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HomeMy WebLinkAbout8.a. League of Minnesota Cities Reorganizatione RECEIVED 3490 Lexington Avenue North St. Paul, MN 55126 NOV o 31992 League of Minnesota Cities (612) 490-5600 CITY of ROSEMOUNT Memorandum October 29, 1992 To: All Members From: Larry Bakken, President Subject: Reorganization As you know Don Slater has resigned as Executive Director. Helen . Schendel, the Associate Director has resigned for medical reasons. The Board has no immediate plans for replacement for that position. The Board of Directors of the League of Minnesota Cities has decided at this time to make some changes in the top management of our association. The position of Executive Assistant to the Executive Director has been eliminated. Lynda Woulfe has been transferred to another position in the LMC. The Board has initiated the process of selecting a replacement for Don Slater. For the interim period Cam Andre is acting as executive director. A search committee of Lee Swanson, Jerry Dulgar, Bob Long, Betty Sindt, Todd Prafke, Eric Sorensen and myself will conduct the search process. We have contracted with the Brimeyer Group Inc. to assist us in this matter. Enclosed are a copy of the position profile, the job announcement and a schedule of the steps to be taken in the selection process. As indicated on that schedule it is*hoped to have a new executive director by the middle of January. Any suggestions you may have would be welcome. Please contact me or other members of the Board with your comments. The Brimeyer Group, inc. EXECUTIVE SEARCH CONSULTANTS LEAGUE OF MINNESOTA CITIES EXECUTIVE DIRECTOR Position Profile THE ORGANIZATION ifistea One Tenth Ave. South Hopkins, MN 55343 The League of Minnesota Municipalities was established in 1913 as a reference organization which was affiliated with the Extension Division of the University of Minnesota. In 1974, the League became an independent organization. Being independent meant the League could vigorously pursue legislation affecting cities. Previously, the League acted more as an educational organization and initiated no legislation since its funding was from the legislature. The League changed its name in 1976 to the League of Minnesota Cities following the legislature's passage of the 1973 City code which reclassified all Cities, Villages, and Boroughs as Cities. The mission of the League of Minnesota Cities is to provide a forum for the identification and representation of Cities' interests, recognizing the strengths in sharing and consensus building, and resulting in an effective "Partnership of Cities". The League of Minnesota Today LMC is a leader among state leagues in the country. It is the official cooperative association of cities serving the needs and best interests of the state's cities. The League represents cities working together to promote legislation on behalf of local government and provides information and other resources to assist City officials in their efforts to improve the quality of service delivery to Minnesota citizens. The composition of the League is noteworthy. LMC is unique in many respects, but not more so than in the number and prevalence of fully staffed and budgeted subgroupings of cities. No other state has a fraction of the general purpose associations of Cities as Minnesota. Most states have affiliates, often staffed by the central League, of cities and city officials. Minnesota is unique in that a number of these associations collect dues, hire staff, and mount independent representational efforts. Functional subgroupings of cities started with the formation of the Association of Metropolitan Municipalities as a semi-independent organization in 1974. This group, however, is strictly limited to work on metropolitan issues, focused largely on the Metropolitan Council. In 1982, a grouping of metropolitan suburbs founded the Municipal Legislative Commission. (612) 945-0246 • fax (612) 933-1153 -2 - In 1985, the Coalition of Greater Minnesota Cities decided to retain a law firm for representational work, mostly centered on local government aid. Smaller Cities in Minnesota formed a dues paying group in 1987. There is also a coalition of cities from northern Minnesota representing the "iron range". All of the associations have become quite concerned with the property tax relief question. This issue has dominated municipal discussions and debates. It has escalated as the state government continues to reduce funding for property tax relief, leaving all cities to debate over a decreasing pie. The upshot of the pressure on property tax funding and the division of cities into camps has been to dramatize the differences in policy between the groups. The existence of these groups has reinforced the divisions. It is much harder for cities to agree on a common state-wide policy. Compromising, with cities who have greater relative differences, is occurring less frequently. MEMBERSIE[P SERVICES * Legal Services: The League offers one of the most comprehensive and innovative packages of law related services of any State League. In addition to the inquiry and information efforts of the research and field programs, the League offers the state's only consolidated repository of information and assistance to municipal home rule Cities. Information Services: The research and inquiry service acts as a central clearinghouse for information on local government. In 1992, the research staff responded to more than 7,000 inquiries providing information on new development, sample ordinances, ideas from other cities, and copies of laws. The research department compiles research on topics such as dog control, planning and zoning, conflict of interest, and special assessments. Researchers respond to questions from members, state agencies, counties, other