CC 08-29-88
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C1'lY OF aJPERl'Il«), S'I7lŒ OF c:AI.iIFŒINIA
10300 Tw...... AvenJe, 0Jpertinc, California 95014
Tele¡i1cœ: (408) 252-4505
MINt1l'æ OF 'IHE ADJŒJRNED REXmAR Cl'.l'Y CXXJNCIL MEE1'Il1:;
HEID (If AU;UST 29, 1988, I.OiŒR IEVEL CXIŒ'ERENC:E: RXH,
Cl'.l'Y HALL
10300 'lUl<l<rO AVEKJE, aJPERl'Il«), au.IFCRŒA
00-75OB
Mayor Gatto called the ~ to ulœr at 7:30 p.m. in the
IDwer IsYel CCI1f-.lahC.. RealI, City Hall.
1ÐU, CAIL
0:Amc. p~ B .1l:
Johnsa1, ~1, P1ungy, Rogers, Mayor Gatto
Staff Pres_íL:
Deprt:y City Clede Wolfe
Assistant to the City Manager Brown
1. Oral lhrm"Ù.catiŒlS - Na1e.
2. Jetm Shannon of Shannon Associates rega'!:àin;J executive
search for a new City Manager.
Mr. Shannon c:utlined the three ¡i1ases of taUght's
1IIIIet:iJ'g: 1. Look at the prOc:::e$S, where we are in the
pl,«-ø and ~t is left to be done; 2. DBYelq> a profile
for the new City Manager: 3. Di.."C".... speC'ific points of
recrui~&t strategy. Mr. Shannon intL..'h~ steve
Kin;¡sford of Shannon Asscciates, statinJ that Mr. Kin:PJford
wcrJœ in in tl'..e areas of orqa:'1izational devel~¥ISht and
strategic p1ann:in]. Mr. Kin;¡sford' S bIo roles c:lurln;J this
recruit.uE!i.t are ~ with O:Amcil to develop the profile
and setting perfcmDaJX E\ objectives for the new mnager
after hirirq.
Mr. Shannon noted the fan- key ¡i1ases of the rec:ruit.....:4&t
prOC' øø, '!he first ¡::base is devel___d.. of a candidate
profile ~ in::l\X1es three tasks: (1) In:tividual
interviews with ead1 O:Amcil -..r. (2) Work session
this eveniD]. (3) Þ.ctual docI""""1taticn of the recruit..u:.,L
profile anj strategy that will caue cut of taUght' 8
effort.
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'!he secax:l phase will be the active outreach recruit......&t
¡::base in::l\liin¡ the placing of advertising, ~lication of
broà1ures, identification of carxtidates, followirx] up with
potential carxtidates, screening interviews, backgrcurG
d1ecks and rec' ·,·,-œticn to cœncil of a suggested group
of finalists.
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KINt1l'ES OF '!HE AInJST 29, 1988 CIT'l 0XJNcrL MŒl'DI:;
Mayor Gatto said he feels that the manager is viewed as the
bridge bEJtween the CDmci1 and staff in iDp1ement.in;J
staff's policies; CD.mcil ,,_,J .as do not interact with
staff as 1II.ICh as the manager does.
CD.mc. ~ said that <hmci1 m.-.,J .as are very depement
upon the infcmoation they receive frœ the city manager and
that they need to trust the manager. She also said that
the trust had to be deserved in that CD.mcil ne -~... to
receive all the infaDIBtion, not just Wat the manager
ålo<JsEIS to give them.
Mr. Kin;Jsford as1rDt'l CD.mcil ......res to think about: the
future of the City anj the organization by imaginin:] that
they have left town anj have retmned. after ten years and
envisionin;J Wat they wa1ld like to see Wen they retum.
