, Texas has outlined a comprehensive set of objectives, goals, opportunities, and priorities for the new City Manager. These directives are designed to guide the City Manager in fostering sustainable growth, enhancing community well-being, and ensuring efficient and effective governance. By focusing on strategic planning, infrastructure development, economic growth, community engagement, and innovative practices, the City Council aims to position Huntsville as a thriving, forward-thinking community. The new City Manager will play a pivotal role in achieving these aspirations, driving progress, and building a resilient and vibrant future for all residents. Strategic Planning and Measurable Organizational Goals: Develop and Implement a Strategic Plan: Create a comprehensive strategic plan that aligns with the city’s vision and priorities. This plan should include measurable goals and key performance indicators (KPIs) to track progress and ensure accountability, enabling data-driven decision-making. Workforce Development: Initiate Workforce Programs: Launch workforce development programs focused on training, recruitment, and retention of skilled personnel. Collaborate with educational institutions and training organizations to create tailored programs that meet the evolving needs of the city, ensuring a capable workforce ready to address current and future challenges. Economic Development: Foster Economic Growth: Attract new businesses and support existing ones by creating an economic development strategy that promotes innovation, entrepreneurship, and job creation. Leverage public-private partnerships to enhance local economic resilience and diversify the city’s economic base. Strategic Community Partnerships: Strengthen Community Ties: Establish and strengthen partnerships with community organizations, non-profits, and local businesses to collaboratively address social, economic, and environmental issues. By engaging stakeholders, the city manager can enhance community engagement and support initiatives that improve the quality of life for residents. Infrastructure Development: Upgrade and Modernize Infrastructure: Lead initiatives to assess and upgrade the city’s infrastructure, including transportation, utilities, and public facilities. Prioritize projects that enhance sustainability, resilience, and accessibility, ensuring that the city’s infrastructure meets current demands and future growth. Work closely with the city council to secure funding and support for these critical initiatives. Digital Infrastructure and Smart City Initiatives: Enhance Digital Infrastructure: Develop and implement digital infrastructure projects to improve connectivity and access to high-speed internet across the city. Continued on following page LEADERSHIP OPPORTUNITIES (continued) Smart City Technologies: Integrate smart city technologies to enhance urban management, including smart traffic systems, energy-efficient public lighting, and advanced waste management solutions. These initiatives will improve the efficiency of city services and enhance the quality of life for residents. Public Safety Technology: Implement Advanced Public Safety Technologies: Invest in modern public safety technologies such as surveillance systems, emergency response tools, and data analytics to enhance the effectiveness of law enforcement and emergency services. Community Safety Programs: Develop programs that leverage technology to improve community safety, such as neighborhood watch apps, real-time crime mapping, and digital communication platforms for emergency alerts and information dissemination. Enhance Disaster Preparedness: Develop and implement comprehensive disaster preparedness plans that include training, simulations, and community education programs to ensure readiness for natural and man- made disasters. Build Resilience: Invest in infrastructure and community initiatives that enhance resilience to disasters, such as flood control systems, resilient building codes, and emergency response capabilities. Collaborate with regional and national agencies to ensure coordinated and effective disaster response. The City Council’s established objectives, goals, opportunities, and priorities for the new City Manager reflect a commitment to excellence and a vision for a prosperous future. These directives provide a clear roadmap for fostering sustainable growth, enhancing community well-being, and ensuring efficient governance. The new City Manager will be instrumental in driving these initiatives forward, leveraging their expertise to build a resilient, vibrant, and inclusive Huntsville. By embracing these priorities, the City Manager will help shape a dynamic and thriving community that meets the needs of all its residents. DESIRED CAPABILITIES The City of Huntsville, Texas is seeking to hire a visionary, progressive, dynamic, approachable, and politically astute City Manager. The ideal candidate will possess extensive experience and expertise in infrastructure management, strategic planning, utilities coordination and oversight, budget preparation, monitoring and administration, financial reporting, economic development, organizational branding, and community engagement. The selected candidate will demonstrate a range of skills, traits, and attributes, including but not limited to: • Integrity: Demonstrates honesty, ethical behavior, and transparency in all actions. • Visionary Thinking: Possesses the ability to foresee future challenges and opportunities and develop strategic