states, the media, and private citizens. * City Lawyer Exchange Aid and Repositor• The City Lawyer Exchange Aid and Repository (CLEAR) is a subscription service offered to City attorneys. It provides legal research and assistance, a brief bank to track municipal law in Minnesota courts, and provides specialized municipal legal advice and opinions to member City attorneys. CLEAR has become the primary means by which Minnesota Cities codify and maintain an organized system of ordinances. In the future, LMC expects a greater emphasis on this codification function. CLEAR is currently working on 15 codes. Municipal Amicus Program (MAP); The Municipal Amicus Program offers support to cities that are involved in litigation that may have significant statewide impact on the organization, operation, power, and duties of Minnesota's Cities. The League created MAP in March 1986. About 150 cities belong to MAP. A Board of Directors reviews requests for Amicus (friend of the court) briefs from member cities and other municipal units. -3 - Field Service: A Field Representative visits member Cities on a continuing basis to assist with local problems, and to collect materials to share with other cities. The purpose of the program is to provide personal contact between the League and member City officials. During a visit to a city, the Field Representative explains League services, makes recommendations in the areas of policy making and management, and shares ideas for improvement of City services. The Field Representative attends City Council meetings and meetings of affiliate organizations during the year to provide networking between City officials and the League and to help in furthering City legislative programs. * Conferences: Annual Conference -This is a three-day conference which is held in June, and includes approximately 25 educational sessions for City officials. The conference is rotated each year, from the metropolitan area to greater Minnesota. Attendance ranges from 1,700 to 2,000. Legislative Conference - Each year the League holds a Legislative conference providing an opportunity for City officials to hear first-hand from legislators about pending legislation. Policy Adoption Conference - Each November LMC member Cities adopt policies and set priorities governing the League's representational program. Each City may vote on the proposed policies which guide the League's lobbyists. Legislative Wrap-ups - After each legislative session, the League presents 4 one -day regional sessions to inform City.officials of new laws affecting City government. Conference for Newly Elected Officials - Each year the League sponsors a one -day program for newly elected City officials to orient them on the duties of their new jobs. Clerks Orientation Program - The annual League Clerks orientation is a basic training course for new City Administrators, Clerks, and those with payroll and budget responsibility. * Training: LMC is a founding organization of the Government Training Service which produces training for City officials and staff. LMC cooperates with GTS in identifying subjects for training activities, provides faculty for training seminars, and utilizes GTS staff in planning the LMC annual meeting. Personnel Services: Originally conceived several years ago as a source of comprehensive personnel -related information, the personnel project had as its primary goal the preparation of computerized salary and benefits survey. The survey includes data on all Greater Minnesota Cities over 2,500 and the majority of Greater Minnesota Cities under 2,500. Metropolitan area cities are covered under a joint contract between the League, the Association of Metropolitan Municipalities and other associations. Minnesota Municipal Money Market Fund: The League -sponsored Minnesota Municipal Money Market Fund (4M Fund) gives cities an option to participate in a professionally managed, diversified short-term investment pool created by cities for cities. In addition, a certificate of deposit placement program is available as another program option. The LMC Board of Directors serves as the Board of Trustees and League staff provide legal counsel to the fund. -4 - The League of Minnesota Cities Insurance Trust: In 1980, the League created the League of Minnesota Cities Insurance Trust (LMCIT) as a mechanism through which cities could cooperatively address their risk management needs. LMCIT has two basic goals: To provide cities with the coverages they need, and to do so at a cost directly related to annual losses. Over 95% of the League's member Cities now participate in one or more of LMCI T's programs. LMCIT's property/casualty program covers 742 cities, and 119 other governmental entities such as urban towns, joint powers entities, special purpose districts, etc. The program has $69 million in assets, and an annual premium volume of $26 million. The Workers' Compensation Program covers 697 cities and 124 other entities. Its assets total $68 million, with $25 million annual premium volume. LMCIT provides health coverage to 100 cities, and dental benefits to 43 cities. The health/dental program's assets are about $1.5 million, with annual volume of about $3 million. LMCIT does not have employees of its own, but instead contracts with the League for the staff it needs. LMCIT reimburses the League for the cost of providing those administrative services, including staff time, space, equipment, and other expenses. In addition to reimbursing the League for these costs, LMCIT also pays an "institutional fee" to the League equal to 1.5% of the gross revenues of the Workers' Compensation and Property/Casualty Programs. * Publications: The League publishes the Directory of Minnesota City Officials which lists all City officials and contains information about cities. The