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