plans accordingly. • Empathy: Shows genuine concern for the well-being of employees, residents, and stakeholders. • Adaptability: Capable of adjusting strategies and approaches in response to changing circumstances and feedback. • Community Engagement: Actively seeks to engage with the community, understanding their needs and fostering strong relationships. • Innovative Mindset: Embraces innovation and is open to adopting new technologies to improve city operations and services. The City of Huntsville is committed to finding a leader who not only meets these qualifications but also embodies the spirit of innovation and community that defines the city. As such, Huntsville, TX desires to hire a City Manager who can inspire confidence, drive progress, and foster a collaborative environment where all residents can thrive. COMPENSATION AND BENEFITS The City of Huntsville, Texas offers a base salary in the range of $215,000 - $265,000 and a comprehensive benefit package that includes a vehicle allowance. Additionally, the city offers an outstanding medical, dental, vision and life insurance package, and participation in the Texas Municipal Retirement System. According to the City Charter, the City Manager must reside within the corporate limits of the city within six months of employment. APPLICATION AND SELECTION PROCESS We invite qualified professionals to submit a cover letter and resume by visiting our website at: www.governmentjobs.com/careers/bakertilly Application review begins on December 17, 2024. Following the first review date, we will evaluate all applications against the posted qualifications, and may extend invitations to submit additional information, including references, and a formal interview (virtual or in-person) to a select few. This announcement will remain posted, and we will continue to accept applications until the City reaches an agreement with one finalist. For more information, please email Edward.Williams@bakertilly.com or call 214-842-6478. The City of Huntsville, Texas is an Equal Opportunity Employer and values diversity at all levels of its workforce. 2500 Dallas Parkway | Plano, TX | 972-748-0300 | bakertilly.com CITY COUNCIL ADMINISTRATOR Salary Range: $146,744 to $196,996 Hiring Range: $146,744 to $176,384  Welcome to Red Wing, Minnesota! The City of Red Wing, Minnesota, is located on the Mississippi River at the headwaters of Lake Pepin, about 50 miles southeast of the Minneapolis/St. Paul metropolitan area. Incorporated in 1857, Red Wing serves as the county seat of Goodhue County. The City expanded significantly in 1971 when Burnside Township was consolidated, increasing its area from 8 to over 40 square miles. Red Wing's early growth centered around a bend in the Mississippi River, with much of the expansion to the south and west, areas that now comprise the historic downtown and surrounding neighborhoods. Further development has extended into the valleys and up the bluffs, while the Prairie Island Indian Community, an independent jurisdiction with an estimated population of 170, occupies 1,670 acres in the northwest corner. Today, Red Wing is a thriving regional center for business, retail, healthcare, education, and culture. The downtown area remains the City’s vibrant heart, offering a mix of civic services, retail, dining, and cultural attractions. Major employers like Red Wing Shoe Company, St. James Hotel, and Goodhue County are based downtown, alongside key landmarks such as the St. James Hotel, Riverfront Centre, Sheldon Theatre, and the Red Wing Shoe Museum. Red Wing takes pride in its diverse and high-quality residential neighborhoods, from historic areas that define the City’s identity to new developments at its edges. The City is recognized as a top-ranked Minnesota “Green Step City” for its strong commitment to sustainability and quality of life. Known for its beautiful architecture, passionate community, and rich arts scene, Red Wing has become a premier destination. Historically, Red Wing has maintained a robust manufacturing base with a working riverfront. Xcel Energy’s nuclear plant and the Mayo Clinic Health System’s Red Wing location draw skilled professionals to the area. The City’s downtown is vibrant with establishments like Red Wing Shoe, Duluth Trading Company, and unique local shops and restaurants. Red Wing is also distinguished by its philanthropic spirit, with numerous community groups contributing their time, money, and talents to local projects. Nestled between two bluffs, Red Wing is a unique and welcoming community with a rich history and a bright future. 2  Recreational Activities Red Wing’s parks and natural settings are highly valued by its residents. The City’s wide range of parks offer spectacular views, playground equipment, event facilities, sports fields, a splash pad, band shell, and much more. Trails throughout the City offer opportunities for biking/mountain biking, hiking, snowshoeing, and cross- country skiing. The City’s high points offer tremendous opportunities to view the Cannon and Mississippi River Valleys and also offer great “bird’s eye” views of the City. Red Wing’s primary waterway is the Mississippi River which is fed by the Vermillion River, Cannon River, Spring Creek, and Hay Creek, all of which run through Red Wing. These rivers and creeks contribute mightily to Red Wing’s identity as a river town, and they are remnants of historic flows that carved Red Wing’s dramatic topography. The Ole Miss Marina, a two-site 284-slip marina, sits on the