League updates the Handbook for Minnesota Cities annually which keeps cities current with law changes and how they affect City governance. Each year the League publishes the City Products and Services Guide, a list of firms that do business with Minnesota cities. Other annual publications are generated in the League's research department. The League produces two periodic publications, the Minnesota Cities magazine and the Cities Bulletin. The magazine goes to City officials including Mayors, Councilmembers, Managers, Clerks, and Department Heads. In addition, libraries, schools, civic groups, newspapers, legislators, and others subscribe to the magazine. It includes information from new laws to How to implement a new personnel policy in your City. The League publishes the Cities Bulletin weekly during the legislative session and monthly during the interim. The bulletin includes information on the latest legislative action, bill summaries, action alerts, city classified ads, and general news. The bulletin goes to the Mayor and Manager or Clerk in each City. The media also receive the bulletin. -5 - THE BUDGET The LMC receives about 50% of funding from dues. The other half of the budget derives from various fees and charges. The greater part comes from the 1.5% fee charged to LMCIT. This source contributes about 25% of the total budget and, therefore, half of the non -dues revenue. The following listing provides a summary of LMC's budgeted revenues for 1991/92 and 1992/93. THE POSITION The Executive Director is responsible for LMC administration, while the Board of Directors serves as the governing body. The Board of Directors exercises its role as the policy making body for the organization. The Executive Director is responsible for providing information to the Board on the operations of the League and bringing to the Board's attention policy issues requiring consideration. The LMC Board of Directors is responsible for setting priorities and the general management of the League. The Board approves the budget annually and recommends dues adjustments for member Cities. Voting members of the Board are the President, two Vice Presidents, and 12 elected Board members. Ex Officio members of the Board are the immediate Past President of the League, the President of the Association of Metropolitan Municipalities, and the President or Vice President of the National League of Cities if a Minnesota City official holds either of those positions. (Mayor Fraser of Minneapolis currently holds this seat.) The LMC Board selects the League Executive Director, who administers the League office and League services. LMC has seven departments: Administration/Finance, Legislative, Research and Inquiry Service, Publications/Advertising, Conferences/Training, Production Services, and the League of Minnesota Cities Insurance Trust. Each department supervisor reports to the Executive Director and attends a weekly supervisors meeting to share information across departmental lines. 1991/92 1992/93 Budget Budget Membership Dues $1,442,771 $1,484,440 Institutional Fee 760,000 764,192 Service/Product Charge 286,604 369,250 Conferences 261,331 272,600 Interest 271,600 281,600 Miscellaneous 271,600 281,600 Total Revenues: 3,238,306 3,348,0982 THE POSITION The Executive Director is responsible for LMC administration, while the Board of Directors serves as the governing body. The Board of Directors exercises its role as the policy making body for the organization. The Executive Director is responsible for providing information to the Board on the operations of the League and bringing to the Board's attention policy issues requiring consideration. The LMC Board of Directors is responsible for setting priorities and the general management of the League. The Board approves the budget annually and recommends dues adjustments for member Cities. Voting members of the Board are the President, two Vice Presidents, and 12 elected Board members. Ex Officio members of the Board are the immediate Past President of the League, the President of the Association of Metropolitan Municipalities, and the President or Vice President of the National League of Cities if a Minnesota City official holds either of those positions. (Mayor Fraser of Minneapolis currently holds this seat.) The LMC Board selects the League Executive Director, who administers the League office and League services. LMC has seven departments: Administration/Finance, Legislative, Research and Inquiry Service, Publications/Advertising, Conferences/Training, Production Services, and the League of Minnesota Cities Insurance Trust. Each department supervisor reports to the Executive Director and attends a weekly supervisors meeting to share information across departmental lines. H The primary goal of the Executive Director is to direct the operations, programs and services provided to the League's members. The Executive Director supervises and participates in the development of legislative policy and represents the League before the legislature, state agencies, state administration and others.:: Duties include: * Direct the operations of the League, developing administrative policies and procedures, personnel and compensation policies for staff, development of comprehensive capital and operational budgets, monitoring and reviewing all departments for compliance with policy, goals, and objectives. * Plan, direct, control, and approve all staffing plans and the selection of staff. * Direct, supervise, and advise department supervisors and professional staff. * Direct the development of legislative policies and direct and coordinate the League's representation strategy. Act as liaison with other organizations. * Direct the research and preparation of special reports and agendas to the Board of Directors. * Provide legislative