He also asJœd thP.m 1Id1at they woold look at as evidence of
1Id1at had hçpened durinj the ten years - Wat thirx]s oool1d
they see, Wùå1 peqlJ.e '«"lId they talk to. '!be followiD;J
were listed: Highway 85 c:x:mpleted, maybe light rail as
well; .t........It. cxn:litiŒlS; parD - peqlJ.e usin:] them day anj
night; døv8l___íL on the west side of town; neighboxtxxJds
- ~; redevel___it of old shq:pin:] centers; cxn:litiŒIS
in IÞ'Ita Vista, Gim:!en Gate, Rancho; ridgeline; 0CIIIILIter
traffic; ànJrå1es and scb::Io1s (å1arJ]inq ~),
Q\ðm1 ex ot 0····-- Cê, persa1 at ttkaát¡ Valloo¡ police;
r-"'II~¡:"""., 0Jpertin0 Scene; GerJél:ðl Plan.
Mr. Kin;Jsford asked CD.mcil ,,_,J .era to bear these
indicat.orø in mind anj list theBe t:hin;pI they 'NOOld like to
see and hear.
City gcN....,.......rt. responsive - staff anj cnmcil doin:] a
geed jå:>.
High activity level in p.Iblic p''''-- - parD, s.'1cg)in:]
- kids and ycun;J families.
Da1blet:res and Marriott hotels bill.t and tusy - local
peqlJ.e usin:] them as well.
City owns the fOlr prtp!rtieB mentioned in the J:xni
'l"ftAAaI..D:8.
rhmII"1i.ty is clean, ccurt:ea1s, safe and alive.
F~"Y BO.Ind.
Traffic better here than in neighborin:] cities.
COg~-.rell CX>llege exparoed and with a good. rep.Itatian.
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MIWmS OF 'mE 1ItXDn' 29, 1988 CIT'i cnJNCIL ~
HIase three is the selection ¡i1ase 1o'hen CD.mcil int:ervieWB
the NO:' ...,-'Ided finalists. Shanncn AsSOC"iates will develop
the material for the 1nterviewB. '!be selection of the city
manager am negotiation of an eøp10yment ~...e......ít. are also
included in this ¡i)ase.
'!he final ¡i1ase is the devel___Jt. of perfatmanœ
å:7jectives.
Mr. K:in;plford said there are fcur å:7jectives of tonight's
1DIIEItiD¡: 1. To create a vision of the preferred future of
0Jpert.in0 (the city and the organization). 2. To identify
the å1allenges ani factors to be dealt with in attaining
the first å:7jective. 3. To identify the prer..........d
p&r&....al style for the new city manager (IotIat kin:i of
..........., does camcil want to work with and have supervising
staff). 4. To revieor the recruitment ,pL'>CeSEI.
Mr. K:in;plford stated that he had read the administrative
9'"""'" anj policies drawn up by department heads am had
tried to derive BaDe fumamental values 1'rcIII the docI...-,t..
Mr. K:in;plford shewed CD.mcil a list of these values Wich
he believed were a ...~ s ~ílatia'\ of the ~.Lc:&~t 1IIa1"b.r""--tt
cutlook, style ani values. He stated that he saw items in
the th-o""""1t whiå1 indicated to him that CD.mcil has a real
leadership role in the ........."1ity - camcil creates i-""
and ¡mpœe and is not a ru1iJer staDp for the city
manager. Mr. K:in;plford asked for Ccu1cil møÑ"..œs'
reactiŒlS to the chart.
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Assistant to the city Manager Brown said the 9"""" am
å:7jectives wre intended to be a renection of the cw........t
value system 1'rcIII an administrative perspective.
Mr. K:in;plford asked CD.mcil to react as to whiå1 of the
9"""" and cèjectives seem to be ooog:ruent with their sense
of the organization and Were they want it to go.
camc. Jåmson stated that camcil had to agree with the
values listed beca1æe they are basic values.
Mr. Kin;¡sford asked if there wre anythin¡ on the list that
anya1B felt very ..L......~ly about:, that Bha1ld be a care
value for an organization. camcil indiœ.ted that
proactive plannin;J was iDportant.