Mississippi River and is owned and operated by the City of Red Wing. Arts and culture flourish in this small town, which is home to The Sheldon Theatre, the Anderson Center for Interdisciplinary Studies and Hobgoblin Music Loft. The town is also noted as the home of Red Wing Shoes and Red Wing Pottery. Within one mile of downtown, you will also find six museums – Aliveo Military Museum, American Ski Jumping Museum, Goodhue County History Center, Pottery Museum of Red Wing, Red Wing Marine Museum, and Red Wing Shoes Museum. From big box stores, to boutiques and antiques, Red Wing’s historic downtown main street area and west end district offer quite a shopping experience. You will also find local foods, breweries and wineries, and all the other dining options in between, scattered throughout the City. Throughout the year, folks can enjoy an endless number of community events and gatherings. Some of the popular events include the Big Turn Music Festival, the Flyway Film Festival, Holiday Stroll, River City Days, and the Rolling River Music Festival. 3 Educational Opportunities Red Wing Public Schools offers public education to the students of Red Wing. The District is comprised of two elementary schools, a middle school, a high school, an alternative high school, and the Colvill Family Center (early childhood). Twin Bluff Middle School serves approximately 480 students in grades 5-7, and Red Wing High School serves approximately 600 students in grades 8-12. Students are able to choose from a wide variety of courses in agriculture, art, business, family and consumer science, health, industrial technology, language arts, math, music, physical education, science, social studies, and world languages. Goodhue County Education District, headquartered in Red Wing, is a collaboration of six southeastern Minnesota school districts: Cannon Falls, Goodhue, Kenyon-Wanamingo, Lake City, Red Wing, and Zumbrota- Mazeppa. River Bluff Education Center opened the doors of its 68,000 square foot facility in 2015 and serves students in preschool through the age of 21 who struggle in their home school. Tower View Alternative High School is a school that serves students ages 16-21 who find mainstream public education an ineffective path to academic success and a high school diploma. The District also offers a tuition-free online K-12 public online school called 5RiversOnline. Creekstone Montessori School is a public charter school that opened in 2022. It offers a tuition-based preschool program for children ages 3-5 and a free K-6 program with plans to serve students through 8th grade. St. John’s Lutheran School provides private education to nearly 50 students in grades K-8. For those seeking higher education, Minnesota State College (MSC) Southeast is an open-access, public, not-for-profit comprehensive technical and community college with campuses in Red Wing and Winona, Minnesota. MSC Southeast offers almost 50 programs in eight career areas for a total of 100 different majors. The Red Wing College Promise is a program that offers eligible students graduating from Red Wing public high schools access to a tuition-free education at Minnesota State College Southeast. Funded by the Jones Family Foundation, the program covers the cost of tuition and fees, and provides additional financial support for books, supplies, and tools. The initiative is designed as a "last-dollar program," meaning it covers remaining costs after other financial aid has been applied​. 4  Healthcare Mayo Clinic Health System Red Wing is part of an extensive network of community-based providers that collaborate with Mayo Clinic to deliver high quality medical services to patients in 60 communities throughout Minnesota, Iowa, and Wisconsin. The facility is home to a clinic, hospital, and an emergency department that provides 24/7 care. Four-star hospital- Centers for Medicare & Medicaid Services (CMS) – Star Rating Chartis – Top 100 Rural & Community Hospitals Leapfrog Hospital Safety top grade of an “A” in 2023 Ranked 4th among 226 community hospitals in the Vizient Clinical Performance Award rankings 5  The Organization The City of Red Wing operates under a weak Mayor form of government, with policy-making and legislative authority vested in a governing Council composed of the Mayor and seven Council members. According to the City Charter, the Mayor serves as the ceremonial head of the City. The Council is made up of seven members elected to four-year staggered terms. Council members are chosen from the City's four wards on a non-partisan basis, with one member elected per ward, two additional members representing two of the wards, and one member elected at-large. The Council is responsible for establishing policy, passing ordinances, adopting the budget, and appointing committees. The City has benefited from stable leadership over the past 28 years under Kay Kuhlmann, the City Council Administrator. Ms. Kuhlmann has fostered a supportive team atmosphere, prioritized employee development, and placed a focus on talent management. Her advocacy for staff has set a strong precedent, and the City aims to continue this momentum with her successor. The City is committed to supporting its employees and prioritizing the well-being of its citizens. The City provides a comprehensive range of municipal services, including police and fire protection, ambulance and emergency medical services, street and drainage maintenance, engineering, planning, building and zoning, code enforcement, rental housing inspections, sanitation, parks, culture and recreation, economic and community development, neighborhood services, and general legislative and administrative functions. Additionally, it operates seven enterprises: refuse collection and recycling, a public water and wastewater utility, a solid waste campus, a marina ambulance service, and a storm water utility. The City of Red Wing values work-life balance and promotes a flexible work environment to accommodate early morning or evening meetings and personal commitments. Staff are strongly encouraged to leave work at work and not to respond to non-emergency emails during the evenings and weekends. 