representation, negotiating and testifying before legislature, state agencies and administration, analyzing legislative bills, monitor and track legislation and rules through legislature or agency process. BACKGROUND/EXPERIENCE Candidates for the Executive Director should have a Bachelor's Degree, (preferably a Master's degree) in Public Administration, Law, or similar degree with at least 10 years experience in a responsible management position. Qualified candidates will have the following: * Possess a strong service delivery orientation with the ability to provide good research and data. * Knowledge of Minnesota politics preferred. Being well connected within state government is desirable. * Experience with the legislative process and developing consensus on policy issues is essential. * Have an awareness of the issues of the League. Be able to identify the expectations of the League staff. * High level of familiarity with City, League, agency or non-profit organizations/associations. -7 - MANAGEMENT CAPABILITIES * Be the spokesperson for the LMC within the guidelines established by the President and the Board. * Be able to achieve a consensus and act upon it. * Be a skilled professional manager with the ability to motivate a team and work effectively with a:Board. * Maintain objectivity, uphold ethical standards, and display a professional demeanor in dealing with people and issues of the League. * Promote credibility of the League by keeping abreast of the issues and sharing information with others. Utilize outside agencies such as the Chambers of Commerce to learn of local issues. * Recognize there are changing needs and roles within the Cities as well as unique requirements in different parts of the State. * Have a sense of fairness and sensitivity in dealing with Cities of all sizes. _ * Take a leadership role in the coordination of all factions of the League. Maintain an inclusive organization by not allowing partiality of any one faction. Be an advocate for the League as an umbrella group. * Orchestrate the efforts of the staff and the Board in making presentations at the legislature. Be able and available to testify personally on the critical issues. * Utilize elected officials whenever possible. * Encourage the Board to confront big City/small City issues. Be able to unite the Board. * Use -a team approach without always taking the lead. Utilize others effectively. LEAGUE PRIORITIES * Perform umbrella management role over various groups within the State including the Municipal Legislative Commission, Association of Metropolitan Municipalities, Iron Range Cities, Small Cities, Coalition of Greater Minnesota Cities, and the North Metro Mayors Association. * Set an example which promotes a feeling of equality among all groups within the League. Promote a feeling of credibility and satisfaction of services offered for the entire membership. -8- * Evaluate the need to incorporate personnel services, such as labor relations, as part of the League's efforts. * Strive to improve the delivery of services offered by the League, particularly in the area of basic membership services. * Develop a long-term strategic plan. * Develop a model to improve the perception of the League within the membership and at the legislature. * Provide an accurate and timely flow of information from the League to the member Cities. * Strive to bring Cities to a consensus on the Local Government Aid (LGA) formula issue. * Facilitate the relocation to St. Paul including the purchase of or construction of office facilities. * Examine the need to restructure and redefine reporting relationships and develop a new organizational chart. Clarify reporting relationships between the League and the LMCIT. * Establish a goozi working relationship with the Governor's office and key legislators. * Explore the possibility of implementing a Total Quality Improvement program. ANNOUNCEMENT Executive Director - League of Minnesota Cities. (Starting salary $75,000-$87,000). Report to 17 member Board of Directors selected by the 850 member Cities. Responsible for administering a $3.8 million budget and supervising a staff of 60 providing high quality services in the areas of Admin/Finance, Legislative, Research and Inquiry, Publications/Advert, Conferences/Training, Production Services, and Insurance Trust. Play major role in coordinating lobbying efforts of League staff and elected officials. Qualified candidates should have a B.A. (M.A. preferred) degree in public admin or related field with 10 years exp. in a responsible management position - preferably in local government, a non-profit organization or association, or a municipal related agency. Apply by November 30, 1992 to: James L. Brimeyer, President The Brimeyer Group Executive Search One Tenth Avenue South Hopkins, Minnesota 55343 (612) 945-0246 The Brimeyer Group, Inc. EXECUTIVE SEARCH CONSULTANTS LEAGUE OF MINNESOTA CITIES One Tenth Ave. South EXECUTIVE DIRECTOR Hopkins, MN 55343 Suggested Timetable 10/27/92 Authorize to Proceed Approve Position Profile Review Timetable Approve Announcement 10/28/92 Place Announcement 11/2/92 to Recruit, screen candidates 12/4/92 11/18/92 (12:00) 11/30/92 11/15/92 to 12/4/92 12/8/92 (1130) 12/9/92 to 12/15/92 12/17 and 12/18/92 12/18/92 (6:00 PW 12/19/92 (AM 12/19/92 (PM) 1/1/93 to 1/18/93 Status report for Search Committee Deadline for Applications Review, Screen candidates (Use NLC Conference to screen candidates) Progress Report - Reduce candidates from 8-10 to 4-5 - Review interview schedule - Review compensation guidelines Background, reference checks Search Committee interview Informal reception - Search Committee, Board members, candidates Board interviews Search Committee Board selection of Executive Director Transition/Start Date (612) 945-0246 • fax (612) 933-1153