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MDI1lES OF '!HE AtGJST 29, 1988 C1'lY a:mcL ftUiJ.".uC
Well maintained older - - pride.
100<,. .,.,.,jation to growth anj arrival of varied ethnic
~.
City ...L......ts well 1.anèI9 "iA!.
EIIplayees ¡m:ui think t.hsy wœ:k far a good
orqani.zation, feel organization is a good ........."1ity.
seniors well pravJded for - less pr -1J:1t far survival
--,:1"'.
less druq use.
Balanced ............uty jà::ø, shqpinq, hcusinq;
~tunity - not a one-iD3ustJ:y town.
Asians speakinq ED}lish and inYalved in n"IINIO"1ity.
Qnm::hes healthy.
PUblic art. To'Crlœ.
DeAnza COllege thriving.
Q1e cable TV system.
Utœrgrc::uIñ utilities.
RealI for startup .. ·'1:>Ndes.
OWn protective services.
Mr. KiD;lsford then .,....,. o:xmcil. lea to inticate 1ob1å1
of the ~.....~i1'Ç items they felt JDOSt: .t.......,¡ly about. '!he
items.1... --' by CD.mcil -.I.etS aJ:8 as follCIII:
City gcv....,4ue1.t. z:æponsive - staff and o:xmcil doing a
good jc:b (5 votes)
High activity 181181 in p1b1ic p,........ - p¡niœ, shqpinq
- kids, yam} f_ni_ (4 votes)
Fi......"y sam1 (4 votes)
Traffic better here than in neightIorinq OCIIIILV1ities (4
votes)
Balanced ........."1ity jà::ø, shqpinq, hoosinq;
~ tunity - not a one-imust%y town (5 votes)
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MIl«1Im OF '!HE ~r 29, 1988 C1'lY CXD«:IL l'IUa'.UG
FUblic art warJœ (1 vote)
cœ c::able syst8I (1 vote)
1m K.CI: 8:20-8:30 P.M.
Mr. ~ then asJr-' ct:Iunci1 mat facta:8 they """, i..,.
will affect the SI)(J( of ~itg the t"o-:-'i'11 9"""-.
Eca~, local and nat:icnal - der..e indusb:y;
t"o LD:eS re growth and intensity, traffic.
GJ:cwth 1IIU1&s---d..
Keepi.n;J mjar 1n::bItri.es.
Reøcurce piJ1å1 - reII1!Il'IJSS VB. service ccsts - gap
~·--·í'-.
Water lIURIly.
Regia1al oac::.t......t.<\tia1 VB. "effective partrl'>i.., i...."
care of infrastructure.
Involved p.¡blic - a benefit.
Influx of Asian pqW.ation (Chinese).
Aging' P"1"'1Ation - stable age grcups.
Increased hœsirq costs - haDe is prim¡u:y mv....L..u..íL.
P... IJI'B for hcusiD¡ density - """'''in;J height.
ScIIIB sensitivity to åIaD¡irJ:J architecture.
Increased traffic prå:IJ-.
In relation to personal style of DliD'laeJ ,-d.. and leadership,
CD.mcil --ooeIS c::bœe on a scale tIaa 1 to 5 be,blsE!I'1 the
folladrq paizs:
1. Balanœ of initiative bebleen manager anj oamcil -
CD.mcil .....~ -e:I.S dxliœs indicated they pref.........éd a
manager Iid10 is fully iœ1.u:1ecl in the leadership þXOC"""'CI
l:ut that CD.mcil is in å1arge.
2. Administration anj policy - what is ct:Iunci1' s role
between policy anj ac:tually adIDi.nisterirg - o:uncill S
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MnI1Iß9 OF '!HE A1UJST 29, 1988 Cl'l'!C exu«::1L MEErDG
l...apŒIIIl!Ir indicated that thBy prefer a 1IIIUV.Ig8X' 1Ò) --JIM
staff 1oI1ile a::mcl1 sets policy and does not give .taff
diœctionl
3. Task (t-.h.wogy, plan) and œlaticœhips (pq'l.,
marale, CCIIIIImica'tia) - a::mcl1 indicated a desixe far
gett:iDJ the jà:l done tIUt with tact and sensitivity.