6 Organizational Structure and Budget 7  Core Duties of the Position Perform administrative responsibilities as a Council Officer. Maintains good relationships with the Library and Sheldon Board to navigate the unique relationship. Direct and ensure the organizational culture continues to strive to be a progressive, creative, competitive employer that attracts and retains top-quality employees. Acts as mentor and coach for employees so that they can meet their potential. Represent the City on various boards, at meetings, conferences, legislative events, and other assigned public affairs. This includes attending City Council meetings as needed or required. Acts as staff liaison to assigned boards or commissions. Lead and serve on the City’s executive team, project management team, department head team, and on various Council committees. Statutory responsibilities as required by position. Responsible for the implementation of the City Council's strategic plan. Prepare, maintain, and implement City Budget process approval and management. Responsible for coordination of provision of services. Works with City Council Committees to process work projects including new policy, agreements with other parties and new projects. Serves as Ex Officio member of all boards and commissions. Works closely with the Mayor and City Council President on City Council regular, special, and workshop agendas. Appoints staff liaisons to boards and commissions. Advise the City Council, committees, and Mayor on the City's financial status, capital improvement needs, operating and staffing conditions, expenditures, financial controls and related concerns. Responsible for implementation of personnel policy and is responsible for all hiring and firing except for the Council Officers identified in the City Charter. Exercise control and oversight over all affairs of City government; conduct internal investigations; oversee departmental operations; issue administrative orders, rules, and directives; outline procedures for provision of City services; and interpret Council and administrative intent. Negotiate or oversee negotiation of labor contracts; serve as a designee in the established grievance process. Monitor City operations to ensure effectiveness and compliance with applicable laws, regulations, rules, policies, and ordinances. Recommend the content and oversee the drafting of City ordinances, resolutions, and policies for City Council approval. Respond to concerns, issues, complaints, and questions from the public and employees; mediate disputes and resolve issues as appropriate. Represent the City on issues affecting development problems or concerns. Maintains communications with elected leaders during emergency events and serves as backup Public Information Officer. 8 Desired Attributes Deeply committed to Red Wing, with a passion for community service and a focus on fostering strong connections. A skilled team builder who emphasizes employee development and drives organizational growth. Communicative, honest, objective, and composed. Establishes clear boundaries and leads with confidence and humility. Attentive listener who takes time to observe, accepts feedback from leadership, and empowers leaders to excel. Adopts a problem-solving leadership style, values the strengths of staff, and serves as a catalyst for consensus building. Possesses highly developed organizational skills with a strong understanding of succession planning and the importance of a diverse and effective recruitment process. Demonstrates proven ability to engage with tribal communities and lead with a high level of diplomacy. Experienced in managing legislative issues that impact the community. Strong financial acumen with the ability to foresee long-term impacts of decisions and effectively communicate financial concepts to elected officials. Experienced in working with unions, including Red Wing’s eight bargaining units, and in managing annexation agreements. 9  Goals/Priorities Foster a collaborative and supportive team environment within the organization, emphasizing education, empowerment, and communication under new leadership, while addressing recent staff and Council member transitions. Promote collaboration through training and joint participation in conferences. Strengthen the City's commitment to diversifying housing options within the community. Ensure a balanced approach to service delivery that supports tourism while addressing the needs of residents and taxpayers. Continue efforts to diversify the local economy and support redevelopment initiatives in the core downtown area, riverfront, and along Old West Main. Lead Council initiatives through the City’s strategic plan, prioritizing sustainability across economic, cultural, and environmental dimensions. Prepare the City for large-scale projects, including the financing, design, and construction of wastewater facilities, public works, police department buildings, and key infrastructure like roads and bridges. Actively engage in the recertification process of Xcel Energy, considering its significant role as a major taxpayer in the community. Educate new Council members and residents on budgetary and agenda matters to enhance informed decision- making. Continue to build and expand partnerships within the community and across the region. Facilitate ongoing planning efforts for trail connections. Prioritize the recruitment and retention of public safety and professional personnel. 10  Position Announcement City: Red Wing, Minnesota Position: City Council Administrator Salary: $146,744 to $196,996 (Hiring Range: $146,744 to $176,384) Anticipated Start Date: February 24, 2025 Application Deadline: October 20, 2024 Job Summary Under the direction of the City Council, the Council Administrator oversees all City operations, including enforcing ordinances, managing department heads, and administering the budget. This role involves collaborating with local businesses and government institutions to drive economic development. Responsible for staffing, city services, and the maintenance of municipal facilities, the position ensures efficient, customer- focused operations while promoting the City’s values and mission. Experience Required Seven (7) years of progressively responsible experience in a municipal government administration and five (5) years of department level supervisory experience. Experience as top City Administrator in a city with a population of 8,000 or more is desired. Bachelor’s degree in Public or Business Administration, Finance, or a related field or equivalent combination of education and experience. A master’s degree is desired. Apply Visit https://daviddrown.hiringplatform.com/259422-red-wing-city-council-administrator/1007505-application- form/en and complete the application by October 20, 2024. Finalists will be selected on November 12, 2024, and final interviews will be held on December 12, 2024. Please direct any questions to Liza Donabauer at liza@daviddrown.com or 612-920-3320 x111. DDA Human Resources, Inc. Phone: 612-920-3320 x111 Waconia Office Fax: 612-605-2375 P.O. Box 534 liza@daviddrown.com Waconia, MN 55387 www.ddahumanresources.com 11 12 CITY MANAGER OSHKOSH, WISCONSIN CITY MANAGER OSHKOSH, WISCONSIN THE POSITION IN BRIEF The City Manager is responsible for the city’s day-to-day operations, including budgets totaling approximately $174 million as well as a workforce of approximately 650 employees in a financially stable organization. The City Council is looking for a forward-thinking, collaborative, and transparent professional with strong communication skills to lead Oshkosh forward to a successful future. THE COMMUNITY The City of Oshkosh is an award-winning community in the heart of the Fox River Valley, approximately 90 miles north of Milwaukee and 50 miles south of Green Bay. Oshkosh is a progressive and participative community that offers small-town friendliness with big city features and a high quality of life for people of all ages and interests. As a great place to live with an excellent school system, outstanding health care facilities, abundant entertainment opportunities, and a low cost of living, Oshkosh is an ideal destination. On the western shore of the state’s largest inbound body of water, Lake Winnebago (217 square miles), Oshkosh is also banked by the Fox River and Lake Butte des Morts (8,800 acres). Oshkosh has been ranked in Money Magazine’s “Top 100 Best Places to Live in the United States.” Business Week placed Oshkosh among “The Best Places to Raise Your Kids.” Oshkosh’s history dates back thousands of years as the ancestral home to the Ho-Chunk and Menominee tribes who lived in the area prior to European settlers. 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 was incorporated in 1853. The 1859 arrival of rail transportation provided an important opportunity to meet the demands of a larger and rapidly growing construction market. By 1870, Oshkosh had become the third largest city in the state. Today, the City encompasses 24 square miles. It is the largest municipality in Winnebago County, with a population of more than 66,000. The Oshkosh/Appleton/Neenah CSA has a population of more than 415,000. It is the state’s ninth largest city. Oshkosh is served by US Highways 41 and 45, the Appleton International Airport, and General Mitchell International Airport in Milwaukee. PAGE 2 CITY MANAGER • OSHKOSH, WISCONSIN The City’s median household income is $59,186, and the median home value for owner-occupied units was $156,900 based on 2022 U.S. Census data. The largest employment base is manufacturing followed by education. Top employers are Oshkosh Corporation, Amcor, Silver Star Brands/Miles Kimball Company, US Bank, Oshkosh Area Public Schools, the University of Wisconsin-Oshkosh, Aurora Medical Group, and Winnebago County. 