Follawin:¡ aœ traits a::mcl1 feels aœ bportant in a city
JIIID1ag8r: (> .,I....tencyl integrity (1øIestY - tells cc:RJIdl the
bad nEIWB as WBll as the good, credibility) I finarlcial
backgramdl 'v-t and positive (cneerleac1er) I sense of
huIIIcr, not uptightl even t--,, , +ted, good loser anj good
winnerl c. .,.,. "' senseI (lady or gentleman in the sense that
they POSEI. - dignity, 8OOi.., skills).
o::amcil MIIIIBd the folladn;J specific experi.eIx» anj sJdlls
desired in a city manager:
ExpBrienœ with finance.
GerIBral experience as a manager ar assistant 1IIIUV.Ig8X'
1Ò) has had a wide ran;J8 of experience in p1annin:J,
pIblic 1III:IècB, etc.
Intention to stay It\-q-t.em tIUt not "trainee" (mid
career) .
Interest and activity in cn-"1ity (_i 8"',""Y) .
("..oed at CCIIIII1ni.œtin can maJœ effective
..,t.s ntations - able to deal ŒI6 cn-<I'I8 as WBll with
large gra¡ps.
ExpBrienœ in conflict resolution.
Prof.--itwlal trai.ni1'q in ~d..
Negotiation sJdlls.
FraI1 area .i'llli , ..... to Bay Area - m:œn experience -
f.....iH..... with envirorment a."Ù prà:llems (BUå1 as
'JI" .+w.Je) .
Able to majntain reveme sources (keep b.Jsir -¡-
here) .
strategic/tactical thinIœr.
Good administrator.
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HIH1l'ES OF '!HE JIIX;tJS'l' 29, 1988 CIT\C CXXJNCIL MEEl'ING
Mr. Shannon ditl( '-'1d with COJncil the geogra¡iúœl area
fraD Wùå1 they preferred the manager to be åIcSWI and
BUIIIIIIrized CD.mcil'. pref....a.oe& reg¡miirg experience. '1b8
possibility of the final caJñidates meetirxJ with 4OII8œtive
staff and"Iar of havirç a citizens' selection ",..,."ittee wre
di.....--'K'I. CD.mcil w_·J.œ:s felt that there is ~Wnity
far citizen iJp.¡t anj that they are ~Live to that iJp.¡t.
Mr. Shannon cutlined the timetable far recruibuent anj
hirin¡. Shannon Assodates will þ¡.q¡ere anj p,....... the ads
in _øn1 City ""'9'\Zine and the Ie». newsletter as wall as
~ the broànJre text. '!he text will be ...,hwitted to
CD.mcil far .,. ·'·'-'at and"Ior IIICdi.fication.
Di.Sf"J'....ion followed regardin] the requirement that the city
manager be a resident of 0Jpertin0 and whether there might
be saoe assistance with ha.1sin;J. '!he position will be
advertised with salaJ:y negotiable.
Mr. Shannon stated that the next step in the ~,~'!' is
evaluation of the NS'........ and åIecIdr.J of candidates'
backgrounds, after Wùå1 a group of GMJ.Lwi1Mtely 12 will be
å1œen by Shannon APSQC'iates. '!bat list will be ~1n<ri to
frœ six to eight pl!q)le who will be interviewed on NaIreIIiJer
19. '!he interviews will ead1 be ~wi1Mtely 90 mim1tes
laq. Selection of the new city manager shoold be 0CIIpleteð.
by NoIr~ 25, after whiå1 ~íL.....ct negotiatiŒ18 will taJœ
place. '!he newly hired manager will start work near the
first of the year.
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