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 educational programs. Through thirteen elementary schools, five middle schools, two high schools, one charter school and an eAcademy, Oshkosh Area School District educates over 9,000 students from pre-kindergarten through grade 12. In addition, there are several private schools in Oshkosh. The Fox Valley Technical College, headquartered in Appleton, has two locations in Oshkosh. Additionally, the University of Wisconsin Oshkosh is the third largest university in the state with a total enrollment of approximately 13,000 students. The University, founded in 1871, serves as an arts and cultural center for the 1.2 million citizens of northeast Wisconsin. Oshkosh currently has two hospitals, Ascension NE Wisconsin and Aurora Medical Center with another health campus managed by Froedtert ThedaCare Health under construction. Other amenities in and around the community include more than 400 acres of parks and natural resource areas, numerous marinas and boat launches, the Fox River Riverwalk, Menominee Park Zoo, Pollock Community Water Park, Children’s Amusement Center, and the Oshkosh Senior Center. Attractions include the Experimental Aircraft Association Aviation Center and Museum, the Grand Opera House, Leach Amphitheater, Menominee Park and Zoo, Military Veterans Museum, Opera House Square, Oshkosh Public Museum, Paine Art Center and Gardens, and the Oshkosh Public Library. Many more year- round activities and events, such as the Oshkosh Farmer’s Market, can be found highlighted by the Oshkosh Convention and Visitors Bureau. The National Basketball Association’s Milwaukee Bucks development team, the Wisconsin Herd, play at the downtown Oshkosh Arena. PAGE 3 CITY MANAGER • OSHKOSH, WISCONSIN THE MUNICIPAL ORGANIZATION AND THE CITY MANAGER POSITION Oshkosh has operated under the Council-Manager Police Department, Public Works Department, Public form of government since 1956. The City Council Museum and Transportation Department. A complete (also referred to as the Common Council) consists description of each department can be found using of seven members, each of whom is elected, at large, this link. for staggered two-year terms. The Mayor, who is both a member and serves as the head of the council, is The City has a FY 2024 budget of more than $174 elected every other year by the voters. million, including a general fund of more than $56 million. The City’s leadership has worked hard in the The City Manager is appointed by and serves at last several years to upgrade the City’s infrastructure. the discretion of the City Council. The retiring City As a result the City is at 43% of its debt limit. The City Manager has been in this position since 2008. has aggressively used tax incremental financing to The City Manager is responsible for the general advance its economic development goals. administration of the City of Oshkosh, program coordination and development, preparation of The City has an AA3 bond rating from Moody’s City Council agendas, special staff reports, annual Investors Service and an equalized value of $6.3 budget, and an annual statement of city programs billion. By policy, the City’s leadership is committed to and priorities. As Chief Executive Officer, the City maintaining a reserve that is 16% of the general fund Manager is directly responsible to the City Council for revenues; current reserves exceed almost twice that all operations of the City, as well as implementation amount. of policies and programs adopted by the Council. The City Manager appoints all officers and employees The City Council has adopted a budget that maintains of the City with the exception of the Police Chief, current services for the citizens. The budget reflects Fire Chief, and Library Director. Several groups of the priorities of the Council outlined in the Strategic employees of the City, including Fire, Police, and Plan including Enhancing Quality-of-Life Services and Transit are organized into labor unions for purposes Assets, Improving and Maintaining Infrastructure, of conducting collective bargaining with the City. Supporting Economic Development, Strengthening Neighborhoods, Providing a Safe, Secure, and Healthy Oshkosh, Wisconsin, is a full-service city. City Community, and Enhancing the Effectiveness of City departments include the City Clerk’s Office, Finance Government. Department, Fire Department, Administrative Services Department, Legal Department, Parks A short promotional video about the city can be found Department, Community Development Department, here: Welcome to Oshkosh PAGE 4 CITY MANAGER • OSHKOSH, WISCONSIN CHALLENGES AND OPPORTUNITIES In the development of this profile, the Mayor, City Council, city staff leadership, and community leaders identified these issues and initiatives that will need the next City Manager’s attention in the upcoming years. In addition, an on-line survey available on the City’s website was also conducted for this recruitment, the results of which will be available soon. Fiscal Management. The City’s latest Annual Comprehensive Financial Report demonstrates a strong financial position, with its fund balance exceeding 31%. Like all Wisconsin municipalities, however, the City’s finances are tested by various parameters guiding the generation of new sources of revenues, as well as State of Wisconsin’s tax levy limits. Correspondingly, infrastructure and capital improvements are always at the forefront of attention, and in Oshkosh a robust list of projects is always under consideration. The next City Manager can expect to work closely with the elected and appointed officials on seeking out new sources of revenue as well as continuing to find ways to deliver City services most efficiently. The new City Manager can also anticipate guiding the City to meet the city’s infrastructure goals by forecasting how the City can keep on top of infrastructure and capital demands. Organizational Design and Service Delivery. The new City Manager is encouraged to assess the municipal organization and, over time, evaluate service delivery processes, procedures and methods. A fresh-eyed look at departmental and divisional organization, resource-sharing, and interactions with residents and the business community is welcomed, as the City is open to continuous improvement, new approaches, and a customer- focused philosophy. Community and Economic Development. Community and economic development issues are expected to be a significant focal point for the next City Manager. The city has an attractive and busy downtown with an active Downtown Business Improvement District. In 2000, the city partnered with the Oshkosh Area Community Foundation and the Oshkosh Chamber of Commerce to develop a Downtown Action Plan. The Downtown Action Plan provided a framework and agenda that has positively guided capital improvement projects and private investment for more than 15 years. Much success was achieved, and Oshkosh’s downtown saw a significant transformation. PAGE 5 CITY MANAGER • OSHKOSH, WISCONSIN The City has since updated and built on that success. In 2017, the Imagine Oshkosh Plan was developed as an update to previous planning efforts, which now serves as a long-term vision and comprehensive investment strategy for the entire Center City including the Sawdust District. The Sawdust District, known for its historic industrial uses, was once home to leading lumber and furniture companies. As the dominance of the lumber industry decreased in the community, development has evolved to a more diverse state. Today, the Sawdust District is experiencing a development renaissance starting with redevelopment of a site into the Oshkosh Arena that is the home court for Wisconsin’s newest NBA G-League team, the Wisconsin Herd. The city’s geographic location presents a mix of challenges and opportunities. For instance, the City’s proximity to larger urban centers such as Milwaukee, Green Bay and Madison, and being a host community to the University of Wisconsin Oshkosh, provides synergy and support to the area’s retail, commercial and manufacturing businesses. However, despite an influx and constant turn of new and younger residents, the transience of this potential workforce and low unemployment makes for challenging recruitment and retention efforts for area businesses. Historically a manufacturing community, Oshkosh is experiencing a transforming economy. The Greater Oshkosh Economic Development Corporation, of which the City is a key partner, is focusing on transforming the regional business and economic conditions by increasing the region’s overall personal wealth, business profitability, community investments, and standard of living – measured against other regions. While housing development is occurring within the city’s limits, the City has identified additional pent-up housing needs that span the financial spectrum, i.e., from workforce housing to higher-end single-family products. There is a significant share of multi-family housing and mixed-use available or coming on-line, and there is developer interest in this market, but single-family housing options are limited as is unimproved land, all exacerbated by higher interest rates. The City finds, too, that it competes with its neighboring communities as developers and homebuyers consider their building and buying options beyond Oshkosh in the Fox River Valley. All told, the next City Manager can expect to work cooperatively with elected officials, the Oshkosh business community, the Chamber of Commerce, the Greater Oshkosh Economic Development Corporation, and other economic development stakeholders to advance the area’s common goals for addressing development, redevelopment, business retention and attraction, and housing growth opportunities. PAGE 6 CITY MANAGER • OSHKOSH, WISCONSIN Community Involvement and Intergovernmental Relations. The next City Manager should be comfortable having a visible role in the City, easily interacting with, and embracing a wide spectrum of residents, individuals, and community businesses and organizations. Stakeholders both inside and outside the organization expect the City Manager to embrace the community with a sincere passion for the welfare and advancement of Oshkosh. In addition, the incoming City Manager should welcome opportunities to collaborate with regional interests that include the Oshkosh Area School District, Winnebago County, the Oshkosh Chamber of Commerce, Downtown Oshkosh, the Oshkosh Convention and Visitors Bureau, the Greater Oshkosh Economic Development Corporation and the not-for-profit sector, which is serving a significant portion of the City’s population. Consequently, a broad view of regional opportunities and partnerships will be required, and the next City Manager will need an appreciation that these interdependent relationships, interests and agencies all play a role into shaping the social and economic fabric of the community. University and City Relations. The City has a positive relationship with the University of Wisconsin Oshkosh that reflects ongoing communication and responsiveness. Yet, not unusual in municipalities that host colleges, campus growth and student activities sometime add challenges to municipal resources. The next City Manager is expected to cultivate a high level of communication and collaboration and to maintain strong ties with the University by working confidently, creatively and objectively with University officials. Intergovernmental Relationships. The City’s desire for strong intergovernmental relationships within the region is keenly important. Since Oshkosh is one of the largest communities in the state, it plays a significant role in helping craft state legislation that affects all Wisconsin communities, and its leaders have developed important relationships and persuasive messaging on a regional and state level. In this regard, it will also be important to build a strong working relationship with Winnebago County, as many of the City’s social challenges – homelessness, unemployment or under employment, and an influx of immigrants – are issues that require the County’s role as they are the state’s human services agent. The next City Manager can expect to play a leading role in developing close working alliances within the community, and with state, county and municipal partners and neighbors. PAGE 7 CITY MANAGER • OSHKOSH, WISCONSIN CANDIDATE QUALIFICATION CRITERIA The following education, experience, management, and leadership criteria have been identified by the City’s management team as important skills and abilities for candidates to possess and demonstrate. EDUCATION AND EXPERIENCE • A bachelor’s degree in business or public • Have management experience in creating an administration, or related field, with a master’s environment of trust, integrity, and mentorship degree in public administration or closely related where employees respect one another and where field preferred. the City’s departments consistently function at a • Proven executive-level municipal management high level of customer service. experience as either a chief administrative officer • Have a demonstrated ability to provide strategic or assistant CAO, preferably in an independent, leadership and long-range planning practices. freestanding community of similar size and • Have a history of assessing the skills and abilities complexity, or an equivalent combination of of existing personnel in an effort to maximize education and experience. their talent and expertise, including opportunities • A team-oriented, strategic-thinking approach for employees to take on new challenges as toward staff leadership with supervisory skills professionals. compatible with a high-functioning team. • Excellent communication skills and significant • Exceptional interpersonal and communication career success in building collaborative, effective skills. relationships across departments. • Strong financial, analytical, and budget management expertise. PAGE 8 CITY MANAGER • OSHKOSH, WISCONSIN MANAGEMENT STYLE AND PERSONAL TRAITS • Have a background of professional and personal • Be a creative thinker. integrity, honesty and of leading/motivating • Be a strong administrative leader and be able to personnel by example. help City Staff to identify, analyze, prioritize, and • Have the maturity, self-confidence, and strength of thoroughly deliberate and address administrative professional convictions to provide administrative and management issues, which are critical toward insights and administrative counsel to the meeting both current and longer-range needs of the City Council and Staff, being able to firmly and overall community. diplomatically present professional views and • Be comfortable in delegating responsibility and carry out administrative decisions in a timely, authority to professional staff as a team player professional, and impartial manner. while remaining informed and conversant on the • Be politically astute, yet politically neutral. Be status of all programs and projects. able to “read the Council,” providing guidance, • Be a “people person,” sincerely personable, patient, advice and counsel in a manner that is impeccably calm and accessible. Have a sense of humor. objective and based on facts. • Be one who can establish trust quickly with others • Be a proactive communicator with the City Council, and one who can relate to all elements of the reporting at least weekly to the Council through a community. variety of means, and seeking ways to interact with • Promote a strong, service-oriented, “customer Council members one-on-one. relations” approach by all employees in dealing • Be someone who is comfortable listening to and with citizenry. Lead with “Yes….” talking with a wide spectrum of people; someone • Possess an open mind in dealing with the City’s who can clearly and concisely present written and complex and challenging issues that sometimes oral information to decision makers; willingly share compete with one another. information as appropriate. PAGE 9 CITY MANAGER • OSHKOSH, WISCONSIN COMPENSATION, BENEFITS AND THE ORGANIZATION’S CULTURE The starting salary is $185,000 – $225,000 +/- DOQ, plus an excellent benefit package. The City offers a competitive benefits package including health, dental, and vision insurance, FSA, paid time off, cell phone, and participation in the Wisconsin Retirement System. The City Council possesses a strong respect for City staff’s work. Among themselves, elected officials are collegial and respectful of differing perspectives and points of view. The City is an Equal Opportunity Employer. The City seeks to attract the most talented people from a diverse candidate pool, and strongly encourages women, people of color, LGBTQIA+ individuals, people with disabilities, and veterans to apply. HOW TO APPLY Apply online at www.GovHRjobs.com with a resume, cover letter and contact information for five professional references by October 21, 2024. Confidential inquiries may be sent to: Lee Szymborski, Senior Consultant, MGT, Northfield, IL. Tel: 847-380-3240. PAGE 10